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Energy cooperation between India and Bhutan has moved into a sharper operational phase, with both governments signalling alignment on stalled hydropower projects, new transmission corridors and a longer-term framework for electricity trade that underpins Bhutan’s public finances and supports India’s clean-energy transition.

Officials from the two sides held detailed consultations this week focused on accelerating work at the Punatsangchhu hydropower complex and reviving momentum on the long-discussed Sankosh project, while also reviewing cross-border transmission upgrades needed to evacuate power to the Indian grid. The talks came against the backdrop of rising electricity demand in eastern and northern India and Bhutan’s dependence on hydropower exports for fiscal stability.

The centrepiece remains the Punatsangchhu projects on the Punatsangchhu river, split into two plants. Punatsangchhu-I, designed for 1,200 MW, has faced prolonged delays following geological surprises that required major redesign of the dam structure and stabilisation of slopes. Officials familiar with the discussions said construction schedules are now being re-sequenced, with civil works and electro-mechanical installations aligned to a phased commissioning plan rather than a single completion date. Punatsangchhu-II, with a capacity of 1,020 MW, is at a more advanced stage, and planners are focusing on synchronising turbine commissioning with downstream transmission readiness.

Attention has also returned to the Sankosh Hydroelectric Project, a 2,560-MW venture long seen as a potential game-changer for Bhutan’s export capacity. Earlier hesitations over cost, resettlement and environmental impacts had pushed the project into limbo. The latest exchanges indicate a renewed willingness to revisit the detailed project report, reassess financing structures and examine whether a modular execution approach could reduce upfront risks. For Bhutan, Sankosh represents scale and revenue predictability; for India, it offers a large block of firm renewable power that complements solar and wind additions.

Beyond generation, transmission infrastructure featured prominently. Power evacuation from central and western Bhutan requires high-capacity lines linking to India’s eastern grid, where load centres are expanding. Officials reviewed progress on new substations and high-voltage corridors, with an emphasis on synchronising completion timelines to avoid stranded generation. Grid planners also discussed redundancy and resilience, reflecting lessons from weather-related disruptions and the need for stable cross-border flows during peak demand periods.

The partnership rests on an established model in which Indian public sector utilities assist with project execution and financing, while Bhutan retains ownership and earns export revenue. Hydropower accounts for a significant share of Bhutan’s gross domestic product and exports, making timely commissioning critical for debt servicing and social spending. Delays at Punatsangchhu have weighed on fiscal projections, prompting a stronger push for resolution.

For India, the engagement fits into a broader regional energy strategy. Hydropower imports from Bhutan provide dispatchable renewable electricity that balances variable solar output, particularly during evening peaks. Policymakers view this as complementary to domestic clean-energy targets and as a stabilising factor for grid operations. Electricity trade with Bhutan also aligns with New Delhi’s neighbourhood-first approach, where infrastructure and energy ties reinforce diplomatic relations.

Technical experts involved in the discussions highlighted the importance of geotechnical due diligence and adaptive engineering, especially in Himalayan terrain prone to landslides and seismic activity. Updated monitoring systems, revised dam designs and contingency buffers are being incorporated to mitigate risks that previously caused setbacks. Financing terms are also under review to manage cost escalations without overburdening Bhutan’s balance sheet.

Commercial arrangements formed another strand of the talks. Officials examined tariff structures, power purchase agreements and the scope for longer-tenure contracts that provide revenue certainty. There was also discussion on integrating future Bhutanese hydropower into emerging regional electricity markets, which could eventually allow surplus power to be traded beyond bilateral arrangements, subject to regulatory clearances.

• First-of-its-kind multi-region study on the perceptions of ageing and ageing well officially launched at the Intercontinental Alliance for Integrated Care (IAIC) gala dinner.
• The study featured insights from five member regions to advance support for ageing.
• The Alliance welcomed seven new members, strengthened its local chapters and handed over 2026 hosting duties to the United Kingdom.

SINGAPORE – Media OutReach Newswire – 21 November 2025 – The Intercontinental Alliance for Integrated Care (IAIC), hosted by the Singapore University of Social Sciences (SUSS), today launched its first-ever multi-region study on the perceptions of ageing and ageing well. Now in its second edition, the Alliance’s annual flagship event IAIC 2025 brought together partners from across Asia, Europe, and North America, including new members from Estonia, India, Japan, Malaysia, South Korea, and Chinese Taipei, to advance new knowledge, partnerships and innovations shaping the future of ageing and integrated care.

Launch of the IAIC Multi-Region Study Report

Led by SUSS and co-developed with IAIC members, the multi-region study – A Study on Perceptions of Ageing and Ageing Well: Exploring Older Adults’ Experiences and Coping Strategies Across Regions – draws insights from five regions: Singapore, Canada, Mainland China, Hong Kong SAR and the United Kingdom. It examines how older adults across different societies understand ageing, navigate later-life transitions and define what it means to age well.

Placing the lived experiences of older adults at its core, the study offers a clearer picture of what ageing well means to them and underscores the role of families, communities and care systems in shaping those experiences. It provides a cross-cultural view of older adults’ aspirations and coping strategies, revealing how social, economic and policy contexts influence their day-to-day realities. Insights from Brunei and Thailand will be incorporated in the next phase and shared progressively.

Across regions, the findings highlight a common theme: ageing is shaped not only by biological changes, but also by social and cultural contexts. A recurring paradox emerges – despite physical decline, many older adults continue to experience purpose, connection and well-being.

Singapore Chapter: Local Insights into Ageing Well

Within this broader landscape, the Singapore chapter adds depth to how these themes manifest locally, drawing on responses from about 1,000 survey respondents and 15 in-depth interviews. Several key insights emerged on how older Singaporeans understand and experience ageing. For instance:

• Women aged 75–84 placed higher value on family and close relationships than men of the same age bracket, underscoring the central role of social bonds. Staying socially connected helps them remain emotionally engaged and supported by strong community ties. Men, by contrast, are more vulnerable to isolation after retirement, particularly when their identities were closely tied to work.

• The study also highlighted “mastery” – the belief that one can still influence the course of one’s life – as a strong predictor of successful ageing. Older adults with a strong sense of mastery tend to stay socially connected, feel more satisfied, and continue pursuing activities that bring purpose and joy. They remain active not simply because they are physically stronger, but because they believe their actions continue to matter.

For the full report, please visit https://suss.to/iaic2025-report.

Associate Professor Justina Tan, Vice President of Strategic Partnership and Engagement at SUSS and Principal Investigator for the study, shared “As Singapore becomes ‘super-aged’ next year, the multi-region study aims to provide us with invaluable insights to guide more targeted policies and interventions. By understanding the unique needs and aspirations of our older adults, we can design programmes that not only preserve autonomy and foster meaningful conversations but also ensure that support is tailored to help every senior thrive in their own way.”

Following today’s launch, the IAIC partners will move into the implementation phase, where each country will adapt insights into on-the-ground pilot initiatives within their local care systems.

IAIC 2025: Beyond Borders, Beyond Age

Themed “Beyond Borders, Beyond Age: Shaping Tomorrow’s Tapestry of Integrated Care”, IAIC 2025 convened like-minded partners such as academic institutions, care providers, policymakers, and innovators across regions to shape care systems that transcend geographical, generational, and institutional boundaries.

Across the two-day programme, delegates took part in discussions, learning journeys and collaborative sessions focused on integrated care and healthy ageing. A key highlight was a visit to TOUCHpoint@AMK 433 this morning, where participants learned about Singapore’s community-based approaches to ageing well and supporting seniors to age in place.

The event culminated in a gala dinner at Conrad Singapore Marina Bay, where Guest-of-Honour, Mdm Halimah Yacob, Chancellor, SUSS, witnessed the official launch of the multi-region study together with IAIC representatives from Singapore, Canada, Mainland China and the United Kingdom.

In her address, Mdm Halimah said “Ageing is not a burden to be managed. It is a season of life to be respected, supported, and reimagined, where every person, regardless of age, continues to have value, voice, and belonging.” She added, “As we look to the future, the challenge of ageing will test every society’s capacity for compassion, creativity, and courage. It also offers a profound opportunity to redefine what it means to live and age well, and to reaffirm our shared humanity.”

Alliance Expansion and New Local Chapters

IAIC 2025 also marked a significant milestone for the Alliance with the addition of seven new member institutions, welcomed through a symbolic handprint ceremony. Led by SUSS, the IAIC is supported by 12 founding members across Asia, Europe and North America, each contributing expertise in ageing and integrated care.

This year, the Alliance expanded its network with the following new members:

• Jeonbuk National University (South Korea)
• Center for Sports Science and Healthy Aging, National Cheng Kung University (Chinese Taipei)
• National Mental Health and Welfare Commission (South Korea)
• Public Health Foundation India (India)
• Tallinn University (Estonia)
• Teikyo University (Japan)
• Universiti Pendidikan Sultan Idris (Malaysia)

SUSS also formalised two new Local Chapter Memoranda of Understanding (MOUs) with Presbyterian Community Social Services Limited and Singapore Hospice Council. These partnerships seek to strengthen community-based initiatives, pilot projects and workforce development in integrated care, while advancing applied research and fostering innovation to better serve community needs.

Intergenerational Fashion Runway Featuring Seniors and Young Designers

A highlight of the gala dinner was a vibrant intergenerational fashion showcase co-created by seniors from Lions Befrienders and student-designers from the Nanyang Academy of Fine Arts (NAFA), University of the Arts Singapore (UAS), in partnership with SUSS.

Themed “Tapestry of Style: Weaving Generations Together through Fashion,” the showcase brought together lived experience, creativity and technical skill as seniors and students co-designed each ensemble. It celebrated seniors as active creators, spotlighting their stories, perspectives and style while demonstrating the value of intergenerational collaboration.

Passing the Baton

IAIC 2025 drew to a meaningful close with a symbolic handover ceremony, where SUSS formally passed hosting duties to Royal Holloway, University of London, which will host IAIC 2026. After two years of stewardship in Singapore, the Alliance now continues its journey of learning and collaboration beyond Singapore’s shores.

The handover highlighted IAIC’s rotating stewardship model and its commitment to continuity, shared leadership and cross-border knowledge exchange. It reaffirmed the Alliance’s vision of a global community working together to advance integrated care through partnership, research and collective progress.

Professor Tan Tai Yong, President, SUSS, said “The Intercontinental Alliance for Integrated Care reinforces a collective commitment across regions to rethinking how societies can better support ageing populations. SUSS is proud to take the lead in convening this year’s Alliance and in spearheading the multi-region study with our partners. The intergenerational elements woven into this year’s edition – from the study’s findings to the collaborative fashion showcase with Lions Befrienders and the Nanyang Academy of Fine Arts – remind us that strengthening care systems requires the voices, creativity and participation of all ages.”
Hashtag: #IAIC2025 #SUSS #HealthyAgeing #IntegratedCare #ActiveAgeing #SeniorsWellbeing #PublicHealth #SocialCare #Gerontology #AgeFriendlySociety

https://www.suss.edu.sg/
https://www.linkedin.com/school/singapore-university-of-social-sciences/

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About Singapore University of Social Sciences

At SUSS, we have a singular vision to be a university that inspires learning for life and impacts lives, regardless of age, background or life path. Our university is a vibrant tapestry of ages and experiences. From recent JC and polytechnic graduates to seasoned professionals, parents seeking new horizons and individuals redefining their careers in their golden years—our diverse community comes together for one common goal: to empower themselves with an education that impacts lives and society.

We offer more than 110 undergraduate and graduate programmes, available in full- and part-time study modes which are flexible, modular and interdisciplinary, catering to both fresh school leavers and adult learners. SUSS also offers a broad range of continuing education and training modular courses for the professional skills upgrading of Singapore’s workforce.

Our programmes and courses are offered by our six schools:

• S R Nathan School of Human Development
• School of Business
• School of Humanities & Behavioural Sciences
• School of Law
• School of Science & Technology
• School of Social Work & Social Development

Since becoming an Autonomous University in 2017, over 25,000 graduates have experienced our unique brand of education. More than 19,000 students are currently pursuing their full- and part-time studies with us.

The Institute for Adult Learning (IAL), as part of SUSS, leads in the field of research on adult and workplace learning and training of adult educators to build capabilities of the training and adult education sector in Singapore and beyond.

For more information about SUSS, please visit www.suss.edu.sg.

Cochin International Airport Ltd has begun the procurement process for hydrogen fuel cell electric buses, positioning the Kochi hub to operate what is being described by officials as the country’s first airport-based fleet powered entirely by hydrogen. The move places ground transport at the airport within a wider transition to low-emission mobility and aligns with Kerala’s push to build a hydrogen ecosystem tied to national climate and energy goals.

The plan covers the purchase and operation of three hydrogen fuel cell buses to handle airside passenger movement, a segment traditionally dominated by diesel vehicles. Airport authorities say the buses will be deployed on routes linking terminals and remote aircraft bays, where stop-start driving and idling make emissions reductions particularly challenging. The project is being executed by Cochin International Airport through its airport operating company, which has already gained global attention for running entirely on solar power.

The initiative forms part of the Kerala Hydrogen Valley programme, a state-led framework intended to aggregate demand, anchor pilot projects and attract private investment into hydrogen production, storage and end-use. State officials describe the airport deployment as a visible demonstration use case that can validate hydrogen technology in public transport settings and reduce perceived risk for other operators. The hydrogen valley concept is designed to link generation from renewable sources with consumers such as mobility providers, ports and industrial users, building scale over time rather than relying on isolated pilots.

At the national level, the project sits under the National Green Hydrogen Mission, which targets the creation of a domestic hydrogen market and seeks to lower the cost of green hydrogen through incentives, demand aggregation and infrastructure support. The mission, backed by the Government of India, prioritises applications where hydrogen can displace fossil fuels in hard-to-abate sectors, including transport, fertilisers and refining. Aviation ground operations have emerged as a promising niche because fleets are centrally managed and refuelling can be controlled within secure perimeters.

Airport officials say the buses under procurement will be fuel cell electric vehicles, generating electricity onboard through a chemical reaction between hydrogen and oxygen, with water vapour as the only tailpipe emission. Compared with battery-electric buses, hydrogen vehicles offer faster refuelling and longer range, features considered important for continuous airport operations. The buses will require dedicated refuelling infrastructure within the airport campus, and plans include on-site safety systems and training for personnel handling hydrogen.

Industry analysts note that hydrogen mobility in the country remains at an early stage, with high vehicle costs and limited refuelling networks acting as constraints. Fuel cell buses can cost several times more than diesel equivalents, and the economics depend heavily on access to competitively priced green hydrogen. Kerala’s approach has been to pair demand-side pilots with efforts to scale renewable-powered hydrogen production, reducing reliance on imported fossil fuels while addressing local air quality concerns.

Kochi airport’s history of renewable adoption has been cited by policymakers as a reason it was selected for the hydrogen bus deployment. The airport became the first fully solar-powered airport in the world and has since expanded its renewable portfolio, including battery storage and electric vehicle charging for landside transport. By extending decarbonisation to airside mobility, the airport is attempting to address a segment that contributes to operational emissions but often receives less public scrutiny than aircraft themselves.

Transport experts caution that the success of the hydrogen buses will depend on operational reliability and lifecycle emissions, not just tailpipe performance. Green hydrogen must be produced using renewable electricity to deliver meaningful climate benefits, and storage and distribution losses need to be minimised. Safety protocols will also be closely watched, given hydrogen’s flammability, although proponents point out that fuel cell vehicles have been operating in several countries under stringent standards.

The Kochi deployment is being monitored by other airports and urban transport authorities exploring alternatives to diesel. Several metropolitan transport agencies have trialled electric buses, while hydrogen has so far been limited to a handful of demonstration projects in public transport. If the airport fleet performs as expected, officials believe it could accelerate adoption in other controlled environments such as ports, logistics hubs and industrial campuses.

A policy signal aimed at accelerating investment in data centres and cloud infrastructure has placed long-horizon tax certainty at the centre of India’s digital strategy, with the government outlining a framework that would allow eligible technology companies operating in designated zones to enjoy tax neutrality aligned with the national Vision 2047 roadmap.

The move, articulated through a combination of policy statements, budget-linked clarifications and regulatory guidance, is intended to draw hyperscalers, artificial intelligence firms and data infrastructure investors into large-scale, long-duration projects. Officials have framed the approach as a way to anchor capital-intensive facilities whose payback periods stretch over decades, while supporting the ambition of building a multi-trillion-dollar digital economy by the country’s centenary year.

Rather than a blanket exemption across the economy, the proposal centres on sector- and location-specific incentives. These include extended tax holidays and concessional regimes within special economic zones, international financial services hubs and approved data centre parks, alongside customs-duty relief on equipment, accelerated depreciation and stable indirect tax treatment for power, cooling and network inputs. Policy planners argue that such assurances reduce regulatory risk and make India competitive with rival hubs in Southeast Asia and the Middle East.

Data centres have emerged as a focal point of the strategy. Explosive growth in cloud computing, streaming services, digital payments and generative AI has driven demand for hyperscale facilities, each requiring billions of dollars in upfront investment and long-term commitments to energy supply. Government assessments suggest that predictable taxation over a multi-decade horizon is as critical as land and power availability when investors choose locations.

Senior policymakers have linked the tax framework to broader reforms designed to ease market entry. These include streamlined approvals through single-window systems, clarity on cross-border data flows under evolving digital governance rules, and incentives for renewable energy integration to address the sector’s heavy electricity needs. State governments are also playing a role, offering land at concessional rates and rebates on electricity duties to attract marquee projects.

Industry executives have responded cautiously but positively. Large cloud providers and colocation operators have welcomed signals of long-term stability, noting that uncertainty over future tax treatment has historically complicated investment planning. At the same time, companies are seeking detailed rules on eligibility, duration and compliance obligations, wary of policy reversals or narrow interpretations that could dilute the promised benefits.

Economists see both opportunity and risk in the approach. Supporters argue that anchoring global technology players could generate spillover benefits, from skilled employment and local supplier networks to improved digital services for domestic firms. They also note that data infrastructure underpins sectors ranging from finance and healthcare to manufacturing and logistics, amplifying its economic impact beyond headline investment numbers.

Critics caution that extended tax concessions must be carefully calibrated to avoid eroding the revenue base without delivering commensurate gains. They point to the need for clear performance benchmarks, such as minimum investment thresholds, local employment commitments and sustainability standards, to ensure public value. Questions have also been raised about competitive neutrality, with domestic firms seeking assurance that incentives will not unduly favour a handful of global giants.

The policy push comes amid intensifying global competition for data and AI infrastructure. Governments worldwide are offering combinations of tax relief, energy subsidies and regulatory flexibility to attract projects seen as strategic assets. India’s pitch emphasises scale, market growth and democratic governance, positioning the country as a long-term partner rather than a short-term tax arbitrage destination.

The company announced pre-tax profit of VNĐ304 billion (US$12 million) for the final quarter, up 47 per cent year-on-year. For the whole year, pre-tax profit reached VNĐ907 billion, more than doubling 2024’s figure and exceeding the annual plan by 35 per cent.

These results highlight F88’s rapid expansion in serving mass-market customers who remain underserved by traditional banking institutions.

As of December 31, outstanding customer loans totalled VNĐ7.2 trillion, up 57 per cent from the beginning of the year, reflecting rising demand and the company’s growing operational capacity.

Disbursements in the fourth quarter alone reached nearly VNĐ5 trillion, up 40 per cent year-on-year and marking the highest quarterly level since the firm’s establishment. Total disbursements for 2025 rose 37 per cent to VNĐ16.5 trillion.

Revenue growth also accelerated. Fourth-quarter revenue climbed 53 per cent to nearly VNĐ1.21 trillion. Lending activities remained the main driver, contributing VNĐ1.05 trillion, or 86.4 per cent of total revenue, up 51 per cent. Insurance services generated VNĐ149 billion, surging 62 per cent and accounting for 12.2 per cent.

This diversified income structure has helped the company reduce reliance on a single revenue stream, while improving overall resilience.

Alongside expansion, F88 maintained a focus on risk management and portfolio quality. The on-time repayment rate remained stable at around 84 per cent. Net write-offs in the fourth-quarter stood at 3.1 per cent of average outstanding loans, slightly higher than previous quarters due mainly to prolonged storms and flooding through November, which temporarily affected borrowers’ repayment ability in impacted regions.

Operating efficiency improved, with the cost-to-income ratio declining to 45.3 per cent from 48.7 per cent a year earlier.

The combination of stronger scale, tighter risk controls and cost optimisation underpinned the company’s record annual performance.

Customer growth was another key driver. Nearly 76,700 new borrowers were added during the quarter, up 26 per cent year-on-year. New contracts almost doubled to 269,000. The proportion of repeat customers increased significantly, with returning borrowers accounting for 67 per cent of contracts, compared to 58 per cent in the first quarter, indicating rising customer trust and satisfaction.

F88 continued to expand across three main channels: its nationwide transaction office network, partnerships and digital services via the My F88 application. The blend of technology and physical outlets has enabled the company to scale while maintaining control over operations.

By the end of the year, the firm operated 950 transaction stores nationwide, up 82 from the start of the year and exceeding its 2025 target.

Strategic partnerships also strengthened distribution. Cooperation with e-wallet provider MoMo now allows more than 30 million users to directly access F88’s secured lending services through the MoMo app. Meanwhile, collaboration with Military Bank (MB) has enabled F88 to operate a agent banking model at all transaction points, processing over 100,000 transactions for MB customers during the year.

F88 Chairman Phùng Anh Tuấn said the results reflected the company’s consistent strategy of balancing expansion with financial discipline.

“Our fourth-quarter and full-year performance demonstrates our commitment to sustainable growth, customer-centric services and prudent risk management,” Tuấn said.

“In 2026, we will continue selective expansion, improve portfolio quality, develop complementary financial services and deepen strategic partnerships to reinforce our leadership in Việt Nam’s alternative finance sector.”

Beyond its business performance, F88 also gained recognition for corporate governance and workplace standards. The company was named a Best Managed Company by Deloitte Private and ranked among the top 100 best places to work nationwide by Anphabe and the Việt Nam Chamber of Commerce and Industry.
Hashtag: #F88

https://nhadautu.f88.vn/en

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