28, Sep 2026
Aon Launches Power Lifecycle Program to Support Conventional Gas Power Projects Powering Digital Infrastructure Growth

New multiline insurance solution offers up to $2.5 billion in coverage across construction and operations for utility and digital infrastructure clients

DUBLIN, Sept. 28, 2026 /PRNewswire/ — Aon plc (NYSE: AON), a leading global professional services firm, today announced the launch of its Power Lifecycle Program (PLP), a new integrated insurance solution designed to support conventional gas power projects from construction through testing, commissioning and into operations.

Reliable power generation is becoming increasingly important as demand for digital infrastructure, cloud computing and artificial intelligence accelerates. PLP is designed to help organizations investing at scale in power generation – whether behind the meter for dedicated digital infrastructure or in front of the meter to serve broader grid demand – address the growing risks associated with power assets required to meet rising energy needs.

“As investment in energy infrastructure continues to grow, organizations require risk solutions that evolve alongside increasingly complex power assets,” said Joe Peiser, CEO of Risk Capital, Aon. “Our Power Lifecycle Program provides a coordinated insurance solution from construction, testing and commissioning through to operation. By bringing multiple coverages together within a single lifecycle framework, Aon’s Power Lifecycle Program helps clients take a more holistic approach to managing project, operational and infrastructure risk.”

A Lifecycle Approach to Power Risk

Developing a conventional power project involves managing interconnected risks across construction, testing, commissioning and early operations – and a loss or interruption at any stage can affect schedules, financing commitments and anticipated revenue – particularly when insurance is arranged separately at each stage. PLP’s lifecycle model moves insurance from a series of disconnected placements to a single coordinated risk-transfer strategy that supports a project from site selection and construction through commissioning and ongoing operations. The result is generally better continuity of cover, reduced coverage gaps, improved capital efficiency, and greater confidence for developers, owners, lenders and investors.

Key features of PLP generally include:

  • Up to $2.5 billion in Erection All Risks and Delay in Startup coverage per project, for the construction, testing and commissioning periods
  • Up to $2.5 billion in Operational Property Damage and Business Interruption coverage per project, for the immediate operational period
  • Up to $100 million of Construction and Operational Third-Party Liability (excluding U.S. Projects)
  • Clients can opt for a tailored risk advisory assessment of the risk to projects from natural catastrophe, climate, cyber, casualty, supply chain and business interruption risks, delivering enterprise resilience from site selection through to portfolio scale. Risk Engineering and Casualty consulting available.

The program is underpinned by a lead panel of London-based carriers, combining power-sector expertise with meaningful capacity for global clients. Beyond the lead panel, the balance of capacity is predominantly London-based, complemented by significant participation from key local and global markets, providing the breadth, resilience and reach required to support projects worldwide.

PLP is available to power infrastructure developers, private equity firms funding power project developments, contractors controlling construction cover and power infrastructure owners for both grid-connected standalone conventional gas power projects and dedicated projects supporting data centers.

The launch comes as the rapid expansion of data centers drives significant investment in conventional power generation capacity and builds on Aon’s established position supporting digital infrastructure clients through the Data Center Lifecycle Insurance Program that expanded to $5 billion in capacity in July 2026. Together, the two programs reflect Aon’s lifecycle approach to helping clients build, operate and scale critical infrastructure with greater confidence.

About Aon

Aon plc (NYSE: AON) exists to shape decisions for the better — to protect and enrich the lives of people around the world. Through actionable analytic insight, globally integrated Risk Capital and Human Capital expertise, and locally relevant solutions, our colleagues provide clients in over 120 countries with the clarity and confidence to make better risk and people decisions that help protect and grow their businesses.

Follow Aon on LinkedIn, X, Facebook and Instagram. Stay up-to-date by visiting Aon’s newsroom and sign up for news alerts here.

Media Contact

mediainquiries@aon.com

Toll-free (U.S., Canada and Puerto Rico): +1 833 751 8114

International: +1 312 381 3024

Aon plc (NYSE: AON) exists to shape decisions for the better — to protect and enrich the lives of people around the world. Through actionable analytic insight, globally integrated Risk Capital and Human Capital expertise, and locally relevant solutions, our colleagues in over 120 countries provide our clients with the clarity and confidence to make better risk and people decisions that protect and grow their businesses.

 

Follow Aon on LinkedIn, X, Facebook and Instagram. Stay up-to-date by visiting Aon’s newsroom and sign up for news alerts here.

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28, Sep 2026
Accor Appoints Vipin Khattar as Chief Commercial Officer, South Asia

Accor Appoints Vipin Khattar as Chief Commercial Officer, South Asia

Sep 28: Accor, a world-leading hospitality group, has announced the appointment of Vipin Khattar as Chief Commercial Officer, South Asia. In this role, he will lead the Group’s commercial strategy across the region, overseeing sales, revenue management, marketing, digital distribution, loyalty, partnerships, and transformation initiatives.

 
With more than two decades of international hospitality experience spanning India, the Middle East, Africa, and the United Kingdom, Vipin brings a distinguished track record of driving business growth, building strategic partnerships, and leading high-performing teams. Throughout his career, he has consistently demonstrated strong commercial acumen, operational excellence, and a commitment to delivering sustainable business results.
 
Prior to joining Accor, Vipin served as General Manager of The Ritz-Carlton, Jeddah. He previously held several senior leadership roles with Marriott International, including General Manager of JW Marriott New Delhi Aerocity and a multi-property General Manager position in Dubai. His career portfolio also includes leadership assignments across renowned brands such as The St. Regis, Delta Hotels, and Marriott Residences.
 
Earlier in his career, Vipin held senior commercial and operational leadership roles with Hyatt across the UAE and Egypt, including General Manager and Area Director of Sales & Marketing. His experience with Atlantis The Palm and Grand Hyatt Dubai further strengthened his expertise in sales, business development, MICE, and commercial strategy. This diverse background across commercial leadership and hotel operations positions him strongly to advance Accor‘s growth ambitions and commercial performance across South Asia.
 
Commenting on the appointment, Ranju Alex CEO, Accor South Asia, said: “We are delighted to welcome Vipin Khattar to Accor as Chief Commercial Officer, South Asia. His extensive experience across commercial strategy, sales and marketing, and hotel operations makes him a valuable addition to our leadership team. Vipin’s strategic vision, business acumen, and ability to align commercial opportunities with operational excellence will play an important role in strengthening Accor’s commercial platform across the region. As we continue to accelerate our growth ambitions, I am confident that under his leadership we will further enhance our brands, deepen key partnerships, and unlock new opportunities across markets and segments.”
 
Commenting on his new role, Vipin Khattar, Chief Commercial Officer, South Asia, Accor, said: “I am excited to join Accor at such a dynamic phase of its growth journey in South Asia. The region presents tremendous opportunities, and I look forward to collaborating closely with our teams, hotel owners, and partners to strengthen commercial performance, elevate our brands, and drive sustainable growth across the market.”
 
Vipin’s contributions to the hospitality industry have been recognized through several prestigious accolades, including Best Luxury General Manager of the Year 2026 at the Marriott EMEA Awards and recognition among the Top 100 General Managers of the World 2024 by the Luxury & Lifestyle Awards.
An alumnus of IHTTI School of Hotel Management, Neuchâtel, Switzerland, Vipin specialized in Hospitality Operations and has since built deep expertise across commercial leadership, sales, marketing, revenue generation, and organizational development. He is widely recognized for his ability to cultivate strong teams, foster innovation, and deliver measurable business impact.
 
Outside of his professional responsibilities, Vipin enjoys traveling, discovering new cultures, and spending quality time with family and friends.
28, Sep 2026
Alive App Raises $1 Million From Powerhouse Ventures and Flipkart Ventures to Accelerate India’s Experience Economy

Experience-tech platform expands to six markets with 500+ experiences and 400+ creators

Targets 3X revenue growth in the next few months, as it seeks to make experiences a default part of urban India’s weekends

BENGALURU, India, Sept. 28, 2026 /PRNewswire/ — Alive App, India’s AI powered experience-tech platform for building and distributing new and unique experiences, has raised $1 million in a new funding round led by Powerhouse Ventures and Flipkart Ventures. The capital will support the company’s next phase of product and supply expansion as it works to make experiences a more frequent and habitual part of how urban Indians spend their leisure time.

Vivek Kumar, Founder and CEO, Alive App

The investment from Flipkart Ventures also creates opportunities for Alive App to explore synergies across the broader Flipkart ecosystem as it builds new pathways for consumer discovery, engagement and access to experiences at scale.

The new capital will be used to strengthen Alive App’s product and technology capabilities and accelerate the creation and availability of experiences across its existing markets. The company is targeting 3X revenue growth in the next few months and plans to focus on increasing the frequency with which consumers use Alive App, with the goal of making the platform a default companion for weekend discovery. The company has also achieved its first profitable quarter in Bengaluru, its first and largest market, as it continues to build density across cities.

Alive App is seeing this shift play out on its platform. The company is now present across Bengaluru, Hyderabad, Mumbai, Chennai, Delhi and Goa, offering more than 500 experiences across categories including adventure, food, wellness, art, culture and learning. Its creator ecosystem has grown to over 400 creators and partners. Over the last six months, it has expanded into Mumbai, Chennai and Delhi, in addition to its presence in Goa. The company’s experience supply in the newly launched markets of Chennai, Mumbai, Delhi and Goa has grown five times faster than during its initial expansion phase, with Alive App now adding approximately 100 new experiences every month. The rapid expansion follows a broader shift in how consumers are spending their leisure time. According to Alive App’s platform data, more than 90% of bookings are for local experiences, with consumers increasingly choosing activities closer to home rather than treating experiences purely as part of travel.

The company’s growth reflects the evolution of India’s experience economy from an occasional, travel-led activity into a more regular part of urban consumption. Alive App’s platform combines technology with a curated and largely exclusive supply of experiences, working with creators to conceptualise, build and launch experiences rather than simply aggregating existing listings. With the latest round, Alive App’s focus shifts from establishing the category across individual cities to building the habit around it and making discovery of experiences as routine a part of the weekend as choosing a restaurant, watching a movie or planning a day out.

Supporting Quotes

Vivek Kumar, Founder & CEO, Alive App, said, “Over the last year, the biggest validation for us has been seeing how quickly experiences are being adopted as an upgrade to weekend plans in every city we enter. Mumbai and Chennai are growing much faster than Bengaluru did in its early months, while our supply in the newly launched cities has grown five times faster than in our initial expansion phase. We are now adding around 100 new experiences every month. The opportunity ahead is to make Alive App the default weekend companion for urban India, something people return to every week to discover what they want to do next.”

Kshitij Golwalkar, General Partner, Powerhouse Ventures, said, “Alive App stands out as one of the most differentiated and capital-efficient companies we have seen in this category. What is particularly compelling is how the team is using AI not only as a product feature, but across the business to rethink how consumer technology companies can be built, scaled and operated in India. We believe this combination of a strong consumer proposition, differentiated supply and an AI-led operating model gives Alive App the potential to be a leader in India’s rapidly growing experience economy.”

About Alive App

Alive App is an experience-tech platform focused on helping urban consumers discover and experience curated activities across adventure, food, wellness, art, culture, learning and more. The platform currently operates across Bengaluru, Hyderabad, Mumbai, Chennai, Delhi and Goa, with 500+ experiences and 400+ creators and partners. Founded by Vivek Kumar, Alive App is building technology and supply infrastructure for India’s emerging experience economy.

Website: www.iamalive.app

 

Alive Logo

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28, Sep 2026
Shriram Group awards scholarships to class 10 toppers from govt schools across Telangana constituencies

HYDERABAD, India, Sept. 28, 2026 /PRNewswire/ — The Shriram Group has awarded scholarships to 10th class toppers from government schools across 119 assembly constituencies in Telangana for the academic year 2025-26. As part of the scholarship initiative, under Chaduvuko Telangana programme, each constituency topper will be awarded ₹1 lakh, district topper ₹2 lakh, state runner-up ₹3 lakh, and state topper ₹5 lakh.

The scholarships are expected to partly fund the students’ expenses in their intermediate course.

This was the second edition of ‘Mission 10th Class,’ wherein meritorious students from across Telangana were felicitated for their outstanding performance in the Class 10 examinations. A total of 632 students have been selected for scholarships under the programme.

One state topper, one state runner-up, 37 district toppers and 95 assembly constituency toppers, together comprising 134 students, were awarded scholarships at the event.

As part of the eligibility criteria, only government-run state board schools are covered. The list of students has been provided by the Department of School Education, Government of Telangana.

“Today’s achievement is a reflection of your dedication, perseverance and determination. This is a great initiative to recognise and encourage young achievers, because you are the future of our nation. Life will bring many challenges your way, and whenever you face one, remember this day and the journey that brought you here. Let this moment inspire you to believe in yourself, overcome every obstacle and continue striving towards your dreams,” Hon’ble Governor of Telangana, Shri Shiv Pratap Shukla, said, after distributing scholarships to the students.

“Education is one of the most powerful enablers of opportunity. The achievements of the students are a reflection of their hard work, determination, and the support of their families and teachers. The initiative aligns with the Shriram Group’s longstanding philosophy of putting people first and supporting the progress of society,” said Casparus J.H. Kromhout, MD and CEO, Shriram Life Insurance.

Additionally, 498 mandal toppers will be felicitated in their respective mandals while state, district, and constituency toppers received them from the Governor.

The initiative reflects the collective commitment of the Shriram Group to education and community development in Telangana. The scholarships are funded by Shriram Finance, Shriram Life Insurance, Shriram Chits, and Shriram General Insurance.

About Shriram Group

Shriram Group is one of India’s leading financial conglomerates, with a strong presence in retail financing, asset reconstruction, wealth management, life insurance, general insurance, chit funds, stock broking, financial product distribution, and asset management services. The Group’s focus is on serving underserved communities, driven by its financial inclusion agenda to bring finance to low-income families and small businesses. Shriram Group serves over 3 crore customers, has a marketing force of more than 1.85 lakh, employs over 1.16 lakh people, and operates through more than 4,800 branches. It manages an AUM of ₹3.97 lakh crore as of June 2026.

Media Contact information:

Taniya Roy,

taniya.r@shriram.com 

 

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28, Sep 2026
Virat Kohli Breaks Sachin Tendulkar’s ODI Records, Becomes Fastest to 15,000 Runs and Hits 55th Century

Thiruvananthapuram, Sept. 28: Virat Kohli once again etched his name into the record books with a stunning performance against the West Indies in the first ODI. His unbeaten 139 not only powered India to an eight-wicket victory but also saw him break two major ODI records previously held by legendary batter Sachin Tendulkar.

Virat Kohli Breaks Sachin Tendulkar’s ODI Records, Becomes Fastest to 15,000 Runs and Hits 55th Century

 Representational Image 

Kohli Reaches 15,000 ODI Runs in Just 303 Innings

Kohli became only the second batter in ODI history to reach 15,000 runs, joining Sachin Tendulkar in the elite club.

What makes the achievement even more remarkable is the speed at which Kohli reached the milestone. He completed 15,000 ODI runs in just 303 innings, breaking Tendulkar’s previous record of 377 innings.

Kohli therefore reached the landmark 74 innings faster than Tendulkar.

More Than 7,000 ODI Runs on Home Soil

Kohli’s unbeaten 139 also helped him surpass another major Tendulkar record — the most ODI runs scored in India.

Tendulkar had accumulated 6,976 ODI runs in India. Kohli went past that mark during his memorable innings and became the first batter to cross the 7,000-run mark in ODIs on Indian soil.

55th ODI Century

The record-breaking performance was capped by another major milestone.

Kohli’s unbeaten 139 brought up his 55th ODI century, further extending his record for the most ODI centuries in men’s cricket.

Three major milestones in one memorable innings — 15,000 ODI runs, more than 7,000 ODI runs in India, and a 55th ODI century.

While India secured an eight-wicket victory over the West Indies, Kohli’s unbeaten 139 emerged as the defining highlight of the match, adding another remarkable chapter to his illustrious ODI career.

28, Sep 2026
New Livestock Insurance Portal to Strengthen Financial Protection for Farmers

New Livestock Insurance Portal to Strengthen Financial Protection for Farmers

 Pic Credit: Pexel

New Delhi, Sep 28: The Centre is set to launch a new Livestock Insurance Portal to make insurance services easier to access and manage for livestock farmers, while providing stronger financial protection against losses of insured animals.

Union Minister for Fisheries, Animal Husbandry and Dairying Rajiv Ranjan Singh will launch the portal in New Delhi. Developed by the Department of Animal Husbandry and Dairying, the digital platform is aimed at bringing livestock insurance services onto a single, transparent and technology-driven system.

The portal will bring key services such as policy registration, insurance issuance, claim processing, monitoring and reporting together on one platform. This is expected to simplify procedures, reduce paperwork and improve coordination among farmers, insurance agencies and government authorities.

Making Insurance Easier for Farmers

One of the key objectives of the initiative is to improve access to insurance, particularly for small and marginal farmers who depend heavily on livestock for household income.

The portal will be available in Hindi, English and 11 regional languages, making it easier for farmers to understand insurance provisions, access services and track their applications and claims.

For farmers, livestock insurance can provide an important financial safety net. The loss of cattle or other insured animals can significantly affect household income, particularly for families that depend on dairy farming and livestock-related activities. Faster and more transparent claim processing can help reduce the financial pressure caused by such losses.

Supporting Rural Livelihoods

Under the existing Livestock Insurance framework, beneficiaries contribute 15 per cent of the insurance premium, while the Centre and state governments jointly bear the remaining 85 per cent.

Subsidised insurance coverage is available for up to 10 cattle units per beneficiary household for most eligible animals, with separate limits for pigs and rabbits.

Government data shows that 60.8 lakh animals were insured during the latest five-year reference period, while ₹161.07 crore was released under the scheme.

The new digital platform is expected to make such support easier to administer and reach eligible beneficiaries more efficiently.

Greater Transparency in Claims

Another important objective is to improve the monitoring of insurance policies and claims. By shifting major processes to a common digital platform, the government expects to improve visibility over applications, policy status and claim settlements.

Real-time data can also help authorities identify delays, monitor implementation and take corrective action where necessary. Better data management could support more informed policymaking and improve the delivery of livestock-related programmes.

The government is also exploring the use of radio-frequency identification technology for animal identification. Such technology could help improve record-keeping and make verification during insurance claims more efficient.

Wider Economic Impact

The initiative could have an impact beyond insurance administration. Livestock is an important source of income for millions of rural households and contributes to India’s dairy, meat and other allied sectors.

Greater access to affordable insurance can reduce the financial risks associated with livestock ownership and provide farmers with greater confidence to maintain or expand their animal holdings.

A stronger insurance system can also support the broader rural economy by helping protect household incomes when livestock losses occur. This, in turn, can support spending on animal feed, veterinary services, dairy activities and other rural businesses linked to the livestock value chain.

For the government, the digital platform could improve institutional efficiency by bringing information and monitoring systems together. For farmers, the larger objective is simpler access to insurance, better information and a more transparent process for receiving support.

The launch of the Livestock Insurance Portal therefore marks a step towards technology-enabled risk protection for livestock farmers, with the potential to strengthen rural livelihoods while improving the efficiency and reach of government-supported insurance services.

28, Sep 2026
Disprz crosses ₹130 crore ARR and launches Autonomous Enablement OS, pioneering a new category beyond traditional L&D

Rebuilt from the ground up for the AI era, Autonomous Enablement OS puts an army of agents to work on the outcomes businesses are measured on: faster ramp, more revenue per seller, and people ready for their next role. The launch comes as Disprz crosses ₹130 crore in ARR, with 500+ enterprises across 25+ countries.

MUMBAI, India, Sept. 28, 2026 /PRNewswire/ — Disprz, the AI-powered enterprise learning and skilling platform trusted by 500+ enterprises and 3.5 million+ learners across 25+ countries, has unveiled Autonomous Enablement OS,a bold AI-native system that autonomously does enablement work end to end and coaches every employee in the flow of their work, with a human reviewing and approving what reaches them. With it, Disprz vaults beyond the traditional learning and skilling category toward a far bigger ambition: the autonomous enterprise.

Disprz Logo

The launch caps a breakout period of growth, with the company recently crossing ₹130 crore in ARR. With its suite finding breakthrough success in India and global markets, Disprz is now ready to accelerate that momentum with Autonomous Enablement OS. The company recently won the Talent Track at the Accenture Tech Next Challenge, a programme focused on identifying deep-tech firms, where Autonomous Enablement OS was showcased against this year’s theme of enterprise autonomous technologies. The recognition further reinforces the direction Disprz is headed, with strongest demand coming from banking, insurance, retail, pharma, automobile and manufacturing.

From AI features to autonomous work

Where ‘AI in L&D’ has mostly meant a few features bolted onto a platform someone still has to operate, Autonomous Enablement OS does the work itself. Leaders simply name a business result, such as a faster ramp, higher win rates, or readiness for a new role, and an army of agents goes and delivers it, coaching each person right where they already sell, serve, and ship. Powering it all is the Context Graph: a living map built entirely from a company’s own data, including who each person is, what they got wrong, what a winning conversation sounds like, and what actually closed. Agents read from it, act, and write every outcome back, so the system only gets smarter over time. And because it is built from a company’s own reality rather than a generic model, no competitor can ever replicate it.

“Autonomous Enablement OS isn’t AI bolted onto a platform. It’s a fundamentally new architecture where agents do the work end to end,” said Subramanian Viswanathan, Co-founder and CEO of Disprz. “Learning stops being a program you run and becomes an outcome the system delivers for you. That is what it means to move from learning and skilling to the autonomous enterprise, and we believe it’s the future of this category.”

A leap in the experience layer, putting a voice-enabled coach in every worker’s pocket

The experience layer puts a voice-enabled coach in every worker’s pocket, available in the systems they already work on, like WhatsApp and Microsoft Teams, and in their own language. The agents spring into action on two triggers: an event, such as a new joiner, role change, or product launch; and a signal, such as a KPI moving or ticket size dipping. They interpret these signals, determine what each person needs, and autonomously build the content, roleplays, practice scenarios, and coaching interventions to address it. Nothing ever ships unattended: before any agent reaches an employee, a human sees what it plans to do and why, and can approve, change, or hold it. This is built for the governance questions regulated industries ask first.

Autonomous Enablement OS launches with three offerings mapped to the employee lifecycle:

  • Autonomous Onboarding: builds each new hire’s path and walks them through it right where they work, getting people productive in days, not weeks.
  • Autonomous Sales Enablement & Coaching: pinpoints who is struggling to close, coaches them through the exact objections they are hitting, and lets them practise before the call.
  • Autonomous Talent Development: figures out the skills a changing role demands and helps people build them over time, without waiting for an annual review.

Proven with leading enterprises, now scaling globally

Autonomous Enablement OS is already in use with some of the world’s largest enterprises across banking, retail, and technology, built by the team that already runs learning and skilling for the likes of Axis Bank, Starbucks, Bajaj General Insurance, and Flipkart, on the platform 3.5 million+ learners rely on every day.

“Growing 30% year on year tells us the market is ready for outcome-led enablement,” said Kuljit Chadha, Co-founder and COO of Disprz. “Customers don’t want more courses. They want faster time to productivity, more revenue per seller, and people ready for their next role. Autonomous Enablement OS delivers exactly those outcomes at scale. For us, and for the market, this is the start of an entirely new category.”

For early adopters, the human-in-the-loop design has been decisive. “Organisational learning works best when it is relevant, personalized, and accessible. For us at Piramal Finance, our focus is on building the right capabilities and enabling our people to perform at their best. AI allows us to move beyond traditional, cohort-based learning and embed contextual learning into operational workflows,” said Parneet Soni, Head HR, Retail Finance, Piramal Finance. “Through Autonomous Enablement, we see a meaningful opportunity to bring personalised coaching closer to individual needs, further aligning with everyday business situations. We are excited to partner with Disprz as we build a more adaptive, continuous, and meaningful approach to the enterprise skilling ecosystem.”

Disprz is now scaling Autonomous Enablement OS across enterprises, with adoption expected to accelerate over the coming quarters as the company drives toward its stated goal of ₹200 crore in ARR.

About Disprz

Disprz is an AI-powered enterprise learning, skilling, and enablement platform trusted by 500+ enterprises and 3.5 million+ learners across 25+ countries. Its agentic suite, spanning LMS, LXP, Frontline Training, and AI Sales Coach, helps organisations in banking, insurance, retail, manufacturing, and pharma tie capability directly to business outcomes. With Autonomous Enablement OS, Disprz is extending that platform into a bold new category: enablement work done autonomously, in the flow of work, with a human in the loop. Learn more at disprz.ai.

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28, Sep 2026
From Fully Allocated to a New Production Run: The New Rotoris Manifesta

GURUGRAM, India, Sept. 28, 2026 /PRNewswire/ — Rotoris has reopened the Manifesta collection, arriving as this year’s Manifesta New Release, after its first edition sold out. That earlier run closed months ago, with every piece finding an owner.

Precision meets timeless elegance - Rotoris Manifesta

The new model gives Manifesta a fresh expression while holding onto the design language from its first chapter. The changes span the movement, the stone selection, the case materials, and the crown position.

A New Movement Drives the Relaunch

The clearest change sits inside the case, where the movement now differs.

The new edition of Manifesta runs on the Japanese Miyota 82S0. It comes from the country’s largest movement house and carries twenty-one jewels. The movement holds around 40 hours of power reserve once set down. The open-heart design continues at 6 o’clock, showing the balance wheel in motion.

The movement also holds close to two days of power reserve. The open-heart design continues at six o’clock, showing the balance wheel in motion.

Three New Stones Join the Dial Lineup

The stone lineup has grown for this edition. Green Jade, Lapis Lazuli, and Pietersite join the collection as new dial options. Green Jade has held ceremonial value across Asian dynasties for centuries, and is harder than steel yet finished to a soft depth. Lapis Lazuli brings a deep blue tone mined for six thousand years, long associated with clarity and truth. Pietersite adds a third new dial choice to the range. Mother of Pearl continues from the earlier lineup, its surface still shifting colour depending on the light.

Case Options Widen Beyond Steel

Materials have expanded well beyond the original run. The first Manifesta came only in stainless steel, and steel remains part of the lineup today. The new edition adds 18kt gold as a case option alongside it. Cases are paired with lab-grown diamonds graded VS to VVS. These diamonds frame the bezel and mark the hours. They light the stone from the edge inward.

A Second Size Brings the Collection to More Wrists

Sizing has also changed for this release. The watch was previously offered only at 40mm. Manifesta now comes in 40mm and 36mm cases, extending the collection across a range built for both men and women.

A Repositioned Crown

The crown previously sat at three o’clock and now sits at two o’clock. It is lifted off the back of the hand. The change keeps the case line clean at the new position.

What Continues From The Previous Launch

Some design details carry over from the original watch. A transparent steel caseback still exposes the movement in full. Every piece carries an individual number, logged through the Rotoris Registry.

A New Chapter for Manifesta

The new Manifesta is built as a progression of the original rather than a repeat of it. The movement has changed, the stone selection has grown, and the case now extends beyond the steel and 18kt gold, and the crown sits in a new position. At the same time, the open-heart dial and individually numbered Rotoris Registry continue to anchor the design.

Speaking about the new release, Prerna Gupta, co-founder of Rotoris, said, “Nature designs every Manifesta dial for us. Each slice of stone carries its own veins, its own colour, its own light, so every piece is singular before we ever number it. When you choose a Manifesta, you are choosing a dial that exists once.”

The Manifesta Collection returns with a new production, shaped by details that make every piece its own.

Media Contact:

Shriya

+91-9953958644

Social Media Links:

https://www.instagram.com/rotoris.world/

https://www.facebook.com/people/Rotoris/61580269515546/

https://x.com/rotoris

https://www.youtube.com/@rotorisworld

 

Rotoris Manifesta

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28, Sep 2026
6,000 plus Bengalureans Come Together Ahead of World Heart Day to Support Surgery for 50 Underprivileged Children

6,000 plus Bengalureans Come Together Ahead of World Heart Day to Support Surgery for 50 Underprivileged Children

Bengaluru, September 28, 2026: More than 6,000 Bengalureans’ came together in Electronic City this morning to run, walk and cycle as part of the sixth edition of Kauvery BEATS, the annual community heart-health initiative of Kauvery Hospitals, Bengaluru. held ahead of World Heart Day on September 29.

The 5 km event brought together children, families, working professionals, recreational runners, cyclists and fitness enthusiasts, with participants encouraged to move at their own pace rather than compete for timings. In one of the morning’s most striking moments, participants came together to create a large human-heart formation, turning the gathering into a visual expression of collective responsibility towards heart health.

The event was flagged off in the presence of Dr B. Dinesh, Director and Professor of Cardiology, Sri Jayadeva Institute of Cardiovascular Sciences and Research, and Sri Narayana M, IPS, Deputy Commissioner of Police, Electronic City Division, Bengaluru.

Speaking at the event, Dr B. Dinesh said “Physical activity remains fundamental to cardiovascular health, but prevention cannot begin only when symptoms appear. People should also know their blood pressure, blood sugar and cholesterol, understand their family history and seek medical advice when risk factors are present. Community initiatives such as this help make heart health part of everyday conversation.”

The 2026 edition of BEATS focused on consistency in heart-healthy behaviour, encouraging people to stay physically active while also paying greater attention to cardiovascular risk factors.

Dr Vivek G, Director, Institute of Cardiology, Kauvery Hospitals, Electronic City, said “What makes this initiative meaningful is that it goes beyond bringing people together for a morning of fitness. Through Kauvery Sankalpa 2.0, the community also has an opportunity to support children who need specialised surgery but may not have the means to access it. Bringing together 6,000-plus people for heart health, while creating awareness and support for 50 children in need of surgery, shows how collective community action can make a meaningful difference.” 

Moving for a larger purpose

This year, Kauvery BEATS also carried a larger social-impact message through Kauvery Sankalpa 2.0, an initiative aimed at enabling surgical care for 50 children from economically disadvantaged families in Karnataka. The programme aims to support 25 children requiring surgery for congenital heart conditions and 25 children requiring complex spine surgery, subject to clinical and socioeconomic eligibility.

Participants and supporters at BEATS were given the opportunity to make voluntary contributions towards the congenital-heart-surgery initiative, allowing the World Heart Day campaign to connect the message of heart health with the need for access to specialised cardiac care.

Six years of a growing community movement

Kauvery BEATS began in 2021 with around 600 participants and has grown steadily over six editions, crossing 1,200 participants in 2022, 2,800 in 2023, 3,500 in 2024 and more than 5,000 in 2025. Last year’s event similarly used mass participation and a human-heart formation to build awareness around cardiac health.

The 2026 campaign continues October 2 with Kauvery BEATS Circuit, a new functional-fitness format aimed at regular gym-goers, runners, cyclists and fitness enthusiasts. The format will combine short running intervals with functional exercises, extending the campaign’s message from community participation to fitness and cardiovascular-risk awareness.

28, Sep 2026
The Privacy Documents Attached to Just One Family’s Digital Day Can Take More Than 10 Workdays to Read – Longer Than the Complete Works of William Shakespeare

The Privacy Documents Attached to Just One Family’s Digital Day Can Take More Than 10 Workdays to Read – Longer Than the Complete Works of William Shakespeare

 

Zurich, Switzerland | Sept 28: A new Web3 Foundation study of six evidence-based model households in the United Kingdom and United States found that it may take up to 10 full working days to read the privacy policies, terms, notices and supporting documents linked to one ordinary modelled digital day.

Across the six scenarios, researchers identified 1,195 relevant documents containing more than 5.38 million words. Depending on the modelled household, simply reading the material linked to one ordinary day would require between 37 and 83 hours, or 4.6 to 10.4 full workdays.

The largest reading burden was found in the modelled UK family scenario, where 257 privacy policies, terms, notices and supporting documents contain 1,184,835 words. That is about 83 hours of reading – 10.4 eight-hour workdays – and 34% more than the 884,647 words contained in William Shakespeare’s complete works.

In the US scenarios, a similar family’s relevant privacy policies, terms and notices run to 233 documents and 1,118,224 words – 26% more than Shakespeare’s complete works – and require 78.3 hours, or 9.8 workdays, to read.

For the single modelled working adult, the relevant documents would take 73.9 hours, or 9.2 eight-hour workdays, to read in the UK scenario and 59.4 hours, or 7.4 workdays, in the US scenario. Even the older-adult models, which use fewer digital services, would require 45.2 hours of reading in the UK and 37.1 hours in the US, equivalent to 5.6 and 4.6 workdays respectively.

Released to mark UNESCO’s 2026 International Day for Universal Access to Information, the study, Everyday Surveillance: What One Ordinary Day May Reveal About You, modelledthe everyday products, services and systems surrounding six evidence-based model households in the United States and United Kingdom and then did what consumers are supposedto do: read the privacy documents.

Analysing those documents created a picture of routine digital life in which the same model household maybe observed through phones, wearables, televisions, banks, cars, schools, utilities, cameras, health services and location systems, with each system potentially creating its own record and many organisations’ privacy documents describing further uses of that information.

The study does not claim to be a national survey or to describe the practices of every or any user. It examines documented capabilities and permissions across evidence-led model scenarios and, where relevant, stated modelling assumptions about product choice, settings, configurations and system operation.

In each matched pair in these modelled scenarios, the UK household was linked to more separately counted organisations than its US counterpart, while the US scenarios showed greater involvement of some commercial location, insurance and data systems.

These are model-household findings, not national totals or statistics, but the comparison illustrates that different regulatory and institutional structures affect who may collect and reuse information, what rules apply and what rights people have once the data exists. In both sets of modelled scenarios, ordinary digital activity may still generate large volumes of information.

Gavin Wood, founder of Web3 Foundation, said: “We did what consumers are told to do: we read the privacy policies. In our modelled family scenarios in the US and UK, one ordinary day came with around ten workdays of reading. What we found in that small print was much bigger than a collection of individual privacy notices. It described how information about people’s bodies, homes, money, movements, children and behaviour can be combined, inferred, shared, retained and, in some cases, used to train AI. Disclosure is not meaningful control if a person has no realistic chance of reading it.”

Bill Laboon, Vice President of Technical Operations at Web3 Foundation, said: “What is striking is how much data may be generated around completely ordinary digital activity. The report raises the question of whether we can build services differently, for example, by allowing people to prove what is needed without routinely disclosing the underlying information.”

The comparison shows that high-volume data collection can arise across very different ages and levels of technology use. In both family models, adult wearables are modelled as generating around 2,000 daily readings: combined health readings in the UK scenario and heart-rate readings in the US scenario.

The modelled children may also generate records through school systems, cameras and location tools. In the UK family model, 11,400 keystrokes can be logged in a school week and the children can be captured around 100 times by school cameras in a day. In the US family model, school-device activity is modelled as potentially being monitored minute by minute and a family location-sharing service is modelled as making a child’s location available around the clock.

The two single-adult scenarios also show how quickly repeated observations can accumulate. In both models, around three hours of television is modelled as producing approximately 21,600 Automatic Content Recognition screen captures where ACR is assumed to be enabled. The UK single adult is linked to 68 organisations and around 271 modelled processing events. The US counterpart is linked to 62 organisations and around 219 modelled processing events.

Among the older-adult scenarios, the modelled UK retiree is linked to 49 organisations and five to six hours of television is modelled as producing around 40,000 scans of what is being watched where ACR is assumed to be enabled. The US retiree is linked to 44 organisations and around five hours of viewing is modelled as producing roughly 36,000 screen captures where ACR is assumed to be enabled. Their days also include smart-meter readings, cameras, health and pharmacy records, location sharing and license-plate records.

Across the 143 organisations examined, documents of 118 (83%) describepotential use of data for marketing or advertising; 114 (80%) describe potential combining data across sources; 109 (76%) describe potential inference or profiling; 102 (71%) describe potential sharing with commercial partners as defined by the study; and 95 (66%) state no fixed retention period. Separately, the documents of at least 35 organisations (24%) contain an affirmative statement that user data may be used to train or improve AI or machine-learning systems.

The data trail may extendfar beyond names and email addresses. Across the organisations reviewed, 55 of 143 (38%) list particularly sensitive categories among information they could collect, including health, biometrics, sexual orientation, political opinions, ethnicity or religion. Separate data points can then be linked or used to infer information about a person’s body, home, finances, movements, relationships, children, beliefs, interests and likely future behaviour.

Potential data collection or generation can also occur when no screen is being actively used. Wearables may measure the body during sleep, smart meters may record household activity through the night, doorbells and cameras may remain active, connected devices may synchronise in the background and connected cars may transmit location and driving telemetry.

The two countries also operate under markedly different privacy frameworks. The UK has one broad cross-sector data-protection framework, while the US relies on federal sectoral rules alongside a state-by-state patchwork.

The White Paper cautions that these figures are model-household findings rather than national totals or statistics. The matched scenarios are intended to illustrate how similar routines can interact with different legal, institutional and commercial environments.

It proposes six Web3 Foundation design principles intended to reduce disclosure. These include revealing only the information a service actually needs, such as age not date of birth, allowing people to hold reusable digital proofs rather than repeatedly copying identity documents, making permissions clear and easy to withdraw, and using selective disclosure so a fact can be verified without handing over the full underlying dataset.

Methodology at a glance

Web3 Foundation built six evidence-based model households: a working adult, a family with two children and an older adult living independently in both the UK and US. Researchers mapped a normal 24-hour weekday against the products, services and systems around each household and what those systems say they may collect, generate or infer, using company policies, technical documentation, regulator records, academic research and published measurement studies.

The study does not claim to be a national survey or to describe the practices of every or any user. It examines documented capabilities and permissions across evidence-led model scenarios under stated modelling assumptions about product choice, settings, configurations and system operation. Company policies show what an organization says it may collect or process, rather than proving that every permitted action happens to every or any user every day. Numerical findings are presented as documented minimums, modelled estimates or reasonable ranges.

The analysis reflects company terms, privacy notices and other relevant documents publicly available and reviewed between August and September 2026, with the legal and regulatory position checked 18 September 2026. The methodology, assumptions and supporting data are published as part of the study so the calculations, source choices and analytical approach can be scrutinized, challenged and rerunby others.