Category: Transport

  • MIL-OSI United Kingdom: Council Relaunches 0 – 19 Health Programme to Strengthen Family Support

    Source: City of Liverpool

    Last updated:

    Liverpool City Council has launched a new approach to Public Health Nursing, offering stronger, more accessible support for families, from pregnancy through school years and into parenthood, helping to improve long-term outcomes for all.

    Over the coming months, residents will see improvements in how the service is delivered. Plans include creating a single point of contact for advice and support, along with a new focus on delivering services directly within local communities.

    Health Visiting and School Health teams will remain in place to support families across the city, but with a renewed focus on reaching those who need help the most. The updated approach will also provide more support for mental health and wellbeing.

    The early years of a child’s life are crucial to their development, health, and future opportunities.

    More than 1 in 3 children are not ready for school at the age of 5 which is why the new enhanced service will play such a vital role in supporting child development, guiding parents, and ensuring children and young people get the help they need to live healthy lives.

    In 2024, Liverpool City Council reaffirmed its commitment to strengthening and joining up family services by carrying out a formal open procurement process. This awarded a new contract for the delivery of public health services for children, young people, and families, including Health Visiting, the Family Nurse Partnership, and School Health.

    Mersey Care NHS Foundation Trust was selected to continue delivering these services, securing their provision for the next five years. The renewed contract brings a greater focus on integration, working closer with communities, and early intervention and prevention.

    Councillor Harry Doyle, Cabinet Member for Health, Wellbeing and Culture, said: “By delivering accessible, integrated baby, child, young person and family focused services, today’s announcement will help deliver on the council’s mission to break down barriers to opportunity and set every child up for the best start in life.

    “We are passionate about providing the best early help and intervention and are really excited about the new contract with our colleagues at Mersey Care, who will help drive this transformation and change.” 

    Prof. Matt Ashton, Director of Public Health said: “This crucial service will provide a strong foundation to help us to deliver our commitment to raise the healthiest generation of children ever, by giving parents the support they need to ensure their baby has the best start and opportunities for children and young people to grow and thrive. 

    “We have the chance to make a real difference to the health and wellbeing of residents in the city and focus on the future and I look forward to working with our partners to develop world class services for the people of Liverpool.”

    Trish Bennett, Chief Executive of Mersey Care NHS Foundation Trust, said: “Our partnership with Liverpool City Council will help us to develop a new way of working to support local families. Our plans include an innovative partnership with council services and Alder Hey NHS Foundation Trust which will focus on families rather than organisational boundaries and ensure we can provide the best support at the right time, in the right place and by the right person.”

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Calypso 2 report published

    Source: United Kingdom – Government Statements

    News story

    Calypso 2 report published

    Fatal accident and subsequent loss of a small commercial vessel near West End, Anguilla.

    Image courtesy of Anguilla Fire and Rescue Service

    Today, we have published our accident investigation report into the double fatality and subsequent loss of the small commercial vessel Calypso 2 on 11 March 2023, near West End on the north-west coast of Anguilla.

    This investigation was carried out by the UK Marine Accident Investigation Branch (MAIB) on behalf of the Governor of Anguilla in accordance with the Memorandum of Understanding between the MAIB and the Red Ensign Group Category 2 registry, The Anguilla Maritime Administration.

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    Updates to this page

    Published 10 April 2025

    MIL OSI United Kingdom

  • MIL-OSI Submissions: Energy – Positioning Equinor for higher value creation from power

    Source: Equinor

    10 APRIL 2025 – Equinor establishes a new business area and appoints Helge Haugane as new executive vice president from September.

    Power demand continues to grow from electrification of society and industry, expansion of artificial intelligence (AI) and data centres. Equinor has built a significant renewables business over the last two decades, with offshore and onshore wind and solar in operation and under development.

    The company has added gas-to -power plants and energy storage assets to support intermittent wind and solar. Through strong trading capabilities, the combined offering supports higher value creation. To strengthen competitiveness and position for further valuable growth in the power markets, Equinor integrates these portfolios in a new business area.

    “By combining our renewables portfolio with our flexible power offering, we strengthen our competitiveness and value creation in the power market. This reinforces our capability to deliver high returns and the continued disciplined growth in power production,” says Anders Opedal, chief executive officer in Equinor.

    While the demand for electricity from renewable power will continue to grow, flexible power will ensure reliability and stability in the power offering to the market.

    The new Power business area (PWR) will combine the current business area Renewables (REN) and flexible power assets from the business area Marketing, Midstream and Processing (MMP), allowing for a holistic approach to power and markets. The gas and power trading and market analysis organisation will remain part of Marketing, Midstream and Processing (MMP). Adjustments in the segment reporting between PWR and MMP will be considered as part of the process to establish the new Power business area.

    Growing power portfolio

    With three mega offshore wind projects underway in the UK, US and Poland and an increasing number of onshore renewables assets, Equinor’s power portfolio is growing.

    Equinor has invested in energy storage through battery opportunities in the US, Poland and the UK. Flexible power is delivered by the gas-to-power plant, Triton Power, which Equinor owns together with SSE Thermal. The recent investment decision for partner operated Net Zero Teesside in the UK, will be the world’s first gas-fired power station with carbon capture. This is an important step in developing the power portfolio.

    New executive vice president

    Helge Haugane is appointed executive vice president for the new PWR business area and will start in the role from September when the organisational changes take effect. Haugane comes from the role as head of Gas & Power in the MMP business area.

    “I look forward to building on Equinor’s significant power position, both executing existing projects and further developing the portfolio. By integrating our power business, we can look across technologies, markets and ownership structures. This will be important for further profitable growth in the rapidly changing world of power,” says Haugane.

    MIL OSI – Submitted News

  • MIL-OSI Global: Gabon elections: why a landmark vote won’t bring real change

    Source: The Conversation – Africa – By Douglas Yates, Professor of Political Science , American Graduate School in Paris (AGS)

    The upcoming elections in Gabon will test whether the country is on a firm democratic footing, or whether it will be business as usual with military men in control, but under the guise of democratic choice.

    Brice Oligui Nguema, now the transitional president, staged a coup against Ali Bongo in August 2023. Oligui Nguema and his military junta promised to return power to civilians at the end of a two year military transition.

    But Oligui Nguema wrong-footed opposition figures on two fronts. First, he announced the elections six months earlier than the transition arrangement allowed for. And second, in early March he resigned his office as general and presented himself as a civilian and therefore eligible to run as a candidate. He is contesting against seven other candidates, one of whom is the former prime minister of Gabon, Claude Bilie-By-Nze.

    As a political scientist specialising in African politics, I have researched and published works on Gabon’s politics.

    Since most of the other candidates have no national following and lack sufficient campaign finance or party machinery throughout the densely forested national territory, I argue that the presidential race has been reduced to a run-off between two men: Oligui Nguema and Bilie-By-Nze.

    Both men were part of the previous regime. Although the two men agreed to stand against one another, they never contradict each other.

    Whoever wins the 12 April election, Gabon’s people will see a new government run by members of the former one. So, for the people of Gabon, perhaps the only thing that will change will be the end of the 56-year Bongo family dynasty.

    The contenders

    Originally, 23 applications for candidacy were sent to the National Commission for the Organization and Coordination of Elections and Referendum. On 27 March Gabon’s Constitutional Court validated eight candidates.

    They are Thierry Yvon Michel Ngoma, Axel Stophène Ibinga Ibinga, Alain Simplice Boungoueres, Zenaba Gninga Changing, Stéphane Germain Iloko, Joseph Lapensée Essigone, Bilie-By-Nze and Oligui Nguema.

    Ever since the late President Omar Bongo (1967-2009) introduced one-party rule, the Gabonese Democratic Party has won every presidential and legislative election.




    Read more:
    Gabon: post-coup dialogue has mapped out path to democracy – now military leaders must act


    At first the military junta threatened to exclude the former ruling party from participating in the 2025 multiparty elections. But after a year of close consultations with former ministers, deputies and local party “big men”, Oligui Nguema decided to allow the Gabonese Democratic Party to present candidates.

    In return, the party agreed to call on all its activists and supporters to vote for Oligui Nguema.

    Where Oligui Nguema has resurrected the former ruling party, which ruled Gabon from 1967 to 2023, its politicians and its national machinery, Bilie-By-Nze has positioned himself as the “candidate of rupture”. Beyond the public posturing, there doesn’t seem to much difference between the two.




    Read more:
    Gabon coup has been years in the making: 3 key factors that ended the Bongo dynasty


    Electoral code, high-tech procedures

    The election, which will follow a new code put in place in January 2025, involves several key steps to ensure transparency and fairness.

    • Citizens register to vote, providing identification and proof of residency. As a referendum on a new constitution was held in November 2024, electoral lists are largely complete.

    • The election has to be organised on the basis of “permanent biometric electoral lists”. This means a biometric register of voters would be used for verification. Information and communications technologies must be used to ensure the transparency, efficiency and reliability of the ballots.

    • Candidates and their parties campaign, presenting their platforms and policies. This campaign period is regulated to ensure fair play, with restrictions on campaign financing and media coverage.

    • Polling stations are set up across the country, equipped with the necessary high-tech materials. Election officers are trained to assist voters and manage the process. Voters receive ballots listing all candidates and parties. They mark their choices in private booths to ensure confidentiality.

    • After the polls close, votes will be counted under strict supervision to prevent tampering. Counting is conducted transparently, with representatives from political parties and observers present to monitor the process, as per Article 90 of the electoral code.

    • The official results are announced by the electoral commission, with observers present to validate the process. Despite having high-technology biometric counting systems, it can take as long as two weeks to announce the official results, especially if the results are close.

    Any disputes or complaints are addressed through legal channels to ensure a fair outcome, in accordance with Article 105 of the electoral code.

    Doubts persist

    Despite these systems being in place, opposition figures (including former interior minister Jean-Remy Yama) have expressed doubts that the process will be fair.

    Firstly, candidates endorsed by the Gabonese Democratic Party have always won. Since Oligui Nguema has been endorsed by the Gabonese Democratic Party, he is, in a statistical sense, the most probable winner.

    Secondly, prominent figures from the former regime who are now leading opposition actors criticised Oligui Nguema’s premature announcement of the poll. According to his transition timeline, the election was to take place in August 2025. It is an old trick: calling quick elections to prevent the opposition from uniting behind a common candidate who can challenge the president.




    Read more:
    Gabon: how the Bongo family’s 56-year rule has hurt the country and divided the opposition


    Oversight

    Drawing from its past experience as election observer in Gabon, the Gabonese Red Cross plans to mobilise a team of 200 volunteers, in addition to its staff. This team will supplement the limited human resources available during the 2023 operation to help the public authorities.

    International observers from organisations such as the African Union and the United Nations are expected to monitor the elections to ensure they are free and fair, providing an additional layer of oversight.

    Security measures are also heightened during the election period to maintain peace and order, enabling citizens to exercise their democratic rights without fear or intimidation.

    If the referendum held in November 2024 is any indicator of what is to come, then foreign observers should expect a peaceful presidential election with a clear victory for the winner.

    It promises to be a peaceful transition from military rule to civilian rule. This is especially so as the new government will be run by members of the former one.

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

    ref. Gabon elections: why a landmark vote won’t bring real change – https://theconversation.com/gabon-elections-why-a-landmark-vote-wont-bring-real-change-253902

    MIL OSI – Global Reports

  • MIL-OSI China: China strives to expand weight management services

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

    BEIJING, April 10 — China is encouraging qualified hospitals nationwide to establish weight management clinics to achieve near-complete coverage of such services by June 2025, health authorities said in a statement on Thursday.

    The statement, jointly released by China’s National Health Commission (NHC) and the State Administration of Traditional Chinese Medicine, noted that the initiative will cover all general hospitals, children’s hospitals and traditional Chinese medicine hospitals under these two authorities, as well as those under provincial-level governments in China.

    Major hospitals are encouraged to set up obesity prevention and control centers to provide in-patient weight management services, while healthcare institutions at the primary level should provide education, follow-up and health management services, and optimize referral processes, the statement said.

    Hospitals are also encouraged to adopt internet technologies, artificial intelligence and wearable devices to improve their services, the statement added.

    These weight management clinics will adhere to classified management and offer personalized services to the elderly, children, pregnant women and patients with chronic diseases, among other key groups, according to the statement.

    China’s push for nationwide weight management clinics is an active response to the public health challenge posed by people that are either overweight or obese — conditions which have significantly increased the risk of diabetes and cardiovascular disorders among Chinese people.

    A 2020 NHC report revealed that overweight and obesity rates of Chinese adults had exceeded 50 percent, while nearly 20 percent of Chinese children and adolescents aged six to 17 were obese.

    MIL OSI China News

  • MIL-OSI United Kingdom: RSH warns of risks with lease-based provision of specialised supported housing

    Source: United Kingdom – Executive Government & Departments

    Press release

    RSH warns of risks with lease-based provision of specialised supported housing

    The Regulator of Social Housing has today published a report on the fundamental issues with some leased-based provision of specialised supported housing.

    This is where social landlords lease properties on a long-term basis, to provide much-needed specialised housing for people with complex support needs. The ongoing level of support should be similar to that provided in a care home, while enabling people to live independently in the community. 

    Over a number of years, RSH has found significant and ongoing issues with some landlords in this part of the sector. Many have not been well run and have become financially distressed or insolvent when financial risks have crystalised.  

    RSH continues to tackle the issues that fall within its remit. It has taken action to improve the governance and decision making of some landlords. RSH has also made landlords address severe conflicts of interest, which had resulted in some taking on unfavourable lease terms and unsuitable homes from freeholders.  

    Yet very few lease-based landlords are delivering specialised supported housing in a way that consistently delivers the outcomes in RSH’s standards. There are still significant issues, including: 

    • The imbalance of risk and reward between the social landlord that leases the property and the freeholder that owns it. Social landlords generally pay inflation-linked leases for at least 10 years (and often longer), which absorb a large part of their rental income despite carrying substantial responsibility.  

    • Limited capacity to manage risks, ongoing repairs and maintenance, and void periods when the property is empty and no rent is paid. 

    • Weak governance, with some boards not understanding the scale of their lease liabilities and not challenging these arrangements at the outset.  

    • Some landlords taking on a large number of homes without understanding the needs of tenants or the homes they live in. This can lead to poor outcomes for tenants and landlords incorrectly claiming rent exemptions to meet their lease payments. 

    RSH has concluded that there is generally not enough flexibility in current lease terms for landlords to manage risks effectively. For the model to be sustainable and to protect tenants’ homes, landlords are going to have to address the issues raised in this report and this may need further negotiations with the freeholders. 

    Jonathan Walters, Deputy Chief Executive of RSH, said:  

    “Some landlords that provide specialised supported housing are exposed to a significant number of risks as a result of long-term and inflexible lease structures. The burden of risk often lies with the social landlord rather than the freeholder, and this can lead to viability issues and poor outcomes for tenants.     

    “We will continue to engage actively with the landlords who are failing to deliver the outcomes in our standards, and we will keep a range of regulatory interventions under review.  

    RSH published a report in 2019 about the issues in this sector and has continued to work intensively to tackle the issues that fall within its remit.  

    Notes to editors  

    1. RSH promotes a viable, efficient and well-governed social housing sector able to deliver more and better social homes. It does this by setting standards and carrying out robust regulation focusing on driving improvement in social landlords, including local authorities, and ensuring that housing associations are well-governed, financially viable and offer value for money. It takes appropriate action if the outcomes of the standards are not being delivered. 

    2. For general enquiries email enquiries@rsh.gov.uk. For media enquiries please see our Media Enquiries page.

    Updates to this page

    Published 10 April 2025

    MIL OSI United Kingdom

  • MIL-OSI Russia: Students of the State University of Management learned about the acting “kitchen” first-hand: Vasilina Yuskovets revealed the secrets of the profession

    Translartion. Region: Russians Fedetion –

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

    Students of the State University of Management met with actress Vasilina Yuskovets. During a casual conversation, they asked the star guest questions of interest.

    Vasilina Yuskovets played the leading role in the successful STS channel series “Ivanovy Ivanovy”, after which she participated in such projects as “Out of the Game”, “IP Pirogova”, “Life on Call”, etc. In 2022, Vasilina received the “Best Actress” award at the Pilot festival for the series “Alice’s Dreams”, which became the only Russian participant in the international festivals Canneserials and Berlinale Series Market Selects.

    The meeting took place as part of the VI All-Russian Festival of Student Short Films “Kinosfera”.

    We started the conversation with the usual question about the reasons for choosing this profession. Vasilina told a story familiar to every child with an active mother and a large number of accessible sections.

    “My mother took me to all the clubs that were in our area: sports, vocals, dancing, drawing, etc. At some point, I said that I was tired of this, I didn’t want to develop and it was time to stop. And then my mother took me to a theater studio, saying, “You always wanted to play roles, did productions for holidays.” I came, tried it and I liked it. This profession captivates people and leaves them in itself. Acting is a whirlpool, but I’m glad that I’m in it.”

    Vasilina also shared her experience of taking her first steps in art.

    “My first steps were steady, if we talk about the first shoots and castings. I was charismatic, young, stuck up and not afraid of anything. You need to follow yourself, form your self-identity and understand yourself, and I did it.”

    When asked what field the guest sees herself in besides filming, Vasilina admitted that she always loved writing and would become a journalist, book author or scriptwriter. Moreover, the actress said that she will soon go to study at the screenwriting department and wants to make her own film in the future.

    “It’s really cool that our profession involves mixing different professions. I won’t lose anything as an actress if I also become a screenwriter. On the contrary, it will give me a lot on the set.”

    The actress also admitted that she has no problems with fame, she enjoys taking photos with fans and she is pleased when people recognize her. There was no hate or bullying in her life because of filming, and she sincerely wishes that no one would ever encounter such negative phenomena. As for criticism, one should listen to objective criticism, because it helps to make oneself better, Vasilina believes. She admitted that she is her main critic.

    The audience perked up when the guest told about her usual day, which is so similar to the life of almost every working person.

    “If I don’t have a project, I sleep and rest a lot, I can stay all day. I also walk the dog, scroll through social networks and just unload myself. When inspiration comes, I make some notes. I am a very private person and have decided not to attend large events for now in order to focus on what I am outside of the media.”

    Throughout the conversation, the heroine noted the importance of a person’s inner world and the special significance of the ability to be oneself for an actor.

    “An actor is not only about acting, initially it is a search: first you need to find the material in yourself, your treasure, which you will then use. Even if now you do not know when you will need it, but this day will definitely come. Someday a casting director or a director will come to you and say that this is exactly what he was looking for. When a role comes, the search begins again: you look for a connection with this character in yourself and the world. And when you find it, this moment cannot be confused with anything. The main thing is when you bring all this to the set, and your vision coincides with the director’s opinion and with the entire filming system – this is great. And if it does not coincide, then this is also normal, then you search again.”

    Vasilina also told the details of the filming process, warning the guys that they had to be prepared for a tough filming regime.

    “Today, there is almost no preparation during filming, no readings, no rehearsals, no director’s tasks for the actor. Even at the auditions, you have to come as a ready-made character, because the shift is coming soon, everything is ready for filming, and you have to fit in there like a puzzle. If you want to work in this industry, then be people who are passionate about their work and are ready to accept it. At the same time, all responsibility for the role lies primarily with the actor. In order to prepare, you need to listen as much as possible to what they say at the auditions, try not to forget it and then implement it on the set.”

    When asked about her plans for the near future, including her own script, the actress admitted with a smile that “actors always have the feeling that “I will be a blogger, a model, a screenwriter, a musician, etc.” only when they don’t have work. When you work, you don’t have time for it. I film 300 days a year and don’t think about anything else. Three premieres are expected in the coming year. And since my recent filming was in the winter at -30 and I was very cold, my immediate goal is to work when it’s warm.”

    In addition to interesting stories, Vasilina gave some practical advice on how to cry on camera, why it is important to remain yourself, and what is important during castings and self-tests.

    “The main thing in an actor’s work is the ability to transform your state, control it and direct it in the right direction. There are many techniques for this, and some people just know how to do it from birth. If you understand that you need to be active, bright, charged, and you can quickly bring yourself to the right state, then this is already the path to success. For self-tests, you need to not only be in your organic state, but also capture it in the best possible way: with good light, on a plain background, in a way that is comfortable for you and suitable for the character. An actor and a creative person have a billion shades, you need to be able to choose correctly.”

    At the end of the meeting, the actress emphasized that it is important not to lose yourself and to live not only on camera, but also in real life.

    “To get out of the role, it is enough for me to lie down, rest and take care of my life. Of course, there are those who lay themselves at the feet of acting. But I believe that if you do not have a personal life, relationships with others, a personal brand, other income, parents, loved ones, etc., then everything is bad. The acting world does not expect you to sacrifice yourself. Even if you do, it will say thank you, but will not give the same. Do not forget about yourself, because no one will replace you.”

    At the end of the meeting, the actress gave the children autographs and took a photo with the students.

    Subscribe to the TG channel “Our GUU” Date of publication: 10.04.2025

    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: Veolia Orchard takes root in five schools across Westminster | Westminster City Council

    Source: City of Westminster

    Veolia Orchard has enriched playgrounds nationwide since 2022, enabling biodiversity to flourish in over 500 school grounds across the UK. Students in eight schools across Westminster have joined this initiative to develop long lasting environmental habits and improve their local area.

    Veolia’s nationwide orchard now stands at over 1,500 apple and pear trees and 1,900 strawberry plants, with each of the 500 schools joining an environmental network which encourages sustainable practices and outdoor learning. Veolia Orchard aims to connect children with nature, achieved even in the most urban settings with strawberry plants provided for schools with smaller outdoor spaces. Each school that has taken part in the project has joined an environmental network which encourages sustainable practices and outdoor learning. The fifty new strawberry plants have become a part of Veolia’s family tree, across five schools in Westminster:

    • St. Saviour’s C.E. School
    • The St. Marylebone CE School
    • St Joseph’s Roman Catholic Primary School
    • Halcyon London International School
    • Wilberforce Primary School

    This spring, Veolia’s hands-on planting events have guided students through proper planting techniques and how to care for their orchard correctly. The sessions help children understand how their orchard benefits their school by enhancing their green spaces and gaining access to fresh locally-grown fruit. The schools have been supplied with peat-free soil conditioner and topsoil by Pro-Grow, helping to preserve valuable peatland habitats and prevent the release of stored carbon, supporting Veolia Orchard’s carbon-neutral goals.

    Cllr Ryan Jude, Cabinet member for Climate Action, Ecology and Culture said:

    It’s great to take part in something like the Veolia Orchard, to see young people engage in some hands-on sustainability, and to learn about the importance of biodiversity and its role in Westminster’s environment. It is wonderful to see students increasing their knowledge and enthusiasm for the natural world.

    We know that young people are going to be the ones that will have to continue our work in addressing the ecological emergency which we declared in 2023. It is vital that we continue to work with our willing partners such as Veolia in vital areas such as this, as reflected in our most recent Greening & Biodiversity Strategy.’’

    Pascal Hauret, Municipal Managing Director at Veolia said: 

    We’re very pleased to bring positive change to the local community in Westminster through our Veolia Orchard project, which reached more schools than ever this year. This initiative exemplifies Veolia’s dedication to building a greener, more sustainable future across the country by increasing biodiversity and inspiring positive environmental practices in young people.’’

    The Veolia Orchard scheme will return again in autumn, with the launch of the new school term. Schools will be able to apply for their own orchard or strawberry patch and join the hundreds of schools already enjoying the fruitful benefits of their plants.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Increasing tree establishment and resilience through mycorrhizal fungi

    Source: United Kingdom – Executive Government Non-Ministerial Departments

    Case study

    Increasing tree establishment and resilience through mycorrhizal fungi

    How the Tree Production Innovation Fund supported Rhizocore Technologies to develop locally adapted mycorrhizal fungi pellets to enhance tree growth, resilience and soil carbon capture.

    Rhizocore Technologies Ltd, founded by plant scientist Toby Parkes and mycologist David Satori, specialise in the collection and production of locally adapted mycorrhizal fungi.

    Mycorrhizal fungi: a group of network-forming soil fungi that form symbiotic associations (close relationships) with plants, including trees. They provide trees with increased access to soil nutrients, greater drought tolerance and resistance to soilborne diseases.

    Ectomycorrhizal fungi: a type of mycorrhizal fungi that form around the surface of the roots rather than penetrate the root itself.

    The company has developed a way to produce large quantities of native mycorrhizal fungi which form associations with commercially important UK tree species, such as pines, spruce, oak and birch. These associations are known as ‘mycorrhizae’ and have been shown to enhance tree establishment rates, resilience to environmental stressors and soil carbon capture.

    Woodland creation site at Tilhill. Copyright Rhizocore Technologies Ltd

    Challenges Rhizocore are addressing

    Trees are often planted in locations that have little or no natural symbionts that support their growth and survival. Planting sites, such as old agricultural sites, where trees have been absent for a long time tend to lack natural populations of ectomycorrhizal fungi.

    In addition, Rhizocore have found that fungal symbionts, which form in tree nurseries, rarely survive when planted out in the field. This can limit the nutrients young trees can access when planted.

    Mycorrhizal fungi can also be difficult to grow on a large scale and some do not form the necessary associations with commercially grown trees.

    Toby Parkes, CEO and Founder, summarised Rhizocore’s aims and objectives:

    There was a need to find a way of delivering native, local mycorrhizal fungi to tree planting operations so that locally adapted fungi could be deployed in the field and be able to survive long enough in planting sites for a mycorrhizal symbiosis to form.

    The solution

    Rhizocore created ‘Rhizopellets’, which are designed to be placed into the topsoil with saplings during tree planting. These pellets keep the fungal symbionts they contain alive for months in the soil, enabling the formation of mycorrhizal associations with the planted trees.

    Rhizocore collect the mycorrhizal fungi contained within their pellets from healthy, established woodlands and screen them through a process known as ‘bioprospecting’.

    This process evaluates:

    1. How beneficial the fungus will be for tree growth.
    2. Rhizocore’s ability to grow the fungus using fermentation technology.

    Following bioprospecting, fungi meeting the above criteria are combined into pellets specifically designed to be used during tree planting. They are small, light, easy to transport and handle, making them ideal for contractors to use.

    Close up of a Rhizocore fungi pellet being planted with a tree sapling. Copyright Rhizocore Technologies Ltd

    The Tree Production Innovation Fund (TPIF)

    Rhizocore successfully applied for the first and second round of the Tree Production Innovation Fund in 2021 and 2022, addressing 2 of the 3 challenges outlined for the TPIF.

    • challenge 2: how can we develop growing systems to enhance their efficiency and resilience to change, whilst delivering improved quality and diversity of product?
    • challenge 3: how can innovative environmentally sustainable weed control solutions be used to reduce reliance on herbicides?

    Rhizocore’s current project will evaluate how effectively different ectomycorrhizal species impact tree growth, sapling survival and carbon capture in newly planted woodlands. To do this, Rhizocore are testing a range of mycorrhizal applications on different tree species and in various soil types.

    Rhizocore have used their TPIF funding to:

    • develop a scalable production method to supply industrial quantities of locally adapted mycorrhizal fungi
    • create a collection of fungal strains from multiple different species that they could deploy using their pellet method
    • collect data from planting sites and nurseries to demonstrate the benefits of using Rhizopellets

    Rhizopellets have now been used at multiple sites with the Cheshire Wildlife Trust. Field data has shown significant improvements to both tree growth rates, up to 13 times quicker after 12 months. Tree survival rates have also improved by more than 20%, 12 months after planting with Rhizopellets, compared to controls.

    Two people planting Rhizocore fungi pellets. Copyright Rhizocore Technologies Ltd

    Rhizocore are now able to produce between 2 to 3 million Rhizopellets per year from their production facility. This enables them to deliver multiple different ectomycorrhizal species to tree planting operations nationally.

    Toby Parkes, Founder and CEO, Rhizocore said:

    TPIF funding has enabled Rhizocore to develop its products and systems, transitioning Rhizocore from a research phase to a commercial phase and enabled us to develop the first commercially scalable system for delivering live, locally sourced ectomycorrhizal fungi to field planting sites.

    This foundational work has enabled Rhizocore to establish the data and systems needed for us to supply local ectomycorrhizal fungi to the forestry sector into the future.

    The future of Rhizopellets

    Rhizocore are in the final stages of their project and are currently replicating their mycorrhizal delivery method across the rest of the country. This will enable UK-wide coverage and the ability to deliver local fungi to all regions of the country.

    In the future, Rhizocore will:

    • continue to collect fungi and data on the performance of their Rhizopellets in different conditions and with different tree species
    • develop a production system capable of supplying more than 10 million pellets annually
    • quantify the increase in carbon capture in newly planted woodlands

    The Rhizopellet is suited for both commercial forestry and native woodland creation projects, looking to plant trees and benefit from ectomycorrhizal fungi.

    Woodland creation site. Copyright Rhizocore Technologies Ltd

    The Rhizocore team have been attending forestry shows across the UK and delivering talks and seminars to industry bodies. They have also been hosting tours and talks at their facilities in Edinburgh. They plan to publish their results in academic journals and write articles in forestry magazines.

    Find out how the Tree Production Innovation Fund helps to support nurseries to increase and diversify UK tree supply.

    Updates to this page

    Published 10 April 2025

    MIL OSI United Kingdom

  • MIL-OSI United Nations: 10 April 2025 News release WHO launches first-ever guidelines on meningitis diagnosis, treatment and care

    Source: World Health Organisation

    The World Health Organization (WHO) has today published its first-ever global guidelines for meningitis diagnosis, treatment and care, aiming to speed up detection, ensure timely treatment, and improve long-term care for those affected. By bringing together the latest evidence-based recommendations, the guidelines provide a critical tool for reducing deaths and disability caused by the disease.

    Despite effective treatments and vaccines against some forms of meningitis, the disease remains a significant global health threat. Bacterial meningitis is the most dangerous form and can become fatal within 24 hours. Many pathogens can cause meningitis with an estimated 2.5 million cases reported globally in 2019. This includes 1.6 million cases of bacterial meningitis which resulted in approximately 240 000 deaths.

    Around 20% of people who contract bacterial meningitis develop long-term complications, including disabilities that impact quality of life. The disease also carries heavy financial and social costs for individuals, families, and communities.

    “Bacterial meningitis kills one in six of the people it strikes, and leaves many others with lasting health challenges,” said Dr Tedros Adhanom Ghebreyesus, WHO Director-General. “Implementing these new guidelines will help save lives, improve long-term care for those affected by meningitis, and strengthen health systems.”

    Meningitis can affect anyone anywhere, and at any age, however the disease burden remains particularly high in low- and middle-income countries and in settings experiencing large-scale epidemics.  The highest burden of disease is seen in a region of sub-Saharan Africa, often referred to as the ‘meningitis belt’, which is at high risk of recurrent epidemics of meningococcal meningitis.

    Recommendations for the clinical management of meningitis in children and adults

    Improving clinical management of meningitis is essential to reducing mortality and morbidity, minimizing long-term complications and disability, and improving quality of life for affected individuals and communities.

    The new guidelines provide evidence-based recommendations for the clinical management of children over one month of age, adolescents, and adults with acute community-acquired meningitis.

    They address all aspects of clinical care, including diagnosis, antibiotic therapy, adjunctive treatment, supportive care, and management of long-term effects.  Given the similarities in clinical presentation, diagnosis and management approaches across different forms of acute community-acquired meningitis, the guidelines address both bacterial and viral causes.

    The guidelines provide recommendations for both non-epidemic and epidemic settings, the latter superseding previous 2014 WHO guidelines, which covered  meningitis outbreak response.

    As resource-limited settings bear the highest burden of meningitis, these guidelines have been specifically developed to provide technical guidance suitable for implementation in low- and middle-income countries.

    The guidelines are intended for use by health-care professionals in first- and second-level facilities, including emergency, inpatient, and outpatient services. Policymakers, health planners, academic institutions, and civil society organizations can also use them to inform capacity-building, education, and research efforts.

    Defeating meningitis by 2030

    The guidelines contribute to the broader Defeating Meningitis by 2030 Global Roadmap, adopted by WHO Member States in 2020, which aims to: eliminate bacterial meningitis epidemics, reduce cases of vaccine-preventable bacterial meningitis by 50% and deaths by 70%, and reduce disability and improve quality of life after meningitis.

    Achieving these goals requires coordinated action across five key areas:

    1. Diagnosis and treatment: Faster detection and optimal clinical management.
    2. Prevention and epidemic control: Developing new affordable vaccines, achieving high immunization and coverage, and improving outbreak preparedness and response.
    3. Disease surveillance: Strengthening monitoring systems to guide prevention and control.
    4. Care and support for those affected by meningitis: Ensuring early recognition and improved access to care and support for after-effects from meningitis. 
    5. Advocacy and engagement: Increasing political commitment and inclusion in country plans, better public understanding of meningitis, and increased awareness of right to prevention, care and after-care services.

    With these guidelines, WHO provides countries with a critical tool to close gaps in meningitis diagnosis, treatment and care, ensuring that more people receive timely treatment and long-term support.

    MIL OSI United Nations News

  • MIL-OSI Asia-Pac: HK immigration named world’s best

    Source: Hong Kong Information Services

    The Immigration Department has been voted the winner of the 2025 Skytrax Award for Best Airport Immigration Service in the World Passenger Survey commissioned by Skytrax, an international specialist research agent of the air transport industry.

     

    This is the fifth time for the department to receive the award after winning it in 2015, 2016, 2019 and 2020.

     

    On April 9, Director of Immigration Benson Kwok attended the prize presentation ceremony held in Madrid, Spain.

     

    Mr Kwok stated that the department was honoured to receive the prestigious Skytrax Award for Best Airport Immigration Service for the fifth time, which affirms its commitment to delivering the highest quality of immigration clearance services.

     

    The department expressed gratitude to Skytrax and international travellers for their recognition, as well as to its frontline staff for their professionalism and dedication.

     

    Mr Kwok added that the department will continue striving for excellence by leveraging innovative technologies to introduce more facilitation measures and deliver the best immigration services to passengers, with a view to reinforcing Hong Kong’s status as an international aviation hub while actively supporting the city’s overall development.

     

    Also during his visit in Spain, he paid a courtesy call to the Embassy of the People’s Republic of China in the Kingdom of Spain and met Chargé d’Affaires ad interim and Minister of the Embassy Qu Xun.

     

    Additionally, Mr Kwok visited the Spanish Ministry of the Interior where he held discussions with the Director-General of International Relations Elena Garzón Otamendi.

     

    Moreover, he took the time to introduce Hong Kong’s talent admission schemes, visa services and immigration facilitation measures while meeting representatives of several local media outlets.

    MIL OSI Asia Pacific News

  • MIL-OSI Economics: Talking with Group CEO Kusumi: The True Meaning of Group Management Reform

    Source: Panasonic

    Headline: Talking with Group CEO Kusumi: The True Meaning of Group Management Reform

    On February 4, 2025, Panasonic Holdings (PHD) announced its third quarter (3Q) financial results for fiscal year 2025 (fiscal year ending March 31, 2025) and explained the group management reform that will be launched from FY3/26. Yuki Kusumi, Group CEO, announced a fundamental restructuring of the organization and cost structure that will allow the Panasonic Group to continue to contribute to society by helping people live better lives over many years while flexibly responding to major changes in society. We talked with him to learn more about his thoughts behind the announcement.

    Can you provide an overview of the announcement and its background?
    Based on a review of the current Medium-Term Strategy that has been the focus of our efforts for the past three years (since 2022), we outlined the vision of the Panasonic Group and explained to internal and external audiences the issues that need to be resolved right now and the details of the reforms that must be implemented without delay.
    There are two main points. First, in order to resolve structural and intrinsic issues within the Group, we will embark on fundamental group management reforms centering on “fixed-cost structure reform and profit improvement by streamlining for leaner1 HQs and indirect departments,” “elimination of businesses with issues,”2 and “focus on Solutions,” seeking to achieve the following profit targets by fiscal year 2029 (fiscal year ending March 31, 2029): an ROE3 of 10% or greater and an adjusted operating profit margin of 10% or greater. Second, in order to contribute to the sustainable development of society and lifestyles that make effective use of the earth’s limited resources and energy, we have defined the globally competitive “Solutions area” as an “area of focus,” and the home appliance-centered “Smart Life area” and “Devices area” as “profit base areas.”
    1 A business model that minimizes waste2 A business is defined as having “issues” if its Return On Invested Capital (ROIC) is lower than its Weighted Average Cost of Capital (WACC)3 Return On Equity; an indicator of how effectively a company uses the money invested by shareholders to generate profits
    In addition to responding better to stakeholders, who viewed the content of our announcement spread across media and social media in a manner that included some misinterpretations and distortions, I would like to take this opportunity to reiterate Panasonic Group’s position.4
    4 Blog Posts: Regarding some media reports on the television business and others (February 6, 2025), Regarding some media reports on the use of the Panasonic name and brand (February 6, 2025)
    I made the announcement at a time when the final year of the current Medium-Term Strategy (FY2023–25) had not yet ended, and although many people viewed the 3Q financial results announced the same day as relatively positive—with increased revenue and profit on a non-consolidated basis excluding the Automotive Business5—many were also surprised by the announcement of major management reforms. The fact is, I am still not satisfied with the state of our business, and I continue to feel a strong sense of crisis. This is the background to my February 4 announcement.
    5 Due to the transfer of shares in Panasonic Automotive Systems Co., Ltd., the company became a subsidiary of Star Japan Acquisition Co., Ltd., an equity method affiliate of PHD, in December 2024 and was therefore excluded from consolidated results.
    Of the medium-term management indicators established under in the FY2023–2025 Medium-Term Strategy, we achieved our cumulative operating cash flow target of 2 trillion yen by the end of the third quarter. However, we are not expected to achieve our ROE or cumulative operating profit targets. While implementing the FY2023–2025 Medium-Term Strategy, we have seen some results and improvements in some areas, but we have also identified more pressing issues that need to be addressed.
    As I have been saying since I became Group CEO, our Group has not been able to grow in terms of sales or profits for the past 30 years. Operating profit margin continues to hover around 5% and is not even close to a level that would satisfy our shareholders. We have not been able to set a new profit record since 1984—or 40 years ago. This means that even though each employee is working extremely hard, business management is not generating results that reflect their efforts. I take that responsibility very seriously. Today, we face a crisis that threatens the survival of the group, and I, and the group’s management team, have come to the conclusion that we need to grasp the helm with even greater resolve and determination. This is the background to this announcement.
    Some people might ask, “Why are you introducing reforms that will impact employment when you’re already making a certain amount of profit?” It is true that in the past, our company has taken emergency measures such as reducing employment after posting losses. However, from my own experience, when you try to make changes while running a loss, you cannot provide a sufficient level of support to your employees. Moreover, having surplus personnel does not encourage bold, original ideas for improving efficiency. It also hampers the growth of employees, meaning that the valuable human resources entrusted to us by society cannot be utilized. This situation must be avoided. So, although it is a reform that our group has never experienced before, I believe that we must be determined to see it through.

    You mentioned that certain issue have come to light. What points you are focusing on?
    In the FY2023–2025 Medium-Term Strategy we have been aiming for growth by designating three business areas as priority investment areas: Automotive Batteries, air quality and air conditioning (A2W in Europe6), and SCM7 software. However, the European A2W market is currently undergoing significant changes, and the business environment for automotive batteries has changed significantly since the Medium-Term Strategy was formulated three years ago. Nevertheless, we believe that the EV market will continue to grow, albeit at a slower pace, and we will continue to invest in line with the needs of vehicle manufacturers. Now that major investments in SCM software have subsided, the company will enter an offensive phase from the second half of this fiscal year.
    From the perspective of strengthening competitiveness, some of our operating companies have been able to turn their growth investments into profits, but many of them have yet to produce results. Three years have passed since we moved to an operating company structure, and as I will explain in more detail later, we have also identified major issues with the Group’s fixed-cost structure. With this in mind, I felt that we needed to take immediate action to reform the Group, so I decided to announce both internally and externally that we would begin implementing fundamental reforms before the end of fiscal year 2025.
    6 Air to Water; heat pump hot water heaters7 Supply Chain Management

    Under the conventional rolling approach to Medium-Term Strategy in our Group, fiscal 2026 should be the first year of the next Medium-Term Strategy, but we will not set the new strategy this fiscal year because we want to focus on the current management reforms and position FY2026 as a year for solving structural and intrinsic issues and solidifying our foundations. At the same time, we will accelerate business portfolio management (PFM) based on the three pillars of “streamlining for leaner HQs and indirect departments,” “elimination of businesses with issues,” and “focus on Solutions” while improving profitability by reforming our fixed-cost structure.
    First, regarding the “streamlining for leaner HQs and indirect departments,” this is the issue of the fixed-cost structure that I mentioned earlier, and it means that we will significantly reduce costs at the HQs and indirect departments of each operating company and divisional companies, including Panasonic Holdings (PHD) and Panasonic Operational Excellence (PEX), which is responsible for PHD indirect functions. Focusing on HQs and indirect departments across the entire Group, we will identify the work that is truly necessary and optimize the number of personnel.
    As a result of individual operating companies strengthening their indirect functions in line with the operating company system, the entire Group is now seeing an increase in fixed costs that is putting pressure on profits. Our top priority is to concentrate and consolidate operations, particularly in these indirect functions, and to modernize them. We have made progress in some areas over the past three years of challenge, and we will fix those areas where problems remain. When the decision was made to transition to an operating company system in 2022, based on my own experience as head of a business unit, I decided that it would be best to leave business operations to business leaders who were familiar with the actual situation on the ground, and I have sought for operating companies and business divisions to take the lead in improving our competitiveness. Although each operating company made great efforts based on autonomous responsible management and progress was made, we recognize that there were issues—including those related to governance—regarding the fact that we were unable to achieve numerical results. While the operating companies will continue to play a central role in the group structure, PHD will take a more active role in improving the profit structure and providing support as necessary. In some foreign-affiliated companies with autonomous responsible management, the PHD Head Office still exercises governance over headcount control, and we are considering this approach as well. As I mentioned earlier, if we have surplus employees, or if our human resources are trapped in such a situation, we cannot say that we are doing the right thing as a company that is entrusted with human resources by society and whose basic management policy is to “develop people and make the most of their abilities.” Managers within the Group must maintain a strong awareness that “society has entrusted us with people and money, so it is our role as a company to make the most of them.”
    Second is “elimination of businesses with issues.” We will assess the feasibility of restructuring those businesses with low ROIC levels despite not currently being at the growth investment stage; businesses that are inferior to competitors and have no chance of regaining their competitiveness; and businesses that are simply in the wrong business conditions. For businesses where restructuring is not feasible, we will proceed with urgent reforms according to a firm deadline, accelerating our efforts to withdraw from them or transferring them to the best owner.
    And as I mentioned at the beginning, third is “focus on Solutions,” the basic direction for the Group to take. We have reviewed the positioning of businesses that were designated as priority investment areas in our FY2023–2025 Medium-Term Strategy, and will now focus on the Solutions area. Furthermore, we will position the Devices area and the Smart Life area as the profit base, and we will clarify the roles of “focus” and “profit base” in each domain.

    There are some globally competitive solutions businesses that have been developed under the relevant operating companies. Thanks to the technology and customer relationships that we have cultivated since our founding, these businesses now have a current scale of 3.5 trillion yen. In the future, the Solutions area will evolve beyond simply introducing products and systems to providing a full range of services—from consulting and operations to services—while maximizing customer value through long-term proposals and problem-solving. Under the “Panasonic Go” initiatives announced at CES in January, we will evolve our solutions business, connect with a wider range of customers, and create synergies across the entire Group. We will aim for growth in highly competitive global businesses, particularly in energy and SCM solutions, ultimately toward double-digit adjusted operating profit margins in each business.

    As part of these reforms, it was announced that one of the operating companies, Panasonic Corporation (PC), would be dissolved. What is the intent behind this decision?
    The intention of dissolving PC is to transcend the borders of the Lifestyle business and create synergies across the entire Group in the Solutions area.

    PC was originally established with the aim of creating Groupwide synergies in the Lifestyle business, and five divisional companies were set up under its umbrella. However, the industry is changing rapidly, and problems that customers face are becoming more complex and sophisticated, making it difficult to address them within the scope of our Lifestyle business alone. In Japan, PC’s Electric Works Company and Panasonic Connect Co., Ltd. are currently strengthening their collaboration involving on-site solutions, and inquiries are starting to come in. Meanwhile, Panasonic Connect’s Blue Yonder and Hussmann, the US subsidiary of PC’s Cold Chain Solutions Company, have a number of common customers in the retail food sector, so we can look forward to creating new value in the food supply chain going forward. If we are going to speed up Group synergies like these, then we need to change to a system that addresses customer issues and social issues on a Groupwide basis, and this is why we have decided on dissolution. From the perspective of achieving technological synergies, Heating & Ventilation A/C Company and Cold Chain Solutions Company are scheduled to become a single operating company.
    The divisional companies under the PC umbrella that will become new operating companies will contribute to accelerating Group growth by thoroughly implementing autonomous responsible management while maintaining an enhanced Groupwide perspective that includes creating synergies in the Solutions area.
    In addition, competition in the home appliance business is intensifying not only overseas but also in Japan, and our overall competitiveness is on a downward trend, so we will use the technological and design capabilities that we have honed in China to achieve “Japan Quality” at global standard costs that can compete on the world stage and work to improve profitability. Because there is overlap in mass production design between China and Japan, we will start by working together with China to optimize Japan’s mass production development resources so that we can deploy products that make full use of China’s supply chain in each region and increase our cost competitiveness. Then we will improve operational efficiency and streamline domestic indirect departments, and thoroughly strengthen our domestic marketing structure to pursue net added value from a customer perspective while also improving efficiency and optimizing resources.

    These management reforms are going to have significant impact. Looking beyond these reforms, what do you envision for the Group?
    In fiscal 2026, we will focus on management reforms, and plan to begin virtual operation of the new system in the fourth quarter. Through the three initiatives mentioned above, we will reform our fixed-cost structure and improve profitability while accelerating business portfolio management, expecting to achieve cumulative operating profit improvement exceeding 150 billion yen in fiscal 2027 and 300 billion yen in fiscal 2029 relative to fiscal 2025.8 In terms of profit targets for fiscal 2029, we are determined to achieve an ROE of 10% and are aiming for an adjusted operating profit of 10%.
    8 Forecast for adjusted operating profit as of fiscal year 2025 3Q
    Utilization of data and AI will be essential to the successful completion of these reforms. We intend to thoroughly improve productivity across the Group, provide highly competitive solutions to customers in the Solutions area, and expand our software and AI solutions business to 30% of the entire sales by 2035. When used properly, generative AI can yield manyfold increases in the efficiency and quality of some tasks. AI Technology is constantly evolving, and it has become so ingrained in modern society that the next generation entering the workforce can be said to be generative AI natives. An organization that cannot truly master data and AI will not be able to lead the way in the future. To achieve this goal, the entire Group will work to transform its revenue structure and business model under PX—a Groupwide transformation project that also encompasses DX—and the Panasonic Go initiative that will form the core of this project.
    We will also change the organizational culture. I have said many times before how important it is to keep making improvements and changing, but this has not yet taken root within our culture. There is a deep-rooted tendency toward following the established framework once a decision has been made. If we are going to improve the efficiency and quality of our work, then we must become an organization that is constantly changing, with each individual taking the initiative to make changes. I believe we need to advance to the stage where change is considered a virtue. To achieve this, it is extremely important that we avoid being constrained by deeply-ingrained behaviors and implement a strategy that will transform the company into an organization that is able to “UNLOCK” the potential of its employees.

    The efforts and challenges of each and every employee, entrusted to us by society, will lead to the happiness of our customers around the world, and we will be recognized by society as an “indispensable entity”—this is what the Group should become through these reforms. Once these management reforms have been achieved, all Group employees will be able to take pride in the Panasonic Group as an “aggregation of highly profitable businesses” and an “aggregation of globally competitive businesses.” As our founder, Konosuke Matsushita, once said, “Difficult times provide a precious opportunity for further progress.” In order for the Group to achieve development that will lead to the next generation, we will work together with all our employees, acknowledging and understanding the significance of our efforts, and push ahead until these management reforms have been completed.

    MIL OSI Economics

  • MIL-OSI: Statement from STMicroelectronics Supervisory Board

    Source: GlobeNewswire (MIL-OSI)

    PR No: C3329C  

    Statement from STMicroelectronics Supervisory Board

    Amsterdam, April 10, 2025 – The Supervisory Board of STMicroelectronics N.V. wishes to make 3 comments on statements made in the Italian press on April 9th:

    Accusations on the personal transactions made by the 2 members of the Company’s Managing Board on the eve of earnings releases are false. Stock sales done during the Company’s blackout period were made by the Company’s stock plan administrator, through an automatic procedure, to abide by Swiss tax rules for the Managing Board members and were legal and compliant with Company policy. On the class action under way, the Supervisory Board reviewed the processes and believes that the Company has good defense against the allegations.

    The Supervisory Board unanimously approved the details of a Company-wide program to reshape the Company’s manufacturing footprint, accelerating ST’s wafer-fab capacity to 300mm silicon and 200mm silicon carbide, announced to the markets last year on October 31st and this year on January 30th. This plan allows for a major improvement of the competitiveness of the Company.

    The Supervisory Board expresses its renewed support to Jean-Marc Chery, Lorenzo Grandi, and the management team, notably in their capacity to execute the transformation during challenging times for the semiconductor industry.

    About STMicroelectronics
    At ST, we are 50,000 creators and makers of semiconductor technologies mastering the semiconductor supply chain with state-of-the-art manufacturing facilities. An integrated device manufacturer, we work with more than 200,000 customers and thousands of partners to design and build products, solutions, and ecosystems that address their challenges and opportunities, and the need to support a more sustainable world. Our technologies enable smarter mobility, more efficient power and energy management, and the wide-scale deployment of cloud-connected autonomous things. We are on track to be carbon neutral in all direct and indirect emissions (scopes 1 and 2), product transportation, business travel, and employee commuting emissions (our scope 3 focus), and to achieve our 100% renewable electricity sourcing goal by the end of 2027. Further information can be found at www.st.com
    For further information, please contact:

    INVESTOR RELATIONS
    Jérôme Ramel
    EVP Corporate Development & Integrated External Communication
    Tel: +41.22.929.59.20
    jerome.ramel@st.com

    MEDIA RELATIONS
    Alexis Breton
    Corporate External Communications
    Tel: +33.6.59.16.79.08
    alexis.breton@st.com

    Attachment

    The MIL Network

  • MIL-OSI United Kingdom: New British Army robotic mine plough aims to better shield soldiers from danger

    Source: United Kingdom – Executive Government & Departments

    Press release

    New British Army robotic mine plough aims to better shield soldiers from danger

    British soldiers are to be better shielded from danger as a new high-tech, remote-controlled mine plough system is put through its paces.

    Mine plough on a vehicle moving through a field

    • New remote-controlled mine plough device for safer minefield clearing. 
    • The system can be adapted to all suitable military vehicles.  
    • Trials will inform future British Army mine clearing capabilities.  

    By cutting through minefields, the device clears explosives and pushes them aside, opening a safe path for troops to move faster and more securely towards critical enemy positions or key objectives, outpacing current methods in speed and safety.  

    The device, called WEEVIL, was developed collaboratively by the Defence Science and Technology Laboratory (Dstl) and Pearson Engineering Ltd – a British company based in the north-east – using the latest tech. WEEVIL can clear minefields quicker and safer than present capabilities, reducing risk to soldiers on the front line. Current mine-clearing methods include the TROJAN Armoured Vehicle, which requires a three-person crew to operate directly within hazardous areas.  

    The system prototype currently uses the Warrior Infantry Fighting Vehicle, fitted with a full-width mine plough, advanced remote-control system, and vehicle-mounted cameras. This allows it to be operated by a single person from several miles away from danger and is expected to be able to adapt to work with any suitable vehicle platform 

    The ground-breaking trials are set to continue with the British Army, who will push the robotic system to its limits, providing vital insight to inform future mine-clearing capabilities. The prevalence of anti-tank and anti-personnel mines in modern warfare to slow troop movements has been highlighted in by the conflict in Ukraine. 

    In the Spring Statement, the Chancellor announced an additional £2.2 billion for defence in 2025/26. This comes on top of the announcement of the largest sustained increase in defence spending since the Cold War, as the government will hit 2.5% of GDP spend by April 2027 and has a commitment to hit 3% in the next Parliament. 

    Minister for the Armed Forces, Luke Pollard said: 

    It won’t be a moment too soon when we no longer have to send our people directly into harm’s way to clear minefields. 

    This kit could tackle the deadly threat of mines in the most challenging environments, while being remotely operated by our soldiers several miles away.  

    It demonstrates British innovation, by British organisations, to protect British troops.

    Delivering on the Plan for Change by driving defence as an engine for economic growth, the government is also significantly increasing the proportion of MOD’s equipment procurement spend on novel technologies like dual-use tech, uncrewed and autonomous systems and AI-enabled capabilities, spending at least 10% from 2025-26.  

    Dstl Military Advisor Major Andrew Maggs, who pioneered WEEVIL, said: 

    WEEVIL is the perfect combination of tried and tested technology and modern advancements.   

    By enhancing existing vehicles with new capabilities, we’re able to maximise their potential and give our troops a much-needed advantage, particularly in missions where time and safety are critical.

    Dstl and Pearson Engineering have successfully tested this prototype in Newcastle on a surrogate minefield. The concept is now being passed for further development to the British Army who are seeking to optimise and modernise in-service capabilities as well as develop new solutions for future challenges. 

    Chief Executive Officer at Pearson Engineering Ian Bell said: 

    We are proud to contribute to such game-changing capability. It brings together decades of development by Pearson Engineering, delivering the very best of minefield breaching technology proven around the world, and contemporary developments in teleoperation.  

    Work with UK MOD is an incredibly important part of our business, ensuring our troops get the latest in combat engineering capability and that we can effectively defend our nation and allies.

    Updates to this page

    Published 10 April 2025

    MIL OSI United Kingdom

  • MIL-OSI Security: NATO Secretary General in Tokyo: Japan is one of our most valued partners and we are strengthening our cooperation

    Source: NATO

    NATO Secretary General, Mark Rutte, made his first trip to the Indo-Pacific in this capacity this week (8-9 April 2025) where he was hosted by the Prime Minister of Japan, Shigeru Ishiba, in Tokyo, on Wednesday. They took stock of the long-standing partnership between NATO and Japan, agreeing a joint statement that aims to boost this relationship even further.

    “Japan is one of NATO’s most valued partners, and today we set out our vision on how to further strengthen our cooperation,” the Secretary General said. “Russia continues to wage war against Ukraine, ​and its economy is on war footing. And it has not given up its ambitions to reshape European security. Meanwhile, China is pursuing a major military build-up, and seeks to control key technologies, critical infrastructure, and supply chains. It continues to carry out destabilising activities in the Indo-Pacific, and we also see North Korean troops and weapons being used against Ukraine – in return for Russia’s support to North Korea’s illegal weapons programmes.” He highlighted that “in a more dangerous world, NATO and Japan stand strong, to protect our values, our freedom and the peace.”

    Secretary General Rutte hailed Japan’s plan to invest 2% of its GDP in defence by 2027 and the country’s continued investments, which he believes will “make Japan’s already capable forces even stronger.” Furthermore, he underscored the value of Japan’s multifaceted support to Ukraine, including through the imposition of sanctions against Russia, the signature of a security agreement between Japan and Ukraine, and substantial contributions to NATO’s Comprehensive Assistance Package Trust Fund for Ukraine. The NATO Secretary General also highlighted the importance to bolster NATO’s collaboration with Japan on key areas including defence industrial production, cyber defence and maritime security.

    During his two-day visit to Japan, the Secretary General also met with the Minister of Defence of Japan, Gen Nakatani, the Minister of Economy, Trade and Investment, Yogi Muto, and with Members of the ​Japanese Diet Council for Comprehensive Security.

    Mr Rutte visited Yokosuka Naval Base on Tuesday, where he was briefed by Japan’s Maritime Self Defense Forces aboard a Mogami-class frigate. He also visited Mitsubishi Electric’s Kamakura Works and took part in a roundtable discussion with Japanese dual use start-ups.

    MIL Security OSI

  • MIL-OSI: WTW unveils next phase in rollout of its Neuron digital trading platform

    Source: GlobeNewswire (MIL-OSI)

    LONDON, April 10, 2025 (GLOBE NEWSWIRE) — WTW (NASDAQ: WTW), a leading global advisory, broking, and solutions company, has today announced that Liberty Specialty Markets (LSM) is now using Neuron, WTW’s digital trading solution, to undertake live trading of Directors & Officers (D&O) and Cyber risks.

    LSM capacity became available on Neuron on 31 March 2025. While initially accessible across two open market business classes, Cyber and D&O, the addition of LSM’s capacity aligns with Neuron’s broader expansion, which includes increasing follow capacity with additional classes and partners to be confirmed through 2025.

    Neuron connects brokers and insurers in real time, simplifying and accelerating the trading of complex specialty risks, while enhancing efficiency across the insurance value chain. By creating a digital marketplace, where participants keep control of their key assets and flexibility to trade, Neuron is setting the standard for connected ecosystems built on transparency and consistency.

    Carol Baker, Head of Digital Strategy at LSM, said: “This latest capability to digitally trade D&O and Cyber risks in real time on Neuron underscores LSM’s wider commitment to expand its digital capabilities, offering brokers a faster, more flexible way to trade risks while enabling tailored portfolio underwriting solutions. This also represents the latest step towards a more connected market overall, making the risk placement process fast and frictionless for follow business, strengthened as additional carriers and brokers join.”

    Louise Smith OBE, Global Lead for Neuron at WTW, said: “LSM is a highly respected business in the specialty insurance market and their enthusiasm to partner with Neuron reinforces our shared objective to advance the scope and scale of next-generation digital and data capabilities to improve the speed and cost of doing business.”

    Mark Russell-Vick, Head of Broking FINEX GB at Willis, commented: “The London market is rapidly evolving with an increase of capacity becoming attracted to algorithmic capacity offerings. Neuron is breaking new ground which is extremely exciting as we bring future innovations into today’s world for the benefit of global clients.”

    Neuron helps brokers find the best products and prices for customers, quickly. Digitally trading follow-insurance through Neuron saves insurers time and allows them to focus expert underwriting resources on more complex risks and new opportunities.

    About WTW

    At WTW (NASDAQ: WTW), we provide data-driven, insight-led solutions in the areas of people, risk and capital. Leveraging the global view and local expertise of our colleagues serving 140 countries and markets, we help organizations sharpen their strategy, enhance organizational resilience, motivate their workforce and maximize performance.

    Working shoulder to shoulder with our clients, we uncover opportunities for sustainable success—and provide perspective that moves you.

    Learn more at wtwco.com.

    About Liberty Specialty Markets

    Liberty Specialty Markets offers specialty and commercial insurance and reinsurance products across key UK, European, Middle East, US, Bermuda, Asia Pacific & Latin America markets. We provide brokers and insureds with a broad product range through both the Company and Lloyd’s markets and have over 2,000 employees in approximately 60 offices.

    Media Contact
    Andrew Collis: +44 7932 725 267 |   Andrew@acolliscommunications.com

    Hannah Clift: +44 7485 929735 |   Hannah.Clift@LibertyGlobalGroup.com

    The MIL Network

  • MIL-OSI: FintechVendors.com Launches Free, Comprehensive Directory of 4,400+ Fintech Providers

    Source: GlobeNewswire (MIL-OSI)

    ORLANDO, Fla., April 10, 2025 (GLOBE NEWSWIRE) — FintechVendors.com (FVC), a groundbreaking, free-to-use directory of over 4,400 fintech vendors, has officially launched to the public. FVC is designed to streamline the initial vendor discovery process, saving financial services professionals significant time and resources. 

    Peter Jeye, former Founder & CEO of Next Step, a leading consulting firm, created FVC as a way to give back to the financial services community that has supported his 30-year career. “I wanted to create a comprehensive resource that would truly benefit the industry,” says Jeye.  

    Unlike traditional directories, FVC is entirely free for both users and vendors. There are no subscriptions or listing fees. Jeye emphasizes, “This project is not about maximizing profit. It’s about building a community and providing a valuable service.” 

    FintechVendors.com caters to a wide range of financial services providers, including banks, credit unions, mortgage companies, investment firms, lenders, fintechs, and consultants. The directory includes not only fintech providers but also essential professional services firms such as consultants, marketing experts, strategic planners, auditors, and legal professionals. 

    “I have carefully curated each vendor with my team to ensure a rewarding and productive experience for our users,” explains Jeye. “Our goal is to be the go-to resource for financial services professionals seeking innovative technology and service solutions.” 

    FintechVendors.com is not a lead generation site, ensuring a comfortable browsing experience without unwanted sales solicitations. It is funded through optional, affordable advertising opportunities for vendors, allowing them to enhance their listings and further contribute to the community. 

    Financial services professionals are encouraged to explore FintechVendors.com and discover the vast array of technology and service providers available. 250+ system categories have been included specifically related to financial services. 

    About FintechVendors.com: 

    FintechVendors.com (FVC) is a free, curated directory of over 4,400 fintech vendors and related service providers. Founded by industry veteran Peter Jeye, FVC is committed to providing a comprehensive and user-friendly resource for financial services professionals. The directory is free to use and free for vendors to be listed, fostering a collaborative and supportive community.  

    Contact: 
    Jessica Godfrey
    Marketing & Promotions
    press@fintechvendors.com
    FintechVendors.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/8e9df3de-fa03-4a0c-b257-793001dc968e

    A video accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/2a52a0cf-0e2f-48b9-8376-bc72df708991

    The MIL Network

  • MIL-OSI Australia: Malaysia

    Source:

    We’ve reviewed our advice for Malaysia and continue to advise exercise normal safety precautions. Higher levels apply in some areas.

    You must complete a Malaysia Digital Arrival Card (MDAC) before arrival in Malaysia. The MDAC must be submitted through the Malaysian Immigration website. Travellers registering to use the MDAC will receive an email acknowledgment containing a link and a pin number to view their visit pass online after they pass through the auto gate. Travellers who use the auto gate to enter Malaysia will need to be able to take and keep a snapshot of their visit pass on their phone and present this visit pass if requested by Malaysian authorities (see ‘travel’).

    Malaysian law requires that you carry identification, such as your passport or a Malaysian Immigration Issued Card (IKAD), with you at all times and electronic evidence of the visa entry if you entered via auto gates. If you are asked by police and you are unable to provide this evidence, you may be detained until you can present it (see ‘local laws’).

    There’s a risk of terrorism in Malaysia. Be vigilant in public places and follow the advice of local authorities (see ‘Safety’).

    MIL OSI News

  • MIL-OSI China: Kenvue increases support in Healthy China Initiative

    Source: China State Council Information Office

    Kenvue Inc, a United States-based consumer health company, will deploy more resources to support medical associations and professionals to foster the management of minor ailments in China over the long term, said a senior executive.

    To advance this goal, the New Jersey-headquartered company signed a strategic cooperation memorandum in mid-March with the Self-Care Branch of the Beijing-based China Association of Health Promotion and Education. The partnership aims to support the association in enhancing public health literacy and self-care capabilities, contributing to the development of the Healthy China 2030 Initiative.

    This move also follows the recent release of the Expert Consensus on Minor Ailment Management (2025) in early April. This document was jointly compiled by professional branches of the China Medical Association, the Chinese Medicine Education Association and the China Association of Health Promotion and Education.

    Ellie Xie, Kenvue’s group president of Asia-Pacific, said that as a large multinational corporation, Kenvue holds a profound understanding of the value of managing minor ailments for the health and well-being of individuals, their families, their communities, the healthcare system and society as a whole.

    “We are delighted to see the release of China’s first expert consensus on the management of minor ailments. It is a great step forward under the Healthy China 2030 Initiative, by integrating global perspectives, cutting-edge academic findings, and extensive clinical experience from credible academic institutions and well-known experts,” said Xie.

    “This Consensus brings greater inspiration for the development of the big health industry, offering a clearer path for us to drive innovation and unlock market potential,” she added.

    According to experts, the consensus draws on expert insights and authoritative literature from a wide range of medical disciplines, including general practice, pharmacy, respiratory medicine, gastroenterology, dermatology, pediatrics, otolaryngology, pain management, and dentistry.

    Its goal is to define and delineate the scope of minor ailments more clearly, enhance the ability of primary healthcare providers, pharmacies and patients to recognize and manage these conditions, and support the optimization of the healthcare system to elevate overall public health outcomes.

    Chi Chunhua, chairperson of the Chinese Medical Association’s general practice branch, and director of the department of general practice at Peking University First Hospital, said this marks the first time an academic framework for minor ailments has been established in our country. The release of this consensus represents a significant milestone in advancing the goal of “joint contribution and shared benefits for universal health,” as outlined in the Healthy China 2030 Initiative.

    With a history spanning 135 years, Kenvue offers a comprehensive product portfolio that covers areas such as coughs and colds, fever, pain relief, allergies, smoking cessation, oral health and skin health.

    MIL OSI China News

  • MIL-OSI: Capgemini and ISAI launch ISAI Cap Venture II

    Source: GlobeNewswire (MIL-OSI)

    Capgemini and ISAI launch ISAI Cap Venture II

    2ndVC fund builds on success of the first, dedicated to innovative startup collaboration

    Paris, April 10, 2025 – Following the success of ISAI Cap Venture I, ISAI and Capgemini announce the launch of ISAI Cap Venture II, a renewed investment vehicle dedicated to supporting high-potential B2B startups and scale-ups worldwide. This second iteration of the fund, sized at €80 million, continues to combine ISAI’s deep venture capital expertise with Capgemini Ventures’ ability to generate business synergies between startups and the global Capgemini ecosystem.

    Since its inception in 2019, ISAI Cap Venture I has built a diverse international portfolio of 15 companies, co-investing alongside top-tier international VC firms. Examples of key investments include Alation (enabling data governance strategy, data trust and automated business glossary), Zelros (transforming insurance distribution), and Copado (built natively on the Salesforce platform, enabling faster, error-free releases with continuous integration and delivery technologies).

    These investments align to Capgemini’s strategic priorities, helping to enrich the Group’s portfolio of offers and more specifically offers by industry, as well as strengthen partner relationships. This has allowed Capgemini to build joint go-to-markets, further fostering new innovations, ideas, and solutions – to guide clients through their business and technology transformations.

    The fund also invested in next-gen technologies that will shape the future of business, such as Liquid AI, a new generative AI model called Liquid Neural Networks (LNNs) that is effective, sustainable and cost-efficient, or Pasqal, a pioneer in quantum computing.

    A proven model of corporate and VC collaboration
    As the first fund, ISAI Cap Venture II will take minority stakes (€1-5million tickets) in companies that have reached a maturity level allowing for joint commercial approaches with Capgemini. These investments will be made in Series A up to growth-stage, ensuring alignment with international VC players, predominantly from Europe and the United States. This corporate-VC model has proven highly effective, demonstrating that a well-structured partnership between a venture capital firm and a corporate partner can accelerate growth.

    Our first fund demonstrated that startups can benefit from a corporate partner while maintaining the flexibility they need to grow. With ISAI Cap Venture II, we reaffirm our commitment to backing the most innovative technology startups and helping them scale with Capgemini’s business partnerships,” said Jean-David Chamboredon, Chief Executive Officer, ISAI.

    Our unique model with ISAI has established Capgemini Ventures as a trusted player in the VC ecosystem. By launching ISAI Cap Venture II, we will continue to develop joint value propositions with selected startups, thus accelerating and enabling the adoption of the most promising digital innovations and emerging technologies for Capgemini clients,” commented Lucia Sinapi-Thomas, Executive Director, Capgemini Ventures.

    Expanding ISAI’s CVC activity
    ISAI has now raised over €240 million for corporate-backed investment funds, reinforcing its role as a leading venture capital firm collaborating with strategic partners. With two flagship corporate sponsors, including Capgemini, ISAI CVC activity is carrying on demonstrating its ability to bridge the gap between startups and major industrial players.

    About Capgemini
    Capgemini is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, Capgemini is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, generative AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2024 global revenues of €22.1 billion.

    Get The Future You Want | www.capgemini.com

    About ISAI
    ISAI Gestion (“ISAI”) is one of the pioneers in the French Tech ecosystem. Co-founded in 2009 “by and for” Tech entrepreneurs, ISAI gathers today more than 450 Entrepreneurs-LPs alongside major Institutional Investors.
    With offices in Paris and NYC, ISAI manages €1.0bn across four investment strategies: Early-Stage Venture, Corporate Venture, Growth Lending and Tech Buyout.
    The company is a UNPRI signatory and a committed player in inclusive and low-carbon Tech. For more information, visit: www.isai.fr/en

    Attachment

    The MIL Network

  • MIL-OSI Economics: NDB Vice-President & COO Vladimir Kazbekov met with Dr. Muhammad Yunus, Chief Advisor of Bangladesh

    Source: New Development Bank

    On April 8, 2025, Mr. Vladimir Kazbekov, Vice-President and Chief Operating Officer of the New Development Bank (NDB) had a meeting with Dr. Muhammad Yunus, Chief Advisor of Bangladesh.

    During the meeting held at the State Guest House Jamuna in Dhaka, the parties engaged in an in-depth discussion about opportunities for cooperation between the NDB and Bangladesh.

    Dr. Muhammad Yunus warmly welcomed the efforts undertaken by the New Development Bank in Bangladesh as well as NDB’s expanding engagement with Bangladesh, emphasizing the vital role of multilateral financing in driving national development. He highlighted that the role of multilateral institutions such as NDB is critical in helping countries like Bangladesh build sustainable and inclusive infrastructure.

    In his remarks, Mr. Vladimir Kazbekov emphasized that the New Development Bank is fully committed to working closely with Bangladesh, supporting infrastructure and sustainable development projects in alignment with its national development objectives and commitments under the UN SDGs.

    “Bangladesh is a valued shareholder in the Bank, and we are eager to establish a robust partnership to aid your country’s transition to middle-income status,” said Mr. Vladimir Kazbekov. “Our focus aligns with Bangladesh’s priorities in clean energy, transport, water and sanitation, environmental protection, and digital infrastructure.”

    “New Development Bank is committed to supporting Bangladesh in its development journey. We are looking to increase our footprint not only in public infrastructure but also in the private sector,” noted Mr. Vladimir Kazbekov. NDB is targeting USD 1 billion in approvals for infrastructure and sustainable development projects in Bangladesh, while focusing on enhancing the Bank’s project pipeline in the country, said NDB VP & COO.

    MIL OSI Economics

  • MIL-OSI New Zealand: Chris Hipkins speech: Treaty Principles Bill second reading

    Source: New Zealand Labour Party

    This is a grubby little bill, born of a grubby little deal.

    It has had a colossal impact on the fabric of our nation, and this bill will forever be a stain on our country. What I do take pride in is the way New Zealanders have come together over the last six months to say, loud and clear, “This is not us; this is not Aotearoa New Zealand.”

    For 185 years, Māori and non-Māori have worked together to make progress. We honour those who have come before. We stand on their shoulders today.

    When I say “we”, I mean those on this side of the House: Labour, Te Pāti Māori, the Green Party – united in our determination, throughout this debate, to defeat this bill, to end the division that it has created, and to bring this country together.

    Today, National and New Zealand First join the opposition to this bill, but they can claim no victory, no virtue, and no principle.

    They get no credit for finally starting to fight the fire they helped to ignite.

    Today, their votes will fall on the right side of the ledger, but they will forever be on the wrong side of history when it comes to this bill. Not one National MP should walk out of this debating chamber today with their head held high, because when it comes to this debate, they led nothing, they stopped nothing, and they stood for nothing.

    Unlike the 300,000 New Zealanders who stood up to be counted when it comes to this bill. All those who marched in the streets together: Māori, non-Māori, ethnic communities, young and old, saying, “This is not New Zealand, and this will not define who we are as a country.”

    This is a bill based on a mythology. A mythology that is far too easily turned into outright lies – the myth of Māori special privilege.

    • Life expectancy seven years lower than for other New Zealanders is not special privilege.
    • Being twice as likely to die from cancer as others is not special privilege.
    • A higher rate of childhood hospitalisation,  
    • And 40 percent of Māori living in the highest areas of deprivation compared to just 10 percent of Europeans – these are not signs of privilege.

    But too often these statistics are twisted to suggest that Māori are wanting the Crown to save them. I’ve been up and down the country in recent years speaking to Māori all over New Zealand, and that could not be further from the truth.

    How ignorant, how blind, and how wrong those statements are.

    Māori have been very clear: what they’re asking for is partnership, for the Crown to walk alongside them and to embrace by-Māori, for-Māori solutions. Māori want to do the mahi themselves, and they want the Crown to stop acting as an impediment to that. I say it’s time we listened and it’s time we acted on that.

    When it comes to Māori politics and politicians, I have found that there are two approaches in common, and I spoke about these before the last election: Playing the race card, spreading the myth of Māori special privilege, talking about one law for all, and playing on people’s fears; but on the other side is the middle ground, keeping quiet and, too often, watering down policy so as not to be seen as too pro-Māori.

    I said before the election, and I’ll say it again today: I reject both of those approaches, because when Māori thrive in New Zealand, all of us benefit, all of us will thrive, and non-Māori have nothing to fear from Māori getting ahead here in New Zealand.

    Once again, I say to the members opposite in the National Party, where are the voices like Christopher Finlayson, Doug Graham, Jim Bolger, Jenny Shipley, John Key, Bill English, who were proud of the Treaty partnership, who embraced concepts like co-governance, and they didn’t call it divisive.

    Our work in Government, which has been the subject of much debate on that side of the House, actually built on the foundations that were set by successive Governments – both Labour and National.

    It is that history of progress that today’s National Party have turned their backs against.

    In my lifetime, we have changed as a nation for the better—from one that punished kids for speaking te reo Māori to one that embraces te reo Māori in all of our classrooms.

    From one that ignored our history, to one that teaches all of our kids in all of our schools Aotearoa New Zealand’s history.

    From one that turned a blind eye to the wrongs of the past to one that makes amends and commits not to repeating the same mistakes again. Until today, that is.

    Christopher Luxon called Te Tiriti o Waitangi “a little experiment”. Winston Peters claims that Māori are not indigenous to Aotearoa. In fact, as I was re-reading my notes from before the election, I was reminded of a quote by a New Zealand First candidate in this most recent election campaign, which I’m going to quote directly from: “Cry if you want to, we don’t care. You pushed it too far. We are the party with the cultural mandate and the courage to cut out your disease and bury you permanently.” That was a New Zealand First candidate speaking about Māori in New Zealand.

    It made me sick to my stomach then, and it still does now, because te Tiriti is not “a little experiment”; it is a bold promise and a bold vision.

    It is not a source of division, it is what binds us together.

    Yes, it is a partnership, a structure, something to work towards, a promise to uphold, because when Māori thrive, all of Aotearoa New Zealand thrives.

    Over 185 years, we’ve worked together to fulfil the promise of te Tiriti—the good and the bad—and there has been far too much bad in that work. We have discussed, debated, and argued about the meaning of te Tiriti. We’ve argued about what the visionary rangatira who signed it had intended. That 185 years of history, of debate, of discussion, of argument, of progress, informs how we interpret te Tiriti today, and no member of this House simply gets to wipe all of that 185 years of history away to suit their own purposes.

    The Treaty of Waitangi is not just history, it’s not just ink on paper, it’s a living promise.

    Today, on this side of the House, we honour that promise. We commit to continuing to strive to do better, to bring people together, to move our nation forward.

    We must work together for the wellbeing of all, work together in partnership.

    Coming together does not mean being the same. It does not mean thinking the same. It does not mean acting the same. It means embracing our differences but working together to find common ground so that we can all move forward together.

    So let’s finally consign this grubby little bill to the scrapheap of history, where it can take its place alongside the other darker acts of this House that have also been consigned to our history.

    Let’s instead move forward together. Let’s find a positive, lighter path, where we can bring the country together, where we cannot play on prejudice but seek to reconcile our differences, where we can celebrate our history—the positives of it—and recognise the ugly parts for what they were and commit to doing better.

    This debate has not been helpful for the fabric of Aotearoa New Zealand. It is well and truly time for it to be over.


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    MIL OSI New Zealand News

  • MIL-OSI China: Tanzanian students embrace Chinese language as tourism boom drives demand

    Source: China State Council Information Office 3

    Seated in a modest classroom, Tanzanian tourism student Noel Ivon Isack intently traces Chinese characters in his notebook. The 19-year-old aspires to leverage his new language skills to build a career to guide visitors through Tanzania’s renowned wildlife reserves and scenic beaches.

    “I want to make Chinese visitors feel at home,” said Isack, a third-year student at the National College of Tourism (NCT) in Dar es Salaam. “Most of them only speak Chinese, so if we want them to enjoy Tanzania, we must speak their language.”

    With a growing influx of Chinese tourists, Tanzania’s state-run tourism college has launched Chinese language courses in collaboration with the Confucius Institute at the University of Dar es Salaam to nurture future industry professionals. Of the 531 students currently enrolled, 215 have chosen to study Chinese.

    “It is a game changer,” said Farida Sebastian Masalu, the campus manager. “We want to give our students a competitive edge as Tanzania strengthens ties with China.”

    Since 2023, Tanzania has ramped up efforts to attract Chinese visitors. One major step was launching the promotional film Amazing Tanzania in Beijing in May 2024, featuring President Samia Suluhu Hassan, Zanzibar’s President Hussein Ali Mwinyi, and Chinese actor Jin Dong.

    “These initiatives promote Tanzania’s tourism and deepen the friendship between our countries,” Masalu said.

    Tanzania is already seeing results. According to Ephraim Mafuru, director general of the Tanzania Tourist Board (TTB), arrivals from China jumped from 44,000 to 62,000 in the past nine months.

    “Our goal is to attract at least 1 percent of China’s international travelers,” said Ephraim. “That is 1.3 million tourists, and we are just getting started.”

    To support this ambition, the TTB has partnered with local institutions like NCT to provide Chinese language training for tour guides and workers in the broader tourism value chain.

    “The language barrier remains one of our biggest challenges,” Mafuru said. “But we are working on it. Chinese visitors will feel much more comfortable being welcomed in their language.”

    According to the Ministry of Natural Resources and Tourism, Tanzania received over 5.36 million tourists in 2024, including 2.14 million international visitors. The country earned about 4 billion U.S. dollars in tourism revenue that year, a significant increase from 2023, Minister Pindi Chana announced in February 2025.

    Pan Lei from “Fashion Tourism,” the first Chinese tourist company in Tanzania, told Xinhua that Tanzania boasts some of the world’s richest wildlife resources, including the Great Migration in the Serengeti plains. It is also home to Mount Kilimanjaro, the highest peak in Africa, and Zanzibar, the pearl of the Indian Ocean.

    “This is just the beginning,” said Mafuru. “China is an essential part of our strategy to grow tourism in the years ahead.”

    Back in the classroom, 28-year-old student Rajabu Almasi sees the Chinese language as more than just a skill. He sees it as an investment. “You cannot ignore China,” he said. “If we want to succeed in tourism, we need to understand our guests, their language, their culture, and their needs.”

    Asha Fum Khamis, a Chinese language instructor assigned by the Confucius Institute to teach at NCT, echoed this sentiment. “I am not just teaching a language,” she said. I am preparing these students for real opportunities, including jobs, partnerships, and cultural bridges.”

    Khamis said Chinese-speaking Tanzanians will soon be in high demand across the tourism sector, from tour guiding to hospitality and beyond.

    “The wave is coming,” she said with a smile. “Our students will be ready to ride it.”

    MIL OSI China News

  • MIL-OSI New Zealand: Medicines Amendment Bill passes first reading

    Source: New Zealand Government

    Associate Health Minister David Seymour is welcoming the passing of the Medicines Amendment Bill at first reading. The bill enables the ‘Rule of Two’. allowing medicines to be approved in less than 30 days if the product has approval from two recognised overseas jurisdictions.   

    “Faster access to medicines has always been a priority of mine. For many New Zealanders, pharmaceuticals are life or death, or the difference between a life of pain and suffering or living freely,” Mr Seymour says.

    “This change will increase access to medicines for Kiwis by introducing a streamlined verification pathway for medicines. People will access new treatments more quickly. This is committed to in the ACT-National and National-NZ First coalition agreements. 

    The policy will start with Australia, the United States, Canada, the United Kingdom, the European Union, Singapore and Switzerland, as recognised countries. These are the main countries Medsafe currently recognises.

    “Cabinet has agreed to give the responsible minister powers to regulate the Rule of Two. That means I will be outlining the proposed regulatory pathway for industry and the public to provide feedback on via the Select Committee process. This system should be as straightforward as possible to allow New Zealanders the greatest level of access to medicines possible,” says Mr Seymour

    “New cars are acceptable for the New Zealand market if they meet at least one of several foreign standards. We can apply the same principle to medicines, if other jurisdictions have already done the work and can ensure the products’ safety, we don’t need to delay patients’ access by doing the exact same tests.

    “This is a common-sense efficiency that costs nothing. It helps Kiwis in need. It can shave months off the approval process. A perfect example of this was with a treatment for asthma which could have been approved by the end of 2022 under this pathway but was not approved until 16 months later in May 2024. 

    “This Government is making medicines access a priority because it leads to better patient outcomes. So far, we have:

    • Changed Pharmac’s process so it can assess a funding application at the same time as Medsafe is assessing the application for regulatory approval
    • Allocated Pharmac its largest ever budget of $6.294 billion over four years, and a $604 million uplift to give Pharmac the financial support it needs to carry out its functions – negotiating the best deals for medicine for New Zealanders
    • Made patient voice a crucial consideration in Pharmac’s funding decisions
    • Put pseudoephedrine back on the shelves of pharmacies

    “We’re committed to ensuring that the regulatory system for pharmaceuticals is not unreasonably holding back access. It will lead to more Kiwis being able to access the medicines they need to live a fulfilling life.”

    MIL OSI New Zealand News

  • MIL-OSI USA: Padilla, Congressional Biotech Commission Introduce Bipartisan Bill to Bolster U.S. Biotechnology Innovation and Economy

    US Senate News:

    Source: United States Senator Alex Padilla (D-Calif.)

    Padilla, Congressional Biotech Commission Introduce Bipartisan Bill to Bolster U.S. Biotechnology Innovation and Economy

    WASHINGTON, D.C. — Today, U.S. Senator Alex Padilla (D-Calif.), a Commissioner of the bipartisan National Security Commission on Emerging Biotechnology (NSCEB), and the other three Congressional Commissioners introduced legislation to promote federal coordination on emerging biotechnology and streamline the regulatory structures currently inhibiting biotechnology innovation. Padilla joined Commission Chair Senator Todd Young (R-Ind.) and Representatives Stephanie Bice (R-Okla.-05) and Ro Khanna (D-Calif.-17) in introducing the bipartisan, bicameral National Biotechnology Initiative Act, which would implement key recommendations from the Commission’s new report, released yesterday.
    The National Biotechnology Initiative Act of 2025 would set in motion a whole-of-government approach to advancing biotechnology for U.S. national security, economic productivity, and competitiveness. The bill would establish a National Biotechnology Coordination Office within the Executive Office of the President to lead and coordinate federal biotechnology efforts.
    “American innovation in biotechnology will unlock new economic and national security possibilities across a wide array of key sectors, from battlefield innovation and industrial manufacturing to health care and agriculture,” said Senator Padilla. “Keeping all federal agencies aligned and working on domestic biotech priorities is critical, but our Commission has found that communication is still fragmented. By creating the National Biotechnology Coordination Office, our bipartisan legislation would ensure lasting, organized collaboration between federal agencies to build a long-term biotech strategy and secure American leadership in its development.”
    “The United States has long been a leader in biotechnology, but we now risk losing our edge to China. In this era of global competition, we need to promote American biotech innovation and manufacturing. Our legislation will provide a long-term strategy to make federal agencies work together — with greater efficiency — to support American biotechnology,” said Senator Young.
    “We must streamline regulation and allow private industry to lead our country forward in this new era. America must maintain our competitive advantage, have the capabilities to safeguard our nation, and stay ahead of China in biotechnology,” said Representative Bice.
    “It’s more than a biotechnology strategy—it’s a national security strategy for the age of technology and biology. Without a coordinated approach, we will fall behind China and won’t be able to recover our lead,” said Representative Khanna.
    Specifically, the legislation promotes federal coordination on biotechnology by establishing:
    A National Biotechnology Coordination Office (NBCO) within the Executive Office of the President to lead and coordinate federal biotechnology efforts by streamlining biotechnology regulation. The Office would make these improvements by easing regulatory burdens for well-understood products, negotiating interagency agreements to describe clear regulatory pathways, and working with the Office of Management and Budget in cases of disagreement. The NBCO would publish a national biotechnology strategy every five years.
    A Principal Advisor to the President for Biotechnology, who would also serve as Director of the Coordination Office.
    An Interagency Committee to coordinate across federal departments and agencies.
    Clear roles and responsibilities for all federal departments and agencies engaged in biotechnology.
    The National Security Commission on Emerging Biotechnology is a time-limited, high-impact legislative branch advisory entity whose purpose is to advance and secure biotechnology, biomanufacturing, and associated technologies for U.S. national security and to prepare the United States for the biorevolution. The bipartisan NSCEB is composed of Congressionally-appointed Commissioners with members from both the Senate and the House of Representatives as well as experts from industry, academia, and government working together to advance and secure biotechnology, biomanufacturing, and associated technologies to protect U.S. national security.
    Yesterday, the Commission delivered their major report and action plan, urging Congressional action to bring the full weight of American innovation to improve and maintain U.S. global leadership in biotechnology. For more information about the Commission and to view the report, visit biotech.senate.gov. 
    Senator Padilla was appointed to serve as a Congressional Commissioner after Congress formed the Commission in the Fiscal Year 2022 National Defense Authorization Act. Last year, Padilla and Young introduced a bipartisan package of bills focused on protecting America’s food security and agricultural supply chains, which are critical to U.S. national security. Padilla also announced the Commission’s first round of findings and recommendations for policymakers in an interim report outlining the promise of biotechnology for U.S. national security and economic competitiveness and growth.
    Full text of the bill is available here.

    MIL OSI USA News

  • MIL-OSI New Zealand: Climate – Untapped potential of nature to reduce flooding – New Zealand could make better use of natural processes to reduce the risk of flooding – NIWA

    Source: NIWA

    New Zealand could make better use of natural processes to reduce the risk of flooding, according to research by the National Institute of Water & Atmospheric Research (NIWA).
    Initiatives that use or mimic natural processes can improve water management and limit the devastation caused by storms and heavy rainfall, says NIWA hydrologist Dr James Griffiths.
    “While human-engineered structures such as dams, stop banks, seawalls and stormwater drains are traditionally seen as the main water management interventions to reduce the impact of floods, there is great potential for ‘green infrastructure’ to boost flood protection and resilience. Using natural areas and nature-based solutions to catch, store and clean water could be a win-win scenario, delivering a range of co-benefits in addition to reducing flooding, including increasing biodiversity.”
    A team at NIWA recently examined research and case studies from around the world where ’nature-based solutions’ had been developed and implemented, to give local authorities an overview of the wide range of options, and also advice on the best ways to assess the benefits.
    “Regional and district councils are undertaking feasibility studies on the use of nature-based solutions for flood mitigation, so our review of international studies will help with evidence-based decision-making. There are many different ’nature-based solutions’ to consider, ranging from forested headwaters and corridors and restoring floodplain connectivity, through to landscape features that help retain and detain water, such as natural, restored or constructed wetlands, as well as ponds and bio-retention swales which can store and treat stormwater runoff.”
    Griffiths says an area or region doesn’t have to wait until it has a large flood before determining whether the preventative measures worked, as modelling can compare various scenarios and predict the effectiveness of different options.
    “A central question is how well will it perform in reducing flood peak, when the flood is at its highest. Extreme rainfall events are a major challenge. They require efforts to be made right through the catchment from the headwaters and middle reaches to the lowland flood plains to increase infiltration and detention of water, so it impacts less further downstream in more populated areas.”
    He says as well as the main benefit of reducing floods, ‘nature-based solutions’ often deliver other advantages. “We’ve looked at how best to evaluate the options, and also gauge the expected co-benefits, which can include improvements in water quality, ecosystem health, air quality, noise reduction, and carbon storage, as well as positive outcomes for economic and social development. ’Nature-based solutions can provide a greater range of benefits than traditional ‘grey engineering’, particularly if they result in a net increase in biodiversity. Our research found that many countries are now considering how to use nature-based approaches to protect, manage and restore ecosystems.”
    NIWA has developed a preliminary road map to guide the evaluation and implementation of ’nature-based solutions’, and is collaborating with local authorities and other stakeholders, so the lessons learned can be shared across New Zealand. Regional and district councils will complete their feasibility studies by mid-2025 and these will help inform wider adoption of this approach into long-term planning.
    “If all the local authorities use comparable methods to assess the performance of water management techniques being trialled in their feasibility studies, it will provide valuable learning for everyone.” New Zealand needs to, and can, be at the forefront of developing new ways to respond to the risks of flooding, says Griffiths. “Two-thirds of New Zealanders live in areas prone to flooding, and flooding is our most frequent natural disaster, so as land use intensifies and the frequency and intensity of extreme rainfall events increase due to climate change, we need new approaches to preparing for, managing and responding to flooding.”

    MIL OSI New Zealand News

  • MIL-OSI Australia: PASSAT STREET, PORT LINCOLN (Scrub and Grass Fire)

    Source: South Australia County Fire Service

    Issued on
    10 Apr 2025 14:12

    Issued for
    Passat Street near Port Lincoln on the Eyre Peninsula.

    Warning level
    Advice – Threat is Reduced

    Action
    The threat of this fire has reduced however people are reminded to take care in the area. Smoke will reduce visibility in the area and there is a risk of falling trees and branches.

    For updates, check the MFS website at mfs.sa.gov.au or phone the Information Hotline on 1800 362 361.

    MIL OSI News

  • MIL-Evening Report: Big changes are planned for aged care in 2025. But you’d never know from the major parties

    Source: The Conversation (Au and NZ) – By Hal Swerissen, Emeritus Professor of Public Health, La Trobe University

    Ground Picture/Shutterstock

    There has been little new in pre-election promises for Australia’s aged-care workers, providers or the 1.3 million people who use aged care.

    In March, Labor announced A$2.6 billion for another pay rise for aged-care nurses in addition to previous pay increases.

    There’s been nothing substantial on aged care from Labor or the Opposition since.

    Major changes are scheduled for the sector later this year, four years after the damning Royal Commission report into aged care. Yet no additional funding has been announced.

    Estimates suggest funding is short around $5 billion to address losses by residential care providers or the shortfall in Home Care Packages.

    What can we expect this year?

    A new Aged Care Act will come into force on July 1 with a much greater emphasis on the rights of older people to get the care that suits their needs. This will mean:

    • a new system to regulate aged care

    • a new independent complaints commissioner

    • a new Support at Home program for older people who want to live at home, and in the community

    • changes to fees for residential aged care.

    But a number of problems remain and it is not clear the reforms being introduced this year will fix them.

    Access is still an issue

    Access to aged care continues to be a problem, particularly in rural and remote areas. The system is difficult to navigate for often vulnerable and confused consumers and their families.

    The government relies heavily on the My Aged Care website to inform older people and their families about aged care options. But this provides only basic information and it is difficult to get individualised support.

    There is also a “digital divide” for a significant group who are unfamiliar with, and lack confidence in, using online services.

    So we need a much greater emphasis on providing local “one stop shops” for personalised support and advice, particularly when people first enter the aged-care system. These services could be provided through Centrelink or new regional aged-care offices.

    Not everyone can navigate websites to get information about the care they need.
    Screenshot/My Aged Care

    About one-third of older people say they need help to live at home. But to get assistance you need an aged-care assessment and that process too needs improving.

    Waiting times for assessment have blown out, with reported delays of up to five months.

    Older people prefer to stay at home

    There are some concerns the number of new aged-care beds is not increasing fast enough. For instance, there are shortages of residential aged care in particular areas such as Canberra.

    But admission times to residential aged care generally have not increased and occupancy rates are declining. This suggests older people would prefer home to residential care.

    Yet increased demand for home-care packages is not being met.

    For those who need more intensive services at home, waiting times remain stubbornly and unacceptably long because there aren’t enough home care packages.

    Despite years of complaints, there are still more than 80,000 people on the waiting list for care at home.

    The new Support at Home program will introduce an eight-level system of support. The highest level of home-care funding will increase to $78,000 to bridge the gap between funding for home and residential care. But many more intensive care packages for home care will be needed to reduce waiting times.

    The Support at Home program also introduces significantly higher out-of-pocket costs for older people. Such costs for everyday services – such as meals, cleaning and gardening – currently funded through the Commonwealth Home Support Program will increase significantly.

    Most controversially, there will also be greater out-of-pocket costs for “independence” services including personal care, social support, respite care and therapy.

    Staff shortages still a concern

    For aged-care providers, chronic workforce shortages are still the biggest problem. Recent increases in wages for aged-care workers, including nurses, are a step in the right direction. But wages are still low.

    It remains hard to attract staff, staff turnover is high and staff are under-trained, risking the quality of care. Shortages are particularly acute in rural areas.

    The aged-care industry is calling for streamlined migration, better training and incentives for regional workers to make up the shortfall. But so far no new election announcements have been made.

    Aged care still needs more workers, including nurses.
    WHYFRAME/Shutterstock

    No real reform

    Despite changes we’ll see from July, the organisation and financing of aged care remains fundamentally unchanged.

    Overall, Australia’s aged-care system is still heavily privatised and fragmented. In 2022-23 there were 923 home-care providers, 764 residential-care providers and 1,334 home-support providers, nearly all in the private and not-for-profit sectors.

    The Commonwealth continues to manage the sector through a cumbersome combination of highly centralised regulation and prescriptive funding contracts.

    It has not put into place an effective, regional management structure to plan, organise and govern the sector to drive quality, innovation, equity, responsiveness and efficiency.

    Nor has the Commonwealth been willing to adequately finance the system either through a levy, a social insurance scheme or via increased taxation. Instead, it’s upping the reliance on user fees to meet the cost of providing services.

    Hal Swerissen is Deputy Chair of the Bendigo Kangan Institute for TAFE.

    ref. Big changes are planned for aged care in 2025. But you’d never know from the major parties – https://theconversation.com/big-changes-are-planned-for-aged-care-in-2025-but-youd-never-know-from-the-major-parties-253727

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI New Zealand: “Little battler” black-fronted terns defy the odds

    Source: Department of Conservation

    Date:  10 April 2025

    The nationally endangered birds which nest on an island in the Upper Ōhau River battled an unseasonal and very heavy snowfall which buried them and their nests.

    The birds have a unique colony in the Upper Ōhau river system where around 700 of them nest each season. This colony is the largest in the country.

    This breeding season got off to an amazing start with 360 nests, and the rangers could not believe it. “We were so stoked to have so many nests on the island, and no signs of depredation,” said Sam Turner, Department of Conservation Biodiversity Ranger for Project River Recovery.

    Before the snow came, the rangers’ big concern was the ever-present risk of predators wiping them out. “Norway rats are incredibly good swimmers and if we get even one on the island while the birds are incubating their eggs, it can cause the entire colony to abandon their nests. For four years in a row, we had zero fledglings due to rats and other predators, so it is a stressful time.”

    The unseasonal snow fall came in late October. Sam Turner feared the worst.

    “There was at least 20cm of snow blanketing the whole of the Mackenzie Basin. We didn’t know what was happening to the birds on the island and we didn’t know how they would handle so much deep snow.”

    “We checked our trail cameras and saw the parents had stayed on their nests until the very last moment. They were up to their necks but had to abandon the nests to save themselves. It was impressive how hardy and dedicated the terns were, but heart breaking to see the snow bury everything.”

    But just over a week later, the resilient birds came back to give it another go and began laying eggs on the island and on an adjacent terrace.

    “It was incredible, really, and such a relief for our team. But we now had a big job on our hands to protect the birds from predators – especially the birds that renested on the terrace because without protection from the natural moat they had on the island, they were super vulnerable to hedgehogs, which demolish their eggs.”

    “We erected a temporary hedgehog barrier and set up traps on the terrace where some of the terns nested. We upped our feral cat control, and when we detected a stoat and her kits in the area, we also brought through a conservation dog and handler trained in detecting stoats. It was a massive collaborative effort from the DOC team.”

    It all paid off. Sam Turner estimates at least 100 chicks fledged from the breeding colony and have now flown to the coastline for the winter.

    “It’s been such an intense season, lots of emotions so it’s hard to put into words. It’s been such a roller coast given everything that has happened. The snow dump was so out of left field and such terrible timing, but to our relief these little birds had a successful breeding season with a bit of help from us. It’s super rewarding seeing them fly away.”

    “What we want the public to know is how special these birds are and what they’re up against. They’re only found in New Zealand and that’s the reason we work so hard as if we lose them, they’re gone for good. What’s amazing is how these little terns have beaten the odds this season and that’s something we are so proud of.”

    “One alarming statistic is that 25 million native birds are killed by invasive predators in New Zealand. Nature is under pressure, and we’re finding increasingly difficult challenges every year, especially with the extreme weather events like the big snow dumps during the breeding season.”

    “Our job is to make sure these endangered birds have successful breeding years so that they are still around for many years to come.”

    Contact

    For media enquiries contact:

    Email: media@doc.govt.nz

    MIL OSI New Zealand News

  • MIL-OSI New Zealand: EIT to host international Work-Integrated Learning conference | EIT Hawke’s Bay and Tairāwhiti

    Source: Eastern Institute of Technology – Tairāwhiti

    1 minute ago

    EIT is set to join Work-Integrated Learning New Zealand (WILNZ) in hosting the annual Work-Integrated Learning International Conference, bringing together educators, researchers, and industry leaders from across Aotearoa and beyond.

    To be held on April 15 and 16 at EIT’s Hawke’s Bay Campus in Taradale, the two-day event will explore the theme Transformative Work-Integrated Learning: Preparing for a Changing Future.

    The annual Work-Integrated Learning International Conference will be held at EIT’s Hawke’s Bay Campus in Taradale next week. Pictured is Dr. Ondene van Dulm, EIT’s Executive Director for Student & Academic Services and Vice President of WILNZ.

    More than 50 papers will be presented, covering topics from generative AI to community-based projects, with contributions across a wide range of disciplines including architecture, construction, social work, and criminal justice.

    Dr. Ondene van Dulm, EIT’s Executive Director for Student & Academic Services and Vice President of WILNZ, says the conference reflects EIT’s strong focus on applied learning.

    “Work-integrated learning is deeply embedded in our programmes—from nursing and teaching practicums to automotive and carpentry workshops, to on-site services in hairdressing and beauty therapy,” Ondene says. “These real-world learning experiences help prepare students for the fast-changing world of work and lead to better employment outcomes.”

    The conference features roundtable discussions and presentations that reflect a wide range of good practice and research, bringing together both the university and vocational education sectors. Sessions focus, among other things, on enhancing the student experience, supporting effective industry partnerships, and exploring innovative approaches to learning and assessment.

    Keynote speakers include EIT graduate and tutor Levi Armstrong (Ngāti Kahungunu) and Australian scholar Dr. Bonnie Dean, a leading figure in the global work-integrated learning community.

    Ondene says the event is a timely opportunity to showcase EIT’s commitment to practical, community-led, and future-focused learning.

    “It’s also a chance to highlight not only our rebuilt campus post-cyclone in the year we celebrate EIT’s 50th anniversary, but also our long-standing strength in vocational and applied education and training,” she says.

    “Work-integrated learning bridges the space between students, industry, and education providers—something that’s more vital than ever as we prepare learners for jobs that may not even exist yet.”

    Although based in New Zealand, WILNZ is part of a global network of similar organisations, with strong connections to Australia, Canada, and Europe. The conference fosters conversations informed by international perspectives and grounded in the needs of today’s graduates.

    MIL OSI New Zealand News