NewzIntel.com

Category: Science

  • MIL-OSI Global: Domestic abuse: how it escalates and why that makes it so hard to leave

    Source: The Conversation – UK – By Tirion E. Havard, Professor of Gender Abuse and Policy, London South Bank University

    Ryan Wellings has been jailed for more than six years after the death of his partner Kiena Dawes. Wellings was convicted of assault and coercive and controlling behaviour, having abused Dawes repeatedly throughout their relationship.

    Dawes took her own life in July 2022 and squarely blamed Wellings’ abuse, leaving a suicide note that read: “I was murdered. Slowly … Ryan Wellings killed me.” Wellings was acquitted of manslaughter.

    In the UK it is estimated that 1.6 million women aged 16 and over experienced domestic abuse last year. Yet when we hear horrific stories like Dawes’s, a common response is to ask, “Why would she stay with him?” This attitude perpetuates misconceptions about abuse, and misses the reality that anyone can become a victim.

    Abuse often escalates over time, meaning that what looks like a loving relationship initially may become violent or controlling.

    Want more politics coverage from academic experts? Every week, we bring you informed analysis of developments in government and fact check the claims being made.

    Sign up for our weekly politics newsletter, delivered every Friday.

    In the 1970s, psychologist Lenore Walker’s book The Battered Woman Syndrome proposed a theory that abuse in intimate relationships often occurs in a cycle, consisting of three main phases.

    The first, tension building, is when the perpetrator indicates signs of anger or frustration and can last from minutes to months. It usually escalates until it shifts into the second phase (explosion), when there is physical or sexual violence.

    After the event, the perpetrator may feel some remorse or guilt at the violence. Here they may enter the honeymoon phase, when the perpetrator apologises and promises that it will never happen again. The cycle is repeated, often becoming quicker (the honeymoon phase becomes shorter).

    This explanation can be overly simplistic and is not consistent with all survivors’ experiences. But it can be helpful to understand how abuse can change over time.

    As a probation officer, I worked with a woman who was severely abused by her long-term partner. Convinced that if she left him, he would kill her, she developed coping strategies based on the cycle of abuse. As the tension-building phase intensified, she became adept at recognising when the risk he posed became life-threatening.

    To avoid an explosion (and serious harm to herself) she would deliberately shoplift in front of security guards. Her criminal record and reputation was so well established that she was banned from most shops in her area.

    Once in court, she would plead for a custodial sentence. This would offer her some safety and “time out” from the abuse, but it also gave her partner time to reflect. At the time of her release, he would be sufficiently remorseful and the honeymoon period would start again.

    Control and isolation

    Like most intimate connections, abusive relationships typically start filled with romance, excitement and lust. In these early periods, perpetrators can be “over the top” with excessive communication and extreme flattery, even showering their partner with unnecessary gifts.

    This “love bombing” is often accompanied with early and intense conversations about a future together, as exhibited by Wellings who had Kiena Dawes’s name and face tattooed on his body within only days of meeting.

    Physical abuse typically comes later, sometimes triggered by life events such as marriage, pregnancy or childbirth. Usually, elements of control seep into the relationship as the couple becomes more established. These acts are discrete and difficult for the survivor, friends, family and professionals to recognise.

    Abusers may persuade their partner to stay in to watch a film or have a romantic meal at home, rather than going out to meet friends or family. When a night out is organised, the perpetrator might invite themselves or turn up unexpectedly to social events.

    This isolation is part of a perpetrator’s wider intention to control their partner. With no one to speak to and nothing to measure their relationship against, it becomes more difficult for survivors to recognise their relationship as abusive. Instead, they may doubt themselves and their perceptions.

    Even if they do recognise their relationship as abusive, the lack of contact with others makes it more difficult to reach out for help. Survivors feel trapped, having no choice but to stay.

    Mobile phones and other tech have given abuse perpetrators a new tool of control.
    Bits and Splits/Shutterstock

    Over time, the control escalates and becomes more overt, often hiding in plain sight. As a probation officer, I once worked with a perpetrator who, on his wedding night, took the hotel towel and used it to strangle his new wife.

    Thereafter when they had guests, he would purposefully place a towel over a chair – signalling to his partner that her friends needed to leave, or that she had crossed an invisible line and she would pay for it later.

    The symbolism of this simple act would likely be missed by those around the couple, but would serve as a warning to the survivor of the abuse that was to come. As the evening continued, the tension would build alongside her crippling fear.

    This kind of control can also occur when someone experiencing abuse is out in public or with friends. As I have found in my research, smartphones have given abusers more tools to control their victims, creating a panopticon effect, where victims feel surveilled and watched by their partners 24/7.



    Read more:
    Even before deepfakes, tech was a tool of abuse and control

    Breaking the cycle

    As Kiena Dawes’ story shows, there is no easy way to break this cycle. Research has shown that leaving an abusive relationship can be dangerous for women, as abuse typically continues post-separation.

    The number of suicides linked with domestic abuse has risen steadily in recent years. There are currently more domestic abuse related deaths linked to suicide than homicide between partners. Between 2019 and 2022, 30% of suspected suicides in Kent and Medway identified domestic abuse as a factor.

    The last government took important steps to recognise that abusive relationships can and do result in survivors taking their own lives, replacing the term “domestic homicide” with “fatal domestic abuse” in law.

    Yet misunderstandings, particularly about why people stay with their abusers, persist. When faced with women who are experiencing abuse, the question should not be why do they stay, but what is stopping them from leaving – and how do we remove those barriers?

    If you or someone you know is affected by abuse, the National Domestic Abuse Helpline is 0808 2000 247, and other resources are available.

    Tirion E. Havard does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    – ref. Domestic abuse: how it escalates and why that makes it so hard to leave – https://theconversation.com/domestic-abuse-how-it-escalates-and-why-that-makes-it-so-hard-to-leave-238919

    MIL OSI – Global Reports –

  • MIL-OSI Global: A robot nearly headbutted a festival spectator in China – here are four urgent steps to make the tech safer

    Source: The Conversation – UK – By Carl Strathearn, Lecturer in Computer Science, Edinburgh Napier University

    Humanoid robots will start to become much more common as prices tumble. thinkhubstudio

    Humanoid robots are supposed to be our loyal assistants, but we saw another side to them the other day. Chinese robot manufacturer Unitree was demonstrating its latest H1 robots at a lantern festival in the city of Taishan, Guangdong province, when one walked up to the crowd barrier and seemed to lunge at an elderly woman, nearly headbutting her.

    The incident quickly went viral, and sparked a fierce debate about whether the robot actually attacked the woman or had tripped up. It’s mostly being overlooked that we’re a long way from having robots that could intentionally attack someone – machines like these are often remote controlled – but the danger to the public is clearly real enough.

    With sales of humanoid robots set to skyrocket over the next decade, the public will increasingly be at risk from these kinds of incidents. In our view as robotics researchers, governments have put very little thought into the risks.

    Here are some urgent steps that they should take to make humanoid robots as safe as possible.

    1. Increase owner requirements

    The first important issue is to what extent humanoid robots will be controlled by users. Whereas Tesla’s Optimus can be remotely operated by people in a control centre, others such as the Unitree H1s are controlled by the user with a handheld joystick.

    Currently on sale for around £90,000, they come with a software development kit on which you can develop your own artificial intelligence (AI) system, though only to a limited extent. For example, it could say a sentence or recognise a face but not take your kids to school.

    Who is to blame if someone gets hurt or even killed by a human-controlled robot? It’s hard to know for sure – any discussion about liability would first involve proving whether the harm was caused by human error or a mechanical malfunction.

    This came up in a Florida case where a widower sued medical robot-maker Intuitive Surgical Inc over his wife’s death in 2022. Her death was linked to injuries she sustained from a heat burn in her intestine during an operation that was caused by a fault in one of the company’s machines.

    The case was dropped in 2024 after being partially dismissed by a district judge. But the fact that the widower sued the manufacturer rather than the medics demonstrated that the robotics industry needs a legal framework for preventing such situations as much as the public do.

    While for drones there are aviation laws and other restrictions to govern their use in public areas, there are no specific laws for walking robots.

    So far, the only place to have put forward governance guidelines is China’s Shanghai province. Published in summer 2024, these include stipulating that robots must not threaten human security, and that manufacturers must train users on how to use these machines ethically.

    For robots controlled by owners, in the UK there is currently nothing preventing someone from taking a robot dog out for a stroll in a busy park, or a humanoid robot to the pub for a pint.

    As a starting point, we could ban people from controlling robots under the influence of alcohol or drugs, or when they are otherwise distracted such as using their phones. Their use could also be restricted in risky environments such as confined spaces with lots of members of the public, places with fire or chemical hazards, and the roofs of buildings.

    2. Improve design

    Robots that looks sleek and can dance and flip are fun to watch, but how safe are the audiences? Safe designs would consider everything from reducing cavities where fingers could get caught, to waterproofing internal components.

    Protective barriers or exoskeletons could further reduce unintended contact, while cushioning mechanisms could reduce the effect of an impact.

    Robots should be designed to signal their intent through lights, sounds and gestures. For example, they should arguably make a noise when entering a room so as not to surprise anyone.

    Even drones can alert their user if they lose signal or battery and need to return to home, and such mechanisms should also be built into walking robots. There are no legal requirements for any such features at present.

    ‘I am now exiting the room.’
    Simple Line

    It’s not that manufacturers are entirely ignoring these issues for walking robots. Unitree’s quadroped Go2, for instance, blinks and beeps when the battery is low or if it is overheating.

    It also has automatic emergency cut-offs in these situations, although they must be triggered by a remote operator when the robot is in “telemetric mode”. Crucially, however, there are no clear regulations to ensure that all manufacturers meet a certain safety standard.

    3. Train operators

    Clearly there will be dangers with robots using AI features, but remote-operated models could be even more dangerous. Mistakes could result from users’ lack of real-world training and experience in real-life situations.

    There appears to be a major skills gap in operator training, and robotics companies will need to prioritise this to ensure operators can control machines efficiently and safely.

    In addition, humans can have delayed reaction times and limited concentration, so we also need systems that can monitor the attention of robot operators and alert them to prevent accidents. This would be similar to the HGV-driver distraction-detection systems that were installed in vehicles in London in 2024.

    4. Educate the public

    The incident in China has highlighted current misconceptions about humanoid robots as the media is once again blaming AI despite the fact that this was not the issue. This risks causing widespread mistrust and confusion among the public.

    If people understand to what extent walking robots are owner-operated or remote-operated, it will change their expectations about what the robot might do, and make everyone safer as a result.

    Also, understanding the owner’s level of control is vital for managing buyers’ expectations and forewarning them about how much they’ll need to learn about operating and programming a robot before they buy one.

    The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. A robot nearly headbutted a festival spectator in China – here are four urgent steps to make the tech safer – https://theconversation.com/a-robot-nearly-headbutted-a-festival-spectator-in-china-here-are-four-urgent-steps-to-make-the-tech-safer-250851

    MIL OSI – Global Reports –

  • MIL-OSI Global: Why Freetown’s celebrated tree planting scheme won’t work for other African cities, or the planet

    Source: The Conversation – UK – By Milo Gough, Lecturer in African Studies, University of Oxford

    More than a million trees have been planted in the city of Freetown in Sierra Leone since 2020. This reforestation scheme, known as “FreetownTheTreeTown”, has been celebrated for its innovative approach to climate action, with ambitious plans to plant another 5 million trees by 2030 and 20 million more by 2050.

    A global network of mayors known as the C40 Cities and other urban development experts have called this a “highly replicable” solution for environmental crises across urban Africa.

    Reforestation helps Freetown cope with excess heat, annual seasonal floods, landslides and other environmental problems. Because of its geography, squeezed between wooded mountains and coastline, and widespread poverty, the city is one of the most vulnerable in the world to the effects of the climate change.

    Deforestation of Freetown’s mountains for wood, charcoal and housing space led to a landslide in 2017 that killed 1,100 people and left at least another 3,000 people homeless. FreetownTheTreetown is a response to this disaster.



    Read more:
    Sierra Leone mudslide was a man-made tragedy that could have been prevented

    There are also important historical contexts. I’ve conducted research into the colonial history of Freetown and the changing historical meaning of its trees. From the spiritual meaning of trees in Indigenous west African cultures, through to their use in colonial planning schemes, trees in Freetown have been central to political struggles over the urban landscape.

    Tree planting should not be viewed simply as a generic social good. Trees are embedded in wider structures of power. From colonial-era tree planting, which aimed to reorganise Freetown into a European style city, to the 21st century’s green capitalism – in which tree “tokens” have become commodities for their marketable “carbon offset” – trees are far from apolitical.

    Tree planting projects alone cannot solve environmental problems in African cities. As the world heats up, reliance on fossil fuels must be reduced. Green capitalism’s tree planting schemes won’t cut greenhouse gas emissions at source.

    Climate solutions

    FreetownTheTreeTown is organised through an app, TreeTracker, used by community growers who plant and care for saplings that have been grown in a nursery. They use the app to tag the geographical location of each new tree and track tree growth with photographs.

    The community growers, largely women and young people, receive payments from the city administration once every quarter in the form of tokens that can be exchanged for cash. Thanks to this community, the project has achieved a high tree survival rate of over 80%.

    Inside Freetown’s tree planting scheme.

    Since 2020, this project has received almost US$3 million (£2.4 million), largely from the World Bank and the Global Environmental Facility.

    But the project is supposed to start covering its own costs through selling carbon offset tokens to foreign nations and companies. Buyers will buy these to “cancel out” their own carbon emissions. A polluting airline in the US, for example, could claim it has reduced its greenhouse gas emissions if it buys carbon offset tokens from FreetownTheTreeTown.



    Read more:
    There aren’t enough trees in the world to offset society’s carbon emissions – and there never will be

    Carbon offset schemes have been criticised by academics and journalists for overstating the rate and speed at which they can reduce overall greenhouse gas emissions. They’ve been accused of distracting attention from the necessary and difficult work of transitioning away from polluting energy sources.

    Charcoal is the most important product of the deforestation of Freetown’s mountainous peninsula because the city’s residents use it as cooking fuel. It is, however, highly polluting. People living in informal communities are encouraged to move to cleaner cooking fuels. Some briquettes are even made from human waste. Freetown is genuinely trying to reduce its extremely low carbon emissions.

    Tensions in tree town

    Tension between the conservation and exploitation of Freetown’s mountain forest has existed for centuries. Freetown was established by British colonists in 1792 as a site for the resettlement of formerly enslaved people from across west Africa. Mountain forests were cut down and turned into timber for the board houses of Freetown.

    My research into the late 19th century history of Freetown has revealed that an enormous iroko tree with a trunk circumference of over 15 metres was a place of great spiritual and ritual significance in the area of Brookfields.



    Read more:
    Bringing forests to the city: 10 ways planting trees improves health in urban centres

    Many formerly enslaved people from Yorubaland, in what is today south-western Nigeria, believed iroko trees were inhabited by powerful spirits. Witches were thought to hold meetings around them.

    The Brookfields iroko tree was feared. But it was also respected. Processions of the Bondo, an all-female secret society, visited the tree with offerings, such as corn and pieces of cloth.

    The colonial government planted new trees to demarcate the gridded streetscape of Freetown. But Freetonians did not like the new trees. They suspected them of harbouring mosquitoes and snakes. Twenty years after the first planting, most had been cut down by the city’s residents. The colonial government attempted to overwrite west African understandings of trees by imposing a new order.

    Tree planting schemes must pay close attention to histories of government-led dispossession if they are to successfully transform cities. FreetownTheTreeTown has begun to tackle this history head on by co-creating this reforested city with its communities. This is important work. But, there must be caution about simply transplanting the technical solutions from Freetown to other cities across Africa.

    Don’t have time to read about climate change as much as you’d like?

    Get a weekly roundup in your inbox instead. Every Wednesday, The Conversation’s environment editor writes Imagine, a short email that goes a little deeper into just one climate issue. Join the 40,000+ readers who’ve subscribed so far.

    Milo Gough has received funding from the Arts and Humanities Research Council through CHASE DTP.

    – ref. Why Freetown’s celebrated tree planting scheme won’t work for other African cities, or the planet – https://theconversation.com/why-freetowns-celebrated-tree-planting-scheme-wont-work-for-other-african-cities-or-the-planet-247254

    MIL OSI – Global Reports –

  • MIL-OSI: Viridien Announces its Q4 & Full Year 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    Paris (France), February 27th, 2025, 17h45 CET

    2024: A YEAR OF OVERACHIEVEMENTS

    2025: ON TRACK TO DELIVER c.$100 MILLION NET CASH FLOW

      Q4 FY1
    Revenue2 $339M $ 1,117M (-1%)
    Adjusted EBITDA3 $157M $455M (+14%)
    Net Cash-Flow $27M $56M (+73%)

    Sophie Zurquiyah, Chief Executive Officer of Viridien, said:

    “In 2024, we met our revenue and exceeded our profitability and cash generation targets driven by strong commercial successes at Geoscience, a dynamic performance at Earth Data in both our key basins and prospective regions and the continued focus on operational efficiency at Sensing & Monitoring.

    In 2025, Viridien will continue strengthening its technology leadership in its core markets while further developing its New Businesses. We anticipate continued improvements thanks to Geoscience’s record high backlog, Earth Data’s solid pipeline of projects and the termination of contractual fees for vessel commitments, and Sensing & Monitoring’s progress towards their restructuring plan.

    In this context, we confirm with confidence our target of c.$100 million of net cash generation and balance sheet deleveraging.”

    2024 Highlights2

    • Group2
      • IFRS figures: Revenue, EBITDA and Net Income of respectively $1,211 million, $516 million, $51 million. $427 million, $216 million, $29 million in Q4.
      • Overall stable group revenue at $1,117 million.
      • Strong growth at Digital, Data & Environment (DDE) with $787 million revenue (+17%). Consistent momentum for Geoscience (GEO) driven by our preferred advanced technology and numerous commercial successes at Earth Data (EDA).
        • Sensing & Monitoring (SMO) revenue was $330 million, with no mega crews during the year.
        • 33% revenue growth for New Businesses, exceeding our 30% target.
      • Group adjusted EBITDA3 of $455 million. DDE Adjusted EBITDA of $458 million, up 25% driven by the strong performance of both GEO and EDA. SMO adjusted EBITDA of $35 million (vs $56 million) already reflecting the positive impact of the restructuring effort.
      • Net Cash flow of $56 million, including $(75) million contractual fees from vessel commitments, exceeding our initial Net Cash flow target of “reaching a similar level as 2023” (ie. $32 million).
      • Key milestones of our financial roadmap delivered during the year: improved credit rating in Q2, revolving credit facility extended in Q3 and implementation and increase of the bond buyback program in Q3 and Q4.
      • Net debt at $921 million ($974 million in December 2023) and liquidity at $392 million (including $90 million undrawn RCF).  
    • Digital, Data and Energy Transition (DDE)
      • Revenue at $787 million was up 17% with strong growth at GEO (+20%) and EDA (+14%). Q4 revenue, $238 million (+19%).
      • Adjusted EBITDA at $458 million was up 25%. Profitability impacted by $(54) million in penalty fees from vessel commitments vs $(44) million in 2023. Q4 EBITDA $150 million (+28%).         $(12) million penalty vs $(13) million in Q4 2023.
        • Geoscience:
          • Revenue at $404 million (+20%). $107 million in Q4 (+10%).
          • GEO performance continues to be driven by technology differentiation. Order intakes, +89% in 2024, +155% in Q4, benefited from best-in-class imaging technology which the industry requires to solve subsurface challenges, increased activity in the Middle East and the renewal of long-term contracts for Dedicated HPC Processing Centers (DPCs).
    • New Businesses in GEO confirm the positive market dynamics in Carbon Sequestration with several projects in Norway, US Gulf and in Asia Pacific, as well as in Minerals & Mining with the award of programs in Australia and Oman. Alliance signed with Baker Hughes to offer high-quality and fully integrated Carbon Capture and Sequestration solutions to clients.
    • Earth Data:
      • Revenue at $383 million (+14%). $131 million in Q4 (+27%).
      • Prefunding revenue grew to $205 million (+6%). 81% of Capex. After-Sales grew to $178 million (+25%) in a flat market.
      • $252 million Capex, including the large Laconia Ocean Bottom Nodes (OBN) project in the US Gulf, the North Viking Graben streamer survey in Norway, and numerous global reprocessing projects.
      • New Businesses in EDA completed the mining project in Southeast Arizona and delivered several Carbon Sequestration projects in the North Sea, US Gulf and Asia.
    • Sensing and Monitoring (SMO)
      • Revenue at $330 million was down 27%, following delivery of “mega crew” systems in 2023.        $100 million in Q4 (-16%).
      • Adjusted EBITDA at $35 million was down 37%. $18 million in Q4 (+104%).
      • Q4 EBITDA performance shows that the restructuring plan is on track to achieve expected cost reductions and operational flexibility.
      • New Businesses in SMO represented 17% of revenue and experienced strong momentum with deliveries for the geothermal market and infrastructure monitoring.
    • Market trends
      • E&P Capex environment expected to be stable year-on-year in 2025, as the longer-term energy industry upcycle extends.
      • Evolving Industry Trends:
        • Offshore exploration gaining momentum in key regions like the US Gulf, Brazil, Norway as well as frontiers areas such as the Equatorial Margin and the East Mediterranean Sea.
        • Middle East growth expected with investments in advanced imaging and digital solutions.
        • Demand expected to be strong for High-end geophysical technologies, such as OBN and Full Waveform Inversion (FWI), that mitigate risks and optimize field development.
      • New Businesses:
        • Continued market growth potential in CSS with new imaging contracts and project pipeline driven by most Oil & Gas operators investing to reduce carbon emissions and address societal pressures.
        • Increased interest from the Minerals & Mining sector for subsurface characterization.
        • Infrastructure Monitoring market consistently increasing by double digits annually across various sectors.
        • Digital solutions / HPC markets expanding rapidly fueled mainly by the explosion of AI applications.
    • New reporting KPI for EDA
      • Starting in Q1 2025, we will change the reporting KPIs for EDA:
        • To align with market practice, Revenue split between Prefunding and After-sales will no longer be reported.
    • Cash EBITDA (i.e. EBITDA – Capex) will be reported to provide more clarity on our financial performance. ($97 million and $75 million in 2023 and 2024 respectively, excluding penalty fees from vessel commitments).
    • Full year 2025 financial outlook
      • In 2025, based on a stable E&P Capex environment, performance is expected to be driven by:
        • Geoscience: growth backed by industry leading technology and strong backlog.
    • Earth Data: stronger Cash EBITDA KPI, with end of vessel commitment penalty fees.
      • Sensing & Monitoring: further savings expected from the restructuring plan.
      • New Businesses: growth and first year positive contribution to the group’s profitability.
    • Financial objective: net cash flow of c.$100m.
    • Viridien will continue to focus on cash flow generation and deleveraging. Thanks to 2024 financial performance and the favorable debt market, our bond refinancing could be realized in 2025, before our previous Q1 2026 indication.
    • Full Year 2024 Conference call
      • The press release and the presentation will be available on our website www.viridiengroup.com at 5:45 pm (CET).
      • An English language analysts conference call is scheduled today at 6.00 pm (CET).
      • Participants should register for the call here to receive a dial-in number and code, or participate via the live webcast from here.
      • A replay of the conference call will be made available the day after for a period of 12 months in audio format on the Company’s website.

    The Board of Directors met on February 27, 2025 and approved the consolidated financial statements ending December 31, 2024. The Statutory Auditors are in the process of issuing a report with an unqualified opinion.

    About Viridien:

    Viridien (www.viridiengroup.com) is an advanced technology, digital and Earth data company that pushes the boundaries of science for a more prosperous and sustainable future. With our ingenuity, drive and deep curiosity we discover new insights, innovations, and solutions that efficiently and responsibly resolve complex natural resource, digital, energy transition and infrastructure challenges. Viridien employs around 3,400 people worldwide and is listed as VIRI on the Euronext Paris SA (ISIN ISIN: FR001400PVN6).

    Contact:

     VP Corporate Finance

    Jean-Baptiste Roussille
    jean-baptiste.roussille@viridiengroup.com

    Q4 & FY 2024- Financial Results

    Key Segment P&L figures
    (In million $)    		 2023
    Q4    		 2024
    Q4    		 Var.
    %    		 2023
    FY    		 2024
    FY    		 Var.
    %    		  
     
    Exchange rate euro/dollar 1,07 1,09 2% 1,08 1,09 1%  
    Segment revenue 320 339 6% 1 125 1 117 (1%)  
    DDE 201 238 19% 672 787 17%  
    Geoscience 98 107 10% 335 404 20%  
    Earth Data 103 131 27% 337 383 14%  
    Prefunding 62 49 (20%) 194 205 6%  
    After-Sales & other 41 82 99% 143 178 25%  
    SMO 119 100 (16%) 453 330 (27%)  
    Land 42 55 32% 176 157 (10%)  
    Marine 66 29 (56%) 230 117 (49%)  
    Beyond the core 11 16 45% 48 56 17%  
    Segment EBITDA 122 128 5% 400 422 5%  
    Adjusted * Segment EBITDA 121 157 30% 400 455 14%  
    DDE 117 150 28% 367 458 25%  
    SMO 9 18 – 56 35 (37%)  
    Corporate and other (5) (11) – (24) (38) (59%)  
    Segment operating income 15 33 – 138 113 (18%)  
    Adjusted* Segment Opinc 14 89 – 138 173 25%  
    DDE 21 89 – 140 206 47%  
    SMO (1) 11   24 4 (83%)  
    Corporate and other (6) (11) – (26) (38) (44%)  
    *Adjusted for non-recurring charges and gains.              
    Other KPI
    (In million $)    		 2023
    Q4    		 2024
    Q4    		 Var.
    %    		 2023
    FY    		 2024
    FY    		 Var.
    %    		  
     
    Geoscience Backlog 184 351 90% 184 351 90%  
    Total Capex (42) (81) (92)% (232) (285) (23)%  
    Industrial capex (8) (4) 51% (44) (17) 61%  
    R&D capex (4) (5) (5)% (17) (16) 7%  
    Earth Data (Cash) (29) (72) – (171) (252) (47)%  
    Earth Data Cash predunding rate 210% 68%   113% 81%    
    EDA Library net book value* 458 456 (0)% 458 456 (0)%  
    Liquidity 422 392   422 392    
    o.w. undrawn RCF 95 90   95 90    
    Gross debt* (1 301) (1 223)   (1 301) (1 223)    
    o.w. accrued interests (20) (18)   (19) (18)    
    o.w. lease liabilities (103) (125)   (103) (125)    
    Net debt* 974 921   974 921    
    Net debt*/Segment adjusted EBITDA        x2.4 x2.0    
    *Post IFRS15/16              
    Consolidated IFRS Income Statements
    (In million $)    		 2023
    Q4    		 2024
    Q4    		 Var.
    %    		 2023
    FY    		 2024
    FY    		 Var.
    %    		  
     
    Exchange rate euro/dollar 1,07 1,09   1,08 1,09    
    Revenue 265 427 61% 1 076 1 211 13%  
    EBITDA 68 216 – 351 516 47%  
    Operating Income (11) 49 – 119 143 21%  
    Equity from Investment (3) (1) 47% (2) (0) 77%  
    Net cost of financial debt (20) (24) (20%) (95) (97) (2%)  
       Other financial income (loss) (2) 5 – (4) 4 –  
       Income taxes 11 1 (94%) (14) (13) 3%  
    Net Income / Loss from continuing operations (25) 29 – 4 36 –  
    from discontinued operations 10 0 (100%) 12 15 20%  
    Net income / (loss) (15) 29 – 16 51 –  
    Shareholder’s net income / (loss) (15) 29 – 13 50 –  
    Basic Earnings per share in $ 0,00 0,00   1,81 6,97    
    Diluted Earnings per share in € 0 0,00   1,80 6,93    
    Cash Flow items
    (In million $)    		 2023
    Q4    		 2024
    Q4    		 Var.
    %    		 2023
    FY    		 2024
    FY    		 Var.
    %    		  
     
    Segment EBITDA 122 128 5% 400 422 5%  
    Income Tax Paid 9 (2) – 6 (12) –  
    Change in Working Capital & Provisions 21 30 42% 3 48 –  
    Other Cash Items 1 (0) – 1 (1) –  
    Cash provided by Operating Activity 153 155 1% 410 457 11%  
    Earth Data Capex (29) (72) – (171) (252) (47%)  
    Industrial Capex & Dev. Costs (13) (9) 32% (61) (33) 46%  
    Acquisitions and Proceeds of Assets 5 6 24% 3 7 –  
    Cash from Investing Activity (37) (75) – (229) (278) -22%  
    Paid Cost of Debt (44) (43) 2% (91) (86) 6%  
    Lease Repayement (19) (12) 36% (57) (56) 2%  
    Asset Financing 1 (0) – 22 (1) –  
    Cash from Financing Activity (63) (56) 11% (126) (142) -13%  
    Discontinued Operations Acquisitions (6) 3 – (23) 19 –  
    Net Cash Flow 48 27 -43% 32 56 73%  
    Financing cash flow (2) (49)   (6) (69)    
    Forex and other 7 (12)   3 (11)    
    Net increase/(decrease) in cash 52 (34)   29 (25)    

     CONSOLIDATED FINANCIAL STATEMENTS – December 31st, 2024

    6.1 2023-2024 Viridien consolidated financial statements

    6.1.1 CONSOLIDATED STATEMENT OF OPERATIONS

    In millions of US$ Notes December 31
    (1)        2024 2023
    Operating revenues 18, 19 1,211.3 1,075.5
    Other income from ordinary activities   0.1 0.3
    Total income from ordinary activities   1,211.4 1,075.8
    Cost of operations   (871.2) (817.4)
    Gross profit   340.2 258.4
    Research and development expenses – net 20 (17.8) (26.1)
    Marketing and selling expenses   (37.1) (36.1)
    General and administrative expenses   (82.9) (75.8)
    Other revenues (expenses) – net 21 (58.9) (1.4)
    Operating income 19 143.5 119.0
    Cost of financial debt – gross   (109.4) (103.3)
    Income from cash and cash equivalents   12.3 8.0
    Cost of financial debt – net 22 (97.2) (95.3)
    Other financial income (loss) 23 3.7 (3.8)
    Income (loss) before income taxes and share of income (loss) from companies accounted for under the equity method   50.1 19.9
    Income taxes 24 (13.4) (14.0)
    Net income (loss) before share of net income (loss) from companies accounted for under the equity method   36.6 5.9
    Net income (loss) from companies accounted for under the equity method 8 (0.5) (2.0)
    Net income (loss) from continuing operations   36.1 3.9
    Net income (loss) from discontinued operations 5 14.7 12.3
    Consolidated net income (loss)   50.8 16.2
    Attributable to:      
    Owners of Viridien S.A   49.8 12.9
    Non-controlling interests   1.0 3.3
    Weighted average number of shares outstanding (a) 29 7,150,958 7,131,286
    Weighted average number of shares outstanding adjusted for dilutive potential ordinary shares (a) 29 7,184,713 7,171,894
    Net income (loss) per share (in US$)      
    (1)        – Base (a)   6.97 1.81
    (2)        – Diluted (a)   6.93 1.80
    Net income (loss) from continuing operations per share (in US$)      
    (3)        – Base (a) $ 4.91 0.08
    (4)        – Diluted (a) $ 4.89 0.08
    Net income (loss) from discontinued operations per share (in US$)      
    (5)        – Base (a) $ 2.06 1.72
    (6)        – Diluted (a) $ 2.05 1.72

    (a) As a result of the July 31, 2024 reverse share split, the calculation of basic and diluted earnings per shares for 2023 has been adjusted retrospectively. Number of ordinary shares outstanding has been adjusted to reflect the proportionate change in the number of shares.

    The accompanying notes are an integral part of the consolidated financial statements.

    Consolidated statement of comprehensive income (loss)

    In millions of US$ December 31
    (2)        2024 (a) 2023 (a)
    Net income (loss) from consolidated statement of operations 50.8 16.2
    Other comprehensive income to be reclassified in profit (loss) in subsequent period:    
    Net gain (loss) on cash flow hedges 0.4 2.0
    Variation in translation adjustments (23.0) 14.2
    Net other comprehensive income to be reclassified in profit (loss) in subsequent period (1) (22.7) 16.2
    Other comprehensive income not to be classified in profit (loss) in subsequent period:    
    Net gain (loss) on actuarial changes on pension plan 3.6 (4.6)
    Net other comprehensive income not to be reclassified in profit (loss) in subsequent period (2) 3.6 (4.6)
    Total other comprehensive income (loss) for the period, net of taxes (1)+(2) (19.1) 11.6
    Total comprehensive income (loss) for the period 31.8 27.8
    Attributable to:    
    Owners of Viridien S.A 31.3 25.1
    Non-controlling interests 0.5 2.7
    (a) Including other comprehensive income related to discontinued operations which is not material.

    The accompanying notes are an integral part of the consolidated financial statements.

    6.1.2 CONSOLIDATED STATEMENT OF FINANCIAL POSITION

    In millions of US$ Notes (3)        Dec 31, 2024 Dec 31, 2023
    ASSETS      
    Cash and cash equivalents 28 301.7 327.0
    Trade accounts and notes receivable, net 3, 18 339.9 310.9
    Inventories and work-in-progress, net 4 163.3 212.9
    Income tax assets 24 22.9 30.8
    Other current assets, net 4 74.0 92.1
    Assets held for sale, net 5 24.5 –
    Total current assets   926.2 973.7
    Deferred tax assets 24 43.6 29.9
    Other non-current assets, net 16 8.9 6.8
    Investments and other financial assets, net 7 25.7 22.7
    Investments in companies accounted for under the equity method 8 1.1 2.2
    Property plant & equipment, net 9 220.6 206.1
    Intangible assets, net 10 535.4 579.7
    Goodwill, net 11 1,082.8 1,095.5
    Total non-current assets   1,918.1 1,942.9
    TOTAL ASSETS   2,844.3 2,916.6
    LIABILITIES AND EQUITY      
    Financial debt – current portion 13 56.9 58.0
    Trade accounts and notes payable 3 120.9 86.4
    Accrued payroll costs   84.5 89.1
    Income taxes payable 24 20.4 12.5
    Advance billings to customers   19.2 24.0
    Provisions – current portion 16 19.7 8.7
    Other current financial liabilities 14 0.5 21.3
    Other current liabilities 12 182.5 250.3
    Liabilities associated with non-current assets held for sale 5 2.4 –
    Total current liabilities   507.0 550.3
    Deferred tax liabilities 24 18.4 24.3
    Provisions – non-current portion 16 28.8 30.1
    Financial debt – non-current portion 13 1,165.6 1,242.8
    Other non-current financial liabilities 14 – 0.5
    Other non-current liabilities 12 1.7 4.3
    Total non-current liabilities   1,214.5 1,302.0
    Common stock (a) 15 8.7 8.7
    Additional paid-in capital   118.7 118.7
    Retained earnings   1,036.5 980.4
    Other Reserves   55.2 27.3
    Treasury shares   (20.1) (20.1)
    Cumulative income and expense recognized directly in equity   (1.1) (1.4)
    Cumulative translation adjustments   (113.3) (90.8)
    Equity attributable to owners of Viridien S.A.   1,084.7 1,022.8
    Non-controlling interests   38.1 41.5
    Total Equity   1,122.8 1,064.3
    TOTAL LIABILITIES AND EQUITY   2,844.3 2,916.6
    (a) Common stock: 11,215,501 shares authorized and 7,165,465 shares with a nominal value of €1.00 outstanding at December 31, 2024.

    The accompanying notes are an integral part of the consolidated financial statements.

    6.1.3 CONSOLIDATED STATEMENT OF CASH FLOWS

    In millions of US$ Notes December 31
    (4)        2024 2023
    OPERATING ACTIVITIES      
    Consolidated net income (loss) 1, 19 50.8 16.2
    Less: Net income (loss) from discontinued operations 5 (14.7) (12.3)
    Net income (loss) from continuing operations   36.1 3.9
    Depreciation, amortization and impairment 1, 19, 28 124.7 91.5
    Impairment and amortization of Earth Data surveys 1, 10, 28 261.4 153.1
    Amortization and depreciation of Earth Data surveys, capitalized 10 (16.6) (15.4)
    Variance on provisions   14.3 (2.6)
    Share-based compensation expenses   3.4 2.8
    Net (gain) loss on disposal of fixed and financial assets   (3.7) (1.7)
    Share of (income) loss in companies recognized under equity method   0.5 2.0
    Other non-cash items   (0.3) 5.2
    Net cash flow including net cost of financial debt and income tax   419.8 238.8
    Less: Cost of financial debt   97.2 95.3
    Less: Income tax expense (gain)   13.4 14.0
    Net cash flow excluding net cost of financial debt and income tax   530.4 348.1
    Income tax paid – Net (a)   (12.4) 5.5
    Net cash flow before changes in working capital   518.0 353.6
    Changes in working capital   (61.2) 54.7
    – Change in trade accounts and notes receivable   (128.4) 51.8
    – Change in inventories and work-in-progress   28.1 49.2
    – Change in other current assets   10.5 (9.9)
    – Change in trade accounts and notes payable   26.8 (5.4)
    – Change in other current liabilities   1.8 (31.0)
    Net cash flow from operating activities   456.7 408.3
    INVESTING ACTIVITIES      
    Total capital expenditures (tangible and intangible assets) net of variation of fixed assets suppliers and excluding Earth Data surveys) 9 (32.9) (60.9)
    Investments in Earth Data surveys 10 (252.1) (171.1)
    Proceeds from disposals of tangible and intangible assets 28 6.8 0.4
    Proceeds from divestment of activities and sale of financial assets 28 – 6.2
    Dividends received from investments in companies under the equity method   0.5 –
    Acquisition of investments, net of cash & cash equivalents acquired 28 – (1.9)
    Variation in other non-current financial assets 28 (8.2) (5.2)
    Net cash-flow used in investing activities   (286.0) (232.5)
    FINANCING ACTIVITIES      
    Repayment of long-term debt 13, 28 (59.4) (1.8)
    Total issuance of long-term debt 13, 28 0.1 23.9
    Lease repayments 13, 28 (55.7) (57.0)
    Financial expenses paid 13, 28 (85.6) (90.7)
    Net proceeds from capital increase:      
    – from shareholders:   – 0.1
    – from non-controlling interests of integrated companies   – –
    Dividends paid and share capital reimbursements:   – –
    – Equity attributable to owners of Viridien S.A.   – –
    – to non-controlling interests of integrated companies   (3.8) (0.9)
    Net cash-flow from (used in) financing activities   (204.4) (126.4)
    Effect of exchange rate changes on cash   (11.0) 2.6
    Net cash flows incurred by discontinued operations 5 19.3 (23.0)
    Net increase (decrease) in cash and cash equivalents   (25.3) 29.0
    Cash and cash equivalents at beginning of year   327.0 298.0
    Cash and cash equivalents at end of period   301.7 327.0
    (a) Includes a cash inflow of US$6 million in 2024 and US$32 million in 2023 for the research tax credit in France.

    The accompanying notes are an integral part of the consolidated financial statements.

    6.1.4 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY

    In millions of US$, except for share data Number of shares issued (a) Share capital Additional paid-in capital Retained earnings Other reserves Treasury shares Income and expense recognized directly in equity Cumu-lative translation adjust-ment Viridien S.A. – Equity attributable to owners of Viridien S.A. Non-controlling interests Total equity
    Balance at January 1, 2023 7,123,573 8.7 118.6 967.9 50.0 (20.1) (3.4) (102.4) 1,019.3 39.5 1,058.8
    Net gain (loss) on actuarial changes on pension plan (1)       (4.6)         (4.6)   (4.6)
    Net gain (loss) on cash flow hedges (2)             2.0   2.0   2.0
    Net gain (loss) on translation adjustments (3)               14.8 14.8 (0.6) 14.2
    Other comprehensive income (1)+(2)+(3)   – – (4.6) – – 2.0 14.8 12.2 (0.6) 11.6
    Net income (loss) (4)       12.9         12.9 3.3 16.2
    Comprehensive income (1)+(2)+(3)+(4)   – – 8.3 – – 2.0 14.8 25.1 2.7 27.8
    Exercise of warrants 238   0.1           0.1   0.1
    Dividends                 – (1.0) (1.0)
    Cost of share based payment 12,951     2.6         2.6   2.6
    Transfer to retained earnings of the parent company                 –   –
    Variation in translation adjustments generated by the parent company         (22.7)       (22.7)   (22.7)
    Changes in consolidation scope and other       1.6       (3.2) (1.6) 0.3 (1.3)
    Balance at December 31, 2023 7,136,763 8.7 118.7 980.4 27.3 (20.1) (1.4) (90.8) 1,022.8 41.5 1,064.3

    (a) Pro forma following Reverse Share Split (see note 2 – Significant events, acquisitions and divestitures).

    In millions of US$, except for share data Number of shares issued (b) Share capital Additional paid-in capital Retained earnings Other reserves Treasury shares Income and expense recognized directly in equity Cumu-lative translation adjust-ment Viridien S.A. – Equity attributable to owners of Viridien S.A. Non-controlling interests Total equity
    Balance at January 1, 2024 7,136,763 8.7 118.7 980.4 27.3 (20.1) (1.4) (90.8) 1,022.8 41.5 1,064.3
    Net gain (loss) on actuarial changes on pension plan (1)       3.6         3.6   3.6
    Net gain (loss) on cash flow hedges (2)             0.4   0.4   0.4
    Net gain (loss) on translation adjustments (3)               (22.5) (22.5) (0.6) (23.0)
    Other comprehensive income (1)+(2)+(3)   – – 3.6 – – 0.4 (22.5) (18.5) (0.6) (19.1)
    Net income (loss) (4)       49.8         49.8 1.0 50.8
    Comprehensive income (1)+(2)+(3)+(4)   – – 53.4 – – 0.4 (22.5) 31.3 0.5 31.8
    Exercise of warrants                      
    Dividends                 – (3.8) (3.8)
    Cost of share based payment 24,703     2.7         2.7   2.7
    Transfer to retained earnings of the parent company                 –   –
    Variation in translation adjustments generated by the parent company         28.0       28.0   28.0
    Changes in consolidation scope and other                      
    Balance at December 31, 2024 7,161,465 8.7 118.7 1,036.5 55.2 (20.1) (1.1) (113.3) 1,084.7 38.1 1,122.8

    (b) Reverse Share Split: Pursuant to a delegation from the Combined General Meeting of shareholders of May 15, 2024, and a sub-delegation from the Board of Directors held on the same day, a reversed share split has been implemented, on July 31, 2024, on the basis of 1 new share of €1.00 nominal value for 100 old shares of €0.01 nominal value.

    The accompanying notes are an integral part of the consolidated financial statements.

    1All variations refer to the same period last year
    2Unless otherwise stated, all figures and comments are referring to “Segment” (i.e. pre-IFRS 15), as defined in the 2023 and 2024 Universal Registration Documents’ glossaries, under section 8.7
    3Adjusted for non-recurring items

    Attachment

    The MIL Network –

  • MIL-OSI: Kajeet Partners with Cisco to deliver Healthcare 5G Managed Service

    Source: GlobeNewswire (MIL-OSI)

    MCLEAN, Va., Feb. 27, 2025 (GLOBE NEWSWIRE) — Kajeet®, a leader in IoT and private wireless connectivity solutions, today announced its selection as a Cisco Select Partner, joining forces to deliver a high-performance Private 5G Managed Service with Cisco’s Private 5G management platform to efficiently manage the private 5G network and Kajeet’s neutral host networks designed to solve in-building connectivity challenges for hospitals and healthcare systems. As a Select Partner in Cisco’s channel ecosystem, Kajeet is recognized for its specialized expertise in deploying secure, scalable, and intelligent networking solutions. The collaboration will be highlighted March 3-6 at HIMSS25 in Las Vegas, where Kajeet and Cisco will demonstrate hospital campus use cases and present Kajeet’s Healthcare oriented 5G solutions.

    Addressing the Biggest Connectivity Gaps in Healthcare

    Hospital CIOs face ongoing challenges with inconsistent cellular coverage, network security, and seamless access to critical applications. Traditional Wi-Fi and public cellular networks often fail to provide reliable, hospital-wide connectivity for medical staff, IoT devices, and guest access. The Kajeet Healthcare 5G solution offered with Cisco’s Private 5G solution for management of private networks bridges these gaps with:

    • Seamless, Always-On Connectivity: Secure private 5G delivers hospital-wide coverage, eliminating dead zones and ensuring clinicians, patients, and guests stay connected, by a combination of Cisco Private 5G management platform efficiently managing the hospital private network alongside Kajeet’s neutral host network solution efficiently managing the external hospital Private 5G connectivity.
    • Security & Compliance at the Core: Built-in HIPAA, SOC, and HITRUST compliance in Kajeet’s Sentinel platform for real-time policy enforcement paired with Cisco’s secure Private 5G for private network management.
    • Real-Time Data & Network Intelligence: Dynamic traffic prioritization ensures that EMR systems, telemedicine, and medical IoT devices receive uninterrupted bandwidth.
    • Carrier-Agnostic Flexibility: Unlike traditional telco-driven solutions, this private 5G network allows hospitals to control their connectivity and integrate with multiple carriers for failover support via Kajeet’s Sentinel platform and neutral host network solution.

    “Kajeet’s partnership with Cisco marks a significant step forward in bringing secure, hospital-wide private 5G to the healthcare industry,” said Ben Weintraub, CEO of Kajeet. “This isn’t just about connectivity—it’s about ensuring that doctors have instant access to records, patients experience uninterrupted care, and hospital IT leaders gain full control over their networks.”

    Live Demos at HIMSS25: Healthcare 5G in Action

    Cisco and Kajeet will demonstrate Healthcare 5G solution various use cases live at Cisco Booth #1227 at The Venetian during HIMSS25, highlighting how hospitals can eliminate coverage gaps, strengthen network security, and enhance the patient experience. The demo will highlight:

    • Seamless clinician access to EMR systems, medical imaging, and telehealth applications utilizing Kajeet’s Sentinel platform and neutral host network solution.
    • Secure, priority-based network traffic for medical IoT devices in both an internal private network utilizing Cisco Private 5G, as well as external networks utilizing Kajeet’s IoT and private wireless connectivity solutions.
    • Automated security and compliance enforcement via Kajeet Sentinel platform.

    “Cisco and Kajeet are leveraging our combined strengths to bring consistent, high-performing mobile connectivity and private network management capabilities to the healthcare market,” said Masum Mir, SVP and General Manager, Provider Mobility, Cisco. “Our Cisco Mobility Services Platform enables a wide range of enterprise use cases including Private 5G, and together with Kajeet, we can deliver secure and more reliable mobile connectivity, improved experiences, and ultimately provide a better patient outcomes for healthcare providers.”

    To see a live demonstration at HIMSS, stop by the Cisco-Kajeet booth to speak with Cisco representatives and Kajeet healthcare leaders or book an appointment here- Cisco-and-Kajeet-at-HIMSS25

    Kajeet Connected Health Portfolio

    Healthcare 5G is one of several solutions under the Kajeet Connected Health umbrella, which also includes:

    Telehealth and Remote Patient Monitoring (RPM): Secure, high-speed connectivity for virtual care and at-home patient monitoring.

    Life Sciences and Clinical Trials: Reliable private networks for real-time data collection and research collaboration.

    About Kajeet

    Kajeet is a leading provider of private wireless solutions, offering secure, flexible, and fully managed private 5G networks for hospitals, schools, municipalities, and enterprises. The company’s carrier-agnostic approach, advanced Sentinel® platform, and expert deployment teams help organizations deploy reliable connectivity solutions tailored to their needs. To learn more, visit www.kajeet.com.

    For media and analyst inquiries, please contact:

    Linda Jennings, Director of Corporate Communications, Kajeet

    ljennings@kajeet.com

    248-521-3606

    The MIL Network –

  • MIL-OSI USA: Deadline Extended to March 14 – Landsat Science Team Opportunity for Federal and International Partners

    Source: US Geological Survey

    Deadline Extended to March 14 – Landsat Science Team Opportunity for Federal and International Partners

    The USGS, in partnership with NASA, invites civil employees of U.S. Federal agencies and international partner organizations to apply for the next Landsat Science Team, serving a five-year term from 2025 to 2030.

    This non-monetary opportunity allows federal and international scientists to contribute to Landsat research and applications, working alongside academic, NGO, and private sector partners (who are selected through a separate funded RFP process).

    For more details and application materials, contact Terry Sohl (sohl@usgs.gov) and Jennifer Rover (jrover@usgs.gov).

    Applications are due March 14, 2025

    Return to all Landsat Headlines

    MIL OSI USA News –

  • MIL-OSI United Kingdom: Pineapples Award nomination is ‘pear-fect’ news

    Source: Anglia Ruskin University

    The Lab building at ARU Peterborough – photograph courtesy of Philip Vile

    ARU Peterborough’s new £32 million building is in the running for a prestigious national award – just a few months after its official opening.

    The Lab, the third building at the city’s rapidly growing university, has been shortlisted in the Best Building category at the Pineapples Awards 2025.

    The Pineapples Awards recognise projects that make a positive impact on places and people, celebrating buildings that are welcoming rather than simply aesthetically pleasing. Award winners receive a golden pineapple trophy, with the pineapple historically being a symbol of welcome in UK architecture.

    The awards have a unique judging process, with the 51 judges asked to evaluate projects from both a professional and personal perspective. Judges consider the social and environmental impact, their own physical reactions, and how people from diverse backgrounds might experience the space.

    Designed by Cambridge-based MCW architects and built by Morgan Sindall Construction, ARU Peterborough’s The Lab features engineering workshops, a microbiology lab, a tissue culture lab, teaching spaces, and the Living Lab, which has been specifically designed for public engagement events, talks, and exhibitions.

    The timber building also meets high environmental standards, earning an Excellent rating from BREEAM, the leading global standard for building sustainability. During its construction, over 258 tonnes of CO2 emissions were saved.

    As the third building to open since the university’s launch in 2022, The Lab’s specialised teaching facilities have enabled ARU Peterborough to expand its range of employment-focused courses, particularly in STEM (science, technology, engineering, and maths) subjects.

    “The University is already receiving national attention for our impact in improving access to education and raising skills levels in the region, and we’re thrilled that our fabulous buildings are also being recognised.

    “We’ve worked hard to make sure ARU Peterborough is a wonderful place to study, work, and visit. Our campus is open and accessible to the community, and this Pineapples Award nomination is testament to that. I encourage anyone who hasn’t already visited ARU Peterborough to come and explore for themselves.”

    Professor Ross Renton, Principal of ARU Peterborough

    “The most rewarding part of being an architect is seeing your buildings being used and loved by so many people. The double-height Living Lab at ARU Peterborough was designed as a golden beacon for the campus – a space where students, as well as the community, can come together for lectures, events, and exhibitions.

    “The Lab’s open and transparent nature reflects the commitment to creating a welcoming building that has a positive impact on both places and people. This Pineapples Award shortlisting is thanks to the shared vision of the Cambridgeshire and Peterborough Combined Authority, Peterborough City Council, and ARU, and we’re incredibly proud to be a part of it.”

    Lien Geens, Associate Director of MCW architects

    “This nomination is a fantastic recognition of the ambition behind ARU Peterborough and the impact it’s already having on our region.

    “The Lab is more than just a building – it’s a gateway to opportunity, innovation, and community engagement. Investing in education and skills is vital for our region’s future, and seeing ARU Peterborough’s campus being nationally celebrated shows we’re on the right track.”

    Dr Nik Johnson, Mayor of Cambridgeshire and Peterborough

    The golden pineapples will be announced and presented to the winning projects at a ceremony in April.

    ARU Peterborough is a partnership between Anglia Ruskin University, Peterborough City Council and the Cambridgeshire and Peterborough Combined Authority.

    MIL OSI United Kingdom –

  • MIL-OSI: H2C Safety Pipe, Inc. Welcomes Peter Miller as Environmental Policy Director

    Source: GlobeNewswire (MIL-OSI)

    SANTA BARBARA, Calif., Feb. 27, 2025 (GLOBE NEWSWIRE) — H2C Safety Pipe, Inc. announces that Peter Miller has joined the company as Environmental Policy Director. In this role, Miller will engage with environmental stakeholders, policymakers, and industry leaders to advance regulatory standards that help ensure hydrogen pipeline safety and integrity, supporting the global transition to clean energy.

    Miller brings over 35 years of experience in environmental policy, clean energy advocacy, and regulatory development. Most recently, he served as Director of the Western Region Climate and Clean Energy Program at the Natural Resources Defense Council (NRDC), where he played a pivotal role in shaping California’s renewable energy policies, energy efficiency programs, and carbon reduction initiatives. His extensive background includes collaborating with public, private, and nonprofit sectors to develop innovative environmental solutions.

    Miller was drawn to H2C Safety Pipe by its mission to address one of the most critical challenges in hydrogen infrastructure: minimizing hydrogen leakage to maximize public safety and environmental benefits. “The transition to a clean energy economy depends not only on expanding hydrogen infrastructure but ensuring that it is deployed responsibly,” said Miller. “H2C Safety Pipe’s innovative technology provides an essential solution to a key problem—controlling hydrogen leakage while keeping costs affordable. I’m excited to bring my expertise to this team and help shape the policies that will make an industry standard a reality.”

    Robert Shelton, President of H2C Safety Pipe, said, “We are at a pivotal moment in the clean energy transition, and ensuring that hydrogen pipelines meet the highest safety and environmental standards is critical to long-term success. Millions of miles of natural gas pipelines have taught us that gas pipelines invariably leak, and we know hydrogen poses even greater challenges. Peter will be instrumental in building support for strong, science-backed standards that will ensure future hydrogen pipelines are safe and leak-free. His leadership will help us establish a sustainable framework for the future of hydrogen infrastructure.”

    The addition of Miller follows H2C Safety Pipe’s November 2024 announcement that Nick Gaines has joined the company as Director of Legislative Affairs. Gaines brings over a decade of experience at the intersection of technology, policy, and community development. Together, Miller and Gaines will engage with regulators, legislators, and the environmental community to champion a zero-leakage hydrogen standard in California that advances a responsible transition to a clean energy future.

    About the H2C Safety Pipe™Technology
    H2C Safety Pipe, Inc. is revolutionizing hydrogen transport and distribution with its proprietary Safety Pipe™ technology. Designed to address leakage concerns and enhance safety, this technology allows for the cost-effective, scalable and environmentally responsible distribution of hydrogen, particularly in densely populated areas. By retrofitting existing infrastructure, H2C’s pipe-within-a-pipe solution significantly reduces the costs and complexities associated with deploying new hydrogen pipelines, thus accelerating the transition to cleaner energy sources. For more information about H2C Safety Pipe and its groundbreaking hydrogen pipeline technology, visit H2Csafetypipe.com.

    Media Contact:
    Lisa Murray
    Trevi Communications, Inc.
    lisa@trevicomm.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/d780016d-d0b5-4e98-a52a-5a7ea11bf42f

    The MIL Network –

  • MIL-OSI Global: A new study reveals the structure of violent winds 1,300 light years away

    Source: The Conversation – France – By Vivien Parmentier, Professeur junior spécialiste des atmosphères d’exoplanètes au laboratoire LAGRANGE, Observatoire de la Côte d’Azur, CNRS, Université Côte d’Azur

    The largest telescopes in the world are used to look at the atmospheres of planets orbiting other stars and located at astronomical distances. Y. Beletsky(LCO)/ESO, CC BY

    The planet WASP-121b is extreme. It’s a gas giant almost twice as big as Jupiter orbiting extremely close to its star–50 times closer than the Earth does around the Sun. WASP-121b is so close to its star that tidal forces have locked its rotation in a “resonance”: the planet always shows the same face to its star, like the Moon to the Earth. Therefore, one side of WASP-121b constantly bakes in light whereas the other is in perpetual night. This difference causes huge variations in temperature across the planet. It can be more than 3,000°C on one side and drop 1,500°C on the other.

    This huge temperature contrast is the source of violent winds, blowing several kilometres per second, which try to redistribute the energy from day to night. Until now, we had to guess the strength and direction of the winds with indirect measurements, such as measurements of the planet’s temperature. In recent years, with the arrival of new instruments on giant telescopes, we’ve been able to directly measure the wind speed of certain exoplanets, including WASP-121b.

    In our study published in the journal Nature that was conducted by my colleague, Julia Seidel, we not only looked at wind speed on an exoplanet, but also at how these winds vary with altitude. We were able to measure for the first time that winds in the deepest layers of the atmosphere are very different from those at higher altitudes. Put it this way: on Earth, winds blowing a few dozen kilometres per hour already make it hard to ride a bike; on WASP-121b, pedalling would be impossible, because the winds are a hundred times faster.

    Our measurements reveal the behaviour of a pivotal zone of the atmosphere that forms the link between the deep atmosphere–usually surveyed by telescopes such as the James Webb Space Telescope–and the outer zones where the atmosphere escapes into space, blown by the wind coming from its star.

    How did we measure the atmosphere of a planet millions of billions of kilometres away?

    To make our measurements, we used one of the most precise spectrographs on Earth, mounted on the largest telescope available to us: ESPRESSO at the European Southern Observatory (ESO) Very Large Telescope (VLT), located in the Atacama desert in Chile. To collect as much light as possible, we combined the light from the VLT’s four 8-metre diameter telescopes. Thanks to this combination, which is still being tested, we collected as much light as would a 16-metre diameter telescope–which would be larger than any optical telescope on Earth.

    The ultra-precise ESPRESSO spectrograph then enabled us to separate the light from the planet into 1.3 million wavelengths. This allows us to observe as many colours in the visible spectrum. This precision is necessary to detect different types of atoms in the planet’s atmosphere. This time, we studied how three different types of atoms–absorb light from the star: hydrogen, sodium and iron (all in a gaseous state, given the very high temperatures).

    By measuring the position of these spectral lines very precisely, we were able to directly measure the speed of these atoms. The Doppler effect tells us that an atom coming toward us will absorb more blue light, while an atom moving away from us will absorb more red light. By measuring the absorption wavelength of each of these atoms, we have as many different measurements of the wind speed on this planet.

    We found that the lines of the different atoms tell different stories. Iron moves at 5 kilometres per second from the substellar point (the region of the planet closest to its host star) to the anti-stellar point (the most distant) in a very symmetrical way. Sodium, on the other hand, splits in two: some of the atoms move like iron, while the others move at the equator directly from east to west four times faster, at the staggering speed of 20 kilometres per second. Finally, hydrogen seems to move with the east-west current of sodium but, also, vertically, no doubt allowing it to escape from the planet.

    To reconcile all this, we calculated that these three different atoms are, in fact, in different parts of the atmosphere. While iron atoms lie at the deeper layers, where symmetrical circulation is expected, sodium and hydrogen let us probe much higher layers, where the planet’s atmosphere is blown by the wind coming from its host star. This stellar wind, combined with the rotation of the planet, probably carries the material asymmetrically, with a preferential direction given by the rotation of the planet.

    There are violent winds in the atmosphere of WASP-121b. The three types of atoms travel at different speeds, helping to reconstruct the structure of the atmosphere, even though the planet is millions of billions of kilometres away from Earth.
    ESO/M. Kornmesser, CC BY

    Why study the atmospheres of exoplanets?

    WASP-121b is one of those giant gaseous planets with temperatures of over 1,000°C that are known as “hot Jupiters”. The first observation of these planets by Michel Mayor and Didier Queloz (which later earned them a Nobel Prize in Physics) came as a surprise in 1995, particularly because planetary formation models predicted that these giant planets could not form so close to their star. Mayor and Queloz’s observation made us realise that planets do not necessarily form where they are currently located. Instead, they can migrate, i.e., move around in their youth.

    How far from their star do “hot Jupiters” form? Over what distances do these objects migrate in their infancy? Why did the Jupiter in our solar system not migrate toward the Sun? (We’re lucky it didn’t, because it would have sent Earth into our star at the same time.)

    Some answers to these questions may lie in the atmosphere of exoplanets, which exhibit traces of the conditions of their formation. However, variations in temperature or chemical composition within each atmosphere can radically skew the abundance measurements that we are trying to take with large telescopes such as the James Webb. In order to exploit our measurements, we first need to grasp how complex these atmospheres are.

    To do this, we need to understand the fundamental mechanisms that govern the atmosphere of these planets. In the solar system, winds can be measured directly by, for example, looking at how fast clouds move. On exoplanets, we cannot see any details directly.

    In particular, “hot Jupiters” orbit so close to their stars that we cannot separate them spatially and take photos of the exoplanets. Instead, from among the thousands of known exoplanets, we select those that have the good taste to periodically pass between their star and us. During this “transit”, light from the star is filtered by the planet’s atmosphere, which allows us to measure the signs of absorption by different atoms or molecules. In general, the data we obtain are not good enough to separate the light that passes on one side of the planet from the other, and we end up with an average of what the atmosphere has absorbed. As conditions along the atmospheric limb (i.e., the slice of atmosphere surrounding a planet as observed from space) can vary drastically, interpreting the final average is often a headache.

    This time, by using a telescope that, in effect, is larger than any other optical telescope on Earth, and combining it with an extremely precise spectrograph, we were able to separate the signal absorbed by the eastern side of the planet’s limb from the signal absorbed by the western side. This allowed us to measure the spatial variation of the winds in the planet.

    The future of atmospheric study of exoplanets

    Europe is currently building the next generation of telescopes, led by the ESO’s Extremely Large Telescope, which is scheduled for 2030. The ELT will have a mirror 30 metres in diameter, twice the size of the telescope we obtained by combining the light from the four 8-metre telescopes of the VLT.

    This giant telescope will gather even more precise details about the atmospheres of exoplanets. In particular, it will measure the winds in exoplanets both smaller and colder than “hot Jupiters”.

    But what we are all really waiting for is the ELT’s ability to measure the presence of molecules in the atmosphere of rocky planets orbiting in the habitable zone of their star, where water may be present in a liquid state.

    The EXOWINDS project is supported by the French National Research Agency (ANR), which funds project-based research in France. Its mission is to support and promote the development of fundamental and applied research in all disciplines, and to strengthen the dialogue between science and society. For more information, visit the ANR website.

    Vivien Parmentier received funding from the French National Research Agency (exowinds, ANR-23-CE31-0001-01).

    Julia Victoria Seidel is an ESO (European Southern Observatory) Research Fellow.

    – ref. A new study reveals the structure of violent winds 1,300 light years away – https://theconversation.com/a-new-study-reveals-the-structure-of-violent-winds-1-300-light-years-away-250187

    MIL OSI – Global Reports –

  • MIL-OSI Global: Botanic gardens are struggling to keep up with the biodiversity crisis – here’s what they can do

    Source: The Conversation – UK – By Samuel Brockington, Professor of Evolution, Curator of the Cambridge University Botanic Garden, University of Cambridge

    As I wander around Cambridge University Botanic Garden, a tree called the Wollemi pine often catches my eye. It’s one of our rarest trees, and a distinctive looking pine, with broad needles and bark that reminds you of coco pops.

    First discovered in 1994 in a ravine in the Wollemi National Park in western Australia, only a few hundred survive in the wild. Although it has been on planet earth for hundreds of thousands of years, it is close to extinction. This tree species, like many others, represents a paradox: a rare and threatened species thriving in cultivation while its wild counterparts are just about hanging on to existence.

    As a curator of one of the world’s largest university botanic gardens, I often talk about the power of living collections. I also recognise their limits. The world’s botanic gardens hold an extraordinary diversity of plants. But, they are struggling to keep up with the accelerating biodiversity extinction crisis.

    Botanic gardens are often seen simply as peaceful retreats from the daily rat race or living museums where species are catalogued and displayed. But they are far more than that. Collectively, the world’s gardens form an extensive network of living plant collections, acting as refuges for biodiversity, sources of genetic material for research, and hubs for ecological restoration.

    Our recent study, published in the journal Nature Ecology & Evolution, analysed 50 of the world’s largest living plant collections, currently growing 41% of all species in cultivation, and 500,000 individual plants. Our research spanned a century of digitised data and the findings are striking.

    Programmes like the International Conifer Conservation Programme, led by the Royal Botanic Garden Edinburgh, have successfully safeguarded conifer species at risk of extinction. And Missouri Botanic Garden has changed how it manages its collection to prioritise threatened species, embedding conservation into its core activities. For example, they are increasingly only growing plant species that will naturally fit their own climate.

    Yet, despite these successes at specific gardens, our new research suggests that our current global system of botanic gardens is not keeping pace with the biodiversity crisis.

    We have hit “peak capacity” in botanic gardens – both in the number of plants grown and in the diversity of species held. This means we are growing as many individual plants as we possibly can, and our collections are as diverse as they can possibly be. While this may seem like a success, it reveals an uncomfortable truth: we are running out of space and resources to add more species.

    We have already passed “peak wild”. This means that we are collecting and sourcing less plants directly from the wild. Since 1992, the proportion of wild-collected plants entering botanic gardens has declined, alongside a decrease in material sourced across international political boundaries.

    This shift coincides with the Convention on Biological Diversity, which aims to regulate the trade of wild animals and plants and the use of genetic resources. While intended to promote fair sharing of the benefits of biodiversity, it has seems to have negatively effected the cultivation of plants outside of their native environment, even when this is being done to protect them. It has done this by limiting the movement of plant material.

    Collections are also becoming less globally diverse. Since the early 1990s, they have become increasingly regionalised, potentially limiting their capacity to act as global conservation networks.

    These trends expose a crucial challenge: if botanic gardens are to play a serious role in conservation, their curators must rethink how they collect, share and manage plant diversity.

    Some gardens are already adapting, exemplified by the global charity Botanic Gardens Conservation International’s (BGCI) Global Conservation Consortia, which are forming networks to safeguard specific tree genera.

    Central to their efforts is the concept of the “meta-collection” – a coordinated network of living collections that steward global plant diversity. Collaboration is essential, as no single institution has the capacity or expertise to conserve every threatened species alone. BGCI is leading efforts to collate data from thousands of collections worldwide. Its searchable platforms, such as PlantSearch and ThreatSearch, are leading the way in terms of the data tools institutions need to identify conservation priorities and track the status of threatened species.

    Smart next steps

    To save endangered plants, we need to focus on three key actions that make a real difference, much like how we protect the Wollemi pine.

    The rules around plant protection need to be fixed. Right now, complicated legal barriers can make it harder, not easier, to save plants. We need clear guidelines that help gardens and conservationists share and protect rare species responsibly, without getting stuck in red tape.

    We need to make better use of what we already have. Many botanic gardens are running out of space, so rather than collecting more and more species, we need to focus on preserving strong, genetically diverse populations of the most endangered plants – like ensuring the Wollemi pine has a secure future in multiple locations around the world.

    A global data system would allow scientists to see, in real time, where rare plants like the Wollemi pine are being grown, how well they’re doing, and where help is needed most. Better information means smarter conservation decisions.

    Botanic gardens have a long history of adaptation. They have evolved from medicinal gardens to scientific institutions, and now they must become conservation leaders on a global scale. The extinction crisis demands bold action, strategic collaboration and a willingness to rethink traditional approaches.

    Don’t have time to read about climate change as much as you’d like?

    Get a weekly roundup in your inbox instead. Every Wednesday, The Conversation’s environment editor writes Imagine, a short email that goes a little deeper into just one climate issue. Join the 40,000+ readers who’ve subscribed so far.

    Samuel Brockington does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    – ref. Botanic gardens are struggling to keep up with the biodiversity crisis – here’s what they can do – https://theconversation.com/botanic-gardens-are-struggling-to-keep-up-with-the-biodiversity-crisis-heres-what-they-can-do-248722

    MIL OSI – Global Reports –

  • MIL-OSI Russia: Delegation of the Ural Optical-Mechanical Plant named after E. S. Yalamov visited the Polytechnic

    Translartion. Region: Russians Fedetion –

    Source: Peter the Great St Petersburg Polytechnic University – Peter the Great St Petersburg Polytechnic University –

    A delegation from one of the key enterprises of the Shvabe holding of the Rostec State Corporation, the Ural Optical-Mechanical Plant named after E. S. Yalamov (UOMZ), visited Peter the Great St. Petersburg Polytechnic University on a working visit.

    General Director of JSC PO UOMZ Anatoly Sludnykh, his deputy for science Alexander Koshelev and acting chief designer for medical equipment at Shvabe Pavel Ignatyev met with the rector of SPbPU Andrey Rudskoy and discussed current and future cooperation.

    The guests were interested in the research and production departments of SPbPU, which have technologies and equipment that can be implemented in production. Heads of the laboratories “Modeling of technological processes and design of power equipment” and “Polymer composite materials” Vladimir Yadykin and Ilya Kobykhno spoke about the organization of production of parts from composites, design and assembly of equipment, developed pilot industrial technology for the manufacture of filaments for 3D printing from continuous carbon fiber based on thermoplastics.

    Representatives of the industrial partner also studied the capabilities of the laboratory of the Russian-Chinese scientific and educational center “Additive technologies”. Its head Kirill Starikov demonstrated the material and technical base created here and the unique parts created here.

    According to Anatoly Sludnykh, the company is interested in using technologies and materials developed by Polytechnic University scientists, as well as in additional training of its technologists and engineers at the university.

    At a meeting with SPbPU Vice-Rector for Science Yuri Fomin and Director of the Center for Technological Projects Alexey Maistro, the progress of one of the joint projects was discussed: the creation of a domestic anesthetic vaporizer. The main objectives of the project are to develop design documentation, increase dosing accuracy, create the ability to automatically maintain the concentration of anesthetic during surgery and reduce its consumption. Unlike foreign analogues, the Russian vaporizer should not be automatic, but electronic.

    Yuri Fomin noted that the university is determined to strengthen ties and expand cooperation with the Ural Optical and Mechanical Plant and other enterprises of the Shvabe holding. And the head of UOMZ Anatoly Sludnykh expressed a desire to work out the existing project as a model for simplifying subsequent interaction on various cooperation tracks. The parties also agreed to organize courses for additional professional education for the company’s employees and create conditions for those of them who want to enroll in graduate school and defend their dissertations at SPbPU.

    Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News –

  • MIL-OSI Global: Trump administration sets out to create an America its people have never experienced − one without a meaningful government

    Source: The Conversation – USA – By Sidney Shapiro, Professor of Law, Wake Forest University

    A worker removes letters from the U.S. Agency for International Development building. Kayla Bartkowski/Getty Images

    The U.S. government is attempting to dismantle itself.

    President Donald Trump has directed the executive branch to “significantly reduce the size of government.” That includes deep cuts in federal funding of scientific and medical research and freezing federal grants and loans for businesses. He has ordered the reversal or removal of regulations on medical insurance companies and other businesses and sought to fire thousands of federal employees. Those are just a few of dozens of executive orders that seek to deconstruct the government.

    More than 70 lawsuits have challenged those orders as illegal or unconstitutional. In the meantime, the resulting chaos is preventing the government from carrying out its everyday functions.

    The administration accidentally fired civil servants who were responsible for safeguarding the country’s nuclear weapons, preventing a bird flu epidemic and overseeing the nation’s electricity supply. A Veterans Administration official told NBC, “It’s leading to paralysis, and nothing is getting done.” A spokesperson at a nationwide program that provides meals to seniors, Meals on Wheels, which the government helps fund, said, “The uncertainty right now is creating chaos for local Meals on Wheels providers not knowing whether they should be serving meals today.”

    Our recent book, “How Government Built America,” shows why the administration’s aim to eliminate government could result in an America that the country’s people have never experienced – one in which free-market economic forces operate without any accountability to the public.

    Federal dollars built the federal interstate highway system and maintain it.
    Gary Coronado/Los Angeles Times via Getty Images

    A combination of regulation and freedom

    The U.S. economy began in the Colonial era as a mix of government regulation and market forces, and it has remained so ever since. History shows that without government regulation, markets left to their own devices have made the country poorer, killed and injured thousands, increased economic inequality, and left millions of Americans mired in desperate poverty, among other economic and social ills.

    For example, approximately 23,000 people died from workplace injuries in 1913. In 2023, that figure was just 5,283, largely because the Occupational Safety and Health Administration began regulating workplace safety in 1971. Similarly, the rate of deaths in vehicle crashes per mile driven has decreased 93% since 1923, which can be mainly attributed to the ways government has made vehicles and highways safer.

    Government funding and regulation have yielded countless economic benefits for the public, including the launch of many efforts later capitalized on by the private sector. Government funding delivered a COVID-19 vaccine in record time, many of the technologies – GPS, touchscreens and the internet – that are key to the functioning of the cellphone in your pocket, and the highway system that enables travel throughout the country.

    Government management of the economy has prevented economic downturns and enabled quicker recoveries when they have occurred. Government regulations keep private businesses from engaging in reckless economic behavior that harms everyone, as happened in 2008 when loopholes in rules and enforcement allowed the banking industry to invest billions of dollars in worthless securities. The government then spent trillions to prevent major banks from collapsing and to stimulate the nation’s economic recovery.

    More recently, in response to the COVID-19 pandemic, the government spent $3.1 trillion to keep the economy healthy.

    Food and water are safe because the Food and Drug Administration and the Environmental Protection Agency act to protect people from becoming ill.

    Because of government oversight, Americans can safely take the medications physicians prescribe to make them better. They can safely put money in checking and savings accounts knowing that the Federal Deposit Insurance Corporation and the National Credit Union Administration reduce the likelihood of the bank or credit union failing – and ensure they don’t lose everything if trouble arises.

    The Federal Trade Commission works to ensure the advertising Americans see is not deceptive, and the Securities and Exchange Commission makes sure that the companies people invest in are not making false claims about their financial prospects.

    Americans know that their children can get a free public education and student loans for college or trade schools to advance themselves economically. And government has helped millions of Americans pay for housing, food, medical care and the other necessities of life even if they work full-time or cannot because of age, illness or disability.

    A person gets drinking water from a tap in Jackson, Miss.
    AP Photo/Rogelio V. Solis

    Not a perfect record

    Admittedly, there is wasteful spending – as much as $150 billion a year in erroneous payments. That is a lot of money, but it’s a tiny sliver – just 2.2% – of the $6.75 trillion the federal government spent in the 2024 fiscal year. And government has not always been a positive force in society, either.

    As we describe in our book, for a very long time the federal government aided and abetted slavery and then racial segregation. It also codified the treatment of women as second-class citizens, and discriminated against members of the LGBTQ community.

    Yet government has addressed these failings as Americans’ understanding of equality has evolved. Over the past century, rights for women, racial and ethnic minority groups and people with a range of sexualities and gender identities have been recognized in constitutional amendments, federal laws, state laws and Supreme Court decisions.

    As our book shows, the responses haven’t always been immediate, but the president and Congress have addressed policy mistakes and incompetent administration by making appropriate adjustments to the mix of government and free markets, sometimes at the behest of court cases and more often through congressional action.

    Until now, however, it has never been government policy to shut down government wholesale by defunding agencies such as the U.S. Agency for International Development or threatening to do so with the Consumer Financial Protection Bureau and the Department of Education.

    Many Trump voters cited economic factors as motivating their support. And our book documents how policies supported by both political parties – particularly globalization, which led to the flood of manufacturing jobs that went overseas – contributed to the economic struggles with which many Americans are burdened.

    But based on the history of how government built America, we believe the most effective way to improve the economic prospects of those and other Americans is not to eliminate portions of the government entirely. Rather, it’s to adopt government programs that create economic opportunity in deindustrialized areas of the country.

    These problems – economic inequality and loss of opportunity – were caused by the free market’s response to the lack of government action, or insufficient or misdirected action. The market cannot be expected to fix what it has created. And markets don’t answer to the American people. Government does, and it can take action.

    Sidney Shapiro is affiliated with the Center for Progressive Reform.

    Joseph P. Tomain does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    – ref. Trump administration sets out to create an America its people have never experienced − one without a meaningful government – https://theconversation.com/trump-administration-sets-out-to-create-an-america-its-people-have-never-experienced-one-without-a-meaningful-government-250727

    MIL OSI – Global Reports –

  • MIL-OSI Video: Thriving in Orbit | World Economic Forum Annual Meeting 2025

    Source: World Economic Forum (video statements)

    By 2035, the space economy is set to reach $1.8 trillion up from $630 billion in 2023 and averaging a growth rate of 9% a year. Decreasing launch costs and continuous commercial innovation have transformed space from a frontier of science fiction into a landscape for real-world applications like space tourism.

    What forces will shape the trajectory of the space economy and how can stakeholders capitalize on this shift?

    Speakers: Rachel Morison, Zachary Bogue, Dava Newman, Hiroshi Yamakawa, Andrius Kubilius

    The 55th Annual Meeting of the World Economic Forum will provide a crucial space to focus on the fundamental principles driving trust, including transparency, consistency and accountability.

    This Annual Meeting will welcome over 100 governments, all major international organizations, 1000 Forum’s Partners, as well as civil society leaders, experts, youth representatives, social entrepreneurs, and news outlets.

    The World Economic Forum is the International Organization for Public-Private Cooperation. The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. We believe that progress happens by bringing together people from all walks of life who have the drive and the influence to make positive change.

    World Economic Forum Website ► http://www.weforum.org/
    Facebook ► https://www.facebook.com/worldeconomicforum/
    YouTube ► https://www.youtube.com/wef
    Instagram ► https://www.instagram.com/worldeconomicforum/
    X ► https://twitter.com/wef
    LinkedIn ► https://www.linkedin.com/company/world-economic-forum
    TikTok ► https://www.tiktok.com/@worldeconomicforum
    Flipboard ► https://flipboard.com/@WEF

    #Davos2025 #WorldEconomicForum #wef25

    https://www.youtube.com/watch?v=SLNFP54BA-k

    MIL OSI Video –

  • MIL-OSI Russia: The Academic Council of the Polytechnic University: results of the winter session and implementation of the NCMU program

    Translartion. Region: Russians Fedetion –

    Source: Peter the Great St Petersburg Polytechnic University – Peter the Great St Petersburg Polytechnic University –

    On February 26, the Polytechnic University held a meeting of the Academic Council, where they honored polytechnicians who have achieved high results in various fields, discussed the results of the winter session, tasks for the spring semester, and the implementation of the NCMU program.

    First of all, the rector of SPbPU Andrey Rudskoy introduced the vice-rector for university security Alexander Airapetyan. Then the award ceremony began.

    The official part began with the honoring of the holders of the title “Honorary Worker of SPbPU”. This is a doctor of physical and mathematical sciences, professor of the Department of Physics Vadim Ivanov and candidate of technical sciences, associate professor of the Higher School of Mechanical Engineering, chairman of the Trade Union of Employees Valentin Kobchikov.

    SPbPU Distinction Badge “For Merit” The award was given to member of the Public Chamber of St. Petersburg, advisor to the president of PJSC Rostelecom, and 1978 graduate of the mechanical engineering faculty, Alexey Sergeev.

    Candidate of Economic Sciences diplomas were awarded to the Vice President, Director of the North-West macro-regional branch of PJSC Rostelecom Alexander Loginov (scientific supervisor – Doctor of Economic Sciences, Professor Vladimir Glukhov) and Acting Vice-Rector for Promising Projects Maria Vrublevskaya (scientific supervisor – Doctor of Economic Sciences, Professor Olga Kalinina).

    Certificates of conferring the academic title of associate professor were received by Denis Akhmetov, Anton Barabanov, Evgeny Borisov, Victoria Vilken, Irina Karpovich, Vladimir Kochemirovsky, Irina Russkova. The certificate was also presented to the Deputy Director of the Humanitarian Institute, associate professor of the Higher School of Linguistics and Pedagogy Tatyana Nam, along with a letter of gratitude from the Governor of St. Petersburg Alexander Beglov for initiative and active civic position, significant contribution to the development of volunteer activities.

    Certificates of professional and public accreditation of educational programs were received by the Director of the Institute of Industrial Management, Economics and Trade Vladimir Shchepinin (23 programs), the Director of the Civil Engineering Institute Marina Petrochenko (13 programs) and the Director of the Institute of Computer Science and Cybersecurity Dmitry Zegzhda (one program).

    Advisor to the rector’s office Vitaly Drobchik, head of the department for interaction with the media Evgeny Pleshachkov, as well as specialists of the Public Relations Department Vera Fatova, Ulyana Durova and Alina Melnikova were awarded with gratitude for holding the All-Russian student Olympiad “I am a professional”.

    The leadership of the Federal Security Service Directorate for Perm Krai expressed gratitude for modern forensic scientific developments and fruitful cooperation in joint work to prevent crimes against the security of the Russian Federation to the Director of the Higher School of Jurisprudence and Forensic Science Dmitry Mokhorov and Senior Lecturer Pavel Menshikov.

    A letter of gratitude from the educational foundation “Talent and Success” for fruitful cooperation, professionalism and high quality of organization of educational events – participants of the programs of the educational center “Sirius” was presented to the senior lecturer of the Higher School of Media Communications and Public Relations Evgeniya Tuchkevich.

    Cups and certificates for 2nd place in the absolute team championship of St. Petersburg student competitions in 2024, as well as for 1st place in the team championship were awarded to the director of the Institute of Physical Culture, Sports and Tourism Valery Sushchenko, the director of the sports club “Black Bears – Polytech” Anastasia Akatova and the leading specialist of the club Daria Khadjaridi.

    Senior Lecturer of the Department of Physical Training and Sports received cups and medals for 2nd overall team place at the All-Russian student orienteering competitions Tatyana Bevza, as well as students Ulyana Bryuchko (PhysMech) and Mikhail Belyakov (IFKST).

    For first place in the billiard competition “POOL-8” of the Spartakiad “Health – 2025” among teachers and employees of St. Petersburg universities, awards were given to the Director of the Higher School of Jurisprudence and Forensic Science Dmitry Mokhorov and the Head of the News Portal Department Evgeny Gusev.

    The winners of the 20th All-Russian conference-competition for students and postgraduates “Current Issues of Subsoil Use” were students of the Higher School of Industrial Management of IPMEiT Anastasia Malashchitskaya and Daria Moiseenko, a student of the Civil Engineering Institute Olga Loginova (scientific supervisor – PhD, Associate Professor Vitaly Kudinov), as well as a postgraduate student of the Higher School of Engineering and Economics of PMEiT Olga Bichevaya (scientific supervisor – Svetlana Gutman).

    The first issue on the agenda was summing up the results of the winter session of the 2024-2025 academic year: almost 70% of full-time students successfully passed the exams, which indicates a high level of preparation and a responsible approach to study.

    More than 7,500 students will receive scholarships based on the results of the midterm assessment, which is an important incentive for further improvement and striving for academic achievements. Such positive dynamics emphasize the effectiveness of the educational process and compliance with high standards of educational quality, – said Lyudmila Vladimirovna.

    She presented the positive experience of implementing the pilot program to support talented students “Leaders of Polytechnic”, launched at IMMiT: 94% of students in this program passed the session with “excellent” and “good” grades.

    The program has proven its effectiveness, helping participants to reveal their abilities and achieve outstanding results, and the results serve as a vivid example of how investments in talented youth bring results, contributing not only to the personal growth of students, but also to strengthening the university’s reputation as a center of attraction for gifted and promising specialists. Such high academic performance of the program participants emphasizes the importance of personalized work with each student, taking into account their individual characteristics and needs, – noted Lyudmila Pankova.

    One of the issues was the discussion of the plan for the transition to a new system for assessing learning outcomes based on individual achievements. The individual achievement system (IAS) being developed is a fundamentally new approach to assessing current monitoring of academic performance and midterm assessment. IAS will allow taking into account individual student achievements, including those outside the educational program, thereby increasing their motivation and ensuring an objective assessment of knowledge. For teachers, this is a tool for reducing routine workload, thanks to the automation of assessment processes, accounting, and recording of current control points.

    Vice-Rector for Digital Transformation of SPbPU, Head of the Advanced Engineering School of SPbPU “Digital Engineering” (AES), World-class scientific center of SPbPU “Advanced digital technologies” (NCMU) Alexey Borovkov presented the key results of the implementation of the NCMU program for 2024-2024 and spoke about the scientific and technological groundwork of the strategy and program for the university’s development until 2030 and 2036.

    Alexey Borovkov emphasized that the indicator of extra-budgetary financing of the world-class Scientific Center of SPbPU “Advanced Digital Technologies” is 101.7%, which is three times more than the average indicator for all scientific centers of medicine in Russia.

    Speaking about significant world-class research carried out by the SPbPU NCMU “Advanced Digital Technologies”, Aleksey Ivanovich highlighted the creation of a large-scale scientific and technological reserve in the field of technology for the development and application of digital twins of products, machines, and structuresDigital platform for the development and application of digital twins CML-Bench®. Compared to traditional approaches, the development of products and goods based on digital twin technology reduces time, financial and other resource costs by ten times or more.

    In conclusion, the speaker highlighted the important role of the SPbPU NCMU “Advanced Digital Technologies” in the SPbPU Technological Development Ecosystem, which ensures a balance of activities of different structures and the synergy of the best scientific technological and educational practices to achieve technological leadership, sovereignty and national security of Russia.

    The scientific and technological groundwork formed by the SPbPU NCMU on the CML-Bench® digital platform is the basis for the implementation of six national projects of technological leadership, enshrined in the development strategy of the Polytechnic University until 2030. For example, the promising direction of unmanned aircraft systems directly relies on the groundwork of the SPbPU NCMU “Advanced Digital Technologies” for several projects and developments at once. At the moment, we are actively working on creating a design environment and digital certification of unmanned aircraft systems, – shared Alexey Borovkov.

    In addition, at the meeting, members of the Academic Council voted to award the academic title of associate professor to Polytechnic employees: Maxim Izmailov (IPMET), Vasily Krundyshev (IKNK), Natalia Solodilova (IMMiT), Oleg Shagniev and Ilya Keresten (PISH CI Higher School of Advanced Digital Technologies).

    Academic Secretary Dmitry Karpov presented the work plan of the University Academic Council for the 2nd semester of the 2024-2025 academic year and reported on monitoring the implementation of the Academic Council’s decisions.

    The meeting concluded with a consideration of current issues.

    Photo archive

    Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News –

  • MIL-OSI: Empower Students with Free Resources to Thrive in Today’s Digital World from the New Digital Citizenship Initiative by Discovery Education with Verizon and Fortinet

    Source: GlobeNewswire (MIL-OSI)

    CHARLOTTE, N.C., Feb. 27, 2025 (GLOBE NEWSWIRE) — Discovery Education, the creator of essential K-12 solutions used in classrooms around the world, today announced the launch of a new Digital Citizenship Initiative. The Digital Citizenship Initiative is a dynamic partnership that provides educators and students with free tools, resources, and the skills needed to thrive in today’s digital world.

    The Digital Citizenship Initiative grew out of needs summarized in a dedicated white paper entitled Risks and Resilience: Why Digital Citizenship Matters in K12 Education. This study illuminated many of the issues facing today’s students, including cyberbullying, online privacy, and digital footprints. Furthermore, research shows that students remain largely unaware of the impacts of digital technologies on all aspects of life. Discovery Education defines digital citizenship as a set of strategies and behaviors designed to promote a safer online experience for everyone.

    The Digital Citizenship Initiative partners include Impact Leader Verizon and Fortinet. Each partner has helped contribute expert insights to develop standards-aligned digital resources. Resources include ready-to-use materials, digital lessons, DEMystified series videos, and instructional materials spanning disciplines such as science, health, social studies, and English language arts. Educators can expect quarterly content releases covering a range of topics that address digital citizenship.

    “At Verizon, we are driven by purpose and guided by values in all that we do. Being part of the Digital Citizenship Initiative is the latest building block in Verizon’s work to empower people to live, work, and play. Students are our future, and we are proud to support them as they learn to use digital technologies responsibly,” said Alex Servello, Associate Vice President of Responsible Business at Verizon.

    “As a cybersecurity leader, we believe that staying ahead of sophisticated threats and cyber risks requires building a more cyber-aware society,” said Rob Rashotte, Vice President, Fortinet Training Institute. “To help achieve this, Fortinet partnered with educators to develop and make accessible a tailor-made security awareness curriculum to help prepare both educators and students to apply cybersecurity skills at school, at home, and everywhere they need it. We are proud that this curriculum will now be leveraged in the Digital Citizenship Initiative to further develop fundamental security skill sets across our global community.”

    To access the Digital Citizenship Initiative resources, please visit digitalcitizenship.discoveryeducation.com. Educators with access to Discovery Education Experience can find these resources on the Digital Citizenship channel.

    “Digital technology has revolutionized the way students learn, connect, and express themselves. Supporting digital citizenship is critical for preparing students to navigate an increasingly connected and complex online environment,” said Amy Nakamoto, Executive Vice President of Marketing and Strategic Alliances. “Thanks to our partners – Verizon and Fortinet – for your leadership in preparing students to navigate our tech-driven world responsibly.”

    For more information about Discovery Education’s award-winning digital resources and professional learning solutions, visit www.discoveryeducation.com, and stay connected with Discovery Education on social media through X, LinkedIn, Instagram, TikTok, and Facebook.

    About Verizon
    Verizon Communications Inc. (NYSE, Nasdaq: VZ) powers and empowers how its millions of customers live, work and play, delivering on their demand for mobility, reliable network connectivity and security. Headquartered in New York City, serving countries worldwide and nearly all of the Fortune 500, Verizon generated revenues of $134.8 billion in 2024. Verizon’s world-class team never stops innovating to meet customers where they are today and equip them for the needs of tomorrow. For more, visit verizon.com or find a retail location at verizon.com/stores.

    About Fortinet
    Fortinet (Nasdaq: FTNT) is a driving force in the evolution of cybersecurity and the convergence of networking and security. Our mission is to secure people, devices, and data everywhere, and today we deliver cybersecurity everywhere our customers need it with the largest integrated portfolio of over 50 enterprise-grade products. Well over half a million customers trust Fortinet’s solutions, which are among the most deployed, most patented, and most validated in the industry. The Fortinet Training Institute, one of the largest and broadest training programs in the industry, is dedicated to making cybersecurity training and new career opportunities available to everyone. Collaboration with esteemed organizations from both the public and private sectors, including Computer Emergency Response Teams (“CERTS”), government entities, and academia, is a fundamental aspect of Fortinet’s commitment to enhance cyber resilience globally. FortiGuard Labs, Fortinet’s elite threat intelligence and research organization, develops and utilizes leading-edge machine learning and AI technologies to provide customers with timely and consistently top-rated protection and actionable threat intelligence. Learn more at https://www.fortinet.com, the Fortinet Blog, and FortiGuard Labs.

    About Discovery Education
    Discovery Education is the worldwide edtech leader whose state-of-the-art, K-12, digital solutions support learning wherever it takes place. Through award-winning multimedia content, instructional supports, innovative classroom tools, and strategic alliances, Discovery Education helps educators deliver powerful learning experiences that engage all students and support higher academic achievement on a global scale. Discovery Education serves approximately 4.5 million educators and 45 million students worldwide, and its resources are accessed in over 100 countries and territories. Through partnerships with districts, states, and trusted organizations, Discovery Education empowers teachers with essential edtech solutions that inspire curiosity, build confidence, and accelerate learning. Explore the future of education at www.discoveryeducation.com.

    Contacts
    Grace Maliska
    Discovery Education
    Email: gmaliska@dicoveryed.com

    The MIL Network –

  • MIL-OSI: EXL named a Leader in four categories in ISG Provider Lens™ Insurance Digital Services North America Report

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, Feb. 27, 2025 (GLOBE NEWSWIRE) — EXL [NASDAQ: EXLS], a global data and AI company, announced it has been named a Leader in four categories in the ISG Provider Lens™ Insurance Services 2024 report. Earning top honors in the North American Life & Retirement Insurance BPO Services, Property & Casualty Insurance BPO, Life & Retirement TPA Insurance Services, and Insurance ITO Services – Midmarket, categories, EXL demonstrated its deep expertise in all aspects of the insurance industry.

    The 2024 report reflects EXL’s sustained excellence as a top performer. This is the third consecutive time that EXL has earned Leader designations for Life & Retirement Insurance BPO Services, Property & Casualty Insurance BPO, Life & Retirement TPA Insurance Services in North America. Meanwhile, this is the first time EXL has earned the Leader designation for Insurance ITO Services – Midmarket.

    “At a time when new technologies and economic fluctuations have disrupted the insurance industry to its very core, our commitment to provide our clients with solutions backed by robust data, powerful analytics and cutting-edge AI has become more valuable than ever,” said Vivek Jetley, president and head of insurance, healthcare and life sciences at EXL. “Being recognized in three categories once more—now with an added Leader designation—reinforces our drive to innovate, push boundaries and deliver unparalleled results for our clients.”

    ISG Provider Lens™ is a practitioner-led service provider comparison, powered by ISG’s advisory experience and data-driven research. ISG’s Research reports provide independent vendor evaluations and enterprise buying behavior segmentation. Provider positioning is based on neutral and independent research, such as quantitative data that includes provider surveys, product testing and customer interviews.

    “EXL has leveraged the power of GenAI to transform the insurance business,” said Ashish Jhajharia, lead analyst and co-author of the ISG Provider Lens™ Insurance Services 2024 report. “As EXL continues to excel at providing essential support to insurance carriers as they embark on a journey toward data-driven digital transformation, they stand poised to thrive in 2025.”

    To read more about the report and to see how EXL compares to its competition, click here. For more information about EXL’s solutions for the insurance industry, click here.

    About EXL

    EXL (NASDAQ: EXLS) is a global data and AI company that offers services and solutions to reinvent client business models, drive better outcomes and unlock growth with speed. EXL harnesses the power of data, AI, and deep industry knowledge to transform businesses, including the world’s leading corporations in industries including insurance, healthcare, banking and capital markets, retail, communications and media, and energy and infrastructure, among others. EXL was founded in 1999 with the core values of innovation, collaboration, excellence, integrity and respect. We are headquartered in New York and have approximately 59,000 employees spanning six continents. For more information, visit www.exlservice.com.

    Cautionary Statement Regarding Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of the United States Private Securities Litigation Reform Act of 1995. You should not place undue reliance on those statements because they are subject to numerous uncertainties and factors relating to EXL’s operations and business environment, all of which are difficult to predict and many of which are beyond EXL’s control. Forward-looking statements include information concerning EXL’s possible or assumed future results of operations, including descriptions of its business strategy. These statements may include words such as “may,” “will,” “should,” “believe,” “expect,” “anticipate,” “intend,” “plan,” “estimate” or similar expressions. These statements are based on assumptions that we have made in light of management’s experience in the industry as well as its perceptions of historical trends, current conditions, expected future developments and other factors it believes are appropriate under the circumstances. You should understand that these statements are not guarantees of performance or results. They involve known and unknown risks, uncertainties and assumptions. Although EXL believes that these forward-looking statements are based on reasonable assumptions, you should be aware that many factors could affect EXL’s actual financial results or results of operations and could cause actual results to differ materially from those in the forward-looking statements. These factors, which include our ability to maintain and grow client demand, our ability to hire and retain sufficiently trained employees, and our ability to accurately estimate and/or manage costs, rising interest rates, rising inflation and recessionary economic trends, are discussed in more detail in EXL’s filings with the Securities and Exchange Commission, including EXL’s Annual Report on Form 10-K. You should keep in mind that any forward-looking statement made herein, or elsewhere, speaks only as of the date on which it is made. New risks and uncertainties come up from time to time, and it is impossible to predict these events or how they may affect EXL. EXL has no obligation to update any forward-looking statements after the date hereof, except as required by federal securities laws.

    Contacts
    Media
    Keith Little
    +1 703-598-0980
    media.relations@exlservice.com

    Investor Relations
    John Kristoff
    +1 212 209 4613
    IR@exlservice.com

    The MIL Network –

  • MIL-OSI China: China to expand plantation of ratoon rice by over 666,000 hectares

    Source: People’s Republic of China – State Council News

    BEIJING, Feb. 27 — China plans to expand its ratoon rice cultivation area by approximately 10 million mu (about 666,666 hectares) by 2030, as part of efforts to bolster food security, according to the Ministry of Agriculture and Rural Affairs.

    Ratoon rice, which is grown from the seedlings of buds that remain at nodes of rice stubble following the harvest of the main rice crop, is considered a green and resource-efficient rice production system.

    China has outlined phased targets, region-specific measures, and policy support to optimize ratoon rice production, according to a guideline on ratoon rice development (2025-2030) issued by the ministry.

    According to Zhang Weijian, a researcher at the Chinese Academy of Agricultural Sciences, the country’s ratoon rice cultivation currently covers over 15 million mu, mainly in the middle and lower reaches of the Yangtze River and southwestern and southern regions.

    China enjoys the potential to cultivate ratoon rice further, Zhang said, adding that extreme weather and insufficient mechanization are major challenges.

    To cope with the adverse factors, Zhang suggested making efforts to improve varieties, strengthening the research and development of related agricultural machinery, and providing technical training.

    MIL OSI China News –

  • MIL-OSI Global: Managers can help their Gen Z employees unlock the power of meaningful work − here’s how

    Source: The Conversation – USA – By Kelly Kennedy, Director of Transformative Learning, University of Connecticut

    Finding fulfilling and motivating work is a challenge for many people, but it can be especially difficult for those just starting their careers. And as Generation Z professionals – those born between 1997 and 2012 – increasingly seek personalized career paths, managers are tasked with helping employees find meaning in their roles while also meeting organizational goals.

    Some managers may view Gen Z’s desire for meaningful work as a form of entitlement, but dismissing it can be costly. Research shows that employees who find their work meaningful experience greater job satisfaction, which directly boosts productivity. Meanwhile, ignoring this need can lead to higher employee turnover and “quiet quitting.” In short, helping younger employees find meaning on the job isn’t just good for them – it’s a smart business strategy.

    As business professors who study meaningful work, we wanted to understand how managers can help younger staff thrive. So, together with leadership consultant Shanna Hocking, we asked a range of Gen Z professionals about their workplace experiences. Through these conversations, we identified three crucial factors that can help managers unlock meaning for early career professionals: self-knowledge, adding value and relationships.

    By addressing these areas, managers can foster a supportive environment where Gen Z professionals thrive.

    The 3 keys to meaningful work

    Self-knowledge is about understanding who you are and what you value, and recognizing your strengths and weaknesses. Research shows self-awareness can be a powerful tool for creating a productive and engaged workforce.

    To help Gen Z employees develop self-knowledge, encourage them to reflect on what energizes and interests them. To get the ball rolling, you can ask them to think about their college experiences, internships and important personal milestones. These reflections can help them uncover patterns in what they enjoy and what drives their motivation.

    Additionally, many Gen Z professionals seek roles that align with their values. It’s common for them to focus on developing a sense of purpose that extends beyond a specific job title.

    The U.S. workforce now has more people who were born after 1997 than those born between 1946 and 1964.

    For example, one young employee we interviewed, who works in fashion merchandising, told us, “I will make things beautiful and that will be my life.” This is a flexible sense of purpose – one that isn’t tied to any particular job, but rather to a bigger vision of impact. A smart manager will connect day-to-day tasks to employees’ larger goals, helping them see how their contributions fit into the bigger picture.

    Adding value at work comes down to two key things: feeling recognized and knowing one’s contributions make a difference. Our study found that adding value and feeling valued play a crucial role in shaping workplace meaning. For example, when asked what makes work meaningful, a Gen Z worker said, “being part of a team where you are able to contribute and directly see the impact of your work, regardless of the level you are at.”

    So, how do you make Gen Z employees feel recognized? It can be as simple as giving praise or as big as offering a raise. But for many young professionals, meaningful work goes beyond just perks – it’s about feeling like their efforts contribute to a larger goal and make a positive impact on society.

    Finally, how people get work done in the office is often tied to the relationships they have.

    Previous research has shown that Gen Z professionals are more likely to thrive in work environments that prioritize diversity and inclusion and encourage positive relationships between colleagues. Our conversations with Gen Z workers backed that up: They told us they valued quality relationships, collaboration, and support from managers and colleagues.

    Managers can foster this type of environment by encouraging team members to meaningfully connect. As a Gen Z private equity analyst shared with us, “When you work such long hours, it’s nice knowing there’s others in the trenches with you.”

    Building strong relationships with direct reports is also important. Gen Z professionals value being mentored by their managers and receiving regular feedback and honest communication. Research has shown connection at work is powerful for creating a meaningful environment of trust for employees of all ages.

    We also found that Gen Z appreciates being able to take risks – and potentially fail – in a safe space. That’s why mentorship programs can be impactful; they help young professionals develop skills, build confidence and find meaning in their work by providing a safe space for learning and growth.

    3 questions to unlock the power of meaningful work

    Reflection and coaching are powerful tools that help early career employees develop self-awareness, add value and build strong relationships. This work may seem daunting at first, but it’s easy to incorporate into the regular conversations you’re already having as a manager. To bring out the best in your Gen Z employees, start by asking three simple questions during your next one-on-one meeting.

    1. When have you felt most energized at work?

    Asking this question can help early career employees gain a deeper understanding of what motivates them. By identifying key moments, both you and the employee can gain valuable insight into their priorities and interests. Pay close attention to the specific aspects of their work that spark enthusiasm, and observe nonverbal cues such as body language and facial expressions – they can reveal just as much as words about what truly excites them.

    Make it a dialogue by sharing what you’ve noticed about the employee’s interests and discussing ways to tap into their motivations. Then, encourage the employee to find tasks and projects that align with their interests and bring them to the next one-on-one to discuss. From there, when assigning new tasks, be sure to highlight how the work connects to the employee’s interests and the organization’s larger goals.

    2. Where do you feel you contribute the most?

    This question helps early career employees recognize their strengths, allowing them to contribute more effectively and feel like a valued part of the team. As they respond, look for recurring themes in how they approach their work and the quality of their output.

    Help employees see the bigger picture by connecting their efforts to departmental objectives and the company’s overall mission. Highlight how their skills and contributions make a difference – not just in their own work but in supporting their colleagues and driving team success. And be on the lookout for opportunities to genuinely acknowledge their contributions in real time, as well as during performance reviews.

    3. Whom in the company do you want to learn from or work more closely with?

    Bringing up an employee’s work relationships in a one-on-one meeting might seem unconventional, but it’s a valuable opportunity to guide them in building strong partnerships. Plus, showing genuine interest in their connections reinforces your own relationship with them.

    As you discuss their workplace interactions, pay attention to whom they mention and why. Their responses can offer valuable insights into their career aspirations, potential collaboration opportunities and the relationships they find most meaningful.

    Also, remember: You don’t have to have all the answers. If a Gen Z employee comes to you with a question, use it as a chance to connect them with other team members or subject-matter experts. Encouraging them to seek out knowledge from others not only strengthens their network but also fosters a culture of continuous learning and collaboration.

    As Gen Z professionals seek more personalized and fulfilling career paths, managers play a critical role in supporting them. Helping early career team members reach their professional goals will, in turn, help organizations reach their own goals. So if you’re a manager, asking these three simple questions during one-on-one meetings can lead to happier, more motivated workers and a more productive and stable organization.

    The authors do not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. Managers can help their Gen Z employees unlock the power of meaningful work − here’s how – https://theconversation.com/managers-can-help-their-gen-z-employees-unlock-the-power-of-meaningful-work-heres-how-248993

    MIL OSI – Global Reports –

  • MIL-OSI Global: The secret lives of polar bear families

    Source: The Conversation – Canada – By Louise Archer, Postdoctoral Fellow, Biological Sciences, University of Toronto

    Newborn polar bear cubs spend weeks in the den with their mother until they’re old and strong enough to be outdoors. (Dmytro Cherkasov/Polar Bears International), CC BY

    Despite being the largest land carnivore and a top Arctic predator that can weigh over 600 kg, polar bears start off surprisingly small. Blind, almost hairless, and weighing just 600g at birth, cubs are born in maternity dens under the snow. These snow caves keep newborns warm and safe for the first few months of their life, when they grow rapidly by nursing on their mother’s rich milk.

    After three to four months in the den, cubs will have grown to about 20 times their birth weight and will be large enough and furry enough to follow their mothers out into the frigid Arctic spring.

    In a study published in The Journal of Wildlife Management, we used remote cameras to study polar bear families as they emerged from their dens in Svalbard, Norway, gaining insight into the behaviour of mothers and cubs as they experience the world outside the den for the first time.

    Drifting snow helps polar bear dens remain hidden.
    (B.J. Kirschhoffer/Polar Bears International), CC BY

    An elusive phenomenon

    While they provide ideal conditions for developing cubs, maternal dens are difficult for researchers to study and monitor. Challenging weather, limited daylight and the remoteness of many den sites means opportunities for direct observation are few. Often, denning polar bears are identified using tracking devices worn by a bear — usually collars, but also ear or fur tags. These transmit location data via satellite, allowing researchers to track individuals and to study movement patterns.

    As technology has developed, additional data can also be collected from these devices, including data on activity and temperature. An extended stationary period and low activity readings are the telltale signs of denning. Above-ambient temperatures also indicate a bear in a den; insulated by snow and warmed by the mother’s body heat, the interior of the den can be more than 20 °C warmer than the outside.

    In Svalbard, polar bears build their dens on slopes of fjords and mountainous areas, where drifting snow means dens are often impossible to distinguish from the snow-covered surroundings.

    Locating dens

    We relied on GPS locations transmitted from satellite collars worn by females to locate 13 den sites. With the return of daylight to Svalbard in the spring, our team installed time-lapse cameras facing the entrance of each suspected den, capturing footage of polar bear families as they exited. To minimize any disturbance, the final approach was made on foot or by ski, and cameras were collected several months later — long after the polar bear families had departed for the sea ice.

    After processing thousands of images, the camera gave us a detailed look at this cryptic component of polar bears’ life cycle. By linking images back to data from the collars, we were also able to develop a model of the various behaviours caught on camera, providing a new tool to remotely monitor denning bears more accurately.

    A feat of endurance

    Although critical to cubs, denning can be tough on a mother. Pregnant female polar bears usually enter a den in the fall, give birth in mid-winter, and remain in the den nursing their cubs until the family is ready to emerge in the spring. Although their offspring guzzle down high-energy milk, mother polar bears don’t feed at all during this time and rely on their fat reserves, losing up to 43 per cent of their body mass while in the den.

    Despite this clear motivation to get back to hunting seals on the sea ice, polar bear families will often hang out at the den for days or weeks after emerging. On average, the families we monitored in Svalbard stayed at the den site for a further 12 days after first emerging.

    During this time, mother and cubs frequently left the den to explore, sometimes staying outside for less than a minute, and in other cases emerging for hours at a time. Cubs rarely ventured outside without their mother and were seen alone in only five per cent of camera observations. In general, bears spent longer outside when temperatures were warmer and the more days had passed since they first emerged outside.

    This post-emergence period may allow cubs time to acclimatize to the external environment, and to develop the skills and strength they’ll need to follow their mother across the sea ice for the next two-and-a-half years.

    We also saw incredible variation in behaviour post-den emergence, with one family abandoning the den after only a couple of days, and another family remaining at the den for a full month after first appearing outside. Two females even decided to move their cubs to new dens after emerging.

    Consequences of Arctic change

    These kinds of insights lead to new questions: what drives decisions to stay or leave the den, what cues do families respond to? While we continue to build out our data set to better understand these behaviours, on average, we noted that polar bears abandoned their dens about a week earlier than previously recorded in the region. The Barents Sea is one of the fastest warming regions on the planet, and continued monitoring will make clear if this is an emerging trend in response to sea ice loss.

    To get even more detailed information, we have also been testing custom designed camera systems that can capture behaviour continuously.

    Climate warming has already resulted in declining polar bear health in parts of the Arctic that are experiencing rapid loss of sea ice. With continued warming jeopardizing the persistence of polar bears across much of their range, successful denning and reproduction is essential to give the next generation of polar bears a chance.



    Read more:
    Polar bears may struggle to produce milk for their cubs as climate change melts sea ice

    Time spent denning, the date of den exit and the amount of time bears remain at the den after emerging all contribute positively to the subsequent survival of cubs. Yet climate warming means the human footprint in the Arctic is expanding, risking encroachment on denning habitat and disturbing polar bear families.

    Improved monitoring and a deeper understanding of denning behaviour will help to protect polar bears during this critical time.

    Louise Archer receives funding from Polar Bears International. She is affiliated with University of Toronto Scarborough and Polar Bears International. This study was performed in collaboration with the Norwegian Polar Institute and San Diego Zoo Wildlife Alliance.

    – ref. The secret lives of polar bear families – https://theconversation.com/the-secret-lives-of-polar-bear-families-248764

    MIL OSI – Global Reports –

  • MIL-OSI Asia-Pac: Speech by SITI at AI Action Summit 2025 – AI STR Forum (English only)

    Source: Hong Kong Government special administrative region

    Speech by SITI at AI Action Summit 2025 – AI STR Forum (English only)
    Speech by SITI at AI Action Summit 2025 – AI STR Forum (English only)
    *********************************************************************

    Following is the speech by the Secretary for Innovation, Technology and Industry, Professor Sun Dong, at the AI Action Summit 2025 – AI STR (Safety, Trust, and Responsibility) Forum organised by Cyberport and the World Digital Technology Academy (WDTA) and the International Academicians Science & Technology Innovation Centre today (February 27):  Vice Minister Ye (Deputy Director-General of the Department of Educational, Scientific and Technological Affairs of the Liaison Office of the Central People’s Government in the Hong Kong Special Administrative Region, Mr Ye Shuiqiu), Professor Li (Executive Chairman of the WDTA, Professor Yale Li), Professor Chan (Academician of the Chinese Academy of Engineering and Academician of the WDTA, Professor C C Chan), Simon (Chairman of the Board of Directors of Hong Kong Cyberport Management Company Limited, Mr Simon Chan), Rocky (Chief Executive Officer of Hong Kong Cyberport Management Company Limited, Dr Rocky Cheng), Tony (Commissioner for Digital Policy, Mr Tony Wong), distinguished guests, ladies and gentlemen,     ​Good morning. I am delighted to join you all today at AI STR Forum, jointly organised by Cyberport and the World Digital Technology Academy.       The Forum today will immerse into exciting discussions on AI and the associated safety, trust and responsibility issues. Undoubtedly, AI is the most pivotal engine of scientific, economic and social advancements around the globe.     ​In Hong Kong, we attach great importance and devote significant resources to driving AI on various fronts. AI and data science is one of our development focus areas as underscored in the Hong Kong Innovation and Technology Development Blueprint promulgated in December 2022. Echoing the nation’s “AI+” initiative and strategic direction to cultivate new quality productive forces and build a globally competitive digital industry cluster, Hong Kong is taking steps to consolidate our strengths and capitalise on the emerging opportunities in AI research, innovation and application.      To provide the most conducive environment for AI development, Cyberport, being Hong Kong’s digital tech hub, established the AI Supercomputing Centre (AISC) last year, which will provide high-performance computing power of 3 000 petaFLOPS to support impactful R&D (research and development) projects on AI.      The Government is also subsidising users of Cyberport’s AISC, through the $3 billion AI Subsidy Scheme, to make the much sought-after computing power more accessible. This financial assistance already benefits local R&D projects on large language models (LLM), material science and environmental assessment that will break new ground of AI.      Let’s not forget our InnoHK research clusters. A total of 16 AI and robotics-specific research centres are set up under AIR@InnoHK, including the Hong Kong Generative AI Research and Development Center (HKGAI) which focuses on generative AI technologies. The HKGAI is now running at full steam in developing a Hong Kong-based LLM and a generative AI document processing copilot application together with a few application tools. The latter is now being used internally by government bureaus and departments on a pilot basis to handle tasks such as document drafting, translation and summary.      This long list would go incomplete without mentioning our latest endeavour, as announced yesterday by the Financial Secretary in the 2025-26 Budget, to establish the Hong Kong AI R&D Institute. A dedicated, public mission-driven undertaking, the institute will spearhead AI development and industry application in Hong Kong, promote cross-sectoral collaboration, and add another exciting chapter in our AI history book.      As we navigate in the boundless realms of AI, we are mindful of the safety, responsibility and trust issues that beset AI explorers and users. We could only harness the full power and potential of AI by addressing these contentious issues proactively. The Forum and the wise men here with us today will give much insights into these hot topics. I look forward to the exchanges and the food for thought.      In closing, I wish the Forum a great success and every one of you the most fruitful and inspiring sharing. Thank you.

    Ends/Thursday, February 27, 2025Issued at HKT 12:20

    NNNN

    MIL OSI Asia Pacific News –

  • MIL-OSI USA: Sols 4466-4468: Heading Into the Small Canyon

    Source: NASA

    Written by Susanne Schwenzer, Planetary Geologist at The Open University

    Earth planning date: Wednesday, Feb. 26, 2025
    The fine detail of the image above reminds us once again that geoscience — on Mars and on Earth — is an observational science. If you look at the image for a few moments, you will see that there are different areas made of different textures. You will also observe that some features appear to be more resistant to weathering than others, and as a consequence stand out from the surface or the rims of the block. Sedimentologists will study this and many other images in fine detail and compare them to similar images we have acquired along the most recent drive path. From that they put together a reconstruction of the environment billions of years in the past: Was it water or wind that laid down those rocks, and what happened next? Many of the knobbly textures might be from water-rock interaction that happened after the initial deposition of the material. We will see; the jury is out on what these details tell us, and we are looking closely at all those beautiful images and then will turn to the chemistry data to understand even more about those rocks.
    In the caption of the image above it says “merged” images. This is an imaging process that happens aboard the rover — it takes two (or more) images of the same location on the same target, acquired at different focus positions, and merges them so a wider range of the rock is in focus. This is especially valuable on textures that have a high relief, such as the above shown example. The rover is quite clever, isn’t it?
    In today’s plan MAHLI does not have such an elaborate task, but instead it is documenting the rock that the APXS instrument is measuring. The team decided that it is time for APXS to measure the regular bedrock again, because we are driving out of an area that is darker on the orbital image and into a lighter area. If you want, you can follow our progress on that orbital image. (But I am sure many of the regular readers of this blog know that!)
    That bedrock target was named “Trippet Ranch.” ChemCam investigates the target “San Ysidro Trail,” which is a grayish-looking vein. As someone interested in water-rock interactions for my research, I always love plans that have the surrounding rock (the APXS target in this case) and the alteration features in the same location. This allows us to tease out which of the chemical components of the rock might have moved upon contact with water, and which ones have not.
    As we are driving through very interesting terrain, with walls exposed on the mesas — especially Gould mesa — and lots of textures in the blocks around us, there are many Mastcam mosaics in today’s plan! The mosaics on “Lytle Creek,” “Round Valley,” “Heaton Flat,” “Los Liones,” and the single image on “Mount Pinos” all document this variety of structures, and another mosaic looks right at our workspace. It did not get a nice name as it is part of a series with a more descriptive name all called “trough.” We often do this to keep things together in logical order when it comes to imaging series. The long-distance RMIs in today’s plan are another example of this, as they are just called “Gould,” followed by the sol number they will be taken on — that’s 4466 — and a and b to distinguish the two from each other. Gould Mesa, the target of both of them, exposes many different structures and textures, and looking at such walls — geologists call them outcrops — lets us read the rock record like a history book! And it will get even better in the next few weeks as we are heading into a small canyon and will have walls on both sides. Lots of science to come in the next few downlinks, and lots of science on the ground already! I’d better get back to thinking about some of the data we have received recently, while the rover is busy exploring the ever-changing geology and mineralogy on the flanks of Mount Sharp.

    MIL OSI USA News –

  • MIL-OSI USA: NASA Remembers Long-Time Civil Servant John Boyd

    Source: NASA

    John Boyd, known to many as Jack and whose career spanned more than seven decades in a multitude of roles across NASA as well as its predecessor, the National Advisory Committee for Aeronautics (NACA), died Feb. 20. He was 99. Born in 1925, and raised in Danville, Virginia, he was a long-time resident of Saratoga, California.
    Boyd is being remembered by many across the agency, including Dr. Eugene Tu, director, NASA’s Ames Research Center in California’s Silicon Valley, where Boyd spent most of his career.
    “Jack brought an energy, optimism, and team-based approach to solving some of the greatest technological challenges humanity has ever faced, which remains part of our culture to this day,” said Tu. “There are few careers as wide-ranging and impactful as Jack’s.”
    In 1947, Boyd began his career at the then-called Ames Aeronautical Laboratory in Moffett Field, California, as an aeronautical engineer working to design and test various wing shapes using the center’s 1-by-3-foot supersonic wind tunnel. Boyd continued conducting research in wind tunnels, testing designs that led to dramatic increases in the efficiency of the supersonic B-58 bomber, as well as the F-102 and F-106 fighters.
    In 1958, just before Ames became part of a newly established NASA, Boyd recalled thinking, “Maybe someday we’ll go out into the far blue yonder, and if we do, what are we going to fly? How are we going to bring it back into the atmosphere safely?” He and a team of engineers turned their attention to studying the dynamics of high-speed projectiles in hypervelocity ranges, filled with different mixtures of gases to mimic the atmospheres of Mars and Venus, in preparation for sending spacecraft out into space and safely back again or to the surface of other worlds.
    By the mid-60s, Boyd was promoted into leadership and tapped to become deputy director for Aeronautics and Flight Systems at NASA Ames. In the late 1960s, as America was redefining its space exploration goals and sending humans to the Moon, Boyd served as the center’s lead to assist NASA Headquarters in Washington consolidate and create new research programs.
    In 1979, Boyd served as the deputy director at NASA’s Dryden Flight Research Center (now known as NASA’s Armstrong Flight Research Center) in Edwards, California, and prepared the center for its role as a landing site for the space shuttle. He briefly returned to Ames before heading to NASA Headquarters to be associate administrator for management under James M. Beggs. Boyd left government service in 1985, taking a position as chancellor for research and an adjunct professor of aerodynamics, engineering, and the history of spaceflight for the University of Texas System.
    Boyd returned to NASA and California’s Silicon Valley in 1993,inspiring students through educational outreach initiatives, and serving as the senior advisor to the director, senior advisor for history, and the center ombudsman until his retirement in 2020.
    Boyd credits his interest in airplanes to a cousin who was a paratrooper and gave him a ride in a biplane in the 1940s. In 1943, he enrolled and became the first in his family to earn a degree with a bachelor of science in aeronautical engineering from Virginia Polytechnic Institute and State University in Blacksburg, Virginia. He was a recipient of the NASA Exceptional Service Award, the NASA Outstanding Leadership Award, the NASA Equal Employment Opportunity Medal, the Presidential Rank of Meritorious Executive, the NASA Distinguished Service Medal, the Army Command Medal, and the NASA Headquarters History Award. He also was a Fellow of the American Institute of Aeronautics and Astronautics and a Sloan Fellow at Stanford University.
    “The agency and the nation thank and honor Jack as a member of the NASA family and the highest exemplar of a public servant who believed investing in others is the greatest contribution one can make,” added Tu. “He will be deeply missed.”
    For more information about NASA Ames, visit:
    https://www.nasa.gov/ames
    -end-
    Cheryl WarnerHeadquarters, Washington202-358-1600cheryl.m.warner@nasa.gov
    Rachel HooverAmes Research Center, Silicon Valley650-604-4789rachel.hoover@nasa.gov

    MIL OSI USA News –

  • MIL-OSI USA: Fourth Launch of NASA Instruments Planned for Near Moon’s South Pole

    Source: NASA

    Sending instruments to the Moon supports a growing lunar economy on and off Earth, and the next flight of NASA science and technology is only days away. NASA’s CLPS (Commercial Lunar Payload Services) initiative is a lunar delivery service that sends NASA science and technology instruments to various geographic locations on the Moon using American companies. These rapid, cost-effective commercial lunar missions at a cadence of about two per year improve our understanding of the lunar environment in advance of future crewed missions to the Moon as part of the agency’s broader Artemis campaign.  
    Of the 11 active CLPS contracts, there have been three CLPS launches to date: Astrobotic’s Peregrine Mission One, which collected data in transit but experienced an anomaly that prevented it from landing on the Moon; Intuitive Machines’ IM-1 mission, which landed, tipped over, and operated on the lunar surface; and Firefly Aerospace’s Blue Ghost Mission One that is currently enroute and scheduled to land in early March 2025. The CLPS contract awards cover end-to-end commercial payload delivery services, including payload integration, launch from Earth, landing on the surface of the Moon, and mission operations. 
    NASA’s fourth CLPS flight is from Intuitive Machines with their IM-2 mission. The IM-2 mission is carrying NASA science and technology instruments to Mons Mouton, a lunar plateau just outside of 5 degrees of the South Pole of the Moon, closer to the pole than any preceding lunar mission.  
    Scheduled to launch no earlier than Wednesday and land approximately eight days later, Intuitive Machines’ Nova-C lander, named Athena, will carry three NASA instruments to the lunar South Pole region – the Polar Resources Ice Mining Experiment-1 (PRIME-1) suite and the Laser Retroreflector Array (LRA). 
    The PRIME-1 suite consists of two instruments, the TRIDENT drill (The Regolith Ice Drill for Exploring New Terrain) and MSolo (Mass Spectrometer observing lunar operations), which will work together to extricate lunar soil samples, known as regolith, from the subsurface and analyze their composition to further understand the lunar environment and gain insight on potential resources that can be extracted for future examination. 
    The meter-long TRIDENT drill is designed to extract lunar regolith, up to about three feet below the surface. It will also measure soil temperature at varying depths below the surface, which will help to verify existing lunar thermal models that are used for ice stability calculations and resource mapping. By drilling into the lunar regolith, information is gathered to help answer questions about the lunar regolith geotechnical properties, such as soil strength, both at the surface and in the subsurface that will help inform Artemis infrastructure objectives. The data will be beneficial when designing future systems for on-site resource utilization that will use local resources to create everything from landing pads to rocket fuel. The lead development organization for TRIDENT is Honeybee Robotics, a Blue Origin Company. 
    The MSOLO instrument is a mass spectrometer capable of identifying and quantifying volatiles (or gasses that easily evaporate) found at or beneath the lunar surface, including– if it’s present in the regolith within the drill’s reach – water and oxygen, brought to the surface by the TRIDENT drill. This instrument can also detect any gases that emanate from the lander, drilling process, and other payloads conducting operations on the surface. Using MSolo to study the volatile gases found on the Moon can help us understand how the lander’s presence might alter the local environment. The lead development organization is INFICON of Syracuse, New York, in partnership with NASA’s Kennedy Space Center in Florida. 
    NASA’s LRA is a collection of eight retroreflectors that enable precision laser ranging, which is a measurement of the distance between the orbiting or landing spacecraft to the reflector on the lander. The LRA instrument is passive, meaning it does not power on. It will function as a permanent location marker on the Moon for decades to come, similar to its predecessors. The lead development organization is NASA’s Goddard Space Flight Center in Greenbelt, Maryland. 
    In addition to the CLPS instruments, two technology demonstrations aboard IM-2 were developed through NASA’s Tipping Point opportunity. These are collaborations with the agency’s Space Technology Mission Directorate and industry that support development of commercial space capabilities and benefit future NASA missions.  
    Intuitive Machines developed a small hopping robot, Grace, named after Grace Hopper, computer scientist and mathematician. Grace will deploy as a secondary payload from the lander and enable high-resolution imaging and science surveying of the lunar surface, including permanently shadowed craters around the landing site. Grace is designed to bypass obstacles such as steep inclines, boulders, and craters to cover a lot of terrain while moving quickly, which is a valuable capability to support future missions on the Moon and other planets, including Mars. 
    Nokia will test a Lunar Surface Communications System that employs the same cellular technology here on Earth. Reconceptualized by Nokia Bell Labs to meet the unique requirements of a lunar mission, this tipping point technology aims to demonstrate proximity communications between the lander, a Lunar Outpost rover, and the hopper. 
    Launching as a rideshare alongside the IM-2 mission, NASA’s Lunar Trailblazer spacecraft also will begin its journey to lunar orbit where it will map the distribution of water – and other forms of water – on the Moon. 
    Future CLPS flights will continue to send payloads to the near side, far side, and South Pole regions of the Moon where investigations and exploration are informed by each area’s unique characteristics. With a pool of 13 American companies under CLPS, including a portfolio of 11 lunar deliveries by five vendors sending more than 50 individual science and technology instruments to lunar orbit and the surface of the Moon, NASA continues to advance long-term exploration of the Moon, and beyond to Mars.   

    MIL OSI USA News –

  • MIL-OSI USA: Sols 4464-4465: Making Good Progress

    Source: NASA

    Written by Lauren Edgar, Planetary Geologist at USGS Astrogeology Science Center

    Earth planning date: Monday, Feb. 24, 2025
    Over the weekend Curiosity drove about 48 meters (about 157 feet) to the southwest, continuing to march along on our traverse past Texoli butte and Gould Mesa. I was on shift as the LTP today, and it was great to see the good drive progress, interesting workspace, and exciting stratigraphy that lies ahead.
    Today’s two-sol plan includes contact science and a drive on the first sol, followed by untargeted remote sensing on the second sol. The Geology theme group got straight to work evaluating contact science targets, and decided on a nodular block named “Matilija Poppy” for APXS and MAHLI observations. Then the team turned their attention to the remote sensing activities. There are a variety of interesting rock textures near the rover, so the team spent some time planning Mastcam imaging and ChemCam LIBS activities to assess the diversity. Some blocks have polygonal fractures with raised ridges, while other blocks are more nodular or well-laminated. In addition to looking at the bedrock, Mastcam will document local troughs in the loose sand between blocks, to understand more recent surface processes. The team planned a ChemCam LIBS observation on one of the polygonal fractures at a target named “East Fork” and two long-distance ChemCam RMI mosaics of Gould Mesa to assess the distant stratigraphy. Then Curiosity will drive about 30 meters (about 98 feet) further to the south, and take post-drive imaging to prepare for Wednesday’s plan.
    On the second sol Curiosity will take an autonomously selected ChemCam target, along with multiple environmental monitoring observations to search for dust devils, monitor atmospheric dust, and evaluate clouds. It was a pretty smooth day of planning, and it’s always nice to see how the team works together to accomplish a lot of great science. Looking forward to continuing to make great progress as we start climbing uphill again!

    MIL OSI USA News –

  • MIL-OSI USA: 6 Things to Know About NASA’s Lunar Trailblazer

    Source: NASA

    The small satellite mission will map the Moon to help scientists better understand where its water is, what form it’s in, how much is there, and how it changes over time.
    Launching no earlier than Wednesday, Feb. 26, NASA’s Lunar Trailblazer will help resolve an enduring mystery: Where is the Moon’s water? After sharing a ride on a SpaceX Falcon 9 rocket with Intuitive Machines’ IM-2 launch — part of NASA’s CLPS (Commercial Lunar Payload Services) initiative — the small satellite will take several months to arrive in lunar orbit.
    Here are six things to know about the mission.
    1. Lunar Trailblazer will produce high-resolution maps of water on the lunar surface.
    One of the biggest lunar discoveries in recent decades is that the Moon’s surface has quantities of water, but little about its nature is known. To investigate, Lunar Trailblazer will decipher where the water is, what form it is in, how much is there, and how it changes over time. The small satellite will produce the best-yet maps of water on the lunar surface. Observations gathered during the two-year prime mission will also contribute to the understanding of water cycles on airless bodies throughout the solar system.
    2. The small satellite will use two state-of-the-art science instruments.
    Key to achieving these goals are the spacecraft’s two science instruments: the High-resolution Volatiles and Minerals Moon Mapper (HVM3) infrared spectrometer and the Lunar Thermal Mapper (LTM) infrared multispectral imager. NASA’s Jet Propulsion Laboratory in Southern California provided the HVM3 instrument, while LTM was built by the University of Oxford and funded by the UK Space Agency.  
    HVM3 will detect and map the spectral fingerprints, or wavelengths of reflected sunlight, of minerals and the different forms of water on the lunar surface. The LTM instrument will map the minerals and thermal properties of the same landscape. Together they will create a picture of the abundance, location, and form of water while also tracking how its distribution changes over time and temperature.

    3. Lunar Trailblazer will take a long and winding road to the Moon.
    Weighing only 440 pounds (200 kilograms) and measuring 11.5 feet (3.5 meters) wide with its solar panels fully deployed, Lunar Trailblazer is about the size of a dishwasher and relies on a relatively small propulsion system. To make the spacecraft’s four-to-seven-month trip to the Moon (depending on the launch date) as efficient as possible, the mission’s design and navigation team has planned a looping trajectory that will use the gravity of the Sun, Earth, and Moon to guide Lunar Trailblazer to its final science orbit — a technique called low-energy transfer.
    4. The spacecraft will peer into the darkest parts of the Moon’s South Pole.
    Lunar Trailblazer’s science orbit positions it to peer into the craters at the Moon’s South Pole using the HVM3 instrument. What makes these craters so intriguing is that they harbor cold traps that may not have seen direct sunlight for billions of years, which means they’re a potential hideout for frozen water. The HVM3 spectrometer is designed to use faint reflected light from the walls of craters to see the floor of even permanently shadowed regions. If Lunar Trailblazer finds significant quantities of ice at the base of the craters, those locations could be pinpointed as a resource for future lunar explorers.
    5. Lunar Trailblazer is a high-risk, low-cost mission.
    Lunar Trailblazer was a 2019 selection of NASA’s SIMPLEx (Small Innovative Missions for Planetary Exploration), which provides opportunities for low-cost science spacecraft to ride-share with selected primary missions. To maintain a lower overall cost, SIMPLEx missions have a higher risk posture and lighter requirements for oversight and management. This higher risk acceptance allows NASA to enable science missions that could not otherwise be done.
    6. Future missions will benefit from Lunar Trailblazer’s data.
    Mapping the Moon’s water supports future human and robotic lunar missions. With knowledge from Lunar Trailblazer of where water is located, astronauts could process lunar ice to create water for human use, breathable oxygen, or fuel. And they could conduct science by sampling the ice for later study to determine the water’s origins.
    More About Lunar Trailblazer
    Lunar Trailblazer is led by Principal Investigator Bethany Ehlmann of Caltech in Pasadena, California. Caltech also leads the mission’s science investigation, and Caltech’s IPAC leads mission operations, which includes planning, scheduling, and sequencing of all spacecraft activities. NASA JPL manages Lunar Trailblazer and provides system engineering, mission assurance, the HVM3 instrument, and mission design and navigation. JPL is managed by Caltech for NASA. Lockheed Martin Space provided the spacecraft, integrated the flight system, and supports operations under contract with Caltech. The University of Oxford developed and provided the LTM instrument, funded by the UK Space Agency. Lunar Trailblazer, part of NASA’s Lunar Discovery Exploration Program, is managed by NASA’s Planetary Mission Program Office at Marshall Space Flight Center in Huntsville, Alabama, for the agency’s Science Mission Directorate in Washington.
    News Media Contact
    Karen Fox / Molly WasserNASA Headquarters, Washington202-358-1600karen.c.fox@nasa.gov / molly.l.wasser@nasa.gov
    Ian J. O’NeillJet Propulsion Laboratory, Pasadena, Calif.818-354-2649ian.j.oneill@jpl.nasa.gov
    Isabel SwaffordCaltech IPAC626-216-4257iswafford@ipac.caltech.edu
    2025-027

    MIL OSI USA News –

  • MIL-OSI: OptimizeRx Sets Fourth Quarter and Full Year 2024 Financial Results Conference Call for March 12, 2025, at 8:30 a.m. ET

    Source: GlobeNewswire (MIL-OSI)

    WALTHAM, Mass., Feb. 27, 2025 (GLOBE NEWSWIRE) — OptimizeRx Corp. (the “Company”) (Nasdaq: OPRX), a leading provider of healthcare technology solutions helping life sciences companies reach and engage healthcare professional (HCPs) and patients, will hold a conference call on Wednesday, March 12, 2025, at 8:30 a.m. Eastern Time to discuss full year fiscal 2024 financial results and the fourth quarter period ended December 31, 2024. The financial results will be issued in a press release prior to the call.

    OptimizeRx management will host the call, followed by a question-and-answer period. Details for the conference call can be found below:

    Please call the conference telephone number or log on to the web access link five minutes prior to the start time.

    A replay of the call will remain available for 12 months via the Investors section of the OptimizeRx website at http://www.optimizerx.com/investors.  

    About OptimizeRx

    OptimizeRx provides trailblazing technology that fosters care-focused engagement between life sciences organizations, healthcare providers, and patients at critical junctures throughout the healthcare journey. With the ability to synchronize messaging across 2 million healthcare providers and over 240 million adults across a multitude of digital channels including a proprietary point-of-care network, OptimizeRx is changing the way life sciences engage with customers.

    For more information, follow the Company on X, LinkedIn or visit www.optimizerx.com. 

    OptimizeRx Contact 
    Andy D’Silva, SVP Corporate Finance
    adsilva@optimizerx.com

    Investor Relations Contact
    Sandya von der Weid
    LifeSci Advisors, LLC
    svonderweid@lifesciadvisors.com

    The MIL Network –

  • MIL-OSI Asia-Pac: INMAS organizes International Radio Biology Conference on Biological Effects of Space Radiation, Heavy Ions and Human Space missions

    Source: Government of India

    Posted On: 27 FEB 2025 4:36PM by PIB Delhi

              Institute of Nuclear Medicine & Allied Sciences (INMAS), the Delhi based laboratory of Defence Research and Development Organization (DRDO), is hosting the International Radio Biology Conference on Biological Effects of Space Radiation, Heavy Ions and Human Space missions – Mechanisms & Biomedical Counter measures at the Manekshaw Centre, Delhi during 27th February, 2025 to 1st March 2025.  Prof. Ajay Kumar Sood, Principal Scientific Adviser to the Government of India, who was the Chief Guest, inaugurated the conference today on 27th February, 2025. Dr Samir V. Kamat, Secretary, Department of Defence R&D and Chairman, DRDO was the Guests of Honour.

              Prof. Ajay Kumar Sood in his inaugural address complimented INMAS for organising the event and said that one of the most significant challenges that in space exploration is the issue of space radiation, which poses a considerable risk to the health and well-being of astronauts during long duration space flights. He appreciated the efforts being made by INMAS in addressing these challenges.

              Secretary DDR&D and Chairman DRDO in his address said the challenges associated with space radiation require an integrated approach, combining the expertise of various scientific disciplines. The conference, he said, serves as a unique and important forum for the exchange of knowledge between radiobiologists, physicists, engineers, and medical researchers, among others. It is through such interdisciplinary collaboration that we can develop the innovative technologies and solutions necessary to safeguard the health and well-being of astronauts in the harsh conditions of space, he added.

              Dr Samir V. Kamat said that exploring the Outer Space for the benefit of mankind has become a major necessity in modern times. Significant strides have been made, such as long-term human presence on the International Space Station (ISS) and missions to the Moon, which demonstrate our growing ability to sustain life in space. By developing effective strategies and protective measures, the country would be able to ensure the safety and well-being of astronauts, paving the way for successful long-term missions to Mars and beyond.

                       The three day conference will deliberate upon the topics in line with its theme “Biological Effects of Space Radiation” through theme areas namely, Biomarkers of Exposure/ Susceptibility, Chronic Effects/Carcinogenesis, Combined Stressors (Microgravity, Confinement, Circadian Misalignment, Isolation and Space Radiation), Acute & Late/ Chronic Effects of Heavy Ions, Mathematical Modelling and Simulation, Medical Countermeasures, Cellular & Molecular Mechanisms, Muscle & Bone Loss, Degenerative  Diseases/ Cognition, Heavy Ions Radiation Chemistry.

    ******

    SR/GC

    (Release ID: 2106625) Visitor Counter : 73

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: NASA veteran Mr. Mike Massimino interacts with PM SHRI Kendriya Vidyalaya students

    Source: Government of India

    NASA veteran Mr. Mike Massimino interacts with PM SHRI Kendriya Vidyalaya students

    He explores labs, praises India’s moon mission, shares zero gravity experiences during PM SHRI school visit

    Posted On: 27 FEB 2025 4:22PM by PIB Delhi

    Former NASA astronaut Mr. Mike Massimino interacted with PM SHRI Kendriya Vidyalaya students today in New Delhi. Mr. Massimino also explored the school’s facilities, including the AR-VR Lab, Atal Tinkering Lab, language lab, etc.

    While interacting with the students, Mr. Massimino praised India’s Chandrayaan-3 mission, emphasizing its significance not just for India but for the global space community. He highlighted the challenges of landing on the Moon’s South Pole and how this achievement could provide key insights into water sources essential for habitation. Additionally, he underscored the importance of international collaboration in future space programs.

    Mr. Massimino shared how a movie based on 7 astronauts inspired him to become an astronaut. Engaging with the students, he answered their questions about space exploration, the kind of food they had during their space trips, etc. Recounting his personal experiences, he described how he adapted to zero gravity in space and elaborated on their sleeping arrangements, consoles to work, etc. Students were also curious about AI’s role in space exploration. In response, he explained that AI would streamline the processes, making them more efficient, cost-effective, and safe. Concluding his interaction, he advised students on the subjects and skills they should pursue if they aspire to a career in space exploration.

    During the event, students asked several questions about the challenges of pursuing a career as an astronaut and the key subjects essential for their preparation. Mr. Massimino emphasized the importance of exploring various fields, including soil sciences and marine biology. His practical and insightful answers left the students excited and deeply inspired. They also asked him about the most challenging project he worked on at NASA and whether human habitation on Mars would be possible in the near future. He explained that while living on the Moon could become a reality soon, settling on Mars would take longer due to the technological challenges that still need to be overcome.

    Mr. Mike Massimino, a former NASA astronaut, is a professor of mechanical engineering at Columbia University and the senior advisor for space programs at the Intrepid Sea, Air & Space Museum. He received a BS from Columbia University, and MS degrees in mechanical engineering and in technology and policy, as well as a PhD in mechanical engineering, from the Massachusetts Institute of Technology.

    After working as an engineer at IBM, NASA, and McDonnell Douglas Aerospace, along with academic appointments at Rice University and at the Georgia Institute of Technology, he was selected as an astronaut by NASA in 1996, and is the veteran of two space flights, the fourth and fifth Hubble Space Telescope servicing missions in 2002 and 2009. Mike has a team record for the number of hours spacewalking in a single space shuttle mission, and he was also the first person to tweet from space. During his NASA career he received two NASA Space Flight Medals, the NASA Distinguished Service Medal, the American Astronautical Society’s Flight Achievement Award, and the Star of Italian Solidarity.

    He is the Senior Adviser for Space Programs at the Intrepid Sea, Air & Space Museum in New York City. He is also a professor in Columbia University’s engineering school, The Fu Foundation School of Engineering and Applied Science.

    Also present at the programme were Shri Somit Shrivastava, Joint Commissioner (Pers); Shri B.K. Behra, Deputy Commissioner (Academics) KVS HQ; Shri S.S. Chauhan, Deputy Commissioner, KVS Delhi Region; Shri G.S. Pandey and Shri K.C. Meena, Assistant Commissioner, Delhi Region; Shri V.K. Mathpal, Principal KV No.2, Delhi Cantonment; and others.

    *****

    MV/AK

    MOE/DoSEL/27 February 2025/1

    (Release ID: 2106621) Visitor Counter : 96

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: National Science Day 2025

    Source: Government of India

    Posted On: 27 FEB 2025 1:40PM by PIB Delhi

    Celebrating the Spirit of Scientific Innovation

    National Science Day is celebrated every year on 28th February to commemorate the discovery of the ‘Raman Effect’ made by the eminent physicist Sir C.V. Raman while working in the laboratory of the Indian Association for the Cultivation of Science, Kolkata. For this discovery, he was awarded the Nobel Prize in 1930. On National Science Day, theme-based science communication activities are carried out all over the country. The first celebration took place on February 28, 1987, marking the beginning of a tradition that continues to inspire generations. The theme for this year is “Empowering Indian Youth for Global Leadership in Science & Innovation for VIKSIT BHARAT.” It emphasizes the role of young minds in driving India’s scientific and technological progress, aligning with the vision of Viksit Bharat 2047, which aims for a developed and self-reliant India.

    Objectives

    The basic objective of the observation of National Science Day is to spread the message of the importance of science and its application among the people. It is celebrated as one of the main science festivals in India every year with the following objectives:

    To widely spread a message about the significance of scientific applications in the daily lives of people.

    To display all the activities, efforts, and achievements in the field of science for the welfare of human beings

    To discuss all the issues and implement new technologies for the development of science

    To encourage the people as well as popularize science and technology.

     

    Key advancements in Science and Technology: 2024 Highlights

    India’s Global Standing in Innovation and IP

    India has made remarkable progress in the global science and technology landscape, securing the 39th rank in the Global Innovation Index 2024 and 6th position in global Intellectual Property (IP) filings, as per the WIPO report. The Network Readiness Index (NRI) 2024 also marked India’s rise to 49th place from 79th in 2019, showcasing advancements in ICT infrastructure and digital transformation.

    Anusandhan National Research Foundation (ANRF): Pioneering Research & Inclusivity

    Launched under the ANRF Act 2023, the Anusandhan National Research Foundation (ANRF) is accelerating India’s research and development ecosystem. Several key programs have been introduced:

    • PM Early Career Research Grant (PMECRG) supports young researchers, providing them with the resources to pursue independent research.
    • EV Mission aims to foster innovation in electric vehicle technology, making India self-reliant in sustainable mobility.
    • Partnerships for Accelerated Innovation and Research (PAIR) follows a Hub and Spoke model, ensuring institutional collaboration in scientific research.
    • Inclusivity Research Grant (IRG) provides financial support to researchers from Scheduled Castes (SC) and Scheduled Tribes (ST), promoting equal opportunities in frontier research fields.

    National Quantum Mission (NQM): India’s Leap in Quantum Technology

    With an investment of ₹6003.65 crore over eight years, the National Quantum Mission (NQM) is positioning India as a leader in quantum computing, communication, sensing, and materials.

    • A total of 152 researchers from 43 institutions across 17 states and 2 Union Territories are contributing to this mission.
    • NQM has also laid out guidelines for startup support, ensuring robust mentorship, funding, and resource allocation.

    National Supercomputing Mission (NSM): Expanding India’s Computational Power

    India’s supercomputing infrastructure has significantly expanded, reaching 32 PetaFlops with the addition of 5 PetaFlops in 2024. The largest supercomputing system, commissioned at the Inter-University Accelerator Centre (IUAC), New Delhi, boasts 3 PetaFlops of computing power. Additional supercomputers at NCRA-Pune and SN Bose Institute-Kolkata further strengthen computational research.

    • The future roadmap includes adding 45 more PetaFlops, pushing India’s supercomputing capabilities to 77 PetaFlops using indigenous technology.

    Artificial Intelligence & Cyber-Physical Systems: BharatGen and Beyond

    Under the National Mission on Interdisciplinary Cyber-Physical Systems (NM-ICPS), the BharatGen initiative has been launched, focusing on the development of India’s first multimodal, multilingual Large Language Model (LLM) for Generative AI (GenAI).

    • The I-HUB Quantum Technology Foundation, IISER Pune, has selected eight startups for funding, accelerating research in quantum communication, computing, and sensing.
    • Plans are underway to upgrade four top-performing Technology Innovation Hubs (TIHs) into Technology Translation Research Parks (TTRPs), boosting commercialization efforts.

    Geospatial Science: Expanding Spatial Thinking and Innovation

    Geospatial technology adoption has increased through Spatial Thinking Programs in Schools, covering 116 schools across seven states and reaching 6205 students. Additionally, 575 participants have received training in geospatial science through Summer/Winter Schools. Future plans include expanding the program to five additional states and organizing a national event to showcase research and innovation in this field.

    Climate Research and Risk Mapping for Disaster Preparedness

    India has intensified its efforts in climate resilience, launching four new Centres of Excellence focused on risk mapping for floods and droughts. These initiatives aim to enhance disaster preparedness and climate adaptation strategies across the country.

    Technology Development Board (TDB): Funding Innovation for Future Growth

    The Technology Development Board (TDB) has provided ₹220.73 crore in funding across seven key projects, accelerating advancements in critical technological sectors. This initiative ensures that startups and innovators receive the necessary financial and infrastructural support to scale their ideas.

    Innovation in Science Pursuit for Inspired Research (INSPIRE): Nurturing Scientific Talent

    The INSPIRE program, a flagship initiative of the Department of Science & Technology (DST), aims to attract and support young talent in science and research. It fosters innovation across disciplines, including engineering, medicine, agriculture, and veterinary sciences, strengthening India’s S&T and R&D ecosystem.

    Key Achievements in 2024:

    • 34343 INSPIRE Scholars, 3363 INSPIRE Fellows, and 316 INSPIRE Faculty Fellows received financial support to pursue higher education and research in Science & Technology.
    • 9 INSPIRE Fellows showcased their research at the 15th JSPS-HOPE Meeting in Kyoto, Japan (Feb 26 – Mar 1, 2024).
    • INSPIRE Faculty Fellowship intake increased from 100 to 150 per year to support more postdoctoral researchers.
    • The 11th National Level Exhibition and Project Competition (NLEPC) was held in September 2024 at Pragati Maidan, New Delhi, attracting 10,000 students. The Winners Felicitation Ceremony honored 31 students from 350 finalists at Vigyan Bhavan, New Delhi.
    • A record-breaking 10,13,157 nominations were received for INSPIRE-MANAK, marking a milestone of one million entries from schools in 2024-25.
    • A new initiative, “Exposure Visit of Japanese School Students to India,” was launched under INSPIRE-MANAK. In August 2024, 10 Japanese students and 2 supervisors visited India to explore advancements in science, technology, industry, and culture.

    Future Vision for 2025:

    From 2025 onwards, the INSPIRE-MANAK scheme will expand its reach to Class 11 and 12 students, ensuring that more young minds are engaged in scientific innovation at a crucial stage of their education. This initiative is expected to strengthen India’s scientific workforce and global leadership in research and development.

    Bridging the Gender Gap: Empowering Women to Lead in Science

    India has taken significant steps to promote gender parity in STEM. The Department of Science and Technology (DST) has recently implemented the WISE-KIRAN (Women in Science and Engineering-KIRAN) scheme, a comprehensive program designed to support women at various stages of their scientific careers.

    Key Initiatives:

    • WISE-PhD and WISE-Post Doctoral Fellowship (WISE-PDF): Encourages women to pursue research in basic and applied sciences. More than 340 women scientists have been selected under 3 major fellowship programmes namely, WISE-PhD, WISE-PDF and WIDUSHI to carry out research in Basic and Applied Sciences.
    • Launched two new programmes namely, Women’s International Grants Support (WINGS) for research training in international labs and Women Leadership Programme for early and mid-level women scientists.
    • Vigyan Jyoti Program: Encourages female students to pursue higher education and careers in STEM (Science, Technology, Engineering, Mathematics, and Medicine). Under Vigyan Jyoti, more than 29,000 girls of Class IX-XII from 300 Districts of 34 States/UTs of the country benefitted through various activities and interventions.
    • Under the CURIE (Consolidation of University Research for Innovation and Excellence) Programme, 22 Women PG Colleges have been selected to establish state-of-the-art research facilities.

    The Glorious Heritage

    Ancient India was a land of sages and seers as well as a land of scholars and scientists. Research has shown that from making the best steel in the world to teaching the world to count, India was actively contributing to the field of and technology centuries long before modern laboratories were set up.

    Driving Innovation for a Brighter Future

    National Science Day celebrates India’s scientific progress and commitment to innovation. With advancements in quantum computing, AI, geospatial technology, and climate research, alongside initiatives fostering inclusivity and young talent, India is shaping a future driven by science and technology. As the nation moves towards Viksit Bharat 2047, continued investment in research and innovation will be key to global leadership and sustainable growth.

    References

    Click here to see PDF:

    Santosh Kumar/Sarla Meena/ Anchal Patiyal

    (Release ID: 2106574) Visitor Counter : 69

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: National Geospatial Policy 2022

    Source: Government of India

    National Geospatial Policy 2022

    “Powering India’s Vision for Viksit Bharat”

    Posted On: 27 FEB 2025 1:22PM by PIB Delhi

    “The democratization of Indian geospatial ecosystem will spur domestic innovation and enable Indian companies to compete in the global mapping ecosystem by leveraging modern geospatial technologies and realising the dream of ‘Atmanirbhar Bharat’ fully.

    -Dr Jitendra Singh, Union Minister of State (Independent Charge) Ministry of Science and Technology

    Introduction

    The National Geospatial Policy, 2022, notified by the Government of India on December 28, 2022, is a transformative policy aimed at positioning India as a global leader in the geospatial sector. With a long-term vision extending to 2035, the policy seeks to liberalize and democratize access to geospatial data, fostering innovation and enabling its widespread use across governance, businesses, and academia.

    At its core, the policy is citizen-centric, ensuring that geospatial datasets generated with public funds are openly accessible. It outlines a strategic roadmap for the development of geospatial infrastructure, services, and platforms at both national and sub-national levels. One of its key goals is to establish a high-resolution topographical survey and mapping system by 2030, alongside a highly accurate Digital Elevation Model (DEM) for the entire country.

    Recognizing the importance of geospatial technology in governance, economic growth, and societal development, the policy focuses on strengthening institutional frameworks, enhancing national and state-level coordination, and fostering a vibrant geospatial ecosystem. The Department of Science and Technology (DST) plays a pivotal role in this effort by promoting the reuse and open access of geospatial data, products, and services through a network of geospatial platforms.

    By creating an enabling environment for geospatial technology adoption, the policy is expected to drive advancements in urban planning, disaster management, agriculture, environmental conservation, transportation, and various other sectors. This article examines the National Geospatial Policy 2022, focusing on its alignment with PM Gati Shakti, budgetary allocations, the National Geospatial Data Repository, and Operation Dronagiri’s impact on innovation. It also explores how the policy fosters inclusion, economic growth, and private sector participation, ensuring geospatial intelligence enhances governance, business, and public services across India.

    Recent Allocations and Trends from the Union Budget 2025

    In the Union Budget for the fiscal year 2025-26, the government has reinforced its commitment to the geospatial sector:

    • Government of India has allocated ₹100 crore for the National Geospatial Mission. This mission aims to develop foundational geospatial infrastructure and data, playing a crucial role in modernizing land records, urban planning, and infrastructure design. By leveraging PM Gati Shakti, the initiative will facilitate integrated planning, enhance data-driven decision-making, and improve the efficiency of infrastructure projects across the country. This strategic investment underscores the government’s focus on harnessing geospatial technology for economic growth, governance, and sustainable development.
    • To enhance public-private partnerships (PPPs) and support the private sector in project planning, access to relevant geospatial data and maps from the PM Gati Shakti portal will be made available. This initiative aims to streamline infrastructure development, improve decision-making, and foster greater collaboration between the government and private enterprises.

    Vision of the National Geospatial Policy

    To position India as a global leader in the geospatial sector by fostering a world-class innovation ecosystem, leveraging geospatial technology for economic growth, and ensuring easy access to valuable geospatial data for businesses and citizens.

    Goals of the National Geospatial Policy

    By 2025

    • Establish an enabling policy and legal framework to support the liberalization of the geospatial sector and democratization of data.
    • Enhance availability and accessibility of high-quality location data across sectors to drive innovation and enterprise.
    • Develop a unified digital interface for accessing geospatial data collected through public funds.
    • Redefine the National Geodetic Framework using modern positioning technologies, with online accessibility.
    • Create a high-accuracy geoid model for the entire country.
    • Strengthen national and sub-national geospatial governance by fostering collaboration between the government, private sector, academia, and civil society.

    By 2030

    • Conduct high-resolution topographical surveys (5–10 cm for urban/rural areas and 50–100 cm for forests/wastelands).
    • Develop a high-accuracy Digital Elevation Model (DEM) (25 cm for plains, 1–3 m for hilly/mountainous areas).
    • Establish a Geospatial Knowledge Infrastructure (GKI) underpinned by an Integrated Data and Information Framework.
    • Enhance geospatial skills, capabilities, and awareness to meet future technological and economic demands.

    By 2035

    • Generate high-resolution bathymetric geospatial data for inland waters and deep-sea topography to support the Blue Economy.
    • Survey and map sub-surface infrastructure in major cities and towns.
    • Develop a National Digital Twin for major urban centers, creating digital replicas to improve urban planning and management.

    Key Focus Areas of the National Geospatial Policy, 2022

    • Geospatial for Transformation & SDGs – The policy positions geospatial technology and data as key drivers for achieving Sustainable Development Goals (SDGs), enhancing efficiency across sectors, and ensuring transparency in governance.
    • Atmanirbhar Bharat & Self-Reliance – Recognizing the need for locally relevant geospatial data, the policy aims to foster a self-reliant geospatial ecosystem, empowering Indian companies to compete globally and reduce dependency on foreign providers.
    • Global Best Practices & IGIF – Adopting international frameworks like the Integrated Geospatial Information Framework (IGIF) under UN-GGIM, the policy strengthens India’s national spatial information management.
    • Robust Geospatial & ICT Infrastructure – Establishing a well-defined data custodianship model to ensure the collection, management, and real-time accessibility of high-quality geospatial data for cross-sector collaboration.
    • Fostering Innovation & Startups – Encouraging startups, R&D, and emerging technologies, the policy promotes regulatory modernization and bridges the geospatial digital divide.
    • Standards & Interoperability – Advocating open standards, open data, and compliance frameworks, the policy ensures seamless integration and interoperability of geospatial information.
    • Capacity Development & Education – Promoting geospatial education from school levels, alongside standardized certifications and skill development programs to sustain long-term industry growth.
    • Ease of Doing Business – Continued policy liberalization to attract investment, facilitate business-friendly regulations, and support geospatial enterprises.
    • Democratization of Data – Survey of India (SoI) and other publicly funded geospatial data will be treated as a public good, ensuring easy access and utilization for all stakeholders.

    Geospatial Policy Under PM Gati Shakti

    The National Geospatial Policy (NGP) 2022 is closely aligned with the PM Gati Shakti – National Master Plan for Multi-modal Connectivity, a digital platform launched by the Prime Minister to integrate 16 key Ministries, including Railways and Roadways, for coordinated infrastructure planning and implementation. The initiative aims to facilitate seamless multi-modal connectivity for the movement of people, goods, and services across different modes of transport, ensuring last-mile connectivity and reducing travel time. By leveraging accurate, real-time geospatial data, NGP 2022 plays a critical role in streamlining infrastructure projects, minimizing redundancies, and optimizing resource utilization.

        

    PM Gati Shakti seeks to integrate infrastructure schemes across various Ministries and State Governments. A key aspect of this initiative is the extensive use of geospatial technology, including spatial planning tools developed by ISRO and BiSAG-N. This integration enhances data-driven decision-making for efficient infrastructure development and economic growth.

    National Geospatial Data Repository: A Step Towards Seamless Data Integration

    The National Geospatial Data Repository is being developed to serve as a centralized platform for geospatial data management and access. This repository will consolidate geospatial datasets from various government and private entities, ensuring seamless data sharing, interoperability, and accessibility across multiple sectors.

    With the increasing demand for precise and real-time geospatial intelligence, this repository will act as a critical resource for improving governance, boosting economic development, and advancing digital infrastructure. It aligns with the National Geospatial Policy 2022, reinforcing India’s commitment to leveraging geospatial technology for sustainable growth and enhanced citizen services.

    Operation Dronagiri: Transforming India’s Geospatial Landscape

    Launch and Overview

    Operation Dronagiri, launched on November 13, 2024, is a pilot initiative under the National Geospatial Policy 2022. The project aims to demonstrate the real-world applications of geospatial technologies to enhance citizen services, business efficiency, and governance. It is designed to integrate geospatial data, analytics, and advanced mapping technologies to support multiple sectors.

    Components and Implementation

    In its initial phase, Operation Dronagiri is being implemented in five states—Uttar Pradesh, Haryana, Assam, Andhra Pradesh, and Maharashtra.

    The project brings together government departments, industry partners, corporations, and startups to drive geospatial innovation and ensure efficient utilization of spatial data.

    Integrated Geospatial Data Sharing Interface (GDI)

    A key feature of Operation Dronagiri is the development of an Integrated Geospatial Data Sharing Interface (GDI), which:

    • Facilitates seamless access and sharing of geospatial data across different sectors.
    • Supports applications in urban planning, environmental monitoring, and disaster management.
    • Helps organizations make data-driven decisions for public welfare.

    Impact and Future Expansion

    The initiative is expected to enhance governance, boost economic efficiency, and promote sustainable infrastructure development. By integrating geospatial technologies with public and private sector initiatives, Operation Dronagiri envisions a nationwide rollout under a Public-Private Partnership (PPP) model.

    With India’s growing emphasis on geospatial intelligence, the project aims to transform infrastructure planning, improve disaster response, and foster innovation in geospatial applications—paving the way for a data-driven and technologically advanced India.

    Empowering Inclusion and Progress: National Geospatial Policy 2022 in Action

    The National Geospatial Policy 2022 (NGP 2022) underscores the Government of India’s commitment to inclusive development by significantly expanding access to geospatial data and related services. By democratizing location-based data, the policy has enhanced citizen services, improved governance, and extended its benefits to even the most remote areas of the country.

    To implement NGP 2022, the Department of Science and Technology (DST) has strengthened the governance framework to liberalize geospatial data access. Emphasizing the Atmanirbhar Bharat vision, DST is fostering self-reliance in geospatial technology by empowering Indian enterprises to generate, utilize, and commercialize their own geospatial data—enhancing their global competitiveness. The policy further encourages the adoption of open standards, open data, and interoperable platforms to enable seamless collaboration across stakeholders.

    To further enhance geospatial infrastructure, the Survey of India (SoI) has launched a pan-India Continuously Operating Reference Stations (CORS) Network, ensuring high-accuracy location data. Additionally, under the SVAMITVA Scheme, SoI has surveyed and mapped over 2.8 lakh villages across Andhra Pradesh, Haryana, and Karnataka using drone technology, streamlining land records and property rights.

    NGP 2022 is fostering a thriving geospatial industry by encouraging private sector participation. Individuals, companies, and government agencies can now process, build applications, and develop solutions using geospatial data. The promotion of open standards, open data, and geospatial platforms has enabled enterprise development and innovation, further solidifying India’s position as a global leader in geospatial technology. To support technological innovation and entrepreneurship, the policy is facilitating the establishment of incubation centers, industry accelerators, and Geospatial Technology Parks. These initiatives are driving research, fostering startups, and strengthening India’s geospatial ecosystem, ultimately positioning the country as a world leader in geospatial innovation.

    With its focus on expanding access, promoting innovation, and leveraging geospatial intelligence, NGP 2022 is not just a policy—it is a transformative tool for national development, economic prosperity, and a thriving digital economy. It is a key driver in realizing the Prime Minister’s vision of Viksit Bharat (Developed India), paving the way for a future driven by geospatial intelligence and data-led governance.

    Conclusion

    The National Geospatial Policy 2022 is a significant step towards strengthening India’s geospatial ecosystem. By simplifying data access, promoting innovation, and fostering enterprise development, the policy is creating a robust and dynamic geospatial sector that supports governance, industry, and research.With initiatives like PM Gati Shakti, the National Geospatial Data Repository, and Operation Dronagiri, the policy is driving data-driven decision-making, infrastructure modernization, and digital transformation. As India advances towards Viksit Bharat, geospatial intelligence will be central to planning, connectivity, and national resilience. The National Geospatial Policy 2022 positions India as a global leader in geospatial technology, ensuring that location-based intelligence powers the nation’s progress and prosperity.

    References

    Click here to see PDF:

    Santosh Kumar/ Sheetal Angral/ Vatsla Srivastava

    (Release ID: 2106569) Visitor Counter : 86

    MIL OSI Asia Pacific News –