
No stop the clock, no pause: EU rejects calls from Alphabet, Meta and others to stall AI regulation
But the Commission is resolute, and has even warned the companies that delays in implementation would compromise public trust and safety. 'We have legal deadlines established in a legal text,' Regnier noted, outlining that the Act's provisions are staggered and will take effect in phases starting this year.The EU is also planning to simplify some digital rules later in 2025, which could potentially reduce reporting obligations for smaller companies. However, the Commission has clarified that these simplifications will not affect the rollout or enforcement timeline of the AI Act itself. With the Act, the Commission wants to place guardrails around AI, which is currently a rapidly advancing technology touching nearly every sector of the economy.What is the EU AI ActThe EU Artificial Intelligence Act is described as the world's first comprehensive regulatory framework for AI. It officially entered into force on 1 August 2024. The Act includes guidelines for AI companies to follow a risk-based approach, categorising AI systems based on the level of harm they could pose. The most dangerous uses—such as manipulative behavioural prediction tools or untargeted facial recognition scraping—are outright banned under the Act.When will the AI Act be enforcedThe first set of regulations was enforced from 2 February 2025, targeting the most harmful AI practices. By 2 August 2025, obligations for general-purpose AI (GPAI) models will come into effect. For models that were already on the market before this date, providers have until August 2027 to ensure compliance. Meanwhile, rules governing high-risk AI systems—such as those used in employment, education, healthcare, or critical infrastructure—will come into force on 2 August 2026.- Ends
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


India Today
12 minutes ago
- India Today
Devendra Fadnavis orders probe into hotel deal involving Shinde Sena minister's son
Maharashtra Chief Minister Devendra Fadnavis on Monday announced a high-level inquiry to ascertain any irregularities in the tendering process to auction a hotel in Chhatrapati Sena MLA and state minister Sanjay Shirsat had come under fire after the opposition pointed out that his son's company was one of the three Danve, leader of the opposition in the legislative council, raised the issue through a calling attention The VITS Hotel in Chhatrapati Sambhajinagar belonged to Dhanda Corporation, a company listed on the Bombay Stock Exchange. The properties of the Dhanada Corporation, including the VITS Hotel, were seized under the Maharashtra Protection of Interest of Depositors (in Financial Establishments) Act, court ordered the auction of the hotel. Accordingly, the Chhatrapati Sambhajinagar collectorate conducted to the government-registered valuer's report in December 2018, the value of the hotel was Rs 75.92 crore. In 2025, when the property is being auctioned, the value is pegged as per the 2018 valuation. The value of the hotel is Rs 150 crore now as per private valuers, Danve alleged the lack of transparency in the auction process. He said three companies joined the process including M/s Siddhant Material Procurement and Suppliers Company. He said the company belongs to Maharashtra Social Justice Minister Sanjay Shirsat's son alleged that the company's registration form states that it had applied for registration in 2024 but has not yet been alleged cartelisation in the tendering process. M/s Siddhant Material Procurement and Suppliers Company bid for the company at the price of Rs 47 crore. The next two bidders bid with a difference of just Rs 5 lakh each- at Rs 46.95 and Rs 46.90 crore."This is a fraud and the government is being defrauded in a big way. Sidhant Shirsat is the son of Social Justice Minister Sanjay Shirsat. There is no ITR. What action will be taken against the government officer who allowed this irregularity," Danve said Revenue Minister Chandrashekhar Bawankule had stated that the entire process has been scrapped and a new process will be initiated to float fresh tenders."There will be a high-level inquiry to probe if there are any irregularities in this case to ensure transparency," he said the tender and the process have been cancelled. He said tenders were floated six times in the past but no bid was received. In the process, the base price and conditions kept coming said new tender will be on the council, Shirsat stated that the tender had been floated six times in the past but received no bid. He also said the tendering process was being carried out as per the court's flak, Shirsat last month said he was asking his son Siddhant to withdraw from the race to procure a hotel.- EndsTune InMust Watch IN THIS STORY#Maharashtra


Time of India
17 minutes ago
- Time of India
India among Bosch's most dynamic growth markets; focus remains on cost-effective investments: Stefan Hartung
Edited excerpts: Q1. Bosch has announced a €6 billion target for software and AI revenues by early 2030. What are the top AI-powered products or platforms that will help achieve this, and what's the timeline for their mass adoption? A: There are so many different software initiatives we have. In the future, there will be virtually no product that is software-free. Everything will include advanced software. The challenge is that pure software businesses are difficult because many car platforms today can't run these kinds of software—but that's changing. OEMs are now adopting software-defined vehicle strategies. One of our key offerings is a Vehicle Motion Management software package. It integrates damping, braking, steering, and linear acceleration to offer a holistic driving feel. You can adjust the car for sportiness, comfort, or safety—like an anti-seasickness mode for children or a safe mode for younger drivers. These are the kinds of software-driven features we expect to see more of going forward. Q2. Bosch recently announced a €250 million fund for AI and energy startups. Is this about building in-house AI strength or a broader acquisition strategy? A: We love collaborating with startups. Sometimes, we do acquire them—but that's rare. What's more important is working with them and investing in ones we find interesting. They bring a different culture and expertise. In India too, there's a vibrant startup scene and some young people prefer startups over big companies like Google. If we buy these startups, the original people may leave. So, we focus on collaboration, and it's a lot of fun. We have an initiative called Open BOSCH, where we give them business and help with sales, which is a big challenge for startups. Q3. Can you share some examples of startups Bosch is working with? A: I've seen many investments, but I don't want to name a specific one. There are many—also in India. We work with Chinese, Singaporean, American, and European startups. We're currently operating our fifth fund — and it's going well. There is an independent investment team handling this fund that takes its own decisions. Q4. Has Bosch been late to the automotive AI party or are you right on time? A: Actually, we started very early, aiming straight for full autonomous driving. But we realised it's an expensive business—you need fleets and billions in investment. So we reset our focus to assisted driving. At the same time, AI technologies like language models and sensor fusion emerged, giving us powerful new tools. Meanwhile, China adopted Level 2 ADAS at scale, and we stayed active in that market. Now, we're seeing our strategy pay off. In India, full autonomy is challenging due to road conditions, but assisted driving will be helpful. Q5. What made mass adoption of ADAS systems possible in China? A: I would say three factors--Generative AI and fusion tech changed everything and Chinese consumers quickly adapted to smart features and screen-based interfaces. Moreover, China's infrastructure is excellent—making it ideal for automotive innovation. We're now seeing similar trends in India. Tata, Mahindra, and others are introducing smarter vehicles. People are spending more, and this will lead to wider adoption of ESP systems and assisted driving modes. Q6. Given India's cost-sensitive market, how will advanced driving features be adopted by the mass market? A: It has to be mass market—otherwise it won't work. If it remains a luxury, it won't scale. The goal is to provide affordable and valuable features. Yes, you need extra sensors and computing, so there's a cost. But by integrating systems, like using the infotainment processor for ADAS too, we can reduce cost. It's all about balancing functionality and price. Q7. Bosch has strong investments in China. How do you manage geopolitical tensions and regulatory restrictions related to AI and data sharing? A: We operate independently across regions. We support global collaboration, but regulations sometimes don't allow cross-border data use. So, we have separate, capable teams in India, China, Europe, and the US. India has a huge, talented software team, including a dedicated AI unit in Bengaluru. They are among our best. Q8. What percentage of Bosch's global AI work is being driven out of India? A: I can't give a specific percentage, but we have very large teams in India—over 20,000 software professionals. Many global algorithms and platforms are developed by these teams, who are also deeply integrated with Germany and US operations. They're highly skilled in AI development, tooling, and coding automation, and they even work on software beyond automotive—like medical and business applications. Q9. Do you have any new high-tech or AI-focused manufacturing investments plans for India? A: Yes. India is evolving in electric powertrains and software applications. Our Bengaluru campus has shifted from manufacturing to software and system engineering. India is now one of our most dynamic growth markets, and we're pushing investments here, while remaining frugal and focused on volume-driven growth. Q10. Bosch recently had layoffs. Were they related to AI transformation? A: No, the layoffs were more about structural shifts in powertrain manufacturing. The global market is plateauing around 90 million cars per year, and production has shifted from Europe to China. Also, electric powertrains need 10 times fewer hours than diesel engines. Even though software needs more people, AI tools improve efficiency. So, the need for adjustment is ongoing and will continue. Q11. How is Bosch's business outlook for 2025? A: It's a very challenging year. India is doing well. The US began strong but faces uncertainty. Europe is still finding its way. The global car market is stagnating, and consumer and construction sectors are weak. The year is not over, but every sector is facing challenges. Q12. What is your perspective on the rare earths supply issue? A: It must be politically resolved. Rare earths are essential and not replaceable. Everyone needs them. It's a balancing act between regulation and demand, and we hope it gets solved in the coming months.


United News of India
42 minutes ago
- United News of India
Divisional Commissioner to review & settle revenue matters
Shimla, July 7 (UNI) The State government has taken an important decision with the aim of simplifying and expediting the process of settlement of pending revision cases under section 17 of the Himachal Pradesh Land Revenue Act, 1954. Under this, now the powers of the Finance Commissioner (Appeal) have been handed over to the Divisional Commissioners of Shimla, Kangra and Mandi divisions. This provision will be applicable to those cases in which the Divisional Commissioners have not previously exercised the appellate jurisdiction under section 14, the spokesperson said. He recalled that in the year 2002, the power of revision under Section-17 of the Himachal Pradesh Land Revenue (Amendment) Act was limited to the Finance Commissioner (Appeal) only. Earlier these powers were with the Collector and Divisional Commissioners, however, the final orders were passed by the Finance Commissioner (Appeal) only. This system had become a repetitive process which was causing unnecessary delay in disposal of cases. He said that after the amendment of 2002, the number of cases filed before the Finance Commissioner (Appeal) increased considerably. Due to this, people from remote and inaccessible areas had to come to Shimla again and again to plead their cases, causing inconvenience and financial burden to them. The spokesperson said that keeping these matters in mind, it has been decided to give this power to the divisional commissioners so that the process can be simplified and decentralized. With this decision, the general public will be able to get justice at their own divisional level and people's time and money will be saved. He said the move would not only facilitate access to justice but would also reduce the workload on the Finance Commissioner (Appeal) and make the state's revenue system function more effectively and smoothly. UNI ML SS