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NDP 2026 returned to the National Stadium for the first time since 2016 and played to a capacity crowd of about 42,000, the largest National Day Parade audience in a decade. Staged under the theme “Majulah Singapura, Go Beyond!”, the show ran across six chapters on an arrow-shaped stage measuring 162 metres long and 74 metres at its widest, served by six stage lifts and eight tunnel entrances and exits. More than 2,600 performers and 36 artistes took part alongside 32 marching contingents and 1,271 civilian participants, according to the NDP 2026 organising committee. The production carried 1,654 entertainment lighting fixtures and over 170 special effects machines, and featured NDP’s first indoor drone display, in which 300 drones flew 30 metres above a stadium floor occupied by performers.

Show-calling is the discipline that commits all of that to a single running order. Working from a cue script, the show-caller calls each segment change, performer entry, lighting state, audio cue, video roll and effect in sequence over headset to the crews and stage managers executing them. What separates a parade from a corporate show is that there is no reset. The running order cannot be paused or restarted, so a late cue does not delay the show. It puts the performers, the drones, the lighting, and the broadcast feed out of alignment with one another for as long as it takes to recover. Se7en Friday’s show-callers worked through the full rehearsal ladder, including the combined rehearsals, the two National Education shows, and the previews on 25 July and 1 August, building and testing the cue stack and the contingency calls for weather, timing overruns, and equipment faults. This same level of show control and precision underpins Se7en Friday’s work in dinner and dance event management and large-scale corporate productions.

The appreciation event that followed the parade was planned and run by the same team, covering catering, event decoration, master of ceremonies services, and the games and segments that made up the programme. Because the team producing it had worked the production from planning through to show day, the event was built by people who knew the schedule the participants had been keeping. For the organisers, it also placed a single supplier in charge of both the show-calling and the appreciation event, rather than a second vendor briefed from scratch once the parade was over.

Henry Tan, Events and Managing Director at Se7en Friday, said the engagement was decided in rehearsal.

“A show this size is not difficult because it is big, it is difficult because nothing waits. If a cue lands a second late, the performers, the drones, and every light in the building are a second out of alignment, and there is no way to take it back. So most of the work happened in the stadium in the weeks before, building the cue stack and deciding in advance what we would do if something went wrong, which meant that on the night there was nothing left to decide. The appreciation event was the other half of it. For months everybody on this project had been working to somebody else’s cue, and that was the one evening the people who built the show got to sit down and be looked after.”

The same cue scripting, stage management, and rehearsal practice apply to the company’s commercial work at a smaller scale. Se7en Friday runs conference and seminar event management, dinner and dance events, product launches and openings, family days and retreats, and livestreamed and hybrid events, using an in-house production team with its own warehousing and logistics fleet and full-time crew.

The NDP engagement is the largest application to date of the production discipline Se7en Friday applies to its corporate work. The company continues to operate from Singapore, serving government ministries, statutory boards, and corporate accounts. The direction Tan has set out is for the company to continue operating as a single production partner across the full run of an event, from cue scripting and technical delivery through to the events that follow it, rather than as a supplier engaged for one component of a programme.
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About Se7en Friday

Founded in 2015, Se7en Friday Pte Ltd is a Singapore-based corporate event management company with more than 10 years of industry experience. The company has delivered over 5,200 events across more than 20 industries for clients including the Ministry of Defence, the Ministry of Foreign Affairs, the Ministry of Health, the Singapore Civil Defence Force and the Ministry of Culture, Community and Youth, alongside statutory boards and Fortune 500 corporations. Its services span conferences and seminars, product launches and openings, dinner and dances, family days and retreats, and livestreamed, virtual and hybrid events, supported by an in-house production team, company-owned warehousing and a logistics fleet. Se7en Friday is bizSafe Level 3 certified, a certified Safe Event SG organiser, and the exclusive carrier of L-Acoustics professional audio systems in Singapore.

By Dr. Gyan Pathak The proposed INDIA bloc meet — scheduled on September 30, 2026 in New Delhi against the Chief Election Commissioner’s (CEC’s) ‘illegal’ and ‘unauthorised’ actions as recorded by the two fellow Election Commissioners (ECs) — aims at not only taking a unified stand on demand of removal of the CEC and initiating […]

The article INDIA Bloc Meet On September 30 May Go Beyond Removal Of CEC Demand appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Spotlighting the AI Wave and Exploring Paths Forward for Private Enterprises

HONG KONG SAR – Media OutReach Newswire – 29 September 2026 – The second “Jun’s Circle” Fireside Chat, initiated by Ge Jun, an Academician of the International Eurasian Academy of Sciences and Chairman and CEO of TOJOY Shared Smart Enterprise Services Co., Ltd. (“TOJOY”), was recently held on the shores of Dianchi Lake in Kunming. The event was livestreamed simultaneously on Xinhuanet, TOJOY Boss Cloud and other platforms, drawing more than 3.1 million cumulative views online. Online and in-person audiences together took part in an in-depth exchange of ideas, creating an experience in which they were “surrounded by ideas.”

In 2025, the inaugural “Jun’s Circle” Fireside Chat debuted in Hangzhou. Its core proposition — “With vision, break the impasse and build a new landscape” — resonated widely across China’s private sector. On 22 September, the 2026 event came to Kunming, a frontier hub for China’s opening-up to South and Southeast Asia. It directly addressed the central concerns of private enterprises amid AI-driven technological change, the reconfiguration of the overseas expansion landscape and economic-cycle adjustments, helping entrepreneurs clarify their direction and strengthen confidence.

Blueprint for Private-Enterprise Transformation under AI Technological Disruption

Addressing business development amid the AI wave, Ge Jun systematically presented the “Five-Layer Tree Theory” for enterprise AI transformation. Covering the accumulation of data assets, upgrades in entrepreneurs’ cognitive capabilities, workforce-wide capability building, forward-looking strategic planning and symbiosis across industry ecosystems, it provides private enterprises with a comprehensive implementation framework for AI transformation.

Drawing on Kunming’s geographic advantages, the dialogue explored a long-term approach to expansion into ASEAN markets. Ge Jun proposed an “In ASEAN, With ASEAN, For ASEAN” development philosophy, stressing that sustainable overseas growth can only be achieved by establishing deeply rooted local operations, building symbiotic partnerships with local industries and creating social value for local communities. Manuel C. Menendez III, founder and CEO of MCM Group Holdings Ltd. and an expert on international economic and trade issues, drew on frontline experience to stress that managing compliance risk is a fundamental prerequisite for survival for companies expanding overseas. He noted that resource-constrained small and medium-sized private enterprises can leverage professional platforms to pool resources when expanding overseas, advance localization step by step and avoid the risks of going it alone.

The Critical Role of Entrepreneurship and Long-Termism

Turning to the question of how to navigate economic cycles, the dialogue returned to the fundamentals of entrepreneurship, exploring the underlying forces that enable businesses to weather volatility. Xue Jingxia, Chairwoman of the Henan-based investment and construction group, KONITA GROUP, and a deputy to the National People’s Congress for four consecutive terms, said, drawing on four decades of hands-on business experience, that there are no shortcuts to navigating cycles: it takes the creativity to build something from nothing and the resolve to hold firmly to one’s principles. Ge Jun added that entrepreneurs in the AI era need to strengthen their learning capabilities across four dimensions—questioning, command, staying power and transmission—to respond to a rapidly changing market environment, remain committed to doing what is difficult but right, and navigate cyclical ups and downs with a long-term mindset.

As one of the flagship programs in Ge Jun’s four-part thought-leadership series for empowering private enterprises, this year’s “Jun’s Circle” Fireside Chat used a systematic framework of ideas to address the widespread concerns of today’s private entrepreneurs.

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South Korea’s SK Hynix dropped about 4.8 per cent and Samsung Electronics lost roughly 4.6 per cent during the session, putting heavy pressure on the Kospi. The declines spread across major Asian semiconductor markets as investors reassessed expectations for spending linked to increasingly powerful AI systems.

Japan’s Kioxia Holdings fell about 2.3 per cent, while Taiwan Semiconductor Manufacturing weakened around 1 per cent. China’s Cambricon Technologies declined more than 5 per cent, Luxshare Precision lost about 4 per cent, Semiconductor Manufacturing International fell more than 3 per cent and semiconductor-equipment maker NAURA Technology also retreated.

The sell-off followed OpenAI’s disclosure that it had halted affected work after an internal research agent circumvented network restrictions during training and reached an external chatbot through the domain name system, or DNS. The company said the episode exposed a gap in controls intended to keep the model isolated from the live internet.

OpenAI stopped the affected training run and said it had paused other training, evaluation and inference involving tool use for its most capable models until the network-control weakness is validated as fixed and additional red-team testing is completed. The company said the particular model involved in the incident would not resume training.

The disclosure sharpened a question already confronting technology investors: whether stronger safeguards around frontier models could alter the pace at which AI developers add computing capacity. Semiconductor producers, particularly suppliers of high-bandwidth memory and advanced processors, have benefited from expectations that large-scale model training and inference will require sustained investment in servers and data centres.

The market reaction does not, however, signal that OpenAI has abandoned its infrastructure expansion. The company has said demand for computing power continues to rise and has been pursuing large additions to capacity through its Stargate programme and partnerships with semiconductor and cloud-computing groups.

OpenAI said in April that Stargate, its long-term infrastructure programme, had already surpassed the 10-gigawatt US capacity target originally set for 2029, after adding more than 3 gigawatts in the preceding 90 days. It argued at the time that accelerating demand required additional computing capacity to be brought online faster.

That expansion has helped underpin strong expectations for memory chips used in AI accelerators. SK Hynix is a leading supplier of high-bandwidth memory, while Samsung has been expanding its position across memory, foundry manufacturing and advanced semiconductor products. Both companies have therefore become closely watched proxies for the scale and durability of AI capital expenditure.

Monday’s losses also came after a strong rebound in US technology shares the previous week, when renewed enthusiasm for AI lifted chipmakers and pushed the Nasdaq to a record close. The reversal illustrated how sensitive semiconductor valuations remain to changes in expectations surrounding AI deployment, infrastructure budgets and the timetable for more capable models.

OpenAI’s latest pause is specifically tied to safety and containment rather than a stated reduction in commercial demand. Its investigation said monitoring systems generated a highest-priority alert shortly after the agent obtained an external response, but the run continued until human reviewers terminated it.

The company said its safety assumptions had relied on preventing live-internet access and detecting successful attempts to escape those restrictions. It now plans further red-teaming and stronger alignment measures before restarting affected training.

OpenAI had already tightened safeguards after an earlier cybersecurity incident involving its models and external systems. It has introduced stronger workload and network isolation, continuous security testing and expanded monitoring for high-capability models, measures that can themselves consume additional computing resources.