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Category: Science

  • MIL-OSI Asia-Pac: InvestHK collaborates with Wuhan ETO to promote Hong Kong’s advantages as global supply chain management hub and its role as double gateway to Hubei Province (with photos)

    Source: Hong Kong Government special administrative region

    InvestHK collaborates with Wuhan ETO to promote Hong Kong’s advantages as global supply chain management hub and its role as double gateway to Hubei Province (with photos)
    InvestHK collaborates with Wuhan ETO to promote Hong Kong’s advantages as global supply chain management hub and its role as double gateway to Hubei Province (with photos)
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         ​The Director-General of Investment Promotion (DGIP) at Invest Hong Kong (InvestHK), Ms Alpha Lau, has embarked on her first official visit to Wuhan, Hubei Province, from February 26 to 28. During the visit, she is promoting Hong Kong’s unique advantages and its role as a global supply chain management hub with local government authorities, enterprises and major development zones.          On the first day of her visit to Wuhan, Ms Lau attended and spoke at a seminar themed “Hubei-Hong Kong Collaboration: Connecting the World for a Shared Future”, which was jointly organised by InvestHK; the China Council for the Promotion of International Trade, Hubei Sub-Council; the Department of Commerce of Hubei Province; the Hong Kong Economic and Trade Office in Wuhan (WHETO); and the Hong Kong Trade Development Council (HKTDC). The seminar commenced with welcome remarks by Ms Lau, followed by remarks from the Director of the WHETO, Miss Alice Choi; Deputy Director of the Department of Commerce of Hubei Province Ms Li Xiaoyan; and Deputy Director of the China Council for the Promotion of International Trade, Hubei Sub-Council Mr Shi Minghui.          This marks Ms Lau’s first visit as DGIP at InvestHK to Wuhan, Hubei Province. She looks forward to leveraging the economic and trade advantages between Hubei and Hong Kong to help enterprises seize opportunities in Hong Kong for growth and advancement. Ms Lau said, “Hong Kong is the largest foreign direct investment source for Hubei Province as well as its major business and trade partner. Enterprises from Hubei are also actively going global through Hong Kong. More and more Hubei enterprises are using Hong Kong as a gateway to extend their industrial and supply chains overseas, reaching new markets worldwide.” She shared with corporate guests and said, “The Hong Kong Special Administrative Region Government aims to build a high-value-added supply chain service centre to serve both domestic and international enterprises. Hong Kong possesses robust professional service capabilities. In addition, Hong Kong offers comprehensive support for Hubei enterprises in their global expansion, particularly in legal, finance and talent.” She also took the opportunity to meet with local media and elaborate on the latest business advantages of Hong Kong.          Miss Choi said, “This seminar has established a communication platform for Hubei and Hong Kong in the field of supply chain management, marking another achievement under the Hubei/Hong Kong Co-operation Mechanism. We hope this event will serve as an opportunity for enterprises from both regions to join hands in exploring the global market. The WHETO will continue to act as a bridge for communication between Hong Kong and Hubei, promoting comprehensive co-operation between the two places.”          Mr Shi and Ms Li, representing Hubei government authorities, expressed that they will actively promote and continuously deepen economic, trade, investment, and co-operative exchanges between Hubei and Hong Kong. This will enable enterprises from both regions to fully leverage and utilise their respective advantages for further development and upgrading. Ms Li stated, “Hubei is accelerating the improvement of mechanisms to facilitate the dual circulation of domestic and international markets, advancing high-level opening-up to the outside world. Hong Kong’s significant advantages in multiple fields create an excellent environment for Hubei-Hong Kong co-operation.” Mr Shi added that in the coming year, efforts will focus on strengthening collaborative innovation in technology, deepening economic and trade co-operation, and enhancing complementary strengths, seeking approaches to achieve win-win opportunities between Hubei and Hong Kong.          The Head of Transport & Logistics and Industrials at InvestHK, Mr Benjamin Wong, delivered a keynote presentation on Hong Kong’s business advantages, encouraging Hubei enterprises to establish their global supply chain management centres in Hong Kong. He also introduced the services that InvestHK provides to assist Mainland enterprises.          In the second half of the seminar, the Head of Business and Talent Attraction/Investment Promotion of the WHETO, Mr Zhou Yikai, hosted a panel discussion. Participants included the Director, Central China from the HKTDC, Ms Christie Wu; Honorary Secretary of the Hongkong Association of Freight Forwarding and Logistics Ltd, Mr Alex Koo; the Head of Cargo Chinese Mainland of Cathay Pacific Airways, Ms Wendy Ge; the General Manager of the BEA (China), Wuhan Branch, Mr Winson Lee; and Assistant to the Chairman of the Wuhan Changjiang International Trade Group Co Ltd and the Chairman of the Wuhan Changjiang Trading Company Co Ltd, Mr Bian Dakui. The discussion focused on how Hubei enterprises can fully utilise Hong Kong’s platform for global supply chain management. This seminar attracted nearly 200 representatives from local enterprises, institutions, and media in Hubei Province.          During the visit, Ms Lau met with the Director-General of Department of Commerce of Hubei Province, Ms Long Xiaohong, to exchange views on jointly supporting Hubei enterprises in fully utilising Hong Kong’s platform to expand into international markets. Ms Lau expressed hope that through InvestHK’s promotion, Hubei enterprises could gain a deeper understanding of Hong Kong’s unique advantages and opportunities under the “one country, two systems” framework. As a gateway connecting the Mainland with the world, Hong Kong helps Mainland businesses expand globally while also attracting foreign investment. Ms Long welcomed the suggestion and looked forward to continuously deepening exchanges and co-operation between the two places and the two departments.          Ms Lau visited the Wuhan Economic and Technological Development Zone and the Wuhan East Lake High-Tech Development Zone, where she exchanged talks with relevant officials today and tomorrow (February 27 and 28). The delegation of InvestHK visited the “Dual Intelligence” Exhibition Hall of the Wuhan National New Energy and Intelligent Connected Vehicle Demonstration Zone. After that, Member of the Standing Committee of the Wuhan Municipal Party Committee and Secretary of the Party Working Committee of Wuhan Economic and Technological Development Zone Mr Liu Ziqing, and the Director of the Development Zone Administrative Committee, Mr Tang Chao, held talks with Ms Lau. They exchanged views on assisting advanced manufacturing enterprises in leveraging Hong Kong to optimise their multinational supply chain management and expressed their commitment to deepening communication and co-operation.          During the visit to the development zones, Ms Lau visited leading enterprises from key industries, including advanced manufacturing, digital publishing, and high-tech sectors such as life sciences, low-altitude economy, and intelligent connected vehicles. She discussed with company representatives to understand and explore their plans for establishing or expanding operations in Hong Kong. “The Hong Kong Special Administrative Region Government is committed to promoting innovation and technology development. With a thriving innovation and technology ecosystem and abundant opportunities, Hong Kong provides an ideal environment for Mainland advanced manufacturing and high-tech enterprises looking to expand globally. We encourage Hubei enterprises to leverage Hong Kong’s new opportunities to establish their research and development centres, computing power hubs, and global management hubs,” Ms Lau said.

     
    Ends/Thursday, February 27, 2025Issued at HKT 14:25

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    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: LOK SABHA SPEAKER CALLS FOR COLLECTIVE EFFORTS TO ERADICATE EVILS IN SOCIETY

    Source: Government of India

    LOK SABHA SPEAKER CALLS FOR COLLECTIVE EFFORTS TO ERADICATE EVILS IN SOCIETY

    BRAHMA KUMARIS, GUIDED BY BLESSINGS OF LORD SHIVA, ARE SHOWING LIGHT TO SOCIETY TO BUILD A BETTER WORLD ORDER

    LOK SABHA SPEAKER ATTENDS MAHA SHIVRATRI PROGRAMME AT BRAHMA KUMARIS WORLD HEADQUARTERS, MOUNT ABU

    LOK SABHA SPEAKER INAUGURATES DADI PRAKASHMANI WISDOM PARK

    Posted On: 26 FEB 2025 8:55PM by PIB Delhi

    Lok Sabha Speaker Shri Om Birla today called for collective efforts to eradicate evils in society. On the occasion of Maha Shivratri, he urged all to ensure that their every step should be in the direction of building a better society. When societal evils would be eradicated, better world order would prevail, observed Shri Birla.

    Shri Birla made these remarks at the Maha Shivratri programme organised at the Brahma Kumaris World Headquarters in Mount Abu. He was the Chief Guest at the Navsrijan Aqua Laser Show inauguration event there. Lok Sabha Speaker also  inaugurated the Dadi Prakashmani Wisdom Park on this auspicious occasion.

    Extending greetings to the august gathering on the occasion of Maha Shivratri, Shri Birla said that the halo around Lord Shiva gives  energy and strength to humanity. Lord Shiva gives a new perspective to our wisdom and knowledge and leads us from darkness to light and from weakness to strength, he added. Lauding the contributions of the Brahma Kumaris to nation building, Shri Birla noted that the Brahma Kumaris, guided by the blessings of Lord Shiva, are showing light to the society to build a better world order. The approach of the Brahma Kumaris is a perfect mix of tradition and science, he observed. Shri Birla was happy to note that the Brahma Kumaris are leading a movement to bring positive transformation in the society to make human lives better, peaceful and connected to the almighty. A nation can be built by building individual character through knowledge, wisdom and spirituality and the Brahma Kumaris are a perfect example of this guiding spirit, Shri Birla observed.

    Referring to the canvas of activities of the Brahma Kumaris from protecting environment to campaign against drug abuse, initiatives in rural development, disaster management and women empowerment, Shri Birla said that such works are brining positive transformation in society.The Speaker concluded his speech with the clarion call to resolve that every step of ours should be in the direction of nation-building and to  create a better world order, based on unity, peace and prosperity.

    Shri Lumbaram Choudhary and Dr. B P  Reddy, Members of Parliament were present among other dignitaries.

    Lok Sabha Speaker Shri Om Birla inaugurated the Dadi Prakashmani Wisdom Park at the Brahma Kumaris World Headquarters in Mount Abu on the auspicious occasion of Mahashivratri on 26 February, 2025.

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    AM

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    MIL OSI Asia Pacific News –

  • MIL-OSI Africa: South Africa’s malnutrition crisis: why a cheaper basket of healthy food is the answer

    Source: The Conversation – Africa – By Julian May, Director DST-NRF Centre of Excellence in Food Security, University of the Western Cape

    The death in early February of a 9-year-old South African boy, Alti Willard, who drank poison while scavenging for food in rubbish bins with his father, is a tragic reflection of the persistent food insecurity crisis in the country.

    A child dying while trying to avert starvation is hard to comprehend, given the country’s economic and natural resources. South African has the capability to feed the entire nation. But it is grappling with a triple burden of malnutrition, comprising under-nutrition and hunger, micronutrient deficiencies, and unhealthy diets.

    According to the most recent Food and Nutrition Security Survey, conducted by the Human Sciences Research Council (HSRC), food insecurity affects 63.5% of households in the country – 17.5% of them severely. Food insecurity is not just a matter of inadequate access to food. It is deeply intertwined with child malnutrition, meaning that food security is not just about having enough food; it’s about having nourishing food for children.

    The link between household food insecurity and child malnutrition is stark. Among households with at least one child under the age of five suffering from stunting, food insecurity rates reach 83.3%.

    Alarmingly, 1,000 children die each year due to preventable acute malnutrition. And 2.7 million children under six live in households where poverty levels prevent their basic nutritional needs from being met. Food poverty rates have worsened since the COVID-19 pandemic. Food inflation has exacerbated the crisis.

    The survey indicates that 28.8% of children under the age of five suffer from stunting, an indicator of chronic undernutrition. It means children are below the height expected for their age.

    Read more: South Africa’s hunger problem is turning into a major health crisis

    The South African Early Childhood Review 2024 reinforces these findings. This is an annual review of child development produced by the Children’s Institute at the University of Cape Town and Ilifa Labantwana, an early childhood development NGO. It highlights a rise in child malnutrition, particularly severe acute malnutrition. Between 2020 and 2023, these cases increased by 33%, with 15,000 children requiring hospitalisation in 2022/23 alone.

    Based on our extensive research experience, policy advice and activism in food security, we argue that food insecurity transcends mere food supply issues. It is deeply intertwined with systemic inequality, food system dynamics, poverty and failures in policy.

    Tackling these crises will need a profound change in the approach to food and nutrition security. It requires a shift from temporary relief measures such as the social relief of distress grant to sustainable, structural solutions that lower the cost of a healthy food basket. That would mean no child would have to search for sustenance in refuse bins.

    Any solution so far?

    South Africa has the highest number of people who relay on social grants. Some of these are aimed at addressing food insecurity and nutrition, particularly among children. Despite these safety nets, food insecurity persists, suggesting that they are either inadequately resourced or poorly targeted.

    The grants include:

    • Social grants: About 58% of children aged 14 and younger receive social grants, primarily through the child support grant. However, the youngest children, especially infants, are most likely to be excluded from the grant due to delays in registering infants after birth.

    Read more: Poor South African households can’t afford nutritious food – what can be done

    Enrolling eligible infants from birth requires better coordination between government departments. However, due to the size of the grant relative to the cost of ensuring child nutrition, and competing demands on the grant from other household needs such as housing and clothing, the grants are not enough to alleviate food insecurity.

    Volunteers from the charity Hunger Has No Religion prepare hotdogs for hungry people in Coronationville, Johannesburg. Luca Sola/AFP via Getty Images.

    • School and early childhood development feeding programmes: The National School Nutrition Programme reaches over 9 million children annually. Evidence suggests that children in these programmes have better nutritional outcomes than those who are not.

    • Community and NGO initiatives: While home, school and community gardens, community kitchens and NGO-driven food relief programmes provide support, they lack sustainability and reach.

    What needs to be done?

    The HSRC and South Africa Early Childhood Review 2024 highlight the urgent need for comprehensive, multi-sectoral solutions:

    Read more: 47% of South Africans rely on social grants – study reveals how they use them to generate more income

    • Increase the value of the child support grant, currently R530 (US$28 a month, to align with the cost of a thrifty healthy basket of R945 (US$51).

    • Ensure infants and young children are enrolled in the child support grant from birth through better collaboration between the departments of health, home affairs and social development. The recent reduction in the visa backlog shows what can be achieved.

    • Establish the national multi-sectoral food security coordination body proposed in the National Food and Nutrition Security Plan to streamline policies across different government departments. Brazil followed a similar approach with success.

    • Expand early childhood development nutrition programmes, register informal early childhood development centres, and increase subsidies to improve food provision in these centres.

    • Address gender inequalities in food security by ensuring better economic opportunities for women engaged in food trade, including street vending, who are more likely to be heads of household.

    • Expand community-based health services, using community health workers to monitor child growth and nutrition at the household level.

    • Address neglected dimensions of food insecurity.

    Read more: Africa’s worsening food crisis – it’s time for an agricultural revolution

    For example, poverty negatively affects caregivers’ mental health, which in turn affects child nutrition. Caregivers experiencing food insecurity have higher levels of depression and hopelessness. This potentially affects their capacity to provide the care and attention that children require. Expanding income support and community health services to caregivers can mitigate this cycle.

    Disabled children and caregivers are another example. They face additional challenges and must be specifically targeted for tailored support.

    Finally, children of seasonal farmworkers are highly vulnerable when their caregivers are without employment and not receiving unemployment insurance fund payments. Immediate food relief can prevent fluctuations in the quality and quantity of their diets.

    – South Africa’s malnutrition crisis: why a cheaper basket of healthy food is the answer
    – https://theconversation.com/south-africas-malnutrition-crisis-why-a-cheaper-basket-of-healthy-food-is-the-answer-250308

    MIL OSI Africa –

  • MIL-OSI Global: South Africa’s malnutrition crisis: why a cheaper basket of healthy food is the answer

    Source: The Conversation – Africa – By Julian May, Director DST-NRF Centre of Excellence in Food Security, University of the Western Cape

    The death in early February of a 9-year-old South African boy, Alti Willard, who drank poison while scavenging for food in rubbish bins with his father, is a tragic reflection of the persistent food insecurity crisis in the country.

    A child dying while trying to avert starvation is hard to comprehend, given the country’s economic and natural resources. South African has the capability to feed the entire nation. But it is grappling with a triple burden of malnutrition, comprising under-nutrition and hunger, micronutrient deficiencies, and unhealthy diets.

    According to the most recent Food and Nutrition Security Survey, conducted by the Human Sciences Research Council (HSRC), food insecurity affects 63.5% of households in the country – 17.5% of them severely. Food insecurity is not just a matter of inadequate access to food. It is deeply intertwined with child malnutrition, meaning that food security is not just about having enough food; it’s about having nourishing food for children.

    The link between household food insecurity and child malnutrition is stark. Among households with at least one child under the age of five suffering from stunting, food insecurity rates reach 83.3%.

    Alarmingly, 1,000 children die each year due to preventable acute malnutrition. And 2.7 million children under six live in households where poverty levels prevent their basic nutritional needs from being met. Food poverty rates have worsened since the COVID-19 pandemic. Food inflation has exacerbated the crisis.

    The survey indicates that 28.8% of children under the age of five suffer from stunting, an indicator of chronic undernutrition. It means children are below the height expected for their age.



    Read more:
    South Africa’s hunger problem is turning into a major health crisis

    The South African Early Childhood Review 2024 reinforces these findings. This is an annual review of child development produced by the Children’s Institute at the University of Cape Town and Ilifa Labantwana, an early childhood development NGO. It highlights a rise in child malnutrition, particularly severe acute malnutrition. Between 2020 and 2023, these cases increased by 33%, with 15,000 children requiring hospitalisation in 2022/23 alone.

    Based on our extensive research experience, policy advice and activism in food security, we argue that food insecurity transcends mere food supply issues. It is deeply intertwined with systemic inequality, food system dynamics, poverty and failures in policy.

    Tackling these crises will need a profound change in the approach to food and nutrition security. It requires a shift from temporary relief measures such as the social relief of distress grant to sustainable, structural solutions that lower the cost of a healthy food basket. That would mean no child would have to search for sustenance in refuse bins.

    Any solution so far?

    South Africa has the highest number of people who relay on social grants. Some of these are aimed at addressing food insecurity and nutrition, particularly among children. Despite these safety nets, food insecurity persists, suggesting that they are either inadequately resourced or poorly targeted.

    The grants include:

    • Social grants: About 58% of children aged 14 and younger receive social grants, primarily through the child support grant. However, the youngest children, especially infants, are most likely to be excluded from the grant due to delays in registering infants after birth.



    Read more:
    Poor South African households can’t afford nutritious food – what can be done

    Enrolling eligible infants from birth requires better coordination between government departments. However, due to the size of the grant relative to the cost of ensuring child nutrition, and competing demands on the grant from other household needs such as housing and clothing, the grants are not enough to alleviate food insecurity.

    • School and early childhood development feeding programmes: The National School Nutrition Programme reaches over 9 million children annually. Evidence suggests that children in these programmes have better nutritional outcomes than those who are not.

    • Community and NGO initiatives: While home, school and community gardens, community kitchens and NGO-driven food relief programmes provide support, they lack sustainability and reach.

    What needs to be done?

    The HSRC and South Africa Early Childhood Review 2024 highlight the urgent need for comprehensive, multi-sectoral solutions:



    Read more:
    47% of South Africans rely on social grants – study reveals how they use them to generate more income

    • Increase the value of the child support grant, currently R530 (US$28 a month, to align with the cost of a thrifty healthy basket of R945 (US$51).

    • Ensure infants and young children are enrolled in the child support grant from birth through better collaboration between the departments of health, home affairs and social development. The recent reduction in the visa backlog shows what can be achieved.

    • Establish the national multi-sectoral food security coordination body proposed in the National Food and Nutrition Security Plan to streamline policies across different government departments. Brazil followed a similar approach with success.

    • Expand early childhood development nutrition programmes, register informal early childhood development centres, and increase subsidies to improve food provision in these centres.

    • Address gender inequalities in food security by ensuring better economic opportunities for women engaged in food trade, including street vending, who are more likely to be heads of household.

    • Expand community-based health services, using community health workers to monitor child growth and nutrition at the household level.

    • Address neglected dimensions of food insecurity.



    Read more:
    Africa’s worsening food crisis – it’s time for an agricultural revolution

    For example, poverty negatively affects caregivers’ mental health, which in turn affects child nutrition. Caregivers experiencing food insecurity have higher levels of depression and hopelessness. This potentially affects their capacity to provide the care and attention that children require. Expanding income support and community health services to caregivers can mitigate this cycle.

    Disabled children and caregivers are another example. They face additional challenges and must be specifically targeted for tailored support.

    Finally, children of seasonal farmworkers are highly vulnerable when their caregivers are without employment and not receiving unemployment insurance fund payments. Immediate food relief can prevent fluctuations in the quality and quantity of their diets.

    Julian May receives funding from the National Research Foundation and the German Academic Exchange Service (DAAD). He is a National Planning Commissioner (NPC) and serves on the Council of the Academy of Science of South Africa (ASSAf). He was chair of the Technical Advisory Committee of the Food and Nutrition Security Survey and the NPC lead on the Early Childhood Review, 2024.

    Thokozani Simelane received funding from the Department of Agriculture. This was for the National Food and Nutrition Security Survey on which the article is partially based. He was the principal investigator of the National Food and Nutrition Security Survey. He is a member of the Council on Higher Education (CHE) Community of Practice that is developing the research and innovation standard for higher education institutions in South Africa.

    – ref. South Africa’s malnutrition crisis: why a cheaper basket of healthy food is the answer – https://theconversation.com/south-africas-malnutrition-crisis-why-a-cheaper-basket-of-healthy-food-is-the-answer-250308

    MIL OSI – Global Reports –

  • MIL-OSI Europe: Spain: EIB finances with €20 million Universal DX to develop innovative diagnostic tests for early cancer detection

    Source: European Investment Bank

    UniversalDX

    • Universal DX is a Spanish startup developing cutting-edge blood-based liquid biopsy solutions for the early detection of cancer.
    • The financing is part of the support the EIB is providing to European MedTech startups developing innovative medical solutions and contributes to the EIB Group strategic priority of accelerating digitalisation and technological innovation.
    • The operation is supported by InvestEU, an EU programme that aims to unlock over €372 billion in investment by 2027.

    The European Investment Bank (EIB) has signed a €20 million loan with Spain company Universal DX to support development and commercialization of cutting-edge blood-based liquid biopsy solutions for the early detection of cancer. The survival rate of certain cancers such as colorectal cancer, can increase significantly if detected at an early stage.

    The EIB financing will support the expansion of Universal Dx’s most advanced product, Signal-C® for Colorectal Cancer Screening and the development of other pipeline products: Signal-Li and Signal-Lu for Liver and Lung cancer respectively. The loan will also support Universal DX international expansion plan, including advancing a large clinical trial in the US for FDA approval and reimbursement.

    The Sevilla-based startup is a MedTech pioneer. Their technology is based on a proprietary, innovative platform encompassing a Next-Generation-Sequencing Assay, measuring Universal DX proprietary methylation, fragmentation, and microbiome biomarkers, and detecting the signal of the biomarker panel patterns with state-of-the-art Machine Learning-based bioinformatic solutions and algorithms.

    “We are delighted to join forces with Universal DX to advance the fight against cancer and more specifically the early detection of the illness to improve survival rate. This financing agreement is one more example of how the EIB is helping innovative European startups developing breakthrough medical solutions and supporting the European MedTech industry,” said EIB Director of Equity, Growth Capital and Project Finance Alessandro Izzo.

    The EIB loan is guaranteed by InvestEU, the flagship EU programme to mobilize over €372 billion of additional public and private sector investment to support EU policy goals from 2021 to 2027. The project contributes to Europe’s Beating Cancer Plan and the EIB Group strategic priority of accelerating digitalisation and technological innovation.

    “Our mission is to create a future where cancer is curable. With the transformative power of our technology, we are taking bold steps to turn this vision into reality. We are deeply inspired by the support of the EIB, which will enable us to contribute to the European Plan to Fight Cancer and to bring our revolutionary blood tests for early cancer detection to both European and U.S. markets.” said Juan Martinez-Barea, Founder and Chairman of Universal DX.

    The investments associated to the project will generate cutting edge scientific knowledge and retaining European scientific acumen. The project will also contribute to Europe’s competitiveness boosting the innovative capacity of European based life science industries and businesses.

    Background information

    EIB
    The ElB is the long-term lending institution of the European Union, owned by the Member States. Built around eight core priorities, it finances investments that pursue EU policy objectives by bolstering climate action and the environment, digitalisation and technological innovation, security and defence, cohesion, agriculture and bioeconomy, social infrastructure, the capital markets union, and a stronger Europe in a more peaceful and prosperous world.

    The EIB Group, which also includes the European Investment Fund, signed nearly €89 billion in new financing for over 900 high-impact projects in 2024, boosting Europe’s competitiveness and security.

    All projects financed by the EIB Group are in line with the Paris Agreement, as pledged in the group’s Climate Bank Roadmap. Almost 60% of the EIB Group’s annual financing supports projects that contribute directly to climate change mitigation and adaptation, and a healthier environment.

    In Spain, the EIB Group signed €12.3 billion of new financing for more than 100 high-impact projects in 2024, helping power the country’s green and digital transition and promote economic growth, competitiveness and better services for inhabitants.

    High-quality, up-to-date photos of our headquarters for media use are available here.

    InvestEU

    The InvestEU programme provides the European Union with crucial long-term funding by leveraging substantial private and public funds in support of a sustainable recovery. It also helps mobilise private investments for the European Union’s policy priorities, such as the European Green Deal and the digital transition. The InvestEU programme brings together under one roof the multitude of EU financial instruments currently available to support investment in the European Union, making funding for investment projects in Europe simpler, more efficient and more flexible. The programme consists of three components: the InvestEU Fund, the InvestEU Advisory Hub and the InvestEU Portal. The InvestEU Fund is implemented through financial partners that will invest in projects using the EU budget guarantee of €26.2 billion. The entire budget guarantee will back the investment projects of the implementing partners, increase their risk-bearing capacity and thus mobilise at least €372 billion in additional investment.”

    UniversalDX
    Universal DX is a biotech company headquartered in Spain with its US office in Dallas (Texas). Its mission is to transform cancer into a curable disease by detecting it early. Utilizing multi-omics, computational biology, and AI tools, UDX is deciphering the unique cfDNA sequences that capture cancer’s earliest signals. UDX’s most advanced assay is for colorectal cancer screening with high accuracy for pre-cancer and cancers. The company’s technology can also be applied to other high-burden cancers. UDX has presented data on lung, pancreatic, liver, and esophageal cancers.

    In November 2023, Universal DX announced a collaboration with Quest Diagnostics, a leading provider of diagnostic services, designating Quest’s oncology center of excellence in Lewisville, TX, as the sole trial testing site for its study supporting Signal-C® in the US. Assuming FDA approval for the test, Quest will provide clinical laboratory services in the U.S., with UDX delivering assay results via its cloud platform. If approved, both parties can commercialize the test.

    UniversalDX (IEU TI)
    EIB finances with €20 million Universal DX to develop innovative diagnostic tests for early cancer detection
    ©UniversalDX
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    European Commission logo EN
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    MIL OSI Europe News –

  • MIL-OSI United Kingdom: Recognition for Sellafield’s inclusion trailblazers

    Source: United Kingdom – Executive Government & Departments

    News story

    Recognition for Sellafield’s inclusion trailblazers

    Two Sellafield Ltd colleagues, Anouschka Van Mourik and Kiara Orchard, have been nominated as ‘Future List Game Changers’ in the Northern Power Women Awards.

    Kiara Orchard (left), Anouschka Van Mourik (right).

    The awards recognise and celebrate trailblazing individuals who are driving inclusion and innovation across the north of the UK.

    With a record-breaking 1,600 nominations across 12 categories and 3 Game Changer lists, the awards celebrate those shaping a more equal and sustainable future.

    Anouschka Van Mourik, a commissioning engineer at Sellafield Ltd, has worked within the company for just over 2 years, starting as a graduate.

    Anouschka was shortlisted due to her work in championing gender equality and inclusion, co-chairing the Sellafield Gender Balance Network, and her role as a science, technology, engineering, and mathematics (STEM) ambassador where she encourages young people to pursue education and understand the vast range of STEM careers available.

    Anouschka said:

    It has been great to play a part in the rollout of diversity initiatives at Sellafield and I’ve found the experience really rewarding. Inspiring young people as a STEM ambassador and working with a fantastic team has also been an honour, and I look forward to continuing this important work this year.

    Being recognised alongside so many inspiring women is truly humbling, and I’m really looking forward to attending the ceremony in March at Manchester Central Convention Complex.

    Joining Anouschka on the shortlist is Kiara Orchard, an assistant project manager at Sellafield, who started in 2019 as an apprentice.

    Kiara received recognition from the awards due to her support in delivering gender equality and inclusion initiatives in the workplace, which has included co-chairing the Sellafield Menohub.

    Kiara said:

    I’ve always been passionate about fostering a more inclusive and supportive environment in the workplace. Championing initiatives has been incredibly fulfilling and it’s been an honour to see how these changes make a tangible difference in people’s lives.

    Being recognised for my efforts is a tremendous honour, and I’m proud to be recognised and stand alongside other remarkable women who are leading the way in creating positive change.

    The awards ceremony will take place on 18th March 2025.

    Updates to this page

    Published 27 February 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Response to the Independent Review of Pornography: letter to Baroness Bertin

    Source: United Kingdom – Executive Government & Departments

    Correspondence

    Response to the Independent Review of Pornography: letter to Baroness Bertin

    Letter to Baroness Bertin in response to the Bertin report on the Independent Pornography Review.

    Documents

    Letter to Baroness Bertin: government response to the Independent Pornography Review

    HTML

    Details

    Baroness Jones, Alex Davies-Jones MP and Jess Phillips MP wrote to Baroness Bertin, lead reviewer of the Independent Pornography Review, regarding the Independent Pornography Review’s report.

    The letter is a joint response from the Department for Science, Innovation and Technology, the Ministry of Justice and the Home Office.

    The Independent Pornography Review: the challenge of regulating online pornography is an assessment of the legislation, regulation and enforcement of pornography. The review provides recommendations for government, regulatory bodies, and the sector to ensure that harmful impacts of pornography are addressed.

    Updates to this page

    Published 27 February 2025

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    MIL OSI United Kingdom –

  • MIL-OSI Europe: Building Sustainable Business Models Across Africa: The Student Story of Mich Jane Awuor

    Source: Universities – Science Po in English

    Students in front of the entrance at 1 St-Thomas (credits: Pierre Morel)

    Virtual Undergraduate Open House day 2025

    Come meet our teams and students at our campuses.

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    Virtual Graduate Open House day 2025

    Meet faculty members, students and representatives and learn more about our 30 Master’s programmes.

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    MIL OSI Europe News –

  • MIL-OSI: Asimily and Blood Centers of America Partner to Protect the Nation’s Blood Banking Network from Cyberattacks

    Source: GlobeNewswire (MIL-OSI)

    SUNNYVALE, Calif., Feb. 27, 2025 (GLOBE NEWSWIRE) — Asimily, a leading innovator in IoT, OT, and IoMT risk management, today announced a partnership with Blood Centers of America (BCA), whose 60+ member and affiliate organizations are responsible for over 50% of the U.S. blood supply. This partnership makes Asimily’s comprehensive Lab, Medical Device, and IoT security and risk management platform directly available to all BCA members, enabling blood centers to protect their critical connected equipment and sensitive data.

    This partnership addresses protecting the various connected devices in the blood bank ecosystem, from collections through testing and ultimately distribution.

    “The security of our members’ operations directly impacts the safety and availability of America’s blood supply,” said Sam Keith, Senior Vice President, Blood Centers of America. “By partnering with Asimily, we’re ensuring our nationwide member organizations have the industry-leading solution to secure their Lab, Medical, and IoT devices and to protect their critical equipment and sensitive data. The Asimily platform’s capabilities, the trust that other healthcare-industry customers have in Asimily, and BCA’s support have made this an ideal solution for securing our operations and protecting the communities we serve. This partnership reflects our commitment to providing our members with proven solutions that strengthen their operations and resilience.”

    Asimily’s platform combines comprehensive device visibility, vulnerability management, continuous threat monitoring, and streamlined remediation workflows that are optimized for healthcare and life sciences environments like blood centers. The company has extensive experience securing organizations’ critical healthcare operations, with customers including MemorialCare and Methodist Le Bonheur Healthcare. Asimily is also the top-ranked medical device security solution by Gartner Peer Review Insights.

    “Recent security breaches continue to underscore how attractive healthcare and life sciences targets are for cybercriminals—unfortunately, blood centers have been part of that story,” said Mike McDermott, Vice President, Asimily. “Particularly with FDA guidance becoming more specific and urgent for blood centers, Asimily’s technology ensures that all devices and equipment can be monitored for the most current and serious vulnerabilities and threats. With Asimily, blood centers can confidently scale IoT assets with the visibility and continuous monitoring required to protect data thoroughly and efficiently.”

    The Asimily platform enables BCA members to:

    • Monitor all connected devices, including critical blood testing and processing equipment
    • Reduce their threat surface by mitigating exploitable vulnerabilities
    • Detect and respond to threats before they impact blood center operations
    • Automate security operations with healthcare-optimized workflows
    • Meet stringent compliance requirements and follow FDA guidance
    • Safeguard sensitive patient data and intellectual property

    For more information about Asimily’s security solutions for blood centers, BCA members can contact Asimily’s IoT specialist team.

    About Asimily

    Asimily has built an industry-leading risk management platform that secures IoT devices for organizations in healthcare, manufacturing, higher education, government, life sciences, retail, and finance. With the most extensive knowledge base of IoT and security protocols, Asimily inventories and classifies every device across organizations, both connected and standalone. Because risk assessment—and threats—are not a static target, Asimily monitors organizations’ devices, detects anomalous behavior, and alerts operators to remediate any identified anomalies. With secure IoT devices and equipment, Asimily customers know their business-critical devices and data are safe. For more information on Asimily, visit https://www.asimily.com

    About BCA

    Blood Centers of America (BCA) is the largest blood supply network in the U.S., uniquely positioning us to sustain, advocate and mobilize for the nation’s blood supply. Our 60+ independent community blood centers collect and distribute 50% of the nation’s blood supply, delivering reliable service with a profound commitment to the communities we serve. For more information about BCA, visit https://www.bca.coop

    Asimily Contact

    Kyle Peterson

    kyle@clementpeterson.com

    The MIL Network –

  • MIL-OSI United Kingdom: London leaders unveil Growth Plan to turbocharge productivity and add more than £100bn to London’s economy

    Source: Mayor of London

    • London Growth Plan aims to put an extra £11k a year in the pocket of every Londoner and provide £27bn extra tax revenue to fund vital public services in the capital and across the country  
    • The plan targets restoring London’s productivity growth back to 2% per year – making London’s economy £107bn larger by 2035 
    • Plan’s inclusive growth ambitions include a 20% rise in household income for the lowest earning 20% of Londoners 
    • £21m additional funding this year will revitalise local high streets  
    • The Mayor and London Councils issue joint call on UK Government for more investment and devolution to boost local and national growth 

     

    The Mayor of London and London Councils have come together today (Thursday 27 February 2025) with local leaders from business, education and the voluntary sector to launch a bold new plan to turbocharge economic growth and increase prosperity across the capital.

     

    Developed together with London & Partners – in collaboration with businesses, trade unions and London’s communities – the London Growth Plan sets out a blueprint to kickstart the capital’s productivity, which has flatlined since the 2008 global financial crisis.

     

    The plan aims to restore productivity growth to an average of two per cent a year in the next decade, which would make London’s economy £107bn* larger by 2035 and put an extra £11,000 on average in the pockets of the near-nine million Londoners. This would also mean the capital contributing an extra £27.5bn in taxes to the Treasury in 2035, providing vital revenues for investment in public services.

     

    London’s productivity grew by an average of 3.16 per cent each year between 1998 and 2007, but between 2008 and 2022, average productivity growth was just 0.12 per cent a year. Growing productivity is the key to higher wages, higher living standards and increased investment in public services in London and across the UK.

     

    The new plan focuses on inclusive economic growth to make sure that more Londoners can contribute to and benefit from the capital’s success. Helping more Londoners into work, bringing down housing costs and improving public transport are all vital to reducing poverty in London, improving living standards and driving growth. The plan aims to achieve a 20 per cent rise in the household weekly income (after housing costs) of the lowest earning 20 per cent of Londoners – which would mean more than a million London households would have an extra £50 to spend each week, on average, after paying for housing costs. 

     

    The London Growth Plan outlines huge opportunities for turbocharging the capital’s economy and harnessing the growth potential of sectors such as AI, life sciences, robotics, clean tech, quantum computing and the creative industries. Key drivers to deliver the plan’s growth ambitions for the capital include a renewed focus on nurturing world-class talent, helping Londoners get the skills they need for productive careers, backing business innovation with new investment and technology, taking a bolder approach to housing and infrastructure, and reinvigorating London’s local high streets. 

     

    A long-term strategic relationship between London and the UK Government will be a crucial part of delivering the plan. London is the engine of the UK economy and, with national support, this plan can harness its economic power and potential for the benefit of all Londoners and the whole country, helping to fund investment in public services across Britain.

     

    Priorities in the London Growth Plan include:  

     

    • Backing business: London government will help to power ‘industrial innovation corridors’ around the capital – supporting new space, facilities and infrastructure to ensure innovation can thrive. This will build on the potential of the WestTech Corridor (anchored in White City going through Old Oak and Park Royal), the UK Innovation Corridor (anchored in the Knowledge Quarter going towards Cambridge) and the Thames Estuary (anchored in Queen Elizabeth Olympic Park going out to Essex and Kent).  A new proposed London Tech and Inclusive Growth Fund could provide up to £100m loan and equity funding for high-growth small and midsize enterprises.  
    • Talent and skills: An Inclusive Talent Strategy will build the capital’s skilled workforce to unleash the potential of Londoners and – in turn – London’s economy. This will help create at least 150,000 high quality jobs, with a focus on fair pay and good work, to deliver Mayoral manifesto commitments. As well as supporting more people into work and ensuring all Londoners can get the skills or training needed to progress their careers, the strategy will help attract world-class talent to study and work in the capital. New rent-controlled Key Worker Homes will also help London to attract and retain its essential workforce. 
    • Housing and infrastructure: Local leaders will work with UK Government to extend and upgrade London’s public transport network, prioritising transformational projects to unlock new affordable homes and growth – including the Docklands Light Railway extension to Thamesmead, the Bakerloo line extension and the West London Orbital. The plan also calls for more devolution of London’s suburban rail services. This will be reinforced by the next London Plan, which will prioritise growth, increase housing delivery and ensure better digital connectivity.  
    • Inward investment and promotion: London will take the lead in implementing national reforms to the Local Government Pension Scheme, exploring the development of a major joint fund to invest in places that encourage innovation, including venture capital. The plan will also support London’s goal to be a net-zero city by 2030, attracting significant institutional capital for green infrastructure. There will be support to set up a new quantum tech incubator, London Life Sciences Week will be backed to become a key global event for the sector, and London leaders will explore a new business visitor centre to promote the capital’s world-leading offer by bringing companies together with agencies and developers.  
    • High streets and local economies: £21m additional funding this year will support boroughs with town centre regeneration, including potentially creating a publicly owned High Street Estate Agency to bring empty properties back into use. The plan also reiterates the Mayor’s commitment to revitalising neighbourhood policing so that the capital’s high streets always feel welcoming and safe.  

     

    Delivering the London Growth Plan will be a genuine partnership between the Mayor, local government leaders and central government, working in coalition with universities, incubators, accelerators, venture capitalists, innovation districts, corporate innovators, capital markets and international investors.  

     

    London’s leaders want central government to help unleash the capital’s economic potential by giving the Mayor and boroughs more freedoms to fund their own growth priorities, and the flexibility to spend money in the best way to drive good growth. This is on top of continuing to lobby the Government to secure agreements with our biggest international trading partners that ensure London’s key sectors can continue to grow and thrive.  

     

    Mayor of London, Sadiq Khan, said: “This growth plan provides a golden opportunity to turbocharge growth and unlock London’s full potential – for the benefit of all Londoners and the whole country.  

     

    “It’s a blueprint for how we can help to create 150,000 good jobs, build more affordable homes, deliver major new transport upgrades and skill up Londoners for the well-paid jobs of tomorrow. From AI, life sciences and climate tech to our financial and creative industries, London is home to many of the best businesses in the world, which we want to back to grow and thrive over the next decade. 

     

    “Ultimately, growth means little if people cannot feel the benefits or see the positive change it brings to their area. So our goal is to deliver economic growth in every corner of our city that helps to raise living standards, puts more money in people’s pockets and enables us to invest in our public services, as we continue to build a fairer and more prosperous London for all.” 

     

    Cllr Claire Holland, leader of London Councils, added: “The London Growth Plan is a blueprint to drive inclusive economic growth in the capital and across the UK, boosting productivity and ensuring more Londoners can feel the benefits of growth.

     

    “It sets out our ambitions to unleash growth in the industries of the future, deliver new housing and infrastructure to support the London economy, and develop a new Inclusive Talent Strategy, helping more people to get into work and get the skills they need to progress.

     

    “Boroughs are resolutely pro-growth and are committed to working with business, the Mayor of London and national government to turbocharge growth in every corner of our city.” 

     

    Laura Citron, chief executive of London & Partners, concluded: “This is a huge moment for our city: a shared vision, a clear plan, and now the momentum to make it happen. As the capital’s growth agency, we’ll be working closely with investors, entrepreneurs, partners, and places across the city to drive growth for London and Londoners – attracting investment, scaling our businesses, bringing in visitors and world-class events, while telling London’s story brilliantly. Our city is built on reinvention, and this is our next big chapter.”

    London’s universities and research institutes will be key partners in nurturing the talent and innovation required to deliver the Plan’s growth targets. The Plan highlights University College London’s Person-Environment-Activity Research Laboratory and Imperial’s recent purchase of the Victoria Industrial Estate in the proposed WestTech innovation corridor as examples of the specialist spaces needed to support inclusive growth. 

    Prof Hugh Brady, President of Imperial College London, said: “Universities like Imperial play a critical role in attracting and nurturing world-class talent, fuelling inclusive growth, and strengthening London’s position as a global leader in innovation. That’s why the best innovation ecosystems have world-renowned research universities at their heart.

    “The WestTech Corridor, anchored by Imperial College London, will be central to delivering the Mayor’s ambitious London Growth Plan, driving a vibrant innovation ecosystem in West London and acting as a powerful engine for investment, economic growth and job creation across the UK and the wider world.”

    Dr Michael Spence, President and Provost at UCL, said: “Innovation, driven by universities working with local government and businesses, has huge potential to spur growth and create jobs in London. The London Growth Plan reflects the importance of universities like UCL in helping to attract, nurture and realise inclusive growth in our capital city.

    “UCL’s campuses are at the heart of London’s innovation corridors, driving the talent pipeline alongside our cutting-edge facilities delivering world class research. Within ten minutes of our Bloomsbury campus, one of the world’s largest and most collaborative innovation districts is taking shape in the Knowledge Quarter, with huge potential to bring together life science, technology, healthcare and academia in one place. On Queen Elizabeth Olympic Park, UCL East is at the heart of the UK’s newest culture and learning quarter at East Bank, a driving force behind cultural and creative industries innovation and regeneration in London.”

    The newly published London Growth Plan has also been welcomed by leading voices from across the capital’s business community.  

    Karim Fatehi OBE, Chief Executive of the London Chamber of Commerce and Industry, said: “LCCI welcomes the Mayor’s London Growth Plan to maximise London’s economic potential and maintain its position as the best city in the world to do business. Businesses of all sizes are the lifeblood of the London economy, and measures such as the London Tech and Inclusive Growth fund will help them grow and attract investment.

    “We especially welcome the Growth Plan’s focus on skills – giving Londoners access to industry-relevant training, employment and careers support. This inclusive strategy will ensure London’s economic success means prosperity for all Londoners.”

    Laura Timm, London Policy Representative at the Federation of Small Businesses, said: “FSB is delighted to see a strong, ambitious and upbeat Growth Plan that hones in on three key FSB drivers for small business growth—namely, access to targeted finance, cultivating a high-functioning skills system, and presenting opportunities for small firms to win public procurement contracts.

    “Over 99 per cent of all firms in the capital are small in size but significant in growth potential. We look forward to working with the Mayor of London, the Deputy Mayor for Business and other stakeholders in implementing the Growth Plan – which we hope will create the environment that helps a local small firm take on their first apprentice, seal an exporting opportunity, and tackle the scourge of business crimes up and down our high streets.”

    John Dickie, Chief Executive of Business LDN, said: “The bold ambitions set out in the London Growth Plan rightly focus on unlocking the city’s full potential so that businesses can succeed and Londoners thrive. Delivering on this agenda will require the city to double down on existing efforts to tackle barriers to inclusive growth such as housing and skills where we have the agency to act.

    “The Government needs to ensure London has the tools it needs to turbocharge growth and help the UK get out of the economic slow lane. This means stepping up by providing long-term, flexible funding to unlock vital infrastructure and affordable housing so that the city remains an attractive place to live, work, visit and do business.”

    Read more at www.growthplan.london.  

    MIL OSI United Kingdom –

  • MIL-OSI Russia: Polytechnic students learn to fight corruption

    Translartion. Region: Russians Fedetion –

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

    The Youth Council of the Administration of the Kalininsky District of St. Petersburg, the intracity municipal formation of the Akademicheskoe municipal district and the Higher School of Law and Forensic Science (HSJISTE) of SPbPU held an interactive practice-oriented event within the framework of anti-corruption education and counteraction to antisocial phenomena among the youth “Corruption: A Game Without Rules”.

    Prevention of antisocial phenomena, including corruption, is one of the tasks of the security and legal education system at the Polytechnic University, solved jointly with the administration of the Kalininsky District and the municipal formation of the Akademicheskoe municipal district. Practical knowledge obtained by students will allow them to apply it in their future professional activities, and at present will help develop the skills of lawful behavior in society, – noted the Vice-Rector for Security of SPbPU Alexander Airapetyan.

    The interactive format of individual and team work, heated discussions and debates with elements of simulating professional investigations and court decisions made the event exciting for students. Volunteers of the Polytechnic Squad and interested students coped with the task perfectly.

    In the event “Corruption: Game without rules” we took on the roles of investigators who had to solve complicated corruption cases using specific materials with evidence. Each administrative-investigative version contained information on various signs of corruption provided for by the Code of Administrative Offenses and the Criminal Code of the Russian Federation. The goal of the game: to collect as much evidence as possible to identify the corruption scheme and expose the culprits, the guys shared.

    The organizers’ significant legal and practical experience in fighting corruption made it possible to fill the format of the business scientific and educational game with practice-oriented aspects.

    The municipality actively works with young people, including on issues of preventing antisocial phenomena, and in the Polytechnic University we have found a partner and like-minded person in organizing significant scientific, educational and practice-oriented events, – commented the head of the municipality of the MO “Akademicheskoe” Igor Pyzhik, expressing hope for the introduction of positive experience not only in the student environment, but also in schools.

    “The formation of an anti-corruption worldview in the modern youth environment is a priority of the national security of the Russian Federation, since it is aimed at developing democratic processes of state and municipal governance,” noted Dmitry Mokhorov, Director of the Higher School of Law and Technical Education. “Reinforcing skills in the educational process through professional interactive events in cooperation with subjects of state and municipal governance, law enforcement officers has become a trend in the training of modern youth at the Polytechnic University. This is why our graduates are in demand on the labor market.”

    Following the event, the organizers noted the adaptability of new methods of interaction with young people, the students’ interest in acquiring new skills and the ability to apply this knowledge in real professional situations and in their personal lives. Further points of interaction in matters of legal education were outlined, including the participation of students as mentors in schools in the Kalininsky District.

    It was interesting. This is not a game, but professional training close to real activities. We had to work hard and use all the knowledge we received in class so that the team not only completed all the tasks, but also demonstrated unconventional thinking in resolving practical disputes. Thanks to the Polytechnic University for the fact that there are so many interesting things in our studies! — the guys shared their impressions of the event.

    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 Russia: Scientists have studied the neurobiology of pragmatic thinking

    Translartion. Region: Russians Fedetion –

    Source: State University Higher School of Economics – State University Higher School of Economics –

    An international team with the participation of HSE scientists studied how the brain understands hidden meanings in speech. Using fMRI, the researchers discovered that if the meaning is obvious, the areas responsible for decision-making are active, and with complex and ambiguous statements, the areas that analyze the context and intentions of the interlocutor are activated. The more difficult the task, the more these areas interact, helping the brain figure it out. Studypublished in the journalTerround.

    Every person has encountered a situation when the words of the interlocutor do not match their real meaning. We understand hints, sarcasm and even irony, although the formally spoken words may indicate the opposite. This process in cognitive science is called pragmatic thinking – the ability to extract meaning from context, even if it was not explicitly expressed.

    An international team of scientists tried to understand how the brain copes with such situations. The study participants played a “referential game” — a method for studying how people interpret ambiguous messages. In each test, four available characteristics and three monsters — potato, eggplant, or pear — appeared on the screen. Each of them had an accessory: a blue cap, a red cap, or a yellow scarf. The speaker gave a hint, highlighted with a yellow rectangle, for example: “red cap.” The subjects had to understand which character was being discussed, but the hint was not always unambiguous, and the correct answer depended on the context. The tasks were divided into three difficulty levels: simple, complex, and unambiguous. There were 96 tasks in total — 32 for each level.

    To understand which areas of the brain are involved in the interpretation process, the scientists recorded the participants’ brain activity using functional MRI (fMRI). This is a neuroimaging method that allows studying brain activity in real time. The authors of the article also developed six computer models to understand how people analyze information and what strategies their understanding is based on.

    The results showed that when a person quickly understands the meaning of a phrase and is confident in their answer, the ventromedial prefrontal cortex (vmPFC), which helps make decisions, and the ventral striatum (VS), which is associated with the feeling of making the right choice, are active.

    But when the meaning of a statement is not obvious, the brain restructures its work, involving other areas. The dorsomedial prefrontal cortex (dmPFC) analyzes the intentions of the interlocutor and helps to understand a complex situation. The anterior insular cortex (AI) reacts to uncertainty and tension, participating in the formation of emotions. The inferior frontal gyrus (IFG) is responsible for speech processing. The more complex the task, the more actively these areas interact, helping the brain correctly interpret the meaning.

    The researchers also found that the ability to understand the thoughts and feelings of others affected how well they performed on the task. Those who performed better had more active connections between the prefrontal and anterior insular cortex, indicating that they were more flexible in their thinking. Previously, pragmatic thinking had been studied within the framework of general models that assumed common cognitive mechanisms. However, this study showed that people’s interpretation strategies differed.

    “Understanding speech is not just a matter of intelligence or memory. Our brains use a complex system that integrates language, social thinking, and contextual analysis,” comments the research fellow. International Laboratory of Social Neurobiology, National Research University Higher School of EconomicsMario Martinez Saito: “These findings could also have practical applications. Perhaps, thanks to such research, your voice assistant will finally understand the difference between sincere praise and sarcasm.”

    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 Russia: Polytechnic at the forum of rectors of leading Russian and Iranian universities

    Translartion. Region: Russians Fedetion –

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

    The University of Tehran hosted the 7th Forum of Rectors of Universities of the Russian Federation and the Islamic Republic of Iran, which was attended by more than 50 university leaders, representatives of scientific organizations and government agencies of the two countries. Peter the Great St. Petersburg Polytechnic University was represented by the Director of the Institute of Power Engineering Viktor Barskov and Associate Professor of the SPbPU Institute of Power Engineering, a graduate of the Iranian Shahid Beheshti University and SPbPU Mehdi Basati Panah.

    The forum participants were welcomed by Iranian Minister of Science Simo Sarraf Hossein and Deputy Minister of Science and Higher Education of the Russian Federation Konstantin Mogilevsky.

    The partners discussed strategies for developing academic and scientific cooperation. In his speech at the session “Exact and Natural Sciences, Agriculture”, Viktor Barskov highlighted priority areas for cooperation: joint research in the field of sustainable energy, renewable energy sources and energy efficiency. He also touched upon student and teacher exchange programs, the creation of joint specialized courses, and the organization of summer and winter schools on innovative technologies.

    During the discussions, Mehdi Basati Panah proposed expanding the format of the event to “BRICS” to include universities from other developing countries. This, he said, would enhance international knowledge exchange and open up new opportunities for joint projects.

    The Polytechnic University actively cooperates with 8 Iranian universities. The SPbPU delegation held talks with Iranian universities, including the University of Tehran, the Iranian University of Science and Technology (IUST) and the Sharif University of Technology, where they discussed cooperation in energy between the Gas Turbine Institute and the Institute of Power Engineering of SPbPU. The parties also expressed their intention to participate in joint research projects, the development of specialized training courses for students and student exchange programs in the field of engineering.

    The Polytechnic delegation held talks with the Mayor of Tehran, Dr. Zakani, and members of the Energy Committee of the Iranian Parliament to discuss potential areas of cooperation between SPbPU and Tehran municipal institutions, focusing on urban development and technological innovation.

    Developing a partnership between our universities is not just a step towards academic progress, but also an important contribution to solving global challenges such as energy transition, noted Viktor Barskov. Mehdi Basati Panah added that his personal experience of studying in Russia and Iran demonstrates the effectiveness of such partnerships.

    The forum became an important step for the implementation of new projects and expansion of educational opportunities for students and researchers of both countries.

    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 United Kingdom: New Non-Executive Directors appointed to DBS

    Source: United Kingdom – Executive Government & Departments

    News story

    New Non-Executive Directors appointed to DBS

    The Home Office announces directorial appointments to the Disclosure and Barring Service (DBS).

    The Home Office is pleased to announce the appointment of two new Non-Executive Directors to the Disclosure and Barring Service (DBS).

    Amanda Arrowsmith and Rob Eason replace Mary Cunneen and Samantha Durrant  from 3 February 2025. The appointments were made following a robust open competition in accordance with the Governance Code on Public Appointments. The appointments are for an initial period of 3 years, with the possibility of re-appointment.

    Amanda has a wealth of experience in senior leadership roles within the public and private sectors, with a particular focus on People Strategy, Organisation Development, and Business Transformation.

    Rob has a public sector career background in science & technology and managing large defence projects and contracts.  With a career based in leadership, operational delivery and technology, Rob is an advocate for promoting innovation and innovative thinking driven through inclusive organisations.

    Launched in 2012, the Disclosure and Barring Service (DBS) issues over seven million criminal records checks every year. Its disclosure service enables employers and voluntary organisations in England, Wales and the Crown Dependencies of Jersey, Guernsey and the Isle of Man to make informed recruitment decisions, using information from police records and other sources.

    Updates to this page

    Published 27 February 2025

    MIL OSI United Kingdom –

  • MIL-OSI Asia-Pac: Public finance measures pragmatic

    Source: Hong Kong Information Services

    Chief Executive John Lee today commented that the 2025-26 Budget proposes pragmatic measures to improve public finances and stressed that he has full confidence in Hong Kong’s development and future.

    In a statement, Mr Lee said Financial Secretary Paul Chan put forward a series of practical and effective measures on Hong Kong’s economic development and public fiscal consolidation, adding that the Budget will reinforce the Government’s financial strength, and create new momentum and new advantages for the city’s economic development.

    As part of its course of action, the Budget proposes nurturing new quality productive forces to strengthen the development of innovation and technology and artificial intelligence; speeding up the development of the Northern Metropolis and the Hong Kong Park of the Hetao Shenzhen-Hong Kong Science & Technology Innovation Co-operation Zone, fully leveraging the strategic position of “three centres and a hub”, further nurturing and attracting talent, upgrading industries with advantages, and accelerating the development of Hong Kong’s economy.

    He pointed out that such measures are consistent with the directions of the Policy Address.

    Mr Lee also indicated that the Budget puts forward realistic measures to enhance public finances, focusing primarily on strictly controlling government expenditures, supplemented by suitably increasing revenue, to steadily restore fiscal balance while taking into account the actual social situation and Hong Kong’s competitiveness.

    In addition to emphasising that the Budget aims to leverage market forces to promote infrastructure projects through innovative and diversified development models, he made it clear that government bonds will be issued to finance related projects.

    Despite a complicated and volatile external environment, the Chief Executive expressed his confidence that Hong Kong will be able to seize opportunities and continue to give full play to its unique advantages under the “one country, two systems” principle of having the strong support of the country while maintaining unparalleled connectivity with the world, and further strengthening its connection with both the Mainland and the world.

    “We will proactively integrate into and align with the country’s national development strategies, foster accelerated economic growth and improve people’s livelihood.

    “Like the Financial Secretary, I have full confidence in Hong Kong’s development and future.”

    Mr Lee called on all sectors of the community to support this Budget.

    MIL OSI Asia Pacific News –

  • MIL-OSI China: Beijing’s Daxing airport economic zone seeks business cooperation

    Source: China State Council Information Office

    The Beijing Daxing International Airport Economic Zone (BDIAEZ) held an industry promotion event Wednesday, attracting entrepreneurs and business leaders to explore cooperation opportunities in aviation logistics, life sciences and health care.

    An industry promotion event exploring business cooperation opportunities is held in the Beijing Daxing International Airport Economic Zone, Feb. 26, 2025. [Photo provided to China.org.cn]

    At the event, several specialized industrial parks and platforms were introduced, including the International Regenerative Medicine Industrial Park, the International Medical Equipment Industrial Park, and the International Aviation Headquarters Park. These initiatives are designed to gather innovative resources, strengthen industrial clusters and drive regional economic growth.

    In recent years, the BDIAEZ has prioritized its life sciences sector by establishing platforms that support the development of cell technology and medical supply chains. The goal is to attract high-end enterprises and lay a solid foundation for a world-class health cluster. To further enhance trade and logistics capabilities, the zone also launched platforms for industrial goods supply chains and cross-border e-commerce, which are expected to improve operational efficiency and foster industry development.

    Six projects were also signed at the event, covering areas such as aviation services, life and health, trade logistics and emerging industries. Key projects include the Low-altitude Technology Exhibition and Trading Center, which will showcase next-generation aviation innovations, and the Xinzhuoyue Regenerative Medicine R&D Headquarters, which is set to work with the Institute of Zoology of the Chinese Academy of Sciences on cell-based therapies. 

    Wahed Ahmadzai, CEO and founder of nHUB, a Beijing-based company committed to building inclusive hubs, noted the BDIAEZ’s strategic importance, calling it the “gateway to China and China’s gateway to the world.” He added that the BDIAEZ’s prime location, together with multiple supportive policies, makes it an exceptionally attractive environment for building and innovating businesses.

    Xu Guojin, general manager of Beijing Zhengkai Technology Co. Ltd., expressed confidence about future cooperation with the BDIAEZ. “The most appealing aspect is the combination of national, municipal and district-level advantages, along with the unique policies of the airport zone,” she said. “Combined with the benefits offered by the comprehensive bonded zone and free trade zone, this synergy is highly attractive to my company and future partners.”

    Strategic development plans for Beijing Daxing International Airport were also released at the event. These include the construction of four runways, 256 aircraft parking bays, and a terminal complex spanning 1.43 million square meters. The airport aims to handle 72 million passengers and 630,000 aircraft movements annually. 

    This expansion underscores the airport’s role not simply as a transportation hub, but as a key driver for future economic development in the region, according to a representative from Beijing Daxing International Airport.

    In addition, the event saw the launch of two international talent programs. In partnership with the National School of Development at Peking University, the BDIAEZ will establish a talent base to train professionals and foster entrepreneurship in fields like aviation logistics, e-commerce and biomedicine. Separately, the “Vine Plan” International Innovation Center will connect businesses with international students through internships, study tours and incubation programs.

    MIL OSI China News –

  • MIL-OSI United Kingdom: UK science flies to the Moon with NASA

    Source: United Kingdom – Executive Government & Departments

    Press release

    UK science flies to the Moon with NASA

    Advanced technology funded by the UK Space Agency began its 4-month journey to the Moon this morning, on board NASA’s Lunar Trailblazer mission.

    The Lunar Trailblazer spacecraft, which weighs 200kg and is about the size of a washing machine, aims to map the location and form of water on the Moon. This will improve scientists’ understanding of lunar resources and support future missions, when astronauts return to the lunar surface.

    On board is the Lunar Thermal Mapper (LTM) – a state-of-the-art thermal imaging camera developed by the University of Oxford with £3.1 million funding from the UK Space Agency and the Department for Science, Innovation and Technology (DSIT).

    Science Minister Sir Patrick Vallance said:

    Backed by UK Government funding, this project could be key to unlocking new insights into lunar water and in turn sustain future missions and deep space exploration for generations to come.

    Space is a fast-growing global industry, and these investments will generate important information to help grow the sector.

    The LTM is designed to measure the surface temperature and the various minerals that make up the lunar landscape, which is vital information to help confirm the presence and location of water. The instrument will work in tandem with NASA’s High-resolution Volatiles and Minerals Moon Mapper (HVM3) to produce the most detailed maps of water on the Moon’s surface to date.

    The Lunar Thermal Mapper being worked on at Oxford University. Credit: Department of Physics, University of Oxford.

    Neil Bowles, instrument scientist for LTM at Oxford University, said:

    The measurements of temperature will help confirm the presence of the water signal in HVM3’s measurements and the two instruments will work together to map the composition of the Moon, showing us details that have only been hinted at from previously.

    The UK’s role in Lunar Trailblazer demonstrates the importance of collaboration in the space sector, and the significant space expertise found in academic institutions across the country.

    The Clarendon Lab at the University of Oxford, which includes the Infrared Multilayer Laboratory, manufactured infrared filters for the mission. Durham University manufactured the precision LTM optics, mirrors, and pointing mirror. Cardiff University provided long wave infrared mesh filters, essential for the Lunar Thermal Mapper’s ability to accurately measure the surface temperature and composition of the Moon.

    Lauren Taylor, Major Projects Lead at The UK Space Agency, said:

    The UK Space Agency is thrilled to be a part of NASA’s Lunar Trailblazer mission. Our work with the University of Oxford to develop the Lunar Thermal Mapper showcases the UK’s leading role in space exploration and scientific research.

    This mission will provide invaluable data on the Moon’s water resources, supporting future human missions and enhancing our understanding of the lunar environment.

    UK companies also made significant contributions. From Ramp in Yeovil providing coatings and paint, and Micro Systems in Warrington manufacturing mechanical parts, to STFC RAL Space in Harwell providing insulation and electronics.

    Marie-Claire Perkinson, Chair of the Space, Science and Exploration Committee at the UKspace trade association, said:

    The launch of the UK Lunar Thermal Mapper instruments demonstrates the capabilities of the UK academic community working in collaboration with their industrial suppliers.

    Once in orbit around the Moon, Lunar Trailblazer will cover the surface 12 times a day and use its instruments to examine features including the permanently shadowed craters at the Moon’s South Pole, which could contain significant quantities of water ice.

    Lunar Trailblazer launched on a SpaceX Falcon 9 rocket together with Intuitive Machine’s IM-2 spacecraft, which will attempt a soft landing on the Moon next week.

    The UK Space Agency is also funding the joint UK-Canada Aqualunar Challenge to further our understanding of lunar water and its potential uses. The Aqualunar Challenge focuses on developing innovative technologies to purify water found on the Moon, which is crucial for supporting future human missions. The winners will be announced in March.

    Updates to this page

    Published 27 February 2025

    MIL OSI United Kingdom –

  • MIL-OSI Russia: Scientific Regiment. Student Katya Petrova’s Memories of War and Study

    Translartion. Region: Russians Fedetion –

    Source: State University of Management – Official website of the State –

    When talking about contemporaries of the Great Patriotic War, the first to be remembered are the participants in the military operations, and they do not forget about home front workers, scientists and teachers, but stories about ordinary students are rare. They did not throw themselves under tanks, defending their native land, did not stand two shifts in a row at the machine, did not organize production and did not save lives in hospitals, but they also lived their war years and remembered them forever – they performed a small student feat, receiving an education in a difficult time for the country and using it for the benefit of the Motherland in the post-war years. Today we will tell you about such a person in the “Scientific Regiment” section.

    Ekaterina Valerianovna Petrova is a candidate of economic sciences, professor of the statistics department at the Moscow Institute of Economics and Management, and an Honorary Worker of Higher Professional Education of the Russian Federation. She was awarded the medal of the Order of Merit for the Fatherland, 2nd degree, the Order of Valiant Labor in the Great Patriotic War of 1941-1945, and other medals.

    Ekaterina Petrova entered the mechanical engineering department of the Moscow Engineering and Economics Institute named after Sergo Ordzhonikidze (now the State University of Management) in 1940. After completing her first year, the war began and she and her family had to evacuate to the Saratov region for two years, where she worked as an accountant on a state farm. In October 1943, the institute called Ekaterina back to Moscow, where she was able to live independently due to the fact that students were given work cards for food, orders for clothing and footwear, and a stipend was paid to all students, and not just excellent students or those with low incomes, as was the case before the war. In this way, the state invested in the future even in the most difficult years. Despite all the difficulties, the management of the Moscow Engineering and Economics Institute tried to provide comfortable living conditions in the dormitories, replenished the institute’s material resources whenever possible, arranged a normal life, and even organized festive evenings with the participation of artists.

    The dean of the mechanical engineering faculty at that time was Khadzhi-Murat Timurovich Aldakov, who at the beginning of the war was deputy head of the construction of defensive lines near Moscow.

    “At first, Hadji-Murat Timurovich gave the impression of being a withdrawn, somewhat gloomy person, so at first the students were afraid of him,” recalls Ekaterina Valerianovna. “However, having met him on business once or twice, everyone understood that he treated the students very kindly and fairly. I was able to see for myself that he was also an excellent teacher, since I completed my diploma project under his supervision.”

    According to Ekaterina Valerianovna, everyone studied with great enthusiasm and tried not to miss lectures. The shortage of textbooks also had an impact on attendance – often only one manual was given to three or four students, and for some subjects there were none at all, so they prepared for exams only from their own lecture notes. Accordingly, teachers approached teaching with full responsibility and explained the subject until the students fully understood it. For example, Professor of the Department of Organization and Planning of Production Eduard Adamovich Satel had a manner of conducting, as they would say now, interactive lectures – he asked students questions about how they would solve various problems of production processes.

    Ekaterina Petrova especially remembers the associate professor of the department of production organization and planning, Yuri Osipovich Lyubovich, who, thanks to his sensitive attitude towards students, goodwill and gentle humor, became a true friend of his students.

    “His imposing appearance, velvety voice and artistic abilities captivated the audience and worked genuine miracles. The students listened with admiration to every word when the material of deep scientific content was presented. And, what is most surprising, these wonderful lectures, thanks to the art of reading, could be easily recorded,” says Ekaterina Valerianovna.

    There were practically no vacations during the war years, instead students worked in the Moscow suburban subsidiary farm of the Moscow Institute of Power Engineering, in haymaking, in logging, at vegetable warehouses. No one even thought about being released from work, everyone worked for the needs of the country and the front.

    In May 1945, the maximum concentration of efforts of the entire state led to the Great Victory over Nazi Germany and its allies. Of course, the difficulties did not end there; a long period of restoration of the country lay ahead. Ekaterina Petrova graduated from MIEI in 1947, continued her education in graduate school, and since 1950 began teaching at her native university, which she never left, having trained thousands of specialists over many years.

    Yes, the years of the Great Patriotic War were much harder physically and morally than our days. However, the feelings that students of those years experienced, judging by the words of Ekaterina Valerianovna, were the same:

    “The student years, which coincided for my generation with the war years, were nevertheless the happiest: there was the joy of victories at the front, the joy of communicating with teachers and friends, the joy of youth and the expectation of all the best ahead.”

    Students of those years forged victory with knowledge and labor in the rear, bringing a bright future closer. Today, when our country is once again facing challenges, students of the State University of Management continue to study and develop, making their contribution to supporting the country and preserving the future. The stories of these generations are separated by time, but united by a common desire for knowledge and love for the Motherland.

    #Scientific regiment

    Subscribe to the TG channel “Our GUU” Date of publication: 02/27/2025

    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 United Kingdom: Preferred candidate to lead Office for Students confirmed

    Source: United Kingdom – Executive Government & Departments

    Press release

    Preferred candidate to lead Office for Students confirmed

    Professor Edward Peck CBE named as preferred candidate to be the next Chair of the Office for Students by Education Secretary

    The Education Secretary Bridget Phillipson has named Professor Edward William Peck CBE as her preferred candidate to be the next Chair of the Office for Students.

    Professor Peck will now go on to attend a pre-appointment hearing before the Education Select Committee on 4 March.

    The Office for Students (OfS) is the independent regulator of higher education in England. It is responsible for ensure that every student has a fulfilling university experience that enriches their lives and careers. Following last year’s election one of its top priorities has been monitoring the financial sustainability of the sector.

    Professor Peck has been selected following a rigorous assessment process conducted in accordance with the Governance Code on Public Appointments. He currently serves as Chair of the HE Mental Health Implementation Taskforce and is the DfE’s Student Support Champion, and will stand down as Vice Chancellor of Nottingham Trent University this summer.

    If appointed Professor Peck will take over from Sir David Behan, who was appointed interim chair last year following Lord Wharton of Yarm’s resignation. Sir David’s independent review, Fit for the Future, was published in July and is informing the OfS’s priorities on financial sustainability and quality. 

    Education Secretary Bridget Phillipson said:

    Professor Peck has played a key role in supporting students and has a wealth of experience that will be instrumental in guiding the OfS forward. I look forward to finalising his appointment. 

    He will play a vital part in supporting higher education providers’ financial sustainability and breaking down barriers to opportunity. Through our Plan for Change we want to ensure students from all backgrounds are at the heart of the higher education system, and receive a high quality education that will help them drive growth as we fix the foundations of our economy. 

    I would like to thank Sir David for his independent review and the work he has done as interim chair which will inform the strategic direction of the OfS as it implements his core recommendations.

    The Chair leads the OfS at board level, working with Ministers and the Chief Executive to provide clear leadership and priorities for the next phase of the OfS’ critical work.

    Since 2014 Professor Peck has served as Vice Chancellor of Nottingham Trent University, and currently holds roles as a trustee of UCAS, Chair of the HE Mental Health Implementation Taskforce and the DfE’s first Student Support Champion. Following his appointment he will stand down from these roles.

    He has also served on the Independent Advisory Panel for Post-18 Education and Funding (the Augar Review), and from 2008-2014 was Pro Vice-Chancellor and Head of the College of Social Sciences at the University of Birmingham.

    Following his pre-appointment hearing, the Education Select Committee will publish their recommendations, which the Education Secretary will consider before deciding whether to finalise the appointment.

    Updates to this page

    Published 27 February 2025

    MIL OSI United Kingdom –

  • MIL-OSI China: Beijing’s ZGC Forum to gather global innovators in March

    Source: China State Council Information Office 2

    The 2025 Zhongguancun Forum (ZGC Forum) Annual Conference will be held March 27-31 in Beijing.
    The State Council-approved forum is jointly hosted by the Ministry of Science and Technology, the National Development and Reform Commission, the State-owned Assets Supervision and Administration Commission of the State Council, the Chinese Academy of Sciences, the Chinese Academy of Engineering, the China Association for Science and Technology and the Beijing Municipal People’s Government.
    Established in 2007, the ZGC Forum serves as a national platform for global exchange and collaboration in science and technological innovation. With its theme, “Innovation and Development,” the forum promotes the sharing of innovative ideas and development philosophies. It aims to facilitate discussions on emerging technologies, industry trends, innovation regulations and global governance to ensure scientific advances better serve humanity.
    This year’s forum theme is “New Quality Productive Forces and Global Science and Technology Cooperation.” The event will feature five key components: forum discussions, a technology trade exhibition, research announcements, innovation competitions and complementary activities.
    The program includes an opening ceremony, a plenary session, about 60 parallel forums, the Zhongguancun International Technology Trade Fair, the Zhongguancun International Frontier Technology Competition and sessions highlighting major scientific achievements. Supporting activities include cultural exchanges, science education programs and project showcases. The forum’s influence extends beyond the main conference, with related events scheduled throughout the year.
    The ZGC Forum has become a prominent stage for global science and technology cooperation in recent years, playing a vital role in China’s integration into the global innovation network. It underscores Beijing’s growing influence as a hub for scientific and technological innovation, attracting global attention and providing insights into the forefront of innovation.

    MIL OSI China News –

  • MIL-OSI Economics: Development Asia: Enhancing Vaccine Regulation for Pandemic Preparedness

    Source: Asia Development Bank

    Strengthening regulatory frameworks is critical in ensuring that vaccines are quickly approved and distributed. Using a systematic approach, gaps in key areas of the regulatory system can be identified, prioritized, and effectively addressed through regulatory capacity building and education of regulatory professionals.

    The World Health Organization Global Benchmarking Tool was developed to evaluate regulatory systems objectively and systematically, identify strengths and areas for improvement, guide interventions, and monitor progress in strengthening the regulatory system. Consistent and regular training of national regulators can also complement regulatory systems strengthening efforts by focusing on the identified gaps.

    The diverse and fragmented regulatory environment in Asia and the Pacific calls for regulatory convergence[1] and cooperation to facilitate timely and equitable access in the region. Stable, well-functioning national regulatory authorities in the region listed as WHO Maturity Level 3 and 4 and WHO Listed Authorities, such as those in the People’s Republic of China, India, Indonesia, Republic of Korea, Singapore, Thailand, and Viet Nam, could foster regional regulatory cooperation and serve as reference agencies for lower-resourced regulatory agencies.

    Such cooperation could be facilitated by formalized processes and relationships such as memoranda of understanding. For example, Singapore’s Health Sciences Authority has adopted a confidence-based regulatory approach that leverages the decisions of established and trusted regulatory agencies through formal recognition mechanisms and has expedited reviews without compromising the robustness of regulatory decisions. This has reduced approval timelines to 90 working days from 270 working days for the Health Sciences Authority’s full evaluation route under its verification evaluation system.

    Confidence-based approaches can be adopted in various stages of the vaccine life cycle. The ASEAN Mutual Recognition Arrangement on Good Manufacturing Practice Inspection enables member states to leverage on the regulatory inspections performed by other member states. It is legally binding for member states to recognize one another’s good manufacturing practice certificates, benchmarked against the international Pharmaceutical Inspection Cooperation Scheme.

    Regulatory cooperation can range from legally-binding mechanisms in the form of mutual recognition agreements and reliance mechanisms to other forms of cooperation such as joint collaborative assessments, report sharing and work sharing. Work sharing can promote mutual learning and the sharing of best practices among participating national regulatory authorities and can encourage regulatory convergence. For industry, the work-sharing model can be commercially attractive, providing simultaneous access to multiple countries and shorten timelines with the consolidation of questions.

    While cooperation on vaccine regulation is still nascent, there are other examples of regulatory cooperative mechanisms. Work sharing is practiced by Access Consortium, comprising the national regulatory authorities of Australia, Canada, Singapore, Switzerland and the United Kingdom. A similar coalition is the Opening Procedures at EMA to Non-EU authorities (OPEN) initiative, led by the EMA, which partners Australia, Brazil, Canada, Japan, Switzerland and WHO in joint assessments. In Asia and the Pacific, the Indo-Pacific Regulatory Strengthening Program, comprising Cambodia, Indonesia, Laos, Myanmar, Papua New Guinea, Thailand, and Viet Nam, and supported by Australia, successfully expedited approval of the antimalarial tafenoquine in Thailand in 2019 in its joint review.

    While the work-sharing model has its advantages, the following points also need to be considered:

    • Participating national regulatory authorities may have different priority drug lists and approval timelines.
    • Participating national regulatory authorities may have different technical requirements.
    • Lack of clarity in regulatory decisions could impact company filing strategies.

    Convergence of regulatory requirements can further contribute to successful work-sharing collaborations. One way to incentivize the alignment of key regulatory requirements is the creation of a consensus on indicators that measure overall efficiency of the work-sharing pathway, which participating countries can jointly work towards. Regional regulatory convergence efforts include the APEC Action Plan on Vaccination Across the Life-Course, which sets key policy targets to achieve by 2030. Priorities for alignment include post-approval change management, labeling, and packaging.

    MIL OSI Economics –

  • MIL-OSI: Planisware delivered strong revenue growth, profitability and cash generation in 2024

    Source: GlobeNewswire (MIL-OSI)

    Planisware delivered strong revenue growth, profitability and cash generation in 2024

    • Revenue up +17.4% in constant currencies to € 183.4 million
    • Adjusted EBITDA* up +23.7% to € 64.6 million, representing 35.2% of revenue (+180bps year-on-year)
    • Adjusted FCF* up +24.5% to € 54.6 million, representing a 84.5% cash conversion rate*
    • Proposed dividend representing 50% of profit for the period, above Group policy
    • 2025 objectives:
      • Mid-to-high teens revenue growth in constant currencies
      • c. 35% adjusted EBITDA margin*
      • Cash Conversion Rate* of c. 80%

    Paris, France, February 27, 2025 – Planisware, a leading B2B provider of SaaS in the rapidly growing Project Economy market, announces today its FY 2024 results. Revenue amounted to € 183.4 million, up by +17.3% in current currencies, mainly led by the continued success of the Group’s market-leading SaaS platform. In constant currencies, revenue growth reached +17.4% (€+27.2 million), in line with the 17% to 18% 2024 objective. Recurring revenue amounted to € 162.7 million (89% of total revenue) and was up by +21.0% in constant currencies.

    Adjusted EBITDA1 reached € 64.6 million (+23.7% vs. FY 2023), representing 35.2% of revenue, above the c. 34% 2024 objective. The year-on-year improvement by c. +180 basis points resulted from revenue growth, positive mix effect, and further efficiency gains on employee-related costs, in particular on R&D spendings benefitting from increased usage of AI tools.

    Current operating profit reached € 51.8 million, up by +20.8% compared to FY 2023 and Profit for the period amounted to € 42.7 million.

    Cash generation was particularly strong with adjusted FCF* reaching € 54.6 million, up by +24.5% year-on-year. It represented a cash conversion rate* of 84.5%, above the c. 80% 2024 objective. Net cash position* was € 176.1 million as of December 31, 2024, compared to € 142.6 million as of December 31, 2023 and € 156.4 million as of June 30, 2024.

    Loïc Sautour, CEO of Planisware, commented: “In 2024, Planisware continued to deliver sustainable and profitable growth. Despite significant uncertainties in the macroeconomic and geopolitical context, our clients continued to trust Planisware for their digital transformation and operational excellence efforts. These close relationships enabled us to deliver a robust revenue growth.

    We also delivered profitability and cash generation above this year’s objectives thanks to the continuous positive mix effect of our activities and further efficiencies on employee-related costs, in particular on R&D spendings benefitting from increased usage of AI tools.

    In parallel, Planisware’s CSR efforts were recognized by the EcoVadis gold medal award, the all-round Great Place to Work certification, and by a satisfying B score for our first rating by CDP. These distinctions illustrate Planisware’s rapid progress and ongoing commitment to building a more responsible society.

    For 2025, taking into account our strong commercial pipeline on one hand and uncertainties in the timing of contract starts and the evolution of sales cycle length on the other hand, we set the mid-to-high teens range for revenue growth objective. We also intend to maintain a strong profitability and to keep delivering a best-in-class cash conversion rate.”

    FY 2024 revenue by revenue stream

    To address the needs of strategic defense-sector clients who require mission-critical solutions to operate on their own infrastructures rather than through Cloud-based SaaS, Planisware has introduced a new delivery mode that includes annual licenses. These multi-year agreements allow the solution to be licensed on a yearly basis. Planisware anticipates that this innovative delivery mode will be particularly relevant for companies with specific security and sovereignty requirements. Planisware reports this line of revenue for the first time in 2024, within its recurring revenue (under Planisware’s SaaS model), since first such contracts was signed in Q4 2024.

    In € million FY 2024 FY 2023 Variation
    YoY    		 Variation
    in cc*
    Recurring revenue 162.7 134.7 +20.8% +21.0%
    SaaS & Hosting 82.0 64.6 +27.1% +27.1%
    Annual licences 1.1 – N/A N/A
    Evolutive support 48.7 42.0 +16.0% +16.3%
    Subscription support 11.9 9.4 +26.5% +26.4%
    Maintenance 19.1 18.8 +1.8% +1.8%
    Non-recurring revenue 20.7 21.1 -1.7% -1.7%
    Perpetual licenses 7.5 5.7 +30.8% +30.8%
    Implementation & others non-recurring 13.3 15.4 -13.8% -13.8%
    Revenue with customers 183.4 155.7 +17.8% +17.9%
    Other revenue – 0.7    
    Total revenue 183.4 156.4 +17.3% +17.4%

    * Revenue evolution in constant currencies, i.e. at FY 2023 average exchange rates

    Reaching € 183.4 million in 2024, revenue was up by +17.3% in current currencies and +17.4% in constant currencies. The exchange rates effect was almost mostly related to the appreciation of the euro versus the Japanese yen compared to FY 2023. In order to reflect the underlying performance of the Company independently from exchange rate fluctuations, the following analysis refers to revenue evolution in constant currencies, applying FY 2023 average exchange rates to FY 2024 revenue figures, unless expressly stated otherwise.

    Recurring revenue

    Representing 89% of 2024 total revenue versus 86% in 2023, recurring revenue reached € 162.7 million, up by +21.0%.

    Revenue growth was led by +24.1% growth of Planisware’s SaaS model (i.e. SaaS & Hosting, Evolutive & Subscription support, and Annual licenses), of which SaaS & Hosting revenue was up by +27.1% thanks to contracts secured with new customers as well as continued expansion within the installed base. Revenue of support activities (Evolutive & Subscription support), intrinsically related to Planisware’s SaaS offering, grew by +18.1%. Finally, Annual licenses contributed for €+1.1 million in Q4 2024.

    Maintenance revenue was up by +1.8% in the context of the Group’s shift from its prior Perpetual license model to a SaaS model.

    Non-recurring revenue

    Non-recurring revenue was slightly down by -1.7% over the year, with a contrasted trend of Perpetual licenses up by +30.8% and Implementation down by -13.8%.

    Perpetual licenses benefited from a strong demand for extensions and upgrades from existing customers with specific on-premises needs, mostly in the defense industry. On the other hand, Planisware’s focus on shorter implementations and faster delivery to customers, combined with project start delays, led to revenue decline in Implementation.

    FY 2024 revenue by region

    In € million FY 2024 FY 2023 Variation
    YoY    		 Variation
    in cc*
    Europe 87.2 76.1 +14.7% +14.5%
    North America 80.3 68.5 +17.3% +17.3%
    APAC & ROW 15.9 11.2 +41.8% +44.0%
    Revenue with customers 183.4 155.7 +17.8% +17.9%
    Other revenue – 0.7    
    Total revenue 183.4 156.4 +17.3% +17.4%

    * Revenue evolution in constant currencies, i.e. at FY 2023 average exchange rates

    In 2024, all key geographies contributed to Planisware revenue growth, although with contrasted contributions for each semester of the year:

    • Representing 44% of total revenue in 2024, North America strongly contributed to year-end growth (+19.0% in H2 2024) after having faced elongated customer’ decision-making processes translating into slower growth in non-recurring activities and Implementation services in particular over the first periods of the year (+15.6% in H1 2024). All in all, thanks to a significant level of cross-selling and up-selling with existing customers and new customer wins, North America grew by +17.3% over the year.
    • By contrast, after a decent growth in H1 2024 (+18.1%) driven in particular by strong dynamics in Germany, revenue growth in Europe significantly slowed down in H2 2024 (+11.4%) due to macroeconomic uncertainties and political concerns in France as well as difficulties seen in some of the Group’s key verticals such as automotive. As a result, revenue in Europe grew by +14.5% in 2024.
    • Planisware’s growth in APAC & rest of the world of +44.0% resulted from a strong commercial momentum in Japan, Singapore, and the Middle East, as well as from the consolidation of IFT KK and, to a lesser extent, of Planisware MIS.

    FY 2024 revenue by pillar

    In € million FY 2024 FY 2023 Variation
    YoY    		 Variation
    in cc*
    Product Development & Innovation 97.8 87.5 +11.8% +11.9%
    Project Controls & Engineering 37.2 27.4 +35.7% +35.6%
    IT Governance & Digital Transformation** 32.2 26.8 +20.2% +20.1%
    Project Business Automation 15.9 13.6 +16.5% +17.0%
    Others 0.4 0.4 -5.7% -5.7%
    Revenue with customers 183.4 155.7 +17.8% +17.9%
    Other revenue – 0.7    
    Total revenue 183.4 156.4 +17.3% +17.4%

    * Revenue evolution in constant currencies, i.e. at FY 2023 average exchange rates

    In 2024, all key pillars contributed to Planisware’s revenue growth with the most recent ones ramping-up as growth relays:

    • Product Development & Innovation (“PD&I”) drives R&D and product development teams with a focus on companies in the life sciences, manufacturing and engineering, automotive design and fast-moving consumer goods sectors. In 2024, it remained Planisware’s principal pillar, with 53% of total revenue and +11.9% growth, resulting from both new customer wins and the expansion of offerings to existing customers.
    • Project Controls & Engineering (“PC&E”) supports production teams in industries with sophisticated products, plants and infrastructure, such as aerospace and defense, energy and utilities, manufacturing and engineering and life sciences. While still a recent pillar for Planisware, it represented 20% of 2024 total revenue. Supported by the successful roll-out of offerings in North America, PC&E grew by +35.6%.
    • IT Governance & Digital Transformation (“IT&DT)** helps IT teams across all sectors develop comprehensive solutions to automate IT portfolio management, accelerate digital transformation and simplify IT architecture. IT&DT represented 18% of 2024 total revenue and grew by +20.1%, fueled by continuous cross-sell to Planisware clients needing to accelerate their digital transformation.
    • Project Business Automation (“PBA”) supports companies in all industries that seek to increase their revenue-based projects and enhance their operating results through automated processes. Due to a more recent entry of Planisware in the market relating to this pillar, PBA represented only 9% of 2024 total revenue and was up by +17.0% thanks to new customer wins and cross-selling.

    Commercial dynamic

    In 2024, despite elongated sales cycles, Planisware welcomed a significant number of new clients from a wide range of industries, further diversifying its customer base and solidifying its position as a trusted partner for organizations of all sizes. Revenue growth is driven both by contracts with new customers and the expansion of Planisware’s solutions and services within its existing customer base.

    In 2024, Planisware’s customer loyalty remained high, as translated in the 121% Net Retention Rate* (NRR), reflecting Planisware ability to grow within its installed base. At 2.2% of revenue, 2024 churn rate* remained low thanks to Planisware’ ability to leverage strong product capabilities and high industry recognition, resulting in high customer loyalty.

    FY 2024 key financial figures

    In € million FY 2024 FY 2023 Variation
    YoY
    Total revenue 183.4 156.4 +17.3%
    Cost of sales -50.1 -45.1 +11.1%
    Gross profit 133.3 111.3 +19.8%
    Gross margin 72.7% 71.2% +150 bps
    Operating expenses -81.5 -68.4 +19.1%
    Current operating profit 51.8 42.9 +20.8%
    Other operating income & expenses -5.7 3.0  
    Share of profit of equity-accounted investees**              – 0.3 -100.0%
    Operating profit 46.1 46.2 -0.1%
    Profit for the period 42.7 41.8 +2.1%
           
    Adjusted EBITDA* 64.6 52.2 +23.7%
    Adjusted EBITDA margin* 35.2% 33.4% +180 bps
           
    Adjusted FCF* 54.6 43.8 +24.5%
    Cash Conversion Rate* 84.5% 84.0% +60 bps
    Net cash position* 176.1 142.6 +23.5%

    * Net of tax
    ** Non-IFRS measure. Non-IFRS measures included in this document are defined in the disclaimer at the end of this document

    Gross profit

    Cost of sales increased by €+5.0 million (or +11.1%) year-on-year to € 50.1 million. As a percentage of revenue, cost of sales decreased by -150 basis points thanks to a continued strict monitoring of costs, in particular with respect to recruitment, and the internalization of outsourced services.

    This enabled Planisware to deliver a € 133.3 million gross profit (+19.8% year-on-year), representing a 72.7% gross margin, a significant improvement of c. +150 basis points compared to 71.2% in 2023.

    Operating profit

    R&D expenses, consisting primarily of staff expenses directly associated with R&D teams, as well as amortization of capitalized development costs and the benefits from the French research tax credit, reached € 22.2 million and represented 12% of revenue compared to 13% in 2023. While Planisware intends to maintain a high level of R&D spending, the R&D efficiency improves thanks to the deployment of AI tools, boosting the Group’s ability to leverage its R&D efforts to provide innovative products and software solutions, expand its offering portfolio and promote its offerings in the project management market. In 2024, capitalized development costs amounted to € 2.5 million, +21.9% compared to € 2.0 million in 2023.

    Reaching € 33.3 million in 2024 (18% of revenue), Sales & marketing expenses increased by +23.1% compared to 2023, led in particular by the increase in employee-related costs in the salesforce and marketing team. Sales & marketing expenses are expected to increase in absolute amounts in the future as Planisware plans on strengthening its leading market position.

    Representing 14% of revenue in 2024, as in 2023, General & administrative expenses reached € 26.0 million. Planisware continued to strengthen its global support functions to contribute to the growth of the business and the international expansion of the Group. Planisware expects that, as the Company continues to scale up in the future, General & administrative expenses will slightly decrease as a percentage of revenue.

    As a result, current operating profit reached € 51.8 million in 2024, up by +20.8% compared to 2023.

    Other operating income & expenses amounted to a net expense of € 5.7 million related to IPO costs.

    As a results of the above, operating profit reached € 46.1 million in 2024, stable compared to € 46.2 million in 2023, which benefited from € 7.5 million non-taxable gains on remeasurement at fair value of investments in associates.

    Adjusted EBITDA

    Adjusted EBITDA** reached € 64.6 million, a strong increase compared to 2023 (€+12.4 million, or +23.7%). It represented 35.2% of 2024 revenue, c. +180 basis points compared to 33.4% in 2023. The increase of adjusted EBITDA reflects the revenue growth, a positive mix effect, and further efficiency gains on employee-related costs, in particular on R&D spending benefitting from increased usage of AI tools.

    Profit for the period and dividend

    Reaching € 5.4 million in 2024, financial income significantly increased compared to € 2.5 million in 2023. This was primarily driven by income from time deposits and realized and unrealized gains on marketable securities, as well as foreign exchange gains and losses arising from the revaluation at closing rates of cash and cash equivalents held in foreign currencies.

    Income tax expense amounted to € 8.8 million in 2024, up by +27.8% compared to € 6.9 million in 2023, in line with taxable profit increase.

    As a result of these evolutions, profit for the period reached € 42.7 million in 2024, up by +2.1% compared to 2023.

    Finally, subject to the approval of the Annual General Meeting of the Company’s shareholders and effective approbation of 2024 consolidated financial statements by the Board of directors, and in line with its historical dividend distribution, the Group will pay a dividend representing 50% of its profit for the period. This would represent € 21.4 million or € 0.31 per share.

    Cash generation and net cash position

    Reflecting the growth of subscription contracts billed in advance of the services rendered, change in working capital was €+2.5 million, compared to €+3.6 million in 2023 which benefited from a catch-up effect form negative change in 2022. Capital expenditures totaled € 5.5 million, representing 3.0% of revenue, compared to € 4.9 million in 2023 (3.1% of revenue), in line with the usual c. 3% level targeted. Tax paid in 2024 was € 8.4 million compared to € 7.5 million in 2023.

    As a result, Cash Conversion Rate* reached 84.5%, above the 80% level that the Group considers being the normative Cash Conversion Rate for the coming years, and adjusted Free Cash Flow* totaled € 54.6 million, +24.5% compared to € 43.8 million in 2023.

    As of December 31, 2024, except for lease liabilities related to offices and datacenter facilities which amounted to € 17.0 million (€ 14.9 million as of December 31, 2023) and small amounts of bank overdrafts, Planisware did not have any financial debt. As a result, the Group’s net cash position* as of December 31, 2024 amounted to € 176.1 million, compared to € 142.6 million as of December 31, 2023.

    2025 objectives

    Taking into account its strong commercial pipeline on one hand and uncertainties in the timing of contract starts and the evolution of sales cycle length on the other hand, Planisware’s 2025 objectives are:

    • Mid-to-high teens revenue growth in constant currencies
    • c. 35% adjusted EBITDA margin*
    • Cash Conversion Rate* of c. 80%

    Appendices

    Q4 2024 revenue by revenue stream

    In € million Q4 2024 Q4 2023 Variation
    YoY    		 Variation
    in cc*
    Recurring revenue 44.7 38.3 +16.7% +16.2%
    SaaS & Hosting 22.4 17.9 +25.3% +24.8%
    Annual licences 1.1 – N/A N/A
    Evolutive support 12.8 12.2 +5.0% +4.6%
    Subscription support 3.4 3.1 +9.8% +9.0%
    Maintenance 5.0 5.1 -2.5% -2.8%
    Non-recurring revenue 5.2 5.8 -11.2% -11.5%
    Perpetual licenses 1.3 2.1 -36.4% -36.7%
    Implementation & others non-recurring 3.8 3.7 +3.1% +2.8%
    Total revenue 49.9 44.1 +13.0% +12.5%

    * Revenue evolution in constant currencies, i.e. at Q4 2023 average exchange rates

    Non-IFRS measures reconciliations

    In € million FY 2024 FY 2023
    Current operating profit after share of profit of equity-accounted investee 51.8 43.2
    Depreciation and amortization of intangible, tangible and right-of-use assets 7.7 7.2
    Share-based payments 5.1 1.9
    Adjusted EBITDA** 64.6 52.2
    In € million FY 2024 FY 2023
    Net cash from operating activities 59.0 47.3
    Capital expenditures -5.5 -4.9
    Other finance income/costs -4.7 -2.8
    IPO costs paid 5.7 4.2
    Adjusted Free Cash Flow** 54.6 43.8

    ** Non-IFRS measure. Non-IFRS measures included in this document are defined in the disclaimer at the end of this document

    FY 2024 revenue Investors & Analysts conference call

    Planisware’s management team will host an international conference call on February 27, 2025 at 8:00am CET to details FY 2024 performance and key achievements, by means of a presentation followed by a Q&A session. The webcast and its subsequent replay will be available on planisware.com.

    Upcoming event

    • April 29, 2025:                 Q1 2025 revenue publication
    • June 19, 2025:                 Annual General Meeting of shareholders
    • July 31, 2025:                 H1 2025 results publication
    • October 21, 2025:         Q3 2025 revenue publication

    Contact

    About Planisware

    Planisware is a leading business-to-business (“B2B”) provider of Software-as-a-Service (“SaaS”) in the rapidly growing Project Economy. Planisware’s mission is to provide solutions that help organizations transform how they strategize, plan and deliver their projects, project portfolios, programs and products.

    With circa 750 employees across 16 offices, Planisware operates at significant scale serving around 600 organizational clients in a wide range of verticals and functions across more than 30 countries worldwide. Planisware’s clients include large international companies, medium-sized businesses and public sector entities.

    Planisware is listed on the regulated market of Euronext Paris (Compartment A, ISIN code FR001400PFU4, ticker symbol “PLNW”).

    For more information, visit: https://planisware.com/ and connect with Planisware on LinkedIn.

    Disclaimer

    The primary financial statements for the year ended December 31, 2024 were approved by the Board of Directors on February 26, 2025. The audit procedures and verifications related to the information contained in the sustainability report are in progress. The full consolidated financial statements will be published on completion of these procedures.

    Forward-looking statements

    This document contains statements regarding the prospects and growth strategies of Planisware. These statements are sometimes identified by the use of the future or conditional tense, or by the use of forward-looking terms such as “considers”, “envisages”, “believes”, “aims”, “expects”, “intends”, “should”, “anticipates”, “estimates”, “thinks”, “wishes” and “might”, or, if applicable, the negative form of such terms and similar expressions or similar terminology. Such information is not historical in nature and should not be interpreted as a guarantee of future performance. Such information is based on data, assumptions, and estimates that Planisware considers reasonable. Such information is subject to change or modification based on uncertainties in the economic, financial, competitive or regulatory environments.

    This information includes statements relating to Planisware’s intentions, estimates and targets with respect to its markets, strategies, growth, results of operations, financial situation and liquidity. Planisware’s forward-looking statements speak only as of the date of this document. Absent any applicable legal or regulatory requirements, Planisware expressly disclaims any obligation to release any updates to any forward-looking statements contained in this document to reflect any change in its expectations or any change in events, conditions or circumstances, on which any forward-looking statement contained in this document is based. Planisware operates in a competitive and rapidly evolving environment; it is therefore unable to anticipate all risks, uncertainties or other factors that may affect its business, their potential impact on its business or the extent to which the occurrence of a risk or combination of risks could have significantly different results from those set out in any forward-looking statements, it being noted that such forward-looking statements do not constitute a guarantee of actual results.

    Rounded figures

    Certain numerical figures and data presented in this document (including financial data presented in millions or thousands and certain percentages) have been subject to rounding adjustments and, as a result, the corresponding totals in this document may vary slightly from the actual arithmetic totals of such information.

    Variation in constant currencies

    Variation in constant currencies represent figures based on constant exchange rates using as a base those used in the prior year. As a result, such figures may vary slightly from actual results based on current exchange rates.

    Non-IFRS measures

    This document includes certain unaudited measures and ratios of the Group’s financial or non-financial performance (the “non-IFRS measures”), such as “recurring revenue”, “non-recurring revenue”, “gross margin”, “Adjusted EBITDA”, “Adjusted EBITDA margin”, “Adjusted Free Cash Flow”, “cash conversion rate”, “Net cash position”, “churn rate” and “Net Retention Rate” (or “NRR”). Non-IFRS financial information may exclude certain items contained in the nearest IFRS financial measure or include certain non-IFRS components. Readers should not consider items which are not recognized measurements under IFRS as alternatives to the applicable measurements under IFRS. These measures have limitations as analytical tools and readers should not treat them as substitutes for IFRS measures. In particular, readers should not consider such measurements of the Group’s financial performance or liquidity as an alternative to profit for the period, operating income or other performance measures derived in accordance with IFRS or as an alternative to cash flow from (used in) operating activities as a measurement of the Group’s liquidity. Other companies with activities similar to or different from those of the Group could calculate non-IFRS measures differently from the calculations adopted by the Group.

    Non-IFRS measures included in this document are defined as follows:

    • Adjusted EBITDA is calculated as Current operating profit including share of profit of equity-accounted investees, plus amortization and depreciation as well as impairment of intangible assets and property, plant and equipment, plus either non-recurring items or non-operating items.
    • Adjusted EBITDA margin is the ratio of Adjusted EBITDA to total revenue.
    • Adjusted FCF (Free Cash Flow) is calculated as cash flows from operating activities, plus IPO costs paid, if any, less other financial income and expenses classified as operating activities in the cash-flow statement, and less net cash relating to capital expenditures.
    • Cash Conversion Rate is defined as Adjusted FCF divided by Adjusted EBITDA. Planisware considers Cash Conversion Rate to be a meaningful financial measure to assess and compare the Group’s capital intensity and efficiency.
    • Net cash position is defined as Cash minus indebtedness excluding lease liabilities.
    • Net Retention Rate (NRR) is the percentage of recurring revenue generated in a given year compared to the prior year by customers’ existing in the prior year, excluding terminated contracts, in constant currency.
    • Churn rate is defined as percentage of recurring revenue generated in year N-1, by customers terminating in year N, compared to recurring revenues generated by clients existing at the start of year N, in constant currency.

    1 Non-IFRS measure. Non-IFRS measures included in this document are defined in the disclaimer at the end of this document.

    Attachment

    The MIL Network –

  • MIL-Evening Report: Why does music make us feel things?

    Source: The Conversation (Au and NZ) – By Katrina McFerran, Professor and Head of Creative Arts and Music Therapy Research Unit; Director of Researcher Development Unit, The University of Melbourne

    Al Cruz/Unsplash

    Imagine a scene from the movie Jaws, with the great white shark closing in on another helpless victim. The iconic semi-tone pattern builds and your heartbeat rises with it; the suspense pulls you further to the edge of your seat.

    Now picture that scene without the score. Much of the tension evaporates.

    Maybe it’s a heartfelt pop ballad or a suspenseful soundtrack. If you are my age, it might be the Friends theme song, forever associated with the (largely unfulfilled) hope for sharing apartments with mates and growing old together in a blissful acceptance of one another’s limitations. Music is a powerful force to induce and pre-empt all kinds of emotions in us.

    But how do so many different combinations of rhythm, harmony and melody trigger such profound reactions?

    The categorical approach

    Swedish music psychology researcher Patrik Juslin proposed the most popular explanation of music’s ability to trigger emotion.

    He identified eight key mechanisms under the acronym BRECVEMA. The categories begin with more fundamental connections:

    Brain stem reflexes – maybe a movie jumpscare moment or another sudden, frightening sound triggering a pre-conscious response. Evolution programmed these reactions into the brain over thousands of years in order to influence arousal levels and initiate the necessary emotional response.

    Rhythmic entrainment, like the tendency to tap your foot to the beat; the benefits of moving in time together have been critical to human survival and evolution.

    Then, the listings become increasingly complex:

    Evaluative conditioning in the fashion of Pavlov’s dog. After years of watching and cultural references, we hear the Jaws music and automatically feel tense.

    The contagion effect, wherein we feel the emotions we perceive in the music. Lyrics aren’t necessary; the Peanuts cartoon’s signature tune, for example, strongly conveys childhood wonder and freedom without any words.

    The visual imagery many people experience when listening to music, imagery which is often tied to some deep emotion.

    Episodic memories, when hearing certain music brings up recollections of a past event. Music therapists can monitor the emotional reactions people have when unexpectedly reminded of particular situations, be they positive, negative or both. The therapists then use their expertise to support people in processing these resulting emotions.

    From there, Juslin’s model gets more technical and music theory-based:

    Musical expectancy, when we anticipate the resolution of a chord or phrase. This is something you might feel rather than consciously notice. Take My Heart Will Go On: a delicate tension builds through the chorus, before finally resolving as Celine Dion sings the final line of the section and listeners are put to ease.

    Aesthetic judgements, closely related to the ways we experience pleasure, are our personal emotional responses to how beautiful (or not) we consider a piece of music.



    Read more:
    Different songs for different days: why it’s important to actively choose the music for your mood

    It makes sense that a theory using the brain to explain otherwise indescribable relationships would be popular. It provides a level of objectivity to what is, in essence, a purely subjective and non-generalisable experience.

    Celine Dion keeps listeners on tenterhooks before the chorus comes to a beautifully satisfying resolution.

    Is it just about neurological pathways?

    Evolutionary theories suggest music and emotions are connected because of the inherent musicality we are each born with, essential to our ability to develop relationships and flourish.

    Parent-infant interactions often have musical aspects to them, described as:

    • pulse, a shared tempo, where infant and carer move in time together and synchronise to one underlying beat

    • quality, the character and melodic interplay of voices and movements, mirroring one another in dynamics and timbre

    • narrative, the tendency for the same phrases, gestures and movements to be repeated on the same pitch and pace over time.

    When responding to musical sounds, babies are also able to recognise musical phrases even when they start on a different note.

    Subsequently, however, other learning and our limited brain capacity mean this ability is buried deep, so it rarely translates to perfect pitch or other forms of music theory knowledge that underpin Mozart-like genius.

    A mother, laying on a bed, holds her smiling baby up on her chest.
    All of us are born with an inherent musicality.
    FamVeld/Shutterstock

    This baby-talk theory may be the most intimate and emotion-based explanation for why music affects us so strongly – it was designed to enhance our emotional bonds with others. When adults coo and dance with babies, they are being musical, meaning emotional reactions to music are implicit in human nature.

    Cognitive developmental theorists like Steven Pinker have opinions firmly in contrast to this. Pinker calls music “evolutionary cheesecake”, functioning only to tickle the senses and serving no evolutionary purpose.

    Pleasure for purpose

    Cultures across the world have long acknowledged the healing power of music.

    Sound healing practitioners in India and China, for example, point to ancient traditions of healing and draw correlations between recovery from illness and certain tones, scales and chants. Some suggest the vibrations of different tones can serve specific purposes.

    In the West, the idea of emotional differences between major and minor scales still has public traction even though its academic credibility hasn’t really extended in the past 100 years.

    None of these concepts have been used in the modern practice of music therapy, but they do reflect assumptions many people hold about how music works.

    Instead, a fundamental principle of music therapy is based on how each person’s unique connections with music shapes their emotional reactions. What moves your sibling to tears might leave you cold, for example. It always depends on a range of conditions – historical, cultural and personal.

    Cultural upbringing, simple song-like phrases from infancy and our own unique musical preferences and behaviours all shape these connections. They’re powerful, but they sure ain’t simple.

    The Conversation

    Katrina McFerran has received funding from the Australian Research Council to investigate music and emotions. She is affiliated with the Australian Music Therapy Association.

    – ref. Why does music make us feel things? – https://theconversation.com/why-does-music-make-us-feel-things-250756

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: What’s the difference between burnout and depression?

    Source: The Conversation (Au and NZ) – By Gordon Parker, Scientia Professor of Psychiatry, UNSW Sydney

    Yuri A/Shutterstock

    If your summer holiday already feels like a distant memory, you’re not alone. Burnout – a state of emotional, physical and mental exhaustion following prolonged stress – has been described in workplaces since a 5th century monastery in Egypt.

    Burnout and depression can look similar and are relatively common conditions. It’s estimated that 30% of the Australian workforce is feeling some level of burnout, while almost 20% of Australians are diagnosed with depression at some point in their lives.

    So what’s the difference between burnout and depression?

    Depression is marked by helplessness and burnout by hopelessness. They can have different causes and should also be managed differently.

    What is burnout?

    The World Health Organization defines burnout as an “occupational phenomenon” resulting from excessively demanding workload pressures. While it is typically associated with the workplace, carers of children or elderly parents with demanding needs are also at risk.

    Our research created a set of burnout symptoms we captured in the Sydney Burnout Measure to assist self-diagnosis and clinicians undertaking assessments. They include:

    • exhaustion as the primary symptom

    • brain fog (poor concentration and memory)

    • difficulty finding pleasure in anything

    • social withdrawal

    • an unsettled mood (feeling anxious and irritable)

    • impaired work performance (this may be result of other symptoms such as fatigue).

    People can develop a “burning out” phase after intense work demands over only a week or two. A “burnout” stage usually follows years of unrelenting work pressure.

    What is depression?

    A depressive episode involves a drop in self-worth, increase in self-criticism and feelings of wanting to give up. Not everyone with these symptoms will have clinical depression, which requires a diagnosis and has an additional set of symptoms.

    Clinically diagnosed depression can vary by mood, how long it lasts and whether it comes back. There are two types of clinical depression:

    1. melancholic depression has genetic causes, with episodes largely coming “out of the blue”

    2. non-melancholic depression is caused by environmental factors, often triggered by significant life events which cause a drop in self-worth.

    When we created our burnout measure, we compared burnout symptoms with these two types of depression.

    Burnout shares some features with melancholic depression, but they tend to be general symptoms, such as feeling a loss of pleasure, energy and concentration skills.

    We found there were more similarities between burnout and non-melancholic (environmental) depression. This included a lack of motivation and difficulties sleeping or being cheered up, perhaps reflecting the fact both have environmental causes.

    Looking for the root cause

    The differences between burnout and depression become clearer when we look at why they happen.

    Personality comes into play. Our work suggests a trait like perfectionism puts people at a much higher risk of burnout. But they may be less likely to become depressed as they tend to avoid stressful events and keep things under control.

    Excessive workloads can contribute to burnout.
    tartanparty/Shutterstock

    Those with burnout generally feel overwhelmed by demands or deadlines they can’t meet, creating a sense of helplessness.

    On the other hand, those with depression report lowered self-esteem. So rather than helpless they feel that they and their future is hopeless.

    However it is not uncommon for someone to experience both burnout and depression at once. For example, a boss may place excessive work demands on an employee, putting them at risk of burnout. At the same time, the employer may also humiliate that employee and contribute to an episode of non-melancholic depression.

    What can you do?

    A principal strategy in managing burnout is identifying the contributing stressors. For many people, this is the workplace. Taking a break, even a short one, or scheduling some time off can help.

    Australians now have the right to disconnect, meaning they don’t have to answer work phone calls or emails after hours. Setting boundaries can help separate home and work life.



    Read more:
    Australians now have the right to disconnect – but how workplaces react will be crucial

    Burnout can be also be caused by compromised work roles, work insecurity or inequity. More broadly, a dictatorial organisational structure can make employees feel devalued. In the workplace, environmental factors, such as excessive noise, can be a contributor. Addressing these factors can help prevent burnout.

    As for managing symptoms, the monks had the right idea. Strenuous exercise, meditation and mindfulness are effective ways to deal with everyday stress.

    Regular exercise can help manage symptoms of burnout.
    alexei_tm/Shutterstock

    Deeper contributing factors, including traits such as perfectionism, should be managed by a skilled clinical psychologist.

    For melancholic depression, clinicians will often recommend antidepressant medication.

    For non-melancholic depression, clinicians will help address and manage triggers that are the root cause. Others will benefit from antidepressants or formal psychotherapy.

    While misdiagnosis between depression and burnout can occur, burnout can mimic other medical conditions such as anemia or hypothyroidism.

    For the right diagnosis, it’s best to speak to your doctor or clinician who should seek to obtain a sense of “the whole picture”. Only then, once a burnout diagnsois has been affirmed and other possible causes ruled out, should effective support strategies be put in place.

    If this article has raised issues for you, or if you’re concerned about someone you know, call Lifeline on 13 11 14.

    Gordon Parker receives funding from the University of of NSW.

    – ref. What’s the difference between burnout and depression? – https://theconversation.com/whats-the-difference-between-burnout-and-depression-250043

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI Global: What’s the difference between burnout and depression?

    Source: The Conversation – Global Perspectives – By Gordon Parker, Scientia Professor of Psychiatry, UNSW Sydney

    Yuri A/Shutterstock

    If your summer holiday already feels like a distant memory, you’re not alone. Burnout – a state of emotional, physical and mental exhaustion following prolonged stress – has been described in workplaces since a 5th century monastery in Egypt.

    Burnout and depression can look similar and are relatively common conditions. It’s estimated that 30% of the Australian workforce is feeling some level of burnout, while almost 20% of Australians are diagnosed with depression at some point in their lives.

    So what’s the difference between burnout and depression?

    Depression is marked by helplessness and burnout by hopelessness. They can have different causes and should also be managed differently.

    What is burnout?

    The World Health Organization defines burnout as an “occupational phenomenon” resulting from excessively demanding workload pressures. While it is typically associated with the workplace, carers of children or elderly parents with demanding needs are also at risk.

    Our research created a set of burnout symptoms we captured in the Sydney Burnout Measure to assist self-diagnosis and clinicians undertaking assessments. They include:

    • exhaustion as the primary symptom

    • brain fog (poor concentration and memory)

    • difficulty finding pleasure in anything

    • social withdrawal

    • an unsettled mood (feeling anxious and irritable)

    • impaired work performance (this may be result of other symptoms such as fatigue).

    People can develop a “burning out” phase after intense work demands over only a week or two. A “burnout” stage usually follows years of unrelenting work pressure.

    What is depression?

    A depressive episode involves a drop in self-worth, increase in self-criticism and feelings of wanting to give up. Not everyone with these symptoms will have clinical depression, which requires a diagnosis and has an additional set of symptoms.

    Clinically diagnosed depression can vary by mood, how long it lasts and whether it comes back. There are two types of clinical depression:

    1. melancholic depression has genetic causes, with episodes largely coming “out of the blue”

    2. non-melancholic depression is caused by environmental factors, often triggered by significant life events which cause a drop in self-worth.

    When we created our burnout measure, we compared burnout symptoms with these two types of depression.

    Burnout shares some features with melancholic depression, but they tend to be general symptoms, such as feeling a loss of pleasure, energy and concentration skills.

    We found there were more similarities between burnout and non-melancholic (environmental) depression. This included a lack of motivation and difficulties sleeping or being cheered up, perhaps reflecting the fact both have environmental causes.

    Looking for the root cause

    The differences between burnout and depression become clearer when we look at why they happen.

    Personality comes into play. Our work suggests a trait like perfectionism puts people at a much higher risk of burnout. But they may be less likely to become depressed as they tend to avoid stressful events and keep things under control.

    Excessive workloads can contribute to burnout.
    tartanparty/Shutterstock

    Those with burnout generally feel overwhelmed by demands or deadlines they can’t meet, creating a sense of helplessness.

    On the other hand, those with depression report lowered self-esteem. So rather than helpless they feel that they and their future is hopeless.

    However it is not uncommon for someone to experience both burnout and depression at once. For example, a boss may place excessive work demands on an employee, putting them at risk of burnout. At the same time, the employer may also humiliate that employee and contribute to an episode of non-melancholic depression.

    What can you do?

    A principal strategy in managing burnout is identifying the contributing stressors. For many people, this is the workplace. Taking a break, even a short one, or scheduling some time off can help.

    Australians now have the right to disconnect, meaning they don’t have to answer work phone calls or emails after hours. Setting boundaries can help separate home and work life.



    Read more:
    Australians now have the right to disconnect – but how workplaces react will be crucial

    Burnout can be also be caused by compromised work roles, work insecurity or inequity. More broadly, a dictatorial organisational structure can make employees feel devalued. In the workplace, environmental factors, such as excessive noise, can be a contributor. Addressing these factors can help prevent burnout.

    As for managing symptoms, the monks had the right idea. Strenuous exercise, meditation and mindfulness are effective ways to deal with everyday stress.

    Regular exercise can help manage symptoms of burnout.
    alexei_tm/Shutterstock

    Deeper contributing factors, including traits such as perfectionism, should be managed by a skilled clinical psychologist.

    For melancholic depression, clinicians will often recommend antidepressant medication.

    For non-melancholic depression, clinicians will help address and manage triggers that are the root cause. Others will benefit from antidepressants or formal psychotherapy.

    While misdiagnosis between depression and burnout can occur, burnout can mimic other medical conditions such as anemia or hypothyroidism.

    For the right diagnosis, it’s best to speak to your doctor or clinician who should seek to obtain a sense of “the whole picture”. Only then, once a burnout diagnsois has been affirmed and other possible causes ruled out, should effective support strategies be put in place.

    If this article has raised issues for you, or if you’re concerned about someone you know, call Lifeline on 13 11 14.

    Gordon Parker receives funding from the University of of NSW.

    – ref. What’s the difference between burnout and depression? – https://theconversation.com/whats-the-difference-between-burnout-and-depression-250043

    MIL OSI – Global Reports –

  • MIL-Evening Report: Head lice are getting harder to kill. Here’s how to break the nit cycle

    Source: The Conversation (Au and NZ) – By Cameron Webb, Clinical Associate Professor and Principal Hospital Scientist, University of Sydney

    DGLimages/Shutterstock

    Wrangling head lice, and the children they infest, must be up there with the most challenging duties a parent or carer has to face.

    And the job is getting harder. Commonly used chemical products aren’t working as well as they once did, meaning head lice are harder to kill.

    You can still rid your children of lice – but it’s likely to take some patience and persistence.

    Remind me, what are head lice? And nits?

    Head lice are tiny six-legged insects that are only found in the hair on a human’s head – most commonly in the hair of primary school-aged children.

    Head lice have been a constant companion for humans throughout their millions of years of evolution.

    Lice love living in our hair. But they scoot down to our scalp up to a half dozen times a day to drink our blood.

    Their claws are perfectly designed to scuttle up and down shafts of hair. But while they’re nimble on our hair, once they’re off, they don’t last long –they’re clumsy, uncoordinated and die quickly.

    The term “nits” actually describes the eggs of head lice. They’re often the first sign of an infestation. And with one louse laying more than 100 in their month-long lifespan, there can be a lot of them.

    Head lice live for around a month.
    logika600/Shutterstock

    Can they spread diseases?

    No. Head lice are annoying and their bites may cause skin reactions. But Australian health authorities don’t consider lice a health risk. There is no evidence that head lice can spread pathogens that cause disease.

    The stigma of head lice infestations can be greater than any direct health consequences for infested children.

    Why do my children always pick up lice?

    From child care through to primary school, it’s likely your child has had a head lice infestation at least once. One Australian study found the infestation rate in Australian classrooms ranged from no cases to 72% of children affected.

    Girls are more likely to be carry head lice than boys. Long hair means it’s easier for the head lice to hitch a ride.

    One study found that in some classrooms, almost three in four children had head lice.
    CDC/Unsplash

    Head lice don’t jump or fly, they move from head to head via direct contact.

    Head lice come home with your children because they spend time in close contact with other children, hugging, playing or crowding around books or screens. Any head-to-head contact is a pathway of infections.

    Rules differ slightly between states but in New South Wales and Queensland, children don’t need to be kept home from school because of head lice.

    How can I keep my home free of head lice?

    Keeping the house clean and tidy won’t keep head lice away. They don’t care how clean your bed sheets and towels are, or how frequently you vacuum carpets and rugs.

    There may be a risk of head lice transfer on shared pillows, but even that risk is low.

    There’s no need to change the child’s or other family member’s bedding when you find lice in a child’s hair. Research-based recommendations from NSW Health are that “bed linen, hats, clothing and furniture do not harbour or transmit lice or nits and that there is no benefit in washing them as a treatment option”.

    I’ve used nit solution. Why isn’t it working?

    A wide range of products are available at your local pharmacy to treat head lice. Australia’s Therapeutic Goods Administration assesses products to ensure that they are both safe and effective.

    The problem is that most of these products are insecticides that kill the lice on contact but may not kill the eggs.

    Also, if treatments aren’t completed as directed on product labels, some head lice won’t be killed.

    Head lice also seem to be fighting back against the chemicals we’ve been using against them and it’s getting harder to clear children of infestations.

    So how can you get rid of them?

    You’ll need conditioner and a nit comb.
    riopatuca/Shutterstock

    Don’t expect any miracle cures but health authorities in Australia generally recommend the “conditioner and comb” or “wet comb” method. This means you physically remove the lice without the need for chemical applications.

    There are three key steps:

    1. immobilise the lice by applying hair conditioner to the child’s damp hair and leaving it there for around 20 minutes

    2. systematically comb through the hair using a fine toothed “lice comb”. The conditioner and lice can be wiped off on paper towels or tissues. Only adult lice will be collected but don’t worry, we’ll deal with the eggs later

    3. repeat the process twice, about a week apart, to break the life cycle of the head lice.

    Repeating the process after a week allows the remaining eggs to hatch. It sounds counter-intuitive but by letting them hatch, the young lice are easier to remove than the eggs. You just need to remove them before they start laying a fresh batch of eggs and the infestation continues.

    While children are much more likely to have head lice, the reality is that everyone in the household is just as likely to host a head louse or two. You don’t necessarily need everyone to have a treatment but “grown ups” should be on the lookout for lice too.

    Cameron Webb and the Department of Medical Entomology, NSW Health Pathology and University of Sydney, have been engaged by a wide range of insect repellent and insecticide manufacturers to provide testing of products and provide expert advice on medically important arthropods. Cameron has also received funding from local, state and federal agencies to undertake research into various aspects of management of various medically important arthropods.

    – ref. Head lice are getting harder to kill. Here’s how to break the nit cycle – https://theconversation.com/head-lice-are-getting-harder-to-kill-heres-how-to-break-the-nit-cycle-250397

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI China: 34 new species discovered in Wuyishan National Park

    Source: China State Council Information Office 2

    A three-year biological survey in Wuyishan National Park, a UNESCO natural and cultural heritage site in southeastern China, has yielded the discovery of 34 new species, including plants, insects and fungi, experts said.
    The park, located in the subtropical region spanning Fujian and Jiangxi provinces, provides a diverse range of environments suitable for wildlife and plants.
    The baseline survey, launched in April 2021, covered more than 100,000 hectares of the park’s Fujian section. In addition to the 34 new species, 10 species were newly recorded in China.
    The survey focused on various ecosystems and biological groups, including higher plants, terrestrial vertebrates, amphibians, aquatic organisms, insects and microorganisms, said Cai Bin, an engineer from the park’s scientific research and monitoring center.
    More than 100 experts and scholars from over 20 universities and research institutes participated.
    One of the key discoveries was the Wuyi forest frog. Wu Yanqing, a deputy researcher from the College of Life and Environmental Science at Wenzhou University in Zhejiang province, found the new amphibian.
    “The identification of this new vertebrate species was unexpected, as many domestic and international experts had previously visited the area for specimen collection in the last century, leading to the publication of many model animals,” Wu said.
    After noticing subtle differences in the frog’s appearance compared to other forest frogs, Wu’s discovery was confirmed through DNA molecular identification in the lab.
    “Due to the high altitudes and geographical isolation, amphibious reptiles evolve more rapidly during the process of species differentiation,” Wu explained. “Advancements in scientific research and monitoring have also played a crucial role in this discovery.”
    Among the 34 new species, 14 are types of flies. Li Meilin, a doctoral candidate from the College of Plant Protection at China Agricultural University in Beijing, discovered nine new species of Empididae, also known as dance flies.
    “Dance flies are named for their unique light and agile flight patterns, which resemble dancing,” Li said.
    “These flies are harmless to humans and do not spread diseases,” the doctoral student added. “They feed on pests and pollinate flowers.”
    Li emphasized that dance flies require specific environmental conditions to survive and reproduce, including adequate soil, plant coverage, water and biodiversity.
    “Wuyishan National Park provides an ideal habitat for these sensitive species,” Li said.
    Wu noted, “The park’s well-preserved environment is key to the discovery of new species. Some species may have existed for millions of years but went extinct before we could document them due to environmental pollution or habitat disruption.”
    The baseline survey deepens the understanding of Wuyishan National Park’s wildlife and enhances the park’s conservation and management capabilities. The park plans to install an integrated monitoring system to further safeguard its natural resources, Cai said.

    MIL OSI China News –

  • MIL-OSI Submissions: Tech – Bridgetown Research raises $19M from Lightspeed and Accel to deploy AI business research agents

    Source: Stockwood Strategy

    Bridgetown Research is building the first AI agents focussed on research and analysis using primary and secondary data for verticals including private equity, consulting and strategy

    Seattle, Washington – February 26, 2025: Strategic business decisions have traditionally been expensive and slow for a fundamental reason: they don’t happen enough. This means companies lack both historical data to learn from and experts who have seen enough similar cases. Bridgetown Research is changing that. Today, the AI decision science startup announced $19 million in Series A funding led by Lightspeed and Accel, with participation from a leading research university.
     
    Bridgetown Research has developed AI agents that autonomously execute research. Most notable amongst these agents are voice bots trained to recruit and interview industry experts, gathering primary data that can be analyzed alongside alternative data sourced from their partners.
     
    Founded by Harsh Sahai, who previously led machine learning teams at Amazon before leading strategy engagements at McKinsey & Co., Bridgetown Research was born from a simple observation: the majority of business analyses are a permutation of a small number of automatable tasks. The founding team, comprising former professionals from McKinsey, Bain, Amazon, and leading tech startups, brings together extensive experience across strategy consulting and technology.
     
    “We are excited to be a catalyst for change. We are working with multiple private equity firms, management consulting firms, and corporate teams to help make strategic decisions better and faster. This in turn is driving up demand for advisory and information services downstream. We enable $10+ of advisory and information services revenue for every $1 we make. Together with leading institutions, we’re building something bigger than ourselves—an ecosystem where everyone thrives,” commented Harsh Sahai, CEO & founder of Bridgetown Research.
     
    While many AI solutions focus on searching and summarizing information using LLMs, real world business decisions require much more than synthesising the open web. They need proprietary data such as primary data from experts and customer surveys, along with frameworks to understand markets, what Harsh Sahai calls “ontologies”. Moreover, outputs need to be repeatable and auditable for a business to use them to make decisions with tens of millions of dollars at stake. Bridgetown Research is the only player using agents to gather primary data and systematically find patterns in it to generate original insights.
    “AI is causing widespread disruptions across many enterprise functions, and Bridgetown Research is riding that wave by assisting executives in making important strategic decisions. We are pleased to see Bridgetown serving several marquee customers, with users likening its platform to having a team of top-tier consultants at their fingertips. We are excited to partner with Harsh, who, with his background as an ace AI research scientist turned management consultant, blends a unique combination of skills and insight needed to imagine this whole new category of applied AI,” said Anagh Prasad, Investor at Accel.

    Bridgetown Research started with a focus on private equity deal screening diligence. Multiple top-tier PE & VC firms already use Bridgetown Research for deal screening and deeper commercial diligence. They’re able to screen their pipeline much faster with initial analysis taking 24 hours instead of weeks without Bridgetown enabling teams to focus on actual decision making instead of research and analysis. For other customers Bridgetown has enabled voice of customer conversations that cover hundreds of respondents in parallel, and within days.
     
    Ishaan Preet Singh, Investor at Lightspeed added “Companies are built on the quality of strategic decisions, and the research and analysis behind it. Bridgetown Research enables the smartest executives and investors to make these decisions with an order of magnitude more information, and at a pace that was earlier impossible. Harsh and Bridgetown are already creating immense value for their customers, but are still just scratching the surface of the leverage that AI can create.”

    As global markets become increasingly complex, the demand for efficient and effective decision-making tools continues to rise. With this funding round, Bridgetown Research plans to invest further in training its AI agents to perform a broader set of analyses across a broader range of domains, and deepening industry partnerships to enhance access to domain-specific intelligence.

    About Bridgetown Research
    Bridgetown Research builds AI agents for decision research. Its voice agents and web crawlers find and clean data, while its analyses agents produce repeatable, auditable, and reliable analyses. The team consists of computer scientists, econometricians, software engineers, investors and business consultants, working across geographies. For more information please visit https://www.bridgetownresearch.com/

    About Accel
    Accel is a global venture capital firm that aims to be the first partner to exceptional teams everywhere (Facebook, Flipkart, etc.), from inception through all phases of private company growth. Accel has been operating in India since 2008, and its investments include companies like BookMyShow, Browserstack, Flipkart, Freshworks, FalconX, Infra.Market, Chargebee, Clevertap, Cure Fit, Musigma, Moneyview, Mensa Brands, Myntra, Moglix, Ninjacart, Swiggy, Stanza Living, Urban Company, Zetwerk, and Zenoti, among many others. We help ambitious entrepreneurs build iconic global businesses. For more, visit: www.accel.com
     
    About Lightspeed
    Lightspeed is a global multi-stage venture capital firm focused on accelerating disruptive innovations and trends in the Enterprise, Consumer, Health, and Fintech sectors. Over the past two decades, the Lightspeed team has backed hundreds of entrepreneurs and helped build more than 500 companies globally including Affirm, Acceldata, Carta, Cato Networks, Darwinbox, Epic Games, Faire, Innovaccer, Guardant Health, Mulesoft, Navan, Netskope, Nutanix, Physics Wallah, Razorpay, Rubrik, Sharechat, Snap, OYO Rooms, Ultima Genomics, Zepto and more. Lightspeed and its global team currently manage $25B in AUM across the Lightspeed platform, with investment professionals and advisors in the U.S., Europe, India, Israel, and Southeast Asia. www.lsip.com

    MIL OSI – Submitted News –

  • MIL-OSI USA: Senator Markey Raises Concerns Over Conflict of Interest with FAA Deployment of Elon Musk’s Starlink Terminals

    US Senate News:

    Source: United States Senator for Massachusetts Ed Markey

     Letter Text (PDF)

    Washington (February 26, 2025) – Senator Edward J. Markey (D-Mass.), member of the Senate Committee on Commerce, Science, and Transportation, today wrote to Chris Rocheleau, Acting Administrator of the Federal Aviation Administration (FAA), with questions about the FAA’s recent decision to deploy three Starlink terminals, which provide broadband internet connectivity through a satellite network, from Elon Musk’s SpaceX. Given Musk’s dual positions as CEO of SpaceX and wide-spread role in the Trump administration, this decision creates an appearance of a conflict-of-interest. The FAA has not released any information about SpaceX employees’ role in the FAA or whether the Administration has agreed to or implemented any ethics agreements to ensure Musk and the SpaceX employees do not improperly use their FAA access to benefit SpaceX.

    In the letter, Senator Markey wrote, “The FAA’s recent announcement — made on X, another company owned by Musk — that it was testing one Starlink terminal in Atlantic City and two terminals at non-safety critical sites in Alaska raises questions about the process by which this deployment occurred. Although Musk’s role in the Trump administration remains ambiguous, he is reportedly serving as a ‘special government employee’ and SpaceX engineers have reportedly been touring FAA facilities and were brought on as your senior advisers… Although I recognize that Starlink could be helpful in ensuring reliable connections in remote areas, such as Alaska, given the overlapping relationships with Musk and SpaceX employees, transparency is critical to ensure that the Starlink deployments are serving FAA’s core safety mission.”

    Senator Markey requested answers by April 9, 2025, to questions that include:

    • Please provide any final contract award to SpaceX for the three SpaceX terminals that FAA recently deployed.
    • Are reports accurate that SpaceX engineers are currently serving as your senior advisors?
    • Has Musk had any access to the FAA’s offices or FAA employees?
    • Have you had any communications with Musk about using Starlink terminals as part of the FAA’s IT systems?
    • Did Musk or any SpaceX engineers have any role in any agreement with SpaceX to deploy the Starlink terminals?

    MIL OSI USA News –

  • MIL-OSI China: 1st Ocean Decade Int’l Coastal Cities Conference held in Qingdao, E China

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

    1st Ocean Decade Int’l Coastal Cities Conference held in Qingdao, E China

    Updated: February 27, 2025 09:45 Xinhua
    Deputy Coordinator of the UN Ocean Decade Alison Clausen speaks at the first Ocean Decade International Coastal Cities Conference in Qingdao, east China’s Shandong Province, Feb. 26, 2025. Hosted by the Qingdao Municipal People’s Government in collaboration with UNESCO’S Intergovernmental Oceanographic Commission (IOC-UNESCO), the conference themed “Better Ocean, Better City” was held here on Wednesday to facilitate knowledge exchange and experience sharing on blue economy, climate change, and science-based solutions for sustainable development of coastal cities. [Photo/Xinhua]
    This photo taken on Feb. 26, 2025 shows the scene of the First Ocean Decade International Coastal Cities Conference in Qingdao, east China’s Shandong Province. [Photo/Xinhua]
    Guests attend the first Ocean Decade International Coastal Cities Conference in Qingdao, east China’s Shandong Province, Feb. 26, 2025. [Photo/Xinhua]
    Chang Jingtian from Beijing Institute of Technology speaks at the first Ocean Decade International Coastal Cities Conference in Qingdao, east China’s Shandong Province, Feb. 26, 2025. [Photo/Xinhua]
    Julian Barbiere, head of Marine Policy and Regional Coordination Section, IOC-UNESCO and Global coordinator of the UN Ocean Decade, speaks at the first Ocean Decade International Coastal Cities Conference in Qingdao, east China’s Shandong Province, Feb. 26, 2025. [Photo/Xinhua]

    MIL OSI China News –