Vancouver : Emnify, a cloud-native IoT connectivity provider, is introducing a factory-first approach to IoT connectivity that enables devices to connect instantly, reliably and globally the moment they power on. An award-winning leader in eSIM and IoT connectivity, emnify brings this factory-first approach to CES 2026 to address the growing complexity of IoT manufacturing at scale.

“While IoT devices are designed with connectivity in mind, SIM logistics have long remained physical—relying on plastic SIMs, manual handling, and post-production provisioning,” said Martin Giess, co-founder and founding CTO at emnify.

“We built Bootstrap Connectivity with a factory-first mindset, so devices connect reliably from the moment they power on, using one global eSIM SKU, without locking electronics goods manufacturers into a single provider.”

At CES 2026,  emnify will  introduce Instant Connectivity with Bootstrap Connectivity, Factory-first enablement and zero-touch manufacturing and Open, SGP.32-ready eSIM orchestration.

emnify is a cloud-native IoT connectivity innovator enabling electronics goods manufacturers to embed and manage cellular connectivity digitally—from factory to field—using open eSIM orchestration and a factory-first approach.

Built around Bootstrap Connectivity and a single global eSIM SKU, emnify’s approach allows electronics goods manufacturers to ship devices that are already connected from the production line—eliminating manual SIM handling, fragmented SKUs, and common first-boot activation failures. Powered by emnify’s SGP.32-ready eSIM orchestration stack, connectivity becomes part of manufacturing rather than a post-deployment task.

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Vancouver: Arrive AI (NASDAQ:ARAI), an autonomous delivery network company focused on secure, AI-powered delivery solutions for healthcare and enterprise environments, announced today that members of its leadership, product, and engineering teams will attend CES 2026 to engage with industry stakeholders and evaluate emerging trends shaping the next phase of autonomous delivery.

“CES offers a unique opportunity to step back from individual product announcements and assess where the broader autonomous delivery ecosystem truly stands,” said Mark Hamm, COO of Arrive AI.

“Our goal is to engage directly with operators, integrators, and technology leaders to better understand what’s working in real deployments, where gaps remain, and how AI and autonomy can be applied responsibly in environments where reliability and trust are non-negotiable.”

Arrive AI’s delegation will include Chief Operating Officer Mark Hamm, along with product lead managers and engineers, underscoring the company’s focus on real-world execution, system reliability, and applied AI in complex, regulated environments.

Insights gathered at CES will help inform Arrive AI’s ongoing product and platform development, particularly as the company continues building an autonomous delivery network centered on secure delivery points, AI-driven orchestration, and system-level integration.

By bringing product leaders and engineers to the show alongside executive leadership, Arrive AI aims to ensure that strategic decisions remain closely tied to real-world feedback from partners, customers, and industry peers.

Arrive AI’s patented Autonomous Last Mile (ALM) platform enables secure, efficient delivery to and from a smart, AI-powered mailbox, whether by drone, ground robot or human courier. The platform provides real-time tracking, smart logistics alerts and advanced chain of custody controls to support shippers, delivery services and autonomous networks. By combining artificial intelligence with autonomous technology, Arrive AI makes the exchange of goods between people, robots and drones frictionless and convenient. Its system integrates with smart home devices such as doorbells, lighting and security systems to streamline the entire last-mile delivery experience.

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Vancouver: At CES 2026, LG Electronics is reimagining home entertainment with the launch of its LG Sound Suite, an integrated home audio system designed for greater flexibility and ease of use. Anchored by the H7 soundbar—the world’s first to feature Dolby Atmos FlexConnect—the system delivers immersive, room-adaptive Dolby Atmos sound without the need for complex installation or calibration.

“Together with Dolby, we’ve made immersive audio flexible for every home, LG Sound Suite is a testament to our shared focus on audio innovation,” said Lee Jeong-seok, head of the LG Media Entertainment Solution Company’s Audio Business Division. “LG Sound Suite combines Dolby Atmos FlexConnect with its wireless modular design and AI-driven tuning, so consumers can create the system they want and enjoy cinematic sound from any seat.”

LG Sound Suite works seamlessly with LG’s premium TVs, allowing users to pair any of its wireless components – including the M7 and M5 surround speakers and the W7 subwoofer – with or without the H7 soundbar for 27 possible configurations. This flexibility means consumers can create the perfect setup for their space, whether starting small or building a full 13.1.7-channel home theater. When the H7 soundbar serves as the lead device, Dolby Atmos FlexConnect works with any TV via HDMI, giving consumers the freedom to meet their entertainment needs. LG is also bringing Dolby Atmos FlexConnect to its 2026 premium TV lineup and select 2025 models^* through a future software update, unlocking even more ways to enjoy Dolby Atmos.

Audio is reclaiming its place in the living room as streaming has replaced physical media. Leading platforms now deliver movies, shows and sports in Dolby Atmos and other advanced formats, making cinematic sound widely accessible. This shift has revived home theater, with consumers seeking immersive audio to match the stunning TV visuals. LG Sound Suite answers this demand with wireless convenience, simplicity and performance, bringing true surround sound back to the heart of the home. With Bluetooth and Wi-Fi connectivity, LG Sound Suite offers seamless pairing for streaming and device integration, making setup as simple as enjoying the sound.

In this regard, LG adds its own layer of innovation to elevate the experience. Sound Follow leverages ultra-wideband (UWB) technology to adjust the listening sweet spot based on the user’s location. When combined with Dolby Atmos FlexConnect, this ensures personalized immersion – so any seat feels like the best seat. Additionally, Room Calibration Pro analyzes acoustic characteristics and applies AI processing to refine the sound for a balanced, room-filling audio experience.

“Dolby and LG are unlocking a new level of audio flexibility for anyone who wants to enjoy better sound with Dolby Atmos,” said John Couling, Senior Vice President of Entertainment at Dolby Laboratories. “Whether your speakers sit on a shelf or are tucked into a corner, Dolby Atmos FlexConnect fits naturally into any home without the complexity of traditional systems. We’re excited for consumers to experience this new level of audio flexibility and performance.”

LG Sound Suite will be on show during CES 2026 from January 6-9 at LG’s booth.

Every component in the LG Sound Suite features Peerless speaker units, a name synonymous with audio excellence for over a century and renowned for high-performance craftsmanship in premium speaker systems. By pairing the simplicity and flexibility of Dolby Atmos FlexConnect with the high-caliber acoustic performance of Peerless speakers, LG Sound Suite ushers in a new era of immersive Dolby Atmos sound.

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Vancouver : LG Electronics is set to enter the premium large-screen LCD segment with the launch of its first flagship RGB television, the LG Micro RGB evo, at CES 2026. The product, which has already secured a CES 2026 Innovation Award, marks LG’s most significant advance beyond MiniLED technology to date.

At the core of the Micro RGB evo is LG’s proprietary Micro RGB technology, which deploys the smallest individual RGB LEDs used in an LG television so far. What sets the display apart is the application of OLED-grade control over each RGB backlight, effectively extending LG’s 13 years of OLED engineering expertise into the LCD category.

Powering the TV is the newly upgraded α11 AI Processor Gen 3, built on a Dual AI Engine architecture. The processor introduces Dual Super Upscaling, allowing two AI-driven upscaling processes to run simultaneously. The result is sharper visuals, improved depth, and more natural image balance, delivering a highly immersive viewing experience.

The enhanced processing capability enables RGB Primary Color Ultra, a new color reproduction system designed to deliver a complete and accurate color spectrum. According to LG, the Micro RGB evo has been certified by Intertek for 100% color gamut coverage across BT.2020, DCI-P3 and Adobe RGB standards—positioning it at the top end of color performance for LCD televisions. This makes the display suitable for professional-grade applications such as HDR cinema, digital content creation and next-generation display use cases.

Contrast and brightness control are handled by Micro Dimming Ultra, which manages over a thousand dimming zones with high precision. This allows the TV to deliver strong contrast ratios among LCD panels, preserving fine details in both shadow-heavy and high-brightness scenes.

LG is also extending its AI-led approach to user experience. The Micro RGB evo runs on the latest version of the company’s webOS platform, offering personalized features such as Voice ID, AI Picture and Sound Wizard, and a customized “My Page” home screen. Additional tools including AI Concierge, AI Chatbot and AI Search are designed to help users navigate content and discover relevant information more intuitively.

“Delivering uncompromising visual fidelity has always been the ultimate goal in display innovation,” said Park Hyoung-sei, President of LG Media Entertainment Solution Company. “With Micro RGB evo, we are redefining what is possible in the RGB TV category and setting a new benchmark for color accuracy and performance.”

The LG Micro RGB evo (model MRGB95) will be available in 100-inch, 86-inch and 75-inch screen sizes.

LG will showcase the Micro RGB evo and its latest home entertainment technologies at its booth (#15004) at the Las Vegas Convention Center during CES 2026, scheduled from January 6 to January 9.

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Ninety-eight per cent of job postings at Canada’s top universities now require DEI compliance

By Mark Milke

Since the first European university was founded in Bologna, Italy, in 1088, the goal of higher education was supposed to be a search for truth. But too many modern ivory towers in the West, including in Canada in recent decades, have been drawn into trendy anti-reality policies, activism and illiberalism.

A key example is the rise of so-called diversity, equity and inclusion (DEI) policies and bureaucracies at universities. Some institutions now select students and professors based on race, ethnicity or gender on the assumption that doing so will somehow make up for discrimination 100 years ago. Others attribute differing economic outcomes between groups almost entirely to systemic racism, ignoring other contributing factors.

Both assumptions are flawed, but they explain why DEI offices have sprung up like toxic weeds over the last 10 years across Canadian and American campuses.

These policies rest on the mistaken premise that group disparities can only be explained by discrimination. In reality, income and wealth in a liberal democracy such as Canada or the United States result from multiple factors: education levels, family dynamics, geography (people in rural areas, including reserves, earn less than those in major cities), the length of time an immigrant has lived in the country, and a variety of other influences.

When these factors are accounted for, more similarities than differences emerge between groups.

For example, there is an average income gap between Indigenous and non-Indigenous Canadians, but that is partly due to differences in education levels and geography. A greater proportion of Indigenous Canadians live in rural areas or on reserves, where employment opportunities and wages tend to be lower. When these factors are considered, the gap largely disappears. In 2020, Indigenous Canadians with a bachelor’s degree had a median income of $76,000, while non-Indigenous Canadians earned $77,500. Among those with graduate degrees, the trend reversed—Indigenous Canadians earned a median income of $85,000, slightly more than the $83,000 median for non-Indigenous Canadians.

The same holds true for women. The four highest-earning female groups in Canada, based on ancestry, are Korean, Chinese, South Asian and Filipino—reflecting their education levels and hours worked.

Yet despite these economic realities, DEI policies continue to promote a simplistic racism-explains-all ideology. This mindset has now deeply embedded itself in university hiring practices, where race-based selection criteria have become widespread.

A new Aristotle Foundation index analyzed 489 academic job advertisements at Canada’s 10 largest universities, examining their use of DEI criteria in hiring. Of those, 477 postings—98 per cent—used some form of DEI requirement or strategy to fill academic vacancies.

The data was categorized based on how DEI principles were applied, ranging from generic statements to explicit hiring preferences based on race, ethnicity or gender. This analysis allowed for the creation of a University Discrimination Index, offering a clearer picture of how deeply DEI influences hiring decisions.

The findings are striking. Every University of Toronto employment posting and 96 per cent of Dalhousie University’s job listings mentioned or implied that a candidate’s “contribution to DEI” was an asset. McGill University and the University of Saskatchewan required all applicants to complete a DEI survey. Nearly two-thirds of postings at the University of British Columbia and 55 per cent at the University of Manitoba required candidates to submit a DEI statement or essay.

Some might argue that requiring DEI statements does not necessarily mean a university will discriminate in hiring. But that is unlikely, given the vast amount of time, money and advocacy DEI proponents dedicate to promoting race-, ethnic- and gender-based hiring quotas.

Beyond the implicit message of who is likely to be hired, some universities are explicit. The University of New Brunswick barred white males from applying for a research chair position in “quantum sensors for space” in its physics department. At UBC, nearly one in five academic job postings explicitly restricted applications to individuals from a particular race, ethnicity or other immutable trait.

Even without addressing the lack of viewpoint diversity at Canada’s universities, the core problem with diversity, equity and inclusion policies is not the desire for a diverse workforce—diversity is beneficial because talent exists in all groups.

The problem with racial, ethnic and gender hiring quotas is threefold. First, they treat individuals based on group identity rather than individual merit. Second, they assume that identity largely explains success or failure. And third, they undermine merit as a hiring principle.

The result is an anti-individual, anti-meritocratic and illiberal hiring approach at many of Canada’s largest universities.

–

Mark Milke is the president of the Aristotle Foundation for Public Policy, which recently released DEI and academic hiring in public universities: An index of university discrimination in Canada.

© Troy Media

The views, opinions and positions expressed by all Troy Media columnists and contributors are the author’s alone. They do not inherently or expressly reflect the views, opinions and/or positions of Troy Media, TV Punjab and Ubiq Broadcasting Corp.

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Ontario is in a debt crisis. Voters must demand fiscal responsibility.

By Jay Goldberg

One billion dollars a month.

That’s how much Ontario taxpayers are spending on interest payments alone.

That money isn’t going to health care, roads or schools. It’s covering debt obligations, a growing cost that Ontarians cannot afford to overlook as they head to the polls.

With a provincial election set for Feb. 27, voters will soon decide who will lead the province and, more importantly, who will manage its finances.

Ontario already has the most indebted subnational government in the world. In the past two decades, it has balanced the budget just twice. During that time, borrowing costs have risen, and the province has taken on more debt. That debt now requires billions in annual interest payments—money that could otherwise fund public services.

Every dollar spent servicing debt is a dollar that isn’t going toward frontline services. The more the province borrows, the greater the long-term strain on essential programs such as health care and infrastructure. The challenge for the next government will be balancing priorities while ensuring Ontario’s finances don’t spiral further out of control.

Successive governments of all political stripes have struggled to rein in spending. As borrowing costs climbed, so did Ontario’s reliance on debt to finance operations. The result is billions in interest payments each year—funds that could otherwise support essential services or tax relief.

Yet election campaigns tend to focus on promises rather than fiscal realities. Over the next few weeks, party leaders will unveil spending plans to win over voters. What’s often missing in these discussions is a clear strategy for funding new commitments without deepening the deficit.

If Ontario is to get its finances under control, two key steps are needed.

First, Ontario’s next government should commit to balancing the budget this spring.

In the fall economic update, the provincial government projected a $1.5-billion deficit for 2025-26, with a return to balance the following year. That deficit could easily be wiped out so long as the government doesn’t dip into its $1.5-billion contingency fund. The fiscal path to balance is there—it just requires discipline.

Ontario has done this before. In the mid-1990s, facing a severe fiscal crisis, the province made tough decisions to rein in spending and restore financial stability. More recently, in the late 2010s, the government brought the province close to balance before the COVID-19 pandemic derailed fiscal plans. While the pandemic necessitated emergency spending, Ontario now needs to return to sustainable budgeting.

Second, every dollar of new spending should be offset with a corresponding reduction elsewhere in the budget.

Ontario’s debt now exceeds $400 billion, far more than Quebec’s, which has a lower debt-to-GDP ratio despite historically running deficits. Even California, a state with a much larger economy, has managed to control its debt burden better than Ontario has over the past decade. If these jurisdictions can take meaningful steps to manage their finances, Ontario should be able to do the same.

Politicians often argue that deficits are necessary to fund critical public services. While that may be true in times of crisis, running long-term deficits without a plan to return to balance puts the province in a precarious position. Interest rates fluctuate, and if borrowing costs rise, Ontario’s ability to fund essential services could be compromised. Responsible budgeting isn’t about austerity. It’s about ensuring future governments can still afford to invest in what matters most.

Households manage their budgets by cutting back in one area to make room for new expenses. The provincial government should do the same. If a political party wants to introduce a new spending program, it should identify where the money will come from—whether through savings, efficiencies or reallocation of existing funds.

This election will decide Ontario’s financial future. Without responsible policies, debt will keep rising—leaving the next generation to pay the price.

Political leaders will be tempted to make ambitious promises in the coming weeks. But beyond the headlines, Ontarians must ask a critical question: How will it be paid for?

Jay Goldberg is the former Ontario Director of the Canadian Taxpayers Federation. Jay is a seasoned public policy professional with a strong academic background and commitment to fostering meaningful governance and public affairs dialogue. With extensive experience in academia and public policy, Goldberg has established himself as a thought leader.

© Troy Media

The views, opinions and positions expressed by all Troy Media columnists and contributors are the author’s alone. They do not inherently or expressly reflect the views, opinions and/or positions of Troy Media, TV Punjab or Ubiq Broadcasting Corp.

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Many job seekers think cover letters are outdated, but recruiters disagree

By Nick Kossovan

Nowadays, landing a job requires doing what others don’t. That’s why the ongoing debate about whether to include a cover letter with an application is perplexing.

As a job seeker, you should want to do everything possible to differentiate yourself from the competition. The common argument against writing a cover letter is that recruiters and hiring managers won’t read it, leading many job seekers to believe it’s not worth the effort.

Nobody knows exactly what percentage of recruiters and hiring managers read cover letters or how much they influence hiring decisions. Most insights on this topic are anecdotal or based on limited survey data.

Some job seekers look for the easiest route—putting in minimal effort. But nothing worth having comes easy. Given today’s competitive job market, it’s essential to increase your chances wherever possible. A cover letter provides a competitive advantage by making it easier for hiring managers to connect your qualifications and experience to the role.

Not including a cover letter is a missed opportunity to:

1. Pitch why you’re the right candidate for the job.
2. Show that you’ve taken the time to understand the role and its requirements. Many job seekers apply indiscriminately, so those who demonstrate they’ve read and understood the posting stand out.
3. Provide additional evidence to support your candidacy.
4. Demonstrate your writing skills.

This isn’t a debate. The level of effort you put in reflects how much you want the job. Sending a cover letter—or a thank-you email (another topic for another day)—demonstrates your seriousness and strengthens your application. No hiring manager rejects a qualified candidate for including a cover letter. However, some hiring managers consider omitting one unprofessional.

Not including a cover letter is lazy. And hiring managers don’t hire lazy.

Recruiters and employers favour applicants with cover letters, if only because it shows passion and investment in the role.

A common question is whether to include your cover letter as an attachment or in the body of an email. I recommend the latter, as it makes an immediate impression when the email is opened. Keep it short (75 to 150 words) and concise. This highlights two essential career skills: written communication and the ability to articulate the tangible value you bring to a company.

Your cover letter has one job: get the recipient to read your resume. With attention spans shrinking, getting to the point is critical. Writing with brevity will serve you well throughout your career. Keep it short and simple.

[Date]
[Recipient’s first name],

I’m writing to apply for the IT Project Manager position advertised on LinkedIn. Having led Global X’s development team (12 IT professionals) for seven years, overseeing key projects from conception to delivery, I am an ideal candidate for this role.

Some of my career highlights:

• Directed a $5.8-million digital transformation project for an air transport company, reducing lost/damaged cargo incidents from five percent to 0.8 per cent.
• Reduced costs for a clothing manufacturer by $2 million by conducting a gap analysis of its supply chain process.
• Implemented a cloud migration strategy for over 200 legacy applications, achieving zero downtime and cutting operational costs by 35 percent.

Call me at (XXX) XXX-XXX to schedule a mutually convenient time to discuss how I can contribute to [Company].

Sincerely,
Name
Attached: Resume

That’s it. No long-winded claims about being a “team player,” “detail-oriented,” or a “fast learner.” Employers hire based on results, not self-assessments. The key is to provide three achievements not found in your resume or LinkedIn profile.

Ask yourself: What results did I achieve in past jobs, projects, or tasks?

If writing a concise cover letter that could improve your chances of landing an interview seems like too much effort, you might need to question how badly you want the job.

Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers advice on searching for a job.

© Troy Media

The views, opinions and positions expressed by all Troy Media columnists and contributors are the author’s alone. They do not inherently or expressly reflect the views, opinions and/or positions of Troy Media, TV Punjab and Ubiq Broadcasting Corp.

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