News related to
energy

The third rebuild of Ramco’s platform in thirty years, moving enterprise software from a system of record towards a system of intelligence and action

At the event, the company provided a preview of its upcoming AI-native enterprise platform, built to move enterprise software from a system of record to a system of intelligence, and ultimately a system of action. The first two shifts in Ramco’s platform changed how enterprise software was delivered; this one changes what the software is.

The new platform is designed to move away from software that people must log into and interpret, towards a system that surfaces what needs attention and drafts the resulting action for a human to approve. A walkthrough during the keynote showed how the platform would identify a projected stock shortfall across multiple warehouses and prepare the corresponding replenishment requests for approval.

Abinav Raja, Managing Director, Ramco Systems, said, “Nobody running a business today is short of information. They are short of the time to go and assemble it into something they can act on. What we are building is meant to do that assembly for them, and bring the next step with it, while leaving the judgement where it belongs.”

Payroll offers one example of what this looks like in practice: a monthly processing cycle gives way to continuous validation, with anomalies flagged as they arise rather than surfacing at the end of the period. The AI and Machine Learning technology carries out the processing while payroll teams retain the review and the sign-off.

Ramco has operated in Malaysia since 1996 and today processes payroll for more than 100,000 employees every month across more than 50 Malaysian organisations in over 15 industries. Kuala Lumpur serves as one of Ramco’s regional support hubs for HR and Global Payroll, with Singapore as its Asia headquarters.

Sandesh Bilagi, Chief Executive Officer, Ramco Systems, said, “We have spent thirty years in Malaysia solving problems our customers could not afford to get wrong. Some of the organisations we recognised today started with us decades ago. They have been part of our journey and been with us as our platform transformed and modernized over the years. Thirty years is not the achievement. Those relationships are.”

At the event, Ramco recognised its Malaysian clientele, including:

• Valiram Group, the Kuala Lumpur headquartered luxury retail specialist with more than 600 stores across Southeast Asia and Oceania, was Ramco’s first retail customer in the region. Ramco provided an integrated solution that could replace the disparate HRIS systems in each country, which were working in silos.
• Hitachi Energy used Ramco to build a unified payroll model spanning 20 countries and 8,000 employees. Ramco enabled Hitachi Energy to supplement and empower its retained payroll resources and amplify its expertise across countries.
• Aurecon, an Asia Pacific engineering consultancy, went live on Ramco Payce this year, replacing legacy payroll processes across seven Asian markets, including Malaysia, with a single consolidated service. The service covers gross and net pay calculations, retroactive pay and increments, and payslip generation, alongside country-specific statutory compliance. The shift improved payroll accuracy and timeliness and delivered cost efficiencies across payroll and other teams.

Ramco expects the domain knowledge and experience built over three decades in Malaysia to reinforce how the new platform reaches customers across the region.
Hashtag: #RamcoSystems

https://www.ramco.com/
https://www.linkedin.com/company/ramco-systems/
https://www.ramco.com/blog

The issuer is solely responsible for the content of this announcement.

Ramco Systems

Ramco Systems is a world-class enterprise software product/ platform provider disrupting the market with its multi-tenant cloud and mobile-based enterprise software, successfully driving innovation for over 30 years. Over the years, Ramco has maintained a consistent track record of serving 800+ customers globally with 2 million+ users, and delivering tangible business value in Global Payroll, Aviation, Aerospace & Defense, and ERP. Ramco’s key differentiator is its innovative approach to develop products through its revolutionary enterprise application assembly and delivery platform. On the innovation front, Ramco is leveraging cutting edge technologies around Artificial Intelligence, Machine Learning, RPA and Blockchain, amongst the others, to help organizations embrace digital transformation.

For more information, please visit https://www.ramco.com/

Follow Ramco on LinkedIn and stay tuned to https://www.ramco.com/blog

Passenger-car exports reached more than 6.2 million units between January and August, according to the China Association of Automobile Manufacturers, already topping the roughly 6.04 million passenger vehicles exported during 2025. August shipments alone climbed 67.1% from a year earlier to about 890,000 units.

The milestone highlights how overseas demand has become an increasingly important outlet for China’s automotive manufacturing capacity while its home market weakens. Domestic passenger-car sales fell sharply in August, even as manufacturers pushed record volumes into foreign markets.

Exports of passenger vehicles measured by the China Passenger Car Association rose 77.5% year on year in August to 894,000 units. The association’s figures, compiled on a different basis from those of the broader industry group, also showed particularly rapid growth in exports of battery-electric and plug-in hybrid vehicles, which rose 154.7% from a year earlier.

China’s wider vehicle export sector has expanded at a pace well above expectations set at the start of the year. Total vehicle exports exceeded one million units in a single month for the first time in June and remained above that level in July. The first half alone produced 5.096 million vehicle exports, up 65.3% from a year earlier.

New-energy vehicles have supplied much of the increase. Exports of such vehicles reached 553,000 units in July, up about 150% year on year, after crossing 500,000 for the first time in June. During the first seven months, China exported 2.909 million new-energy vehicles, more than double the level a year earlier.

Conventional fuel vehicles also continued to contribute. July exports of petrol and diesel vehicles totalled about 490,000 units, up 40% from a year earlier, showing that the overseas expansion is not confined to electric models.

The surge has pushed full-year expectations higher. S&P Global Ratings expects China’s passenger-vehicle exports to grow by roughly 50% to 70% this year. The China Passenger Car Association has projected overall vehicle exports could reach about 12 million units in 2026 if the current pace is sustained.

That trajectory would place exports far above the industry’s own initial forecast. CAAM said in January that it expected total vehicle exports of about 7.4 million units this year, an increase of just 4.3% from 2025, when all vehicle exports exceeded seven million.

Manufacturers are increasingly relying on international markets as sales at home come under pressure from softer consumer demand and intense price competition. BYD and Geely have been among the companies reporting record overseas deliveries, while other producers are accelerating plans to sell or manufacture vehicles outside China.

Europe, Latin America, Southeast Asia, the Middle East and Africa have become major destinations as companies diversify away from markets where tariffs are high. Chinese-built electric vehicles face additional duties in the European Union, while access to the United States remains constrained by steep tariffs and regulatory barriers.

Automakers have responded by building assembly plants and manufacturing bases abroad, a strategy that can reduce shipping costs, shorten delivery times and, depending on local rules, limit exposure to import duties. Several groups are also expanding dealer networks and adapting models to local safety, software and charging requirements.

Beijing has sought to curb practices it says could damage the industry’s overseas reputation. Authorities and industry bodies have urged manufacturers to avoid destructive price competition and disorderly exports as the scale of shipments rises, while companies have pledged to comply with guidance aimed at maintaining fair competition.

The automotive boom is also visible in China’s broader trade figures. Customs data showed the value and volume of car exports both increased by more than 50% during the first eight months, helping lift total goods exports by 14.6% in yuan terms from a year earlier.

Mr. Irwin founded Rosseau Asset Management Ltd. in 1998, following several successful years in proprietary investing at Deutsche Bank Canada. Rosseau’s flagship fund, Rosseau LP, was established on December 31, 1998 and has earned a strong reputation for investment performance and disciplined, research-driven decision-making. In his time at Rosseau, Mr. Irwin has had extensive experience investing in offshore oil projects off the coasts of South America and Africa, and onshore projects throughout the world.

Prior to founding Rosseau, Mr. Irwin’s experience also includes corporate finance and mergers and acquisitions at CIBC Wood Gundy, credit analysis and fixed-income management at Scotia Capital Markets, and proprietary trading at Deutsche Bank Canada. Mr. Irwin holds a Bachelor of Mathematics from the University of Waterloo, is a Chartered Financial Analyst (CFA) and holds a Masters of Business Administration from the University of Western Ontario.

“Warren’s extensive financial, investment and capital-markets background along with his passion for offshore oil exploration will be a significant asset to Colossal Energy Fields,” said Curtis Cohen, Chairman of the Board of Directors of Colossal Energy.

“His analytical mindset, discipline, governance and professionalism will greatly strengthen funding resource opportunities, as well as capital allocation and long-term shareholder value.”

Colossal Energy’s commitment to sustainable, inclusive growth shines brightest in nations where its investments in energy access, community empowerment, and equitable development directly advance energy equity for all.

Hashtag: #ColossalEnergyFieldsCorp.

The issuer is solely responsible for the content of this announcement.

About Colossal Energy Fields Corp.

Colossal Energy Fields Corp is a Canadian oil and gas exploration company focused on exploration and production opportunities in Africa. Proven Upstream Pedigree. Colossal Energy has deep expertise in exploring offshore opportunities and developing near-to-producing field opportunities.

  By R. Suryamurthy India’s trade with BRICS has expanded dramatically, but the numbers reveal an uncomfortable imbalance beneath the rhetoric about a multipolar world and alternative financial architecture. Between FY2021 and FY2026, India’s total merchandise trade with the 11-member grouping more than doubled, from $203.1 billion to $417.5 billion. Yet the expansion was overwhelmingly […]

The article Bricks cannot de-dollarise its way out of India’s huge trade imbalance appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The Philippines AI+ Infrastructure Masterplan 2026-2033, launched by the Department of Information and Communications Technology on September 8, sets an initial goal of deploying about 400 megawatts by 2030 from a baseline of roughly 50 MW. The programme is designed to combine public infrastructure spending with substantially larger private investment in computing capacity, power, connectivity, water systems and workforce development.

Information and Communications Technology Secretary Henry Aguda said two unnamed US hyperscale cloud companies are conducting due diligence on locations within the Bataan-Clark and Batangas-Aurora corridors. Each is considering about 200 MW of capacity over five years, but officials have stressed that the figures represent projects under evaluation rather than committed investments.

Aguda said the corridor approach is intended to shorten a site-selection process that can take hyperscalers six to nine months by mapping available land, electricity, connectivity and other requirements before investors make final choices. He said the companies have so far focused on Luzon, and no timetable has been disclosed for investment decisions.

The masterplan estimates that $13.5 billion, or 39 per cent of total funding, would come from public sources and about $21 billion, or 61 per cent, from private capital. Government officials said roughly $18.2 billion is already linked to existing national programmes, mainly in connectivity and energy, leaving an additional requirement of about $16.3 billion. AI compute and data centres account for the largest component, estimated at about $14.6 billion. No project auction has started, and Aguda said the masterplan itself is not funded under the 2027 national budget, though enabling power and water infrastructure may already be covered by broader government programmes serving the grid.

Gemma Baysic, officer-in-charge director of the National ICT Planning, Policy and Standards Bureau, said the strategy is intended to enable the country to build, host, power and support a larger AI ecosystem rather than remain principally a consumer of the technology.

Energy supply is a central constraint. Department of Energy Undersecretary Maria Francesca Del Rosario said planners estimate the infrastructure could support about 152,000 graphics processing units. The department expects natural gas to meet immediate additional electricity needs while aiming for renewable sources, including solar and geothermal power, to provide 40 per cent of the energy used by AI infrastructure by 2033.

Officials said additional generation must be developed without diverting electricity from households. The government is also examining nuclear energy as a longer-term option under the Philippine National Nuclear Energy Safety Act, although no nuclear capacity has been committed specifically to the data centre programme.

The roadmap identifies Clark-Bataan as the primary anchor for large-scale AI infrastructure, with Batangas-Aurora serving as a strategic international gateway. Subic and Calabarzon are designated supporting hubs, while Cebu, Iloilo, Davao and Cagayan de Oro are listed as future regional nodes as capacity expands beyond Luzon.

The plan also links infrastructure investment to labour-market objectives. It calls for reskilling 1.3 million workers in the information technology and business process management sector for AI-enabled services. Government projections envisage more than 500,000 AI-related jobs and a further 175,000 positions associated with AI infrastructure projects by 2033.

Those employment and economic estimates remain targets rather than assured outcomes. The masterplan projects that AI-linked productivity gains and new digital services could increase gross domestic product by 10 to 12 per cent by 2033, dependent on investment, infrastructure delivery, workforce adaptation and wider adoption.

The Asian Development Bank supported preparation of the masterplan. Winfried Wicklein, an ADB director general, described AI infrastructure as a national competitiveness and productivity priority, while emphasising that the launch marks the start of implementation rather than completion of the programme.

The currency came under pressure after Brent crude held above $100 a barrel amid continuing tensions in West Asia, reinforcing worries about higher energy costs for a country that imports more than three-quarters of its crude oil requirements. The rupee had settled at 95.1050 against the dollar on Wednesday after touching 95.2250 during the session.

Dealers said demand for dollars from oil importers, corporate debt repayments and hedging activity added to the pressure. State-run banks were also seen supplying dollars during trading, an action market participants associated with efforts by the Reserve Bank of India to limit excessive volatility in the foreign-exchange market.

Brent crude traded around $101-$102 a barrel during Asian hours after crossing the $100 mark on Wednesday. The move followed renewed military tensions involving the United States and Iran and heightened concern about shipping and energy supply through the Gulf, including routes linked to the Strait of Hormuz.

Higher oil prices are particularly significant for the rupee because petroleum imports are paid largely in dollars. A sustained rise in crude can widen India’s trade deficit, increase demand for foreign currency from refiners and add to inflationary pressure, creating a less favourable backdrop for the local currency.

The rupee has lost roughly 0.7 per cent over the previous two sessions, with traders saying the effect of higher oil prices has become more visible after the currency had initially shown resilience. The movement has also coincided with caution across Asian markets and pressure on domestic equities.

Benchmark share indices were subdued on Thursday after suffering sharp losses in the previous session. The Sensex had dropped 813.35 points, or 1.08 per cent, on Wednesday to close at 74,764.23, while the Nifty 50 fell 203.60 points, or 0.86 per cent, to 23,431.50. The sell-off reflected concern that expensive crude could complicate the inflation and growth outlook.

The Reserve Bank has intervened intermittently in the currency market during periods of sharp rupee weakness. Traders said dollar sales by state-run banks helped the currency recover from Wednesday’s intraday low, although market participants expected central-bank support to restrain volatility rather than reverse pressure created by oil prices and capital flows.

Foreign-exchange dealers were also monitoring overseas portfolio movements. Expectations of capital outflows and demand linked to corporate payments have increased near-term dollar requirements, while the dollar index remained close to 99 against a basket of major currencies, offering only limited relief to emerging-market currencies.

The rise in crude has revived concern over India’s external balances. A higher oil import bill can feed into the current-account deficit if export earnings and other inflows do not offset the additional cost. It can also increase costs for transport, manufacturing and other energy-intensive sectors, depending on the extent to which international prices are passed through domestically.

Domestic fuel prices have so far remained comparatively insulated from the latest jump in international crude, but refiners and oil-marketing companies face greater pressure when global prices rise sharply while retail prices are unchanged. That gap can affect corporate margins and, if sustained, increase the broader fiscal and inflationary policy challenge.

Bond and equity markets are also watching the oil move for its implications for monetary policy. Higher imported energy costs can make inflation management more difficult, while weaker risk appetite may intensify foreign portfolio selling. Traders said those factors could keep the rupee volatile even if the central bank continues to provide dollar liquidity during periods of disorderly movement.

By K Raveendran India has spent the past four years demonstrating that energy security can sometimes be protected by refusing to choose sides. Russian crude offered discounts when Western sanctions rearranged the global oil market, Gulf producers remained indispensable despite the new relationship with Moscow, and purchases from the United States and other distant suppliers […]

The article India’s oil cushion faces two-front squeeze amidst Trump’s tariff threat appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The Sinopec Economics & Development Research Institute said petrol and diesel would account for most of the reduction, with petrol demand projected to drop 8.7% from a year earlier to 149 million tonnes and diesel consumption to fall 11.4% to 164 million tonnes. Jet fuel demand, by contrast, is forecast to rise 1.3% to 41.55 million tonnes.

The forecast underscores a sharper structural shift in the world’s biggest crude importer, where transport electrification is steadily reducing dependence on petroleum fuels while the US-Iran war has pushed up energy prices and disrupted supplies through the Strait of Hormuz. The institute said the combination of high prices and changing transport patterns was weakening consumption across key refined products.

China’s oil demand has now declined for three straight years, according to the institute, strengthening evidence that growth in transport fuel use has peaked. The International Energy Agency has separately estimated that electric vehicles displaced about one million barrels a day of oil demand in China during 2025, roughly 15% of the road-transport demand that would otherwise have been required if the fleet had remained dominated by internal-combustion vehicles.

The IEA expects the displacement effect to deepen as the electric fleet expands, with electric vehicles in China projected to displace about 2.7 million barrels a day by 2030 under current policy settings. China already has the world’s largest stock of electric vehicles, and electrification is spreading beyond passenger cars into buses and heavy trucks, where diesel use has historically been substantial.

The IEA has said China’s transport oil consumption has flattened despite economic growth, as electric vehicles, gas-powered trucks and high-speed rail increasingly replace petroleum-based travel and freight.

The Sinopec research unit also lowered its outlook for crude processing, putting China’s 2026 refinery throughput at 697 million tonnes. Sinopec itself, the world’s largest refiner by capacity, has set a second-half oil throughput target of 113 million tonnes, broadly unchanged from the first half, according to its interim results.

Refining capacity is nevertheless expected to reach 952 million tonnes a year, equivalent to about 19.04 million barrels a day, in 2026. The research institute said tighter policy requirements and falling domestic demand would speed the closure of inefficient plants, particularly smaller and medium-sized refineries with limited product ranges.

It estimated that facilities representing 80 million to 100 million tonnes of annual refining capacity could leave the market. That would reduce national refining capacity to between 900 million and 910 million tonnes a year by the end of 2030, a contraction of as much as 5.5% from the 2026 level.

Weakness is also evident in petrochemicals. Although profits in China’s chemical industry rose by more than 50% year on year during the first seven months of 2026, the institute said apparent demand remained subdued. It forecast full-year ethylene-equivalent consumption to decline 8% because of high costs and inventory pressures.

The demand outlook has wider implications for global oil markets because China’s purchases have long been a major source of incremental consumption. Lower demand has helped restrain crude imports and limit price gains even as the conflict involving the United States and Iran has disrupted Gulf supply routes and tightened physical markets.

Brent crude climbed above $100 a barrel on Wednesday as renewed attacks raised fears of further supply losses. Yet weaker consumption in China remains an important counterweight to the supply shock, with traders weighing the effects of reduced imports against disruption across the Middle East.

Global research explores how newer wealth, continued business ownership, and family stewardship influence philanthropic practices among Asia’s wealthiest families

• Roughly 94 percent of Asia‘s wealthiest families are first- or second-generation wealth holders
• Approximately 95 percent of Asia’s wealthiest families retain control of the businesses that generated their wealth

SINGAPORE – Media OutReach Newswire – 8 September 2026 – As private wealth continues to expand globally and an estimated US$74 trillion is expected to transfer between generations over the next 20 to 25 years, understanding how wealthy families approach philanthropy is becoming increasingly important. New research from The Bridgespan Group, based on analysis of 186 of the wealthiest individuals and families across 20 economies spanning Asia, Africa, Europe, and the Americas, sheds light on how the world’s wealthiest families give, what they fund, how they organise their philanthropy, and how they seek to create change.

Supported by Bridgespan’s Funders Council comprising the Institute of Philanthropy, The Rockefeller Foundation, and the Gates Foundation, and with contributions from the Financial Services Development Council and Wealth Management Institute, High-Impact Family Philanthropy: What Makes Family Giving Distinctive marks the third year of the High-Impact Philanthropy series, building on previous research on institutional philanthropy and corporate giving.

“This research comes at a pivotal moment for family philanthropy, especially as private wealth continues to grow,” said Xueling Lee, co-author and partner at Bridgespan. “Our research helps fill a knowledge gap on how the world’s wealthiest families organise their philanthropy and pursue impact, and finds distinguishing characteristics in Asia.”

In Asia, where founders and second-generation leaders often remain closely involved in the businesses that generated their wealth, philanthropy is frequently connected to broader questions of stewardship, business ownership, succession, and community engagement. The research finds that these differences are shaped by factors including the relative newness of wealth, continued business ownership, and the close connection between family, business, and philanthropy. Bridgespan’s research on corporate giving highlights this dynamic: founder- or family-linked companies account for 11 of Asia’s 20 largest corporate funders, compared with four among the world’s 20 largest corporate funders.

“Beyond the scale of their giving, many families bring a long-term perspective, deep personal commitment, and relationships across sectors built over decades,” said Brian San, secretary-general of the Institute of Philanthropy. “These qualities are particularly relevant in Asia, where family-owned businesses remain a powerful force and philanthropy is often closely connected to family stewardship, business leadership, and community engagement. The report highlights how these characteristics can help families catalyse collaboration, support innovation, and contribute to meaningful impact over time.”

“This research confirms what we have seen firsthand: family philanthropy has driven some of today’s boldest solutions and most pioneering research. These funders are uniquely positioned to take risks and build coalitions that can solve big, complex problems at their root,” said Deepali Khanna, senior vice president and head of Asia (division) at The Rockefeller Foundation. “Some of the work we are proudest of, like the Global Energy Alliance for People and Planet, started because family philanthropies were willing to commit early and jointly at a time when no single institution could have carried it alone.”

While the report finds that wealthy families around the world share many common philanthropic behaviours, it also identifies several characteristics that distinguish family philanthropy in Asia.

• Asia’s wealth is newer: Approximately 94 percent of wealth held by Asia’s wealthiest families sits with first- or second-generation wealth holders, compared with roughly 85 percent in high-income economies outside Asia. The relative newness of wealth influences how wealth is held, the degree of family involvement in operating businesses, the availability of liquid assets, and the form philanthropy takes.
• Asian families retain tighter control of their businesses: Approximately 95 percent of Asian families maintain control of the businesses that generated their wealth, compared with roughly 68 percent outside Asia. Where wealth remains closely tied to an operating business, philanthropic decisions often sit alongside broader considerations such as government relationships, succession planning, and reputation.
• Families fund remarkably similar issues across regions: Education, health, and support for marginalised and vulnerable populations are among the top issues supported by wealthy families. In Asia, families are more likely to support elderly care, religion, and sports, while families from other regions more frequently fund science and technology initiatives, including those related to artificial intelligence.
• Few families publicly report outcomes from their giving: More than 80 percent of families in Asia publicly report outputs from their giving, such as schools built or teachers trained, compared with just 45 percent of high-income families outside Asia. However, outcome reporting, such as learning gains or graduation rates, remains uncommon across all groups.

Beyond examining how families give, the companion report How the World’s Wealthiest Families Give explores approaches that help families translate their resources and influence into meaningful and sustained impact:

1. Taking risks others cannot or will not: Families often have the autonomy to move from decision to deployment more readily than institutional or corporate funders. In Singapore, for example, the Lien Foundation made a decade-long push into early childhood development, a sector that few had championed when it began. Its sustained work alongside government and other stakeholders contributed to broader sector development over time.
2. Facilitating collective action: Families with trusted relationships across sectors can bring together stakeholders who might not otherwise gather, helping fragmented efforts to evolve into coordinated action. In 2024, the Jollibee Group Foundation, led by Tony and Grace Tan Caktiong, partnered with the Provincial Government of Basilan, the Zuellig Family Foundation, and the League of Corporate Foundations to expand its school feeding programme. Together, the partnership supports the delivery of nutritious meals to nearly 25,000 children in 250 schools.
3. Mobilising multiple types of capital: A family with authority across philanthropic and investment decisions may be able to move capital across different instruments with fewer external negotiations, board approvals, or fiduciary obligations to outside investors.

Download the full reports:

• https://www.bridgespan.org/insights/high-impact-family-philanthropy-what-makes-family-giving-distinctive
• https://www.bridgespan.org/insights/how-the-worlds-wealthiest-families-give

Hashtag: #TheBridgespanGroup #Bridgespan #CSR #ESG #Philanthropy #FamilyPhilanthropy #InstituteofPhilanthropy

https://www.bridgespan.org

The issuer is solely responsible for the content of this announcement.

About The Bridgespan Group

The Bridgespan Group (www.bridgespan.org) is a global nonprofit that collaborates with social change organisations, philanthropists, and impact investors to make the world more equitable and just. Bridgespan’s services include strategy consulting and advising, sourcing and diligence, and leadership team support. We take what we learn from this work and build on it with original research, identifying best practices and innovative ideas to share with the social sector. We work from locations in Boston, Delhi, Johannesburg, Mumbai, New York, San Francisco, Singapore, and Washington, DC.