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QashierGM works from each merchant’s own sales, payouts and menu, and gets routine work done with the owner’s approval. With Crew, Qashier’s new team chat, anyone on the team can tag @GM to get things done, and QashierGM acts only within each person’s role.

SINGAPORE – Media OutReach Newswire – 23 October 2026 – Qashier, the unified merchant operating system serving more than 25,000 businesses across Southeast Asia, today launched QashierGM, an AI general manager that works with a merchant’s whole team. Available at no additional cost to all Qashier merchants in Singapore, QashierGM lives in QashierHQ, the web and mobile app (Android and iOS) merchants use to manage their sales, payouts, products and staff. Owners can ask it about sales, payouts and products in plain language. Merchants on the Qashier plan also get Crew, a new team chat where staff can bring QashierGM into any conversation by tagging @GM. Malaysia, Thailand and the Philippines follow in November.

Because QashierGM works directly from each merchant’s own transactions and settlements, it can do what a general-purpose chatbot cannot: explain, line by line, why a payout is lower than the day’s sales, or show which outlet is underperforming this week. Owners get answers grounded in their actual operations, without piecing together reports.

“Most small business owners can’t afford a general manager, so they become one after closing, going through reports at midnight,” said Christopher Choo, Co-Founder and CEO of Qashier. “QashierGM is the manager they never had. It already knows the business, takes on the routine work and never makes a change without asking. With Crew, it now works alongside the whole team, not just the owner.”

The launch follows an open beta that began in September with merchants ranging from single-outlet cafés and shops to multi-outlet chains, with F&B operators the most active. Their most common questions were about sales trends, best sellers and payouts, and with the year-end festive season approaching, many are asking QashierGM to suggest festive promotions built around their most popular items.

Jun Rong, Operations Manager of Coexist Coffee Co., likens using QashierGM to talking to his store managers, only faster. “Running a café means wearing every hat, and the numbers usually wait until after closing. QashierGM already knows our sales, payouts and menu, so I just ask. When we plan a promotion, it suggests ideas based on what our customers actually buy, and nothing changes until I confirm. It feels like having a general manager who’s been with us from day one.”

QashierGM also takes routine admin off the owner’s plate. An owner can ask it to update a price, mark an item as sold out or add a new product, and QashierGM shows a card with exactly what will change and where. Nothing goes live until the owner taps confirm. Multi-outlet operators can compare stores, spot the one underperforming and push a change to every store in one request. Store managers see and change only their own store. Owners can also set alerts in their own words, such as “alert me on any unusual refunds” or “tell me when the first staff clocks in”, and QashierGM tells them when it matters.

Crew: the whole team, with QashierGM in the conversation

Crew, included in the Qashier plan and Enterprise plans, gives a merchant’s team a work chat of its own, separate from personal messaging groups where messages get lost and former staff keep the history. Owners, managers, kitchen and floor staff get private direct messages, group chats by team or department, and announcements with read receipts. Anyone can tag @GM to check a number, update an item or send a customer an invoice with a payment link. QashierGM acts only with the permissions of the person who tagged it, sends bigger changes to whoever can approve them right in the chat, and posts an update when an invoice is paid. It only sees the conversations it is tagged into.

On a typical day, a floor staff member can mark a dish sold out, a manager can approve a price change from her phone, and an owner can send an event deposit invoice and see it paid, all in the same app. Crew and QashierGM work in all major languages used across the region, including English, Mandarin Chinese, Malay and Thai.

Connectors to third party apps such as Gmail and Google Business Profile arrive in November, extending QashierGM beyond Qashier to supplier emails, customer enquiries and Google reviews. “A good general manager handles the work wherever it lands, not just inside one system,” added Choo. “This is the first step.”

Qashier processes more than US$1 billion in annualised payment volume for over 25,000 merchants across Singapore, Malaysia, Thailand and the Philippines. The company has been profitable since December 2025 and raised US$6.125 million in Series A+ financing in June 2026. QashierGM is available now to all Qashier merchants in Singapore through QashierHQ on web, Android and iOS, at no additional cost. Crew is included in the Qashier plan and Enterprise plans. Both launch in Malaysia, Thailand and the Philippines in November. To learn more, visit https://qashier.com/sg/.

Hashtag: #Qashier #QashierGM

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Qashier Pte. Ltd.

Qashier is a unified merchant operating system that brings together payments, business software, embedded financial services and customer engagement tools on one platform. Operating across Singapore, Malaysia, Thailand and the Philippines, Qashier supports more than 25,000 SMEs with an integrated ecosystem built for Southeast Asia’s digital economy. Qashier is licensed by the Monetary Authority of Singapore as a Major Payment Institution. Founded in Singapore in 2019, Qashier gives merchants an AI general manager, QashierGM, and a team chat, Crew, through QashierHQ.

The report, “The Governance Performance of the Fifty States: The U.S. Berggruen Governance Index”, applies the research team’s “governance triangle” from past global country rankings to the 50 US states. The report has now been presented to the public at Columbia University in New York.

“Unlike in the Berggruen Governance Index’s cross-national comparisons, where the three dimensions are broadly correlated, in the 50 U.S. states they often run counter to each other,” the authors conclude. “This may seem counterintuitive, as one might expect a well-governed state to finish high on all three and a poorly governed one to place low across all three.”

The report concluded that state capacity and public goods provision are “essentially uncorrelated.” Massachusetts, which has among the highest per capita incomes, was third in public goods but 49th in state capacity. Mining and agriculture-dependent Wyoming was 36th in public goods provision but No. 1 in state capacity.

• Public goods provision, which combines quality-of-life metrics such as health and educational outcomes with infrastructure and quasi-public goods that are often delivered by the private sector, saw four of the top five from the Northeast, while the bottom seven were in the South. All but one of the top 16 states were won by Democratic nominee Kamala Harris in the 2024 US presidential election. Nineteen of the bottom 20 went to Donald Trump.
• Democratic accountability measures election procedures, which vary widely among states, along with scores for civil society activity and government openness. These include among others lobbying disclosures and state auditor independence. The top 12 states were a geographical mix of the West, Northeast and Midwest. Nine of that dozen voted for Harris, though the state with the highest score was reliably Republican Montana. The 10 lowest-ranked states were all Southern, and the bottom 20 were all won by Trump in 2024.
• State capacity foremost indicates debt levels, along with budget processes and effective welfare-state delivery such as unemployment insurance. The top-ranked states were geographically diversified, but no Northeastern state was among the top 12. All major regions were represented in the bottom 10, including notoriously debt-laden Rhode Island, Illinois, Connecticut and New Jersey.

The three components produce four state groupings identified by the authors:

• 14 fiscally sound and delivering states, which are half Republican and half Democratic and swing states, based on the 2024 presidential race.
• 16 strained but delivering states, which are mostly Democratic.
• Nine fiscally strong but poorly served states, almost entirely Republican.
• 11 low performing states, including only one Democratic state.

The report was written by principal investigator Helmut K. Anheier with co-authors Joseph C. Saraceno and Edward L. Knudsen, all of the UCLA Luskin School of Public Affairs, and produced as a collaboration of the Luskin School with the Berlin-based Hertie School, supported by the Berggruen Institute, a Los Angeles think tank.

During a panel discussion held with the release of the report at Columbia University, economic historian Adam Tooze focused on the states with poor scores for provision of public goods. He pointed out that for many public goods that in Europe are assumed to be state-led, such as health care, education and utilities, in the US the private sector has a greater role.

“If you look at all of the states which are underperforming, it’s the South, and the variable that’s operating here is race,” said Tooze, a Columbia professor. “The reason why these states don’t have large-scale public services is that white people who are richer don’t want to pay taxes to redistribute income to black people. And it’s not a secret; it’s the logic of American politics.”

Among the 11 low performing states, the very worst performers are in the South: Louisiana, Mississippi, Alabama and Kentucky.

Joseph C. Saraceno said that the 14 states classified in the report as fiscally sound and delivering “provide a moderate level of public goods while also having state capacity, or this measure of fiscal room that they find to be comfortable, or have a rainy day fund as needed.”

The group of fiscally strong, poorly served states have strong balance sheets but little to show for it in quality of life. Arkansas, for example, ranks seventh in state capacity but 46th in public goods provision. Tooze said those states have better fiscal resilience and “rank high on their capacity score because basically they’ve never done anything. So unsurprisingly, when push comes to shove, they could do something if one supposed they had politics that would allow them to.”

Edward Knudsen, another researcher who worked on the previous global versions of the Berggruen Governance Index, pointed out that the strained but delivering states are heavily traditionally Democratic Party states that also score higher for democratic accountability. “In a lot of the Democratic leaning states, you have more ability for the population to demand public goods. They in turn are able to receive them. That places this fiscal stress,” Knudsen said.

The full report “The Governance Performance of the Fifty States: The U.S. Berggruen Governance Index” can be downloaded here: https://ucla.app.box.com/s/hcruhr43fyhfw0uondid2e6fviqopmww

Frank Fuhrig, DNA

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Intergenerational Care: The Earlier the Eye Protection, The Better – “When Vision Fades, It’s Already Too Late”

Eyes are the windows to the soul, and good vision is key to maintaining quality of life and dignity for seniors. Clear vision allows everyone to live life to the fullest. Yet, many local seniors dismiss deteriorating vision as an inevitable sign of aging and choose to endure it. As early-stage eye diseases are often painless and asymptomatic, by the time seniors experience noticeable blurriness or vision impairment, they have often missed the golden window for effective treatment.

On World Sight Day, the message from organizers was clear: caring for aging eyes is a shared family responsibility. Through twin themes of “Intergenerational Care” and “Early Screening, Early Control,” they called on younger generations to accompany their elderly loved ones on the journey to better vision. Eye care should never be put off until problems arise. A gentle word of concern, a thoughtful reminder, or simply offering to accompany parents to an eye exam could be the very thing that catches a silent disease early and protects seniors’ clarity, confidence, and quality of life.

Three Key Program Highlights: From Interactive Sensory Games to In-Depth Eye Screening

The full-day event offered a comprehensive eye care experience:

• Interactive Sensory Games: Featured 5 interactive eye care booths (including AR eye disease simulation and Braille challenges), allowing residents and young caregivers to experience visual challenges faced by seniors firsthand while learning eye care knowledge.
• Professional Medical Seminars: 3 specialized seminars hosted by HKOS specialist ophthalmologists unraveled “silent vision thieves” like cataracts, glaucoma, and macular degeneration in accessible terms, attracting over 500 seniors and caregivers.
• In-Depth Eye Screening: On-site HKOS specialist ophthalmologists provided free Optical Coherence Tomography (OCT) scans and diagnostic consultations to 120 underprivileged seniors from the Southern District, issuing specialist referral letters to cases requiring further medical follow-up.

Quotes from Officiating Guests

Ms. Sandy CHEUNG, JP, District Officer (Southern)

“The Southern District Office has always been committed to bringing together government, charitable organizations, and community forces to serve residents. We are delighted to coordinate the Southern District Care Team, partnering with Orbis and the Hong Kong Ophthalmological Society to bring top-tier eye care resources directly to Wah Kwai Estate for free screenings for local seniors. The Care Team will continue to leverage its community network to care for the physical and mental well-being of the elderly.”

Ms. Kathleen SHERWIN, President & Chief Executive Officer of Orbis International

“For over 40 years, Orbis has firmly believed that cross-sector collaboration is key to preventing and treating avoidable blindness. Hong Kong has always been a vital global hub for Orbis. As a centerpiece of Orbis’s World Sight Day community initiatives, this event aims to promote ‘Intergenerational Care’ and encourage the younger generation to actively care for their elders’ eye health.”

Prof. YAM Cheuk Sing, Jason, President of Hong Kong Ophthalmological Society

“Common elderly eye conditions such as cataracts, glaucoma, and macular degeneration often develop silently in their early stages. By the time seniors notice blurred vision, irreversible vision damage may already have occurred. HKOS is honored to mobilize specialist ophthalmologists into the community to conduct screenings, putting the medical philosophy of ‘Early Screening, Early Control’ into practice.”

Ms. HUI Sze Man, Orbis “Sight Ambassador” & Senior Artiste

“Having had cataract surgery myself, I was fortunate that my habit of regular eye checkups allowed me to recover my vision completely post-surgery! My five grandchildren are always caring for my eyes. I strongly urge fellow seniors not to endure vision problems silently, and encourage the younger generation to show more care by taking their elders for regular eye checkups!”

Cross-Sector Unity to Achieve “Early Screening, Early Control”

The event featured a simple yet solemn kick-off ceremony. Officiating guests affixed colorful “E” chart props onto a giant eye chart backdrop, symbolizing the four-party partnership across government, medical, charitable, and district sectors, uniting to restore clear vision to Southern District seniors. This was followed by a mass photo op with over a hundred seniors and family members holding eye care props and chanting slogans in a warm, enthusiastic atmosphere.

Photo Captions

Photo 1 (Joint Kick-off Ceremony): Ms. Kathleen SHERWIN, President & CEO of Orbis International (right 3); Ms. Sandy CHEUNG, JP, District Officer (Southern) (left 3); Prof. YAM Cheuk Sing, Jason, President of HKOS (right 1); Ms. LAM Yuk-chin, BBS, MH, Representative of the Southern District Care Team (left 2); Ms. Mary LAU, Executive Director of Orbis Hong Kong (right 2); and Ms. HUI Sze Man, Orbis “Sight Ambassador” (left 1) officiate the “World Sight Day Senior Eye Care Action” launch ceremony by placing colorful “E” props on a giant eye chart.

Photo 2 (Mass Intergenerational Group Photo): Officiating guests pose with nearly 160 Southern District seniors, residents, and family members, holding eye care props and calling for “Early Screening, Early Control” and promoting “Intergenerational Care”.

Photo 3 (Free Specialist Eye Screening): HKOS specialist ophthalmologists provide free comprehensive consultations and OCT scan evaluations for underprivileged seniors in Wah Kwai Estate.

Photo 4 (Sight Ambassador Experience): Orbis “Sight Ambassador” Ms. HUI undergoes a professional eye checkup on-site and shares her story of overcoming cataracts to encourage seniors not to endure eye issues silently.

Photo 5 (Community Eye Care Booths and Seminars): The event featured AR eye disease simulation booths and medical seminars to help residents experience patient perspectives and deepen community eye health education.

Hashtag: #Orbis

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For Tongxiang, long associated with the annual internet conference, the summit is also a chance to demonstrate how local companies are commercializing AI technologies for customers at home and abroad.

Ahead of the event, reporters visited seven Tongxiang-based companies working in robotics, intelligent vehicles, synthetic data, industrial automation, logistics and computing infrastructure.

Singapore Changi Airport earlier this year placed a fourth order for commercial cleaning robots from CenoBots, a Tongxiang-based company whose machines are used in airports, supermarkets, hospitals, factories and warehouses.

CenoBots has sold products in more than 40 countries and regions. Its customers include Changi Airport, British retailer Tesco, the University of Minnesota and pharmaceutical company Novo Nordisk. This year, the company supplied about 600 autonomous cleaning robots for Tesco Express stores across the United Kingdom.

“Cleaning robots are appearing in more and more settings,” said Shen Jizhong, CenoBots’ co-founder and vice president. “It is much like electric vehicles becoming a familiar sight on the roads — a trend that is gathering pace.”

The company’s machines are adapted to different settings. Hospital robots must move through busy corridors without disrupting patient care, while those used in supermarkets navigate around shoppers and carts. Factory robots operate near forklifts, and airport models must handle both fine debris in carpeted areas and small obstacles on smooth floors.

CenoBots continues to refine its robots through real-world testing, focusing on reliable operation and consistent cleaning performance across diverse environments. The company has expanded its research, development and production facilities in Tongxiang from approximately 3,000 square meters in its early years to more than 20,000 square meters. Local malls, hospitals and sports venues have also served as long-term testing sites.

While CenoBots focuses on service robots, TEEMO is developing the vehicle platforms that support autonomous mobility. The company makes drive-by-wire skateboard chassis and core components for autonomous vehicles used in last-mile delivery, patrols and logistics.

Its standardized chassis can be equipped with different vehicle bodies and hardware for specific uses. One of TEEMO’s strategic customers, autonomous delivery-vehicle maker Zelos, was selected for all lots in China Post’s centralized procurement program for 7,000 autonomous delivery vehicles.

TEEMO’s customers already span the United States, the Middle East, India and Russia, said Zhang Yongjian, the company’s director of operations.

“In some overseas markets, distances are long, populations are dispersed and last-mile delivery is difficult to staff,” Zhang said. “Autonomous delivery vehicles have strong potential there, and overseas business will become an important growth driver for us.”

Other Tongxiang companies are concentrating on the data and perception systems that allow machines to function in physical environments.

Dayan Technology, founded in Tongxiang in May 2025, provides synthetic-data and toolchain services for autonomous-driving and humanoid-robotics companies. It combines real-world data collection, digital twins and simulated training environments to help developers train robots before they are deployed.

Its wearable devices record human movement and interactions with objects. A haptic glove uses liquid-metal and pressure sensors to capture hand gestures, finger movements and contact force. A multi-camera headset records a user’s visual field, body posture, hand movements and the position of nearby objects.

Dayan said its tactile-perception model can process touch signals in milliseconds. The technology is intended to help robots do more than identify objects visually: They can learn how firmly to grip an item, recognize when it is slipping and apply force without causing damage.

Freetech is applying related sensing and decision-making capabilities to intelligent driving. The company develops intelligent-driving systems and 4D imaging radar for passenger and commercial vehicles, and said its technology has been selected for hundreds of vehicle programs.

Its ODIN AI platform supports products at different levels of driving automation. The radar is designed to complement cameras in heavy rain, fog, darkness and abrupt changes in light, including when vehicles enter or leave tunnels.

At its intelligent-manufacturing base in Wuzhen, Freetech is also using AI in production. An in-house system reads customer orders and calculates the components and materials needed for each production line before manufacturing begins. The company said the system has increased overall efficiency by more than 20%.

“Transportation combined with a specialized function will be an important direction for the future,” said Dr. Zhang Lin, Freetech’s founder and CEO.

Freetech sees potential applications beyond passenger vehicles, including robots, elder-care vehicles, mining equipment and agricultural machinery.

Beyond mobility, Tongxiang firms are using AI to address the complexity of industrial operations. Founded in 2019, Shuhan Technologies provides on-premises industrial AI for chemical plants, energy facilities and wastewater-treatment systems. Its AI-driven control layer continuously ingests data from central control systems and field sensors, identifies dynamic conditions and autonomously adjusts operating parameters in real time.

“Fundamentally, all industrial process challenges can be framed as control and optimization problems,” said Zhai Zhengjun, Shuhan’s Chief Technology Officer.

At a coal chemical plant with annual capacity of 1.2 million metric tons, Shuhan said its system reduced raw-material consumption by 6%. The company estimated that the deployment generated more than 176 million yuan, or about $26 million, in annualized economic benefits and reduced carbon emissions by more than 500,000 metric tons.

SENAD is targeting bottlenecks in logistics operations, including loading, unloading, sorting and pallet handling. It develops autonomous loading and unloading robots, as well as a multimodal logistics model called Robot Insight, for sectors including beverages, tobacco, consumer goods, pharmaceuticals and logistics.

Tongxiang’s AI sector also includes companies addressing the infrastructure needed to run increasingly powerful computing systems. SynthCool is tackling a basic constraint of the AI boom: heat.

SynthCool develops two-phase liquid-cooling systems to address the heat generated by increasingly powerful processors. Inadequate cooling can trigger thermal throttling, reducing performance and energy efficiency.

“Heat dissipation is infrastructure,” said Zhu Zhijiang, SynthCool’s general manager.

SynthCool’s two-phase cooling technology uses the latent heat of vaporization to remove heat from processors. The cooling fluid absorbs heat and boils into vapor, which is then condensed back into liquid and recirculated.

Depending on ambient conditions and system design, two-phase cooling can also support free cooling and reduce reliance on compressor-based refrigeration. Waste heat may be recovered where temperatures and local demand make reuse practical.

According to SynthCool, its technology supports heat dissipation of more than 3,000 watts per chip and heat flux above 250 watts per square centimeter. Under comparable cooling requirements, the system requires approximately one-third of the flow needed by conventional single-phase water-cooled cold plates, helping reduce piping requirements and pumping demand.

SynthCool’s portfolio includes two-phase direct-to-chip and immersion cooling solutions, along with distribution units and control systems for AI data centers.

Hashtag: #Tongxiang

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ONYX Dining invites guests to discover a variety of dining experiences at Amari Bangkok and Amari Pattaya, from family meals with something for every generation and relaxed gatherings over long conversations to opportunities to discover new flavours or dine by the sea. Each offers more than a meal: “More of What You Love”

A family meal with something for everyone at the table — Prego

When dining out as a family, everyone may have a different favourite. Some may be in the mood for pizza, others may prefer pasta, while others may wish to try something new. Prego Italian Restaurant at Amari Bangkok brings a variety of Italian dishes together at one table, from wood-fired pizza, homemade pasta and Italian classics to children’s menus and gluten-free options. Highlights also include Risotto alla Montanara, one of the restaurant’s signature dishes, burrata and tiramisu, allowing everyone to choose a dish they love and make the most of their time together.

For those looking to swap the city for the seaside, Prego Pattaya Pasta Lab & Bar at Amari Pattaya welcomes guests with fresh pasta made in-house, pizza and contemporary interpretations of Italian classics, overlooking the curve of North Pattaya Beach. Meanwhile, Amaya Food Gallery offers familiar Thai and international dishes, making a seaside meal another opportunity to relax and spend time with family or someone special.

This November, Prego is set to open a new location at Amari Don Muang Airport Bangkok, offering another choice for families looking to spend time together over their favourite Italian dishes, whether in the city, by the sea or close to the airport.

A Thai meal for moments when you want the conversation to last a little longer — ChomSindh

For meals with older family members or friends of different generations, part of the appeal of Thai cuisine lies in gathering around a table to enjoy a variety of dishes, choosing, serving and sharing as the conversation flows. ChomSindh at Amari Bangkok presents Thai cuisine inspired by rivers and the sea, with dishes such as Chaiya-style Pad Thai with River Prawns, ChomSindh Rice Soup, Naree Kansaeng, Tiger Prawns Stir-fried with Herbs and Spices using a traditional recipe, and Grouper with Three-flavour Sauce. These dishes draw on recipes passed down through generations, locally sourced ingredients and traditional cooking techniques, served in a contemporary setting with an open kitchen.

ChomSindh is also bringing its flavours to Amari Johor Bahru in Malaysia through a pop-up throughout October, followed by Amari Hua Hin throughout November. These pop-ups invite guests to discover Thai cuisine inspired by rivers and the sea, while sharing good food and memorable moments with family and friends. With a selection of dishes brought together at one table, everyone can explore different flavours while talking, exchanging stories and spending time together throughout the meal, bringing the pleasure of good food together with the joy of good company.

Turn an everyday meal into a special occasion with new flavours — NILA

Celebrations need not be reserved for birthdays or anniversaries. Some good news, a new beginning or simply a desire to spend time together can be reason enough. NILA at Amari Bangkok presents a contemporary interpretation of Indian cuisine from across the country, drawing on the heritage, stories and memories behind its recipes. Its approachable flavours make it an inviting choice for couples and groups of friends keen to discover something new.

More than a meal: time spent together, another experience from ONYX Hospitality Group

From family meals where everyone can choose a favourite dish and longer conversations over Thai cuisine to exploring new flavours with friends or enjoying a change of scenery by the sea, food may be the starting point, but it is the time spent together that makes each meal memorable.

For ONYX Hospitality Group, which manages hotels, resorts, serviced apartments and luxury residences, alongside restaurants and spas across Asia Pacific, dining is another important part of the journey. The Group has therefore developed ONYX Dining to bring together its restaurants with a variety of concepts, from Italian, Thai and contemporary Indian cuisine to seaside dining, while establishing a distinctive identity for each restaurant in its destination.

This approach aligns with ONYX Hospitality Group’s More of What You Love theme, reflecting the idea of choosing to spend time on the things each person enjoys throughout their journey, from dining and relaxation to activities, discovering destinations and moments shared with the people who matter.

ONYX Rewards members can enjoy dining discounts at participating restaurants according to their membership tier, while Prego offers discounts starting from 10% and up to 30% for Platinum members, in addition to accommodation benefits, subject to the applicable terms and conditions.

Whatever the occasion, the question may be more than “What would you like to eat today?” It may also be “Who would you like to spend this meal with?”

Hashtag: #ONYXHospitalityGroup

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About ONYX Hospitality Group:

ONYX Hospitality Group is a leading hospitality management company in Asia-Pacific, with a complementary portfolio of brands comprising Amari, OZO, Shama and Oriental Residence. Together, these brands serve the diverse needs of business and leisure travellers across the region, where ONYX has deep market expertise. Beyond accommodation, the Group also operates spa and food and beverage businesses. Drawing on six decades of management experience, ONYX delivers innovative hospitality solutions across the region while upholding internationally recognised standards and maintaining operational agility. By building enduring relationships with like-minded business partners, ONYX Hospitality Group delivers distinctive experiences in a dynamic and competitive market, responding to the evolving needs of today’s travellers.

More information: www.onyx-hospitality.com

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By Nantoo Banerjee The prolonged blockade of the Strait of Hormuz, lately due to the ego tussle between the United States and Iran, have inflicted severe financial, operational, and human costs on India’s merchant marine industry and broader import-export trade. But, thanks to an excellent supply chain management effort, it failed to impact the country’s […]

The article Excellent Supply Chain Handling Helped India Avoid A Major Stagflation appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Singh estimated the sector’s current value at approximately $9 billion and projected it could reach $40 billion to $45 billion over seven to eight years. Speaking at a New Delhi roundtable on Saturday, he said the next priority was building internationally competitive businesses rather than simply demonstrating technological capabilities.

The minister identified predictable customer demand, domestic and overseas capital, efficient approvals and sustainable business models as essential conditions for expansion. His remarks at the Bloomberg New Economy Forum placed commercial viability at the centre of the government’s efforts to enlarge the role of private companies in space activities.

Government departments could become anchor customers for emerging enterprises, Singh said, providing contracts that enable businesses to test technology and develop products for wider markets. Support for proof-of-concept projects would also help companies demonstrate practical applications before committing to larger production programmes.

Such arrangements could address a central challenge for space ventures: securing reliable revenue while facing substantial development costs and lengthy periods before projects generate returns. Singh argued that an identifiable customer base would encourage manufacturing investment and allow companies to establish more durable commercial operations.

He also called for defined timeframes for installation and export licences, alongside lower operating costs and better integration of supply chains. Regulatory improvements, he said, must produce practical results for companies seeking to enter the market or expand their activities.

Singh referred to goods and services tax measures affecting space products, saying policy changes should deliver tangible benefits to industry. He did not announce a fresh tax package or specify new deadlines for regulatory decisions during the discussion.

The forecast broadly matches the longer-term ambition set out by the Indian National Space Promotion and Authorisation Centre, or IN-SPACe, which has outlined a $44 billion space economy by 2033. Its strategy envisages $11 billion in exports, with opportunities spanning satellite communications, navigation, Earth observation, manufacturing and launch services.

That target remains an aspiration rather than an assured outcome. Delivering it would require sustained growth across multiple segments, with private operators securing customers and financing while navigating technical, regulatory and commercial risks.

Figures disclosed to Parliament in July illustrate both the expansion of private participation and the distance still to travel. Singh said cumulative private investment had reached $618.5 million by March 31, 2026, while $187 million had been reported during 2026. The government had granted 105 authorisations to non-government entities as of July 14.

Those authorisations are subject to national security and strategic considerations under IN-SPACe procedures. The government has said it is developing dedicated safety and security guidelines as commercial activity expands, reflecting the need to balance market access with oversight of sensitive technologies.

Singh said international partnerships could bring investment, technological expertise and access to overseas customers, while domestic capabilities remained important for strategic autonomy. He advocated closer cooperation among government agencies, private enterprises and foreign partners, particularly where collaboration could strengthen manufacturing networks and market access.

He pointed to satellite communications, geospatial services and Earth observation as areas where space technology already supports economic activity. Applications include infrastructure monitoring, agriculture, disaster management and defence, alongside services built around satellite data.

The minister highlighted government use of geotagging to monitor development projects, track implementation schedules and assist administrative clearances. He also cited space-based disaster information supplied to neighbouring countries, including Myanmar, Bangladesh and Sri Lanka.

The commercialisation programme follows the opening of space activities to private participation in 2019 and 2020, a change that enabled enterprises to work alongside public institutions. Singh said that cooperation had yielded results but that technical achievement alone would not guarantee commercial success. The distinction is significant for companies developing satellite hardware, data services and launch technologies: demonstrating that a system works is different from securing repeat orders at prices sufficient to sustain operations. Public procurement and export access could therefore influence investment decisions.

The roundtable, titled Space, Sovereignty and New Economy, included IN-SPACe promotion director Vinod Kumar and Aisha Bowe, founder and chief executive of STEMBoard and LINGO, a former NASA engineer who has flown with Blue Origin. Participants discussed investment, international cooperation and the challenge of converting national space capabilities into commercially viable enterprises.

Vishnu Vardhan Reddy, Consul General of India in Dubai and the Northern Emirates, said innovation, renewable energy, defence and space technology could contribute to the next phase of economic expansion. He was addressing the Innovators and Investors Series organised by the Indian People’s Forum on October 16.

The proposal comes as both governments pursue a target of $200 billion in bilateral trade by 2032. Trade reached $101.25 billion during India’s 2025-26 financial year, exceeding $100 billion for a second consecutive year, according to official figures.

Reddy urged businesses and investors to establish partnerships capable of taking emerging enterprises into international markets. Investment in technology businesses, he argued, could create additional commercial activity while linking the UAE’s capital providers with enterprises developing products and services in India.

His remarks were an assessment, not a new government commitment or forecast backed by contracts. Achieving the target would require substantial expansion across multiple sectors, including those already accounting for the largest share of bilateral commerce. The $200 billion figure is a bilateral merchandise trade ambition, not a valuation of technology investments or start-up fundraising.

India’s exports to the UAE totalled approximately $37.36 billion in 2025-26, while imports were about $63.89 billion. The UAE remained India’s third-largest trading partner and second-largest export destination. India was the UAE’s second-largest trading partner, according to diplomatic trade data.

The technology emphasis follows a September meeting of the UAE-India High Level Joint Task Force on Investments, where officials agreed to advance work on local-currency settlement, payment-system integration and central-bank digital currencies. Those initiatives are intended to make financial transactions and cross-border commerce more efficient. Officials also discussed cooperation in financial infrastructure, an area where payment interoperability could lower friction for businesses operating in both markets.

The task force also examined investment proposals involving manufacturing, food processing and logistics. Projects discussed included an integrated aluminium complex proposed for Odisha, a food park in Gujarat and opportunities for aviation and logistics development at Dholera.

At the Dubai forum, speakers called for greater participation by UAE investors in start-ups seeking financing, commercial partnerships and access to international customers. The gathering connected entrepreneurs with businesses and potential financial backers.

Two enterprises, JE Plus Healthcare and University Living, presented their business models. JE Plus Healthcare focuses on distribution and logistics for healthcare products, while University Living provides accommodation services for students studying away from home. Both were seeking investment to expand their operations. Their presentations illustrated the range of businesses seeking support, from physical supply chains to digital services for international customers.

Actor and investor Vivek Oberoi told participants that unsuccessful investments were part of entrepreneurship and that investors needed to recognise the lessons associated with business failures. He said he had invested in 35 companies, with mixed results across his portfolio.

Jitendra Vaidya, national president of the Indian People’s Forum, said stronger two-way investment could support commercial ties between the countries. The organisation’s business representatives encouraged investors to examine opportunities in technology, artificial intelligence, machine learning and robotics.

Mahesh Advani, convenor of the forum’s business council, urged UAE investors to consider start-up financing. Piyush Jhunjhunwala, co-convenor of its business and professional council, identified technology-led businesses as a potential destination for private capital.

Figures circulated at the event described a substantial start-up and venture investment ecosystem in India, including companies operating in financial services and advanced technology. However, the figures covered different categories of businesses and financing activity, making direct comparisons difficult without consistent definitions and reporting periods.

The bilateral trade framework rests on the Comprehensive Economic Partnership Agreement, which entered into force in May 2022. It reduced trade barriers across numerous product categories and provided a platform for wider business cooperation. Trade volumes nevertheless remain sensitive to energy prices, demand conditions and changes in the composition of imports and exports.

Government initiatives now include Bharat Mart, intended to support access to markets, and a Virtual Trade Corridor designed to simplify trade processes. Both form part of efforts to improve the movement of goods and information between the two economies.

The Dubai forum was organised by the Indian People’s Forum, a community organisation that also conducts business and professional networking activities in the UAE.

The meeting brought together the Supreme Council Member and the visiting minister as both countries seek to expand commercial partnerships, investment opportunities and diplomatic engagement. Discussions also covered bilateral relations and developments affecting the Gulf region.

Jaishankar described the meeting as an opportunity to exchange views on strengthening relations between the two countries and expanding engagement across the region. He acknowledged Sheikh Saud’s perspectives on bilateral cooperation and confirmed that the situation in the Gulf featured in their discussions.

The talks took place during the final day of Jaishankar’s three-day official visit to the UAE, which began on October 14. The visit was intended to review progress under the Comprehensive Strategic Partnership and identify opportunities for further cooperation across economic and diplomatic sectors.

Neither side announced a new investment agreement, trade target or commercial project following Friday’s meeting. The discussions nevertheless provided another channel for engagement between India’s government and the leadership of individual UAE emirates, alongside established federal diplomatic arrangements.

Economic cooperation remains central to relations between the two countries. Their Comprehensive Economic Partnership Agreement, which entered into force in May 2022, provides preferential market access for eligible goods and establishes mechanisms to facilitate trade and investment.

The agreement has supported efforts to diversify commercial exchanges beyond traditional energy transactions, with businesses exploring opportunities in manufacturing, logistics, infrastructure, technology and services. Its implementation also provides a framework for addressing commercial barriers and encouraging greater participation by companies operating in both markets.

Ras Al Khaimah has pursued investment partnerships involving manufacturing, industrial production, construction materials and logistics. Its industrial infrastructure and connections to regional shipping networks provide opportunities for businesses seeking production facilities and access to markets across the Gulf.

The emirate’s commercial engagement with India was also discussed during a July meeting between Sheikh Saud and India’s Ambassador to the UAE, Deepak Mittal, who was accompanied by business representatives.

That meeting examined opportunities for cooperation across several sectors and ways to utilise Ras Al Khaimah’s economic advantages. The discussions reflected continuing engagement between the emirate’s leadership and businesses interested in developing commercial operations within its jurisdiction.

Friday’s meeting followed talks on Wednesday between Jaishankar and UAE Deputy Prime Minister and Foreign Minister Sheikh Abdullah bin Zayed Al Nahyan in Abu Dhabi.

The two ministers reviewed cooperation under the Comprehensive Strategic Partnership and Comprehensive Economic Partnership, with particular attention to trade, investment and economic development. They also exchanged views on international issues and developments affecting regional stability.

Sheikh Abdullah reaffirmed the UAE’s commitment to strengthening bilateral relations and identifying opportunities that support the development priorities of both countries. Their discussions covered existing cooperation and possibilities for expanding engagement in sectors considered important to their respective economies.

The diplomatic exchanges come as governments and businesses assess the implications of uncertainty across the Gulf for investment, shipping and energy supplies. Regional stability remains an important consideration for commercial activity involving the UAE and India, particularly given their extensive trade and transport connections.

Jaishankar also participated in the Raisina Middle East Dialogue in Abu Dhabi on Thursday, joining discussions about international connectivity, strategic partnerships and the changing economic geography of global trade.

Speaking during a session examining continental corridors, he highlighted growing competition, emerging transport constraints and the importance of building reliable partnerships. His remarks addressed the challenges facing countries seeking secure commercial connections amid shifting geopolitical and economic conditions.

The dialogue, held on October 14 and 15, brought together participants to examine regional and international developments, including connectivity initiatives and cooperation between governments.

India’s relationship with the UAE also encompasses energy supplies, defence cooperation and investment, alongside extensive people-to-people connections. These established links provide an additional foundation for discussions involving the federal government and individual emirates.

The Embassy of India in Abu Dhabi estimated that approximately 4.3 million nationals from India were living in the UAE in 2024, representing roughly 35 per cent of the country’s population.

Ras Al Khaimah’s geographical position near the Strait of Hormuz adds a regional dimension to discussions about trade and connectivity. The emirate borders Oman and maintains industrial and maritime facilities serving businesses involved in manufacturing, construction materials and international commerce.

By Ben Chacko LONDON: The over 200,000 people who demonstrated in London on Saturday, on the 37th national march for Palestine, show that the issue has not gone away, despite Ed Miliband’s admission that: “You were right.” They were not alone. More than 200 organisations across 60-plus countries — including civil society groups, trade unions, […]

The article It’s Time For British Labour Party To End Its Evasions On The Issue Of Genocide appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

• The partnership combines the catalytic capital capabilities, convening platforms, and innovation networks of the Temasek Trust Collective with the World Bank Group’s global development expertise, reach, and country-level insights to help promising solutions move from pilot to scale.
• Both organisations will explore co-financing and innovative financing approaches to mobilise additional resources, initially focusing on climate and energy, water, agriculture, and health.
• A regional Knowledge Node will be established at Temasek Shophouse in Singapore to connect philanthropic partners with development expertise, networks, and opportunities, and to help promising solutions move from pilot to scale.

BANGKOK, THAILAND – Media OutReach Newswire – 12 October 2026 – Temasek Trust and the World Bank Group today signed a memorandum of understanding (MoU) to establish a strategic partnership aimed at harnessing the complementary strengths of philanthropy and development finance to advance shared development priorities. The MoU was signed on the sidelines of the inaugural World Bank Group Philanthropy Forum held as part of its Annual Meetings in Bangkok.

The partnership combines the Temasek Trust Collective’s catalytic capital capabilities, convening platforms, and innovation networks with the World Bank Group’s global development expertise, reach, and country-level insights. Together, they will strengthen cross-sector collaboration and help promising solutions achieve impact at scale.

Paschal Donohoe, Managing Director and Chief Knowledge Officer, World Bank Group, said: “As development needs grow and resources come under pressure, partnership matters more than ever. Philanthropic organizations bring deep expertise and innovative solutions that align closely with our core missions and jobs agenda. The Philanthropy Hub will connect ideas, resources, and partners to take those solutions to scale, and to deliver for people and communities around the world.”

Desmond Kuek, Executive Director and CEO of Temasek Trust, said: “Today’s development challenges do not fit neatly into silos – and neither can our response. Philanthropy can move early, take risks, and unlock the partnerships and capital needed to turn bold ideas into lasting impact. Working in concert with the World Bank Group and its Philanthropy Hub, we can bridge systemic gaps, scale what works, and forge new pathways for collective action.”

Under the MoU, Temasek Trust and the World Bank Group plan to collaborate across three areas:

• Convening and knowledge exchange: Bringing together governments, development institutions, businesses, philanthropies, and other partners to deepen collaboration, learning, and partnership development around shared priorities. This includes mutual participation in platforms such as the World Bank Group Philanthropy Forum and the Philanthropy Asia Summit; engaging senior leaders in high-level dialogues; and facilitating dedicated exchanges on World Bank Group missions, including Mission 300 and Water Forward, as well as approaches to co-funding, building coalitions, and developing country compacts.
• Shared knowledge and insights: Connecting philanthropic partners more effectively with World Bank Group platforms, expertise, programmatic support, and institutional knowledge. The collaboration may also facilitate country-level engagement by providing insights into local development challenges, innovations, and opportunities, together with guidance and connections to relevant stakeholders, knowledge, and partnerships. By building shared knowledge and a repository of effective solutions, the parties aim to help translate promising pilots into replicable and scalable models that can advance impact outcomes.
• Coordinating partners and capital towards shared priorities: Identifying capital mobilisation approaches to support larger, more coordinated, mission-aligned partnerships. Temasek Trust and the World Bank Group will also assess how their respective philanthropic networks and partners can be better aligned around common interests, while sharing knowledge on models for deploying and aggregating capital to support development solutions. Any specific financing arrangements or projects would be considered separately and remain subject to each party’s mandates, policies, procedures, resources, and approvals.

Initial priority areas include water, agriculture, health, climate, and energy, with potential collaboration linked to relevant World Bank Group initiatives.

Knowledge Node at Temasek Shophouse

In 2027, under the strategic partnership and as part of the Philanthropy Hub, Temasek Trust will establish a Knowledge Node at Temasek Shophouse in Singapore. It will connect philanthropic partners with a wide range of World Bank Group datasets, expertise, and relevant networks to support evidence-building and collaboration and will help promising solutions progress towards wider adoption.

Hashtag: #TemasekTrust

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

About Temasek Trust

Temasek Trust is the philanthropic arm of Temasek Holdings, with community stewardship goals of protecting the planet, uplifting communities, connecting people, and advancing capabilities. By forging new pathways in philanthropy and impact investing with like-minded partners, Temasek Trust advances catalytic philanthropy as a force for good. Through the Temasek Trust Collective, an ecosystem of organisations united by a shared purpose of building better for every generation, Temasek Trust builds capacity, convenes partnerships, mobilises capital, and catalyses solutions to drive positive impact. For more information, visit www.temasektrust.org.sg. Follow us on LinkedIn, Instagram, Facebook, and YouTube.

SINGAPORE – Media OutReach Newswire – 12 October 2026 – pionunnal, the Japanese bag brand known for turning traditional Korean Nubi quilting into elegant everyday accessories, will open its first overseas pop-up at Takashimaya Department Store from 13 to 31 October 2026. The event brings together signature styles and the debut of bonbon, a new two-way bag inspired by Singapore’s Chinese New Year tradition of exchanging mandarin oranges.

With bags priced from S$106, the pop-up offers Singapore shoppers an opportunity to discover the brand in person: feel the soft quilting, compare sizes and colours, and find a bag for work, family outings or weekends away. Customers purchasing at the event will also receive a complimentary, non-retail mirror, while stocks last.

From a Japanese favourite to an everyday companion in Singapore
Nubi is a traditional quilted fabric long used in Korea for bedding and household textiles. Recognising its durability, ease of washing and lightweight comfort, pionunnal gave the fabric a new purpose as a bag. By combining this traditional textile with fine stitching by Japanese artisans and refined design, the brand created a new category of “Nubi bags” with a distinctive appeal beyond the conventional tote.

Following the brand’s launch, social media brought attention to a fresh style: lesson bags designed for adults. Traditionally associated with children carrying supplies to classes and activities, the lesson bag became a fashion accessory for adults through pionunnal’s high-quality materials and clean, simple designs, which complement everything from casual looks to more polished outfits.

The brand’s first department store pop-up at Isetan Shinjuku drew a strong response, with customers queuing outside the department store on opening day. Through subsequent pop-ups at major department stores across Japan and collaborations with brands and companies, pionunnal helped establish a new culture of enjoying a second bag as part of an outfit, becoming a driving force behind the second-bag trend and opening up a new fashion category.

A new bag with a Singapore connection
The event’s new release, bonbon (S$172), takes its inspiration from the mandarin oranges exchanged during Chinese New Year visits as symbols of good fortune and prosperity. It introduces an organza drawstring closure and velvet cord to pionunnal’s Nubi designs, giving the softly rounded bag a more decorative finish.

An adjustable, detachable strap allows bonbon to be carried as a shoulder bag or a compact mini bag. Measuring 280 mm wide, 120 mm deep and 150 mm high, it can carry mandarin oranges for festive visits, while also fitting into everyday outings and meals with friends. The Singapore event offers advance sales of bonbon, with a launch in Japan planned to follow.

Styles for different parts of the day
Alongside bonbon, visitors can explore MILK (S$106), a compact companion for essentials; PIANO (S$112), a clean-lined tote that accommodates B4 documents, magazines and a laptop; and GARDEN (S$235), a roomy, rounded bag with two handle lengths and two deep interior pockets.

MOANA (S$192) and MOANA mini (S$166) pair a clear PVC outer bag with a Nubi tote. Each can be used separately or together, offering three carrying arrangements for city outings, pool visits and holidays. For those drawn to a structured silhouette, LADY (S$252) combines a square silhouette, satin lining and a base insert.

The brand name means “a rainy day” in Korean and expresses the idea that rainy days can still be enjoyable. In Singapore, the pop-up gives that philosophy a new setting, with designs intended to accompany the many different moments of everyday life.

Event information
pionunnal
POP UP STORE from Tue 13 Oct to Sat 31 Oct 2026
Available at Ladies’ Accessories, Level 1 (near main entrance), Takashimaya Department Store

Customers purchasing at the pop-up will receive a complimentary mirror, while stocks last. Gifts cannot be reserved. For the product line-up and further information, visit the official website.

Hashtag: #pionunnal

https://pionunnal.shop
https://www.instagram.com/pionunnal/

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

About pionunnal

pionunnal is a Japanese bag brand founded in Kobe in 2019. Led by representative and Director Cha Kumson, it combines traditional Korean Nubi fabric with bags crafted in Japan. Its simple designs, versatile colours and practical approach to everyday carrying have attracted repeat customers, particularly among mothers in Japan.

By Dr. Gyan Pathak The byelection results of the five assembly constituencies – Thattanchavady in Puducherry, Madurantakam and Dharapuram in Tamil Nadu, and Rejinagar and Nandigram in West Bengal, along with Nagaon Lok Sabha constituency in Assam, have given clear signal that regional parties of the country still hold central position in the Indian politics. […]

The article Bypoll Results In Bengal And Assam Underline BJP’s Expansion In Eastern Region appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

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