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• Tackle rising business costs and trade barriers with a unified digital platform for Free Trade Agreements as well as build stronger economic partnerships.
• Bridge AI adoption gaps by co-funding shared data pools and introducing a regional “Trusted AI” mark to drive innovation and governance.
• Future-proof the workforce with targeted work visas for global experts, job transformation roadmaps, and advanced leadership programmes.

SINGAPORE – Media OutReach Newswire – 7 January 2026 – KPMG in Singapore and the Singapore Institute of Directors (SID) are pleased to announce the release of a joint Budget 2026 Proposal, titled “Prospering in a New Global Landscape”.

By fostering resilient economic linkages, embedding digital trust, and cultivating world-class talent and leadership with cross-domain expertise, Singapore can ensure its businesses and economy remain secure, innovative, and competitive in an uncertain global landscape.

This Proposal outlines strategies to position Singapore as a critical hub for global flows, covering three crucial areas:

• A new global order: Resilience as a pivotal growth strategy
• The Intelligent Age: Smart solutions for an innovative era
• Next-gen talent: Empowering tomorrow’s leaders today

The recommendations in the proposal are also supported by data-driven insights from a survey recently conducted by KPMG and SID. More than 1,000 professionals, managers, executives and technicians (PMETs) and business owners were surveyed on the challenges they face and the kinds of Budget 2026 support they hoped to see. [For more information, please refer to the deck with the full survey results: https://kpmg.com/sg/en/campaigns/kpmg-singapore-budget.html ]

Empowering businesses to leverage Singapore’s trusted role as a global connector

Global commerce is rapidly transforming amid rising protectionism, shifting trade rules, evolving tax regimes, and geopolitical tensions. Singapore’s long-term prosperity in the new global order depends on its ability to lead as a trusted connector and aggregator of the flows of goods, capital, data, and talent.

Singapore must strengthen its economic linkages, build secure and interoperable digital platforms, cultivate a workforce equipped with cross-domain expertise, and equip boards with essential skills to navigate emerging risks and opportunities. Trusted and resilient economic linkages will ensure the seamless movement of goods, services, and investments, while interoperable digital platforms will play a critical facilitation role in enabling cross-verification of information, streamlining compliance, and fostering trust across borders. These efforts are especially important in helping businesses cope with shifting regulations. KPMG and SID’s survey found that 51 percent of respondents identified increased business costs as the main challenge to cross-border expansion, followed by higher tariffs (26 percent) and supply chain difficulties (25 percent). To address these challenges, 43 percent of respondents want stronger economic and trade partnerships to overcome trade barriers.

KPMG and SID recommend:

a) Developing a unified digital platform for Free Trade Agreement (FTA) management (page 7) to help businesses navigate complex procedures and unlock the full benefits of FTAs. This would be seamlessly integrated with government systems, making it more seamless and cost-effective for businesses to comply with FTA requirements. This would enable firms to leverage Singapore’s extensive FTA network to gain footholds in new markets, further enhancing Singapore’s regional and global competitiveness.

b) Increasing access to working capital to accelerate local enterprises’ strategic transformation and implementing industry-specific governance frameworks (page 7). With geopolitical shifts driving a more complex regulatory landscape, increased and dedicated funding would enable businesses to transform for the future while responding effectively to evolving governance standards. Such funding should be complemented by industry-specific governance playbooks to equip boards with essential tools to strengthen agility and resilience.

c) Enhancing Singapore’s government-backed trade platform with blockchain and AI (page 6). The global economy has seen an increase in supply chain disruptions amid geopolitical and trade uncertainties. An enhanced Government-backed trade platform would enable Singapore to further facilitate the flow of trusted payments, making it even easier for businesses to validate transactions and act on smart recommendations to elevate supply chain efficiency. Amid a more fragmented world, the enhanced platform would also reinforce Singapore’s position as a reliable hub for global commerce, by promoting increased supply chain transparency for critical industries like semiconductors, pharmaceuticals, and advanced manufacturing.

d) Introducing progressive carbon taxes to reward decarbonisation and establish performance-based pathways for large emitters (page 9). Singapore’s carbon taxes must evolve to consider unique business needs and companies’ decarbonisation plans. Progressive carbon tax rates post-2030 – based on facility emissions volume, emissions per unit of output, and sectoral abatement potential – could be accompanied by permanent conditional tax rebates for energy-intensive, trade-exposed sectors. These rebates could be based on set criteria such as verified year-on-year reductions in carbon intensity and investments in low-carbon technology. To strengthen these efforts, Singapore could also establish an ASEAN Environmental Data Exchange to facilitate the sharing of standardised and interoperable environmental data between Singapore and its regional trade partners (page 8). The exchange would improve the flows of green trade and green capital, enabling Singapore to be a regional hub for environmental data harmonisation. Organisations like the Singapore Institute of Directors could play a catalytic role by building board-level capability, aligning disclosure expectations and promoting best practices through director education, guidance frameworks and peer learning on a regional scale, helping boards to lead initiatives like progressive carbon taxation.

Fostering an ecosystem of Trusted AI in the Agentic Era

The rise of artificial intelligence (AI) is reshaping global competitiveness, with agentic AI—capable of autonomous decision-making—introducing both transformative opportunities and significant challenges. While agentic AI can drive innovation, optimise operations, and unlock new efficiencies, it also raises critical concerns around accountability, ethical deployment, and governance.

A critical enabler of AI’s potential is data sharing, yet this often proves difficult due to competition, concerns over intellectual property, and a lack of trust between organisations. Businesses—particularly smaller enterprises—also face cost constraints in accessing high-quality data, and many also lack the strategic clarity and workforce competencies to identify where AI can augment their operations.

KPMG and SID’s poll found that 54 percent of respondents cited talent and skills gaps as the top challenge for adopting AI, followed by high costs of technology adoption (52 percent) and a lack of clear AI adoption strategies (48 percent). By addressing these concerns, Singapore will be able to fully leverage the vast potential of AI and data to reinforce its status as a hub across various sectors.

KPMG and SID recommend:

a) Co-funding sector-specific shared data pools in partnership with trade associations and industry stakeholders (page 15). These shared, anonymised data pools would enable businesses to access high-quality datasets without incurring prohibitive costs. Tailored to specific sectors such as logistics and retail, these pools would facilitate benchmarking, model training, and experimentation under a trusted framework that safeguards data privacy and protects intellectual property. Shared data initiatives should be paired with guided AI adoption support to help businesses understand how AI can enhance specific parts of their value chain. For example, targeted support could help logistics firms optimise supply chains or assist retailers in leveraging AI to personalise customer experiences. This dual approach would enable broader AI adoption and accelerate innovation across industries.

b) Enhancing the public-private partnership (PPP) framework to accelerate AI adoption (page 15). As firms navigate high costs and limited guidance around AI adoption, there is an opportunity for the Government to provide greater access to infrastructure to lower barriers for AI experimentation and deployment. The enhanced framework would create positive spillover effects from existing AI initiatives, as government agencies, academia and industry stakeholders collaborate to strategically integrate AI solutions into business strategies. The framework could also promote cross-sector collaboration in key industries, fostering a culture of open innovation in AI. To bolster digital trust, Singapore could also establish a regional “Trusted AI” mark to drive harmonisation and innovation (page 12). Although Singapore’s Model AI Governance Framework provides a strong foundation for responsible AI deployment, there is still a largely untapped opportunity for Singapore to champion an assurance label that shows firms have AI controls aligned with recognised AI governance standards. By pushing regional recognition of this mark, Singapore could accelerate cross-border innovation and trade. The mark would build on initiatives like AI Verify and Project Moonshot, which have helped to promote Trusted AI in Singapore.

c) Supporting hands-on AI governance training for board members and executives (page 13) through a dedicated fund. This would complement existing SkillsFuture programmes which focus primarily on AI awareness, by expanding the emphasis to address strategic and operational gaps at the leadership level – covering ethical deployment, change management and cross-domain applications.

Building globally relevant leaders with cross-domain skills

To fulfil its role as a hub for global flows, Singapore must enable its businesses to navigate a complex web of governance requirements, trade rules, tax policies, and tariffs. While compliance with governance standards will bring higher upfront costs, it also provides a foundation for businesses to lead in innovation and competitiveness. For instance, businesses that embrace sustainability compliance can innovate in areas like green finance, carbon accounting, and environmental data exchange.

Yet, none of this is possible without specialised talent and leadership. Singapore needs professionals and board leaders with expertise in areas such as supply chain management, AI governance, and sustainability strategy. These individuals must be able to connect the dots across domains, such as linking data governance with trade compliance or integrating sustainability goals into business operations. The need for enhanced talent development also emerged from KPMG and SID’s survey findings. Forty-nine percent of respondents want more skills development and upskilling courses. Meanwhile, 42 percent hope for more support for workforce transformation and job redesign, such as higher grants. In addition, 37 percent of respondents want more leadership and management development initiatives, especially in the areas of mentorship and coaching for emerging leaders and advanced leadership programmes.

KPMG and SID recommend:

a) Creating a dedicated work-pass category for “master trainers” and mentors (page 18). The work-pass would encourage international professionals to join local companies, public agencies and training institutions to lead structured upskilling or leadership development programmes. This would accelerate skills transfer, expose workers to global best practices, and build a robust pipeline of talent capable of driving strategic transformation and competitiveness in a rapidly evolving global landscape. Structured leadership development programmes could also include peer-sharing platforms (page 21) aimed at promoting transformation training among C-suite leaders. Backed by the public sector and industry stakeholders, such platforms could foster the exchange of best practices, promote collective learning on key sustainability capabilities and empower leaders to proactively redesign roles and workflows ahead of market shifts.

b) Setting up job transformation roadmaps with co-funded training and certification initiatives (page 19) tied closely to sector-specific needs. As rapid technological developments shape industry demand for skills, job transformation roadmaps would be beneficial in outlining sector-specific disruptions, challenges and opportunities. These roadmaps could be accompanied by industry-recognised certification, and programmes backed by both the public and private sectors. Tailored to sectoral needs, certifications could help to assess whether workers have acquired the necessary skills to perform in transformed roles, especially in fast-evolving sectors where traditional qualifications may no longer suffice.

c) Establishing a $100 million fund to advance social impact reporting (page 9). As Singapore pursues long-term resilience, it must also ensure that economic growth is sustainable and inclusive. The fund could be used to train professionals and board directors in the reporting of social metrics, support academic modules in social sustainability and certify social auditors and advisers. It could also be complemented by broader efforts to enhance environmental, social and governance (ESG) competencies among businesses’ top leadership. Singapore could establish a national registry of certified sustainability committee members (page 20) who can be matched to boards and committees across sectors. This would help to expand access to qualified board resources, especially for local enterprises.

Lee Sze Yeng, Managing Partner, KPMG in Singapore, said:

“Leadership today isn’t just about mastering AI or acquiring specialised skills—it’s about navigating the intersections of cross-border trade, technology, and sustainability. To remain competitive, leaders must move beyond the basics, using AI and data to drive real business outcomes while building governance frameworks that inspire trust. At the same time, they need the courage to take calculated risks and collaborate across ecosystems to unlock new opportunities. Initiatives like co-funding sector-specific shared data pools and guided AI adoption support are critical to overcoming barriers and equipping leaders with the tools to thrive. As disruptions grow increasingly cross-border and cross-domain, Singapore’s ability to cultivate leaders who can turn complexity into opportunity will define its success as a global flows hub.”

Ajay Kumar Sanganeria, Partner, Head of Tax, KPMG in Singapore, said:

“Singapore’s position as a global hub—connecting trade, data, and capital—offers businesses significant opportunities to grow and compete globally. Grants and platforms are vital enablers, but they must be part of a broader solution that simplifies complexities and empowers businesses to focus on innovation.
Future-ready approaches, such as managing governance and compliance in a more consolidated or ‘as-a-service’ mode, can reduce burdens on enterprises. A unified digital platform for Free Trade Agreement (FTA) management, enhanced with blockchain and AI, could streamline compliance and unlock the full benefits of Singapore’s FTA network. Co-funded training programmes and shared governance frameworks can further help businesses pool resources and build capabilities. By combining grants, platforms, and smarter ways of working, Singapore strengthens its role as a trusted global connector and equips businesses to lead with confidence in an evolving world.”

Yeoh Oon Jin, Chair, Singapore Institute of Directors, said:

“Singapore’s future as a global hub for connectivity and commerce will be shaped by how boards of directors evolve to lead with resilience and trust. Budget 2026 is an opportunity to strengthen governance frameworks that embed sustainability, cyber trust and accountability into every organisation’s agenda. By empowering directors to champion innovation, sustainability and digital assurance, organisations can grow with confidence while reinforcing Singapore’s position as a secure and trusted connector for goods, capital, data and talent in an increasingly complex global landscape.”
Hashtag: #KPMG #SID

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

About KPMG in Singapore

KPMG in Singapore is part of a global organization of independent professional services firms providing Audit, Tax and Advisory services. We operate in 142 countries and territories with more than 275,000 partners and employees working in member firms around the world. Each KPMG firm is a legally distinct and separate entity and describes itself as such. KPMG International Limited is a private English company limited by guarantee. KPMG International Limited and its related entities do not provide services to clients.

About SID

The Singapore Institute of Directors (SID) is Singapore’s national association for company directors. Established in 1998, our mission is to transform boards and empower board directors to be champions of good governance. SID works with regulators and partners to serve as the voice for directors and facilitates consultations and feedback sessions on regulatory matters. In advocating for good governance, SID advances thought leadership and benchmarking research and indices on corporate governance and directorship issues.

SID builds competencies and capabilities to enhance boardroom skills of directors for informed decision-making. An accreditation programme serves to set standards for and showcase best practices of good governance. The organisation supports members on their directorship journey with courses, workshops, advanced masterclasses, forum discussions and pit-stops. SID connects and strengthens the ecosystem with initiatives such as mentoring and networking. The Governance for Good Alliance is an initiative by SID to bring together key stakeholders who help advance our vision for every board director to be a champion of good governance.

For more information, visit sid.org.sg

By Nitya Chakraborty India’s isolation from Global South on the issue of Trump’s invasion of Venezuela is now complete. Prime Minister Narendra Modi claims himself as the leader of Global South. Both at the SCO summit and BRICS meeting last year, Modi was active in articulating the aspirations and the programmes of the developing and […]

The article Narendra Modi Has Lost His Moral Right To Lead 2026 BRICS Presidency appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Two-year collaboration to support Hong Kong’s talent pipeline by strengthening STEM readiness and industry exposure among teen girls and young women aged 12-19

HONG KONG SAR – Media OutReach Newswire – 6 January 2026 – The FutureGen Girls Foundation (“the Foundation“) and Microsoft Hong Kong have signed a Memorandum of Understanding (MOU) to launch a two-year strategic collaboration aimed at expanding access to artificial intelligence (AI) and STEM education for teen girls and young women aged 12-19 across Hong Kong. The collaboration will focus on developing future-ready skills, mentoring networks, and pathways that help teen girls and young women imagine and pursue diverse career opportunities in a rapidly evolving world of work and further expand outreach to all.

Starting in year 2026, Microsoft Hong Kong will support the Foundation to support the development of new learning experiences that integrate AI education, hands-on digital skills training, and real-world career exposure opportunities. Through workshops, mentorship, recognized learning programs, and outreach initiatives, the collaboration seeks to broaden participation in emerging fields and level the playing field from teen girls and young women to all students.

This initiative aligns with the Foundation’s mission to empower teen girls and young women, helping them bridge youth to careers with confidence, purpose, and access to diverse industry pathways. Key highlights of the collaboration include:

• AI Skills Education: Integrating age-appropriate Microsoft AI learning tools and certification courses into FGG programs.
• Mentorship & Role Modelling: Connecting students with Microsoft professionals and student ambassadors.
• Community Engagement: Joint workshops, outreach activities, and participation in Foundation Youth Career Fairs.
• Real-World AI Application: Showing how AI is applied across industries and helping students understand real-world applications and inspire problem-solving skills.
• Inclusive Access: Ensuring opportunities reach students across diverse schools and districts.

“For many secondary school students, future development pathway can feel distant or unclear simply because they may not yet have the access or exposure to see what is possible,” said Jennifer Yu Cheng, Founder of the Foundation. “Our aim is to make that exploration easier – to open doors across more than 20 industries.”

“By expanding access to future ready learning and real world career experiences, we are helping to build a strong and diverse talent pipeline ready to step into the opportunities of tomorrow. This is the foundation of our collaboration with Microsoft Hong Kong.”

“Through this collaboration, we hope to empower students to unlock the courage to try, to explore different fields, and to image big futures for themselves,” said Secy Cheung, Foundation Founding Board Director. “The most meaningful change happens when young people realize that their voice and vision matter.”

Leo Liu, General Manager of Microsoft Hong Kong shared, “At Microsoft, we are deeply committed to empowering the next generation by democratizing access to AI and future-ready skills. Through trusted, secure platforms and hands-on learning experiences, we strive to make advanced technology accessible to all, fostering creativity, critical thinking, and lifelong learning. Together with the FutureGen Girls Foundation, we look forward to supporting Hong Kong’s youth to become frontier talent in the digital era.”

The foundation and Microsoft Hong Kong are committed to exploring further opportunities in future.

Hashtag: #FutureGenGirlsFoundation

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

About the FutureGen Girls Foundation

The FutureGen Girls Foundation (“the Foundation”) is a registered charitable organization dedicated to empowering teen girls and young women, bridging youth to careers. By collaborating with schools, industry partners, and community organizations, the Foundation creates pathways that support skill-building, career exploration, and youth leadership development across Hong Kong.

About Microsoft

Microsoft (Nasdaq “MSFT” @microsoft) creates platforms and tools powered by AI to deliver innovative solutions that meet the evolving needs of our customers. The technology company is committed to making AI available broadly and doing so responsibly, with a mission to empower every person and every organization on the planet to achieve more.

United Arab Emirates will assume the presidency of the Middle East and North Africa Financial Action Task Force in 2026, placing the country at the centre of regional efforts to strengthen safeguards against money laundering, terrorist financing and the proliferation of illicit funds. The appointment comes at a time when the bloc is seeking tighter coordination among member states as cross-border financial flows grow in scale and complexity.

MENAFATF brings together 21 jurisdictions across the Middle East, North Africa and neighbouring regions, representing a combined gross domestic product estimated at more than $3 trillion. The organisation functions as the regional body aligned with the global Financial Action Task Force standards, conducting peer reviews, issuing guidance and supporting members as they implement international rules designed to protect financial systems from abuse.

The decision for the UAE to lead the organisation follows its expanding role in financial regulation and enforcement across the region. Federal authorities have invested heavily in strengthening supervision of banks, exchange houses, designated non-financial businesses and professions, while also expanding cooperation with international counterparts. Officials involved in the process describe the presidency as recognition of the country’s progress in aligning domestic frameworks with global benchmarks and its capacity to convene consensus among diverse economies.

During its term, the UAE is expected to steer MENAFATF’s strategic agenda, including the scheduling of mutual evaluations, thematic studies and capacity-building programmes. These initiatives are central to helping member states address gaps identified in national risk assessments and respond to emerging typologies such as the misuse of virtual assets, trade-based money laundering and complex ownership structures.

Regulatory specialists say the presidency carries influence beyond administrative oversight. The chair country plays a pivotal role in shaping discussions on policy priorities, coordinating technical assistance and representing the region in dialogue with global standard-setters. This places added scrutiny on how effectively the bloc can balance the varied economic structures and legal systems of its members while maintaining consistent application of standards.

The UAE has signalled that cooperation and practical implementation will be key themes of its tenure. Policymakers have spoken about deepening information-sharing among financial intelligence units, enhancing public-private partnerships and supporting jurisdictions that face capacity constraints. Such measures are viewed as essential for raising overall compliance levels and reducing vulnerabilities that can be exploited across borders.

MENAFATF members span hydrocarbon-rich Gulf economies, large consumer markets in North Africa and smaller states with developing financial sectors. This diversity has historically posed challenges in achieving uniform progress. Analysts note that leadership will need to balance ambition with pragmatism, ensuring that reforms are realistic and tailored to local contexts while still meeting international expectations.

The presidency also coincides with broader shifts in the region’s financial landscape. Digital payments, fintech platforms and virtual assets have expanded rapidly, creating new opportunities for inclusion but also new risks. Addressing these developments requires updating supervisory tools, training regulators and fostering dialogue with technology providers. Observers expect the UAE to push for clearer regional guidance in these areas, building on its own experience in regulating emerging financial services.

Another area likely to feature prominently is the effectiveness of enforcement. While many jurisdictions have strengthened legal frameworks, translating laws into successful investigations and prosecutions remains uneven. MENAFATF’s peer review process increasingly emphasises outcomes, not just technical compliance. Under UAE leadership, the organisation is expected to encourage members to demonstrate tangible results in asset recovery, sanctions and international cooperation.

Diplomats familiar with the process say the appointment also reflects confidence in the UAE’s ability to engage constructively with both regional partners and global institutions. The country has positioned itself as a bridge between markets, hosting multinational financial institutions and acting as a hub for trade and investment. That role brings responsibilities, particularly in ensuring that financial openness is matched by robust controls.

GLAS has carved out a niche as a specialist provider of services that support the lifecycle of debt instruments, from syndicated loans and direct lending to private credit and leveraged finance transactions. Founded in 2011 by Mia Drennan and Brian Carne, the firm oversees administration for a substantial portfolio of assets under management running into the hundreds of billions of dollars and employs over 450 staff across 16 offices worldwide. Drennan is expected to remain at the helm as chief executive, reflecting continuity in leadership amid the change in ownership.

The strategic rationale behind the investment reflects broader shifts in global credit markets. Demand for outsourced loan administration and trustee services has grown as lenders and borrowers navigate increasingly complex financing arrangements and regulatory requirements. Private credit, in particular, has expanded sharply, with non-bank lenders and institutional investors seeking specialist support for documentation, compliance and reporting functions that underpin large, bespoke transactions. GLAS’s suite of services has made it a go-to partner in this space, particularly for institutional clients negotiating intricate debt structures.

Financial terms of the deal disclosed by Oakley indicate its indirect contribution via Fund VI will be up to about £55 million, but wider valuations implied by market coverage suggest a total enterprise value near £1 billion. That figure aligns with expectations from advisers and reflects both GLAS’s established market position and the strategic value investors place on firms that facilitate the expanding private credit ecosystem. Oakley’s purchase follows a period of growth for GLAS under Levine Leichtman’s ownership, during which assets under administration reportedly rose from roughly $120 billion in 2021 to more than $750 billion today, driven by geographic expansion, technology investment and targeted acquisitions.

Oakley Capital’s profile has broadened in recent years as the firm has backed a variety of businesses across sectors including consumer brands, technology and business services. Its backing of GLAS reflects a deliberate push into specialised financial services where structural trends favour outsourced, technology-enhanced solutions. The involvement of La Caisse, a major institutional investor, underscores the appeal of GLAS’s business model to long-term capital allocators seeking exposure to the infrastructure of global credit markets.

Industry analysts have noted the appetite for loan agency services has been underpinned by the proliferation of private credit funds and a resurgence of syndicated lending activity following periods of market volatility. As banks and alternative lenders diversify their portfolios and jurisdictions tighten reporting standards, demand for independent administrators with global reach has grown. GLAS’s deep bench of expertise in handling complex transactions and its geographic footprint are seen as competitive advantages that could support accelerated growth under Oakley’s stewardship.

Executives from both sides have highlighted the strategic fit. Mia Drennan said the partnership with Oakley and La Caisse positions GLAS to expand its offerings and deepen client relationships, building on a track record of innovation in service delivery. Josh Kaufman, partner and head of Europe at Levine Leichtman, expressed pride in the firm’s role in GLAS’s development and confidence in its future trajectory under new ownership. Advisers on the transaction included Deutsche Bank and Robert W. Baird, working with GLAS and Levine Leichtman, reflecting the complexity and market interest in the deal.

Senior officers from Jebel Ali and Al Barsha police stations convened a high-level panel discussion titled Forecasting the Future of Road Safety and Labour Area Security in Dubai, drawing together municipal authorities, transport operators, construction firms and safety specialists. The forum underscored a shift towards anticipatory policing, with emphasis on risk forecasting, targeted inspections and early intervention rather than reactive enforcement alone.

Officials said the initiative reflects mounting pressures on transport networks and worker accommodation zones as Dubai continues to attract investment, logistics activity and large-scale construction. Traffic density around industrial areas, ports and residential labour clusters has risen steadily, increasing the likelihood of accidents involving heavy vehicles, buses and pedestrians. Police data presented at the session showed that incidents in such zones tend to involve multiple risk factors, including fatigue, limited visibility, non-compliance with speed limits and inadequate safety training.

Dubai Police leadership stressed that reducing fatalities and serious injuries requires tighter integration between enforcement agencies and employers. Participants discussed expanding joint patrols in high-risk corridors, using shared data dashboards to flag accident-prone locations, and aligning inspection regimes across transport, housing and occupational safety authorities. The approach aims to close gaps where responsibility has traditionally been fragmented between different regulators.

Road safety featured prominently in the discussions, with officials outlining plans to intensify monitoring of commercial fleets, particularly buses transporting workers to and from labour camps. Technology was cited as a critical enabler, including wider deployment of smart cameras, vehicle telematics and predictive analytics to identify unsafe driving patterns before accidents occur. Police officers noted that automated enforcement must be complemented by sustained awareness campaigns targeting drivers, supervisors and site managers.

Labour-area security formed the second core focus of the panel. Senior officers highlighted the importance of safe living environments in maintaining public order and worker wellbeing. Issues such as overcrowding, poor lighting, inadequate emergency access and weak access controls were identified as recurring vulnerabilities. Dubai Police said coordinated inspections with municipal bodies and civil defence teams would be expanded to ensure accommodation facilities meet safety and security standards.

Private-sector representatives acknowledged that compliance expectations are rising. Construction and logistics firms described increasing investment in driver training, fatigue management systems and on-site safety officers, driven both by regulatory pressure and operational risk. Several companies shared examples of internal monitoring tools that track driver behaviour and working hours, with data shared directly with police units during investigations or audits.

The panel also addressed the human dimension of safety enforcement. Police officials emphasised that communication with workers remains essential, particularly in multicultural environments where language barriers can undermine awareness of rules and emergency procedures. Plans were outlined to broaden multilingual outreach programmes and community policing initiatives in labour zones, enabling faster reporting of hazards and disputes.

From a policy perspective, the discussions aligned with Dubai’s long-term vision of zero fatalities on roads. Police leaders reiterated that while enforcement remains firm, the strategy increasingly prioritises prevention, education and partnership. Forecasting models presented during the session illustrated how combining traffic data, urban planning inputs and employer compliance records can help authorities anticipate emerging risks linked to new developments or shifts in traffic flows.

Experts attending the forum noted that Dubai’s approach mirrors global trends in urban policing, where safety is treated as a shared responsibility across government and industry. The emphasis on predictive tools and integrated oversight reflects lessons drawn from international transport safety frameworks, adapted to local conditions such as high temperatures, heavy freight movement and diverse workforce demographics.

The collaboration also carries reputational and economic implications. Officials said safer roads and secure labour environments underpin investor confidence and social stability, particularly as the emirate positions itself as a global logistics, tourism and business hub. Any sustained rise in accidents or security incidents would carry costs not only in human terms but also through delays, insurance claims and regulatory penalties.

By Nitya Chakraborty In the neighbouring Bangladesh, the political developments take unpredictable course many times, but the latest alliance between the NCP, the party of the students body which led the July Revolution and the fundamentalist Jamaat-e-Islami, has shocked the progressive forces who supported the uprising that led to the fall of the Sheikh Hasina […]

The article Khaleda Zia’s Death Is Helping BNP In February 12 Polls Through Sympathy Wave appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Showcasing transparent MicroLED, ultra-bright HUD, and naked-eye 3D displays to redefine the display landscape across retail, cockpit, and smart device applications

LAS VEGAS, USA – Media OutReach Newswire – 2 January 2026 – Innolux will showcase its next-generation display technology in Las Vegas, USA from January 6 to 8, under the theme “Display the Future, TOGETHER.” Powered by high brightness, high resolution, and immersive experiences, Innolux meets the evolving demands of smart retail, cockpit displays, smart homes, and commercial exhibitions, demonstrating its forward-looking strength in cross-domain integration, application innovation, and market deployments.

Next-generation MicroLED transparent displays reshape the visual experience across retail settings

For the first time, Innolux will unveil its next-generation “MicroLED Display Window,” delivering a clearer, more eye-catching spatial visual experience through high clarity, high transmittance, high brightness, and high resolution. Featuring self-illuminating technology, an advanced optical structure, and a wide color gamut, the product delivers outstanding visibility even in strong ambient light, while its high-resolution design blends visual elegance with clear and efficient information recognition. Transparent displays can simultaneously showcase product information, dynamic advertisements, and navigation content, cutting wait times and easing operational demands, while accommodating a variety of sizes and shapes with the world’s largest modular splicing unit. This solution seamlessly integrates digital information into real-world settings, making it ideal for applications such as commercial window displays and museum exhibits, while delivering a new immersive display experience for retail and smart environments.

Dual MicroLED technology debuts, upgrading marine and automotive displays with ultra-high brightness and minimalist aesthetics

Innolux is unveiling its first “Ultra-High Brightness MicroLED HUD,” delivering ultra-high direct brightness (50,000 nits) and reflective virtual image brightness (10,000 nits). This breakthrough solves the challenges of reflections and image blurring caused by intense light in marine and automotive environments. Even under strong sunlight or reflections from the sea surface or deck, the HUD clearly presents waterways, sea conditions, and navigation instructions, thereby enhancing cockpit visibility. Critical information can be projected directly in the line of sight or front field of vision, minimizing eye movement while improving operational safety and application flexibility.

This year’s event will also highlight the next-generation “MicroLED Decoration Display,” which pair high brightness with an elegant wood grain design, ideal for ship cabins and car interiors. When powered off, the display blends seamlessly into its surroundings like a wood panel; when on, its specialized optical structure delivers high transmittance with minimal brightness loss, meeting ESG standards. Leveraging MicroLED technology, the display achieves 2,000 nits brightness, 229 PPI resolution, and 115% NTSC color gamut, ensuring clear visibility even under strong light. By merging aesthetics with functionality, it broadens the range of applications for interior displays.

Multi-view 3D and mirror displays dramatically boost product display efficiency

Innolux has launched the industry’s first “65″ Multi-Users N3D & Kirameki Display(8K)” for retail and exhibition applications. The display combines exclusive N3D multi-view naked-eye 3D technology with the Kirameki algorithm, overcoming the limitations of traditional 2D displays and delivering a more immersive, lifelike stereoscopic experience. N3D allows multiple users to view 3D content simultaneously, maintaining comfort over extended periods while clearly rendering the product’s three-dimensional form. Meanwhile, Kirameki enhances luster, texture, and material details, creating a natural lighting effect from every angle. This boosts product recognition, extends customer engagement, and enriches the interactive experience, making it ideal for retail and boutique displays as well as digital advertising.

Also on display will be an industry first—the “InnoMirror,” which features high-reflection coated glass and local dimming technology to enhance contrast and sharpness while reducing mirror reflection interference. When powered off, the display appears as a mirror; when on, it delivers product information and enables virtual try-on, color matching, and item switching, thus reducing wait times, minimizing wear, and easing staff workloads. This makes it perfect for a range of environments, from boutiques and beauty retailers to smart homes.

Exclusive N3D display technology, paired with low-latency performance and eye-tracking, delivers an immersive naked-eye 3D experience

Innolux is unveiling its “16″ Single User N3D Display,” featuring exclusive N3D technology and a 2D restoration algorithm. The system limits 3D latency to under 1 millisecond, effectively reducing crosstalk and visual discomfort. It also supports seamless switching between 3D and 2D, while eye-tracking ensures a natural, immersive viewing experience.

At the exhibition, Innolux will showcase a range of innovative displays for applications including laptops, AI notebooks, and outdoor and in-flight entertainment, highlighting its latest breakthroughs in display technology. Products on display include the “Multi-Frequency Display (MFD)” and the “Integrated Touch Display.” The former leverages multi-frequency display technology to automatically switch between 24Hz, 60Hz, and 120Hz refresh rates depending on the content, thus optimizing video quality, gaming and graphics smoothness, and energy efficiency. Meanwhile, the Integraded Touch Display incorporates a tTED IC chip design, supports refresh rates from 30Hz to 120Hz, streamlines the PCBA assembly, and features a thin, lightweight form factor. Also on display are the “Ultra Slim and Light LCD Display with Carbon Fiber Bezel,” the “17.3″UHD MiniLED Local Dimming” and the “13.3″ MiniLED for in Fly Entertaiment Display.” Through these debuting products, Innolux exemplifies the integration of high performance, energy efficiency, and portability, reinforcing its leadership in defining the next generation of smart display technology.

Hashtag: #Innolux

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