News related to
work

By T N Ashok By the time Narendra Modi crossed Jawaharlal Nehru’s record as India’s longest-serving elected Prime Minister in continuous office, the country’s political landscape had already begun to resemble a battlefield after a great storm. The old certainties have vanished. Alliances that appeared permanent are fraying. Regional satraps are calculating survival. Political parties […]

The article Rahul-Mamata Strategic Alliance Should Infuse Fresh Energy In INDIA Bloc appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

With more than 15 years’ experience in helping businesses to scale internationally, his role will be to drive revenue growth at GoGlobal, align this to delivery excellence and add long-term value to those companies looking to expand and operate overseas.

“I’m delighted to welcome Jason into the fold,” states Jeremy Wastall, CEO at GoGlobal. “His extensive industry knowledge and global corporate services background support our strategy to deliver best‑in‑class business expansion and operational solutions to clients looking to enter new markets compliantly, and at speed.”

His appointment is also in-line with the company’s aim to build a business where cultural fit and mindset are just as important as experience.

“Alongside his impressive experience, Jason’s approach to leadership aligns with our brand values. I have full confidence in his ability to create a world-class environment where his teams will grow and excel,” adds Jeremy.

The move follows a series of recent senior hires and strategic investments designed to enhance GoGlobal’s ambitious growth plans, which include greater geographic reach, deeper technology capabilities and the continued development of market-winning solutions for clients.

Independence and long‑term focus

Explaining what drew him to GoGlobal, Jason points to the company’s independence and investment strategy.

“GoGlobal’s independence is a real strength,” he states. “It gives the business the freedom to invest in what genuinely matters to clients and focus on building sustainable, future growth. That long‑term perspective leads to better client outcomes, stronger partnerships and a more engaged, motivated workforce.”

Jason also highlights the company’s culture which is deeply grounded in servicing clients’ needs as a reason to join the business. He notes: “Understanding, consistency, collaboration and responsiveness are at the foundation of GoGlobal’s approach to client service, all of which resonate with me.

“And it’s these values and business ethics that truly set GoGlobal apart,” he concludes.

Strengthening global networks

Based in Charlotte, USA, Jason will spend his first months in the role engaging closely with GoGlobal’s global clients and partner ecosystem, while helping shape the company’s long‑term commercial strategy.

“I’m excited to work with clients across the full spectrum — from fast‑growing start‑ups and venture / private equity‑backed businesses to large multinationals — as we continue to build GoGlobal’s future roadmap,” he states.

Prior to joining GoGlobal, Jason spent five years as Global Head of Corporate Services at Ocorian and held several senior leadership roles at TMF Group over seven years, including Global Head of Consulting and Regional Director for North America and the Caribbean.

Hashtag: #GoGlobal

https://goglobal.com/
https://www.linkedin.com/company/goglobalgeo/
Wechat: GoGlobal环瑀

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

GoGlobal

GoGlobal – the global expansion business – helps companies set up and manage global operations compliantly and confidently. By combining global expertise with local execution, GoGlobal supports market entry, M&A activity and vendor consolidation through a single point of accountability.

Founded eight years ago in 2018, GoGlobal has grown from a startup into a fully decentralized global organization, supporting thousands of clients with their own growth stories.

It now has over 450 internal employees, operating across 85+ countries, and has enabled more than 1,000 clients to establish and manage their global operations across 145 markets.

Services include entity setup, compliance and management; accounting and tax services; HR and payroll support; Employer of Record (EOR); and Independent Contractor Solutions (ICS).

GoGlobal is headquartered in Tokyo but the leadership and operational teams are worldwide, enabling seamless support across time zones.

The Reserve Bank of India’s June package centres on Foreign Currency Non-Resident Bank deposits, or FCNR deposits, a long-used channel through which overseas citizens place foreign-currency funds with banks. The decisive shift lies in the way the central bank has structured the swap window and permitted banks to use incentives, including leverage, to make the deposits more attractive to wealthy overseas savers.

Under the scheme, banks can mobilise fresh three- to five-year FCNR deposits between 8 June and 30 September 2026 and swap the dollars with the RBI. The facility effectively removes the usual hedging burden that makes such deposits expensive for banks, as the central bank absorbs the foreign-exchange cost. The operational window will remain available until mid-October for eligible deposits raised during the mobilisation period.

The change has revived memories of 2013, when a similar facility helped banks raise about $34 billion during a period of sharp rupee weakness. This time, estimates from market participants range from about $20 billion to nearly $50 billion, depending on deposit pricing, rupee expectations, global interest rates and the ability of banks to market the product aggressively in the Gulf, North America, Britain and other diaspora-heavy markets.

Punjab National Bank chief executive Ashok Chandra has said banks could collectively raise $35 billion to $40 billion, with his own institution aiming for about $2.5 billion to $3 billion. Other lenders, including Canara Bank, Federal Bank and Indian Bank, are expected to compete for deposits by offering returns that can compare favourably with low-risk dollar assets, particularly once the swap benefit is factored into their pricing.

The subtle but consequential part of the circular is the permission for banks to offer leverage to depositors. That means eligible clients may be able to borrow abroad and place the proceeds into FCNR deposits, amplifying inflows beyond what would have arrived through ordinary savings alone. Market analysts see this as the feature that could lift the scheme from a modest stabilisation tool into a sizeable capital-flow channel.

The RBI has paired the deposit push with broader measures designed to deepen debt-market participation and ease pressure on the currency. These include expanding access to government securities, relaxing certain concentration limits, and improving the investment framework for foreign portfolio investors. The package comes after the rupee touched record lows, weighed down by elevated crude prices, portfolio outflows and a stronger dollar environment.

The immediate market reaction has been visible in government bonds. Short-end yields have fallen as banks and overseas investors reassessed the likely liquidity impact of dollar inflows converted into rupees. The two- to five-year segment has drawn stronger demand, while the curve has steepened as longer tenors remain more exposed to global rate movements and fiscal supply concerns.

For banks, the economics are straightforward. Without central bank support, hedging a multi-year dollar liability into rupees can wipe out much of the advantage of raising FCNR deposits. With the RBI taking that cost away, lenders can offer higher headline rates to overseas depositors while still obtaining rupee liquidity at competitive levels. The exemption from reserve requirements on eligible deposits further improves the economics by freeing banks from maintaining cash reserve ratio and statutory liquidity ratio buffers on those funds.

The policy also serves a macroeconomic purpose. Large dollar inflows can strengthen reserves, cushion the balance of payments and reduce the need for more aggressive currency-market intervention. They can also help offset pressure from oil import costs and equity-market withdrawals, both of which have weighed on external sentiment during the current financial year.

Yet the scheme carries risks. Leveraged deposits can be sensitive to interest-rate differentials and currency expectations. If global yields move sharply higher or confidence in the rupee weakens, flows may become less durable. The one-year lock-in reduces early withdrawal risk, but it does not fully eliminate rollover pressure once deposits mature. Banks also need to manage concentration risk, especially if a large share of funds comes from a narrow group of depositors or geographies.

By K Raveendran Resolution of the US-Israel war with Iran now appears further away than at any point in the conflict, with the latest American strikes pushing global markets into a more unsettled phase. The US launch of retaliatory attacks on Iranian defence and radar systems after Washington accused Tehran of responsibility for the downing […]

The article India’s Fiscal Shield Comes Into Focus As Hormuz Crisis Darkens Outlook appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Visitor arrivals from the six GCC countries reached 55,924 in 2025, up 25.2 per cent from the previous year, outpacing Japan’s wider inbound tourism growth. The increase came as total international arrivals hit 42.683 million, a record annual figure and a 15.8 per cent rise from 2024, when Japan had already surpassed its pre-pandemic high.

The Gulf performance remains small in absolute numbers compared with Japan’s biggest source markets in East Asia, North America and Europe, but the pace of growth has drawn attention from travel operators because GCC visitors tend to favour premium hotels, private tours, family travel, shopping, wellness experiences and multi-city itineraries. Demand has been supported by stronger aviation links through Dubai, Abu Dhabi and Doha, easier visa processes for several categories of travellers, and sustained interest in Japan’s seasonal attractions.

The rise also reflects a broader shift in Gulf outbound travel. Travellers from the UAE, Saudi Arabia, Qatar, Kuwait, Bahrain and Oman are looking beyond traditional European summer destinations, especially as Japan promotes cooler regions, countryside routes and immersive cultural experiences. Hokkaido has gained visibility among Gulf families seeking milder summer weather, scenic drives and nature resorts, while Tokyo, Kyoto and Osaka continue to dominate first-time travel plans.

Japan’s appeal has been reinforced by the weak yen, which has made shopping, dining and accommodation more attractive for visitors with dollar-linked Gulf currencies. Luxury retail, department stores, theme parks, Michelin-listed restaurants, ryokan stays and private guides have benefited from the spending power of long-haul visitors. Travel agencies across the Gulf have also reported growing demand for tailor-made trips covering cherry blossom viewing, autumn foliage, ski resorts and Japanese pop culture.

Tourism spending has become a major pillar of Japan’s post-pandemic services economy. International visitor expenditure rose to about ¥9.5 trillion in 2025, up 16.4 per cent from the previous year, while average spending per visitor was roughly ¥229,000. The figures underline why Japan is targeting higher-value tourism rather than only volume growth, especially as pressure mounts on crowded destinations such as Kyoto, Mount Fuji viewing spots and central Tokyo districts.

Japan’s national tourism strategy aims to draw 60 million visitors annually by 2030, but policymakers and local authorities are increasingly balancing that target with concerns over overtourism. Measures have included crowd controls, higher accommodation taxes in some areas, visitor-management rules at popular sites and campaigns encouraging travellers to explore regional destinations. For GCC visitors, that strategy fits with demand for quieter, curated experiences outside the standard Golden Route of Tokyo, Kyoto and Osaka.

JNTO’s Dubai office has intensified destination marketing across the Gulf, with campaigns highlighting Hokkaido, Setouchi and other regions suited to repeat visitors. Promotional activity has focused on travel trade partners, digital media, luxury travel networks and family-oriented itineraries, reflecting the region’s preference for planned holidays with strong service standards. Japan’s participation in major Gulf travel events has also helped place the country more firmly in tour operators’ premium Asia portfolios.

Air connectivity remains a decisive factor. Gulf hubs provide one-stop access to several Japanese gateways for travellers from across the region, while Emirates, Etihad Airways and Qatar Airways have helped keep Japan visible in high-yield leisure and business travel channels. Doha, Dubai and Abu Dhabi also act as connecting points for travellers from wider Middle East markets, strengthening Japan’s ability to attract visitors beyond its traditional Asian feeder markets.

Visa facilitation has added momentum. UAE nationals continue to benefit from visa-free short stays, while Qatari citizens have access to similar arrangements after completing required registration. Travellers from Saudi Arabia and other GCC states have increasingly been able to use electronic visa channels for tourism, reducing friction for families and first-time visitors. Expatriate residents in Gulf countries remain subject to nationality-based rules, but online processing has improved access for many applicants.