HDFC Life Delivers: Strong APE and VNB Growth, Market Share Up 70 bps
Mumbai, 18th Apr, 2025: The Board of Directors of HDFC Life approved and adopted the audited standalone and consolidated financial results for the year ended March 31, 2025. The Company grew faster than the sector, whilst delivering healthy performance across all key metrics.
Performance Highlights:
- Topline Growth: Delivered strong individual APE growth of 18%, supported by increase in both number of policies sold and ticket size and a balanced product mix
- Market Share: Overall market share (individual WRP) increased by 70 bps to 11.1% for the period 11MFY25. Private sector market share stood at 15.7%, an increase of 30 bps
- Value of New Business (VNB) grew by 13% to ₹ 3,962 crore, reflecting robust growth in profitable business
- Assets under Management (AUM): AUM stood at ₹ 3,36,282 lakh crore as on 31st March 2025, an increase of 15% YoY
- Persistency: Our persistency for the 13th and 61st months stood at a strong 87% and 63%, Notably, our 61st-month persistency saw a significant improvement of 1000 basis points, demonstrating the company’s deep customer engagement and effective retention initiatives
- Embedded Value (EV) grew by 17% and stood at ₹ 55,423 crore, with 7% operating return on EV, showcasing sustained long-term value creation for shareholders
- Profit After Tax (PAT) of ₹ 1,802 crore was achieved in 12M FY25, clocking a steady growth of 15% year-on-year, helped by an 18% increase in profit emergence from our back book. The Board has recommended a final dividend of ₹ 2.1 per share, in line with our dividend payout policy, aggregating to a payout of about ₹ 452 crore.
- Solvency Ratio stood at 194%, comfortably above the regulatory threshold of 150%
- Employee Focus: certified as Great Place to Work in 2025, highlighting commitment to employee well-being. Also recognized amongst the top 50 organisations for building a culture of innovation by Great Place to Work. HDFC Life was recognised for its inclusivity and employee-friendly policies, being awarded the Best Companies for Women in India 2024 in the BFSI sector and Exemplar of Inclusion (Most Inclusive Companies India 2024) by Avtar & Seramount
CEO’s Statement:
Vibha Padalkar, Managing Director and CEO of HDFC Life, commented: “FY25 was a year where we deepened our reach, continued sharpening our value propositions and demonstrated the resilience of our business model. We are happy to report an 18% growth in Individual APE for FY25, in line with our stated growth aspirations for the year. Our overall industry market share expanded by 70 bps to 11.1% and by 30 bps to 15.7% within the private sector.
Retail protection continued to show strong momentum with APE growth of 25%. All channels registered double-digit growth. We continue to enhance customer experience through intuitive digital platforms, with over 90% of service requests now handled via self-service.
As we enter our 25th year of existence, our aspiration remains, against a backdrop of a stable regulatory regime, to consistently outpace sector topline growth, deliver VNB growth in line with APE growth and double key metrics every 4 to 4.5 years.”
Key Financial Summary
| ₹ Crore | 12M FY25 | 12M FY24 | YoY | |
| Key Financial and Actuarial Metrics | ||||
| Individual APE | 13,619 | 11,509 | 18% | |
| Total APE | 15,479 | 13,291 | 16% | |
| New Business Premium (Indl + Group) | 33,365 | 29,631 | 13% | |
| Renewal Premium (Indl + Group) | 37,680 | 33,445 | 13% | |
| Total Premium | 71,045 | 63,076 | 13% | |
| Assets Under Management | 3,36,282 | 2,92,220 | 15% | |
| Profit After Tax | 1,802 | 1,569 | 15% | |
| Indian Embedded Value | 55,423 | 47,468 | 17% | |
| Value of new business | 3,962 | 3,501 | 13% | |
| 12M FY25 | 12M FY24 | |||
| Key Financial Ratios | ||||
| New Business Margins | 25.6% | 26.3% | ||
| Operating Return on EV | 16.7% | 17.5% | ||
| Total Expenses / Total Premium | 19.8% | 19.4% | ||
| Solvency Ratio | 194% | 187% | ||
| 13M / 61M Persistency | 87%/63% | 87%/53% | ||
| Individual WRP market share (Overall)1 | 11.1% | 10.4% | ||
| Product mix by Indl APE (UL / Non par savings
/Annuity/ Protection / Par) |
39/32/5/5/19 | 35/30/6/5/23 | ||
| Distribution mix by Indl APE (Corp Agents/ Agency/ Broker/ Direct) | 65/18/7/10 | 65/18/6/11 |
Note: 1. For the period ending 11M
Percentages may not add up due to rounding off effect
Definitions and abbreviations
- Annualized Premium Equivalent (APE) – The sum of annualized first year regular premiums and 10% weighted single premiums and single premium top-ups
- Assets under Management (AUM) – The total value of Shareholders’ & Policyholders’ investments
managed by the insurance company
- Embedded Value Operating Profit (EVOP) – Embedded Value Operating Profit (“EVOP”) is a measure of the increase in the EV during any given period, excluding the impact on EV due to external factors like changes in economic variables and shareholder-related actions like capital injection or dividend pay-outs
- First year premium – Premiums due in the first policy year of regular premiums received during the financial year. For example, for a monthly mode policy sold in March 2025, the first monthly instalment received would be reflected as First year premiums for 2024-25 and the remaining 11 instalments due in the first policy year would be reflected as first year premiums in 2025-26, when received
- New business received premium – The sum of first year premium and single premium, reflecting the total premiums received from the new business written
- Operating expense – It includes all expenses that are incurred for the purposes of sourcing new business and expenses incurred for policy servicing (which are known as maintenance costs) including shareholders’ expenses. It does not include commission
- Operating expense ratio – Ratio of operating expense (including shareholders’ expenses) to total premium
- Operating return on EV – Operating Return on EV is the ratio of EVOP (Embedded Value Operating Profit) for any given period to the EV at the beginning of that period
- Persistency – The proportion of business renewed from the business underwritten. The ratio is measured in terms of number of policies and premiums underwritten
- Premium less benefits payouts – The difference between total premium received and benefits paid (gross of reinsurance)
- Renewal premium – Regular recurring premiums received after the first policy year
- Solvency ratio – Ratio of available solvency margin to required solvency margin
- Total premium – Total received premiums during the year including first year, single and renewal premiums for individual and group business
- Weighted received premium (WRP) – The sum of first year premium received during the year and 10% of single premiums including top-up premiums
Hai Junoon – Dream, Dare, Dominate – A Story of Music, Rivalry, and the Unbreakable Spirit of Youth
Mumbai, April 18, 2025: JioHotstar presents Hai Junoon– Dream, Dare, Dominate, a high-energy, coming-of-age musical drama set in the heart of Mumbai’s iconic Andersons College. A tale of ambition, competition, and self-discovery, the series dives into the world of music and dance, where raw passion meets elite talent. Against the backdrop of one of India’s most prestigious college music clubs, the story unfolds as students push the limits of their creativity to prove that success is not just about talent—it’s about the fire within.
Directed by Abhishek Sharma, Hai Junoon– Dream, Dare, Dominate brings together a stellar ensemble cast, led by Jacqueline Fernandez as Pearl and Neil Nitin Mukesh as Gagan, alongside Sumedh Mudgalkar, Siddharth Nigam, Yukti Thareja, Aryan Katoch, Priyank Sharma, Kunwar Amar, Mohan Pandey, Elisha Mayor, Sanchit Kundra, Sanatana Roach, Devangshi Sen, Anusha Mani, Bhavin Bhanushali, Arnav Magoo, and Yukti Thareja in pivotal roles.
Adding to the intensity of this competition, Jacqueline Fernandes who plays the mentor to The Misfits, shared, “Hai Junoon– Dream, Dare, Dominate is not just a story about music or dance; it’s about passion, rivalry, and finding your place in a world full of expectations. Playing Pearl was a deeply personal experience, she’s complex, driven, and yet vulnerable. I’m thrilled to be part of a series that celebrates music and youth culture in such a refreshing way. I can’t wait for the audience to join us on this musical journey.”
Neil Nitin Mukesh, who plays Gagan Ahuja, the mentor to the SuperSonics, adds Playing Gagan Ahuja was both challenging and exciting. Gagan is an intense and disciplined musical legend who holds the SuperSonics’ legacy close to his heart. His journey in “Hai Junoon– Dream, Dare, Dominate” reflects the struggles of an artist’s life, where passion and dreams are often misinterpreted as arrogance and self-obsession. In reality, it’s a journey of self-discovery and finding one’s true purpose. As someone with a musical legacy, music holds a special place in my heart. The energy and talent of the cast made this project truly unforgettable. I hope the audience will share our excitement and enthusiasm for the show.”
As these two worlds collide, Hai Junoon– Dream, Dare, Dominate promises a spectacular journey packed with high-energy performances, intense rivalries, and moments of heartfelt emotion. Will raw passion be enough to topple years of excellence, or will the SuperSonics prove that talent reigns supreme?
NTT DATA Unveils First Sustainability Report for Global Data Centers
SACRAMENTO, CALIF.– April 18, 2025 – NTT DATA, a global leader in digital business and technology services, today announced the release of the first sustainability report for its data center division, NTT Global Data Centers. The report highlights NTT DATA’s ongoing commitment to environmental stewardship and its accelerated progress toward achieving Net-Zero emissions within its data centers.
In FY23, NTT Global Data Centers achieved 51% renewable energy usage for non-IT load globally and secured 1.7 TWh of renewable energy through Power Purchase Agreements (PPAs) to support its transition to achieving Net-Zero emissions in our operations by 2030.
“The rise of AI and digital infrastructure brings unprecedented opportunities, but also a responsibility to build sustainably,” said Doug Adams, CEO and President, NTT Global Data Centers. “We believe technology and environmental stewardship must go hand in hand. Our commitment to Net-Zero extends beyond reducing emissions; it’s about fostering a resilient, inclusive, and future-ready digital ecosystem.”
Global Sustainability Report Highlights
NTT Global Data Centers continues to drive measurable progress toward its Net-Zero goals with ambitious targets: achieving Net-Zero across Scope 1 and 2 emissions by 2030, and across Scope 1–3 by 2040, ten years ahead of the timeline of the Paris Agreement.
To improve efficiency and reduce environmental impact, NTT Global Data Centers is advancing AI-driven cooling technologies, optimizing Power Usage Effectiveness (PUE) across its facilities, and deploying battery energy storage systems to store renewable energy and enhance grid resilience, reducing reliance on fossil fuels during peak demand. These innovations ensure that as AI and digital demands grow, data center sustainability keeps pace.
NTT Global Data Centers’ sustainability initiatives continue to deliver real-world impact across its global operations:
- Germany: Waste heat reuse of 2MW will supply heating and warm water to over 1,000 buildings in the Marienpark Berlin commercial district, reducing fossil fuel dependency and maximizing efficiency. Future plans include expanding this initiative to extract up to 37MW of thermal output of the campus in total. NTT Global Data Centers also recently announced another new heat waste recovery project in Berlin that will supply 8MW of thermal waste heat from its data center to a residential district in Berlin.
- United Kingdom: Implementation of a reverse osmosis filtration system reduced annual water usage by 35,000m³, cutting chemical waste and generating $120,000 in cost savings per year. Additionally, a smart sensor upgrade in U.K. data centers cut fan energy use by 50%, saving 2.6 GWh annually through optimized temperature and pressure settings, further enhancing energy efficiency and sustainability.
- Mumbai, India: Deployment of liquid immersion cooling and direct contact liquid cooling improved energy efficiency by 30%, enabling high-density AI workloads while reducing power consumption.
Looking forward, NTT Global Data Centers is committed to deepening its impact by focusing on emissions reduction through renewable and low-carbon energy procurement and energy efficiency, circular economy principles, and innovative data center design development. The company is expanding its heat reuse initiatives, aiming to provide heating and warm water to even more buildings in multiple communities.
“Sustainable digital infrastructure isn’t just a goal — it’s an imperative,” said Adams. “As AI and digital transformations accelerate, we are committed to integrating smarter energy solutions, advanced technologies, and AI-driven efficiencies to reduce our environmental impact at scale. Driven by innovation and a bold vision for the future, we are reimagining what’s possible for a sustainable, more resilient digital world.”
As the world’s third-largest data center provider, NTT Global Data Centers is backed by more than $10 billion in capital development through 2027 to drive future expansion of its data center business in current and new markets.
Buyofuel Crosses INR 100 Cr Revenue in FY 2024–25, Reaches Profitability and Eyes Expansion
Coimbatore, 18th April 2025: With strong market momentum and as the only marketplace awarded ethanol tenders by OMCs, Buyofuel is broadening its fuel portfolio and accelerating its national and global expansion.
Buyofuel, the leading digital marketplace for biofuels and waste-to-energy solutions in India, has achieved a critical milestone by crossing ₹100 crore in revenue in FY 2024–25. The firm also turned profitable in the last two quarters for the year, turning EBITDA positive in Q3 and PBT positive in Q4, demonstrating that it is possible to grow rapidly and remain financially stable, a combination still uncommon in India’s clean tech sector.
This growth has been driven by a sharp emphasis on execution, operational excellence, and a significant breakthrough in the liquid biofuels arena. Buyofuel became the first marketplace in India to win ethanol supply orders from Oil Marketing Companies (OMCs), creating a key new vertical that builds on its strong position in solid biofuels. These initiatives drove a significant proportion of the company’s revenue growth and bottom-line performance.
The digital-first philosophy of the company has continued to transform the biofuel supply chain by providing certified, transparent, and real-time transactions across the nation. Currently, Buyofuel sees a Monthly Recurring Revenue (MRR) of ₹12–14 crore, as major industrial players accelerate their transition to biofuels, with Buyofuel emerging as the go-to marketplace in this evolving energy landscape.
“Reaching the ₹100 Cr mark is more than just a number—it’s a statement that sustainable businesses can scale profitably in India,” said Kishan Karunakaran, CEO of Buyofuel. “We’ve built a model that not only works—but thrives—with impact, transparency, and financial strength.”
Looking ahead, Buyofuel is doubling its efforts in growth throughout India, particularly in high-demanding regions across North, Central, and Eastern parts of India. The organization is also set to add Compressed Biogas (CBG) to the business and is gearing up to tap into the Sustainable Aviation Fuel (SAF) and Green Methane businesses as demand for newer biofuels increases.
Beyond its business performance, Buyofuel continues to focus on creating environmental impact.The platform has managed to reduce 2,00,000 MT of greenhouse gas emissions in part by displacing fossil fuels. “It has also ensured diversion of 5500+ MT of non conventional agro – residues such as mango and guava seeds and many such biofuels from landfills to clean energy use. All of this contributes towards a larger set of goals that India has framed about generating prosperity through energy independence and decarbonization.
With growing interest from foreign markets, the company is also looking at expanding its base in Southeast Asia, the Middle East, and East Africa to replicate its model in areas that have similar energy and waste issues.
As it prepares for its next phase with innovation at its core and impact at scale as its mission, Buyofuel is shaping the future of energy —one transaction, one region, and one revolution at a time.
Zydus Medtech, Braile Biomedica Ink Global Pact to Commercialise TAVI Tech
Ahmedabad, India and Sao Jose do Rio Preto, April 18, 2025,Zydus MedTech Private Limited, a wholly owned subsidiary of Zydus Lifesciences Limited specializing in medical technology development, has entered into a strategic partnership with Braile Biomédica Indústria, Comércio e Representações Ltda., (Braile Biomedica) – an innovative cardiovascular device manufacturer based in Brazil – to exclusively commercialize its Transcatheter Aortic Valve Implantation (TAVI) technology across Europe, India, and other select markets.
This agreement marks a significant step in Zydus MedTech’s strategic expansion into the fast-growing interventional cardiology segment. The global TAVI market, currently valued at over USD 6 billion, continues to witness strong growth driven by the increasing incidence of aortic stenosis and the rising demand for minimally invasive cardiac procedures.
Zydus MedTech, which is actively building its interventional cardiology portfolio, will introduce Braile Biomedica’s advanced balloon-expandable TAVI system to international markets, leveraging its commercial and regulatory expertise. Braile Biomedica – with a proven track record in cardiovascular innovation, particularly in Latin America – will manufacture and supply the product for these markets.
In addition to spearheading commercialization, Zydus MedTech will also retain rights to manufacture select components of the TAVI system. This collaboration provides operational flexibility while laying the foundation for further product innovation and development.
This agreement aligns with both companies’ shared commitment to delivering life-saving technologies to a broader patient population. The TAVI procedure is a recognized breakthrough in structural heart care, particularly for elderly patients or those at high surgical risk. By replacing the diseased aortic valve through a catheter-based approach – without the need for open-heart surgery – patients often experience significantly shorter recovery times and reduced procedural risks. The expansion of TAVI indications to all-risk patients has further accelerated its adoption.
What sets this TAVI solution apart is not just its clinical benefits, but also the technological and scientific foundation behind it. The system was developed based on the doctoral thesis of Dr. Domingo Braile, a pioneer of cardiac surgery in Brazil. Braile’s valve features a unique bovine pericardium sheet, used as a single piece rather than three separate leaflets, ensuring exceptional biocompatibility, durability, and performance.
The device must be collapsible, navigable through complex vascular anatomy, and fully functional upon deployment — all while maintaining structural integrity. This engineering precision and real-time deployment capability exemplify the fusion of innovation and performance, making it a next-generation, high-value product in cardiac care.
The synergy between Zydus MedTech’s marketing and regulatory strengths and Braile Biomedica’s deep technological expertise is expected to accelerate the global adoption of this life-saving therapy. Over the next three years, the partnership aims to launch a series of new innovations, supported by a robust clinical research program beginning next year in the regions covered under the agreement.
Dr. Sharvil Patel, Managing Director of Zydus Lifesciences Ltd., said “We stand united with Braile to improve patient outcomes and expand access to advanced, critical cardiovascular care globally. This innovative, cutting-edge technology will offer a minimally invasive approach that also supports faster recovery, reduced hospital stays, and greatly improved quality of life for patients.”
Patricia Braile, CEO of Braile Biomedica, said “This partnership with Zydus MedTech powerfully reinforces Braile’s mission to care for people and help save lives. Seeing our TAVI technology — the result of decades of dedication to cardiovascular innovation — reach new continents is the fulfilment of a purpose that has driven us for nearly fifty years. By joining forces with a partner that shares our values and commitment, we expand our global impact and bring hope and quality of life to even more patients around the world.”
Courtyard Mahabaleshwar Appoints Siddharth Chitnis as Operations Manager
Mahabaleshwar, 18th April 2025: Courtyard by Marriott Mahabaleshwar is proud to announce the appointment of Siddharth Chitnis as the new Operations Manager. With a distinguished career spanning nearly 13 years with Marriott International, Siddharth brings a wealth of operational expertise, leadership acumen, and a deep understanding of guest service excellence.
Siddharth Chitnis
In his new role, Siddharth will be responsible for overseeing the day-to-day operations, ensuring seamless guest experiences, enhancing operational efficiencies, and supporting the strategic direction of the hotel. His proven track record in hospitality operations across multiple Marriott brands makes him a strong asset to the Courtyard by Marriott Mahabaleshwar leadership team.
Siddharth joins the property from Fairfield by Marriott Goa Calangute, where he served as Operations Manager for two years. Prior to that, he held key leadership positions across several prominent Marriott hotels including Hyderabad Marriott Hotel & Convention Centre, JW Marriott Mumbai Juhu, and Fairfield by Marriott Goa Anjuna. His journey through varied roles—from Front Office Associate to complex Front Office Manager—highlights his growth mindset, operational excellence, and dedication to elevating service standards.
Speaking about his new role, Siddharth said, “I am excited to join Courtyard by Marriott Mahabaleshwar, a destination known for its scenic beauty and warm hospitality. I look forward to contributing to the guest experience by fostering a culture of service excellence and innovation.”
Siddharth is known among peers for his strong team leadership, guest-centric approach, and hands-on operational style. His commitment to Marriott’s core values and passion for hospitality continues to inspire those around him.
Please join us in welcoming Siddharth Chitnis to the Courtyard by Marriott Mahabaleshwar family. We look forward to his leadership in taking operational excellence to greater heights.
WashU Expert: How Tariff Uncertainty Will Impact Economy, Businesses
John Horn, a professor of practice in economics at Olin Business School at Washington University in St. Louis, explains how rapidly changing tariff policies add to economic uncertainty.
A lot has happened in the two weeks since “Liberation Day,” the day when President Donald Trump implemented sweeping tariffs, including a universal 10% tariff on all imports and additional reciprocal tariffs on imports from certain countries.
From a global market meltdown and unprecedented trade war to a 90-day pause on tariffs for many countries, stalled trade talks with the European Union, soaring tariffs on China and exemptions that seem to change by the hour, it can be hard to keep up.
Below, John Horn, a professor of practice in economics at Olin Business School at Washington University in St. Louis, explains how tariff uncertainty and confusion is contributing to market volatility — and how this might impact long-term economic trends.
Why did Trump pause some temporary reciprocal tariffs last week?
I think there was a lot of pressure building up to that moment, in particular from the bond selloff and stock market. Earlier in the week, a rumor went around that tariffs were going to be paused, and that led to a huge rebound in the stock market. So that added pressure on the administration to make changes.
What is the status of tariffs currently?
It’s changing by the day. While the 90-day pause on reciprocal tariffs was welcome news, that’s only one piece of the puzzle. We still have 10% universal tariffs on all goods. For context, the average tariff rate on everything we import was 2.5% — and for industrial goods it was 2% — at the end of 2024. So that’s a four to five times increase. At the same time, the tariff on Chinese products went up to 145%.
How is this impacting the economy?
I don’t think the pause in reciprocal tariffs has eased any uncertainty for investors. And that shows in the stock market fluctuation. Increased tariffs mean prices and inflation will continue to rise, leading to increased risk of a recession. The escalating trade war with China, which is the second-largest importer to the United States behind Mexico, adds to those concerns.
The other worrying trend is the bond market, which is an important indicator of the longer-term economic outlook. The bond sell-off is likely due to other countries selling off their Treasuries as a response to the tariffs, as well as other buyers getting nervous about the long-term outlook on the U.S. economy and the ability of the U.S. government to pay off those bonds (i.e., not default).
Why does this matter? For starters, bond prices follow the standard supply-and-demand framework: as demand falls, the price decreases. But that decrease in price actually leads to a higher return that investors earn. That rate is determined by taking the difference between the face value of the bond (which does not change) and the price you pay (which decreases), divided by the price you pay. The face value minus the price paid is bigger, and when you divide a bigger number by a smaller number, the result is greater.
The impact doesn’t stop there, though. When interest rates for U.S. debt increase, other interest rates also rise. If they didn’t, investors would only buy U.S. debt because it would have better yields. So now credit card interest rates, mortgages and car loan rates are also going to increase. Before long, we’re headed into a recession.
That also means that government debt rates will go up. That will impact the federal government down to individual municipalities because it will cost more to issue new debt to continue funding the government.
Last week, the Federal Reserve announced the consumer price index in March rose 2.4% on an annual basis, a lower rate than economists had expected. How does this factor into the overall economic outlook?
The inflation numbers were lower primarily in fuel and transportation services, in particular, airlines. These tend to fluctuate and will likely increase again in the summer. Inflation expectations have also been increasing, according to the University of Michigan consumer sentiment survey. If the tariffs on China remain, inflation will increase because we buy so much from China. Even if we can find an alternative supplier in other countries, the prices will still likely be higher due to extra demand for those suppliers, and because they are less efficient to begin with — otherwise, we’d be buying from them already.
What do you think the administration’s end game is? Do you think this strategy could result in better trade deals for the U.S.?
The administration’s strategy is hard to figure out because it’s not clear what the objective is. It has been reported to be a return of manufacturing to the U.S., an increase in tariff revenue, a growth in the U.S. economy, a tactic to lower tariffs from other countries, among others. But these are contradictory. If we increase tariff revenue, it means we’re still importing instead of producing in the U.S. If, instead, we do grow manufacturing, then we won’t be importing as much and therefore not generating tariff revenue. If the goal is to lower other countries’ tariff rates, then we will continue to buy from them, which doesn’t increase manufacturing or tariff revenue. And tariffs are taxes, which lead to lower economic activity.
As for the trade deals the administration has promised, forcing negotiations is generally useful only in very tactical, winner-take-all negotiations — and it’s not always true in those cases. The general guidance for negotiating is to find win-win opportunities and to create a relationship that eases the ability to negotiate over time. International trade and relationships are long-term interactions, so negotiation strategy tends to favor relationship-building and win-win seeking. It’s not clear how the administration’s tactics will lead to those outcomes.
What would you advise businesses to do during this time of economic uncertainty?
The best thing businesses should do is to shift to a more conservative investment and spending approach. No one company can rebuild the U.S. supply chain and manufacturing sector, so being on the forefront leaves you exposed by yourself to the stormy weather ahead. Unfortunately, if every company adopts this view, then no one will take the lead to rebuild the future economic systems. Typically, these are roles the government steps in to coordinate, but this administration seems to be moving in the opposite direction — reducing the scope and actions the government takes in the economy.
A Wearable Smart Insole Can Track How You Walk, Run and Stand
Newswise — COLUMBUS, Ohio – A new smart insole system that monitors how people walk in real time could help users improve posture and provide early warnings for conditions from plantar fasciitis to Parkinson’s disease.
Constructed using 22 small pressure sensors and fueled by small solar panels on the tops of shoes, the system offers real-time health tracking based on how a person walks, a biomechanical process that is as unique as a human fingerprint.
This complex personal health data can then be transmitted via Bluetooth to a smartphone for quick and detailed analysis, said Jinghua Li, co-author of the study and an assistant professor of materials science and engineering at The Ohio State University.
“Our bodies carry lots of useful information that we’re not even aware of,” said Li. “These statuses also change over time, so it’s our goal to use electronics to extract and decode those signals to encourage better self health care checks.”
It’s estimated that at least 7% of Americans suffer from ambulatory difficulties, activities that include walking, running or climbing stairs. While efforts to manufacture a wearable insole-based pressure system have risen in popularity in recent years, many previous prototypes were met with low energy limitations and unstable performances.
To overcome the challenges of their precursors, Li and Qi Wang, the lead author of the study and a current PhD student in materials science and engineering at Ohio State, sought to ensure that their wearable is durable, has a high degree of precision when collecting and analyzing data, and can provide consistent and reliable power, said Li.
“Our device is innovative in terms of high resolution, spatial sensing, self-powering capability, and its ability to combine with machine learning algorithms,” she said. “So we feel like this research can go further based on the pioneering successes of this field.”
The study was recently published in the journal Science Advances.
This team’s system is also made unique through its use of AI. Using an advanced machine learning model, the wearable can recognize eight different motion states, including static ones like sitting and standing to more dynamic movements such as running and squatting.
Additionally, since the materials the insoles are made of are flexible and safe, the device, much like a smartwatch, is low-risk and safe for continuous use. For instance, after the solar cells convert sunlight to energy, that power is stored in tiny lithium batteries that don’t harm the user or affect daily activities.
Because of the distribution of sensors from toe to heel, the researchers could see how the pressure on parts of the foot is different in activities such as walking versus running.
During walking, pressure is applied sequentially from the heel to the toes, whereas during running, almost all sensors are subjected to pressure simultaneously. In addition, during walking, the pressure application time accounts for about half of the total time, while during running, it accounts for only about a quarter.
In health care, the smart insoles could support gait analysis to detect early abnormalities associated with foot pressure-related conditions (such as diabetic foot ulcers), musculoskeletal disorders (such as plantar fasciitis) and neurological conditions (such as Parkinson’s disease).
The new system also used machine learning to learn and classify different types of motion. That offers opportunities for personalized health management, including real-time posture correction, injury prevention and rehabilitation monitoring. Customized fitness training may also be a future use, the researchers said.
According to the study, these smart insoles showed no notable deterioration in performance after 180,000 cycles of compression and decompression, showing their long-term durability.
“The interface is flexible and quite thin, so even during repetitive deformation, it can remain functional,” said Li. “The combination of the software and hardware means it isn’t as limited.”
Researchers expect the technology will likely be available commercially within the next three to five years. Next steps to advance the work will be aimed at improving the system’s gesture recognition abilities, which, according to Li, will likely be helped with further testing on more diverse populations.
“We have so many variations among individuals, so demonstrating and training these fantastic capabilities on different populations is something we need to give further attention to,” said Li.
Using ChatGPT, students might pass a course, but with a cost
Newswise — With the assumption that students are going to use artificial intelligence and large language models such as ChatGPT to do their homework, researchers in the Department of Aerospace Engineering in The Grainger College of Engineering, University of Illinois Urbana-Champaign set out to learn how well the free version of ChatGPT would compare with human students in a semester-long undergraduate control systems course.
The results: On straightforward math homework, ChatGPT got an A, but with some quirky answers. However, on higher-level problems that require reasoning, it got a D.
“We found ChatGPT technology can get an A on structured, straightforward questions. On open-ended questions it got a 62, brining ChatGPT’s semester grade down to an 82, a low B. The class average for the human students was 84.85 percent because they could handle the problems that required higher-level reasoning,” said Ph.D. student Gokul Puthumanaillam.
The study concludes that a student who puts in minimal effort, showing no effort to learn the material, could use ChatGPT exclusively, get a B and pass the course. The problem is the passing grade might be the combination of A+ in simple math and D- in analysis. They haven’t learned much.
“Like calculators in math classes, ChatGPT is a tool that’s here to stay and that students will use. What the results of this study pointed out to me is that I need to adjust as an educator,” said Puthumanaillam’s advisor Melkior Ornik. “I plan to consider how I design my courses so that, over time, I include more higher-level questions, perhaps including project-based assignments. Students will still use programs like ChatGPT to do the simpler math problems, but by adding more open-ended questions, they’ll also reach a higher level of critical thinking and truly learn the material.”
Puthumanaillam said although ChatGPT is fast and mostly correct on structured questions, it’s wise to use it with caution.
“A student might take 20 minutes to answer a question. ChatGPT solves it in less than 20 seconds, but the correctness is sometimes questionable.”
He also described examples of strange behavior from ChatGPT’s homework such as using inappropriate technical jargon and saying things that were simply not true.
“Despite the fact that we provided all of the course material needed to ChatGPT, it still hallucinated, using words like quasi periodic oscillations that were never used in the class, in the lectures or course materials.”
The study considered the type of student who chooses to put in minimal effort. Puthumanaillam said the premium version of ChatGPT may be slightly more capable of solving the analytical questions and can store more memory to solve longer, more complex problems. The researchers chose to use the free version of the software because the average student probably wouldn’t want to spend the monthly fee.
Puthumanaillam noted that there were no team assignments in the course, the ChatGPT prompts used the exact language as the human students received, and it was all conducted synchronously.
“When the students were doing their homework, ChatGPT was also doing the homework. ChatGPT was just an extra student in the class.”
Did ChatGPT learn from its mistakes?
“When we told ChatGPT it was wrong on a multiple-choice question, gave it the correct option, then a variation of the same question, yes, it did better. In a sense, it was learning but overall, it was stagnant. If it scored 90 percent in homework, it ended up scoring 90 or 92 at the conclusion of the semester.”
This work was supported by the Grants for Advancement of Teaching in Engineering program at The Grainger College of Engineering, University of Illinois Urbana-Champaign. Aerospace Professor Tim Bretl, along with Ph.D. students Grayson Schaer and Pranay Thangeda, created the project environments, developed course materials and the PrairieLearn infrastructure.
The study, “The Lazy Student’s Dream: ChatGPT Passing an Engineering Course on Its Own,” by Gokul Puthumanaillam and Melkior Ornik is available online and will be presented at 14th International Federation of Automatic Control Symposium on Advances in Control Education in June.
The syllabus and course materials for AE 353: Aerospace Control Systems, as well as sample prompts used in the research are available online.
Noatum Maritime and ASRY Mark Commencement of JV with Tugboat Delivery
Abu Dhabi, UAE – 18 April 2025: Noatum Maritime and The Arab Shipbuilding and Repair Yard Company (ASRY) have marked the operational commencement of their joint venture (JV) to provide integrated marine services in Bahrain, with the arrival of four modern tugs at ASRY’s headquarters.
The arrival of the tugs, part of Noatum Maritime’s existing fleet, was celebrated during a ceremony attended by representatives from various ministries, public bodies and leading industrial firms at ASRY’s headquarters in Bahrain.
This development follows the announcement of the JV in February 2025, which aims to expand the current marine service offering in Bahrain and across the wider region. The partnership, to be known as ASRY Marine, is aligned with both parties’ strategic goals to expand capabilities and diversify service offerings.
Captain Ammar Al Shaiba, CEO of the Maritime & Shipping Cluster, AD Ports Group, said: “The arrival and deployment of these advanced tugs symbolise the official commencement of our strategic partnership with ASRY. We look forward to utilising our decades of expertise in this field to deliver greater operational efficiency, reliability and value to customers.”
Dr. Ahmed Al Abri, CEO – ASRY said: “We take pride in setting the stage for our new partnership with Noatum Maritime through this occasion. The new tugboats feature advanced technologies that will undoubtedly support and enhance current marine services, while also enabling the introduction of new ones. This partnership is set to open new doors for marine service growth within Bahrain and across the region.”
The arrival of the tugboats signals the JV’s operational readiness, and underlines both parties’ commitment to deliver safe and efficient marine services via a sophisticated fleet.