Category: 3. Business

With this 100% stake acquisition, TCS expands its local workforce in the United States and strengthens Salesforce and marketing cloud technology capabilities.

PRESS RELEASE

FRAMINGHAM, MA | MUMBAI, IN, October 09, 2025: Tata Consultancy Services (TCS) (BSE: 532540, NSE: TCS), a global leader in IT services, consulting, and business solutions, has acquired 100% stake in ListEngage, a leading Salesforce Summit partner.

ListEngage is a full stack Salesforce partner that specialises in Marketing Cloud, CRM, Data Cloud, Agentforce, and AI advisory services for enterprises. This strategic acquisition strengthens TCS’ Salesforce capabilities, adding specialisations across the full range of Salesforce marketing tools. 

Through this strategic investment, TCS adds over 100 experienced professionals with over 400 Salesforce certifications to its Enterprise Solutions unit in the United States. The acquisition reflects TCS’ renewed emphasis on inorganic growth, supporting its strategic priorities in high-potential areas such as AI, Cloud, Cybersecurity, Digital Engineering and Enterprise Solutions.

Aarthi Subramanian, Chief Operating Officer, Tata Consultancy Services, said, “This US-based acquisition is an important step in scaling our Salesforce capabilities globally. ListEngage’s AI advisory services, Marketing Cloud capabilities and Agentforce expertise will enhance our offerings and execution to serve the needs of marketing stakeholders in enterprises. This acquisition will further deepen the strategic partnership that TCS has with Salesforce. We welcome ListEngage’s talented team to TCS.”

Altaf Shaikh, CEO, ListEngage, said, “This is more than an acquisition – it’s a growth platform. By joining forces with TCS, we’re combining ListEngage’s deep Salesforce expertise and proven client success with TCS’ scale, global reach, and cross-industry depth. Together, we will set a new benchmark for how enterprises unlock the full value of Salesforce, powered by data, AI, and cloud innovation. I’m particularly excited about the AI opportunities ahead. Both TCS and ListEngage are leading the way in applied AI, and this partnership allows us to bring the next generation of intelligent, personalised, and outcome-driven solutions to the Salesforce ecosystem at a global scale.”

Headquartered in Framingham, Massachusetts, ListEngage, is a member of the Salesforce Partner Advisory Boards for Agentforce, Marketing Cloud, and Data Cloud, reflecting its deep relationship with Salesforce and direct access to key product teams. Founded in 2003, ListEngage has built a strong reputation for delivering superior personalised marketing engagements across the entire customer lifecycle.

Vikram Karakoti, Global Head, Enterprise Solutions, Tata Consultancy Services, “ListEngage complements TCS’ existing capabilities in customer experience and digital transformation. With this new team, and ListEnage’s strong market coverage, we expect to scale delivery and unlock new efficiencies through our global delivery model. TCS remains fully committed to supporting existing customers, ensuring continuity and excellence in service delivery.”

This reinforces TCS’ commitment to its customers in the United States of America and Canada, which is the largest market for the organisation globally. In over 50 years of operations in the region, TCS has built a reputation as a reliable partner that helps enterprises seize future opportunities today. The latest acquisition is a step forward in that direction.

Inside the C-Suite: Gaming’s Future in Focus 

At G2E 2025, Peter Jackson, CEO of Flutter Entertainment, joined journalist Hope King for an engaging, in-depth fireside chat, delving into Flutter’s global growth, shifting consumer behaviors, the future of sports betting, and why responsible gaming is more than just a talking point for the industry’s biggest player.

Hope: Since becoming CEO in 2018, you’ve led at least eight major deals. Why is scale so important to Flutter’s strategy?

Peter: We’re focused on being #1 in the U.S. and having “gold medal” positions globally. Like other digital industries, we believe scale is very important, but diversification matters too. What’s key for us is being nimble. We operate on a federal basis, so leaders have full control of their businesses but can draw on Flutter’s global capabilities when needed.

Hope: Flutter is the #1 gaming operator in the world and you’re expanding fast, in places like Italy, Brazil, and Southern Europe & Africa. How much more of the world is left for Flutter to conquer?

Peter: We’re delighted with our position in the U.S. as the #1 sports betting and gaming business. But it’s important to remember that the international market is even bigger. By 2030, we estimate the global addressable market will be nearly $300 billion. That’s why we’re very focused on maintaining our leading positions in markets like the UK, Italy, and Australia. Our international experience actually strengthens our U.S. business – through the Flutter Edge we share technology, expertise, and best practices across regions.

Hope: From your global vantage point, what are you learning in more mature markets like Italy or Australia? And how does that inform your approach in emerging ones?

Peter: We’re always learning from new markets, especially when we acquire businesses. Often, we find product ideas or technologies we can bring elsewhere. Responsible gaming is one area where we’re determined to lead. For example, our Real-Time Check-In tool (RTCI) in the U.S. is based on a solution we developed in Australia. It’s about creating a race to the top when it comes to consumer protection.

Hope: You’re now listed on the New York Stock Exchange. How has that helped?

Peter: We’ve definitely seen a step up in liquidity since the U.S. listing, which is great for our investors. I’m meeting many of them over the course of today and tomorrow here at G2E.  It’s a very efficient way of getting to see a lot of shareholders.

Hope: Let’s talk about FanDuel. You’ve raised your outlook and that’s despite what we’re hearing about consumers feeling less rosy about the economy. Where does sports betting or online gaming fall in the spectrum of consumer spending? 

Peter: Our experience from operating around the world is that sports betting and online gaming is actually very defensive. People might trade down and watch games at home instead of going to bars, but they still want to get their parlay on and have that excitement of seeing whether they can guess what’s going to happen in the game.

Ultimately, we believe that our core business is very defensive. We’ve got good tailwinds from a growth perspective and we’re still in the early days of growth in the industry.

Hope: One big future-facing move is your partnership with CME Group that you announced this summer. Can you explain the origin and intent behind the deal, especially given that sports events aren’t currently included? Why did you pick CME Group? Why did they pick you?

Peter: We are reasonably familiar with this space. We operate the Betfair Exchange – our peer-to-peer platform – in many markets around the world. It has a lot of similar characteristics to the way in which we’re seeing prediction markets unfold here in the States. So we were obviously very thoughtful in terms of where the regulations are going, and when I met with Terry and the team, it was a very like-minded conversation.

We’re very excited about the opportunities that we’ve got in front of us, for a range of products that we can bring to the market here in the US, leveraging our expertise and the capabilities of CME as well.

Hope: CME has described the partnership as a ‘distribution play’ and an ‘expansion of their retail trading strategy’ -what do you make of this?

Peter: CME Group has been very clear about what they’re trying to achieve with this partnership. Whether it’s trading financial products or leisure or entertainment experiences, some of which might be closer to home for us, we see strong possibilities to bring our capabilities here to the U.S. market, and that’s something which we will make available for consumers soon. For CME, they do want to get closer to the retail consumers, and we’ve got a terrific brand and lots of customers in the market. So, I think it’s a very exciting opportunity for us both.

Hope: There’s been a flurry of activity in this space with ICE most recently investing $2bn into Polymarket. What’s your reaction?

Peter: There’s a lot of news flow in this space and I’m pretty sanguine about it. When I look at the sort of outcomes that are possible, I think we’re very well placed irrespective of which path we end up following. That’s thanks to our capabilities, partnerships, and brand reach here in the U.S. I’m excited about it, and I can see why others are wanting to get into the market.

Hope: When you saw that Kalshi introduced a builder combo feature which is very much like same game parlay, did you view that as a loophole to sports betting?

Peter: Building Same Game Parlay products isn’t easy. Competitors are spending hundreds of millions trying to catch up with us, and we’re powering ahead, we’re not standing still. There’s complex pricing involved – positive and negative correlations, etc. I think it’s very difficult to deploy that through a prediction market. We’ll get some clarity on the regulators standpoint, but the combo feature looks suspiciously like sports betting to me.

Hope: With the +20 years’ experience you have with the Betfair Exchange, how do you think that will help your strategy going forward with more peer-to-peer products?

Peter: The Betfair Exchange definitely appeals to a subset of consumers, but it’s worth recognizing that there are some challenges with it. You can’t offer generosity through the Betfair Exchange – it’s very difficult to technically do that on these platforms because you’re sat in the middle and you’re not the principal, and it’s the principal that needs to effectively offer generosity. Consumers love generosity. They’re in it for the entertainment and the excitement, so it’s worth recognizing that.

It’s also very difficult to find liquidity in all the different permutations and combinations that you see in the product. If I look at the work we’re doing with Your Way here in the U.S. with FanDuel, we’re getting to the point where we have effectively limitless assortments of products available for consumers to choose from.

And we believe it’s very difficult to come anywhere close to that.
Hope: How are you viewing the convergence of this new category overlap? What does this say about the way people view money?

Peter: There’s a clue in how we describe ourselves, right? We call ourselves Flutter Entertainment, and ultimately that’s what we bring to life for our consumers around the world.

But that’s our lens on it, that’s how we’re thinking about it and how we go to market. Whether that’s with Paddy Power, which is iconic for the irreverent humor it brings to its advertising. The same is true with Sportsbet in Australia. We have different brand positionings but ultimately it’s about bringing entertainment to life and I think that’s what we strive to do.

Hope: Do you see this type of product bringing a fundamentally different kind of consumer into a category that you haven’t seen yet?

Peter: For those of us who delve into Reddit and other similar platforms, you can see what our consumers are saying and thinking. People are trying to figure out how they can get an edge and how they can get ahead and that’s part of the game for them. And whether you apply that to sports or some of the other leisure style products or the financial markets, you can see that there’s a very strong overlap between these things.

Hope: Talking more about how you see growth evolving. A big part of this is from media and media partnerships. With your expanded deal with Amazon Prime Video and native broadcast integration, is this a more cost-effective customer acquisition strategy?

Peter: We’re very excited about the partnership with Amazon. As you say, the integration of the odds, whether that’s on a personalized basis so we can actually show the bets that you’ve got live on the stream that you’re watching, or the ability to overlay in real time what the betting markets are saying about what’s going to happen with the player that you’re seeing on the screen, it’s very compelling in terms of adding that excitement to the action. So we’re pleased.

Hope: Taxes have become a hot topic. You’re passing through some costs in places like Illinois but there’s also the upcoming change with the limiting of losses happening in January. Do you expect that to have a big impact on Flutter and on the industry?

Peter: If I look at our businesses around the world, it’s our scale that helps us in these situations. We have a bigger business that we can defray our costs across, and it allows us to mitigate the potential impact of tax changes.

We were very disappointed with the Illinois tax. I think it disproportionately impacts the very low spending, recreational consumer base and I think it’s wrong. Nor do I think it’s a particularly smart way of raising revenues. It’s true in lots of other industries you’ll follow, but as a scale player, you can weather this stuff better. We’ll see how other markets evolve, but I think we’re well placed.

Hope: At G2E last year you referenced ‘societal license’ as a risk to your business or something that you worry about with the growth of Flutter. With new surveys suggesting the ‘quiet middle’ might be shrinking, how are you thinking about innovation and operating at a time when there is much more attention on this area of entertainment and gaming innovation?

Peter: It’s really important that we showcase all of the good work that we’re doing across our business to ensure we provide a safe and secure environment for our consumers so they can have fun. This includes the $100m+ that we’re spending on responsible gaming tools, like Real-Time Check-In we have here in the U.S.

Show me a social media business that’s stopping their consumers using their products because they’re worried they’re using it too much. It doesn’t happen. But that’s what we’re doing and we’re proud of it.

You can watch Peter’s full interview here.

Global trade expanded by about $500 billion in the first half of 2025, despite volatility, policy shifts and persistent geopolitical tensions. Momentum remained strong into the third quarter, even as growth patterns varied across regions and sectors.

Trade in both goods and services recorded solid gains compared with the first quarter. Goods trade growth edged up from about 2% to 2.5% quarter over quarter, while services trade rebounded after contracting in the first quarter.

Manufacturing remained the main driver of global trade growth in the second quarter, led by the electronics sector. Strong demand for hybrid and electric vehicles continued to boost the automotive industry, reinforcing manufacturing’s central role in the current phase of trade expansion.

UN Trade and Development’s nowcast shows continued growth in the third quarter, with goods expected to expand by about 2.5% quarter over quarter and services accelerating sharply to around 4%. On a rolling annual basis, growth remains robust – about 5% for goods and 6% for services.

Prices set to rise and drive growth

Prices for traded goods rose slightly in the second quarter, with preliminary estimates pointing to a marked increase in the third.

This suggests that while the rise in global trade value during the first half of the year was driven mainly by higher volumes, growth in the third quarter will be partly fuelled by rising prices.

Developing economies led global trade growth

Growth in the second quarter was driven primarily by developing economies, supported by rising South–South trade. Weak United States trade performance weighed on the global average.

Trade imbalances narrowed

Global imbalances in goods trade, which had widened in recent quarters, narrowed in the second quarter of 2025, largely reflecting shifts in United States trade policy.

Trade deficits expanded in Japan, India and the United Kingdom. Among surplus economies, China’s trade surplus declined only slightly, despite a significant reduction in its surplus with the United States. The European Union’s trade surplus also fell during the quarter.

Record highs expected for 2025

Barring major shocks in the final months of the year, global trade is on track to surpass its 2024 record.

Despite turbulence from shifting US trade policy, global trade dynamics have so far shown limited disruption, though uncertainty over future policy remains a key risk. Geopolitical instability also continues to weigh on trade, with persistent conflicts that could further disrupt regional dynamics and heighten concerns over energy and food security.

As an account executive at Convene Hospitality Group, I’ve had the opportunity to closely observe the UK’s meetings and events industry over the past few years. Artificial Intelligence (AI) is changing the game for event professionals everywhere by automating tedious, manual work and introducing unprecedented efficiency. AI is more than just a buzzword; it’s rapidly becoming an indispensable tool for event planners and event producers.

The technology is helping planners move past spreadsheets and onto more strategic tasks. This pervasive influence necessitates a deeper understanding of AI’s capabilities, so here are some practical uses for event and meeting planning around the globe.

How to use AI tools to enhance events in the UK and beyond

From small corporate meetings to large international conferences, AI is enabling an unprecedented level of efficiency, personalisation, and insight. AI algorithms are revolutionising event management by automating intricate operational processes involved in organising and executing events of all scales.

AI technology is actively reimagining how we plan, execute, and experience events across the industry. Event planners can leverage AI in the following ways to create faster, intuitive, and highly personalised environments for meetings, events, and flexible workspaces. I’m happy to say, the era of tedious, manual tasks is coming to an end.

1. Smart planning and logistics automation with AI

The collective impact of these AI-driven optimisations for event planning is a significant enhancement in overall efficiency and a notable reduction in conflicts. This is particularly vital for large-scale events such as trade shows, which often involve an intricate web of exhibitor arrangements, diverse presentation schedules, and numerous concurrent activities.

One of the primary benefits of AI in this domain is its ability to optimise room scheduling. AI can efficiently allocate the most suitable spaces to prevent overbooking or underutilisation, but also ensure a smooth flow for attendees moving between sessions. AI algorithms also excel at optimising staff scheduling. It can consider individual staff skills, availability, and the specific needs of different event areas (e.g., registration, technical support, catering) to create highly efficient work rosters. This minimizes staff idle time, reduces burnout, and ensures that critical areas are adequately covered, leading to a better experience for both attendees and staff.

Beyond personnel, AI also plays a crucial role in equipment deployment. From audio-visual setups to staging and networking infrastructure, AI can determine the optimal placement and quantity of AV equipment needed for an event. This helps reduce logistical complexities, minimize equipment shortages or surpluses, and ensure that all technical requirements are met precisely when and where they are needed.

2. Predictive AI analytics for more accurate attendance figures

In the pursuit of more efficient event planning, predictive analytics, powered by AI, can analyze historical data, including past attendance figures, registration trends, seasonal variations, and even external factors, such as holidays or local events. AI algorithms can accurately forecast attendance numbers for upcoming events.

This highly accurate forecasting capability allows planners to move beyond educated guesses and instead make data-driven decisions that significantly reduce waste. For instance, knowing with a high degree of certainty how many attendees to expect empowers planners to order precise quantities of catering and prevent over-ordering of event materials, such as brochures, name tags, or promotional items. By avoiding over-ordering, event organizers can significantly reduce costs associated with surplus food, materials, and event staffing.

3. AI optimization for venue selection

Forget endless phone calls and site visits. AI-driven platforms can analyze your event requirements against vast databases of venues, providing tailored recommendations in minutes. This is particularly valuable in a highly competitive and dynamic market like London, where finding the perfect fit can be a challenge — and knowing where to look is only the beginning. These sophisticated systems can analyze a comprehensive set of event requirements, including desired capacity, precise geographical location, specific amenities, and allocated budget.

The ability of AI to sift through countless options, identify optimal matches, and present actionable insights liberates event planners from tedious manual research, allowing them to focus on the more strategic and creative aspects of event execution. This not only streamlines the initial venue selection but also contributes to overall cost savings and a more efficient allocation of resources, ultimately leading to more successful and impactful events.

4. Event programming and content tailored to each attendee

The dramatic shift in post-pandemic preferences has emphasized the need for more engaging and personalized in-person experiences. AI’s capabilities allow for a depth of understanding and a responsiveness that enhance traditional production approaches.

AI has the ability to revolutionise attendee engagement and satisfaction at events. For example, imagine a participant at a UK tech conference receiving a personalised agenda, crafted by AI using their registration data and indicated goals for the event. It could highlight the most relevant sessions and speakers, leading to a more impactful experience.

5. AI-powered chatbots for round-the-clock assistance

AI-powered question-and-answer tools offer immediate assistance to attendees by answering frequently asked questions regarding venue directions, session schedules, or local transportation options in real-time.  Its role is becoming increasingly indispensable in crafting tailored journeys that move beyond generic interactions to create impactful meetings, events, and gatherings. This allows human staff to concentrate on more intricate, personalized interactions.

6. Goal-driven networking backed by data

AI algorithms offer a solution for enhancing the networking potential of corporate conferences and larger meetings. By intelligently matching attendees, these algorithms transcend the limitations of traditional, often random, networking methods. They analyze professional profiles, including areas of expertise, company affiliations, roles, and even specific project interests, alongside stated professional objectives for attending the event.

This data-driven approach allows for the creation of highly relevant pairings, connecting individuals who share common goals, complementary skills, or potential for synergistic collaboration. The result is a more meaningful and productive networking experience, moving beyond superficial introductions to foster genuine connections.

For organizations, this translates into increased opportunities for deal-making, knowledge exchange, and the formation of strategic partnerships that might otherwise remain undiscovered. The strategic application of AI for measuring a return on investment when event planning transforms large, potentially overwhelming gatherings into highly efficient networking ecosystems, maximizing the return on investment for both attendees and organizers.

7. Smarter energy management in event spaces

The integration of intelligent technologies can make spaces more efficient, sustainable, and user-friendly. AI-powered systems can monitor and control lighting, heating, and cooling based on real-time occupancy levels. Using real-time occupancy levels, these systems can dynamically adjust building conditions, ensuring optimal comfort while minimizing wasted resources. This leads to significant energy savings and reduced operational costs, aligning perfectly with the UK’s growing focus on sustainability.

For instance, in a large office building, AI can detect when a conference room is empty and automatically dim the lights and reduce the HVAC output for that specific zone. Conversely, as people enter and the room becomes occupied, the system can seamlessly restore the lighting and climate to a comfortable level. This granular control, based on actual usage rather than rigid schedules, leads to significant energy savings.

8. Inclusivity and Accessibility with real-time translation

AI-driven translation tools are facilitating seamless communication at international conferences. This real-time language translation capability is crucial for overcoming language barriers for both attendees and speakers. AI tools can translate speakers in real time or allow attendees to speak one-on-one when language barriers persist. While tools still have a way to go to eliminate awkward delays, many companies are pioneering faster and more reliable translation tools with each passing year.

AI also enhances accessibility for attendees with hearing impairments or those who prefer to review content after a demonstration. It can generate instant captions for live presentations and comprehensive transcripts of sessions without adding tasks for event planners to perform.

Challenges around using AI for event planning

Implementing AI isn’t without hurdles, as I have seen firsthand when planning events in the UK. Here are some of the top challenges when using AI for event planning.

• Protecting brand and client privacy: GDPR compliance for businesses is a strict requirement in the UK. At CHG, we approach handling attendee data with AI with robust security protocols and transparent data usage policies. Trust is paramount.
• Alleviating fears around job security: While AI automates certain mundane tasks, it also creates new roles requiring different skill sets. Event planners and businesses alike should focus on upskilling teams to increase efficiency and expand capabilities that might have been too costly or time-consuming if performed manually. 
• Brexit Implications for UK events: Navigating data flow and other potential complexities is essential for tech providers based outside the UK when international events are hosted there. Nevertheless, AI can streamline cross-border collaboration and communication, effectively bridging these gaps.

Using AI as a partner starts wth event planners

As part of CHG, I am optimistic about how AI could benefit the meetings and events industry. CHG is acutely aware of the necessity to protect the privacy and security of our brand and clients while the reach of AI tools continues to expand and adapt. I believe AI is not a replacement for the human touch but a tool to support and challenge.

I’ve witnessed how CHG is committed to exploring AI-powered solutions that empower our clients to increase efficiency, deliver unparalleled experiences, and gain actionable insights. I’ve already leveraged CRM tools with built-in AI to better understand client needs and streamline my outreach. This firsthand adoption gives my team insight into the practical benefits and considerations for our clients.

The future of meetings, events, and conferences in the UK is undeniably intertwined with AI. As a member of the events industry, I believe embracing this technology isn’t just about staying competitive; it’s about unlocking new levels of creativity, efficiency, and impact. I’m committed to building events that are smarter, more engaging, and leave a truly lasting impression.

MUSA network

Created by the Latin American Center for Perinatology (CLAP), the multicentric MUSA (Mujeres en Situacion de Aborto/ Women in Abortion Situation) Network promotes and improves care for abortion in Latin America and the Caribbean [15]. This network includes several hospitals, the sentinel centers, that might send frequently data registered in the Perinatal Computerized System (SIP), a CLAP software, that record data related to pregnancy and epidemiological monitoring. Our institution, the University of Campinas Women’s Hospital (UNICAMP), a tertiary referral hospital located in an urban setting in southeast Brazil, for cases of complications related to pregnancy in municipalities in the region and experiences an average of 250 births and 20 cases of first trimester pregnancy loss per month and has been a sentinel center of the CLAP MUSA-Network since July 2017.

The protocol of the CLAP MUSA-Network and specific methodological details for implementation of the research proposal are published elsewhere [15]. Briefly, each sentinel centers of the CLAP MUSA-Network regularly provide data on maternal morbidity in abortion, miscarriage and early pregnancy loss, methods of uterine evacuation, abortion-related complications, postabortion contraception. In addition to enable epidemiological monitoring and compares clinical changes patterns over time, representatives from all sentinel centers attended regular webinars with scientific topics to promoted changes in local context and includes evidence-based interventions that are required and recommended by WHO to improve women’s care and encourage good clinical practices for safe abortion.

Intrauterine device in postabortion contraception

The Brazilian Ministry of Health’s Technical Care Manual for abortion management that are used in health facilities recommends PAC’s provision and counseling [16]. The clinical practice in our institution follows the Eligibility Criteria established by WHO [1, 17] and all medical staff members, including medical residents in gynecology and obstetrics and the assistant doctors, had technical standards and training curriculum to insert IUDs, including in postabortion care. Registered nurses or others healthcare professionals were not allowed to perform IUD insertion, since the Brazilian Ministry of Health, in 2019, decreed that the insertion of IUDs is a medical task and therefore must only be the responsibility of physicians [18]. The recommends.

Throughout the pandemic, various clinical meetings were conducted by the MUSA team to ensure that the medical team started immediately PAC counseling during hospital admission. Thus, in 2021, a theoretical-practical in-person training was held, aimed at obstetricians and gynecologists, reinforcing the Medical Eligibility Criteria for postabortion IUD use [1, 17] (both copper-bearing IUDs [Cu-IUD] and levonorgestrel-releasing IUDs [LNG-IUD]) e reassure the insertion technique and the technical standards. Informative posters were displayed inside the operating room and in the nursing station. Additionally, explanatory materials were made available to the professionals both electronically and physically.

Study design and data collection

This cross-sectional prospective study was conducted between July 2017 and November 2022. All women admitted to our institution for postabortion care (induced abortion for any legal reason and others postabortion circumstances, as miscarriage and early pregnancy loss) and with their data inserted in the the SIP-Abortion database were included. The exclusion criteria were bleeding during pregnancy with no confirmed abortion and ectopic or molar pregnancies. Recording SIP data are collected through in-person interviews with women before hospital discharge and with revised medical records. All participants provided written informed consent and for the minors and their legal guardians, both provided informed assent and consent, respectively. The Research Ethics Committee of our institution (CEP UNICAMP) approved the study protocol (approval number: 93060618.9.1001.5404).

Before hospital discharge, the women were counseling about the available contraceptive methods in the institution (combined oral contraceptives [COCs] progesterone-only pills [POPs], combined injectable contraceptives (CICs), depot medroxyprogesterone acetate [DMPA] injectable, copper-bearing IUDs [Cu-IUD] and levonorgestrel-releasing IUDs [LNG-IUD]). The condoms and others barrier methods were offered for all women to prevent sexually transmitted infection.

For the present analysis, the dependent variable was IUD insertion after uterine evacuation and before hospital discharge in cases of spontaneous abortion or legal termination of pregnancy. The contraceptive methods were analyzed individually as oral contraceptive (COCs and POPs), injectable (CICs and DMPA), and intrauterine device [IUD] (Cu-IUD and LNG-IUD]). The independent variables were clinical and sociodemographic characteristics: abortion (legal; spontaneous), age (< 20 years; ≥20 years); literate (elementary or higher; no education); living alone (yes; no); previous births (0; 1; ≥2); previous abortions (0; 1; ≥2), planned pregnancy (yes; no), pregnancy resulting from contraceptive failure (yes; no); history of gender-violence (yes; no), presence of vulnerable factor ( woman were classified with none, one, two, or three or more less favorable social factors, according to the Commission on Social Determinants of Health [19]: being under 20 years of age; having studied at most up to elementary level; having a history of gender-based violence, living alone, unplanned pregnancy), uterine evacuation (yes; no); type of uterine evacuation (medical abortion, dilatation and curettage [D&C] and manual vacuum aspiration [MVA]), period of admission for abortion, (pre-pandemic: until March/2020; pandemic: since March/2020).

Statistical analysis

A descriptive analysis of the data was performed. Continuous variables were assessed as mean, standard deviation, median, minimum, maximum, and quartiles. For categorical variables, the relative frequencies were calculated. A Cochran-Armitage trend test with was used to evaluate the change in the trend in the occurrence of the outcome variables. To evaluate the association between IUD insertion and the independent variables, a logistic regression model was adjusted, with the significance of the coefficients assessed by the p-value, obtained through the Wald statistics associated with each parameter, as well as the confidence interval. The level of significance assumed was 5%. The software used for the analyzes was R version 4.2.1 (2022-06-23), Vienna, Austria [20].

PackUK, the government agency set up to manage the new extended producer responsibility for packaging (pEPR) regime, will begin issuing notices of liability for the first year of the scheme this month. The primary aim of the pEPR is to shift the recycling and disposal costs of packaging away from the local authorities towards the producers of the packaging.

Obligated packaging producers will be invoiced for a flat fee charged based on figures reached by dividing waste management costs by the total amount of packaging placed on the market. Producers will have up to 50 days to pay, either in full or by setting up quarterly instalments, with the anticipation local authorities will benefit by November.

But while the final year one base fees are lower than anticipated, experts have warned that the fees penalise heavier packaging – such as metal tins and glass bottles – despite this being more recyclable than plastics.

Eluned Watson, an environmental and regulatory specialist at Pinsent Masons, said: “We have experienced first-hand how dedicated our clients are to complying with the pEPR regime. However, concerns about economic challenges and consequential impacts are justified”.

“This is an ambitious initiative that is aiming to achieve a great deal in generating funds for the local authorities, making producers financially responsible for the costs of managing packaging waste, and incentivising companies to design sustainable products that meet the aims of the circular economy.” 

“That said, the knock-on effects of this positive work require careful management to avoid unfairly penalising specific sectors, in particular, the glass and metal manufacturing industry and the hospitality industry,” she said.

She added that producers should review their receipts at the earliest opportunity to check the figures are accurate.

From year 2 of the pEPR, fees will be modulated, with higher fees applied to the least recyclable packaging materials, in a drive towards encouraging more sustainable packaging approaches.