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By Nitya Chakraborty The meeting on Friday November 21 between the U.S. President Donald Trump and the New York Mayoral-elect Zohran Mamdani produced a win-win situation for both leaders. The maverick Republican President who earlier called Mamdani a lunatic communist and the 34 year old firebrand democratic socialist who calls even now Trump a fascist, […]

The article Trump-Mamdani Meet: It Was A Win-Win Situation For Both Leaders appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

US-based artificial intelligence firm Luma AI has secured a $900 million Series C funding round led by Saudi-backed HUMAIN, the AI venture owned by the kingdom’s sovereign wealth fund, the Public Investment Fund. Participation also came from AMD Ventures and existing investors including Andreessen Horowitz, Amplify Partners and Matrix Partners. The funding is part of a broader strategy to advance multimodal artificial general intelligence capable of generating, interpreting and interacting with the physical world.

Luma AI’s valuation following the round is estimated at over $4 billion, underscoring the intense competition among frontier AI firms. The company specialises in “world models” that integrate video, audio, image and language to drive applications in robotics, simulation, advertising, gaming and personalised education. CEO Amit Jain described the aim as training systems on “a quadrillion tokens” of multimedia data to move beyond current large-language-model architectures.

HUMAIN, having positioned itself as a global full-stack AI player, will use the funding partnership to anchor its compute infrastructure ambitions. The joint roadmap includes the rollout of what HUMAIN terms “Project Halo” — a super-cluster targeting up to 2 gigawatts of AI compute capacity in the kingdom. Luma AI will become a key customer of this infrastructure.

The funding and infrastructure build-out reflect a strategic shift in Saudi Arabia’s economic diversification efforts. Under the leadership of Mohammed bin Salman, the PIF is deepening commitments to AI and high-performance computing as pillars of its wider Vision 2030 agenda. Luma AI’s partnership becomes a vehicle for exportable AI capabilities and for strengthening the kingdom’s position in the global tech ecosystem.

From Luma AI’s perspective, the capital infusion and access to sovereign-scale compute represent a strategic lever to accelerate development of next-generation models. In entertainment and creative industries the company already claims traction: its Ray3 reasoning video model has been embedded within major platforms. The new funding will allow expansion into simulation, robotics and immersive media. Jain asserted that only by integrating systems and infrastructure at scale can models “understand and simulate the universe”.

For HUMAIN the deal accomplishes several objectives: securing a marquee US AI partner, anchoring compute commitments, and beginning commercial deployments of its planned AI infrastructure. The first phase of the accompanying joint venture with Cisco Systems and AMD will deliver a 100-megawatt data-centre cluster in Saudi Arabia, fully subscribed by Luma AI, with construction scheduled to begin in 2026 and renewable energy powering the facility.

The global implications are significant. With Asia, Europe, India, the Middle East and Africa identified as target markets-worth an estimated 4.5 billion people-the infrastructure build-out promises to reshape the geography of AI training and inference. HUMAIN’s model seeks to challenge the dominance of US- and China-based AI supply chains.

Challenges remain. Developing multimodal AGI is widely acknowledged as highly complex, with technical risks, high compute costs and uncertain commercial timelines. Critics highlight concerns about geopolitical dependencies in AI infrastructure and the ethical implications of deploying models trained on vast multimedia datasets. The Saudi-US dimension adds further scrutiny given strategic sensitivities around data, export controls and digital sovereignty.

By Dr. Gyan Pathak By the Day 9 November 18, the COP30at Belem (Amazonia) under the Brazilian Presidency recorded several achievements, but the two key issues still remain sticking points – financing the climate action, and clear roadmap for phasing out of fossil fuels. We have now three days to go until the last day […]

The article COP30 So Far Have Some Achievements, But Finance Remains A Sticking Point appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

India’s workforce is entering a critical phase as artificial intelligence reshapes job markets and industry demands, with upskilling emerging as a non-negotiable necessity for both individuals and organisations. According to a recent assessment of the Asia-Pacific region, India needs to scale up its skilling efforts rapidly to avoid falling behind in the global AI marathon. A report by Asian Development Bank and Google. org warns that without accessible AI-skilling initiatives, large segments of the workforce risk being left out of the transition.

The country already boasts one of the youngest and fastest-growing workforces in the world, offering a potential advantage in the AI era. Yet the report highlights a mismatch: numerous workers in labour-intensive sectors such as textiles, manufacturing and logistics perform roles with high automation risk — for example data-entry, scheduling and support functions — and these roles are disproportionately held by women and informal workers. With AI-driven automation advancing quickly, these groups could be among the hardest hit unless targeted training interventions are introduced.

Data published by NASSCOM indicates that India’s existing AI talent pool, estimated at around 600,000 today, must expand to more than 1.2 million by 2027 to fill expected demand—implying a shortfall of more than a million skilled professionals. This gap emerges despite the country producing hundreds of thousands of engineering graduates each year. Industry trackers indicate that more than half the workforce in technology services is already undergoing training in AI, machine learning and related domains, yet skills still lag employer expectations.

Business research from Microsoft found that across Indian organisations two-thirds of employees and four-fifths of leaders are now familiar with AI agents. Within the next 12-18 months more than half of these companies will place upskilling at the top of their agenda, and more than half expect AI training to become a core team responsibility within five years. These trends confirm that industry demand is ahead of the skill supply curve.

Beyond technical expertise, new job roles are emerging. Organisations are recruiting for “AI Workflow Designers”, “Software Operators” and multi-agent system builders. The most vulnerable workers are those in roles focused on infrastructure management, manual testing, and basic coding — positions that technology is already beginning to automate. This points to an imperative for current employees to acquire cross-functional, human-centric skills such as critical thinking, adaptability and collaboration with AI.

Educational institutions and vocational training providers are responding. For example, an initiative at Andhra University in partnership with NASSCOM integrates advanced skill modules into non-engineering streams and appoints department-wise coordinators to ensure student readiness. The move reflects recognition that skilling must extend beyond traditional tech fields to arts and sciences, and must address digital literacy gaps.

Nonetheless, major structural obstacles remain. A digital divide persists: only about one in five young adults in some South Asian regions has reliable internet access at home, limiting participation in online skilling programmes. Language barriers and low digital literacy further hamper effective engagement. Informal-sector workers, who often lack formal training and social protections, face a double risk of displacement without clear pathways into higher-value work.

The informal economy accounts for a large share of India’s employment, and workers in this segment are often overlooked in skill-development policies. Analysts warn that unless training programmes are redesigned for accessibility — offering tailored formats for women re-entering the workforce, rural populations and digitally disadvantaged groups — AI adoption may deepen existing inequalities.

Arada Developments, a prominent real estate firm co-owned by the son of Saudi Arabian Prince Alwaleed bin Talal and a member of Sharjah’s royal family, has secured a significant stake in a major London property project. The company has acquired 80% of a prestigious waterfront development, marking a key expansion into the UK market.

The project, located in the heart of London’s dynamic property sector, aims to deliver around 5,000 new homes, alongside a mix of retail and leisure spaces. This ambitious development is expected to transform a prime section of the city’s waterfront, contributing to the capital’s long-term housing and regeneration goals.

The deal highlights growing interest from Gulf-based investors in the UK property market, which has become an increasingly attractive destination for global capital. Despite the challenges of the broader economic environment, demand for prime real estate in London remains resilient, with institutional investors and developers keen to capitalise on its stable returns and strategic location.

Arada’s involvement in this project underscores its strategy of expanding beyond the Middle East, a move that reflects the company’s broader ambitions to diversify its portfolio and build a global presence. The firm, which has a significant footprint in the UAE, is no stranger to large-scale developments. It has a history of high-profile projects across the region, particularly in Dubai and Sharjah, where it has focused on residential and mixed-use developments.

The acquisition also speaks to the growing ties between Gulf investors and the UK property market. Over the years, London has attracted significant Gulf investment, particularly from sovereign wealth funds, family offices, and high-net-worth individuals seeking to diversify their holdings. This trend has only intensified in the wake of global uncertainties, with many investors seeking to hedge against risks in their home markets.

London’s residential property sector has seen substantial growth over the past decade, driven by both domestic and international demand. However, the sector has not been without its challenges. Economic factors such as Brexit and the COVID-19 pandemic have created uncertainty, but the long-term prospects for the capital’s real estate market remain strong. For Arada, the acquisition provides an opportunity to tap into this lucrative market while simultaneously benefiting from the UK’s stable legal framework and favourable regulatory environment.

The London waterfront site is expected to undergo extensive redevelopment, with construction set to commence shortly. The project will focus on creating a sustainable and vibrant community, featuring a mix of affordable and market-rate housing, along with green spaces and amenities that cater to modern urban living. The development is poised to be a key player in London’s ongoing efforts to address its housing shortage and meet the growing demand for residential properties in the city.

The impact of this project on the local economy is also expected to be significant. The development will generate thousands of jobs during the construction phase, contributing to the UK’s broader economic recovery. Furthermore, the influx of new residents and businesses to the area is likely to drive further regeneration and investment, benefiting the surrounding neighbourhoods.

Solaria Energia y Medio Ambiente SA, the Spanish solar energy developer, has taken a strategic step toward expanding its portfolio by engaging Goldman Sachs Group Inc. to identify a financial partner for its newly formed European data centre platform. The move signals the company’s intent to tap into the booming data centre industry, which has seen increasing demand in Europe due to digitalisation, cloud computing, and data storage needs.

The collaboration with Goldman Sachs marks a critical phase in Solaria’s growth as it seeks to diversify its business beyond solar energy projects. The investment bank will assist in connecting Solaria with potential partners that can provide the financial backing needed to grow its data centre operations. The platform is designed to capitalise on the rapid growth of the data storage and processing sector, which is integral to supporting industries ranging from e-commerce to artificial intelligence and beyond.

The formation of this platform comes as the European Union strengthens its push toward digital transformation. As part of its long-term economic strategy, the EU has been prioritising infrastructure that supports the digital economy, such as data centres, which are essential for powering cloud services, big data analytics, and Internet of Things applications. Solaria’s move into this field is a strategic alignment with the EU’s broader goals, placing the company in a strong position to benefit from the region’s increasing investment in digital infrastructure.

Goldman Sachs’ involvement brings significant expertise in the global infrastructure and energy sectors. The bank is expected to use its extensive network and financial knowledge to attract institutional investors or corporate partners who are seeking to enter the rapidly expanding data centre market. Solaria aims to build a platform that will manage and operate data centres across multiple European countries, with a focus on sustainability and renewable energy sources.

The growing need for data processing and storage has been a major driver of the global data centre industry, and Europe is no exception. The region has seen an influx of investment into the sector, driven by increased demand from large technology companies, including cloud service providers, e-commerce giants, and financial institutions. In addition to the need for more physical infrastructure, there is an increasing demand for data centres that are energy-efficient and environmentally friendly.

Solaria’s decision to integrate its solar energy expertise into the data centre platform is a strategic move that could set it apart from competitors. By combining renewable energy sources with data centre operations, Solaria can address growing concerns about the environmental impact of traditional data centre models, which are energy-intensive and reliant on fossil fuels. This aligns with the European Green Deal, which has set ambitious goals for reducing carbon emissions across the continent.

The data centre sector itself has become a hotbed of competition, with global players such as Equinix, Digital Realty, and CyrusOne leading the market. However, regional players have a unique opportunity to capitalise on localised demand and the growing push for sustainability. Solaria’s position as a solar developer with an established track record in renewable energy could allow it to secure a competitive edge in this space, particularly if it can offer clients data centre services that are both reliable and powered by clean energy.

As Solaria works with Goldman Sachs to explore potential partnerships, the company is also positioning itself to capitalise on the increasing convergence of energy and technology sectors. By leveraging its expertise in solar energy alongside a data centre platform, Solaria could provide a comprehensive solution to meet the dual demands of growing digital infrastructure and sustainability.

India has officially enacted the Digital Personal Data Protection Rules 2025, marking a significant milestone in the country’s data privacy landscape. These rules come into full effect after years of discussions and revisions, shaping the way businesses and organizations across India manage and process personal data. The new framework introduces comprehensive rights for citizens, increased accountability for data processors, and a structured approach to compliance, with phased implementation designed to help organizations gradually adapt to the new standards.

Under the DPDP Rules 2025, organizations handling digital personal data must ensure that they meet stringent requirements regarding the collection, storage, and processing of such data. One of the primary objectives of the regulations is to give individuals more control over their personal information. Citizens are now entitled to exercise rights such as data access, correction, and deletion, enabling them to manage their digital footprints more effectively. The rules empower individuals to demand transparency from organizations about how their data is being used, stored, and shared, thereby creating a more secure and user-centric data ecosystem.

The DPDP framework also mandates that businesses establish clear and accountable procedures for data processing, including obtaining explicit consent from individuals before collecting their data. This requirement has led to the creation of a robust consent management system, where individuals can easily opt in or out of data collection practices. Moreover, companies must implement technical measures to safeguard data from breaches, ensuring that personal information is kept secure against cyber threats.

A noteworthy feature of the DPDP Rules 2025 is the introduction of a phased compliance timeline, giving businesses time to align their operations with the new regulations. The phased approach allows smaller organizations to gradually adapt their processes without facing immediate heavy penalties. It also helps avoid overwhelming businesses with abrupt changes, ensuring a smoother transition into the new privacy regime. Larger enterprises, particularly those with significant data processing activities, are required to comply more swiftly, underscoring the government’s commitment to addressing privacy concerns in the digital age.

In terms of enforcement, the rules establish a regulatory body responsible for overseeing compliance with data protection laws. This body will have the authority to issue penalties for violations, ranging from non-compliance to mishandling of personal data. The government has also proposed creating a data protection fund to support enforcement activities and facilitate the implementation of data protection measures across sectors. These efforts aim to strengthen India’s privacy protection infrastructure and ensure that businesses take their responsibilities seriously.

One of the most pivotal aspects of the DPDP Rules is the focus on cross-border data transfers. Companies that wish to transfer personal data outside of India must demonstrate that the destination country has an adequate level of data protection laws in place. This provision aims to safeguard Indian citizens’ data while promoting responsible data sharing and collaboration on the global stage. By introducing strict measures for international data exchanges, the DPDP framework places a premium on protecting the privacy of individuals both within India and abroad.

The DPDP Rules 2025 also place a strong emphasis on corporate accountability. Organizations must conduct regular audits to assess their data handling practices and identify potential vulnerabilities. Additionally, they are required to appoint Data Protection Officers responsible for overseeing data protection measures within their organizations. The accountability aspect extends to third-party vendors, as businesses must ensure that their partners and service providers adhere to the same high standards of data protection.

For the general public, the DPDP Rules provide greater visibility into how their data is being used. The introduction of a personal data breach notification system ensures that individuals are alerted if their data has been compromised. This provision is crucial in fostering trust between businesses and consumers, as it encourages transparency and swift action in case of data incidents. Companies are also required to report breaches to the regulatory body within a specified time frame, contributing to a more proactive approach to data security.

An estimated US$300 million worth of long positions in the cryptocurrency market were wiped out within a short period, exposing vulnerabilities in high-leverage trading and sparking fresh concern among market participants. While the exact timeframe remains disputed, data aggregated from multiple analytics platforms show a sharp spike in forced liquidations as asset prices slipped.

According to the real-time liquidation monitor on one analytics service, the past 24 hours have seen unusually high volumes of closed long positions, with the tally edging near US$300 million. Other reports suggest the figure may have occurred over the span of 60 minutes, with industry social-alerts estimating that magnitude of losses among long traders.

Prices of flagship assets such as Bitcoin and Ethereum registered meaningful intra-day declines, which in turn triggered liquidation cascades. Data from the analytics platform show that the leverage unwind was heavily concentrated among long bets, meaning traders expecting prices to rise were forced out as conditions reversed. Market analysts point to a surrender of bullish momentum: the chain reaction begins when a leveraged long position is liquidated, driving asset-sales and pushing prices lower, which in turn triggers further liquidations. This creates a self-reinforcing decline until the excess leverage is cleaned out.

This manoeuvre comes at a moment when structural shifts are underway in the crypto ecosystem. On-chain research indicates that institutional players are absorbing large volumes of bitcoin—almost 300,000 BTC or around US$33 billion—since mid-year, signalling a migration of risk away from retail-leveraged positions into longer-term holdings. That migration may be insulating a lot of the market from large draw-downs, but it also leaves the leveraged short-term traders exposed.

Some analysts interpret the liquidation event as a symptom of broader fragility in the derivatives market. The platform that tracks open interest and funding rates flagged elevated levels of long-side leverage prior to the drop, suggesting that the market had been overloaded with bullish bets. Once price momentum stalled, forced liquidations acted as a trigger for a more acute correction. The effect tends to be more severe when a large proportion of leverage lies on one side of the trade.

While the spot market for major cryptos held up relatively well compared with past extreme episodes, the liquidation event raises questions about crowd positioning and risk management. The analytics firm responsible for the heat-map data emphasises that while asset prices can stay elevated, the presence of large clustered leveraged trades makes the market susceptible to sharp draw-downs. From a regulatory and risk-framework perspective, the event may amplify calls for more transparent oversight of derivatives platforms given the interconnectedness of spot-and-futures exposures.

From the retail trader’s standpoint, the message is clear: heavy use of leverage in a complex and volatile market increases the potential for rapid and large losses. Several traders active in online forums noted one recurring theme: when the dominoes fall, they fall quickly. Nonetheless, the institutional shift described in bitcoin ownership data suggests that the broader market may be entering a more mature phase, wherein spot liquidity and accumulation replace the wild speculative cycles of earlier years.

In the derivatives space, the major platforms are likely to re-evaluate margin-requirements and risk-controls. Some executives in the sector previously flagged that the previous cycle’s wild leverage growth was unsustainable. This latest liquidation incident could prompt exchanges to tighten conditions, potentially increasing costs for leveraged trading and reducing the appeal of highly-geared positions.

A delegation from Abu Dhabi’s infrastructure authority wrapped up discussions in Singapore with seven strategic memoranda of understanding aimed at accelerating urban development and smart-city infrastructure. The Abu Dhabi Projects and Infrastructure Centre signed accords with Singapore’s leading construction, engineering and architectural firms to bring advanced modular construction, digital twin technology and sustainable delivery models into a US$54 billion + project pipeline.

The agreements involved Singapore entities such as BCA International, Surbana Jurong, Meinhardt Group, Singapore Institute of Architects, CPG Corporation, Tech Onshore MEP Prefabricators and RSP Architects. Collectively they span built-environment excellence, urban master-planning, engineering consultancy, design collaboration, infrastructure solutions and prefabricated Mechanical, Electrical and Plumbing systems.

Representatives from the Abu Dhabi side included His Excellency Eng. Maysarah Mahmoud Salim Eid, Director General at ADPIC; His Excellency Jamal Abdullah AlSuwaidi, Ambassador to Singapore; Eng. Khulood Al Marzouqi, Acting Executive Director of Infrastructure Regulation & Support at the Abu Dhabi Department of Municipalities and Transport; and Eid Alobeidli, Director of Musataha & Public-Private Partnerships at the Abu Dhabi Investment Office. On the Singapore side, figures such as Kelvin Wong of BCA International and Tiah Nan Chyuan of the Singapore Institute of Architects joined the talks alongside over 400 industry-leaders.

The roadshow, branded under the Abu Dhabi Infrastructure Summit International Roadshow framework and hosted in partnership with Enterprise Singapore and the UAE-Singapore Business Council, showcased Abu Dhabi’s public-private-partnership frameworks, regulatory incentives and capital-project delivery models, while spotlighting Singapore’s global expertise in digitalised construction and sustainable design.

Among the key trends emerging is a strong emphasis on modular construction and design-for-manufacture-and-assembly methods. The Singaporean partners bring capabilities in integrated digital delivery and prefabricated MEP systems which Abu Dhabi is keen to deploy across large-scale urban districts, residential developments and mixed-use master-plans. Eng. Eid described Singapore as “the pinnacle of smart-city innovation and advanced construction methodologies” and said the step sets “concrete pathways for Singaporean expertise to contribute to Abu Dhabi’s ambitious infrastructure agenda”.

The pipeline includes more than US$54 billion in planned infrastructure across Abu Dhabi, signalling opportunities for joint ventures, co-investment and technology transfer. The partnership framework aims to elevate not only individual projects but to build an integrated ecosystem of digital-innovation, sustainability and efficient delivery models. Eid Alobeidli of ADIO emphasised that Abu Dhabi is “developing an integrated ecosystem that leverages world-class infrastructure, digital innovation and proven PPP delivery models to accelerate… transformation into a future-ready global capital.”

From the Singapore side, Heng Teck Thai of BCA International noted that the collaboration “reinforces Singapore’s commitment to global built-environment excellence” and underlined the use of the Green Mark framework as a basis for promoting sustainable and energy-efficient developments in Abu Dhabi and beyond.

The two-day event featured detailed presentations of Abu Dhabi’s major project opportunities, developers’ pipelines and open B2B networking sessions that connected Abu Dhabi stakeholders with Singaporean firms. Site-visits were also conducted, including a tour of Surbana Jurong’s campus and a modular-construction facility by Teambuild ICPH in Singapore, illustrating the hands-on dimension of the partnership potential.

With the formal agreements in place, attention now shifts to the operational phase of collaboration: how Singapore-based firms will transfer technology, how Abu Dhabi will adapt regulatory frameworks for fast-track project delivery and how both sides will structure co-investment and risk-sharing in major infrastructure programmes. Analysts note that successful execution will depend on aligning regulatory regimes, intellectual-property frameworks and local content strategies to maximise the benefits from global-local partnerships.

Observers point to the Gulf–ASEAN axis as gaining momentum in infrastructure cooperation, as the Abu Dhabi-Singapore tie-up could serve as a model for other Gulf states seeking to tap Singapore’s expertise in urban planning, sustainability and smart-technology integration. The signalling effect may help unlock further foreign-direct-investment flows into Gulf infrastructure markets and enhance cross-regional knowledge exchange.