Category: Transport

  • MIL-OSI: IP Fabric 7.0 Transforms Cloud and Edge Innovation Across Hybrid Networks

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, Feb. 10, 2025 (GLOBE NEWSWIRE) — IP Fabric, the Automated Network Assurance Platform, today announced the release of Version 7.0, designed to simplify compliance with regulations and security frameworks and strengthen operational resiliency across multicloud environments.

    Global enterprises require an end-to-end view of complex cloud and edge environments. Legacy solutions only provide a technology- or domain-specific view, which doesn’t meet the mandate of boards, CISOs and IT leaders, who must balance security, stability, compliance and risk with the pursuit of strategic transformation.

    IP Fabric 7.0 addresses this with a comprehensive view of infrastructure and intelligent analytics, creating the security and operational posture for innovation (e.g., automation, AI, cloud migration, SD-WAN). This lets teams deliver secure services, ensure business continuity, plan and manage budgets, and optimize processes across domains.

    “The release of IP Fabric 7.0 represents another step in empowering all IT teams to achieve panoramic network visibility, efficiency and collaboration,” said Pavel Bykov, CEO and co-founder of IP Fabric. “New features let organizations streamline workflows and proactively address infrastructure and security challenges like never before.”

    Key features in IP Fabric 7.0

    1. Improved Productivity Across Teams and Business Functions
      • 160+ Automated Intent Verification Checks: Proactively identify and address compliance, configuration and maintenance risks with out-of-the-box integrated vendor database checks.
      • Multi-View Dashboards: Create custom dashboards to provide tailored views for the executive team, security practitioners, platform engineers, network engineers and more — without writing a single line of code.
      • Shareable Snapshots and Tables: Enhance collaboration with Shareable Snapshots, which are fully functional simulations of the network (also known as digital twins), and tables, which let users analyze and correlate network state information and parameters across multiple devices.
      • Exportable Network Diagrams: Seamlessly export network diagrams to Visio and other platforms for broader usability.
    2. End-to-End Visibility
      • Expanded Cloud Discovery and Support: Troubleshoot faster with unified data, gain full visibility into backend-to-frontend application communications and prepare for cloud migrations or repatriations. New inventory tables and AWS Direct Connect Transit VIF support enable deeper insights into traffic flow in AWS, especially when leveraging Transit Gateways and multiple VIFs.
      • Enhanced SD-WAN Support: Increase visibility for security teams with new insight into the performance and connectivity of SD-WAN in Silverpeak and Viptela.
      • Auto-Discovery of Security Technology: Identify vulnerabilities and automate security and compliance remediation with instant insights from Check Point, Palo Alto Networks and Stormshield.
      • Advanced Routing Data: Unlock insights into the exact BGP routes devices advertise to neighbors for faster troubleshooting, smarter optimizations and increased confidence that routing aligns with network policies. New BGP capabilities also enable AWS Direct Connect visibility.
    3. Accelerated Business Outcomes
      • Early Snapshot Insights: Network snapshots record the state of the network in time, retrieve historical information, follow network state changes, analyze connectivity and more. Now users can access partial data from devices, tables and diagrams while snapshots are still processing to get insights faster for large environments.
      • Interactive API Documentation: Test CRUD (create/read/update/delete) commands directly in the platform so DevOps and platform engineers can more efficiently build complex lifecycle automation workflows.

    For a complete list of features included in IP Fabric 7.0 visit the company blog.

    About IP Fabric
    IP Fabric is the industry’s leading Automated Network Assurance Platform, offering a continuously validated view of cloud, network and security infrastructure to improve stability, security and spend. Within minutes, the platform creates a unified view of devices, state, configurations and interdependencies, normalizing multi-vendor data and revealing operational truth through automated compliance checks.

    By uncovering risks and providing actionable insights, IP Fabric enables enterprises to accelerate IT and business transformation while reducing costs. Trusted by industry leaders like Red Hat, Major League Baseball and Air France, IP Fabric delivers the foundation for a secure and modern network.

    Learn more at www.ipfabric.io and follow the company on LinkedIn.

    Media Contact
    Liesse Jayalath
    ipfabric@lookleftmarketing.com

    The MIL Network

  • MIL-OSI: Municipality Finance issues EUR 10 million notes under its MTN programme

    Source: GlobeNewswire (MIL-OSI)

    Municipality Finance Plc
    Stock exchange release
    10 February 2025 at 10:00 am (EET)

    Municipality Finance issues EUR 10 million notes under its MTN programme

    Municipality Finance Plc issues EUR 10 million notes on 11 February 2025. The maturity date of the notes is 11 February 2035. The notes bear interest at a fixed rate of 2.819% per annum.

    The notes are issued under MuniFin’s EUR 50 billion programme for the issuance of debt instruments. The offering circular, the supplemental offering circular and the final terms of the notes are available in English on the company’s website at https://www.kuntarahoitus.fi/en/for-investors.

    MuniFin has applied for the notes to be admitted to trading on the Helsinki Stock Exchange maintained by Nasdaq Helsinki. The public trading is expected to commence on 11 February 2025.

    ABN AMRO Bank N.V. plc acts as the dealer for the issue of the notes.

    MUNICIPALITY FINANCE PLC

    Further information:

    Joakim Holmström
    Executive Vice President, Capital Markets and Sustainability
    tel. +358 50 444 3638

    MuniFin (Municipality Finance Plc) is one of Finland’s largest credit institutions. The company is owned by Finnish municipalities, the public sector pension fund Keva and the Republic of Finland.
    The Group’s balance sheet totals over EUR 50 billion.

    MuniFin builds a better and more sustainable future with its customers. MuniFin’s customers include municipalities, joint municipal authorities, wellbeing services counties, corporate entities under their control, and non-profit organisations nominated by the Housing Finance and Development Centre of Finland (ARA). Lending is used for environmentally and socially responsible investment targets such as public transportation, sustainable buildings, hospitals and healthcare centres, schools and day care centres, and homes for people with special needs.

    MuniFin’s customers are domestic but the company operates in a completely global business environment. The company is an active Finnish bond issuer in international capital markets and the first Finnish green and social bond issuer. The funding is exclusively guaranteed by the Municipal Guarantee Board.

    Read more: https://www.kuntarahoitus.fi/en/

    Important Information

    The information contained herein is not for release, publication or distribution, in whole or in part, directly or indirectly, in or into any such country or jurisdiction or otherwise in such circumstances in which the release, publication or distribution would be unlawful. The information contained herein does not constitute an offer to sell or the solicitation of an offer to buy, nor shall there be any sale of, any securities or other financial instruments in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration, exemption from registration or qualification under the securities laws of any such jurisdiction.

    This communication does not constitute an offer of securities for sale in the United States. The notes have not been and will not be registered under the U.S. Securities Act of 1933, as amended (the “Securities Act”) or under the applicable securities laws of any state of the United States and may not be offered or sold, directly or indirectly, within the United States or to, or for the account or benefit of, U.S. persons except pursuant to an applicable exemption from, or in a transaction not subject to, the registration requirements of the Securities Act.

    The MIL Network

  • MIL-OSI: Capgemini reveals gen AI-driven breakthrough to accelerate the bioeconomy

    Source: GlobeNewswire (MIL-OSI)

    Press contact:
    Mollie Mellows
    Tel.: + 44 (0) 7342 709384
    E-mail: mollie.mellows@capgemini.com

    Capgemini reveals gen AI-driven breakthrough to accelerate the bioeconomy

    New methodology reduces the data requirements for protein engineering by 99% so organizations can unlock innovation even in resource-constrained environments

    Paris, February 10, 2025 – Capgemini today announced a new generative AI-driven methodology for protein engineering that uses a specialized protein large language model (pLLM) to predict the most effective protein variants. With a patent pending,1this novel approach will help accelerate the advancement of the global bioeconomy2and drive critical scientific breakthroughs across industries including healthcare, agriculture, and environmental science. By reducing the datapoints required to design protein sequences by over 99%, the new methodology harnesses the power of generative AI (gen AI) to drastically reduce the time and resources needed for research and development (R&D). Using this approach, Capgemini can help clients reduce the development cost of biosolutions and unlock business cases that were not previously viable.

    Breakthrough solves the data bottleneck challenge
    Advancements in engineering biology3 are expected to disrupt all industries, with half of business leaders predicting this transformation will happen within the next five years.4 However, data can be a critical bottleneck in research timelines. This new methodology makes scientific breakthroughs possible with significantly smaller data sets, enabling organizations to innovate even in resource-constrained environments. Using this novel approach, Capgemini is exceptionally positioned to help clients find and develop innovative solutions to global challenges such as disease, food security, and climate concerns.

    The methodology was created in the bespoke gen AI-driven biotechnology lab of Cambridge Consultants, the deep tech powerhouse of the Capgemini Group. The methodology was applied to several critical use cases to demonstrate how it could drive a step-change in innovation. Examples that can be readily translated to other applications include:  

    • 60% increase in plastic degradation efficiency: Capgemini’s gen AI-driven approach enhanced the cutinase enzyme, increasing its ability to break down PET plastic by 60%. This advancement is one example of how protein engineering can create novel, highly efficient and cost-effective solutions to tackle global plastic waste. By making it easier to degrade plastic, this breakthrough can support sustainability objectives and help lower operational costs associated with waste management.
    • Reduced experimentation for faster innovation: Using gen AI predictions, Capgemini reduced the number of experiments needed to identify an improved variant of the commonly cited Green Fluorescent Protein benchmark, from thousands to just 43 data points, achieving a brightness level seven times greater than that of the natural jellyfish protein. This significantly cuts down on the time and resources typically required for experimental testing, enabling quicker deployment across a range of fields, from accelerating drug discovery and enhancing diagnostic tools to advancing bioengineering applications.

    “Capgemini’s proprietary generative AI-driven approach means we are uniquely placed to enable clients to significantly accelerate their bio-journey in previously untapped areas and, crucially, contribute to helping solve many of humanity’s most pressing challenges,” said Roshan Gya, CEO of Capgemini Invent and member of the Group Executive Board. “Our new methodology is faster, more cost-effective, and opens the door to new opportunities for clients to develop innovative bio-based solutions. The Capgemini Group delivers end-to-end engineering biology and scale-up capabilities so that our clients can derive significant business value and develop proprietary IP, moving away from traditional carbon-based approaches and fueling growth in the bioeconomy.”

    Prof. Stephen Wallace, Professor of Chemical Biotechnology at the University of Edinburgh, stated: “Capgemini’s generative AI-driven approach represents a significant leap in protein engineering. By drastically reducing data requirements, Capgemini has fundamentally transformed the innovation timeline in bioengineering. This breakthrough reflects a clear vision for the future of engineering biology, leveraging the design and engineering of new biocatalysts to enable more sustainable and scalable industrial processes. With its expertise and adaptability, Capgemini is well-positioned to drive technological advances in this exciting and rapidly evolving interdisciplinary field.”

    Building on 10 years of pioneering engineering biology and AI development, the bespoke AI-driven biotechnology lab at Cambridge Consultants has been created at its UK headquarters, home to an unrivalled combination of multidisciplinary experts in biology, chemistry, gen AI, digital twins, electronics, software, sustainability and more.

    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, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2023 global revenues of €22.5 billion.
    Get The Future You Want | www.capgemini.com


    1 A priority patent application has been submitted in GB – patent pending
    2 The bioeconomy refers to economic activity that relies on biological resources and processes (animals, plants, microorganisms, and biomass)
    3 Engineering biology is also known as synthetic biology
    4Unlocking the power of engineering biology: The time is now”, Capgemini Research Institute, July 2024

    Attachment

    The MIL Network

  • MIL-OSI: Oma Savings Bank Plc’s Financial Statements Release 1 January – 31 December 2024: The year ended with a fourth quarter in line with expectations – comparable profit before taxes was strong for 2024

    Source: GlobeNewswire (MIL-OSI)

    OMA SAVINGS BANK PLC, STOCK EXCHANGE RELEASE 10 FEBRUARY 2025 AT 9.15 A.M. EET, FINANCIAL STATEMENTS RELEASE

    Oma Savings Bank Plc’s Financial Statements Release 1 January – 31 December 2024: The year ended with a fourth quarter in line with expectations – comparable profit before taxes was strong for 2024

    This release is a summary of Oma Savings Bank’s (OmaSp) January-December 2024 Financial Statements Release, which can be read from the pdf file attached to this stock exchange release and on the Company’s web pages www.omasp.fi

    CEO Sarianna Liiri:
    “The year 2024 has been very exceptional in the history of OmaSp. Both main sources of income developed in line with expectations and the year ended with a good quarter. Significant investments in the development of risk management processes and the implementation of an extensive action plan continued. The acquisition of Handelsbanken AB’s Finnish SME business and the expansion of the distribution network strengthened OmaSp’s market position towards the end of the year and provide a good starting point for the year beginning.

    The comparable profit before taxes was EUR 27.9 million for the fourth quarter and the comparable return on equity was 15.6 percent.

    As expected, changes in market interest rates were reflected in the development of net interest income, and in the last quarter net interest income fell by 11 percent from the comparison period. The net interest income increased by 8 percent for the whole year. Our customers value our personal and easily accessible service model. This is reflected in the development of the number of customers, which remained despite an exceptional year at a good level. With Handelsbanken’s business acquisition, OmaSp gained approximately 10,000 new customers in the autumn, and in addition to this, approximately 1,000 new customer relationships were organically created every month. In particular, fee and commission income and expenses net were increased by card and payment fees, which increased by 16 percent from the previous year. Fee and commission income and expenses net increased by 8 percent in the last quarter and by 7 percent for the full year. At the end of the year, the business focus has been especially on the reception of customers who have transferred from Handelsbanken and the start of operations in three new branches. With the expanded distribution network OmaSp now has excellent coverage in all of Finland’s key growth and provincial centers.

    OmaSp’s loan portfolio and deposit base were boosted by volumes transferred from Handelsbanken. The portfolio of housing loans grew by 5 percent, corporate loan portfolio by 8 percent and deposits by 6 percent from a year ago.

    Accumulation of impairment losses on financial assets was significantly affected by non-compliance with the guidelines and related additional allowances. In 2024, credit losses amounted to approximately EUR 84 million, of which approximately EUR 64 million were related to non-compliance with the guidelines. In the last quarter, the credit loss level remained at last year’s level.

    The Company has continued to make significant investments in risk management and the implementation of the action plan launched in the summer. As a result, the cost level remained high in the last quarter of the year. An additional EUR 5.4 million was invested in risk management processes in October–December and comparable costs increased by 44 percent during the fourth quarter. Expenses were also increased by the increased number of personnel. During the financial year, the Financial Supervisory Authority (FIN-FSA) carried out audits of the Company. Based on the audits, the observations raised by the supervisor and the development targets already identified by the Company itself support each other. The measures to develop the processes are proceeding well on schedule and the goal is to complete the development measures planned during 2024 in the first half of 2025.

    The comparable cost/income ratio remains at a good level despite significant investments and was 47.7 percent in the last quarter.

    Customer and personnel satisfaction at the center of everything
    OmaSp’s competitive advantage has been and will continue to be built on excellent customer experience. According to research, customer and personnel satisfaction have remained at an excellent level as in previous years, despite the exceptional year. Our personnel are our most essential resource, so committed and motivated personnel play a vitally important role for OmaSp’s future success. The renewed board of the Company started its work in December, and we have got five experienced board experts to strengthen the bank’s operations. In addition, the Company’s new CEO, Karri Alameri, will start his work in April at the latest.

    OmaSp’s financial position is stable, and the Company’s solvency and liquidity position is at a good level. The total capital (TC) ratio was 15.6 percent at the end of the year and the accumulation of equity is nearly EUR 580 million.

    After the changes implemented in 2024, we will now be able to focus on our core business and strengthen the customer experience of our existing and new customers. OmaSp’s ambition is to enable and solve the needs of households and small and medium-sized enterprises in all areas of the bank’s operations. In February, the history of OmaSp stretches back 150 years. From these strong starting points, we will continue in 2025 with confidence.

    Warm thanks to all customers and owners, and especially to OmaSp’s personnel for 2024!”

    January-December 2024
    • Oma Savings Bank Plc’s Extraordinary General Meeting was held on 10 December 2024. The Extraordinary General Meeting confirmed on the remuneration, number and composition of the members of the Board of Directors. The number of members of the Board of Directors was confirmed to be eight, i.e. the number of members increased by one. Aki Jaskari, Jaakko Ossa and Jaana Sandström were re-elected as Board members and Juhana Brotherus, Irma Gillberg-Hjelt, Carl Pettersson, Kati Riikonen and Juha Volotinen were elected as new members.
    • The Company’s Board of Directors appointed Karri Alameri, B.Sc. (Econ.), CEFA as the Company’s new CEO on 30 September 2024. Alameri will start his position no later than 1 April 2025.
    • On 1 September 2024, the Company completed the acquisition of Svenska Handelsbanken AB’s SME business in Finland as planned. The deposit portfolio transferred to the Company was approximately EUR 440 million and the loan portfolio approximately EUR 500 million. A goodwill of EUR 15.3 million was recognised from the acquisition. Approximately 10,000 customers transferred to the Company in the acquisition, and at the same time 30 people transferred to the Company as old employees.
    • During the second quarter, the Company launched an extensive risk management action plan (the “Noste”), which has been implemented according to plan.
    • In January–December, net interest income grew 8.1% compared with the same period last year. Net interest income totalled EUR 213.1 (197.0) million. In the last quarter, net interest income decreased by 10.5% compared to the comparison period.
    • Home mortgage portfolio increased by 5.0% during the previous 12 months. Corporate loan portfolio increased by 8.0% during the previous 12 months.
    • Deposit base increased by 5.5% over the past 12 months.
    • In January-December, fee and commission income and expenses (net) increased due to volume growth by 7.0%. In the last quarter, fee and commission income and expenses (net) increased by 7.5% compared to the comparison period.
    • In January–December, total operating income grew by 9.3% compared to the comparison period. In the last quarter, comparable total operating income remained at the same level compared to the last quarter and was EUR 68.2 (69.4) million.
    • In January-December, total operating expenses grew in total by 22.6%. The growth is mainly explained by expenses arising from business arrangements as well as from extensive risk management development projects and investigation costs related to non-compliance with the guidelines. In addition, the number of personnel increased during the year due to the business arrangements, the opening of new branches and the strengthening of risk management processes. Other operating expenses were in total EUR 69.3 (52.5) million, of which the development costs of the risk management action plan and investigation costs related to non-compliance with the guidelines amounted to EUR 11.8 million.
    • Comparable total operating expenses grew by 44.0% in the last quarter and were EUR 32.4 (22.5) million. Of this the risk management action plan (the ”Noste”) amounted to EUR 5.4 million.
    • For January-December, the impairment losses on financial assets were in total EUR -83.4 (-17.1) million. A total of EUR 64.4 million in impairment losses on financial assets were recorded in relation to non-compliance with the guidelines, of which EUR 4.9 million was final impairment losses on financial assets. Impairment losses on financial assets amounted to EUR 7.6 (7.3) million in the last quarter.
    • For January-December, profit before taxes was EUR 74.6 (138.0) million. For the last quarter, profit before taxes was EUR 22.6 (35.5) million.
    • In January-December, comparable profit before taxes was EUR 86.7 (143.6) million. For the last quarter, comparable profit before taxes was EUR 27.9 (38.8) million.
    • In January-December, cost/income ratio was 41.3 (36.9)%. In the last quarter, cost/income ratio was 52.9 (35.4)%. In January-December, comparable cost/income ratio was 37.8 (35.1)%. In the last quarter, comparable cost/income ratio was 47.7 (32.8)%.
    • In January-December, comparable return on equity (ROE) was 12.4 (25.3)%. For the last quarter, comparable return on equity (ROE) was 15.6 (23.5)%.
    • Total capital (TC) ratio was 15.6 (16.5)%.

    The Group’s key figures (1,000 euros) 1–12/2024 1–12/2023 Δ% 2024 Q4 2023 Q4 Δ%
    Net interest income 213,097 197,045 8% 50,913 56,907 -11%
    Fee and commission income and expenses, net 50,745 47,421 7% 13,105 12,188 8%
    Total operating income 270,068 247,067 9% 64,381 67,190 -4%
    Total operating expenses -111,004 -90,550 23% -33,917 -23,483 44%
    Impairment losses on financial assets, net -83,379 -17,126 387% -7,572 -7,269 4%
    Profit before taxes 74,589 138,048 -46% 22,582 35,546 -36%
    Cost/income ratio, % 41.3% 36.9% 12% 52.9% 35.4% 49%
    Balance sheet total 7,709,090 7,642,906 1% 7,709,090 7,642,906 1%
    Equity 576,143 541,052 6% 576,143 541,052 6%
    Return on assets (ROA) % 0.8% 1.6% -52% 0.9% 1.5% -40%
    Return on equity (ROE) % 10.7% 24.3% -56% 12.6% 21.5% -41%
    Earnings per share (EPS), EUR 1.80 3.49 -48% 0.54 0.85 -36%
    Total capital (TC) ratio % 15.6% 16.5% -6% 15.6% 16.5% -6%
    Common Equity Tier 1 (CET1) capital ratio % 14.4% 14.9% -3% 14.4% 14.9% -3%
                 
    Comparable profit before taxes 86,656 143,609 -40% 27,945 38,790 -28%
    Comparable cost/income ratio, % 37.8% 35.1% 8% 47.7% 32.8% 45%
    Comparable return on equity (ROE) % 12.4% 25.3% -51% 15.6% 23.5% -34%

    Outlook for the financial year 2025:
    The Company’s business outlook for the financial year 2025 will be affected by lower market interest rates and the continued high cost level due to IT investments and system improvements required by risk management and quality processes. In addition, the Company continues to invest in customer experience on different channels. The uncertainty of the operating environment and economic situation affects the development of balance sheet items and comparable profit for the financial year 2025.

    Oma Savings Bank Plc provides earnings guidance on comparable profit before taxes for 2025. Earnings guidance is based on the forecast for the entire year, which takes into account the current market and business situation. Forecasts are based on the management’s insight into the Group’s business development.

    We estimate the Group’s comparable profit before taxes to be EUR 65-80 million for the financial year 2025 (comparable profit before taxes was EUR 86.7 million in the financial year 2024).

    Board of Directors’ proposal for the distribution of profit to AGM
    The Board of Directors proposes to the Annual General Meeting a dividend in accordance with the dividend policy, at least 20% of the Company’s net profit. The proposal for the distribution of profit aims to increase capital buffers and maintain strong liquidity. The Board of Directors proposes that, on the basis of the Financial Statements to be adopted for 2024, a dividend of EUR 0.36 be paid from the Parent Company’s distributable profits for each share entitled to a dividend for 2024.

    The proposed record date for dividends would be 10 April 2025 and the payment date 17 April 2025.

    No material changes have taken place in the Company’s financial position after the financial year. The Company’s liquidity is good, and the proposed profit distribution does not compromise the Company’s liquidity according to the Board of Directors’ insight.

    General Meeting 
    The Annual General Meeting is scheduled to be held on 8 April 2024. The Company’s Board of Directors will convene the Annual General Meeting separately at a later date.

    Oma Savings Bank Plc

    Additional information:
    Sarianna Liiri, CEO, puh. +358 40 835 6712, sarianna.liiri@omasp.fi
    Minna Sillanpää, CCO, tel. +358 50 66592, minna.sillanpaa@omasp.fi

    DISTRIBUTION
    Nasdaq Helsinki Ltd
    Major media
    www.omasp.fi

    OmaSp is a solvent and profitable Finnish bank. About 500 professionals provide nationwide services through OmaSp’s 48 branch offices and digital service channels to over 200,000 private and corporate customers. OmaSp focuses primarily on retail banking operations and provides its clients with a broad range of banking services both through its own balance sheet as well as by acting as an intermediary for its partners’ products. The intermediated products include credit, investment and loan insurance products. OmaSp is also engaged in mortgage banking operations.

    OmaSp core idea is to provide personal service and to be local and close to its customers, both in digital and traditional channels. OmaSp strives to offer premium level customer experience through personal service and easy accessibility. In addition, the development of the operations and services is customer-oriented. The personnel is committed and OmaSp seeks to support their career development with versatile tasks and continuous development. A substantial part of the personnel also own shares in OmaSp.

    Attachment

    The MIL Network

  • MIL-OSI Economics: AI advancements to accelerate China digital health sector, says GlobalData

    Source: GlobalData

    AI advancements to accelerate China digital health sector, says GlobalData

    Posted in Medical Devices

    China’s rapid advancements in artificial intelligence (AI), underscored by the recent launch of Qwen2.5-Max, Kimi k1.5, and DeepSeek v3, are sparking excitement among AI professionals. This progress is expected to have a considerable impact on multiple industries, including healthcare. Consequently, the Chinese digital health market is likely to see further developments, provided the data security is safeguarded, says  GlobalData, a leading data and analytics company.

    GlobalData’s research reveals that in 2024, China represented around 20% of the digital health market in the Asia-Pacific (APAC) region, reflecting the increasing demand for innovations such as DeepSeek within the healthcare sector.

    Pratibha Thammanabhatla, Medical Devices Analyst at GlobalData, comments: “The recent launch of Qwen2.5-Max, Kimi k1.5, and Deepseek highlights China’s increasing presence in the AI sector and its dedication to achieving technological self-sufficiency. The advanced AI features they assert, including huge efficiency gains, better reasoning, and accessibility, may have considerable potential to provide enhanced diagnostic abilities, personalized recommendations, and improved communication between patients and healthcare professionals.”

    Alibaba Cloud claims that its latest Qwen2.5-Max demonstrated significant advantages over other AI models such as Llama-3.1-405B, DeepSeek V3 and Qwen2.5-72B when evaluated using benchmark tools such as Arena-Hard, LiveBench, LiveCodeBench, and GPQA-Diamond and they are expecting that advancements in post-training techniques will elevate the next version of Qwen2.5-Max to new heights.

    Thammanabhatla concludes: “Although AI has the potential to revolutionize healthcare by improving efficiency and patient outcomes, challenges such as data privacy, doctor-patient relationship, and lack of sufficient trained personnel must be addressed to ensure its successful implementation. A collaborative approach involving stakeholders from various countries and sectors, including healthcare professionals, regulators, and data privacy experts, is essential for overcoming these challenges, which would result in wider adoption.”

    MIL OSI Economics

  • MIL-OSI: Netcompany enters into an agreement with SDC to create ‘the future of banking services’

    Source: GlobeNewswire (MIL-OSI)

    Company announcement (inside information)
    No. 09/2025

                                                     10 February 2025

    Netcompany Group A/S (“Netcompany”), SDC A/S, (“SDC”), and a majority part of the shareholders of SDC have today entered into an agreement of a transaction whereby a newly formed company of Netcompany and SDC will merge into a combined company fully owned by Netcompany. Together, Netcompany and SDC will create innovative and best-in-class banking solutions and services to the benefit of current banks running on SDC’s platform, as well as for new banks to be onboarded to the platform in the future.

    The transaction values SDC at DKK 1 billion and will include a cash payment of DKK 1 billion from Netcompany to SDC’s shareholders. The cash consideration is funded by way of utilising current credit facilities.

    Closing of the transaction is expected to take place around mid-2025, subject to regulatory and other customary conditions.

    Strategic rationale
    The transaction with SDC provides a strong foothold for Netcompany in the financial services industry, which is the highest spending vertical within IT services in Europe. In 2025, the total addressable market in DK, NO, and SE is estimated to be more than DKK 44 billion and the market is expected to grow more than 10% annually towards 2028, supporting Netcompany’s ambition of delivering continued sustainable organic growth.

    Within the financial services industry, Netcompany offers a solid product and platform suite, including AMPLIO, mit.dk, AMI and EASLEY, combined with products from Festina Finance such as Festina Advisor and Festina Life and Pension. These products and platforms supplemented by SDC’s core banking platform will be the foundation of ‘the future of banking services’. Together, Netcompany and SDC will improve the banking experience for bank customers, as well as bank employees and advisors, by introducing improved and personalised advice, self-service solutions, and end-to-end digital processes to support activities such as housing journeys and onboarding, through new industry-specific and vendor-independent banking services.

    Following the transaction, the combined workforce of Netcompany and SDC is more than 9,200 FTEs.

    André Rogaczewski, CEO Netcompany states:
    I am thrilled to announce that we have successfully agreed on a transaction with the majority shareholders of SDC. This strategic move marks a significant milestone for Netcompany, and it aligns with our Go-To-Market strategy to expand our capabilities and enhance our service offerings within the financial services industry.
    Digitalisation is the key driver for strengthening Europe’s most critical societal areas – including the financial services industry. Netcompany already provides the digital foundation with our products and platforms in the areas of pension, customs and tax, transport and logistics, and now we are going to do the same in the financial services industry. With SDC’s core banking platform and Netcompany’s innovative DNA, products, and platforms, we are looking into unprecedented opportunities for the entire banking sector. The goal of this transaction is to create innovative and best-in-class services in Denmark, Scandinavia, and the rest of Europe, to the benefit of current and future customers, thereby adding substantial value for our shareholders and stakeholders.”

    Klaus Skjødt, Chair SDC states:
    “This is a significant milestone in SDC’s history, as we are now building upon past investments in the market’s most modern core banking platform and future-proofed online and mobile banking. Together with Netcompany, we have a shared ambition to make the banking sector a driving force for digital innovation, setting new standards for the advice and service customers can expect from their bank. We will achieve the scale and development power necessary to enhance our competitiveness and create the market’s strongest banking experience.”

    About SDC

    • SDC is a prominent IT service provider headquartered in Ballerup, Denmark, specialising in delivering comprehensive IT solutions to the financial services industry across the Nordic region.
    • SDC was founded in 1963 and offers a wide range of services, including core banking systems, digital banking solutions, and regulatory compliance tools.
    • At the end of 2024 SDC’s workforce counted 980 FTEs in three countries.
    • Prior to closing of the transaction, SDC is owned by its member banks. SDC functions as the internal IT department of the member banks, which are also in turn customers of SDC, as well as other commercial non-member banks.
    • In 2023, SDC realised revenue of DKK 1,837 million and EBITDA of DKK 286.8 million.
    • For additional information: https://www.sdc.dk/

    About Netcompany

    • Netcompany is a leading IT services company headquartered in Copenhagen, Denmark, with a strong focus on digital transformation in Europe.
    • Netcompany was founded in 2000 and delivers innovative and high-quality solutions to both public and private sector clients.
    • At the end of 2024 Netcompany’s workforce counted 8,260 FTEs in nine countries.
    • In 2024, Netcompany realised revenue of DKK 6,540.6 million and adjusted EBITDA of DKK 1,097.9 million in 2024.
    • For additional information: https://www.netcompany.com/

    Summary of the transaction

    • Netcompany will acquire 100% of the shares in SDC for a cash consideration at closing of DKK 1 billion.
    • Netcompany will make the acquisition through a newly formed company – Netcompany Banking Services A/S – which will be merging with SDC and as a consequence resulting in a fully owned subsidiary of Netcompany in which the activities of SDC are fully embedded.
    • The cash consideration is funded by way of utilising current credit facilities. The transaction will be fully debt financed within the existing covenants.
    • Due to integration costs, the transaction is expected to have a dilutive impact on EPS for the financial year 2025.
    • The transaction is expected to be EPS accretive to Netcompany from 2026 compared to 2024. Furthermore, the transaction is expected to be double-digit percentage EPS accretive by 2028 – also compared to 2024.
    • The transaction is subject to regulatory approvals in Denmark, Norway, and Faroe Island and other customary conditions.
    • Netcompany and the majority shareholders, who will continue as customers in the newly formed company after closing, will enter into a commercial IT-framework agreement (to enter into effect after closing) based on an already agreed term sheet. The agreed term sheet includes key provisions on the continued delivery of the current as-is services on a commercial market conform delivery and payment basis, a governance model with continued involvement of Netcompany and the bank customers, a fair and market-based exit model, and the transformation of the SDC platform to create ‘the future of banking services’.
    • As the agreed transaction structure is set as a merger, the closing of the transaction will formally require a two-thirds approval at a general meeting in both Netcompany’s newly formed company and SDC. The majority shareholders representing 70.94% of the outstanding share capital and voting rights in SDC have at signing of the agreement with Netcompany irrevocably provided their commitment to vote for the merger.
    • The remaining shareholders, and customers of SDC, will be given the opportunity to enter into a commercial IT-framework agreement with Netcompany on the same terms as the majority shareholders and irrevocably provide their approval to vote for the merger.

    Financial Guidance
    Financial guidance for 2025 for Netcompany on a stand-alone basis, as provided in the Annual Report 2024, is based on organic performance metrics and hence maintained. Organic revenue growth is expected between 5% and 10% and adjusted EBITDA margin between 16% and 19%.

    Netcompany expects to reinitiate it’s share buyback programmes after closing of the transaction and expects leverage at the end of 2025 to be around 1.5x.

    Webcast
    In connection with the publication of the merger, Netcompany will host a conference call on Monday, 10 February 2025 at 8.15 am CET. The conference call will be held in English and can be followed live via the company’s website; www.netcompany.com

    Dial-in details for investors and analysts:
    DK: +45 78 76 84 90
    UK: +44 20 3769 6819
    US: +1 646 787 0157

    PIN: 598046

    Webcast Player URL: https://netcompany-as.eventcdn.net/events/webcast-10-februar-2025

    Additional information
    For additional information, please contact:

    Netcompany Group A/S
    Thomas Johansen, CFO, +45 51 19 32 24
    Frederikke Linde, Head of IR, +45 60 62 60 87

    Disclaimer
    This announcement contains forward-looking statements that reflect Netcompany’s current expectations and views of future events. Some of these forward-looking statements can be identified by terms and phrases such as “estimate”, “expect”, “target”, “plan”, “project”, “will” and similar expressions. These forward-looking statements include statements relating to: the expected characteristics of the combined company; expected financial results and characteristics of the combined company; expected timing of the launch and closing of the proposed transaction and satisfaction of conditions precedent, including -regulatory conditions; and the expected benefits of the proposed transaction, including related synergies. These forward-looking statements are subject to a number of risks and uncertainties, many of which are beyond our control, which could cause actual results to differ materially from such statements. These forward-looking statements are based on our beliefs, assumptions, and expectations of future performance, taking into account the information currently available to us. These statements are only predictions based upon our current expectations and projections about future events. Risks and uncertainties include: the ability of Netcompany to integrate SDC into Netcompany’s operations; the performance of the global economy; the capacity for growth in internet and technology usage; the consolidation and convergence of the industry, its suppliers and its customers; the effect of changes in governmental regulations; disruption from the proposed transaction making it more difficult to maintain relationships with customers, employees or suppliers; and the impact on the combined company (after giving effect to the proposed transaction with SDC and the shareholders of SDC) of any of the foregoing risks or forward-looking statements, as well as other risk factors listed from time to time in Netcompany’s public disclosures. The forward-looking statements should be read in conjunction with the other cautionary statements that are included elsewhere, including the risk factors included in any public disclosures of Netcompany. Any forward-looking statements made in this announcement are qualified in their entirety by these cautionary statements, and there can be no assurance that the actual results or developments anticipated by us will be realised or, even if substantially realised, that they will have the expected consequences to, or effects on, us or our business or operations. Except as required by law, we undertake no obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

    Attachment

    The MIL Network

  • MIL-OSI Submissions: NTT DATA Unveils Global Insights on GenAI Adoption in Banking: Divergent Strategies for Boosting Productivity vs. Cutting Costs

    Source: NTT DATA

    Research from NTT DATA finds that as GenAI adoption rises, new pressures on return of investment are at the forefront of the challenges facing the banking industry.

    TOKYO – BUSINESS WIRE – NTT DATA, a global digital business and IT services leader, has today launched a new global research report uncovering the use of generative AI (GenAI) in the banking sector worldwide. The report, titled “Intelligent banking in the Age of AI,” has found that despite the growing adoption of GenAI technology in the banking industry, banks and financial institutions are split when it comes to outcome-based strategies – only half of banks (50%) see it as a tool for improving productivity and efficiency. Similarly, half (49%) believe it can be used for reducing operational IT spend.

    Transforming Banking Through GenAI

    GenAI is more disruptive than any previous advance in banking technology. It is less a question of if, but when banks embrace this technology, due to its transformative ability to embed intelligence at every layer of the banking ecosystem, from core banking to front-end systems. GenAI is already making waves in the banking industry, with 6 in 10 organizations (58%) already fully embracing its transformative potential, an increase from 2023, when only 45% of organizations had fully embraced GenAI, according to NTT DATA’s research.

    “Generative AI represents a pivotal moment for the banking industry,” said Robb Rasmussen, Head of Global Marketing & Communications, NTT DATA. “While the potential benefits are enormous, the challenges of implementing GenAI are complex and varied, requiring careful navigation and a structured approach. Given the anticipated high spending on GenAI, achieving a return on investment is crucial. Many banks will be expecting GenAI to drive long-term savings by automating IT tasks, improving operational efficiency, and creating competitive advantages, but it’s important to note that achieving meaningful ROI requires a clear strategy, tailored implementation, and robust governance at the same time.”

    Financial constraints increasing pressure on ROI

    ROI has become a top priority for GenAI implementations, yet banking organizations are split in their opinions of which strategies are most important to them. Banks have long struggled with boosting productivity, and GenAI is poised to present a solution to this problem, but only half of banking leaders (50%) see it as a solution to current productivity woes. Cost optimization is another area where banks are split, with just under half (49%) looking to reduce IT budgets accordingly.

    This disparity is highlighted on a global scale too – for example, almost 6 in 10 US banks (59%) are keen to reduce IT budgets and almost half (47%) want to cut operations budgets, while only 4 in 10 banks in Europe (43%) have IT budgets front of mind and just over a third (36%) are concerned with operations costs. Meanwhile productivity is the most important factor for European banks (46%), yet the US and APAC are placing even more emphasis on productivity themselves in comparison.

    Key performance indicators (KPIs) that financial institutions are using or planning to use to evaluate the success of Generative AI initiatives:

    Differing strategies across differing regions

    Strategies for realizing these benefits of GenAI differ vastly among organizations too. While around half of organizations are focusing on collaboration between humans and AI (51%) or a hybrid approach with existing systems (47%), over a quarter (28%) of banks are hoping to fully automate tasks and remove the need for manual input entirely. Fully automating tasks is an area which divides opinions worldwide as well, with a quarter of banks in the UK (25%) and Europe (24%) looking to fully automate the process, while almost a third of banks (32%) in the Americas and 35% of Japanese banks are looking to do the same.

    Robb Rasmussen, Head of Global Marketing & Communications, NTT DATA added: “It is clear that the ability to balance innovation with fiscal responsibility will define success for banks. However, many banks are lacking in maturity when it comes to this technology and are unsure where to start. Partnering with systems integrators can be a good starting point, allowing them to access the latest knowledge while ensuring compliance with industry regulations. By working with specialized providers, banks can ensure that GenAI implementations can deliver the desired ROI, while maintaining robust data protection measures and meeting both internal security standards and regulatory requirements.”

    NTT DATA’s research dives into specific areas of the banking industry, including Payments and Wealth Management, as well as Fraud Prevention. To read the full report, please go to “Intelligent banking in the Age of AI”

    About the Research

    NTT DATA’s survey was carried out on 810 banking leaders, from all global banking markets, and provides a 360-degree perspective on the sector’s journey towards innovation and GenAI adoption. This survey was led by NTT DATA Group’s Global Industry Office, part of the Global Marketing & Communications Headquarters.

    MIL OSI – Submitted News

  • MIL-OSI: Inside information: Nokia announces a leadership transition – Justin Hotard appointed as successor to Pekka Lundmark

    Source: GlobeNewswire (MIL-OSI)

    Nokia Corporation
    Inside information
    10 February 2025 at 08:00 EET

    Inside information: Nokia announces a leadership transition – Justin Hotard appointed as successor to Pekka Lundmark

    Espoo, Finland – Nokia today announced a leadership transition. Nokia’s President and Chief Executive Officer, Pekka Lundmark, has informed the Board that he will step down. The Board has appointed Justin Hotard as the next President and Chief Executive Officer of Nokia. He will start in his new role on 1 April 2025. 

    Hotard joins Nokia with more than 25 years’ experience with global technology companies, driving innovation, technology leadership and delivering revenue growth. He currently leads the Data Center & AI Group at Intel. Prior to this role, he held several leadership roles at large technology companies, including Hewlett Packard Enterprise and NCR Corporation. He will be based at Nokia’s headquarters in Espoo, Finland.

    “I am delighted to welcome Justin to Nokia. He has a strong track record of accelerating growth in technology companies along with vast expertise in AI and data center markets, which are critical areas for Nokia’s future growth. In his previous positions, and throughout the selection process, he has demonstrated the strategic insight, vision, leadership and value creation mindset required for a CEO of Nokia,” said Sari Baldauf, Chair of Nokia’s Board of Directors.

    “I am honored by the opportunity to lead Nokia, a global leader in connectivity with a unique heritage in technology. Networks are the backbone that power society and businesses, and enable generational technology shifts like the one we are currently experiencing in AI. I am excited to get started and look forward to continuing Nokia’s transformation journey to maximize its potential for growth and value creation,” said Justin Hotard.

    After leading Nokia since 2020, Nokia’s current President and CEO, Pekka Lundmark, has decided to step down from executive roles and move on to the next phase of his career.

    “I want to thank Pekka for his significant contributions to Nokia, he will leave with our highest respect. The planning for this leadership transition was initiated when Pekka indicated to the Board that he would like to consider moving on from executive roles when the repositioning of the business was in a more advanced stage, and when the right successor had been identified. Now, both of those conditions have been met, and he has decided to step down,” said Sari Baldauf.

    She continued: “Pekka joined at a difficult time in Nokia’s history. Under his tenure, Nokia has re-established its technology leadership in 5G radio networks and built a strong position in cloud-native core networks. Network Infrastructure has delivered growth and significant profit improvement, and Nokia has secured the longevity of its patent licensing business. At the same time, Nokia has built strong foundations in new growth areas, refreshed the company’s brand and culture, transformed its operating model and rebalanced its portfolio.”

    “Leading Nokia has been a privilege. When I returned to Nokia in 2020, I called it a homecoming, and it really has felt like one. I am proud of the work our brilliant team has done in re-establishing our technology leadership and competitiveness, and positioning the company for growth in data centers, private wireless and industrial edge, and defense. This is the right time for me to move on. I have led listed companies for more than two decades and although I do not plan to stop working, I want to move on from executive roles to work in a different capacity, such as a board professional. Justin is a great choice for Nokia and I look forward to working with him on a smooth transition,” said Nokia’s President and CEO Pekka Lundmark. 

    Lundmark will step down on 31 March 2025. He will continue as an advisor to the new CEO until the end of the year. 

    An event for media and financial analysts will be held today at 10:00 EET. Link to join the webcast: https://edge.media-server.com/mmc/p/hjd9zmyx.

    Journalists and financial analysts, who wish to ask a question during the event, must dial-in to an audio-only conference call line. The attendees must pre-register here: https://dpregister.com/sreg/10196883/fe7f25be61.

    If you wish to ask a question on the call, you must mute the webcast and only use the participant dial-in during the Q&A session as there is a delay of approximately 15-30 seconds.

    Journalists and financial analysts can join via webcast or in person (Nokia’s Executive Experience Center at Karakaari 18, Espoo). Members of the media and analysts who want to participate in person, are kindly requested to show their press credential or valid ID on arrival.

    Justin Hotard, CV

    Born: 1974

    Nationality: US national 

    Experience:

    • Intel, Santa Clara, CA, 2024–present: Executive Vice President and General Manager, Data Center & AI Group
    • Hewlett Packard Enterprise, Houston, TX / Tokyo, Japan, 2015–2024: various leadership positions including:
      • Executive Vice President and General Manager, High Performance Computing, AI & Labs
      • President and Managing Director, Japan and China
    • NCR Corporation, Duluth, GA, 2007–2014: various leadership positions including: President and General Manager, Global Small Business Cloud Platform
    • Symbol Technologies (acquired by Motorola, Inc), Holtsville, NY, 2003–2007: Director, Product Management and Senior Manager, Corporate Development
    • Motorola, Inc, Arlington, IL, 1996–2000: Senior Systems Engineer

    Education:

    • Master of Business Administration, MIT Sloan School of Management, Cambridge, MA, 2002
    • Bachelor of Science in Electrical Engineering, University of Illinois Urbana-Champaign, Urbana, IL, 1997

    About Nokia 
    At Nokia, we create technology that helps the world act together.

    As a B2B technology innovation leader, we are pioneering networks that sense, think and act by leveraging our work across mobile, fixed and cloud networks. In addition, we create value with intellectual property and long-term research, led by the award-winning Nokia Bell Labs, which is celebrating 100 years of innovation.

    With truly open architectures that seamlessly integrate into any ecosystem, our high-performance networks create new opportunities for monetization and scale. Service providers, enterprises and partners worldwide trust Nokia to deliver secure, reliable and sustainable networks today – and work with us to create the digital services and applications of the future.

    Inquiries:

    Nokia Communications
    Phone: +358 10 448 4900
    Email: press.services@nokia.com
    Maria Vaismaa, Global Head of External Communications

    Nokia
    Investor Relations
    Phone: +358 931 580 507
    Email: investor.relations@nokia.com

    FORWARD-LOOKING STATEMENTS

    Certain statements herein that are not historical facts are forward-looking statements. These forward-looking statements reflect Nokia’s current expectations and views of future developments and include statements regarding: A) expectations, plans, benefits or outlook related to our strategies, projects, programs, product launches, growth management, licenses, sustainability and other ESG targets, operational key performance indicators and decisions on market exits; B) expectations, plans or benefits related to future performance of our businesses (including the expected impact, timing and duration of potential global pandemics, geopolitical conflicts and the general or regional macroeconomic conditions on our businesses, our supply chain, the timing of market changes or turning points in demand and our customers’ businesses) and any future dividends and other distributions of profit; C) expectations and targets regarding financial performance and results of operations, including market share, prices, net sales, income, margins, cash flows, cost savings, the timing of receivables, operating expenses, provisions, impairments, taxes, currency exchange rates, hedging, investment funds, inflation, product cost reductions, competitiveness, revenue generation in any specific region, and licensing income and payments; D) ability to execute, expectations, plans or benefits related to our ongoing transactions, investments and changes in organizational structure and operating model; E) impact on revenue with respect to litigation/renewal discussions; and F) any statements preceded by or including “anticipate”, “continue”, “believe”, “envisage”, “expect”, “aim”, “will”, “target”, “may”, “would”, “see”, “plan” or similar expressions. These forward-looking statements are subject to a number of risks and uncertainties, many of which are beyond our control, which could cause our actual results to differ materially from such statements. These statements are based on management’s best assumptions and beliefs in light of the information currently available to them. These forward-looking statements are only predictions based upon our current expectations and views of future events and developments and are subject to risks and uncertainties that are difficult to predict because they relate to events and depend on circumstances that will occur in the future. Factors, including risks and uncertainties that could cause these differences, include those risks and uncertainties specified in our 2023 annual report on Form 20-F published on 29 February 2024 under Operating and financial review and prospects – Risk factors. 

    The MIL Network

  • MIL-OSI: EdgeSynergies Unveils Edge Data Centre Breakthrough at DSbD Showcase

    Source: GlobeNewswire (MIL-OSI)

    LONDON, Feb. 10, 2025 (GLOBE NEWSWIRE) — EdgeSynergies are showcasing their pioneering UKRI-funded project under the Digital Security by Design (DSbD) programme, at the upcoming UK Digital Security by Design Showcase. This milestone event showcases EdgeSynergies’ secure, sustainable edge data centres, delivering low-latency compute while repurposing waste heat for decarbonisation—key to the UK’s digital future, economic resilience, and Net Zero goals.

    At the event, EdgeSynergies will unveil MoatE (Morello at the Edge), a revolutionary digitally secure, energy-efficient edge computing solution. MoatE enables data centres to repurpose waste heat energy into usable energy, supporting urban heat networks and advancing the UK’s drive towards green, low-latency computing infrastructure. This breakthrough innovation directly contributes to the United Nations Sustainable Development Goals (UNSDG), reinforcing the UK’s leadership in secure, climate-conscious digital infrastructure.

    With the rapid rise of AI, IoT, AV, VR, and edge computing, the demand for ultra-secure, high-performance, and energy-efficient edge data centres for low-latency computing has never been greater. EdgeSynergies’ MoatE harnesses the power of the UKRI-backed Morello architecture, embedding next-generation digital security by design principles to protect against cyber threats while ensuring high-efficiency computing.

    Joydeep Mondal, Founder & CEO of EdgeSynergies, said: “The UK stands at a pivotal moment in defining the future of secure, sustainable computing. EdgeSynergies’ innovation represents a critical leap forward—combining next-gen cybersecurity with circular economy principles to transform edge data centres into green energy hubs. We are excited to present MoatE at the DSbD Showcase and invite governments, investors, and industry leaders to join us in scaling this ground-breaking solution.”

    Margaret Blight, Co-Founder & CCO of EdgeSynergies, added: “The meteoric rise of AI inference is fueling a surge in demand for Edge compute. Without green solutions that revolution will have an unprecedented impact to energy, water and carbon emissions. MoatE enables us to decarbonise compute by reusing waste heat for good in the community. Our work under the UKRI Digital Security by Design programme underscores the importance of embedding security at the silicon level while addressing the environmental impact of compute infrastructure. We call on policymakers, industry leaders, and tech innovators to support this mission and drive adoption of climate-positive digital infrastructure.”

    EdgeSynergies invites government bodies, investors, compute customers, and industry partners to engage with us at the UK Digital Security by Design Showcase on 11th February 2025. This is a unique opportunity to support the UK’s ambition for secure, sustainable, and high-capacity edge computing—a vital step towards achieving Net Zero and digital sovereignty.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/13711d6e-dbaf-4d9d-b3de-ed4f4dc1cdd8

    The MIL Network

  • MIL-Evening Report: Eugene Doyle: Trump and foolish old men who redraw maps

    COMMENTARY: By Eugene Doyle

    It generally ends badly.  An old tyrant embarks on an ill-considered project that involves redrawing maps.

    They are heedless to wise counsel and indifferent to indigenous interests or experience.  Before they fail, are killed, deposed or otherwise disposed of, these vicious old men can cause immense harm.

    To see Trump through this lens, let’s look at a group of men who tested their cartographic skills and failed:  King Lear and, of course, Hitler and Napoleon Bonaparte, and latterly, George W Bush and Saddam Hussein.

    I even throw in a Pope.  But let’s start first with Benjamin Netanyahu and Donald Trump himself.

    Benjamin Netanyahu and a map of a ‘New Middle East’ — without Palestine
    In September 2023, a month before the Hamas attack on Israel, Benjamin Netanyahu spoke to an almost-empty UN General Assembly.  Few wanted to share the same air as the man.

    In his speech, he presented a map of a “New Middle East” — one that contained a Greater Israel but no Palestine.

    In a piece in The Jordan Times titled: “Cartography of genocide”, Ramzy Baroud explained why Netanyahu erased Palestine from the map figuratively.  Hamas leaders also understood the message all too well.

    “Generally, there was a consensus in the political bureau: We have to move, we have to take action. If we don’t do it, Palestine will be forgotten — totally deleted from the international map,” Dr Bassem Naim, a leading Hamas official said in the outstanding Al Jazeera documentary October 7.

    Hearing Trump and Netanyahu last week, the Hamas assessment was clear-eyed and prescient.

    Donald Trump
    In defiance of UN resolutions and international law, he recognised Jerusalem as Israel’s capital, recognised the Syrian Golan Heights as part of Israel, and now wants to turn Gaza into a US real estate development, reconquer Panama, turn Canada into the 51st State of the USA, rename the Gulf of Mexico and seize Greenland, if necessary by force.

    And it’s only February.  The US spent blood, treasure and decades building the Rules-Based International Order.  Biden and Trump have left it in tatters.

    Trump is a fitting avatar for the American state: morally corrupt, narcissistic, burning down all the temples to international law, and generally causing chaos as he flames his way into ignominy.

    The past week — where “Bonkers is the New Normal” — reminded me of a famous Onion headline: “FBI Uncovers Al-Qaeda Plot To Just Sit Back And Enjoy Collapse Of United States”.

    The Iranians made a brilliant counter-offer to the US plan to ethnically cleanse Gaza and create a US statelet next to Israel — send the Israelis to Greenland! Unlike the genocidal US and Israeli leadership, the Iranians were kidding.

    Point taken, though.

    King Lear: ‘Meantime we will express our darker purpose. Give me the map there.’

    Lear makes the list because of Shakespeare’s understanding of tyrants and those who oppose them.

    Trump, like Lear, surrounds himself with a college of schemers, deviants and psychopaths. Image: www.solidarity.co.nz

    Kent: My life I never held but as a pawn to wage against thy enemies.

    Lear: Out of my sight!

    Kent and all those who sought to steer the King towards a more prudent course were treated as enemies and traitors. I think of Ambassador Chas Freeman, John Mearsheimer, Colonel Larry Wilkerson, George Beebe and all the other wiser heads who have been pushed to the periphery in much the same way.

    Trump, like Lear, surrounds himself with a college of schemers, deviants and psychopaths.

    Napoleon Bonaparte
    I was fortunate to study “France on the Eve of Revolution” with the great French historian Antoine Casanova.  His fellow Corsican caused a fair bit of mayhem with his intention to redraw the map of Europe.

    British statesman William Pitt the Younger reeled in horror as Napoleon got to work, “Roll up that map; it will not be wanted these 10 years,” he presciently said.

    Bonaparte was an important historical figure who left a mixed and contested legacy.

    Before effective resistance could be organised, he abolished the Holy Roman Empire (good job), created the Confederation of the Rhine, invaded Russia and, albeit sometimes for the better, torched many of the traditional power structures.

    Millions died in his wars.

    We appear to be back to all that: a leader who tears up all rule books.  Trump endorses the US-Israeli right of conquest, sanctions the International Criminal Court (ICC) for trying to hold Israel and the US to the same standard as others, and hands out the highest offices to his family and confidantes.

    Hitler
    “Lebensraum” (Living space) was the Nazi concept that propelled the German war machine to seize new territories, redraw maps.  As they marched, the soldiers often sang “Deutschland über alles” (Germany above all), their ultra-nationalist anthem that expressed a desire to create a Greater Germany — to Make Germany Great Again.

    All sounds a bit similar to this discussion of Trump and Netanyahu, doesn’t it?  Again: whose side should we be on?

    Saddam Hussein and George W Bush
    When it comes to doomed bids to remake the Middle East by launching illegal wars, these are two buttocks of the same bum.  Now we have the Trump-Netanyahu pair.

    Will countries like Australia, New Zealand and the UK really sign up for the current US-Israeli land grab?  Will they all continue to yawn and look away as massive crimes against humanity are committed?   I fear so, and in so doing, they rob their side of all legitimacy.

    Pope Alexander VI
    There is a smack of the Borgias about the Trumps. They share values — libertinism and nepotism, to name two — and both, through cunning rather than aptitude, managed to achieve great power.

    Pope Alexander VI, born Rodrigo Borgia, father to Lucretia and Cesare, was Pope in 1492 when Columbus sailed the ocean blue.

    1494. The Treaty of Tordesillas hands the New World over to the Spanish and Portuguese. Image: www.solidarity.co.nz

    He was responsible for the greatest reworking of the map of the world: the Treaty of Tordesillas which divided the “New World” between the Spanish and Portuguese empires. Millions died; trillions were stolen.

    We still live with the depravities the Europeans and their heritors unleashed upon the world.

    I’m sure the Greenlanders, the Canadians, the Panamanians and whoever else the United States sets their sights on will resist the unwelcome attempt to colour the map of their country in stars & stripes.

    History is littered with blind map re-makers, foolish old men who draw new maps on old lands.

    Like Sykes, Picot, Balfour and others, Trump thinks with a flourish of his pen he can whisk away identity and deep roots. Love of country and long-suffering mean Palestinians will never accept a handful of coins and parcels of land spread across West Asia or Africa as compensation for a stolen homeland.

    They have earned the right to Palestine not least because of the blood-spattered identity that they have carved out of every inch of land through their immense courage and steadfastness. We should stand with them.

    Eugene Doyle is a community organiser and activist in Wellington, New Zealand. He received an Absolutely Positively Wellingtonian award in 2023 for community service. His first demonstration was at the age of 12 against the Vietnam War. This article was first published at his public policy website Solidarity and is republished here with permission.

    MIL OSI AnalysisEveningReport.nz

  • MIL-Evening Report: What do the changes to IUD access mean for Australian women?

    Source: The Conversation (Au and NZ) – By Danielle Mazza, Director, SPHERE NHMRC Centre of Research Excellence in Women’s Sexual and Reproductive Health in Primary Care and Professor and Head of the Department of General Practice, Monash University

    PeopleImages.com – Yuri A/Shutterstock

    Ahead of the government’s response this week to a Senate inquiry into access to reproductive health care in Australia, the government has announced new measures to make it easier to get an intrauterine device, or IUD.

    Payments to doctors and nurse practitioners to insert and remove these devices will increase. The government will also set up eight centres to train health-care professionals in IUD insertion, and ensure they are skilled and confident.

    The Coalition has vowed to match this commitment if it wins the federal election.

    So what are IUDs? And how might these changes impact Australian women?

    ‘Set and forget’ contraception

    IUDs are small devices that are implanted in the uterus to prevent pregnancy. There are two types: “hormonal IUDs”, which contain the hormone levonorgestrel, and “copper IUDs”.

    Another long-acting reversible contraceptive, the contraceptive implant, is about 4cm long, made of plastic and inserted just under the skin in the arm.

    Hormonal IUDs (known by brand names Mirena and Kyleena in Australia) and the contraceptive implant are subsidised under the PBS, costing A$31.60 ($7.70 concession). However copper IUDs aren’t, and cost around $100.

    However, women may face significant out-of-pocket costs to have IUDs and implants inserted.

    IUDs are types of long-acting reversible contraception. They are often called “set and forget” because once inserted, nothing more needs to be done. Long-acting reversible contraceptives are the most effective way to prevent pregnancy (over 99%).

    This compares with the commonly used contraceptive pills containing estrogen and progestogen, which need to be taken every day. These have a failure rate of 8-9% with typical use.

    The hormonal IUDs’ contraceptive effect lasts for eight years, while a copper IUD can last up to ten years, depending on the type. The contraceptive implant protects against pregnancy for three years.

    IUDs are a ‘set and forget’ form of contraception.
    Yashkin Ilya/Shutterstock

    The levonorgestrel in hormonal IUDs acts locally inside the uterus to thin the lining of the womb, so much so that after about six months of use, many women experience very little, if any, bleeding.

    This reduction in menstruation can prevent or reduce conditions such as heavy menstrual bleeding, iron deficiency and period pain.

    Like all contraceptives, there are potential side effects. IUD insertion is painful, there is a small risk of expulsion of IUDs and they may not be positioned correctly at the time of insertion.

    Copper IUDs may cause heavier bleeding than usual.

    And the contraceptive implant is associated with unpredictable (although mostly tolerable) bleeding patterns.

    Australian women are less likely to use them

    Just 6% of women use an IUD and another 5% use the contraceptive implant.

    This compares with Sweden, where 30.9% use a long-acting reversible contraceptive, and in England, it’s over 30%.

    Part of the reason is many women don’t know much about these contraceptive options, especially about IUDs.

    But our research found that women were more likely to choose an IUD when their doctor incorporated information about how much more effective long-acting reversible contraceptives were during contraceptive consultations, and could refer women to get an insertion done quickly if they didn’t provide insertions themselves.

    Some women rely on the pill because they don’t know they have other options.
    Layue/Shutterstock

    Women often struggle to find a GP who can insert an IUD and face long waiting times to get one inserted.

    Despite a small increase to the Medicare rebate in 2022, the current rebate doesn’t reflect the costs or time needed by GPs to conduct the insertion. This has put a lot of GPs off from providing this service.

    It can also be difficult for GPs to take time off from their clinical work to do the training, with courses costing around $1,500 and GPs not earning any income while attending.

    What did the Senate inquiry recommend?

    To overcome these issues, a Senate inquiry into barriers to reproductive health care recommended:

    • appropriate remuneration and reimbursement for GPs providing IUD and implant insertion and removal services, including through increased Medicare rebates

    • improved insertion and removal training to support the increased use of IUDs and implants in Australia.

    How does this announcement stack up?

    The new women’s health package directly addresses these issues by:

    • increasing the clinician rebate for inserting and removing IUDs and implants

    • providing Medicare rebates for nurse practitioner insertions

    • providing GPs with an incentive to bulk bill insertions so women will not face any out-of-pocket costs

    • funding eight centres across Australia to train clinicians to ensure they’re trained, skilled and confident in IUD insertion.

    These measures complement announcements made last year to provide training scholarships for GPs and nurses to train in IUD insertion and to fund an online “community of practice” to support practitioners to provide these services.

    With the increased rebates rolling out from November 1, and the training centres in the next year or two, we should see many more GPs skilled up and providing IUDs in the next few years.

    This should make it more affordable and much easier for women to find a clinician to insert it.

    Another reproductive health issue remains unaddressed

    The government is expected to table its response in parliament this week to the reproductive health care access Senate inquiry.

    While there have been many improvements in access to medical abortion, particularly the ability for women to receive a medical abortion via telehealth through Medicare, key challenges remain in ensuring all Australian women can access surgical abortion.

    Policymakers will need to focus attention on training a new generation of clinicians to undertake surgical abortions, and developing transparent local pathways for women to access care.

    Danielle Mazza has received funding for research and conference attendance and served on advisory boards for Bayer, Organon, MSD and Gedeon Rechter. SPHERE and the ACCORd trial mentioned in the article were funded by the NHMRC and the Extend Prefer study by the Australian Department of Health. The roundtable on barriers to LARC was funded by Bayer.

    ref. What do the changes to IUD access mean for Australian women? – https://theconversation.com/what-do-the-changes-to-iud-access-mean-for-australian-women-249473

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI Australia: Youth charged in relation to evade and crash at Bridgewater

    Source: Tasmania Police

    Youth charged in relation to evade and crash at Bridgewater

    Monday, 10 February 2025 – 4:23 pm.

    A youth has been charged in relation to an evade incident and crash on the Bridgewater Bridge yesterday. 
    The 15-year-old has been charged with aggravated evade, motor vehicle stealing, unlicensed driving, and traffic offences. 
    They will appear before the Youth Justice Court tonight.

    MIL OSI News

  • MIL-Evening Report: With ‘damp drinking’ and ‘zebra striping’, Gen Z are embracing moderation – not abstinence – from alcohol

    Source: The Conversation (Au and NZ) – By Katinka van de Ven, Alcohol and other drug specialist, UNSW Sydney

    Fewer young Australians are drinking. And when they do drink, they are drinking less and less often than previous generations at the same age.

    It’s a trend happening all around the world.

    The proportion of young people who drink infrequently is growing in the long term. In 2001, 13.6% of Australians aged 18–24 drank less than once a month. That’s since increased to 20%, or one in five.

    The proportion of young people who’ve never consumed a full glass of alcohol has also more than doubled since 2001, from 7.5% to 16.3%.

    But for many, abstinence is not necessarily the goal. An interest in mindful drinking means trends that encourage moderation – including “zebra striping” and “damp drinking” – have taken off on social media.

    So, what are these strategies for cutting down? And are they really something new?

    What is ‘zebra striping’?

    Zebra striping” means alternating between alcoholic and non-alcoholic drinks. It effectively halves alcohol consumption for most people. This reduces the risk of intoxication because it gives your body time to process the alcohol.

    The term is new but the concept of alternating drinks has long been a cornerstone of harm-reduction strategies.

    A UK study commissioned by a zero-alcohol beer brand found that 25% of pub goers alternate between alcoholic and non-alcoholic beer. While commercial research like this requires cautious interpretation, it does highlight a growing appetite for moderation.

    Is it different to ‘damp drinking’?

    The rise of “damp drinking” is another shift from all-or-nothing approaches to alcohol. In a recent survey, close to 40% of drinkers want to drink less compared to 6.5% who say they want to quit altogether.

    Going “damp” – rather than completely “dry” – means reducing alcohol without cutting it out altogether.

    Having a drink is reserved for special occasions, but generally doesn’t feature in everyday life. This is also known as being “99% sober”.

    It’s an approach that resonates with many young people who are “sober curious”, but do not want to completely abstain from alcohol.

    Moderation can be a sustainable strategy for people who are not dependent on alcohol. Sometimes even people who were dependent can achieve moderation, usually after a period of abstinence. In the past, the consensus was that people who were dependent on alcohol should only aim for complete abstinence.

    Strict sobriety goals can increase risk of relapse. This is referred to as the abstinence violation effect, which can sometimes lead to a cycle of binge drinking and guilt when people feel they’ve failed.

    Moderation strategies, such as damp drinking or zebra striping, are more likely to foster self-compassion and gradual change.

    So what’s behind this cultural shift?

    In part, popular wellness trends have promoted alcohol-free living as a positive and aspirational lifestyle.

    But health concerns are only part of the answer.

    Young people especially face increasing social and economic pressures, and may be more focused on professional and personal growth than previous generations.

    Studies show many view excessive drinking – and accompanying anxiety and hangovers – as incompatible with their ambitions and desire to stay in control.




    Read more:
    Why do I get so anxious after drinking? Here’s the science behind ‘hangxiety’


    Adding to this, social media can make what you do more visible to others – and serve as a permanent record. So some young people are more careful with behaviours that might lead to regret.

    The increasing availability of better-tasting zero-alcohol drinks helps, too.

    Zero-alcohol beer and wine, and mocktails, offer a way to participate socially without the drawbacks of alcohol consumption. These alternatives have reduced the stigma once associated with abstaining or drinking less in social settings.

    This shift is also underpinned by a changing narrative around alcohol. Unlike older generations who often associated drinking with celebration and bonding, younger people are more likely to question the role of alcohol in their lives.

    Binge drinking, once seen as a rite of passage, simply may not be as “cool” anymore.

    Finding support for change

    Given the health risks associated with drinking, such as cancer, liver disease and mental health issues, it’s great news more young people are reducing their drinking.

    But four in ten young people (42%) are still consuming alcohol at risky levels.

    The Australian national alcohol guidelines try to balance the social benefits and the health risks of drinking.

    If you drink within the guidelines – no more than ten drinks a week and no more than four in any one day – you have a one in 100 chance of dying from an alcohol- related illness like cancer or heart disease.

    If you drink above those guidelines the risk of these issues exponentially increases.

    If you are looking to change your relationship with alcohol, self-reflection is a vital first step. Key questions to consider include:

    • is alcohol negatively impacting my health, relationships or work?
    • do I struggle to enjoy social occasions without drinking?

    Alcohol and other drug support organisations such as Hello Sunday Morning and Smart Recovery offer free, evidence-based, digital support and resources for people looking to change their drinking.

    These services emphasise harm reduction and self-compassion, encouraging individuals to set realistic goals and achieve lasting change.

    Dr Katinka van de Ven is the Research Manager of Hello Sunday Morning. She also works as a paid evaluation and training consultant in alcohol and other drugs. Katinka has previously been awarded grants by state governments and public funding bodies for alcohol and other drug research.

    Nicole Lee works as a paid evaluation and training consultant in alcohol and other drugs. She has previously been awarded grants by state and federal governments, NHMRC and other public funding bodies for alcohol and other drug research. She is CEO of Hello Sunday Morning.

    ref. With ‘damp drinking’ and ‘zebra striping’, Gen Z are embracing moderation – not abstinence – from alcohol – https://theconversation.com/with-damp-drinking-and-zebra-striping-gen-z-are-embracing-moderation-not-abstinence-from-alcohol-246250

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI Australia: Albanese Government creating a better pathway for financial advisers

    Source: Australian Treasurer

    The Albanese Government is rebuilding a strong and sustainable financial advice industry that ensures Australians can access high quality and affordable financial advice.

    The advice industry was abandoned and decimated by the former Coalition government, as the number of advisers fell from 28,000 in January 2019 to less than 16,000.

    The Government will reform the education requirements for professional financial advisers to create a sustainable pathway for new advisers to enter the profession.

    Currently, the professional pathway for financial advisers is composed of four requirements:

    • completion of an approved qualification, with the list of approved qualifications limited to those focused specifically on financial advice;
    • a 1,600 hour professional year;
    • completion of the financial adviser exam; and
    • continuing professional education.

    The current education pathway is not sustainable. School leavers are not attracted to the specialised area of study, and it is a significant investment for career changers. Fewer Higher Education Providers are offering courses due to the lack of entrants.

    Under the Government’s changes, the proposed education standard will centre around a new requirement to hold a bachelor’s degree or higher in any discipline.

    Prospective advisers will need to meet minimum study requirements in relevant financial concepts such as finance, economics or accounting. They will also need to complete financial advice subjects covering ethics, legal and regulatory obligations, consumer behaviour and the financial advice process.

    This provides relevant core knowledge for an adviser, streamlines entry into the industry and retains the important role of tertiary education.

    It will also bring down the costs on prospective advisers and make it easier for people to change careers into financial advice later in life.

    For most students studying a Commerce, Economics or Finance degree – or people moving across from other financial services careers – the cost and time to meet the requirements under the new standard will be halved.

    Advisers will still need to complete a professional year, pass the financial adviser exam and undertake ongoing continuing professional education.

    These reforms will complement the education requirements for the new class of financial advisers. We will ensure the pathway is aligned to enable the new class of adviser to transition into the professional advice ranks.

    The Government will work with industry and higher education providers to ensure an appropriate transition to the new education standard.

    Further, the Government will no longer proceed with Stage 2 of the registration process for financial advisers established by the Better Advice Act. This stage would have required individual advisers to register annually with the Australian Securities and Investments Commission from 1 July 2026.

    Financial advisers are already registered by their authorising Australian Financial Services licensees under Stage 1. Not proceeding with Stage 2 removes unnecessary red tape on individual advisers.

    These reforms build on the Government’s Delivering Better Financial Outcomes package to help address the current supply shortage of financial advisers, cut red tape that is not leading to better consumer outcomes, and strengthen the industry’s ability to meet the future demand for financial advice.

    MIL OSI News

  • MIL-OSI Australia: Address to Conexus – Advice Policy Summit

    Source: Australian Treasurer

    Introduction

    I would like to acknowledge the Ngunnawal and Ngambri people as the traditional custodians of the land we are meeting on.

    I pay my respects to their Elders past and present, and I acknowledge any First Nations Australians in attendance.

    Thank you to Colin and the team at Conexus for the opportunity to contribute to your discussion this week.

    Australians need access to quality and affordable financial advice.

    Quality financial advice can give Australians peace of mind.

    It can help protect them from the risks of scams and dodgy investments.

    And it can lift their financial well‑being and set them up for the future.

    But – as you well know – quality financial advice is sadly out of reach for too many Australians.

    It is why I have spent my time as Minister undertaking the largest reform project to financial advice in over a decade.

    Because Australians need it.

    And reform was needed.

    This space was left in tatters by the previous government.

    Under their watch, the number of advisers fell from 28,000 in 2019 to where we are today with fewer than 16,000 advisers.

    A shrinking pool of advisers became laden with higher costs that made advice increasingly unaffordable and inaccessible for Australians.

    Now I am heartened by comments from the Shadow Minister and Opposition who I believe want to support our reform direction.

    And I take that support at face value.

    But unfortunately, their actions when in government told a different story.

    Within a few months, we will be asked to vote on the direction of the country.

    Australians who want better access to advice and information will need to judge the Opposition on their record, not just their rhetoric.

    In contrast, the actions of our reforms have been based around 3 objectives.

    We need to retain and attract more financial advisers into the industry.

    We need to cut unnecessary red tape that is driving up costs without providing a consumer benefit.

    And we need to ensure Australians have confidence to seek advice and engage in the financial system.

    Retaining financial advisers in the industry

    Before coming to government, I made a commitment to address a glaring problem in the sector.

    It has been a bipartisan commitment to professionalise the financial advice industry.

    The modern financial adviser will have a degree, pass an exam, adhere to a code of ethics, and undertake on‑the‑job training.

    This has raised the quality of financial advice that clients expect, giving them confidence and supporting better outcomes.

    However, the implementation of the requirement for financial advisers to hold tertiary education qualifications was bungled.

    Long‑time advisers, who had diligently acted in their clients’ best interests, were told to go back to university or find a new line of work.

    Unsurprisingly, advisers started leaving the industry in droves.

    Not every exit was a tragedy.

    But plenty of good advisers felt they had no choice but to abandon their work like they had been abandoned by the previous government.

    This was a genuine crisis point for the industry’s viability.

    I couldn’t stand by and let this continue to unfold.

    So we made an election commitment to introduce a new pathway for experienced advisers with a clean record to remain in the industry.

    And upon coming to government, we quickly acted to legislate this reform.

    Over a quarter of the industry has now used our pathway to continue to provide Australians with the advice and information they need.

    4,000 advisers who could have been lost to the industry.

    It was a necessary change that was in the public interest.

    Bringing new financial advisers into the industry

    But this only staunched the bleeding.

    FASEA put an albatross around the neck of the industry with an unwieldy and impractical education standard for advisers.

    Even the opposition realised the folly of their ways and disbanded FASEA.

    But its effect was not addressed.

    Most people who end up in the financial advice industry have told me that they did not take a direct path there.

    They didn’t know at the age of 18 that they wanted to be an adviser.

    But the previous government set up a system that immediately thins the herd of potential new advisers.

    Individuals are required to make a significant investment in a highly specialised degree.

    That means many young people are locked out if they want to keep their options open by studying degrees that apply across many industries.

    There are also very few universities offering a degree in financial planning –

    And there will be even fewer if we keep on the current track as the demand is not there.

    In some ways, the previous government set up a perfect process so long as you don’t need it to train new advisers.

    No other industry has been treated like this and it needs to be addressed.

    We’re committed to the professionalisation of the industry.

    We’re committed to a high quality of advice for consumers.

    And we want to repair and rebuild the sector by expanding the pool of advisers.

    So today I am announcing the next step in our reform of the financial advice industry.

    The government will reform the education standards for professional financial advisers to expand the supply of high quality, helpful and safe advice.

    The new standard will continue to recognise the important role of tertiary education.

    Under our proposal, individuals will be able to hold a bachelor’s degree or higher in any discipline.

    Prospective advisers will need to meet a minimum study requirement in financial concepts such as finance, economics or accounting.

    This means firms will be able to attract graduates with degrees in economics, commerce, and finance, amongst others.

    They will also need to complete core prescribed accredited financial advice subjects.

    This will cover ethics, legal and regulatory obligations, consumer behaviour, and the financial advice process.

    This creates a better pathway for career changers who will be able to enter the industry later in life.

    For example, someone with a Commerce degree may only need to do the financial advice components – if they haven’t already done it.

    This will be complemented by the remaining standards that advisers need to meet –

    Namely, the professional year, the financial adviser exam and ongoing education obligations – which will be unchanged.

    In combination, this will give consumers confidence that they are getting value and quality.

    The cost and time to meet the requirements under the new standard will be halved for most students studying a commerce, economics or finance degree.

    It will be halved for people moving across from other financial services careers.

    We will also ensure that the education requirements for the new class of adviser will be aligned.

    This will create another logical entry‑point to rebuild the advice industry.

    This is all about keeping the pipeline of prospective advisers open as wide as possible for as long as possible.

    I recognise that some advisers have followed the current pathway.

    And I respect the hard work they have done to enter the profession – which is not going to be taken away from them.

    But the status quo is unsustainable and without change, the profession will hit another crisis point down the track.

    All while the demand for advice is only going to go up because of the 5 million Australians at or approaching retirement.

    Cutting unnecessary red tape

    We also need to free up advisers to help their clients with relevant advice that is safe and quality.

    As it stands, the law makes it difficult for advisers to satisfy themselves that they have met the best interests of their clients unless they provide comprehensive advice.

    Everything flows from that.

    Advice is not always targeted at what the client wants.

    Statements of advice are too long and unhelpful.

    And the cost of advice is too high.

    The second tranche of our financial advice reform package will address this.

    I will be the first to say that I wish I could give you a draft bill right now.

    It is our priority and is being written as we speak.

    But it is complex.

    And we cannot risk endangering consumers by getting this wrong.

    Or being too cautious so as to miss this moment to shift the dial.

    We have worked constructively across all sectors of the industry – and will continue to do so.

    That has taken time, but it has led to a better package for consumers.

    There are some who are still suggesting that all the recommendations of the Quality of Advice Review should have been adopted in full.

    That should be challenged.

    If we had done that, the legislation would not have been supported by stakeholders or by parliament.

    But I reaffirm that we are committed to modernising the best interests duty and reforming statements of advice.

    Just as we are committed to introducing a new class of adviser that any financial firm can employ to give safe advice.

    And we are committed to ensuring those 5 million Australians are able to access helpful advice, information and nudges through their super fund.

    I also announce today that we are going further in cutting red tape.

    The government will not proceed with Stage 2 of the registration process for financial advisers established by the Better Advice Act under the previous government.

    This stage would have required individual advisers to register with ASIC from 1 July 2026 on an ongoing annual basis.

    Financial advisers are already registered by their authorising AFSL under Stage 1.

    Not proceeding with Stage 2 will retain this existing requirement but will remove an additional regulatory burden on individual advisers.

    This would have simply been an additional cost for no benefit to consumers.

    Confidence to seek advice and engage in the financial system

    The final piece of the puzzle is to ensure that Australians have confidence to seek advice and engage in the financial system.

    I was delighted to see our Scams Prevention Framework legislation pass the House of Representatives last week.

    This is another step forward in making Australia the toughest place in the world for scammers to target.

    Financial advice and our scams prevention work are 2 sides of the same coin.

    We want to ensure that advice is affordable so that Australians go to regulated and safe sources of advice – not dodgy scammers.

    Preventing scams is also necessary for Australians to feel confident to invest and engage in the financial system.

    So our scams work is vital for our financial advice reform.

    Sadly, Australians can get inappropriate financial advice that means they lose everything.

    And there is a bipartisan commitment that consumers should have access to some redress when this occurs.

    The previous government failed to implement the Compensation Scheme of Last Resort, even though they talked about doing it.

    We have implemented it as recommended by the Ramsay Review and Hayne Royal Commission.

    We welcomed the bipartisan support for its design – given it is the same scheme introduced into parliament by the last government.

    But, I am not convinced that it is in its final form.

    I am concerned about the sustainability of the scheme on its current trajectory.

    It is not sustainable for financial advisers.

    And it is no good for consumers if the scheme falls over.

    Some people want the quick fix – and I wish there was one.

    Unfortunately, 2 of the biggest cases to hit the CSLR – Dixon and United Global Capital – have very different characteristics that make a quick fix very difficult.

    So I have tasked Treasury to review the CSLR immediately.

    We need to ensure that it is sustainable.

    And we need to ensure that it is meeting the objective that we all support.

    It is not about guaranteeing investment returns.

    But about ensuring genuine victims have access to some redress.

    This is an important part of the financial system for advisers.

    Because it gives Australians confidence that there is a back stop in situations of genuine last resort.

    It’s in all our interests to ensure that is what it is doing.

    Conclusion

    So – more financial advisers and less red tape.

    And confidence for Australians to seek advice and engage in the financial system.

    It’s a big piece of work, but a piece of work that is in the public interest.

    I am not the first Assistant Treasurer to say a word on financial advice.

    And I won’t be the last.

    But I’m confident that I am leaving the sector in a better place, and on a better path.

    And I believe that Australians will be better off because of it.

    MIL OSI News

  • MIL-OSI New Zealand: Release: Health system will suffer from ‘let it fail’ strategy

    Source: New Zealand Labour Party

    National’s cutting of digital staff in our health system will put patients at risk and leave hospitals vulnerable to cyber-attack.

    Feedback from Health New Zealand Te Whatu Ora staff on proposed redundancies in data and digital staff reveals deep concerns about a ‘fail early, fail often, succeed over time’ strategy.

    “Patient data is too important to let the systems that manage and protect it fail. This is New Zealand’s health system – not tiddlywinks. It needs to be taken seriously,” Labour acting health spokesperson Peeni Henare said.

    “National’s cuts have already affected the frontline, which is a broken promise. 

    “Cuts to data and digital services will have consequences for New Zealanders trying to get care, from the potential for their personal information being hacked, to accurate record keeping of their health information.

    “Cuts to data management will disproportionately impact Maori, Pacific and rural communities.

    “National has made a big song and dance about targets in health, but without the data to back up what they’re doing, it will only make it easier to game the system – as they have done in the past.

    “On top of the crisis in leadership that Christopher Luxon is overseeing at Health New Zealand, these ongoing cuts to the frontline are only going to make it harder for everyday New Zealanders to access the healthcare they need. The cuts must stop,” said Peeni Henare.


    Stay in the loop by signing up to our mailing list and following us on FacebookInstagram, and X.

    MIL OSI New Zealand News

  • MIL-OSI China: Sales push as brands brace for tough 2025

    Source: China State Council Information Office

    Right after the Spring Festival holiday, automobile markets in China have become hectic, touting new features, offering discounts and even appearing in movies to woo potential car buyers.

    Tesla announced on Wednesday, the first working day after the weeklong holiday, a time-limited discount of up to 8,000 yuan ($1,098) on its Model 3. On the same day, Xpeng unveiled five-year installment and interest-free loan offers.

    But at the head of the pack was Nio, whose offer — which includes interest-free five-year loan plans — came days before the Spring Festival holiday ended.

    Meanwhile, Great Wall Motor’s Tank, BAIC’s Arcfox and Dongfeng’s off-road brand Mengshi have either starred in Chinese New Year blockbusters including Ne Zha 2 or partnered with their producers in publicity campaigns.

    Behind the diverse tactics is the same sense of urgency: after a brutal 2024 they believe the vehicle market this year will be more cruel, despite the China Association of Automobile Manufacturers expecting the overall market size to go up 4.7 percent to 32.9 million units.

    The elimination phase has begun and many of the car manufacturers are struggling to “beat the count”, said analysts from consulting firm McKinsey in a report released on Thursday.

    “Those which cannot come up with decent electric vehicles in one or two years, and those which are deep in the red but cannot offer a convincing strategy to go green, will be forced to leave the race,” they said.

    In the bigger picture, Chinese brands, whose rise is the defining feature of the current market landscape, are relatively safe.

    Over the past five years, the number of Chinese car brands selling more than 600,000 vehicles annually jumped from 11 in 2020 to 13 in 2024, signaling a dramatic shift toward greater market concentration.

    More tellingly, for the first time, Chinese brands have broken into the ranks of those with sales exceeding 1.2 million units annually — a mark that was once the exclusive domain of foreign brands.

    In January, seven out of the 10 bestselling carmakers in the country were Chinese; Geely topped the chart, followed by BYD and Changan.

    These domestic brands have not only capitalized on China’s rapid push toward NEVs but positioned themselves as leaders in the transition to intelligent mobility.

    However, smaller Chinese brands, especially startups, are yet to gain a firm foothold. There are currently 37 active NEV brands in China. Of them, 12 are independent startups and the rest, such as Zeekr, Voyah and Avatr, are offshoots of larger traditional manufacturers.

    Now at least five of the NEV brands have become profitable. Those who cannot go green in the next 12 to 18 months, or at least come up with a feasible plan, may trigger speculation, said McKinsey.

    This is particularly true after Jidu, a partnership between Geely and Baidu, and Neta got into financial trouble in late 2024, leaving car owners and even employees nowhere to resort to.

    For foreign carmakers, the picture is far from rosy. Once the undisputed leaders of China’s car market, their position is becoming precarious.

    A combination of technology lag, reduced brand loyalty and aggressive pricing strategies from domestic players has eroded their dominance, according to McKinsey.

    It projects the market share of foreign carmakers, which once commanded over half of all car sales in China, to fall to just 30 percent by the end of this year from 40 percent now.

    The decline is a direct result of the seismic shift toward electric vehicles and smart driving technology — areas where many foreign brands have struggled to keep pace.

    The profit margins of joint-venture carmakers have taken a significant hit. McKinsey’s analysis reveals that, from 2017 to 2023, the profits of the top 10 leading Chinese joint-venture companies dropped by 34 percent in the country.

    For many foreign brands, the situation is compounded by a weakening consumer base, especially as new domestic models with cutting-edge features flood the market.

    Some foreign companies, such as Volkswagen and its premium Audi brand, have responded by forming strategic partnerships with Chinese manufacturers, seeking to import Chinese technological innovations into their own models.

    However, these collaborations, though beneficial in the short term, are unlikely to be a silver bullet, said McKinsey analysts.

    They said the strategy may help bridge the gap in the short term, but it does little to address the core issue: foreign brands are increasingly irrelevant to a generation of Chinese consumers that are growing more attached to homegrown offerings.

    New tech prospects

    Looking to the future, the next frontier in China’s automotive revolution is clear: intelligent driving and smart in-car experiences.

    In 2024, intelligent driving technologies — once seen as futuristic — have become mainstream, with major manufacturers offering vehicles equipped with features that can drive themselves on highways and in cities.

    The market for intelligent driving technology is growing at a blistering pace, and consumers are increasingly embracing these innovations.

    A McKinsey poll shows that 76 percent of respondents tried smart driving in 2024, up from 65 percent in 2023.

    Despite the rising consumer interest, however, McKinsey cautions that the industry faces challenges.

    While intelligent driving technologies are rapidly improving, they have yet to find a sustainable business model.

    The growing trend of “free” software upgrades, for example, has left carmakers struggling to monetize these features.

    More promising is the rise of the “smart cockpit”, where cars transform from mere transportation tools into living rooms.

    As intelligent driving systems become standard, the focus is shifting to in-car experiences, with carmakers investing heavily in creating more personalized, intuitive environments for consumers, said McKinsey.

    MIL OSI China News

  • MIL-Evening Report: As Coles slashes its product range, will well-known brands disappear from supermarket shelves?

    Source: The Conversation (Au and NZ) – By Flavio Macau, Associate Dean – School of Business and Law, Edith Cowan University

    Hitra/Shutterstock

    Coles is reducing its product range by at least 10%, a move that has sparked public backlash and renewed discussions about the role of supermarkets in the cost-of-living crisis.

    In cutting the range of items on offer Coles is moving closer to Aldi and Costco’s strategy to grow exclusive brands and limit product range.

    The goal is to boost profitability by reducing costs, increasing sales, and increasing control over the supply chain.

    Coles is unlikely to cut traditional brands, especially those from companies with significant market power like Coca-Cola or Nestle. In a battle between giants, the status quo is likely to prevail.

    Smaller suppliers are likely to bear the load as they struggle to renew contracts and face increased competition from home brands.

    To fully understand the reasons behind this move and its impact on the cost of living, insights from psychology, finance, and supply chain management come in handy.

    Why cut back on brands?

    The Coles move is all about profitability.

    Over the past decade, competition in the Australian supermarket sector has intensified. Coles’ market share declined from 31% to 25% between 2013 and 2023, while Woolworths’ share fell from 41% to 37%.

    This shift reflects the rise of Aldi, which now holds approximately 10% of the market, and its strong position in the home brand space.

    Aldi’s smaller range helps to keep costs down.
    Audreycmk/Shutterstock

    To boost profitability with a smaller customer base, Coles needs to find ways to enhance its earnings. This can be achieved by raising prices, cutting costs, or increasing the market share of its home brands.

    Raising prices vs cutting costs

    Raising prices is not a viable option, as consumers are already struggling with high food prices inflation and the rising cost-of-living. However, there is room to cut costs.

    One approach is to squeeze suppliers, but again this is unlikely to be effective. The consumer watchdog, the Australian Competition and Consumer Commission (ACCC), is holding an inquiry into concerns that the supermarkets are using their market power to the disadvantage of their suppliers and consumers.

    Additionally, as producers exit unprofitable businesses, supermarkets risk supply chain disruptions due to increased market concentration among surviving suppliers.

    Another strategy is to reduce complexity. The more product variety there is, the more complicated and expensive it becomes to manage. Tasks such as stocking shelves, adjusting prices, maintaining inventory, managing delivery schedules, and disposing of expired products all contribute to higher costs.

    Anna Croft, Coles’ operations and sustainability officer, explained the strategy when telling investors in November that 13 basic table salts could be cut to five.

    Simplifying the product range can also boost sales. When faced with too many options, consumers can experience “choice overload”. A widely recognised study in psychology found that people are more likely to make a purchase when presented with a limited selection rather than an extensive array of choices.

    Coles has pointed to shampoo and salt as two potential product ranges that can be simplified.
    I.K.Media/Shutterstock

    Shifting to home brands

    Simplifying the range will likely focus on items where Coles has a home brand. Home brands now account for 33.5% of Coles’ sales, with 6,000 products. About 1,100 were added over the past year.

    This move is a response to competitors like Aldi and Costco. While Coles and Woolworths manage over 25,000 items in their stores, Aldi limits its offering to about 1,800 products.

    Coles is focusing on its home brands to better compete with non-branded offerings from Aldi. In its report to the ACCC, the supermarket highlights its investment in expanding its own-brand range to provide more affordable prices, up to 40% cheaper than similar proprietary brands.

    While consumers may have fewer choices, it is expected that they will benefit from better prices.

    This shift towards home brands is not exclusive to Australia. In the United States, private label sales hit a record in 2023 across a range of items from beauty products to general merchandise. In the United Kingdom, home brand products now account for over half of supermarket sales.

    Have we been here before?

    Almost 10 years ago, Woolworths and Coles started a significant move to adjust their price positioning in response to the competition. Along with Metcash (IGA), they reduced product ranges in 2015–16 by 10% to 15% to simplify the weekly grocery shop for consumers.

    At that time, the culling of products put suppliers under pressure (as now) while consumers were ambivalent: some wanted more brand variety and others preferred less.

    As history repeats itself, it will be interesting to see if Woolworths and Metcash will follow the latest move from Coles and how customers, suppliers, and the ACCC will react this time.

    A/Prof Flavio Macau is affiliated with the Project Management Institute (PMI)

    ref. As Coles slashes its product range, will well-known brands disappear from supermarket shelves? – https://theconversation.com/as-coles-slashes-its-product-range-will-well-known-brands-disappear-from-supermarket-shelves-249274

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI New Zealand: Release: Cuts to school bus routes put Northland kids at risk

    Source: New Zealand Labour Party

    The Government is putting cost-cutting ahead of kids’ safety with its decision to cut rural school bus routes in Northland.

    “Expecting young students to walk along state highways and endure extreme weather just to get to school is utterly irresponsible and a slap in the face to working families,” Labour education spokesperson Jan Tinetti said.

    “This Government’s decision to cut essential school bus routes is putting our kids in harm’s way. I worry that it’s only a matter of time before tragedy strikes.”

    The latest reports from Northland show at least seven schools are affected, with some students facing long, treacherous walks on busy highways like State Highway 10.

    The reduction of Whangaroa College’s bus service has left two dozen students without safe transport options. Local school leaders have raised concerns that the risk of accidents will increase, especially in winter when students must travel in darkness and heavy rain.

    “These are not minor inconveniences, these are serious safety risks that no parent should have to worry about. Erica Stanford refuses to acknowledge the reality for working families in rural communities.

    “Rural kids deserve the same access to safe and reliable education as their urban peers. Erica Stanford must step up, acknowledge the harm these cuts are causing, and restore rural school bus routes before a preventable disaster happens,” Jan Tinetti said.


    Stay in the loop by signing up to our mailing list and following us on FacebookInstagram, and X.

    MIL OSI New Zealand News

  • MIL-OSI New Zealand: Congestion on SH1 north of Kaiwaka

    Source: New Zealand Transport Agency

    |

    New Zealand Transport Agency Waka Kotahi (NZTA) is advising people traveling on State Highway 1 north of Kaiwaka to plan ahead and expect delays.

    Contractors resealed a 650m section of the state highway last night and, due to the high volume of traffic in this area, vehicles are moving very slowly over the new surface, causing significant congestion.

    It’s important to slow down and, where possible, maintain a steady speed through newly sealed sections of road because small chips can be flicked up from the road surface and damage vehicles – especially windscreens. That’s why we often keep temporary speed limits in place even after it looks like the work has been completed. As well as safety, the temporary speed limit also helps ensure the quality of the reseal. Travelling at the posted temporary speed limit allows for the chips to be embedded into the road surface and for them to remain in place as the seal cures.

    Contractors have made some tweaks to traffic management to reduce delays. They are also working to protect the new surface from static traffic by using water carts and additional chip.

    NZTA thanks everyone for their patience.

    Tags

    MIL OSI New Zealand News

  • MIL-OSI Russia: NSU scientists have developed a method for determining ultra-low concentrations of radioactive substances

    Translartion. Region: Russians Fedetion –

    Source: Novosibirsk State University – Novosibirsk State University –

    Scientists Faculty of Physics, Novosibirsk State University developed a method for measuring ultra-low concentrations of radioactive substances whose decay is accompanied by gamma radiation. Data is collected using a detector made of ultra-pure germanium, which is part of the equipment of the Interfaculty Laboratory of Atomic Physics and Spectrometry of NSU; a special hardware and software complex was created for data processing. The first project implemented using this method is research work on determining the level of radioactive substances (radon) in the soil of mines and coal opencasts in the Kemerovo Region.

    To measure the radioactivity of soil samples for various nuclides, gamma-ray spectra were collected using a detector made of ultra-pure germanium. This is unique equipment that allows for very precise determination of the energy of gamma quanta emitted by radioactive substances. Germanium is a rare chemical element in the Earth’s lithosphere. Like silicon, it is a semiconductor and is used in microelectronics, but its scope of application is narrow. As a detector material, its efficiency of photon registration is higher than that of silicon, so it is used in detectors of not only X-rays, but also gamma radiation. Obtaining ultra-pure germanium is a complex and slow purification process using the zone melting method, which determines the high cost and complexity of equipment manufacturing.

    There are devices that can register gamma radiation with even greater efficiency than a germanium detector, but only it can distinguish closely spaced gamma-quanta energies, and therefore gamma-quanta from different radionuclides. This is called high energy resolution; for a detector made of ultrapure germanium, it is approximately 0.01% in the energy range characteristic of gamma-quanta from atomic nuclei (units of megaelectron-volt). High resolution plays a decisive role in measuring ultra-low concentrations of radioactive substances, when it is necessary to separate background radiation and sample radiation and determine specific emitting radionuclides.

    NSU scientists have developed a unique, highly sensitive method that allows determining ultra-low concentrations of radioactive substances in any samples – soil, ground, rocks, etc. The method has been tested and proven effective during the implementation of a project to determine the content of radioactive substances (in particular, radon) in the soil of mines and coal mines in the Kemerovo Region. Kemerovo State University employees approached NSU with this task in the spring of 2024. The KemSU study is aimed at determining the influence of soil types, artificial (for example, mining) and natural changes in soils and climate on the radioactive environment. In the future, this may make it possible to predict the radiation environment, for example, during housing construction.

    — The main difficulty of the task was that the provided soil samples had a very low concentration of radioactive substances. Therefore, it was necessary to collect a lot of statistics for a reliable result, and statistics of both the sample itself and the background, the indicators of which were then “subtracted”. The work lasted almost half a year, we involved research associates of the educational Interfaculty Laboratory of Atomic Physics and Spectrometry of NSU, as well as students undergoing practical training as part of their studies, — says Elena Starostina, senior lecturer of the Physics Department of NSU.

    The first stage involved collecting data directly on the detector. In total, colleagues from KemSU provided about 230 samples weighing from 100 to 250 grams, obtained from different places and from different depths – half a meter, one meter and one and a half meters. Data was collected daily from May to November 2024, and a background spectrum was also collected every week, without samples.

    The experimental setup was as follows: a detector made of ultrapure germanium, cooled by a nitrogen cryostat, is surrounded by a lead tube with a wall thickness of about 10 mm. The tube suppresses the flow of background gamma quanta from the room by about three times. The tube rests on a table with an opening for the detector. Samples were placed directly on the detector.

    — In the case of measuring ultra-low concentrations close to natural ones, the main difficulty is related to the fact that there is background radiation. It can be weakened with a lead screen, which is what we did, but it is impossible to completely eliminate it. Even with all the measures, the radiation of the samples was more than 7 times weaker than the background. In order to obtain a good contrast between the background and the actual study of the samples, it is necessary to collect the spectrum over a long period. The spectrum of each sample was collected in half-hour portions, for at least three hours, then half-hour spectra of good quality were selected so that the total statistics time was at least 2.5 hours. Once a week, multi-hour background spectra were collected, — Vyacheslav Kaminsky, senior lecturer, curator of the Interfaculty Laboratory of Atomic Physics and Spectrometry of NSU, shares the details of the experiment.

    Another feature of the experiment is that the geometry of the measurements is such that only about 10% of the gamma quanta from the sample get into the detector. There are well-type detectors made of ultrapure germanium, which surround the sample from almost all sides, but they can only accommodate small samples. The detector made of ultrapure germanium at NSU allows working with samples of any size, and the developed technique in a sense compensates for the insufficient efficiency of gamma quanta registration.

    The experimental data are presented as spectra with peaks from gamma lines and a continuous “substrate”. The peaks have a complex shape: they resemble a Gaussian curve with different widths on the left and right, they have a “tail” on the left, and the substrate on the left and right has a different level. The width of this “bell” in energy units characterizes the detector resolution: the narrower the peak, the finer the measurements that can be made. This peak shape is provided by both the processes of interaction of gamma quanta with the detector substance and the environment (for example, the Compton effect), and the processes of charge formation during the absorption of gamma quanta in the semiconductor and its collection.

    After collecting the data, the researchers were faced with the task of determining the radiation of the samples, eliminating the background. The spectra were processed and the activity of the radionuclides was calculated.

    — The method consisted in the fact that in the obtained data, in which the difference between the background and the sample was very small, a joint fitting of individual gamma lines was carried out for the spectra with the sample and the background. Each isotope that emits gamma quanta can have a dozen gamma lines, they are different, at different energies and with different intensities. First, good, intense lines were selected so that they were not very close to each other. According to the set of good, intense lines, each peak was fitted, it was done simultaneously for the background and for the background with the sample. Such a complex procedure is necessary in order to measure not only the amplitude of the peaks, but also to correctly estimate the measurement error. The resulting difference between the amplitudes for the sample with the inevitable background and only the background are the indicators of the sample itself, — says Vyacheslav Kaminsky.

    Several programs written in Python were developed to collect and process the experimental data. The first one was for automatic spectral acquisition, which also recorded which operator placed the sample. Another one was for selecting, calibrating and summing the spectra. The third one was for calculating the activities of radionuclides. In addition, a separate program calculated the absolute efficiency of the detector. The scientists used classical statistical methods to determine the peak parameters, such as the least squares method, implemented in the MINUIT2 software library.

    The study revealed that the samples contained only radioactive isotopes potassium-40, thorium-232 and uranium-238 and their decay products, which are common radionuclides found in soils, rocks and many building materials. The specific activity of the samples ranged from 0.1 to 2 becquerels per gram (decays per gram). These values are within safe limits, but the most active sample (with an error of about 7%) is equivalent to several bananas (see “banana equivalent”, bananas are active mainly due to the potassium-40 they contain). The least active sample is equivalent to half a banana with an error of more than 50%, which indicates a very high sensitivity of the method. At the moment, the KemSU research team has received the measurement results and is processing them.

    Thus, the method developed by NSU scientists allows measuring very low levels of radiation, and linking it to specific radiating agents – radionuclides. This method will find application in monitoring the environmental situation, for drawing up maps of radioactive contamination after radiation accidents, etc.

    The scientists plan to register a data processing program with Rospatent, certify and license the methodology, and in the long term, create a center for collective use that will conduct comprehensive work on chemical analysis of samples using spectral methods in the optical, X-ray, and gamma ranges.

    The NSU Interfaculty Laboratory of Atomic Physics and Spectrometry (Atomic Workshop) is an educational laboratory where students become familiar with a range of atomic and nuclear phenomena, including atomic radiation, light absorption, visible radiation, visible light absorption, magnetic phenomena, nuclear magnetic resonance, electron paramagnetic resonance, electron diffraction, etc. The laboratory is equipped with special equipment, including a detector made of ultrapure germanium, which allows studying radiation from natural objects. Students from the Physics Department and the Natural Sciences Department study in the laboratory, and experimental research is also conducted as part of coursework.

    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 New Zealand: Speech to the Financial Services Council

    Source: New Zealand Government

    Good morning, everyone. 
    I would like to begin by thanking Kirk Hope and the Financial Services Council for the opportunity to speak to you all this morning. I’d also like to acknowledge our friends at the FMA and in particular the CE, Samantha Barrass, who you will be hearing from shortly.
    I’m delighted to speak to you at the start of the year. I hope everyone is refreshed after a good summer, and ready for another big year of delivering for New Zealanders. 2024 was a big year. It was a challenging year. I know all of you in the room today would have felt firsthand the economic challenges. But we got a lot of important work underway and 2025 is shaping up to be an exciting year.
    At this event last year, many of you will remember that I announced plans to reform the financial services sector. As you all know, things were not in a good place. 
    Over successive years, governments had layered up regulations, causing a lack of clarity and excessive conservativism. My mission when I took on the Commerce and Consumer Affairs portfolio was to simplify the financial services landscape. This meant:

    Clarifying the roles of the various regulators to remove duplication; and 
    Tidying up laws and regulations that were constraining businesses from providing great financial products and services.

    My guiding principle was to make it simpler to provide financial services, while balancing the need for appropriate guardrails and consumer protections. Over time this equation had become unbalanced and was so risk-averse that it was harming consumers.
    Many of you will have heard me talk before about the perverse outcomes of making it too hard for Kiwis to access a safe loan from a reputable provider. I am very pleased to say that these financial services reforms are now well progressed. 
    Democracy is a wonderful thing, but the nature of developing good policy and running a thorough consultation process means it can take a long time to for change to work its way through the system. However, we are on track to have the Financial Services Bill passed through all stages by the end of Q1 next year. 
    Contracts of Insurance
    One key highlight of 2024 was passing into law the Contracts of Insurance Act. This work was long overdue. The Law Commission recommended that our insurance law be updated in the 1990s. It is fantastic that we finally got it over the line.
    In terms of other work, the Commerce and Consumer Affairs Minister is responsible for six crown entities including the Commerce Commission and the FMA.  And, according to the Department of Prime Minister and Cabinet, the Minister is broadly responsible for:

    corporate law and governance 
    financial markets
    competition policy
    consumer policy
    protecting intellectual property; and, 
    trade policy and international regulatory cooperation.

    It’s no small list. These are absolutely foundational pieces of architecture for our economy, and in 2024 I kicked off work relating to nearly every single thing on that list. 
    This year I intend to tick two remaining items off that list by progressing a review of copyright and intellectual property and launching a review of the Fair Trading Act.
    The Fair Trading Act is a hugely consequential piece of legislation that covers everything from product safety and product descriptions, through to contract terms and advertising standards.
    Unfortunately, the structural economic issues we face – whether that be declining productivity, lack of capital, a dearth of foreign investment, or over-regulation stymieing growth and innovation – means economic reform is urgent.  As a result, you should hopefully have heard me in the media or at events like this talking about work I have underway to modernise our economy, including:

    Reviewing the Companies Act and reforming our corporate governance laws; and

    Related to this, launching a review of directors’ duties and liabilities led by the Law Commission;

    Implementing a ‘consumer data right’ and laying the foundations for ‘open banking’ and ‘open electricity’ to inject more competition into our economy;
    Creating a new model for the economic regulation of water services;
    Initiating a more coordinated whole-of-government approach to combatting online financial scams;
    Invigorating New Zealand’s capital markets by removing barriers to list on the stock exchange and making it easier for KiwiSaver funds to be invested in unlisted assets;
    Reviewing our competition law to prevent excessive market concentration; and
    Finally, responding to recommendations from the Commerce Commission to improve competition in the banking and grocery sector.

    2025
    2025 is all about delivering on this work. And I know it sounds like a long and unwieldy list, but you can broadly view all the work underway through the lens of two key themes:

    Creating the conditions for businesses and private enterprise to thrive so that we can grow our economy. 

    As you have heard the PM talk about – a bigger, wealthier economy means more jobs and higher salaries for Kiwis, and it means increased tax revenue which pays for public services like schools, roads and hospitals.
    This means making sure that the laws and regulations that determine the operating environment for businesses are modern, fair, and fit for purpose. 

    The second key theme is competition.

    The reality is that New Zealand suffers from overly concentrated markets in several key sectors of our economy – whether that be banking, groceries, building supplies, or parking services. 
    The OECD and others have drawn a link between our lack of competition and falling productivity and the spotlight is well and truly focused on invigorating completion. 

    From the government’s perspective we will be going through every key initiative and programme of work line by line and asking ourselves and our officials: Will this grow the economy? Will this improve competition?
    Will this help New Zealanders to take legitimate business risks? Will it enable them to hire more staff or access capital to invest in new equipment? Will it free up their time so it can be used more productively? Will it encourage innovation and enable them to offer new products and services? And if the answer is no, then don’t expect to see it progressed this year. If the answer is yes, then we will be working at pace to implement it. 
    One of my top focuses this year is improving competition. 
    Competition is one of the most important ways to drive productivity, grow the economy, and lift living standards. That’s why I have launched a two-part review: 

    First, I have asked officials to update the merger and competition provisions in the Commerce Act, to ensure our legal framework is fit for purpose.

    Mergers can improve market efficiencies but can also entrench market power and create monopolies. Our merger regime has not been reviewed in over 20 years and since then our economic landscape has changed significantly. 
    I think everyone in this room can probably point to a merger or acquisition that – with the benefit of hindsight – did not serve us well.

    I have also commissioned an independent review of the governance and effectiveness of the Commerce Commission to maximise its performance.

    On the one hand, we need strong competition laws, and on the other hand we need a powerful and courageous regulator to enforce the law.

    These are important structural changes and signify a strategic shift for our economy.
    This year I am also continuing with reforms to unlock capital for the benefit of New Zealand’s economy.
    I know that New Zealand urgently needs to address our falling productivity and failing infrastructure. That’s why I want to invigorate our capital markets, to encourage investment in infrastructure and productive businesses.  As part of this, we are looking at changes to make it easier for KiwiSaver funds to be invested in unlisted assets, such as infrastructure projects and great New Zealand business.
    We are also exploring adjustments to reduce the costs and barriers faced by companies listed, or listing, on the stock exchange. We will look at other aspects of capital markets settings in the second half of this year.
    Consumer Data Right
    As many of you may be aware, the Customer and Product Data Bill is currently being progressed and is set to have its second reading in Parliament’s next sitting block, which starts next week. This Bill will establish a framework to unlock the potential of customer data, driving innovation and competition in key sectors. 
    We recently consulted on applying the Bill to the banking sector to enable open banking and are beginning work on applying it out to the electricity sector too. The ability to provide new data-driven products and services is hugely exciting. 
    Possible applications for open banking include the ability to apply for a 10-minute online home loan and make instant, low-cost payments. Meanwhile open electricity will make it easier to compare electricity plans and switch providers.
    Scams
    Lastly, I want to talk about a big issue for the financial services sector: Scams.
    Last year, New Zealanders reportedly lost around $200 million to scams, which is 15 per cent more than the previous year. However, some estimates suggest the real losses could be as high as $1 billion. This has prompted me to lead an all-of-government effort to engage with industry to tackle this growing issue.
    I am working closely with telco, banking, and digital platforms and am watching the reforms being progressed in Australia. I expect to be in a position to announce progress on this work shortly.
    Combatting scams is an important social and moral issue – scammers are causing harm and distress to Kiwis – but it is also a business and financial issue. As Kiwis become increasingly concerned about scams, they become distrustful and unwilling to do business online. 
    One of the by-products of scams is legitimate businesses are finding it increasingly difficult to get in touch with their clients. Consumers no longer want to pick up the phone to an unknown number, or respond to unexpected emails or text messages.
    For all these reasons, it is vital that we work with industry to better protect Kiwis from sophisticated and devious scammers – most of whom are based overseas and fall outside our law enforcement.
    ACC
    Before I close, I just want to briefly talk about ACC, which is a new portfolio I have recently taken up.  I am incredibly excited about my new responsibility. 
    ACC has nearly $50 billion under investment. And while there is a lot to be proud of about ACC, the scheme faces several significant challenges.  
    For the last 10 years, ACC’s performance – measured as rehabilitating injured people and getting them back to work – has continuously declined. And this comes at an enormous cost. The liability of existing ACC claims increased from $52 billion in 2022/23 to $60 billion in the last financial year. That’s an increase of $8 billion in a single year. 
    Clearly that’s unsustainable. 
    As employers, you will know that levies are set to rise around 5 per cent to help meet these rising costs. But we cannot meet the increased costs through levies alone. That’s why we have commissioned an independent review of ACC’s performance so we can address broader, underlying issues with the scheme. Turning around ACC’s performance is no mean feat. It is like turning around a super tanker. 
    There are a number of key actions that I will initiate early this year, but it will take a while for these actions to flow through to the front lines and for them to show up on the balance sheet. My job as Minister is to chart the course by creating a robust action plan and setting tight expectations so that within a few years, the super tanker is heading in the right direction.
    I want to be clear that this is not about cost cutting. It is about ensuring ACC is fair and sustainable and can serve future generations without saddling them with unreasonably high levy increases.
    One of the key principles of the ACC scheme is that future generations should not pay for today’s injuries. If we do not arrest the financial situation now, all we do is kick the can down the line and make it the next generation’s problem. 
    Close
    As you can tell, 2024 was a busy year. And 2025 is shaping up to be just as critical. We’ve got several work streams on the go, which I’ve outlined today. 
    I expect to be progressing them at rapid pace, and I look forward to working with you to take our economic growth to the next level.
    Thank you again to the Financial Services Council for having me here today. 

    MIL OSI New Zealand News

  • MIL-OSI China: One dead, 28 missing after landslide in SW China

    Source: China State Council Information Office 2

    Rescuers search for missing people in Junlian County in the city of Yibin, southwest China’s Sichuan Province, Feb. 9, 2025. [Photo/Xinhua]
    As of 11 a.m. Sunday, a landslide in southwest China’s Sichuan Province had left one person dead, 28 missing and two injured, local authorities said.
    The landslide occurred at 11:50 a.m. on Saturday in Jinping Village, which is located in Junlian County in the city of Yibin.
    The province has mobilized 949 personnel from the armed police, firefighting, emergency response, transportation, medical, telecommunication, and other forces to carry out or assist the rescue efforts.
    Over 200 rescue vehicles and equipment, including excavators, fire engines and ambulances, have been deployed for on-site rescue operations. The search and rescue efforts are being carried out in 10 grid zones.
    A total of 360 people in 95 households have been evacuated. Temporary shelters have been set up, with 162 individuals currently resettled on a household basis. 

    MIL OSI China News

  • MIL-OSI New Zealand: Nursery supercharges Rakitata restoration

    Source: Department of Conservation

    Date:  10 February 2025

    Arowhenua Native Nursey was developed in 2021. Since then, staff have raised and planted more than 600,000 plants, all eco-sourced and native to the area.

    Tony Doy, the nursey’s restoration supervisor, says the team is proud to be helping increase numbers of threatened plants in the local area, with the nursery cultivating 50 different species, ranging from common to rare and threatened.

    “Many of the nursery’s plants have gone into wetland areas beside the Rakitata River to help reduce nutrients and sediment entering the water. Wetlands increase the resilience of land around them by reducing the impacts of extreme events of flooding and drought.

    “Our plants will become seed sources along the river, and birds will spread them into new areas to create a native corridor. Hopefully, in the future landowners will realise the benefits of such native areas, and maybe plant some on their land,” Tony says.

    Jobs for Nature funding has enabled many organisations, like Arowhenua, to kickstart their operations and get established as sustainable businesses working in the environmental sector.

    The project started out at the marae but moved to larger commercial nursery premises on the outskirts of Temuka as it quickly outgrew its initial site. The nursey is now transitioning to a commercial wholesale model, with the Jobs for Nature funding finishing at end of last year. 

    The nursery’s general manager Lex Evans died suddenly in late 2023, but the nursery has tried to carry on his ethos. 

    Tony says Lex was an amazing role model.

    “His favourite saying was, ‘We not only grow plants, we grow people’. Staff who joined through Jobs for Nature have gained valuable skills and love what they do. The work is outside, and they can see they’re making a real difference. Lex worked incredibly hard to ensure the success of the project. He was, and still is, an inspiration to the staff here to continue his Kaupapa.

    “Under Jobs for Nature, 15% of the time was spent on training, so we did first aid, Level 3 horticulture, chainsaw use, herbicide application, predator control, 4WD and light utility vehicle driving. 

    “We have also undertaken a river safety course, because a lot of our work is beside waterways. To build staff confidence when using chainsaws, our former restoration manager Matt Rudd organised an arborist to spend a day with us.

    “Our people loved it. They now have great CVs that will give them an advantage on others who are also at the beginning of their careers. We look forward to seeing them on their journey.

    “The Jobs for Nature project also offers our kaimahi the chance to gain skills in planting, weeding, maintenance and pest control on a daily basis.”

    Nursery General Manager Felicity McMillian says, “I whakapapa to Arowhenua, so the Rakitata is extremely significant for me and our whānau. It was an awa that our tīpuna gathered kai and resources from. 

    “Experiencing the awa and its diversity when collecting seeds is very good for our wairua. It’s like a full circle. We gather seeds from the Rakitata and once they are ready, we plant them there again to restore the health of the awa.” 

    Felicity says the nursery grows native plants that are particularly suitable for conditions at the project’s restoration sites.

    “We want to replicate what would have been there in the past. The main plants we grow are Carex secta, tī kōuka, harakeke, mānuka and kānuka. These plants will restore the Rakitata awa, improve the quality of the water, and encourage native manu (birds) and insects to return to the river.” 

    DOC River Ranger Brad Edwards says the funding has supercharged conservation work in the catchment through DOC’s Ngā Awa river restoration programme. 

    “Funding of $11.45 million from Jobs for Nature went to projects focused on the lower Rakitata, managed by Te Rūnanga o Arowhenua. The Upper Rangitata Gorge Landcare Group received a $7.3 million grant to lead restoration work in the upper river, including planting a lot of what’s grown at the nursery and carrying out extensive fencing and pest control.”

    Toitū Te Whenua Land Information New Zealand (LINZ) also provided funding for pest and weed control in the Rakitata catchment as part of its biosecurity programme.

    Background information

    Rakitata is the preferred name for the Rangitata River as it recognises the local Kāi Tahu (Ngāi Tahu) dialect, which replaces ‘ng’ with ‘k’. So ‘taonga’ becomes ‘taoka’ for example.

    The Rakitata River Revival Programme began as a partnership between Te Rūnaka o Arowhenua and DOC through the Ngā Awa river restoration programme. It now includes Environment Canterbury, Toitū te Whenua Land Information New Zealand, Central South Island Fish & Game and Timaru and Ashburton District Councils.

    Rakitata River revival programme

    Contact

    For media enquiries contact:

    Email: media@doc.govt.nz

    MIL OSI New Zealand News

  • MIL-OSI New Zealand: Police pleased to report no significant issues following tangi

    Source: New Zealand Police (National News)

    Attribute to Inspector Lincoln Sycamore, Hawke’s Bay Area Commander

    Police are pleased to report no significant issues following a tangi for a senior member in the Mongrel Mob in Hawke’s Bay today.

    An operation to monitor the behaviour of those involved was carried out by Police, monitoring the tangi as well as the procession to the cemetery.

    One person was arrested for displaying gang insignia and two people were warned for obstructing a public way.

    Police worked with the whānau and gang leaders leading up to the tangi to minimise the impact to the community, while also allowing mourners space to grieve.

    We would like to thank the members of the public for their patience.

    Police encourage the public to report any instances of unlawful activity on the roads to us, so we can take appropriate action.

    Please contact 111 if it is happening now or report other matters to Police by calling 105 or making an online report here.

    ENDS

    Issued by Police Media Centre

    MIL OSI New Zealand News

  • MIL-Evening Report: Golf courses can be safe havens for wildlife and beacons of biodiversity

    Source: The Conversation (Au and NZ) – By Jacinta Humphrey, Research Fellow in Urban Ecology, RMIT University

    Golf courses are sometimes seen as harmful to the environment. According to the popular notion, the grass soaks up too much water, is cut too short and sprayed with dangerous chemicals. But in reality, golf courses can act as safe havens for native wildlife, especially in cities.

    Cities are home to a wide range of plants and animals, including 30% of Australia’s threatened species. But ongoing population growth and urban development threatens this biodiversity. We’re still losing green space and tree cover, leaving less habitat and resources for native birds, bats, possums, lizards, frogs, beetles and butterflies.

    This is where golf courses can play a role. Australia is one of the golfing capitals of the world, with more than 1,800 active courses. These courses represent large, continuous green spaces often with native vegetation, mature trees, lakes and wetlands. Given their ubiquity, golf courses could help conserve urban biodiversity.

    This week, the annual LIV Golf tournament returns to Grange Golf Club in South Australia. Grange is one of 30 Australian golf courses certified for its commitment to sustainability, partly due to its extensive woodland, natural habitats and wildlife. So what makes a golf course good or bad for biodiversity?

    Grange Golf Club has a Biodiversity Manager.

    The gold in the rough

    From a biodiversity perspective, the most valuable part of a golf course is the area all golfers seek to avoid: the “rough”. These spaces between the green, manicured fairways can include remnant or restored bushland with dense leaf litter, long grass, thick shrubs, and both living and dead trees. This vegetation is often native and features a diversity of plant species.

    Collectively, this can provide a range of resources for native wildlife including food, shelter and tree hollows for nesting. In Melbourne, research found golf courses provided better habitat for wildlife than nearby suburban streets and parklands. They were also home to a greater diversity of birds and bats.

    Golf courses also have relatively little human activity. Golfers are only allowed on the course during certain hours of the day. Courses usually do not allow dogs. And there are few cars and roads, so there’s less noise and light pollution than in other urban areas. This makes golf courses pretty attractive to native animals looking for somewhere to live.

    Many golf courses are heavily irrigated to ensure high-quality playing surfaces. This ample water supply (typically from recycled sources) is fantastic for wildlife, especially in warmer and drier climates. Birds are known to flock to water resources during drought – a behaviour likely to become more common under future climate change.

    Much-feared water hazards for golfers, such as lakes and ponds, actually provide valuable habitat for aquatic birds, frogs, fish and insects. These water bodies are particularly important in cities where wetlands are regularly cleared to make way for new houses, shops and roads.

    Importantly, once constructed, golf courses are rarely threatened by clearing or development. In Perth, research found golf courses helped protect native vegetation as development spread through surrounding suburbs. The mere existence of a golf course can help secure a home for native species for many decades to come.

    Golf courses are not a perfect solution

    However, not all land on golf courses is valuable for wildlife. Large open areas such as fairways typically only benefit species adapted to life in cities such as the aggressive noisy miner.

    Golf courses can also harbour pests such as cane toads, rats and common mynas. These undesirable species may pose a threat to native biodiversity.

    The use of pesticides and fertilisers can affect soil quality, contaminate water sources, and make frogs sick.

    Frequent lawn mowing can reduce insect diversity, particularly among bugs, bees, wasps and ants. This is likely to have flow-on effects for animals that feed on insects, and for flowering plants that depend on insects for pollination and seed dispersal.

    Some urban golf courses may also be physically isolated from other suitable habitats, making it hard for wildlife to safely move around to find food, water and a mate. To get in and out, animals may need to cross busy roads or move through dangerous areas where they are exposed to predators such as cats and foxes.

    Four golf courses in Adelaide are working together to improve and connect habitat.
    Glenelg Golf Club

    So, how can we best manage golf courses for biodiversity?

    In an ideal world, golf courses should only be constructed in developed areas. That’s because constructing courses in natural, undisturbed areas is likely to involve clearing vegetation for fairways, greens, car parks and club houses.

    As a result, the biodiversity value of a golf course increases the closer it is to a city.

    Existing golf courses can help protect biodiversity by retaining and restoring diverse bushland patches in the rough. Important conservation areas can also be fenced off and deemed “out of bounds” to golfers.

    The use of harsh chemicals should be reduced to minimise risks to soil, water and wildlife. “Organic golf courses” overseas are already making progress in this space, but they are far from mainstream.

    Finally, efforts must be made to connect golf courses to nearby parks and reserves through wildlife corridors, road underpasses, and special crossing structures such as rope bridges. This will enable animals to safely move around the urban landscape.

    Many golf courses now have biodiversity management plans and are working hard to make their practices more sustainable. In other cases, disused golf courses are even being converted into conservation reserves, such as the Yalukit Willam Nature Reserve in Elsternwick, Melbourne.

    While golf courses cannot replace natural habitats, they can provide a useful alternative for many species that call our cities home.

    Jacinta Humphrey receives funding from the Holsworth Wildlife Research Endowment, the Ecological Society of Australia, BirdLife Australia, Australian Wildlife Society, and the Field Naturalists Club of Victoria.

    ref. Golf courses can be safe havens for wildlife and beacons of biodiversity – https://theconversation.com/golf-courses-can-be-safe-havens-for-wildlife-and-beacons-of-biodiversity-246673

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI New Zealand: State Highway 3 blocked, Te Mapara

    Source: New Zealand Police (District News)

    Police are responding to a single vehicle crash involving a truck on State Highway 3, Te Mapara reported just before 3pm.

    No injuries have been reported however the road is expected to be closed for several hours.

    Diversions are in place at Eight Mile Junction and Arapae near Troopers Road.

    Those travelling from Te Kuiti will be diverted via State Highway 30.

    Motorists are advised to avoid the area and expect significant delays.

    ENDS

    Issued by Police Media Centre

    MIL OSI New Zealand News

  • MIL-OSI China: Foreign investment upgrades amid transformation

    Source: China State Council Information Office

    For Anna An, president for China of German industrial and consumer goods group Henkel, 2025 is undoubtedly shaping up to be a busy year.

    The company’s new plant, with a total investment of 900 million yuan ($124 million), is set to begin test production in Yantai, Shandong province, later this year. This facility is expected to raise the company’s production capacity to supply high-end adhesives for industries such as electronics and automobiles.

    “We are also planning to launch our new inspiration center for adhesive technologies in Shanghai this year, boosting our innovation capabilities for industrial businesses across China and the broader Asia-Pacific region,” said An.

    “The tone-setting Central Economic Work Conference held in December emphasized technological innovation and the promotion of consumption, creating significant opportunities for multinational companies like Henkel,” she added.

    Echoing that sentiment, Nathan Stoner, vice-president of Cummins Inc, a US engine manufacturer, said his company aims to increase its market share in key application sectors within China, including power generation equipment for data centers, high-tech manufacturing, and the engineering, procurement and construction sectors this year.

    Highlighting that the company’s hydrogen fuel cell products successfully powered 239 transit buses and trucks, and the accumulated mileage of over 16 million kilometers across China in 2024, Stoner, who is also chairman of Cummins China, said the company will continue to innovate on the internal combustion engine system, including high efficiency diesel, natural gas and hydrogen internal combustion engines in China this year.

    “We are targeting our investments in zero-emission solutions into various Chinese regional markets where we see demand and adoption happening sooner, and iterating those products to be the best they can be, when customers want more of them,” he added.

    These examples highlight the growing optimism among multinational corporations regarding the long-term potential of the Chinese market, fueled by the country’s economic resilience and its commitment to innovation and openness.

    Initially, foreign companies were attracted by China’s cost advantages and abundant labor force, using it as a base for producing competitive goods, said Xu Wei, head of the macroeconomic research department at the Development Research Center of the State Council.

    As China advanced its infrastructure and industrial systems, it remained a low-cost production hub while evolving to offer sophisticated, high-value manufacturing, allowing foreign companies to integrate more advanced production processes, Xu said.

    “With China entering a new era of green and innovation-driven growth in recent years, global investments have increasingly focused on supply chain optimization, high-end manufacturing, customized innovation, and digital and green solutions,” he said, adding that sectors such as trade in services and healthcare have also become key areas of foreign investment.

    For instance, in addition to announcing a record high of over 657,000 electric vehicle sales in the Chinese mainland in 2024, marking an 8.8 percent year-on-year increase, Tesla Inc, the US EV maker, is currently conducting trial production to manufacture energy-storage batteries at its Shanghai factory.

    The US automaker said mass production at this facility is expected to commence fully within the first quarter.

    China has been revising its sector list to attract more foreign investment. These efforts, along with the removal of all market access restrictions for foreign investors in the manufacturing sector last year, reflect the country’s proactive approach to openness.

    Li Yongjie, deputy international trade representative of the Ministry of Commerce, said China will further open up its services sector, with a particular focus on accelerating pilot programs in key areas such as telecommunications, healthcare and education.

    A total of 59,080 new foreign-invested firms were established across China in 2024, an increase of 9.9 percent year-on-year, according to information released by the Ministry of Commerce.

    Wang Xiaohong, a researcher at the China Center for International Economic Exchanges in Beijing, said that China’s ongoing commitment to further opening-up and fostering innovation is positioning the country as both a key player in global supply chains, and a prime destination for investment and strategic expansion.

    This evolving environment is expected to create new opportunities for business growth, particularly as China adapts its policies to align with the shifting dynamics of the global economy, she said.

    More than half of companies from the United States plan to increase their investments in China this year, according to the 2025 China Business Climate Survey Report released by the American Chamber of Commerce in China (AmCham China) in late January.

    The survey, conducted from Oct 21 to Nov 15, involved a total of 368 member companies of AmCham China. It found that nearly half of the participants rank China as one of their top three global investment priorities.

    About 68 percent of the US responding companies expect industry markets to see growth in 2025. Two-thirds of them plan to focus on growing their core business activities in China as their primary objective for 2025. Meanwhile, the consumer and services sectors are increasingly focused on driving growth by targeting new customer segments.

    Jeff Losch, vice-president and business manager for coating additives technologies at Milliken & Company, a US specialty chemical and performance materials firm, said China is a key market for Milliken, not only because of its vast scale, but also due to its forward-thinking approach to sustainability.

    “We have observed a strong demand in the EV and industrial coating businesses. China’s EV industry is extremely strong and has led the global market this year, with Chinese manufacturers making their presence felt in markets across many countries,” said Losch.

    He said that the quick growth of China’s EV market has clearly created significant opportunities for the coatings industry. EV manufacturing requires coatings with high durability and environmental standards, which align closely with Milliken’s innovation goals.

    Eager to seize more market share, the US company plans to continue investing in its innovation unit, expand sales networks and enhance supply chain operations within China.

    As China undergoes a profound transformation, making business navigation more challenging than before, Denis Depoux, global managing director at German consultancy Roland Berger, suggested multinational corporations make targeted investments to navigate the unique characteristics of the Chinese market and local competition.

    “This strategy emphasizes enhancing localization efforts, particularly by tapping into China’s innovation ecosystem, while also adapting to increasingly differentiated norms and standards,” he said.

    Affected by shrinking global investments in recent years, together with factors like slower economic growth, rising geopolitical risks, weak demand and stricter investment reviews in certain countries, foreign direct investment in the Chinese mainland in actual use totaled 826.25 billion yuan in 2024, dropping 27.1 percent on a yearly basis, statistics from the Ministry of Commerce showed.

    The adjustment of China’s domestic industrial structure and rising labor costs have diminished the country’s low-cost advantages, said Cui Fan, a professor at the University of International Business and Economics in Beijing.

    As a result, some labor-intensive industries have shifted gradually due to changes in comparative advantages. This reflects the evolution of China’s economic development stage and factor endowments. This is a natural and expected process, said Cui.

    Driven by China’s stable political, economic and social environment, as well as its large-scale production capabilities and efforts to grow strategic emerging industries, FDI flow is expected to continue recovering within the country in 2025, said Gao Lingyun, a researcher at the Institute of World Economics and Politics, which is affiliated with the Chinese Academy of Social Sciences in Beijing.

    Strategic emerging industries in China include sectors such as energy-saving and environmental protection, next-generation information technology, biotechnology, high-end equipment manufacturing, new energy, advanced materials and EVs.

    For efficiency-driven multinational companies, regions with dense and well-connected networks are emerging as primary targets for strategic expansion. This emphasis is closely tied to factors like strong industry integration, complementary capabilities and easy accessibility, and all these factors enable streamlined operations and growth, said Gao.

    MIL OSI China News

  • MIL-OSI China: Israeli army says struck Hezbollah targets in Lebanon

    Source: China State Council Information Office

    The Israeli military said Sunday that it has launched airstrikes on Hezbollah targets in eastern and southern Lebanon.

    An Israeli aircraft struck an underground tunnel used by Hezbollah for arms transfers in eastern Lebanon’s Bekaa region, which extended from Syria into Lebanese territory and had previously been targeted by Israeli forces, an Israeli military spokesperson said.

    The Israeli Air Force also struck sites in southern Lebanon that contained “munitions and rocket launchers that posed an imminent threat,” the spokesperson added.

    Meanwhile, Lebanon’s state-run National News Agency reported that Israeli fighter jets carried out multiple airstrikes on Sunday evening targeting areas in the Nabatieh region of southern Lebanon, the rugged outskirts of Hermel near the Lebanese-Syrian border, and areas in the eastern Bekaa region.

    A ceasefire that took effect in November 2024 halted nearly 14 months of fighting between Hezbollah and Israel. Despite the truce, Israeli forces launched sporadic attacks in Lebanon, saying they were targeting Hezbollah positions that violated the ceasefire agreement.

    The Lebanese government has repeatedly condemned the Israeli attacks. After Israel failed to meet the initial deadline to withdraw from southern Lebanon, the Lebanese authorities extended the deadline to Feb. 18.

    MIL OSI China News

  • MIL-OSI China: Sharing their love of culture

    Source: China State Council Information Office 3

    Golden threads dance between silver needles, threading vitality into the intricate snake-pattern embroidered fan in the warm sunlight in winter.

    As the vibrant colors bring the snake to life, Liu Xiaoyan, an embroidery master, weaves her heartfelt wishes for a prosperous Year of the Snake with each stitch.

    Liu was demonstrating her craft in a fun park in Greece on Jan 19, which is part of a cultural trip she and her team are on, called “Happy Spring Festival “organized by the Beijing Overseas Cultural Exchange Center to spread Chinese culture to the countries they travel to.

    The cultural celebration is an annual activity held since 2016 to celebrate the Chinese New Year with Chinese community in other countries as well as other local people wanting to discover more about Chinese traditional culture. This year’s activity included a series of events in Greece, Italy, Sweden, Norway, Finland, Estonia, Turkiye, and Nigeria.

    In her display table, Liu presented over 40 exquisite and captivating embroidery pieces, ranging from garments and scrolls to smaller items such as brooches and earrings to display the enchantment of Chinese aesthetics. Passersby couldn’t help but stop and admire the works, with some excitedly trying their hands at creating their own embroidered fans.

    “We are happy for this,” said Nadia, a local woman who watched Liu’s performance in Athens, “The Chinese community in Athens is really vibrant and strong, and I hope you’re going to be healthy and happy throughout the Year of the Snake.”

    “My heartfelt thanks to you — both the artistic works and the food are amazing,” said a local man named Vassili, who was happy watching Liu’s performance and expressed his “Happy the Year of the Snake” congratulations to all.

    What Liu displayed at the exhibition is the art of Beijing embroidery, recognized as an intangible cultural heritage of the nation, to which she is inheritor and master of arts and crafts in Beijing. Liu’s family has had a long connection with the world of tailoring as four generations of her family worked as tailors, which brought her an early exposure to the craft of embroidery and naturally sparked her interest in Beijing embroidery, a form of classical Chinese royal embroidery that dates back to the Tang Dynasty (618-907).

    Characterized by exquisite details and auspicious patterns, the demanding techniques of Beijing embroidery are a time-consuming challenge. “It took me three months to embroider just one peony leaf at my first attempt,” Liu recalled.

    The skills needed to become an exceptional embroiderer, however, were not the only lessons Liu learned from several masters of Beijing embroidery over the course of 17 years.

    “My teachers always advised me not to limit myself to the needle and thread,” Liu recalled. “Instead, they encouraged me to think about how I could carry the essence of Chinese traditional culture into the modern era, ensuring this form of national intangible cultural heritage would continue to thrive.”

    In addition to mixing the popular snake motif for the New Year into embroidery works, such as fans, brooches, and earrings, Liu also experimented with traditional colors and techniques to convey grand messages of the times through these small pieces.

    Hitting new heights

    “Turquoise and lapis green are commonly used in traditional Chinese painting. With these two colors in this mountain-shaped brooch, I hope to convey our current pursuit of a better life and a cleaner environment,” Liu said, pointing to the brooch she was wearing.

    From Jan 18 to 28, during the “Happy Spring Festival” trip, Liu showcased her works in Greece and Italy. “For me, it’s not only an opportunity to show Chinese traditional culture, but also a way to inspire me to keep this intangible cultural heritage alive by learning the tastes of global audiences and the methods of my global counterparts,” Liu said.

    Organized jointly by the Beijing Municipal Bureau of Culture and Tourism and local Chinese embassies, consulates and cultural centers, among other institutions, the “Happy Spring Festival” events feature a diverse array of activities such as display of Liu’s embroidery products, interactive activities with local audiences, Chinese New Year photo exhibitions, exhibitions of award-winning entries from the Global Zodiac Design Competition, and VR exhibitions of Beijing’s Central Axis that was recognized as a UNESCO World Heritage Site in 2024, all showcasing the rich connotations of Chinese New Year culture.

    Another of the intangible cultural heritage practitioners taking part is Ha Xin, a fifth-generation inheritor of kite-making skills named after his family name, which, with a history of over 160 years, was included on the national intangible cultural heritage list in 2008. While all ordinary kite-making procedures are similar and involve making the different parts of the skeleton of the kite with bamboo, then gluing them together and covering the framework with paper, Ha’s kites are uniquely artistic as he invests a lot of time and energy into the drawing and design.

    For Ha, drawing is the gene of the kites he makes and he usually spends over 20 days drawing on a kite. His grandfather, the third-generation inheritor of the art, once said: “A kite might last only about 100 years but the drawing and design on it might exist much longer.”

    Ha’s drawings on the kite include birds, butterflies, goldfish and dragons. This time he has creatively designed kites with drawings of Dala horses in Sweden and moose of Norway, to convey China’s friendliness to the people of Scandinavian countries, which are his trip destinations.

    To make it interactive, Ha has also halfmade a large dragon kite and invited local audiences to participate in finishing the kite on-site. “By allowing locals to do it together, I hope they can enjoy the process and gain a love for the Chinese art of kites.”

    Expressive dance

    The Beijing Dance Academy also participated in this year’s activity. Zeng Ming, a teacher in its Department of Chinese Classical Dance, led a group of seven dancers to perform in Nigeria and Turkiye, showcasing the beauty of Chinese classical dance.

    Among the performances was Zeng’s solo dance titled Calligraphy and Painting. This piece is a fusion of two traditional Chinese art forms — calligraphy and classical dance. In the performance, Zeng held a calligraphy brush throughout, using the movements of writing as a form of expressive dance.

    The dance reflects the passion and flowing strokes of Chinese calligraphy. As the music progresses, the rhythm of the dance grows more intense, akin to the moment when ancient Chinese literati moved their brushes vigorously to express their inner passion with strokes powerful enough to penetrate the paper.

    Calligraphy and Painting is not only a celebration of Chinese calligraphy but also a vivid portrayal of the artistry and philosophy behind it, according to Zeng. By integrating the fluid motions of calligraphy with dynamic dance steps, Zeng’s performance embodies the harmony of body, mind, and spirit.

    The dance accentuates the elegance and intricate beauty of Chinese calligraphy, while also conveying its deep cultural significance, reflecting the Chinese literati spirit and profound historical roots of Chinese tradition.

    Through the performance, Zeng and his fellow dancers brought Chinese culture to international audiences, demonstrating how Chinese classical dance and calligraphy can transcend cultural boundaries and resonate with people worldwide. There are also dances in which the dancers manipulate long silk ribbons to resemble snake, through which they hope to wish the audiences a happy Year of the Snake.

    “I believe that in this overseas performance, we represent our country and demonstrate the grandeur and broadmindedness of China as a nation of etiquette,” Zeng said, “We want the audiences to see the spirit of the Chinese people and feel the depth of Chinese culture.”

    MIL OSI China News