An ‘AI afterlife’ is now a real option – but what becomes of your legal status? (2026-04-02T13:30:00+05:30)

ziphaus/Unsplash Wellett Potter, University of New England Would you create an interactive “digital twin” of yourself that can communicate with loved ones after your death? Generative artificial intelligence (AI) has made it possible to seemingly resurrect the dead. So-called griefbots or deathbots – an AI-generated voice, video avatar or text-based chatbot trained on the data of a deceased person – proliferate in the booming digital afterlife industry, also known as grief tech. Deathbots are usually created by the bereaved, often as part of the grieving process. But there are also services that allow you to create a digital twin of yourself while you’re still alive. So why not create one for when you’re gone? As with any application of new technology, the idea of such digital immortality raises many legal questions – and most of them don’t have a clear answer. Your AI afterlife To create an AI digital twin of yourself, you can sign up for a service that provides this feature, and answer a series of questions to provide data about who you are. You also record stories, memories and thoughts in your own voice. You might also upload your visual likeness in the form of images or video. The AI software then creates a digital replica based on that training data. After you die and the company is notified of your death, your loved ones can interact with your digital twin. But in doing this, you’re also delegating agency to a company to create a digital AI simulation of yourself after death. From the get go, this is different to using AI to “resurrect” a dead person who can’t consent to this. Instead, a living person is essentially licensing data about themselves to an AI afterlife company before they’ve died. They’re engaging in a deliberate, contractual creation of AI-generated data for posthumous use. However, there are many unanswered questions. What about copyright? What about your privacy?. What happens if the technology becomes outdated or the business closes? Does the data get sold on? Does the digital twin also “die”, and what effect does this have for a second time on the bereaved? What does the law say? Currently, Australian law doesn’t protect a person’s identity, voice, presence, values or personality as such. In contrast to the United States, Australians don’t have a general publicity or personality right. This means, for an Australian citizen, there’s currently no legal right for you to own or control your identity – the use of your voice, image or likeness. In short, the law doesn’t recognise a proprietary right in most of the unique things that make you “you”. Under copyright law, the concept of your presence or self is abstract, much like an idea is. Copyright doesn’t offer protection for “your presence” or “the self” as such. That’s because there has to be material form in specific categories of works for copyright to exist: these are tangible things, such as books or photos. However, typed responses or the voice recordings submitted to the AI for training are material. This means the data used to train the AI to create your digital twin would likely be protectable. But fully autonomous AI generated output is unlikely to have any copyright attached to it. Under current Australian law, it would likely be considered authorless because it didn’t originate from the “independent intellectual effort” of a human, but from a machine. Moral rights in copyright protect a creator’s reputation against false attribution and against derogatory treatment of their work. However, they wouldn’t apply to a digital twin. This is because moral rights attach to actual works created by a human author, not any AI-generated output. So where does that leave your digital twin? Although it’s unlikely copyright applies to AI-generated output, in their terms and conditions companies may assert ownership of the AI-generated data, users may be granted rights in outputs, or the company may reserve extensive reuse rights. It’s something to look out for. There are ethical risks, too Using AI to make digital copies of people – living or dead – also raises ethical risks. For example, even though the training data for your digital twin might be locked upon your death, others will be accessing it in the future by interacting with it. What happens if the technology misrepresents the deceased person’s morals and ethics? As AI is usually probabilistic and based on algorithms, there may be risk of creep or distortion, where the responses drift over time. The deathbot could lose its resemblance to the original person. It’s not clear what recourse the bereaved may have if this happens. AI-enabled deathbots and digital twins can help people grieve, but the effects so far are largely anecdotal – more study is needed. At the same time, there’s potential for bereaved relatives to form a dependence on the AI version of their loved one, rather than processing their grief in a healthier way. If the outputs of AI-powered grief tech cause distress, how can this be managed, and who will be held responsible? The current state of the law clearly shows more regulation is needed in this burgeoning grief tech industry. Even if you consent to the use of your data for an AI digital twin after you die, it’s difficult to anticipate new technologies changing how your data is used in the future. For now, it’s important to always read the terms and conditions if you decide to create a digital afterlife for yourself. After all, you are bound by the contract you sign. Wellett Potter, Senior Lecturer in Law, University of New England This article is republished from The Conversation under a Creative Commons license. Read the original article.

US NRC approves Limerick digital retrofit project (2026-02-25T13:51:00+05:30)

(Image: Constellation) The US Nuclear Regulatory Commission has approved what is described as a first-of-a-kind project to replace analogue instrumentation and control equipment with digital systems. The Limerick Clean Energy Center in Pennsylvania in the USA, is a nuclear power plant featuring two boiling water reactors with a combined capacity of 2,317 MW. The first unit entered commercial service in 1986 and the second unit in 1990. They are currently licensed to operate until 2044 and 2049, respectively. Constellation says the USD167 million Digital Modernization Project will "enhance reliability, diagnostic capability and cyber resilience" and "improve equipment monitoring, provide a broader range of automation and support additional operational flexibility with enhanced reliability". It will be the first large-scale upgrade to a digital safety system at an operating nuclear plant in the US, supported by the US Department of Energy's Light Water Reactor Sustainability Program. The installation of the new system will take place in phases, and digital control rooms will be installed during refuelling outages. The Nuclear Regulatory Commission said in its announcement: "As the nuclear industry advances toward next-generation power reactors equipped with state-of-the-art digital instrumentation and control (I&C) systems, much of today’s operating fleet still relies on analogue controls. While reactor operators have leveraged existing regulatory flexibilities to implement targeted digital upgrades, the NRC’s approval of the Limerick amendments represents a broader and more comprehensive approach. Limerick will be the first operating nuclear power plant the NRC has authorised to perform a major digital retrofit that replaces multiple analogue safety systems with a single digital plant protection system. "The change modernises the control room by replacing legacy equipment with modern digital controls and displays." It said that the approval of licence amendments for Limerick's modernisation project paves the way for future digital I&C modernisation at other US nuclear power plants. Assistant Secretary for Nuclear Energy Ted Garrish said: "Upgrading nuclear power plants with advanced digital systems will help ensure that Americans continue to have access to affordable and abundant energy today and in the future." Joe Dominguez, President and CEO of Constellation, said: "Every dollar we invest to enhance and modernise the nation's largest nuclear fleet will pay dividends for American families and businesses by creating jobs, keeping costs down, improving reliability and adding much-needed capacity to fuel economic growth."Baltimore-based Constellation operates 14 nuclear power plants in the USA with a combined generating capacity of more than 19,000 MWe. These are: Braidwood, Byron, Calvert Cliffs, Clinton, Dresden, FitzPatrick, LaSalle, Limerick, Nine Mile Point, Peach Bottom, Quad Cities, R E Ginna, Salem and South Texas Project. US NRC approves Limerick digital retrofit project\

Digital ‘tokenisation’ is reshaping the global financial industry. Is NZ ready? (2026-02-23T13:11:00+05:30)

Murat Ungor, University of Otago and Olena Onishchenko, University of Otago Imagine investing in a premium Central Otago vineyard, or owning a slice of prime Wellington commercial property, all without needing millions in upfront capital. Through asset “tokenisation”, this is becoming a reality. Essentially, tokenisation converts physical and financial assets into digital records, called tokens, which are stored using blockchain technology. Some tokens represent ownership in the way digital property titles or share certificates do. Others might be used for customer loyalty schemes, digital event tickets to prevent scalping, or a means to make fast, low-cost international payments. The blockchain itself is basically a shared digital ledger distributed across computers, with transactions linked into a cryptographic chain. This decentralisation and transparency makes tokenisation both trustworthy and efficient. Why tokenise assets? For decades, investing in real-world assets has meant navigating lawyers, banks, brokers, registries, mountains of paperwork, hefty transaction costs and prohibitive minimum spends. A $10 million commercial building, for example, might require investors to commit large proportions of the full amount, locking out all but the wealthiest buyers. Tokenisation changes this equation for both buyers and sellers. That same building could be split into 100 digital tokens, each representing 1% ownership worth $100,000. Like owning shares in a company, token holders benefit from rental income and property appreciation proportional to their stake. For sellers, it’s a way to raise capital by attracting many smaller investors rather than a few large ones. Tokenisation is already happening Digital assets are already woven into New Zealand’s economy. BlockchainNZ reports nearly NZ$8 billion of digital assets traded annually, with interest in digital assets becoming more common. But New Zealand stands at an important juncture. Existing financial regulations weren’t designed with tokenisation in mind, meaning progress is slow and complex. Industry bodies such as BlockchainNZ, the Banking Association and Payments NZ warn that even slight changes in a token’s features can alter its legal classification, making compliance confusing and expensive. Without clear rules, New Zealand risks losing billions to overseas markets offering greater regulatory certainty. Global momentum is undeniable Executives from multinational investment company BlackRock have compared tokenisation today to the internet in 1996, something poised for explosive growth. Accounting firm Deloitte projects US$4 trillion in global real estate will be tokenised by 2035, up from less than US$0.3 trillion in 2024. In November 2025, Australia introduced legislation for digital asset platforms, with Treasurer Jim Chalmers citing potential annual gains of A$24 billion. Dubai launched its first tokenised real estate platform in May 2025, projecting US$16 billion in value by 2033. J.P. Morgan Asset Management has launched MONY, a tokenised cash fund that invests in relatively safe short-term debt securities. BlockChainNZ held New Zealand’s first real estate tokenisation forum in Auckland in July 2025. Industry analysis suggests tokenising just 2–3% of the domestic property market could unlock over NZ$60 billion in transaction volume. New Zealand’s position New Zealand has genuine advantages: internet penetration exceeds 95% of the population; it is a member of the intergovernmental Digital Nations coalition; and it operates an established digital land-title system, ideal for real estate tokenisation. The regulatory conversation is underway, with the Financial Markets Authority releasing a discussion paper on tokenisation in September 2025. But the Banking Association has identified a critical gap: while existing laws are technology-neutral, they lack clarity for tokenised products. It recommends legislative reviews, controlled testing of tokenised financial products, and guidance for industry participants and consumers on regulation and compliance. Ultimately, New Zealand will need a cohesive framework that actively enables safe innovation. As one industry insider has argued: the rails for tokenisation are being laid now and if we don’t help build them, we’ll be forced to run on tracks designed by others. Navigating the risks Tokenisation also brings serious challenges. Local financial laws were written for paper certificates and bank vaults, not digital tokens and blockchain networks. When an Auckland property developer tokenises an apartment building, or a Marlborough winery offers digital shares, which rules apply? Are these securities? Property titles? This uncertainty creates a compliance minefield. Technology risks compound these problems: cybersecurity vulnerabilities, digital key theft or loss, bugs or flaws in blockchain code that hackers can exploit, and malfunctions in the technology infrastructure can all cause irreversible losses. Energy-intensive blockchain systems raise environmental concerns, while weak consumer protections can expose users to fraud and scams. Tokenised assets can be highly volatile, with rapid price swings encouraging speculation and panic selling. Easy round-the-clock trading amplifies boom-and-bust cycles. When everyone can trade with a few clicks, panic can spread rapidly. The Financial Markets Authority has warned that market manipulation becomes easier across multiple unregulated platforms, money laundering may be harder to detect in cross-border transactions, and fraud (from fake tokenised assets to digital Ponzi schemes) can scale quickly. None of this means tokenisation should (or can) be avoided. The challenge for New Zealand is to keep up with this form of financial innovation, and to retain investment dollars that might otherwise migrate to other jurisdictions. Murat Ungor, Senior Lecturer in Economics, University of Otago and Olena Onishchenko, Senior Lecturer in Finance, University of Otago This article is republished from The Conversation under a Creative Commons license. Read the original article.

In a world of digital money, what’s the right etiquette to split the bill with friends? (2026-02-16T13:20:00+05:30)

Vitaly Gariev/Unsplash Rhys Ashby, Swinburne University of Technology We’ve all been there – splitting a bill at dinner, covering a mate’s coffee, or sending a quick transfer for concert tickets. It’s part of modern social life. As money becomes increasingly digital and instantaneous, we no longer need to worry about doing maths in our heads or fussing about changing notes and coins. Now, we’ve got an app for that. Yet the way we exchange money is changing more than just our bank balances. It’s reshaping trust, communication, and even the dynamics of friendship. We often don’t think about it, but money does have an emotional weight. We experience what psychologists call the pain of payment, a negative emotional response to parting with money. It’s not just large amounts of money that feel uncomfortable or stressful – paying always carries some negative feeling. So, the next time it comes to splitting the bill, what’s the best way to approach it? Just because we can ask for money with an app doesn’t mean it’s good for our friendships – sometimes there are better ways to go about it. Money is the last taboo Money is also one of those slightly taboo subjects, like religion or politics. When money comes up, we often prefer to change the subject, even with our partners. While “I’ll get you next time” might seem harmless, new payment technologies like PayID, Tap and Go, and instant transfers mean there’s less excuse for delay, and more potential for tension when people don’t pay up. A quick transfer request can feel efficient and convenient to one person, but uncomfortable and impersonal to another. When we ask for payment, we alter the social dynamic. A whole mix of psychological reactions and insecurities comes into play. These reactions can also damage the image we want to project to others. If we see ourselves as generous and caring, we might not be comfortable asking for payment for that coffee. Casual IOUs between friends often exist in a grey area – too small to make a fuss about, but significant enough to stick in our minds. When we don’t mind shouting Taking turns to pay when going out to dinner or coffee is more likely to make us happier, as we don’t mind paying for those closest to us. Spending money on experiences with others actually increases our happiness, making us feel good to give them a little treat or gift. However, for someone we’re not close with, not splitting the bill can cause issues. Reciprocity, the expectation of getting something in return, can be encoded as a type of debt. Being paid for, then having a social debt, can feel unpleasant. On the flip side, some people will feel they have been unfairly taken advantage of when there isn’t reciprocity. In one survey, seven out of ten people said they had opted out of a social event because it was too expensive. Negley Stockman/Unsplash The fear of judgement can sometimes stop people being honest about financial struggles, even with a close friend. A recent survey revealed that one-third of people lied about being in a better financial situation than they really were to protect their social status. The same survey found this can impact relationships, with one-third of people admitting they had ended a relationship over money. Moreover, nearly seven in ten people said they had opted out of a social gathering because they were concerned it was too expensive. Of those, four in ten did not tell the real reason why. There can be a social cost The social etiquette around money has struggled to keep pace with technology. It can seem quite abrupt to message a close friend via an app like Beem (the Australian equivalent of Venmo) or even text to ask to be paid back. PayID has allowed us to send money to registered mobile numbers since 2018, doing away with the barriers of swapping BSB and account numbers. Although it’s quicker and easier than ever to transfer money, it’s the social barrier, not the admin barrier, that is really holding us back. How to approach the bill Ultimately, how we manage these exchanges, whether by politely reminding a friend or quietly letting it go, can reveal a lot about our social comfort zones. The closer the friendship, the more likely we are to ask in person, or just let it go. It can help to briefly mention money upfront, for instance, “Do you mind if we split this?”. This is socially easier than a discussion after someone has paid or as you both go to pay. It feels natural to pay half the bill at a restaurant, but can feel uncomfortable to either hand over cash later or transfer money to a friend. If we think of these exchanges as an investment, rather than a debt, we feel better about them. So, the next time you’re anxious about asking to be paid back, think of it as an investment in a friendship or connection. That’s more likely to help you enjoy the experience and your friendship too. Rhys Ashby, Lecturer in Marketing, Swinburne University of Technology This article is republished from The Conversation under a Creative Commons license. Read the original article.

India is building a future-ready economy through strong digital foundations: Industry (2026-02-16T13:18:00+05:30)

(File Photo/IANS) Pune, (IANS) Founding Director of Delhi-based think tank India Foundation, Shaurya Doval, said on Saturday that India has built a strong base for a future economy by creating the digital infrastructure needed for long-term growth. Speaking about India’s economic journey, Doval said the country has become future-ready by investing in systems that can support an economy worth 30 to 40 trillion dollars in the coming decades. He explained that digital platforms, governance reforms, and technology-driven systems are laying the groundwork for sustained expansion and global competitiveness. "First thing that has happened is that we have laid the foundation of what I think will be a future economy, we are future ready as laying the digital infrastructure that is needed for an economy that is going to move to the range of our 30 to 40 trillion dollars," he mentioned. Doval also highlighted India’s economic performance over the last decade, especially from 2014 to 2025. He said that the numbers themselves reflect the progress made during this period. According to him, India’s GDP stood at around $2 trillion in 2004, which was the result of nearly 65 years of growth since Independence. He recalled that when India became independent in 1947, the economy was valued at just about $30 billion. Reaching the $2 trillion mark took decades, but the pace of growth has accelerated significantly in recent years due to policy stability, infrastructure development, and digital transformation. "I think if you look at the Indian economy's performance in the last 10 years, so 2014 to 25, I think the first statistic in itself speaks pretty much in terms of the scorecard," Doval mentioned. "In 2004, the GDP of India was $2 trillion. India had in about 65 years of its independence, we started off with a base of about $30 billion in 1947, had achieved an economic size of $2 trillion," he added.The remarks were made in Pune, where Doval emphasised that India is now better positioned than ever to move into the league of the world’s largest economies, backed by strong fundamentals and a clear long-term vision. India is building a future-ready economy through strong digital foundations: Industry | MorungExpress | morungexpress.com

India needs 3.2 million green‑skilled workers by 2030: Report (2026-02-13T13:14:00+05:30)

(AI image/IANS) Mumbai, (IANS) Nearly 45 per cent of core skills are projected to change by 2030 and India will need 3.2 million additional green‑skilled workers by then, a report said on Wednesday. The report from KPMG in India and the Confederation of Indian Industry (CII) said the current MSME talent landscape is characterised by fragmented skill levels, limited formal skilling exposure, and varying degrees of digital readiness. Only about 10 per cent of the MSME workforce have formal vocational training and nearly 69 per cent of MSMEs struggle to source skilled talent, the report said. The report outlined how India’s MSMEs can build digitally fluent, AI‑enabled and green‑ready talent to remain competitive. India’s MSME sector employs 32.84 crore people and contributes 30.1 per cent of GDP and is at a defining moment where talent will determine long‑term resilience and growth, it added. Each MSME worker delivers only 14 per cent of the productivity of a large‑enterprise worker, pointing out huge room for growth in India's MSME sector. The future of MSME work will be shaped by the twin transition and AI adoption, moving work from manual tasks to human–machine collaboration. The report outlined six strategic imperatives such as building an AI‑ready workforce, apprenticeships aligned with digital tools, skills‑first hiring, ONDC‑led digital market access, cluster‑based skill ecosystems, and inclusive talent practices driving transition readiness. “AI will change how MSMEs operate, but skills will determine whether it creates advantage or risk. The twin transition demands a digitally fluent, sustainability‑aware workforce ready to innovate at speed” said Sunit Sinha, Partner and Head, Human Capital Advisory, KPMG in India.Naveen Aggarwal, Office Managing Partner, Delhi-NCR, KPMG in India called MSMEs the heartbeat of India’s economic ambition, adding that the next wave of growth will be led by those that invest in high‑value talent and governed capability. India needs 3.2 million green‑skilled workers by 2030: Report | MorungExpress | morungexpress.com

Spending too much time online? Try these helpful tips to improve your digital wellness (2026-02-11T12:09:00+05:30)

Bindiya Dutt, University of Stavanger and Mary Lynn Young, University of British Columbia Using digital platforms is increasingly the only option to manage our daily lives, from filling out forms at the doctor’s office or government offices to ordering food, booking a cab, paying taxes, banking, shopping or dating. Often, people are coerced into using apps or online platforms by the absence of any other options. Our social lives are equally entrenched in social media platforms. While the availability of services and opportunities on digital platforms may offer easier access or create an impression of wider connections, it also potentially harms our wellbeing. The adverse impacts of digital use have grown since the pandemic, as social isolation has increased dependence on these technologies. Impacts of excessive use of digital technologies range from physical problems such as increasing eye strain or dry eye to emotional concerns such as social media dependence. This in turn could trigger mental health issues due to online comparison and trolling. Other effects of platform dependence involve data privacy concerns with artificial intelligence and digital fraud. Likewise, social media comes with peer pressure, including the fear of missing out or social ostracism for not following digital trends. These affect our physical, mental, emotional and financial wellbeing. Recognizing and managing digital problems can improve our digital wellbeing. For some, digital autonomy refers to being in charge of personal data or having the right to withdraw consent from digital platforms. For others, it may be the ability to turn away from digital use and access non-digital options. Digital independence Choosing to reduce or eliminate the use of digital platforms might seem like a feasible option. However, the coercive nature of these systems limits the availability of non-digital alternatives. For example, Meta’s refusal to share Canadian news media content had real impacts, highlighting people’s dependence on platforms for important news. The question of our autonomy as digital users is complex, as seen in the current conversation around smartphone use and its potential ban in classrooms. This touches on issues such as the relationship between self-regulation and government regulation. Another example emerges in the choices of how schools integrate digital learning — access versus screen time for example. Schools sometimes provide devices to students, and although this bridges the digital divide, it raises the question of whether students should be constantly available on digital devices? What alternatives can there be to digital platforms? How can we create an environment with varied choices while providing non-digital alternatives to accommodate individuals prone to digital addiction? Conversely, how might individuals averse to digital platforms or those lacking digital accessibility avail non-digital opportunities? Achieving balance Wellbeing comprises of creating a pleasant flow in all areas of life including physical, mental, emotional, financial and spiritual. Digital risks and digital overload can have detrimental effects on different areas of life including interpersonal relationships, productivity, sleep patterns and the quality of life. Wellbeing in the digital space largely depends on how we navigate the challenges and opportunities presented by technology. This could mean taking actions like monitoring screen-time, refraining from random scrolling, partaking in offline activities and understanding the risks of digital overuse. Focusing on balanced and ethical use of technology while addressing the potential negative consequences can help deflect negative impacts. Yet there are larger roles and responsibilities for platform creators and government bodies to protect us from digital dependence, such as offering non-digital options. While we do not yet have complete agency over our data privacy, we can gain agency over our digital usage by encouraging opportunities for non-digital alternatives. Tools for digital wellbeing To manage digital dependence and overload, service providers can offer non-digital options. Engaging with technology without becoming dependent on it can contribute to physical, psychological, social and financial wellbeing. Incorporating some daily practices, creating new digital habits, and striking a healthy balance between digital use and non-use can support wellbeing. Tracking Paying attention to our daily digital usage and monitoring screen time helps us understand how, why and when we get drawn to our devices. Using the devices purposefully may assist in finding alternative activities. Taking screen breaks Turning off notifications or completely switching off for some time each day encourages us to take notice of the surroundings. Creating a digital curfew Setting up a specific cut-off time for digital devices some hours before bedtime can improve sleep hygiene. Tech-free days Assigning a day in a week or month which is tech-free helps to unplug digitally, limit digital dependence and help regain a sense of autonomy. Assigning a specific space for devices Allotting a space for all devices helps to keep them away from certain areas of the home which are meant for rest. Nature-based activities Spending time in nature, yoga and relaxation offer several health benefits. Likewise, practising mindfulness helps reconnect with present surroundings. Forming offline social connections Staying away from digital devices while meeting friends in person can curb digital usage and bolster social connections. Being wary of digital red flags Learning how to identify a scam and validating websites before making online payments helps to avoid financial scams. Similarly, exercising due diligence when navigating online sites and social media platforms can help avert falling prey to cat-fishing which can lead to both emotional and financial losses. Bindiya Dutt, Doctoral Candidate, Media and Communication, University of Stavanger and Mary Lynn Young, Professor, School of Journalism, Writing and Media, University of British Columbia This article is republished from The Conversation under a Creative Commons license. Read the original article. Bindiya Dutt, Doctoral Candidate, Media and Communication, University of Stavanger and Mary Lynn Young, Professor, School of Journalism, Writing and Media, University of British Columbia This article is republished from The Conversation under a Creative Commons license. Read the original article.

Sparkle and Planhotel Accelerate the Digital Transformation of the Group’s Resorts (2026-01-06T13:50:00+05:30)

Posted by Harry Baldock : Sparkle, the first international service provider in Italy and among the top global operators, and Planhotel Hospitality Group, an international company managing a network of luxury hotels in Tanzania, Kenya, the Maldives, Switzerland and Italy, announce a project to accelerate the digital transformation of the Group’s properties through faster and more secure connectivity. Founded in Lugano, where it is headquartered, Planhotel Hospitality Group has been a key player in the tourism industry for over twenty years, with a portfolio of luxury resorts and hotels across the Indian Ocean region. The Group is internationally recognised for its ability to combine local traditions with Swiss style and service excellence. Thanks to Sparkle’s Software-Defined Wide Area Network (SD-WAN) and Secure Access Service Edge (SASE) solutions, Planhotel aims to optimise its network architecture, improving the quality and reliability of Internet connections and enabling employees to securely access the company’s information systems. The SD-WAN solution intelligently balances and prioritizes traffic across multiple Internet connections – including satellite links – using advanced routing techniques to enhance service quality and continuity. The integration with SASE architecture further optimises and strengthens security, protecting access to corporate resources. In recent months, Sparkle has completed implementation in two resorts in Tanzania, resulting in a significant improvement in performance and operational continuity, particularly for applications such as videoconferencing and booking systems. Following these positive results, Planhotel intends to extend the project to a third hotel opening soon, with plans to connect additional properties in the future. With this agreement, Sparkle confirms its role as a key partner in the digital transformation of international companies, thanks to a portfolio ranging from connectivity to advanced solutions such as Cloud Connect, SD-WAN, SASE and IoT Global, as well as post-quantum security services designed to protect the most sensitive data. “We are proud to support Planhotel in its digital transformation journey,” said Annalisa Bonatti, Vice President Enterprise at Sparkle. “With our SD-WAN and SASE solutions, we enable secure, high-performing and scalable connectivity, a key element for companies operating in international and distributed environments such as hospitality.” “For us, technological innovation is an integral part of service excellence,” said Marco Rosso, Chief Digital & Business Automation Officer at Planhotel Hospitality Group. “A more powerful and secure network allows us to optimise daily operations and offer our guests an even smoother and more reliable experience, in line with the Group’s quality standards.” About Sparkle Sparkle is TIM Group’s global operator, first international service provider in Italy and among the top worldwide, offering a full range of infrastructure and global connectivity services – capacity, IP, SD-WAN, colocation, IoT connectivity, roaming and voice – to national and international Carriers, OTTs, ISPs, Media/Content Providers, and multinational enterprises. As a leading player in the submarine cable industry, Sparkle owns and manages a network of more than 600,000 km of fiber stretching across Europe, Africa, the Middle East, the Americas, and Asia. Sparkle’s sales team has a global presence, with representatives in 32 countries. Find out more about Sparkle following its X and LinkedIn profiles or visiting the website tisparkle.com Media Contacts: sparkle.communication@tisparkle.com  X: @TISparkle  Sparkle and Planhotel Accelerate the Digital Transformation of the Group’s Resorts | Total Telecom

Viewpoint: Mindset shift for leadership in era of Final Investment Decisions (2026-01-05T13:58:00+05:30)

Mohamed Al Hammadi and Sama Bilbao y León, pictured here at the 50th World Nuclear Symposium, held in London in September (Image: World Nuclear Association) World Nuclear Association Chairman Mohamed Al Hammadi, and Director General Sama Bilbao y León share their views on leadership in the global nuclear sector with Callum Thomas, Chair of the association's Workforce and Talent Development Working Group. In 2050, we will look back on 2025 as a pivotal time. The question is not whether this period was a turning point, but how boldly we chose the right decisions - on investment, on people and on partnerships - to deliver the nuclear capacity the world needs. The purpose of leadership today is to make sure that when future generations look back, they see this decade as the moment we accelerated. According to the Interbational Energy Agency (IEA), more than 67 million people now work in the energy sector globally. Clean energy has, for the first time, become the majority employer, with around 35 million roles across renewables, nuclear, grids and efficiency. As 33 nations move to triple nuclear energy the decisions leaders take now will shape not only how much clean electricity is built, but how many high-skill, long-term careers are created in every region. We are all familiar with the Final Investment Decision (FID), a key milestone that often makes headlines when mega-projects secure funding to proceed. Behind every FID are leaders who have inspired belief and action in others to achieve their shared goal. That investment, however, is not only financial. According to a recent NICE Clean Energy Ministerial report, each gigawatt of nuclear capacity typically creates around 4,000–5,000 jobs (direct, indirect and induced), underlining how decisions taken today will shape livelihoods and communities for decades to come. In other words, every FID in nuclear today is also a decision about the workforce that will carry our plants safely through to 2050 and beyond. A leader can be anyone who creates a vision, inspires others to believe in that vision, and then goes on to make it a reality. This means that anyone, in any role, at any level of an organisation, can be a leader. The executives who will lead our sector in 10 or 20 years are almost certainly displaying their leadership skills on a smaller scale today. Al Hammadi observes how effective some of the younger generation of leaders are in "innovating and thinking outside of tradition" while also "capitalising on the wealth of knowledge and experience" that already exists. For him, one of the most important tasks of senior leaders is to ensure that younger professionals are present at key events and embedded in major projects, so they can build on the experiences of those who have built and operated plants over many decades. Bilbao y León agrees - leadership is not about "being in charge" it is about "being responsible for those in your charge, empowering and enabling them". The next 20 years promise to be the most transformative in the sector's history. Electricity demand is rising sharply with electrification, digitalisation and AI, and clean energy already employs more people than fossil fuels globally, according to the IEA. We now need visionary leaders who are ready to lead decisively, continuing the acceleration already under way. Turning plans into delivery at record pace is critical if we are to seize this moment of growth. This is a mindset shift from "What are we going to do?" to "How are we going to make this happen, now?", in how we plan for skills, training and long-term careers. Al Hammadi sees a particular opportunity - and responsibility - in how the sector engages its youth. Globally, around a third of the world's population is under 20, and in many emerging economies the proportion is even higher. For nuclear, that means the engineers, operators and regulators who will be running the fleet in 2050 are in schools, universities and early-career roles today. He argues that every major nuclear energy gathering should ensure young nuclear professionals are engaged, so that they may carry that knowledge back into their organisations. The collaborative nature of the nuclear sector is a great asset, but knowledge sharing does not happen automatically; it must be led, structured and valued. There are leaders at all levels within the sector who have truly led by example and inspired others to collectively make their vision a reality. For Bilbao y León, the combined effect of thousands of such leaders - project managers, shift supervisors, reactor operators, site engineers, radiation protection specialists, regulators and educators - will determine whether the sector can deliver on the targets now being set. Clean energy is already one of the fastest-growing sources of employment in the global economy, and nuclear has a distinctive contribution to make: long-term, highly skilled jobs that anchor local communities while providing reliable, low-carbon power for industry, cities and digital infrastructure. By 2050, those looking back at this period will ask whether we matched our ambitions for clean energy with unleashing ambition on people: whether we invested early enough in skills, created clear pathways for young professionals, and used international platforms to share experiences and knowledge as effectively as we shared technology.The need is there, the technology is there, and the funding is increasingly available. Strong leadership - in governments, utilities, regulators, universities and companies of every size - will ensure that we can say, with conviction in 2050 that we took the right decisions in 2025. Viewpoint: Mindset shift for leadership in era of Final Investment Decisions

No fiber, no AI: Why advanced optical networks are critical for digital transformation (2026-01-04T13:51:00+05:30)

Posted by Gagan Kaur, Partner Article: The rapid adoption of Artificial Intelligence (AI) and cloud services, coupled with the new emerging high-capacity use cases, such as ultra-high-definition video streaming, telemedicine, Virtual Reality and Augmented Reality Gaming, are placing unprecedented demands on networks. The recent Huawei Optical Summit, themed “No Fiber, No AI: All Optical Networks Power AI for All Industries,” highlighted the growing relevance of high-capacity optical networks for different industry verticals to address the growing capacity and performance requirements. The summit shed light on global advancements in optical networks and their central role in driving digital transformation across various industries. Marcus Brunner, Vice-Chair of ETSI ISG F5G “Digitalization, cloudification and AI-fication of applications are the key drivers of F5G Advanced (F5G-A) standards. Key features of F5G-A include isolation and separation of traffic, fibre sensing, AI-based optimization of the networks and AI-based data center networking, which enable a high-speed, ultra-reliable network and accurate sensing,” said Marcus Brunner, Vice-Chair of ETSI ISG F5G. The use of F5G-A is crucial to address the growing AI workloads, which will also help in bringing down the energy consumption. He also highlighted several emerging industrial use cases of F5G-A, such as intelligent power grid, urban rail, robotics as a service, smart sensor cloud for AI in industrial manufacturing, Wi-Fi 7 coordination for large campus networks and smart hospitals, among others. Kim Jin, Vice President of Huawei Optical Business Product Line “Optical networks are now moving beyond the data center interconnect, extending into industrial sites and campuses. By enhancing and empowering computing with fiber, these advanced networks are vital to making the benefits of AI accessible and inclusive for different industries,” said Kim Jin, Vice President of Huawei Optical Business Product Line. He mentioned that over 2,000 enterprises across the globe have deployed AI applications based on all-optical networks this year, making it imperative to use all-optical networks for the rising use of AI applications. Huawei also released ten global all-optical network showcases, covering the government sector as well as industries such as electric power, transportation, education, healthcare, manufacturing, ISP, and hospitality. Spotlight on finance sector: Release of Whitepaper The Summit saw the release of a White Paper on Innovative Applications of Financial Optical Network Devices, by Huawei and Beijing National Institute of Financial Standardization. “Optical networks are gaining prominence in the financial industry as they are crucial to address three key challenges: a sharp increase in network load, growing security and compliance pressure and limitations of the traditional network architecture,” mentioned Han Zhuwu, director of Beijing National Institute of Financial Standardization. Advanced optical networks are designed to provide extremely high capacity, ultra-low latency and unprecedented reliability. This ensures seamless data transfer between headquarters and branch offices, ensuring service continuity. In addition, optical networks can also be integrated into security systems to improve the security and intelligence capability of financial infrastructure. Apart from the finance industry, the Summit also highlighted how other industries, including utility, transportation and medicine, are benefiting from high-performing optical networks. For instance, the utility distribution companies are under pressure to ensure more efficient business operations to reduce losses and provide greater transparent information systems for stakeholders and consumers. “Fine Grain Optic Transportation Network or fgOTN is emerging as a solution of choice for utility providers as it integrates with the existing services and provides extreme reliability as well as bandwidth for AI-powered services,” said Marcio Szechtman, Past Technical Council Chair of CIGRE. New-age Optical networks are also extremely relevant for medicine and smart cities. The growing usage as well as the increasing number of connected devices, is placing new demands on the networks. “Huawei’s F5G-A FTTO campus solution has transformed our Pudong campus by enabling us to provide a smart teaching solution to our students. On the other hand, it is helping us to foster and accelerate research and innovation in our campus,” said Lu Qin, Director of the Network Information Center at Shanghai Jiao Tong University School of Medicine. Huawei’s FTTO solution is designed to meet the requirements of local AI applications, Internet of Things (IoT) and ultra-HD video services. Deployed in over 10,000 campuses in more than 60 countries, FTTO is helping organizations build green, simple but smart campus networks. In Conclusion The Huawei Optical Summit underscored a central message that all-optical networks are no longer just about faster connectivity, but they are the foundation for AI-driven industries. From finance and utilities to healthcare, education and smart cities, optical networks are emerging as a critical enabler of next-generation digital services. As AI workload grows, industries that invest in advanced optical infrastructure will be better positioned to lead in the digital economy of the future. Without the foundation of robust all-optical networks, the promise of AI and digital transformation cannot be fully realized. No fiber, no AI: Why advanced optical networks are critical for digital transformation | Total Telecom