WeTransfer backlash highlights need for smarter AI practices
But the Netherlands-based company insisted on Tuesday that this is not the case, saying in a statement that it 'does not sell user content to third parties,' and nor does it 'use AI in connection with customer content.'
Recommended Videos
The updated terms of service that prompted the criticism was sent to its customers earlier this month and marked as going into effect on August 8, 2025. The text stated that WeTransfer could use content shared on its service for purposes 'including to improve performance of machine learning models that enhance our content moderation process.'
The new wording was widely interpreted as granting WeTransfer the right to use customer-uploaded files to train AI models. Many users reacting strongly, accusing WeTransfer of giving itself the right to share or sell customer content to AI companies hungry for fresh data to train their AI technologies.
On Tuesday, WeTransfer tried to reassure its users by saying in a statement that 'your content is always your content,' and that 'we don't use machine learning or any form of AI to process content shared via WeTransfer.'
It continued: 'The passage that caught most people's eye was initially updated to include the possibility of using AI to improve content moderation and further enhance our measures to prevent the distribution of illegal or harmful content on the WeTransfer platform. Such a feature hasn't been built or used in practice, but it was under consideration for the future.'
It said that it had removed the mention of machine learning from its terms, 'as it's not something WeTransfer uses in connection with customer content and may have caused some apprehension.'
The revised section now states: 'You hereby grant us a royalty-free license to use your Content for the purposes of operating, developing, and improving the Service, all in accordance with our Privacy & Cookie Policy.'
The controversial episode highlights the growing sensitivity among people toward having their content used for AI model training. Artists, musicians, and writers, for example, have been protesting strongly against AI companies using their work to train AI models without asking for permission or offering compensation.
The troubling episode is also a lesson for other online companies to be clearer about how they're handling user data, as misunderstandings over AI can, as we've seen, quickly escalate into a major backlash.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
26 minutes ago
- Yahoo
ORVANA REPORTS Q3 FY2025 PRODUCTION AND EXPLORATION RESULTS FROM OROVALLE, SPAIN
TSX: ORV TORONTO, July 16, 2025 /CNW/ - Orvana Minerals Corp. (TSX: ORV) (the "Company" or "Orvana") is pleased to report production and exploration updates for the third quarter of fiscal year 2025 ("Q3 FY2025) ending June 30, 2025 from Orovalle (Spain). Juan Gavidia, CEO of Orvana, commented, "We are pleased with the increased gold production levels during the third quarter. In addition, and in line with our plan, we have initiated preparatory and development activities at the Carlés mine, where skarn extraction is scheduled to begin in August. This will mark the start of a planned production ramp-up, with increasing tonnage from Carlés expected over the coming months". "Encouraging results have been obtained from the greenfield drilling program at Ortosa-Godán. Work continues with the aim of confirming a potential connection between the Godán mineralization and our Carlés deposit", he added. Orovalle – Q3 FY2025 Production Results The mill processed approximately 116,626 tonnes, 5% higher than the prior quarter. 8,536 gold ounces produced in Q3 FY2025, 26% higher than the previous quarter. Current production estimates are tracking moderately below the lower end of the guidance range of 37,000 to 41,000 ounces. The final production level will depend on the ramp-up pace of production at Carlés starting in August. Updated estimates will be released with the third quarter financials, expected mid-August 2025. 0.9 million copper pounds produced in Q3 FY2025, in line with the previous quarter. As of the end of the third quarter, copper production has already exceeded the higher end of the 2025 production guidance of 2,400 to 2,700 K lbs.Q3 FY2025 Q2 FY2025 Q3 FY2024 YTD Q3 FY2025 FY 2025 Guidance Ore milled (tonnes)116,626 111,272 150,843 346,547Gold equivalent (oz)(1)10,008 8,416 13,078 28,118Gold Grade (g/t)2.43 2.06 2.37 2.22 Recovery (%)93.6 92.0 94.1 92.8 Production (oz)8,536 6,792 10,832 22,960 37,000 - 41,000 Copper Grade (%)0.42 0.43 0.39 0.44 Recovery (%)82.0 84.0 76.3 83.9 Production (K lbs)886 885 986 2,839 2,400 - 2,700 Silver Grade (g/t)9.86 9.81 8.30 10.16 Recovery (%)80.4 80.1 76.7 80.5 Production (oz)29,752 28,129 30,872 91,187(1) Gold Equivalent Ounces ("GEO") is a Non-GAAP Financial Performance Measure. For further information and detailed reconciliations, please see the "Non-GAAP Financial Performance Measures" section of the Company's latest MD&A. GEO were calculated using the following average market prices: Q3 FY2025: $3,279.16/oz Au, $33.64/oz Ag, $4.32/lb CuQ2 FY2025: $2,862.56/oz Au, $31.91/oz Ag, $4.24/lb CuQ3 FY2024: $2,337.99/oz Au, $28.86/oz Ag, $4.42/lb Cu Orovalle – Q3 FY2025 Drilling Update Drilled Meters Infill Brownfield Greenfield TOTAL El Valle Boinás Boinás East (BE) 1,561 - - 1,561 Boinás South (SB) 1,192 - - 1,192 Area 208 (A2) 103 123 - 226 Ortosa-Godán - - 575 575 TOTAL 2,856 123 575 3,554 El Valle Boinás The Q3 FY2025 drilling program focused on skarn areas, aiming to convert inferred resources into measured and indicated resources. In Boinás East, 1,561 meters of drilling defined narrow skarn mineralization in the western part of the orebody, between levels 100 and 200, which will be incorporated into the mine plan. In Boinás South, 1,192 meters were drilled to complete mineral definition around stope designs and confirm orebody geometry. A minor drilling program was also carried out in Area 208 and will continue during the fourth quarter. The drilling program in the fourth quarter of fiscal 2025 is focused on defining new resources in oxides areas and converting inferred resources in the same areas (mainly Area 208 and E2). Ortosa-Godán The Ortosa-Godan Project is located three kilometers northwest of our Carlés mine, within the same gold belt. The exploration program is currently focused on the Godán area, where FY2024 drilling proved mineralization at the contact between the intrusive and sedimentary rocks, with calcic skarn bands dipping 60-70° ESE over 200 meters of strike potential. The FY2025 drilling program is currently underway, aiming to extend the definition of skarn mineralization at depth. Based on the interpreted dip of the formation, there is potential for the Godán mineralization to connect with the Carlés skarn system, and ongoing exploration is focused on testing this possibility. Drill Hole Comments 24GOD07 Drill hole targeted skarn mineralization at the intrusive–limestone contact. While the intrusive was intersected, no skarn was encountered. 25GOD08 Continuing with the objective of drill hole 24GOD07, this hole targeted skarn mineralization 200 meters deeper. A 10.8 m interval of calcic skarn was intersected, proving the skarn continuity down to level -400. No gold grades were detected. 25GO09 A fault was intersected at 375 m depth, preventing further drilling. 25GOD09R The target of this drill hole is to evaluate the potential extension of the skarn 150 meters to the north. Drilling reached 575 meters by the end of June and is expected to be completed by the end of July. Quality Control Greenfield drill hole samples were sent to an external laboratory (ALS Laboratory) for analyses. Infill and brownfield drill holes samples were analyzed in Orovalle's Laboratory. Sample preparation was carried out at the El Valle facility. All diamond core samples have been prepared using the following procedure, once split: The core samples are dried at a temperature of 105°C and then crushed through a jaw crusher to 70%<6 mm. The coarse-crushed sample is further reduced to 70%<425 microns using an LM5 bowl-and-puck pulverizer. An Essa rotary splitter is used to take a 450 g to 550 g sub-sample of each split for pulverizing. The remaining reject portion is bagged and stored. The sample is reduced by 85% to a nominal -200 mesh using an LM2 bowl-and-puck pulverizer. 150 g sub-samples are split using a special vertical-sided scoop to cut channels through the sample which has been spread into a pancake on a sampling mat. Samples are then sent to the laboratory for gold and base metal analysis. Leftover pulp is bagged and stored. After sample preparation, 30g samples are analyzed for Au by fire assay with an atomic absorption spectroscopy (AAS) finish and one-gram samples for Ag, As, Bi, Cu, Hg, Pb, Sb, Se, and Zn by ICP-optical emission spectroscopy (ICP-OES) after an aqua regia digestion. For A208 core samples is used a 1000 g sub-sample of each split and 250 g sub-samples are split. 50 g samples are twice analyzed. In case of the twice analysis don´t match, a metalling screening method is used to confirm the grade. In case of the samples sent to an external laboratory, 30 g samples are analyzed for Au by fire assay with an atomic absorption (Au AA-25) and 35 elements by ICP (ME-ICP41) after an aqua regia digestion. When Au and Ag values are >100 ppm and Cu and As values are >10,000 ppm, specific analysis methods are used to determinate the final grade. The reported work has been completed using industry standard procedures, including a quality assurance/quality control ("QA/QC") program consisting of the insertion of certified reference material, blanks and duplicates samples into the sample stream. The exploration update was prepared under the supervision of Guadalupe Collar Menéndez, a qualified person for the purposes of NI 43-101 and an employee of Orovalle Minerals S.L., a subsidiary of Orvana. Consolidated Operational and Financial Performance: Project updates for Bolivia and Argentina, and Q3 FY2025 consolidated operational and financial highlights will be released with the third quarter financials, expected mid-Aug, 2025. ABOUT ORVANA – Orvana is a multi-mine gold-copper-silver company. Orvana's assets consist of the producing El Valle and Carlés gold-copper-silver mines in northern Spain, the Don Mario gold-silver property in Bolivia, and the Taguas property located in Argentina. Additional information is available at Orvana's website ( Cautionary Statements – Forward-Looking Information Certain statements in this news release constitute forward-looking statements or forward-looking information within the meaning of applicable securities laws ("forward-looking statements"). Any statements that express or involve discussions with respect to predictions, expectations, beliefs, plans, projections, objectives, assumptions, potentials, future events or performance (often, but not always, using words or phrases such as "believes", "expects", "plans", "estimates" or "intends" or stating that certain actions, events or results "may", "could", "would", "might", "will", "are projected to" or "confident of" be taken or achieved) are not statements of historical fact, but are forward-looking statements. The forward-looking statements herein relate to, among other things, Orvana's ability to achieve improvement in free cash flow; the ability to maintain expected mining rates and expected throughput rates at El Valle Plant; the potential to extend the mine life of El Valle and Don Mario beyond their current life-of-mine estimates including specifically, but not limited to, Orvana's ability to optimize its assets to deliver shareholder value; estimates of future production (including without limitation, production guidance), operating costs and capital expenditures; mineral resource and reserve estimates; statements and information regarding future feasibility studies and their results; future transactions; future metal prices; the ability to achieve additional growth and geographic diversification; and future financial performance, including the ability to increase cash flow and profits; future financing requirements; mine development plans; the possibility of the conversion of inferred mineral resources to mineral reserves. Forward-looking statements are necessarily based upon a number of estimates and assumptions that, while considered reasonable by the Company as of the date of such statements, are inherently subject to significant business, economic and competitive uncertainties and contingencies, which includes, without limitation, as particularly set out in the notes accompanying the Company's most recently filed financial statements. The estimates and assumptions of the Company contained or incorporated by reference in this news release, which may prove to be incorrect, include, but are not limited to the various assumptions set forth herein and in Orvana's most recently filed Management's Discussion & Analysis and Annual Information Form in respect of the Company's most recently completed fiscal year (the "Company Disclosures") or as otherwise expressly incorporated herein by reference as well as: there being no significant disruptions affecting operations, whether due to labour disruptions, supply disruptions, power disruptions, damage to equipment or otherwise; permitting, development, operations, expansion and acquisitions at El Valle, Don Mario and Taguas being consistent with the Company's current expectations; political developments in any jurisdiction in which the Company operates being consistent with its current expectations; certain price assumptions for gold, copper and silver; prices for key supplies being approximately consistent with current levels; production and cost of sales forecasts meeting expectations; the accuracy of the Company's current mineral reserve and mineral resource estimates; labour and materials costs increasing on a basis consistent with Orvana's current expectations; and the availability of necessary funds to execute the Company's plan. Without limiting the generality of the foregoing, this news release also contains certain "forward-looking statements" within the meaning of applicable securities legislation, including, without limitation, references to the results of the Company's exploration activities, including but not limited to, drilling results and analyses, mineral resource estimation, conceptual mine plan and operations, internal rate of return, sensitivities, taxes, net present value, potential recoveries, design parameters, operating costs, capital costs, production data and economic potential; the timing and costs for production decisions; permitting timelines and requirements; exploration and planned exploration programs; and the Company's general objectives and strategies. A variety of inherent risks, uncertainties and factors, many of which are beyond the Company's control, affect the operations, performance and results of the Company and its business, and could cause actual events or results to differ materially from estimated or anticipated events or results expressed or implied by forward looking statements. Some of these risks, uncertainties and factors include: the potential impact of global health and global economic conditions on the Company's business and operations, including: our ability to continue operations; and our ability to manage challenges presented by such conditions; the general economic, political and social impacts of the continuing conflict between Russia and Ukraine, our ability to support the sustainability of our business including through the development of crisis management plans, increasing stock levels for key supplies, monitoring of guidance from the medical community, and engagement with local communities and authorities; fluctuations in the price of gold, silver and copper; the need to recalculate estimates of resources based on actual production experience; the failure to achieve production estimates; variations in the grade of ore mined; variations in the cost of operations; the availability of qualified personnel; the Company's ability to obtain and maintain all necessary regulatory approvals and licenses; Orovalle's ability to complete the permitting process of the El Valle Tailings Storage Facility increasing the storage capacity; Orovalle's ability to complete the stabilization project of the legacy open pit wall; the Company's ability to use cyanide in its mining operations; risks generally associated with mineral exploration and development, including the Company's ability to continue to operate the El Valle and/or ability to resume operations at the Carlés Mine; the Company's ability to successfully implement an acid leaching circuit and ancillary facilities to process the current oxides stockpiles at Don Mario; the Company's ability to successfully carry out development plans at Taguas; sufficient funding to carry out exploration and development plans at Taguas and to process the oxides stockpiles at Don Mario; EMIPA's ability to finalize the OSP financial model and subsequently complete the required funding for the OSP; the Company's ability to acquire and develop mineral properties and to successfully integrate such acquisitions; the Company's ability to execute on its strategy; the Company's ability to obtain financing when required on terms that are acceptable to the Company; challenges to the Company's interests in its property and mineral rights; current, pending and proposed legislative or regulatory developments or changes in political, social or economic conditions in the countries in which the Company operates; general economic conditions worldwide; the challenges presented by global health conditions; fluctuating operational costs such as, but not limited to, power supply costs; current and future environmental matters; and the risks identified in the Company's disclosures. This list is not exhaustive of the factors that may affect any of the Company's forward-looking statements and reference should also be made to the Company's Disclosures for a description of additional risk factors. Any forward-looking statements made herein with respect to the anticipated development and exploration of the Company's mineral projects are intended to provide an overview of management's expectations with respect to certain future activities of the Company and may not be appropriate for other purposes. Forward-looking statements are based on management's current plans, estimates, projections, beliefs and opinions and, except as required by law, the Company does not undertake any obligation to update forward-looking statements should assumptions related to these plans, estimates, projections, beliefs and opinions change. Readers are cautioned not to put undue reliance on forward-looking statements. The forward-looking statements made in this information are intended to provide an overview of management's expectations with respect to certain future operating activities of the Company and may not be appropriate for other purposes. View original content to download multimedia: SOURCE Orvana Minerals Corp. View original content to download multimedia: Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Business Wire
28 minutes ago
- Business Wire
Muller & Phipps ME Group Strengthens Global Footprint with Strategic Launch of MnP Technologies
DALLAS--(BUSINESS WIRE)--Muller & Phipps ME Group (M&P), a global leader in technology-driven supply chain solutions, today announced the launch of MnP Technologies, its new U.S. operation headquartered in Dallas. This strategic move marks the company's vision to deliver end-to-end logistics and technology services across all major global markets. M&P expands its existing network into the Americas with MnP Technologies, offering AI-driven products and supply chain services on a global scale. With decades of logistics expertise, MnP Technologies is set to provide a comprehensive suite of solutions, including technology-enabled mission-critical logistics, spare parts management, reverse logistics, repair services and lifecycle management. The company is uniquely positioned to serve a diverse range of industries, with a focus on Hi-Tech, MedTech, Industrial Security, Energy, Life Science, and Sustainability sectors. Each solution is tailored to address the complex technology and supply chain challenges faced by today's businesses. 'This launch represents an important element of our global strategy,' said Trevor Price, Group CEO of Muller & Phipps ME Group. 'MnP Technologies allows us to provide seamless, integrated supply chain solutions worldwide connecting our established EMEA and APAC operations with a strong presence in the Americas. From Tokyo to São Paulo and Sydney to Dallas, MnP merges the reliability of traditional supply chains with the power of Vision AI and AIoT-enabled inventory tracking—delivering digital solutions for the future, worldwide' MnP Technologies is leveraging Muller & Phipps' global infrastructure to deliver rapid, reliable service throughout North and South America, ensuring clients benefit from the group's extensive international network and expertise. About Muller & Phipps ME Group With roots dating back nearly 200 years, Muller & Phipps ME Group is a global leader in technology-enabled supply chain solutions. The company specializes in developing innovative logistics platforms that help clients navigate complex operational challenges across multiple industries.
Fast Company
28 minutes ago
- Fast Company
The AI-native nonprofit era is coming
'I can't believe it only took a week.' That's what a nonprofit leader will say in 2030 after launching an AI -powered platform that reaches millions of people. Not through a huge team or a multi-million dollar grant, but with a handful of staff and volunteers, and the right AI strategy. This isn't the melody of the future; it's already happening. Organizations that start preparing now will hold a massive advantage, because tomorrow's AI-native nonprofits won't just operate faster. They'll solve problems at a scale we've never seen before. The gap between AI-curious and AI-transformed Walk into most nonprofit Zoom calls today and you'll find teams experimenting with ChatGPT for grant writing, and maybe a Zapier automation connecting their CRM to their email platform. A recent survey showed that nonprofits may be incorporating AI more quickly than private companies, as 58% of nonprofits are using it for communications (versus 47% for B2C companies). Also, 68% of nonprofits are leveraging AI for data analysis, higher than the 64% of B2C brands doing so. But there's a canyon-sized gap between using AI tools and actually transforming how an organization works. Real transformation looks different. Take Operation Fistula, which uses predictive analytics to identify women most at risk of obstetric fistula in underserved regions. Its AI model helped target interventions five times more efficiently than traditional outreach methods. Or consider Amnesty International's use of machine learning for satellite image analysis in Darfur —tasks that previously took weeks now take hours. Yet for every success story, there are challenges that organizations must navigate carefully. Privacy concerns around beneficiary data, the digital divide that can exclude vulnerable populations, and the risk of algorithmic bias require responsible and ethical implementation strategies. 3 capabilities will define the future nonprofit workforce Imagine it's 2030, and you're stepping into a social impact organization that has fully embraced AI. Not just as a set of tools, but as a new way of working, and built from the ground up with AI at its core. The most effective nonprofit teams won't be split into tech versus nontech silos. Instead, they'll be organized around fluid, AI-enabled capabilities: Nontech specialists use general-purpose AI tools to enhance their core work-program officers who leverage AI for research synthesis, fundraisers who use it for donor analysis, and communications teams that employ it for multilingual content creation. Soft-tech builders understand workflows deeply enough to create lightweight automations within their domains. Think of a disaster response coordinator who builds an AI agent to monitor social media for crisis signals, or a volunteer coordinator who creates automated matching systems for skills-based volunteering. Tech orchestrators maintain the AI infrastructure, curate tool stacks, and develop the custom solutions that connect digital capabilities to real-world impact. These aren't job titles—they're capabilities that successful organizations distribute across teams, empowering programs, fundraising, and operations alike. 5 archetypes emerging in the nonprofit landscape Looking across the sector and at more than 2,000 nonprofits registered at Tech To The Rescue (which includes over 100 AI projects), organizations are clustering into five distinct approaches to AI adoption: Pioneers are building AI-native impact organizations from the ground up. Tarjimly exemplifies this approach. Their machine learning platform scaled refugee translation services from hundreds to tens of thousands of conversations per month, serving 10 times more people with the same operational resources. Scalers are established organizations undergoing coordinated AI transformation, with dedicated roles for AI integration and systematic process redesign. Explorers are experimenting with custom tools—AI-powered demand forecasting, automated volunteer scheduling, predictive analytics for program targeting—but without strategic integration across departments. Starters represent the majority of the sector: organizations just beginning to use general-purpose AI tools but lacking internal structure or capacity for deeper transformation. Community-based organizations remain focused on direct human relationships, slower to adopt AI, but still benefitting through partnerships with tech-enabled organizations. Each archetype faces the same fundamental question: What processes to automate, and where to stay deeply human? The road to AI-native nonprofits The first wave of transformation is here—nonprofits that recognized early how AI could fundamentally change their ability to serve vulnerable populations and unlock institutional knowledge at scale. Jacaranda Health demonstrates this approach: their AI-powered PROMPTS platform handles over 7,000 daily SMS messages from mothers across Sub-Saharan Africa, providing personalized maternal health guidance at just $0.74 per mother while identifying high-risk situations and triaging them to human agents within minutes. Ashoka transformed decades of institutional knowledge through AI. With nearly 20,000 pages of data from 4,000 social entrepreneur selection processes, they developed an AI tool that enables any staff member in 30 countries to explore their vast repository of social innovation insights through simple searches, rather than complex syntactic queries. Imagine the potential of organizations designed from the ground up for an AI reality—where personalization, prediction, and automation aren't added later, but form the DNA of every solution from day one. The implementation reality This transformation does not happen without aligned incentives and a serious acknowledgment of challenges and risks. Smart funders are shifting their approach, recognizing that organizations equipped to leverage AI effectively will create exponential impact per dollar invested. This means funding not just outcomes, but organizational capacity to transform: process standardization, team upskilling, and experimentation cyclesto ensure cross-disciplinary teams navigate the evolving AI governance landscape, manage cybersecurity risks, and ensure algorithmic fairness while maintaining community trust and data protection standards. For nonprofit leaders, the message is clear: Waiting for 'safe' templates is a luxury you can't afford. Early movers aren't just gaining operational advantages—they're setting the standards for what ambitious, AI-enabled impact looks like in their sectors. The future isn't about AI replacing nonprofits; it's about nonprofits reinventing themselves to operate at the scale our most pressing problems require. Climate change, inequality, and global health challenges need solutions that can reach millions, not thousands. The organizations that start building AI-native capabilities now will be the ones solving problems we can barely imagine today. If you're a funder or high-net-worth individual looking for leverage—this is it. AI-native nonprofits don't just need money; they need smart capital that accelerates experimentation, funds infrastructure, and backs the teams already proving what's possible. The next big leap in social impact will most probably come from funding the impact builders.
