Category: 3. Business

  • Fears of an AI workforce takeover may be overblown — but it’s still scrambling firms’ hiring plans

    Fears of an AI workforce takeover may be overblown — but it’s still scrambling firms’ hiring plans

    A growing chorus of executives has put white collar workforces on notice: Their jobs are at risk of being wiped out by artificial intelligence.

    Yet above that din is a more complicated picture of how AI is currently affecting hiring.

    Direct evidence of an acceleration in human obsolescence remains scant so far. In a report this week, the job and hiring consultancy Challenger, Gray & Christmas said cuts spurred by President Donald Trump’s Department of Government Efficiency remained the leading cause of job losses — especially for government, nonprofit and other sectors supported by federal funds — followed by general economic and market conditions.

    Out of 286,679 planned layoffs so far this year, only 20,000 were linked to automation, the firm said — with just 75 explicitly tied to AI implementation.

    “Far less is happening than people imagine,” said Andrew Challenger, senior vice president at the consultancy, referring to the impact of AI on the broader workforce in the U.S. “There are roles that can be significantly changed by AI right now, but I’m not talking to too many HR leaders who say AI is replacing jobs.”

    That belies recent comments made by some of America’s most prominent executives about the impact that artificial intelligence is expected to have. Last month, Amazon CEO Andy Jassy warned that AI would “reduce our total corporate workforce as we get efficiency gains” over time. However, he did not lay out what that time frame might look like. He also said more people would likely be needed to do “other types of jobs,” ones that AI may help generate.

    And while The Wall Street Journal reported comments from Ford CEO Jim Farley this week that AI would replace “literally half of all white-collar workers in the U.S.,” a clip of Farley’s presentation offered more context. The automotive executive was speaking about beefing up America’s blue-collar workforce, and appeared to be repeating the warning about a white-collar wipeout issued by the CEO of the AI company Anthropic — a contention that is still being debated. (A representative for Ford did not respond to a request for comment.)

    Experts say the current era of AI is impacting the job market in more roundabout ways. Many firms are currently under tremendous pressure to cut costs given the generally uncertain economic environment spurred by the heavy cost of Trump’s tariff policy and worries about rising inflation. As a result, some companies are diverting spending that would otherwise be going to hiring more employees and shifting it toward AI software.

    “There’s basically a blank check to go out and buy these AI tools,” said Josh Bersin, CEO of The Josh Bersin Company workforce consultancy. “Then they go out and say, as far as head count: No more hiring. Just, ‘stop.’ So that immediately freezes the job market.”

    Among the most high-profile examples is Shopify, whose CEO told employees they must now prove why they “cannot get what they want done using AI” before asking for more employees and resources.

    “What would this area look like if autonomous AI agents were already part of the team?” Shopify CEO Tobi Lutke wrote in a memo sent to employees in March. “This question can lead to really fun discussions and projects.”

    The chief executive of language learning app Duolingo, Luis von Ahn, issued a similar edict in May, writing that the firm would gradually stop using contractors to do work that AI can handle and that a budget for new employees would only be given “if a team cannot automate more of their work.”

    Enough firms hedging in this way, alongside a wider economic slowdown, may indeed be suppressing overall hiring, especially in business and professional services.

    But those trends do not amount to large-scale replacement of existing workers by AI agents.

    Then there are the firms creating the AI tools themselves — the ones other businesses are ostensibly looking to purchase and deploy to automate their workforces. These AI developers, including Dell, Google parent Alphabet, Facebook parent Meta, Microsoft and Salesforce, have been shedding workers not tied to AI product development and shifting resources toward those who are. If AI is causing job losses, it’s not because it’s doing someone else’s job. It’s because budgets — and demands on the bottom line — are changing.

    The state of hiring at Microsoft is illustrative. Over the past several weeks, the tech giant — whose stock has surged 17% year to date thanks in part to the popularity of its Copilot AI tool — has announced job cuts affecting some 15,000 roles, or about 7% of its workforce.

    In this case, some human replacement does appear to be occurring: CEO Satya Nadella said recently that as much as 30% of the company’s code is now written by AI — something Bloomberg News confirmed in a report showing software engineering roles made up more than 40% of the roughly 2,000 positions cut in one of the recent layoff rounds.

    Yet other analysts indicated the cuts were also likely designed to offset the costs associated with Microsoft’s massive buildout of data centers designed to handle AI computer processing.

    “We believe that every year Microsoft invests at the current levels, it would need to reduce headcount by at least 10,000” in order to make up for its increased capital expenditures, said Gil Luria, a tech research analyst at D.A. Davidson financial group, in an interview with Reuters.

    In a note to clients, analysts with the consultancy Capital Economics said not all mentions of AI by businesses discussing their financial picture should be taken at face value.

    “For some firms, AI is a way to spin job losses driven by poor financial performance in a more positive light,” they wrote.

    AI is also impacting the hiring and recruiting process itself. A galaxy of startups now offers tools that can perform the job of entire HR departments, from scanning resumes to interviewing candidates. At IBM, “a couple hundred” HR workers have been recently replaced by AI agents, CEO Arvind Krishna told The Wall Street Journal in May.

    Yet with those efficiencies, the company was able to hire more programmers and salespeople, he said.

    “While we have done a huge amount of work inside IBM on leveraging AI and automation on certain enterprise workflows, our total employment has actually gone up, because what it does is it gives you more investment to put into other areas,” Krishna said.

    For anyone struggling to find new work, AI is not without blame. But experts say economic factors continue to vastly outweigh the threat from automation.

    “Our research has shown that AI will fundamentally change a whole lot of jobs, some by a lot,” said Svenja Gudell, chief economist at Indeed Hiring Lab. In the case of software developers especially, she said, roles are being completely transformed. “But does it still mean AI took that job? I don’t think so,” she said. “There’s not evidence that it’s fully replacing whole workers, or that the current slowdown can be attributed to it.”

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  • Baker McKenzie Partners with Digital Poland to Deliver an In-Depth Look at the Most Valuable Technology Companies across CEE | Newsroom

    Baker McKenzie Partners with Digital Poland to Deliver an In-Depth Look at the Most Valuable Technology Companies across CEE | Newsroom

    Global law firm Baker McKenzie has partnered with Fundacja Digital Poland to develop “The Digital Champions CEE 2025 report”, showcasing the resilience, innovation and global ambition of CEE’s digital economy, with Poland once again at the forefront.

    The report provides a data-rich, forward-looking analysis of the CEE tech landscape, spotlighting the region’s top 100 technology companies and their market dynamics – with a combined valuation approaching USD 117 billion. Fifteen companies debuted on the list of 100 digital champions in the region. The Foundation’s experts highlight the increase in the value of mid-sized companies, which is a sign of the dynamic development of the entire technology industry.

    Estonian fintech Wise topped this year’s list, followed by Poland-based ecommerce enabler InPost and Polish online sales platform Allegro. The list includes 32 companies with a market capitalization over $1 billion, down from a record 39 in 2021.

    Within the report, experts from the Digital Poland Foundation point to the increase in the value and importance of medium-sized companies in the latest edition of the ranking. This favours innovation, the exchange of experience, staff development and specialist support services. It is also more dynamic and attractive from an investor’s point of view. As the report shows, the capitalization of ‘dragons’, i.e. companies in the range of USD 250 million to USD 1 billion, has more than doubled (an increase of 138%) in four years.

    “We’re thrilled to see the growth of the region’s biggest tech stars, and even more by the evolution of the entire CEE market, which is transforming into an ecosystem full of valuable companies,” said Piotr Mieczkowski, managing director of the Digital Poland Foundation and a co-author of the report. “This showcases how the region’s numerous competitive advantages make it an ideal platform for growth.”

    Poland maintained its lead in the ranking in terms of the number of champions and share in total market capitalization. The list of the 100 largest companies includes 39 Polish companies with a value of USD 43 billion, representing 37% of the value of all companies in the ranking. Estonia remains the leader in the ranking based on population, both in terms of the number of champions and capitalization.

    “The region’s champions continue executing on their strategy of fast growth driven by acquisitions – not only elsewhere in the region, but also from Western Europe and markets including Turkey,” said Radzym Wójcik, counsel in Baker McKenzie’s Warsaw M&A practice. “We’re still seeing low engagement in the region by global capital, but my experience confirms the report’s conclusion that companies from the region are increasingly well prepared to negotiate with international funds, and are receiving bigger funding flows, at greater valuations. Part of that is because these local companies increasingly have clients around the globe.”

    This is the fourth edition of the CEE Digital Champions ranking. The value of companies was calculated based on current public market valuations, market benchmarks, EBITDA ratios and revenues. The champions include companies whose main source of profit is digital products and services or sales through digital channels reaching customers.

    The report’s strategic partners are Arthur D. Little and Baker McKenzie.

    The full report can be downloaded from the Digital Poland Foundation’s website.

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  • BMW Art Car World Tour at Le Mans Classic 2025. Celebration of the 50th anniversary of the BMW Art Car Collection and the BMW 3 Series.

    BMW Art Car World Tour at Le Mans Classic 2025. Celebration of the 50th anniversary of the BMW Art Car Collection and the BMW 3 Series.

    Le Mans/Munich. This edition of Le Mans Classic marks
    a historic occasion with the return of the first BMW Art Car by
    Alexander Calder, in its Artist’s Proof version, initiated by the
    Calder Foundation and BMW Group Classic, to the track where it all
    began 50 years ago. Hervé Poulain, the visionary behind the BMW Art
    Cars, and Alexander SC Rower, Calder’s grandson, will take a
    ceremonial lap in this automotive artwork on Sunday, July 6, from 9:45
    to 10:25am, during the BMW parade. This event pays vibrant tribute to
    the originality of the project, where art meets automotive,
    perpetuating a tradition that has lasted for half a century.

    As a long-standing partner of Le Mans Classic, BMW celebrates this
    year the double anniversary of its iconic BMW Art Cars and the BMW 3
    Series. Taking place from 4 to 6 July, Le Mans Classic brings together
    classic and vintage racing cars on the legendary 24 Hours of Le Mans
    circuit, creating a strong link between historical heritage and
    contemporary innovation.

     This strong presence on the Circuit de la Sarthe
    underlines BMW’s long-standing commitment to the alliance between art
    and technology. The presentation of the first BMW Art Car marks a
    celebration of the artistic and technological journey, reinforcing the
    idea that past progress feeds future innovation. This iconic
    BMW 3.0 CSL embodies a perfect balance of
    lightness, performance and bold aesthetics.

    2025 marks the 50th anniversary of the BMW Art Cars, as well as the
    50th anniversary of the BMW 3 Series, one of the
    world’s best-selling premium cars with over 20 million units sold.

    On this occasion, Hervé Poulain, co-founder of the BMW Art Cars,
    auctioneer and racing driver, will share his vision and emotions about
    the creation of the first Art Car and discuss the uniqueness of this
    visionary collection. Alexander SC Rower, president of the Calder
    Foundation and grandson of the artist, will talk about the importance
    of this rolling sculpture in his grandfather’s artistic legacy. This
    meeting will be marked by the themes of transmission and passion.

    Hervé Poulain says: “I wanted to provoke a
    meeting between the major arts and industry, two worlds that ignored
    each other. The BMW Art Cars have transformed the status of the
    automobile by bringing this object born from applied arts into the
    fine art.” Looking to the future, he continues: “The automotive myth
    has undergone many transformations. Today, this myth is evolving as
    the 21st century promises unprecedented advancements. The BMW Art Car
    by Calder was born 50 years ago in reaction to the pessimism generated
    by the first oil shock, as a symbolic gesture of optimism and
    confidence in the future.”

    50 years of ‘rolling sculptures’: the BMW Art Car
    Collection
    Since 1975, renowned artists from around the
    world have created BMW Art Cars. The idea emerged thanks to French
    racing driver and art enthusiast Hervé Poulain, who, in collaboration
    with Jochen Neerpasch, then Head of Motorsport at BMW, invited his
    friend and artist Alexander Calder to paint a car. The result was a
    BMW 3.0 CSL that participated in the 24 Hours of Le Mans in 1975,
    captivating the public and marking the birth of the BMW Art Car
    Collection. Famous figures such as Frank Stella, Roy Lichtenstein,
    Andy Warhol, Robert Rauschenberg, Esther Mahlangu, David Hockney,
    Jenny Holzer and Ólafur Elíasson have since enriched the collection
    with their unique styles. More recently, John Baldessari and Cao Fei
    have used the BMW M6 GTLM and BMW M6 GT3 respectively to add dynamic
    race cars to the collection, competing at Daytona in 2016 and Macau in
    2017. The BMW Art Cars by Jeff Koons and Julie Mehretu raced at the 24
    Hours of Le Mans in 2010 and 2024.

    Le Mans Classic
    Since its beginnings, Le Mans
    Classic has provided a unique stage where more than 600 cars gather to
    pay tribute to the history of motorsport. BMW, a loyal partner of the
    event, showcases a range of iconic vehicles, symbols of this rich
    tradition. This year’s Le Mans Classic poster honours the legendary
    BMW M1 Procar, paying tribute to the cars that have
    marked the history of the greatest endurance race of all time.

    With over 200,000 visitors expected, Le Mans Classic is much more
    than just a car gathering. It is a grand popular festival, enriched by
    parades and cultural activities that connect automotive history with
    the future. In this year of double celebration, BMW is highlighting
    its rich heritage while reaffirming its commitment to innovation and excellence.

    Models on display in the BMW area from 4 to 6 July:

    • 1975 BMW 3.0 CSL Calder (Artist’s Proof)
    • 1995 BMW M3 GT Coupé E36
    • BMW M3 CS Touring
    • BMW i4 M60
    • BMW M Electrified (Development Prototype)

    Further information on the Calder BMW Art Car (Artist’s Proof) can be
    found here.

    The BMW Group’s Cultural Engagement, with exclusive updates and
    deeper insights into its global initiatives can be followed on
    Instagram at @BMWGroupCulture.


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  • Pakistan set to reduce timelines for credit of bonus, right shares

    Pakistan set to reduce timelines for credit of bonus, right shares

    ISLAMABAD – The Securities and Exchange Commission of Pakistan (SECP) has sought public input on the proposed amendments to the Companies (Further Issue of Shares) Regulations, 2020.

    These amendments focus on streamlining the processes for bonus and right share issuance, significantly reducing timelines by 87% and 72% for bonus and right issue, respectively. This enhancement will improve market efficiency and enable quicker capital mobilisation.

    Timelines for the bonus and right share issues are proposed to be reduced to 11 days (from the existing 85 days) and 50 days (from the existing 181 days), respectively.

    The draft amendments followed an extensive consultation process with key stakeholders, including PSX, CDC, NCCPL, leading Consultants to Issue, lawyers and financial experts. Initial feedback was collected to identify areas for improvement in the Regulations.

    The insights were synthesised into a detailed Consultation Paper titled “Reduction in Timelines for Issuance of Bonus and Right Shares by Listed Companies”, which was published to invite further feedback.

    In-person consultations were held, followed by an online session, where the feedback was discussed in depth, ensuring the proposals were refined based on a consensus-driven approach. The SECP has now notified the draft amendments for comments before these become effective.

    Additionally, amendments are also proposed to remove the requirement for a company to prepare a draft offer document in the Urdu language and introduce a new requirement to submit additional information along with the right offer document to ensure smooth and efficient processing of the right offer document.

    Feedback can be submitted by July 17, 2025. The notification detailing the proposed amendments is available on the SECP website.

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  • Dentons advises Pathfinder Clean Energy on £46 million investment from RGREEN INVEST

    Dentons advises Pathfinder Clean Energy on £46 million investment from RGREEN INVEST


    Leaving Dentons

    Beijing Dacheng Law Offices, LLP (“大成”) is an independent law firm, and not a member or affiliate of Dentons. 大成 is a partnership law firm organized under the laws of the People’s Republic of China, and is Dentons’ Preferred Law Firm in China, with offices in more than 40 locations throughout China. Dentons Group (a Swiss Verein) (“Dentons”) is a separate international law firm with members and affiliates in more than 160 locations around the world, including Hong Kong SAR, China. For more information, please see dacheng.com/legal-notices or dentons.com/legal-notices.

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  • Barriers and facilitators to following dietary recommendations for bone health: a qualitative study | BMC Nutrition

    Barriers and facilitators to following dietary recommendations for bone health: a qualitative study | BMC Nutrition

    Persons with and at risk of osteoporosis have unique requirements for nutrition education. It is important for these individuals to achieve adequate intake of nutrients that are important for bone health (i.e. calcium, vitamin D, protein) and, where possible, this nutrient intake should be achieved in the context of a healthy dietary pattern that is rich in whole foods. Using focus groups, we identified several barriers to maintaining a bone-healthy diet among individuals with and at risk of osteoporosis, including cooking for one, low motivation to prepare meals, and dietary restrictions. Facilitating factors included meal planning and advance preparation, online grocery shopping, and engaging in regular exercise, which participants noted to be associated with improved appetite and increased motivation to adopt a healthy diet. There was consensus among focus group participants that a bone-focused CM program would be beneficial, with preference for a virtual format. Our findings can be used to inform the development of programs to improve nutrition education and facilitate adherence with dietary recommendations among individuals with and at risk of osteoporosis.

    To our knowledge, the present study is the first to evaluate barriers and facilitators to consuming a bone-healthy diet among individuals with and at risk of osteoporosis that is not confined to assessment of intake of a specific nutrient (e.g. calcium) or food group (e.g. dairy). Previous studies have primarily focused on barriers and facilitators to consuming calcium-rich foods in a variety of populations, including women and adolescents. Reported barriers in these studies include lack of time, cost, inconvenience, concerns about waste, cultural practices, not seeing calcium deficiency as a threat, perception that calcium-rich foods do not taste good, real and/or perceived intolerance or allergy to dairy and lactose, belief that all dairy foods are high in calories and fat, and uncertainty about good dietary sources of calcium [15,16,17,18, 31]. Reported facilitators for calcium-rich food intake in prior studies include: perceived benefits such as improved energy levels and osteoporosis prevention, good taste, and educational information from trustworthy sources that was presented in a catchy manner [18, 32]. The present study identified some of the same barriers, specifically lack of time, inconvenience, and dietary intolerances. Needing to cook for one and lack of motivation to cook multiple meals a day were not highlighted as barriers to consumption of calcium-rich foods in prior studies, but may have emerged as principal barriers to maintaining a bone-healthy diet in the present study given the relatively older age of our population (age range 56–87). Accordingly, social isolation, not being married, and lack of interest in life have been identified as risk factors for malnutrition in older populations [33]. In addition, participants in the present study were primarily of White ethnicity and moderate-to-high socioeconomic position, which may respectively explain why cultural practices and cost did not emerge as major barriers.

    While our findings indicate that individuals with and at risk of osteoporosis face several barriers to eating well for bone health, they also suggest that a bone-focused CM program, designed with the view of mitigating these barriers, would be well accepted among our target population. CM programs can incorporate strategies such as meal planning, preparation of multiple servings for leftovers and freezing [34, 35], which can ameliorate the challenges associated with cooking for one and lack of motivation to cook multiple meals a day [36]. Additionally, CM provides an optimal environment for education regarding substitutions and modifications to address dietary restrictions, as has been shown in individuals living with chronic kidney disease [37], hypertension [38], cardiovascular disease [39], and cancer [40]. CM also has the potential to promote and encourage the facilitating factors identified in this study, particularly meal planning and advance preparation [34]. Depending on the mode of delivery, CM programs could be leveraged to support patients with online grocery shopping [41], and to encourage exercise [42]. Additionally, CM interventions are often delivered in a group environment, which our focus group participants identified as a potential benefit with a desire for sense of community. Nanduri and colleagues have also demonstrated that participation in organized social support systems can contribute to improvement in physical activity among seniors with osteoporosis [43], and McAlpine et al. found that social engagement was associated with improved quantity and quality of nutrient intake among older adults [44].

    In terms of developing a bone-focused CM program, focus group participants indicated that a virtual program would be favored over in-person programming, with some individuals expressing preference for a demonstration format while others preferring a cook-along. Contrary to what has been reported in other populations, lack of cooking skills did not emerge as a common barrier to maintaining a bone healthy diet in our study population, which may explain why participants were more motivated to attend a virtual CM demonstration or cook-along rather than an in-person cooking class. However, given the timing of this study, conducted in 2021, it is possible that the preference for virtual delivery was related to the COVID-19 pandemic rather than other reasons; reassessment of the preferred mode of delivery for bone-specific CM programming may be warranted in the future.

    While the results of this study provide a rationale for the development of a CM program tailored towards individuals with and at risk of osteoporosis, our findings also indicate that the nutrition education needs and preferences of this population are varied and highly personal. A one-size-fits-all approach to nutrition education is unlikely to be successful. For example, while several barriers to eating well for bone health were identified in the focus groups, survey responses indicated that almost half of the study participants did not experience any barriers to eating well for bone health, and fewer than 40% indicated a need for further nutrition education beyond what they had already received in the didactic bone health class. Furthermore, some of the barriers reported by survey respondents—including time, money, taste preference, family/friends, knowledge of foods, and culture—were never raised in the focus groups. This may be the result of group dynamics: in the focus group setting, the opinions of one or two individuals has the potential to sway the opinions of the collective group [45]. Additionally, some participants may not share personal sensitive information, such as financial concerns, in a group environment [45]. It is also important to note that almost two thirds of survey participants indicated that they were confident in their ability to prepare meals that aligned with recommendations for bone health, and that they had good knowledge of dietary sources of calcium and protein, whereas just over half of participants reported getting sufficient calcium intake in their diet. This suggests a discrepancy between perceived abilities and implementation when it comes to dietary knowledge and skills. Ultimately, while it is unlikely that CM programming will be necessary or beneficial for every individual with and at risk of osteoporosis, our findings indicate that it may be a helpful adjunct to didactic education for some. Bone-focused CM programs should be designed with flexibility in mind, to accommodate the varied needs of this population and individuals. The development and use of screening tools may help to identify the individuals most likely to benefit from a CM program for bone health.

    The results of this study should be interpreted in the context of some limitations. The generalizability of our findings is limited by the modest sample size and relatively homogeneous demographics. For example, the study population was entirely of White ethnicity and therefore not reflective of other ethnicities. The study population was also comprised predominantly of women, and with such a small number of men in our sample, it is difficult to discern whether men experience different barriers and facilitating factors to maintaining a bone-healthy diet than women. Gender-specific expectations and division of household duties must also be considered with respect to meal preparation. Additionally, inclusion criteria for this study included having access to internet and an online device, which may have precluded individuals who experience low socioeconomic standing from participating. This could explain why food access and cost did not emerge as barriers in our cohort. Furthermore, as indicated above, the results of focus group studies can be influenced by group dynamics and therefore may not be fully representative of the thoughts and beliefs of all group members [45].

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  • Accelerating Industrial Digital Intelligence in South Africa at Huawei South Africa Connect 2025

    [Johannesburg, South Africa, July 3, 2025] Huawei held the Huawei South Africa Connect 2025 in Johannesburg, South Africa. Themed Accelerate Industrial Digital Intelligence for South Africa, this event attracted over 2,900 participants from the South African government, industry customers, and partners.

    South Africa has placed digital inclusion at the heart of its developmental agenda. At the event, Solly Malatsi, Hon. Minister of the Department of Communications and Digital Technologies noted that South Africa has developed four measurable Ministerial Priorities: Expanding Connectivity and Access to Devices, Building a Digitally Skilled Society, Unlocking the Productive Use of Technology, and Creating a Supportive Environment for Inclusion and Investment. These four priorities aim to build an innovative and high-performing digital ecosystem for all South Africans.

    Solly Malatsi, Hon. Minister of the Department of Communications and Digital Technologies, delivering a speech

    Will Meng, CEO of Huawei South Africa, stated in his welcome speech, that “Digital transformation is more than technology — It’s the engine of national progress. Our goal is clear: to accelerate South Africa’s journey to industrial digital intelligence, driving innovation, boosting productivity, and ensuring long-term competitiveness.”

    Will Meng, CEO of Huawei South Africa, delivering a welcome speech

    Cloud and AI are a key driving force for industry innovation and economic growth. Joy Huang, Vice President of Huawei Cloud, expressed that ” Huawei Cloud is dedicated to offering AI-native cloud services. By implementing the ‘Cloud for AI’ and ‘AI for Cloud’ strategies, we aim to expedite the intelligent transformation across industries in South Africa.” 

    Joy Huang, Vice President of Huawei Cloud, delivering a keynote speech

    Hong-Eng Koh, Global Chief Public Services Industry Scientist of Huawei, agreed; “From a technological angle, gone are the days of siloed implementations. We need a long-term architecture for the intelligent transformation journey, including unified networks and unified clouds.” Huawei has accumulated extensive digital transformation practices globally, which provide concrete and feasible pathways for intelligent upgrade. It aims to use its expertise to contribute to South Africa’s digital economic development.

    Gene Zhang, CEO of Huawei South Africa Enterprise Business, further introduced that Huawei, with its All Intelligence strategy and a deep understanding of industry scenarios, has released a reference architecture, 4 enablement models, and over 200 industry solutions to help various industries go digital and intelligent faster.

    Gene Zhang, CEO of Huawei South Africa Enterprise Business, delivering a keynote speech

    Digital and intelligent advancement relies on ecosystem building and cooperation with partners. Peter Zhang, Vice President of Global Partner, Commercial & Distribution, Enterprise Sales, Huawei, underscored in his speech, “Our strategy in the government and enterprise market is ‘Partners + Huawei’. Huawei attaches great importance to partner development and will constantly enhance investment and support for partners.”
    In South Africa, Huawei has collaborated with over 1,400 local companies to jointly address customers’ digital and intelligent transformation needs. 
    Additionally, leveraging over 3,000 courses covering 22 technical categories, Huawei aims to train over 50,000 ICT professionals in the region by 2028.

    At the event, Jonas Bogoshi, CEO of BCX, and customers from sectors like government, transportation, electric power, finance, and ISP, shared their success stories of digital and intelligent transformation.

    With a slogan of “In South Africa, for South Africa,” Huawei has been doing business in this country for 26 years. Huawei has consistently provided leading ICT infrastructure on top of talent development and technological innovation platforms to further the development of South Africa’s digital and intelligent economy. Moving forward, Huawei will continue to work closely with customers and partners, gain profound insights into industry scenarios and needs, provide customized solutions, and jointly build a thriving ecosystem.

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  • European Innovation Council (EIC) Pre-Accelerator Online Info Session

    European Innovation Council (EIC) Pre-Accelerator Online Info Session

    The European Innovation Council (EIC) is organising an online information session dedicated to EIC Pre-Accelerator on July 23, 2025.

    This online info session will present the EIC Pre-Accelerator call – a joint scheme between the European Innovation Council and the Widening participation and strengthening the European Research Area (WIDERA) programme funded under the WIDERA Work Programme 2025.

    The speakers will present an overview and key features of the scheme and will answer questions from the attendees.

    The event will be held in English and recorded. 

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  • Glasgow Airport summer of strike action looming

    Glasgow Airport summer of strike action looming

    Getty Images several white taxis parked outside the front entrance to Glasgow AirportGetty Images

    About 100 staff employed by Glasgow Airport have backed strike action in a dispute over pay

    About 100 workers at Glasgow Airport could be on strike within weeks in a dispute over pay.

    Unite the union said the first date of potential action would be 18 July after its members rejected a 4% pay offer and backed industrial action.

    A further 350 security and ground handling staff, who are not directly employed by the airport, are also involved in separate ongoing disputes but have been made a fresh pay offer.

    Glasgow Airport said it remained open to finding a sensible resolution to the dispute with its staff.

    Glasgow Airport is Scotland’s second-busiest airport after Edinburgh and the threat of strike days comes during its traditional Glasgow Fair fortnight and busy summer months.

    The dispute with around 100 of its own employees includes airport ambassadors, airside support officers, engineers and managers.

    Pat McIlvogue, regional industrial Oofficer for Unite, told the BBC’s Good Morning Scotland programme that industrial action, which was backed by 98.7% of these workers, would have “a significant impact which we are keen to avoid”.

    He said: “We don’t want to affect the travelling public.

    “My call to Glasgow Airport Limited is to contact us today and set a date for talks, put a meaningful offer on the table for our members’ consideration and we will not serve strike notice of the Glasgow Fair weekend.”

    Which airport workers are involved in industrial disputes?

    Getty Images A man wearing black trousers and a white shirt pulling a suitcase in front of a giant sign saying departures that is brightly lit from behindGetty Images

    A further 350 people who work at Glasgow Airport are also involved in ongoing industrial disputes.

    This includes 250 workers who deal with passengers in the security search area, and are employed by a firm called ICTS, and 100 ground handling workers employed by Swissport.

    Unite has said it will be taking new offers from both firms to a further ballot of members.

    A spokesperson for Glasgow Airport said: “We are reviewing the ballot results and remain open to finding a sensible resolution.”

    A spokesperson for Swissport said: “Our priority is the safety and wellbeing and fair treatment of our workforce, alongside maintaining high standards of service for our customers and we remain committed to working constructively with Unite to find a fair and sustainable resolution.”

    ICTS has been approached for a response.

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  • ERM helps SSE and Equinor to secure UK planning consent for first of a kind hydrogen project

    ERM helps SSE and Equinor to secure UK planning consent for first of a kind hydrogen project

    ERM, the world’s largest specialist sustainability consultancy, has supported SSE and Equinor’s Aldbrough Hydrogen Pathfinder project in becoming the first hydrogen-to-power project to receive planning consent in the UK.

    ERM supported the planning application process alongside the environmental permitting, safety and marine licensing services it provides to the Aldbrough Hydrogen Pathfinder project, which is located within SSE Thermal and Equinor’s existing gas storage site on the East Yorkshire coast.

    The project will enable green power to be sourced from the grid through a renewable Power Purchase Agreement. Hydrogen will then be produced via an electrolyser before being stored and then used in a hydrogen-fired open cycle gas turbine, exporting flexible green power back to the grid at times of system need. In future, hydrogen storage will also benefit offtakers in industry, heat and transport sectors.

    In addition to the Aldbrough Hydrogen Pathfinder project, ERM is supporting the consenting process for the Aldbrough Hydrogen Storage project and the Humber Hydrogen Pipeline project, which will connect regional producers and users to a low carbon hydrogen network.

    Russell Cullen, Partner at ERM said: “ERM welcomed the opportunity to support this pioneering project that will pave the way for wider deployment of hydrogen power. We look forward to working further with SSE and Equinor to navigate the energy transition and help the UK deliver on its low-carbon economy ambitions.”

    Sally O’Brien, Senior Project Manager on the Aldbrough Hydrogen Pathfinder Project, said: “ERM’s technical expertise helped us deliver a complex planning application that was critical to securing consent for the Aldbrough Hydrogen Pathfinder project.”
     


    About ERM

    Sustainability is our business.

    As the world’s largest specialist sustainability consultancy, ERM partners with clients to operationalize sustainability at pace and scale, deploying a unique combination of strategic transformation and technical delivery capabilities. This approach helps clients to accelerate the integration of sustainability at every level of their business.  

    With more than 50 years of experience, ERM’s diverse team of 8000+ experts in 40 countries and territories helps clients create innovative solutions to their sustainability challenges, unlocking commercial opportunities that meet the needs of today while preserving opportunity for future generations.

    Learn more here.   

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