Category: 3. Business

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‘Better rail travel’

Meta is adding parental controls for kids’ interactions with artificial intelligence chatbots — including the ability to turn off one-on-one chats with AI characters altogether — beginning early next year.

But parents won’t be able to turn off Meta’s AI assistant, which Meta says will “will remain available to offer helpful information and educational opportunities, with default, age-appropriate protections in place to help keep teens safe.”

Parents who don’t want to turn off all chats with all AI characters will also be able to block specific chatbots. And Meta said Friday that parents will be able to get “insights” about what their kids are chatting about with AI characters — although they won’t get access to the full chats.

The changes come as the social media giant faces ongoing criticism over harms to children from its platforms. AI chatbots are also drawing scrutiny over their interactions with children that lawsuits claim have driven some to suicide.

Even so, more than 70% of teens have used AI companions and half use them regularly, according to a recent study from Common Sense Media, a nonprofit that studies and advocates for using screens and digital media sensibly.

On Tuesday, Meta announced that teen accounts on Instagram will be restricted to seeing PG-13 content by default and won’t be able to change their settings without a parent’s permission. This means kids using teen-specific accounts will see photos and videos on Instagram that are similar to what they would see in a PG-13 movie — no sex, drugs or dangerous stunts.

Meta said the PG-13 restrictions will also apply to AI chats.

Children’s online advocacy groups, however, were skeptical.

“From my perspective, these announcements are about two things. They’re about forestalling legislation that Meta doesn’t want to see, and they’re about reassuring parents who are understandably concerned about what’s happening on Instagram,” said Josh Golin, the executive director of the nonprofit Fairplay, after Meta’s announcement Tuesday.

In 2023, Ahlstrom launched a major strategic business transformation project aimed at renewing and harmonizing the operations of its 36 plants worldwide. The solution chosen was SAP S/4HANA Cloud, which enables Ahlstrom to streamline its processes, improve flexibility, and move toward a data-driven and AI-enabled future.

Ahlstrom is a large international manufacturer of specialty materials, with 36 plants around the world and about 7,000 employees. The company’s strategy is to be a global leader in its field.

The business transformation project, called Stella, is the largest single investment in company history. Its purpose is to transfer operations, except HR and product development, to the new SAP S/4HANA Cloud environment. The old group business system dated back to the 1990s and no longer met the needs of global manufacturing. Ahlstrom also uses SAP Ariba for its procurement, which had already been implemented.

“SAP S/4HANA Cloud was clearly the best solution for us, especially for production management and planning,” shared Ahlstrom CIO Kristiina Lammila, who is responsible for the project. “With it, we can harmonize our operations and bring all our plants under the same system.”

Unifying systems and data

One of the main challenges of the project was integrating different systems and unifying fragmented data. With modernization, processes can be streamlined, daily work made easier, and time freed up for more strategically important tasks.

“We have managed to make significant progress with SAP S/4HANA Cloud standard solution,” Lammila said. “We use private cloud, which also allows for fairly flexible modifications. One plant is already live, and next year seven more plants will join. The goal is to complete the entire transformation within five years.”

According to Lammila, the system enables flexible transfer of production from one plant to another and global optimization of the supply chain.

Benefits for both employees and customers

Modern cloud ERP systems benefit all stakeholders. Streamlined production processes reduce waste and improve quality. Harmonized purchasing brings savings and the most visible change for Ahlstrom’s customers is smoother supply chains and better availability of products. The use of AI and analytics is expanding. Especially in sales support, AI solutions built on SAP Sales Cloud data are already in use at Ahlstrom.

“We can integrate even more closely with our customers, as many of them also use SAP,” Lammila explained. “This facilitates and streamlines the flow of information between companies.”

From the employee’s perspective, SAP S/4HANA Cloud makes teamwork easier. For example, order and inventory balances can be checked conveniently based on real-time data. Lammila also pointed out that the updated system supports employer branding, as job seekers expect to have appropriate and up-to-date tools at their disposal.

Strong change leadership is key to success

Lammila advises companies planning similar projects to approach transformations as comprehensive initiatives that must engage all employees, including management, not just the IT department.

“Strong management commitment and a shared vision of where we are going and how to get there are needed. The project must be led as a deep transformation, and the end result must not be compromised due to haste. Poorly executed work is difficult to fix later,” she concluded.

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Ellen Vig Nelausen is an integrated communications expert for SAP Regional Communications.

Awarded as “V2X Innovation of the Year”, Pirelli Cyber Tyre is the world’s first system that collects data from tyres and processes them to optimise the vehicle’s control electronics.

Pirelli’s technology has been recognised as decisive for the development of future smart and connected mobility.

Milan, 17 October 2025 – Pirelli Cyber Tyre has won the title of Vehicle-to-Everything (V2X) Innovation of the Year at the AutoTech Breakthrough Awards 2025, an international prize awarded by the Tech Breakthrough intelligence platform, which identifies the most innovative players and services in the automotive technology sector. Cyber Tyre is the world’s first intelligent system capable of collecting data directly from the tyre, processing them through Pirelli proprietary software and algorithms, and communicating them in real time to the vehicle’s electronics, enabling improved driving dynamics, safety, and integration with digital infrastructures.
“Cyber Tyre is a key technology for the future of smart mobility, which includes autonomous driving, connected vehicles, and the digitalisation of infrastructures. By integrating intelligence directly into the tyre, Pirelli Cyber Tyre makes transport systems safer, as well as sustainable and data-driven”, writes AutoTech Breakthrough, explaining the reasons for the award.

“This recognition highlights the value of Cyber Tyre, which gives the tyre a new role in the revolution currently taking place in mobility. In Software-Defined Vehicles (SDV), the availability of precise real-time data is essential: our technology enables, for the first time, the transmission of detailed information to the vehicle’s electronics regarding the tyre’s status and road surface conditions, improving safety, performance, and efficiency. The system has already been adopted on high-end vehicles, with the goal of extending its application to an increasingly wider audience and to different functionalities towards other systems thanks to V2X connectivity”, said Piero Misani, CTO of Pirelli.

Pirelli Cyber™ Tyre: how it works and main applications

Thanks to sensors positioned inside the tread, Cyber™ Tyre measures parameters such as pressure, temperature, tread wear, and load. These data, processed by Pirelli algorithms, are transmitted to a control unit that optimises the vehicle’s electronic systems, such as ESP, ABS, and traction control, significantly improving safety and driving experience. Thanks to collaboration with Bosch Engineering, the system is fully integrated into the vehicle’s electronic architecture.

In addition to in-car functionalities, Cyber™ Tyre enables V2V (Vehicle-to-Vehicle) and V2I (Vehicle-to-Infrastructure) communication, contributing to the development of smart roads and smart cities, where the collected data help in urban mobility planning and maintenance.
The various V2X (Vehicle-to-Everything) connectivity capabilities can enable warning functions for vehicles and drivers about real-time road conditions, interact with traffic lights and road signs, optimise public transport and fleet management, offering essential support for the development of autonomous driving.

Cyber Tyre technology is already on the market and has been adopted on several high-end models and is under development for various premium and prestige vehicle platforms. Recently, Aston Martin and Pirelli announced an agreement for the integration of the system into the British luxury brand’s future models.

Last night I was flicking through a dating app. One guy stood out: “Henry VIII, 34, King of England, nonmonogamy”. Next thing I know, I am at a candlelit bar sharing a martini with the biggest serial dater of the 16th century.

But the night is not over. Next, I am DJing back-to-back with Diana, Princess of Wales. “The crowd’s ready for the drop,” she shouts in my ear, holding a headphone to her tiara. Finally, Karl Marx is explaining why he can’t resist 60% off, as we wait in the cold to get first dibs on Black Friday sales.

On Sora 2, if you can think it, you can probably see it – even when you know you shouldn’t. Launched this October in the US and Canada via invitation only, OpenAI’s video app hit 1m downloads in just five days, surpassing ChatGPT’s debut.

Sora is not the only text-to-video generative AI tool out there, but it has become popular for two main reasons. First, it is the easiest way yet for users to star in their own deepfakes. Type a prompt and a 10-second video appears within minutes. It can then be shared on Sora’s own TikTok-style feed or exported elsewhere. Unlike the mass-produced, low-quality “AI slop” clogging the internet, these clips have unnervingly high production value.

The second reason is that Sora allows the likenesses of celebrities, sportspeople and politicians – with one crucial caveat: they have to be dead. Living people must give consent to feature, but there is an exception for “historical figures”, which Sora seems to define as anyone famous and no longer alive.

That seems to be what most users have been doing since launch. The main feed is a surreal whirlpool of brain rot and historical leaders. Adolf Hitler runs his fingers through a glossy mane in a shampoo ad. Queen Elizabeth II catapults herself from a pub table while hurling profanities. Abraham Lincoln erupts with joy on a TV set upon hearing: “You are not the father.” Rev Martin Luther King Jr tells a gas station clerk about his dream that one day all slushy drinks will be free – then grabs the icy beverage and bolts before finishing his sentence.

But relatives of those depicted are not laughing.

“It is deeply disrespectful and hurtful to see my father’s image used in such a cavalier and insensitive manner when he dedicated his life to truth,” Malcolm X’s daughter Ilyasah Shabazz told the Washington Post. She was two when her father was assassinated. Today, Sora clips depict the civil rights activist wrestling with MLK, talking about defecating on himself and making crude jokes.

Zelda Williams, actor Robin Williams’s daughter, pleaded with people to “please stop” sending her AI videos of her father, in an Instagram story post. “It’s dumb, it’s a waste of time and energy, and believe me, it’s NOT what he’d want,” she said. Shortly before his death in 2014, the late actor took legal action to block anyone from using his likeness in advertisements or digitally inserting him into films until 2039. “To watch the legacies of real people be condensed down to … horrible, TikTok slop puppeteering them is maddening,” his daughter added.

Videos using the likeness of the late comedian George Carlin are “overwhelming, and depressing”, his daughter, Kelly Carlin, said in a BlueSky post.

People who have died more recently have also been spotted. The app is littered with videos of Stephen Hawking receiving a “#powerslap” that knocks his wheelchair over. Kobe Bryant dunks on an old woman while shouting about objects up his rectum. Amy Winehouse can be found stumbling around the streets of Manhattan or crying into the camera as mascara runs down her face.

Deaths from the past two years – Ozzy Osbourne, Matthew Perry, Liam Payne – are absent, indicating a cutoff that falls somewhere between.

Whenever they died, this “puppeteering” of the dead risks redrawing the lines of history, says Henry Ajder, a generative AI expert. “People fear that a world saturated with this kind of content is going to lead to a distortion of these people and how they’re remembered,” he says.

Sora’s algorithm rewards shock value. One video high on my feed shows King making monkey sounds during his I Have a Dream speech. Others depict Bryant re-enacting the helicopter crash that killed him and his daughter.

While actors or cartoons may also portray people posthumously, there are stronger legal guardrails. A movie studio is liable for its content; OpenAI is not necessarily liable for what appears on Sora. Depicting someone for commercial use also requires an estate’s consent in some states.

“We couldn’t just intimately resurrect Christopher Lee to star in a new horror film, so why can OpenAI resurrect him to star in thousands of shorts?” asks James Grimmelmann, an internet law expert at Cornell Law School and Cornell Tech.

OpenAI’s decision to hand the personas of the departed to the commons raises uncomfortable questions about how the dead should live on in the generative AI era.

The legal question

Consigning the ghosts of celebrities to for ever haunt Sora might feel wrong, but is it legal? That depends who you ask.

A major question remains unresolved in internet law: are AI companies covered bysection 230, and therefore not liable for the third-party content on their platforms? If OpenAI is protected under section 230, it cannot be sued for what users make on Sora.

“But unless there’s federal legislation on the issue, it’s going to be legal uncertainty until the supreme court takes up a case – and that’s another two to four years,” says Ashkhen Kazaryan, an expert in first amendment and technology policy.

In the meantime, OpenAI must avoid lawsuits. That means requiring the living to give consent. US libel law protects living people from any “communication embodied in physical form that is injurious to a person’s reputation”. On top of this, most states have right of publicity laws that prevent someone’s voice, persona or likeness being used without consent for “commercial” or “misleading” purposes.

Permitting the dead “is their way of dipping their toe in the water”, says Kazaryan.

The deceased are not protected from libel, but three states – New York, California and Tennessee – grant a postmortem right of publicity (the commercial right to your likeness). Navigating these laws in the context of AI remains a “grey area” without legal precedent, says Grimmelmann.

To sue successfully, estates would have to show OpenAI is liable – for example, by arguing it encourages users to depict the dead.

Grimmelmann notes that Sora’s homepage is full of such videos, in effect promoting this content. And if Sora was trained on large volumes of footage of historical figures, plaintiffs might argue that the app is designed to reproduce it.

OpenAI could, however, defend itself by claiming Sora is purely for entertainment. Each video carries a watermark, preventing it from misleading people or being classed as commercial.

Bo Bergstedt, a generative AI researcher, says most users are exploring, not monetising.

“People are treating it like entertainment, seeing what crazy stuff they can come up with or how many likes they can gather,” he says. Upsetting as this may be for families, it could still comply with publicity laws.

But if a Sora user builds an audience by generating popular clips of historical figures and starts monetising that following, they could find themselves in legal trouble. Alexios Mantzarlis, director of the security, trust and safety Initiative at Cornell Tech, notes that “economic AI slop” includes earning money indirectly through monetised platforms. Sora’s emerging “AI influencers” could therefore face lawsuits from estates if they profit from the dead.

A ‘Whac-A-Mole’ approach

In response to the backlash, OpenAI announced last week that it would begin allowing representatives of “recently deceased” public figures to request that their likeness be blocked from Sora videos.

“While there are strong free speech interests in depicting historical figures, we believe that public figures and their families should ultimately have control over how their likeness is used,” an OpenAI spokesperson said.

The company has not yet defined “recently”, or explained how requests will be handled. OpenAI did not immediately respond to the Guardian’s request for comment.

It has also backtracked on its copyright-free-for-all approach, after subversive content such as “Nazi Spongebob” spread across the platform and the Motion Picture Association accused OpenAI of infringement. A week after launch, it switched to an opt-in model for rights holders.

Grimmelmann expects a similar pivot over depictions of the dead. “Insisting people must opt out if they don’t like this may not be tenable,” he says. “It’s ghoulish, and if I have that instinct, others will too – including judges.”

Bergstedt calls this a “Whac-A-Mole” approach to guardrails that will probably continue until federal courts define AI liability.

In Ajder’s view, the Sora dispute foreshadows a larger question each of us will eventually face: who gets to control our likeness in the synthetic age?

“It’s a worrying situation if people simply accept that they’re going to be used and abused in hyperrealistic AI-generated content.”

Full name: Desmond O’Callanghan
Membership grade: FBCI
Country of residence: Canada
Professional role: Retired. Past Corporate Program Leader / Consultant / Educator

About the nominee

I am a retired BCM expert professional. I have held positions in organizations of all sizes, from 500 to 40,000. Prior to entering the BCM profession at a Canadian bank in 1989, I held positions in Accounting, Administration, Internal Audit and Operations.

My BCM career has spanned 36 years in leadership roles. Much of my employment was in finance, but I also had 13 years of salaried and independent consulting across all sectors. My last full-time job was Director of Global Continuity Services for a major insurance company.  Since 2011, I have contributed to the BCI on the Global Membership Council, 11 years on the Canadian Chapter Board, 4 as Leader; a member of the Americas Next Practice Group for 4 years, 2 as Leader.

Now in the Op Res SIG. I have judged awards for 11 years, this year, honorary. I have been a Lead Assessor for the past 6 years. I have contributed to the last 3 GPG updates. I advised Central Office staff in developing the Competency Framework. I have contributed to many education initiatives, including course and exam creation, development and review. I wish to bring all my experience and dedication to the board.

Any prior board governance experience?

I have been involved in BCI governance for over 11 years. As a member of the Canadian Chapter Board, I was the Canadian representative on the Global Management Council until it was phased out.

Subsequently, I was Chapter Vice-President, managing dissolution of the legal entity in 2020; then Group Leader for 4 years in the new structure. I was the Leader of the Americas Next Practice Group and remain active with its successor, the Operational Resilience SIG. Outside the BCI, I have been an active member of the Resilience Information Exchange (RIE) for 36 years, serving on the board and several sub-committees of its Toronto Chapter Board for many years, principally Communications and Program Planning.

I have been a career-long leader/contributor to numerous planning committees for BCM conferences, including BCI World. Besides working life, I have served pro bono on a church finance committee, the board of a not-for-profit seniors’ residence, responsible for operations and strategic planning.

Why serve on the BCI Board?

I would like to serve as a BCI Board Director because the combination of my knowledge and extensive experience within the BCM profession is suited to the role. My passion for business continuity and my extensive involvement in BCI operations and governance would provide a mature and meaningful contribution to its evolution.

Being now retired from remunerative employment will allow me the time and energy to devote to the role. I love being an Ambassador for the BCI and an advocate for the profession and all BCI volunteers.

 I see board membership as a valuable, culminating contribution at this stage of my career. I believe strongly in the core principles and practices that were and still are the foundation the BCI is built on. I am committed to knowledge transfer between generations as we go through a demographic shift, embracing new thinking and methodology.

I want to do everything I can to “pay it forward.” I have benefited greatly from the profession and the BCI, and I am keen to contribute what I can in return and promote volunteering as its lifeblood.

What skills and experience do you bring to the board?

In my 36-year BCM career working for companies from 500 to 40,000 employees, my foremost skills have been strategic analysis, communications and leadership.

Most roles I have held have required interpersonal skills in matrix management structures, promoting collaborative behaviours and negotiation. I have experience in co-managing initiatives involving multiple organizations, in both the public and private sectors.

Previous work experience included Finance, Administration, Operations and Risk Management. Having held leadership roles in my BCI volunteer work (Canadian Chapter, Americas Next Practice Group), I have demonstrated a philosophy of success through teamwork.

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Full name: Mohamed Hassan
Membership grade: MBCI
Country of residence: Kingdom of Saudi Arabia
Professional role: Head of GRC and BCM Solution Practice

About the nominee

I am Mohamed Hassan, an experienced technology and resilience leader with more than 25 years of expertise in technology, risk, business continuity, organizational resilience, and GRC. Throughout my career, I have overseen and served as a subject matter expert on more than 15 large-scale BCM and risk program implementations across government, financial, utilities, and telecommunications sectors, ensuring alignment with international standards and national visions. 

My journey with BCI has been both professional and personal. Over the past year, I was honored to win the BCI Middle East Award 2025 for Business Continuity & Resilience Consultant, be shortlisted for the Global Awards, become a BCI Approved Instructor, and join the pool of Professional Practice Assessors. As vice leader of the BCI Saudi Arabia Chapter, I have worked to strengthen community engagement, expand awareness, and inspire the next generation of resilience professionals. 

What motivates me to stand for election is the conviction that resilience must be positioned as a strategic driver of organizational trust, agility, and sustainable growth. I bring to the Board a global perspective rooted in practical experience, a proven record of community impact, and a passion for advancing resilience worldwide.

Any prior board governance experience?

Yes, I have prior governance and leadership experience at both organizational and community levels.  I currently serve as the Vice Leader of the BCI Saudi Arabia Chapter, where I contribute to strategic planning, governance of chapter activities, and community engagement initiatives. In this role, I work closely with BCI global leadership and local stakeholders to align chapter objectives with BCI’s global mission and ensure strong governance of programs, events, and partnerships. 

Professionally, I have held senior leadership roles in consulting and technology organizations, including serving as Head of GRC Solution Practice at Corporater and previously as a Director of Business/Technology Resiliency & Risk Management at KPMG. In these roles, I have advised boards and executive committees across government and private sector organizations in the Middle East on establishing governance frameworks, risk management structures, and resilience strategies aligned with international standards and national mandates (e.g., ISO 22301, ISO 31000, NCA, and Vision 2030 initiatives). 

Through these experiences, I have gained practical insight into board-level governance, policy-setting, and strategic oversight, while also driving measurable impact on resilience practices across industries.

Why serve on the BCI Board?

I want to serve because I believe this is the right time to use my hands-on expertise and passion to help shape BCI’s future direction.

With over 25 years in technology, governance, risk, and resilience and leadership of many large-scale resiliency programs, I have seen firsthand how BCI’s frameworks transform organizations and communities. My motivation is to use this experience to strengthen BCI’s influence globally while expanding education, mentoring, and professional development opportunities.

What excites me most is the opportunity to bring innovation and technology leadership to the Board. My long career in technology and digital solutions enables me to propose new approaches for expanding BCI services by launching innovative member offerings and making resilience knowledge more accessible worldwide.

I also bring a distinctive perspective from the Middle East, where resilience has become a national priority. I can ensure that BCI continues to be relevant and impactful globally.

If elected, I will dedicate myself to advancing BCI’s strategy, inspiring the next generation of professionals, and embedding innovation into our global resilience community, positioning BCI as a true driver of sustainable success worldwide.

What skills and experience do you bring to the board?

• Over 25 years in Technology, governance, risk, business continuity, and resilience leadership.
• Senior leadership roles in Big 4 consulting and as Head of GRC Solutions practice at one of the global technology providers.
• Led numerous number of large-scale BCM and resiliency program implementations across government, finance, utilities, and telecoms.
• Strong governance experience as Vice Leader of the BCI Saudi Arabia Chapter (strategic planning, governance, stakeholder engagement).
• Certified BCI instructor and assessor, supporting professional development across the global community.
• Commercial and financial acumen gained through business development, partner enablement, and oversight in consulting and technology environments.
• Support and promote the governance process to increase its effectiveness. Because I have extensive knowledge providing consulting services related to governance frameworks to leadership in a variety of organizations.

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