2, Nov 2026
UK employers prioritise sales targets three times more than relationships, analysis of 25,000 job ads reveals
New analysis of more than 25,000 UK sales job adverts finds a target-first approach to operations, with employers significantly more likely to prioritise revenue and pipeline generation than client retention, satisfaction or long-term relationship building.
Nov 02: The research, conducted by the global leader in corporate sales, leadership and management training, Sandler, highlights how sales teams are being pressured by decision makers to hit targets and generate revenue, while the long-term relationship building that underpins great sales practice takes a back seat.
The study, which analysed sales jobs across platforms Totaljobs and Reed, found that 58% of sales job listings in the UK highlight targets, compared with just 19% that mention relationship building. This means that of the 25,143 sales listings analysed, only 4,651 require people to be able to build client relationships.
The pressure on revenue goes further than just the language used to describe the role. Phrases about how success is measured appear far more often in terms of sales output than client outcomes: 24% of listings (5,964) mention revenue and 23% (5,648) mention pipeline, compared with just 8% (1,906) mentioning retention and 7% (1,664) mentioning customer satisfaction.
Anneli Thomson, UK Managing Director at Sandler, comments: “Targets play a vital role within every sales team, but what goes into a job advert tells candidates what a business really values. When targets are mentioned three times as often as building relationships, it sends a clear message about what salespeople are being asked to prioritise.
“Great selling starts with understanding what the client needs. If the way we recruit and measure success only rewards the next deal, we shouldn’t be surprised when the client’s best interests get squeezed.”
Client-focused language is not absent from sales adverts. Phrases such as ‘customer needs’ and ‘consultative’ do appear, but the data suggests that ads say the right things while setting out success in terms of revenue and pipeline.
Anneli concludes: “The good news is that this is fixable. Businesses that measure what matters, including retention, satisfaction and the quality of client relationships, tend to see stronger long-term results. Salespeople who are trained to put the client first don’t sell less, they sell better, and repeatedly.”
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- By Neel Achary
2, Nov 2026
DC Byte’s Statement on the UK Government’s Data Centre Covenant
Nov 02: As part of its Autumn 2026 Budget, the UK Government has proposed the Data Centre Covenant, establishing a set of standards that strategic data centres will be expected to meet. These standards include setting credible expectations for the projects, tangible investment in local communities, job creation, and adherence to sustainability measures such as a desired PUE of 1.3 or better.
DC Byte welcomes this announcement. According to DC Byte data, 73% of UK data centre capacity is categorised as ‘early-stage development’. The proposed covenant seeks to tackle two of the largest blockers currently facing UK data centre projects in community resistance and power availability. This builds on the existing GB Grid proposal which aims to remove connection bottlenecks and shift ‘vital demand’ projects ahead of less-developed proposals in the queue.
The requirements outlined by the covenant will likely increase the cost associated with data centre projects. Community investment, sustainability compliance, and creation of local of jobs will add to the top-line cost of building a facility. However, by allaying community concerns and prioritising the most feasible projects, these proposals could remove much of the uncertainty which leads to budget overrun, delays and, in some cases, cancellation of projects.
Reducing uncertainty should make the business case for developments more straightforward and lead to more investment, rather than less. Our industry conversations often reveal that the parameter most important to customers and the wider industry is clarity on capacity becoming available. This proposal is a step towards a system in which community buy-in is achieved pre-project and all stakeholders can work towards clear, defined ready for service dates.
Oscar Gomez Comellas, EMEA Research Manager at DC Byte said, “We welcome the UK Government’s attempt to tackle the largest problems facing the UK data centre ecosystem. Gaining community buy-in and improving power availability are vital if the UK is going to achieve its infrastructure plans in the next decade. The Covenant is a step in the right direction, provided that its recommendations are substantiated and made clear to developers. We will be tracking developments with interest.”
2, Nov 2026
Puri Jagannath Temple Darshan Suspended Today From 4 PM To 7 PM
Puri, Nov 2 (UDN): Devotees visiting the Shree Jagannath Temple in Puri will have to wait for three hours on Monday as public darshan will remain suspended from 4 pm to 7 pm due to the observance of the traditional Diba Pahuda ritual during the holy month of Kartika.
Representational Image
The temporary suspension of darshan is part of the temple’s scheduled rituals and will allow the servitors to perform the special religious observance. During this period, devotees will not be permitted to have darshan of the sibling deities inside the sanctum sanctorum.
What Is Diba Pahuda?
Diba Pahuda is a special ritual observed at the Srimandir during the sacred month of Kartika. The ritual is associated with the daytime rest of Lord Jagannath.
During Kartika, the daily routine of the deities undergoes certain changes in accordance with traditional temple practices. As the deities wake up earlier and retire later than usual, the Pahuda ritual, generally performed at night, is observed during the daytime.
The three-hour suspension of public darshan is therefore necessary to facilitate the smooth conduct of the ritual.
Evening Rituals To Resume After Darshan Break
Following the completion of Diba Pahuda, the temple’s regular evening rituals, including Sandhya Alati and Sandhya Dhupa, will be performed as per the prescribed schedule.
Public darshan is scheduled to resume after the ritual concludes at 7 pm.
Puri Sees Influx Of Habishyalis During Kartika
Meanwhile, the holy month of Kartika has brought a large number of women devotees, popularly known as Habishyalis, to the pilgrim town of Puri.
These widowed women visit the holy city to observe the month-long Habisha Brata, undertaking religious austerities, prayers and traditional rituals.
Considering the seasonal influx of devotees, the Puri district administration and police have made special arrangements for security and accommodation to ensure the smooth observance of Kartika Brata.
Devotees planning to visit Srimandir have been advised to take note of the temporary darshan suspension and schedule their temple visits accordingly.
2, Nov 2026
SKÅL International India and Belarus Consulate sign an MoU to strengthen tourism, cultural exchange and bilateral cooperation
Hyderabad, Nov 02: In a significant step towards strengthening international tourism partnerships, SKÅL International India and the Consulate General of the Republic of Belarus in Mumbai entered into a Memorandum of Understanding (MoU) to promote tourism, encourage cultural exchange and foster bilateral cooperation between India and Belarus.
The MoU was signed during the 40th Anniversary celebrations of SKÅL International Hyderabad, held at Hotel Taj Krishna, Hyderabad on Sunday night
The MoU was singed in the presence of Mohan N.S.N. (NSN Mohan), President of SKÅL International designate for 2027. He is scheduled to assume office as the Global President in 2027.
He is the first Indian and the first Asian to reach this position in the 93 years SKÅL International’s history.
He belongs to SKÅL International Hyderabad 606 — a significant source of pride for Hyderabad and Indian tourism.
The initiative, conceptualised by SKÅL International Hyderabad, is aimed at building stronger connections between the two countries by leveraging tourism as a platform for international friendship, cultural understanding and business collaboration.
The MoU focuses on three key areas:
Tourism Promotion: Exploring opportunities to promote travel between India and Belarus, encourage tourism partnerships and create greater awareness of each country’s tourism potential.
Cultural Exchange: Facilitating cultural interactions and initiatives that foster mutual understanding and strengthen people-to-people connections.
Bilateral Cooperation: Encouraging collaboration among tourism stakeholders, institutions and businesses in both countries, opening avenues for meaningful partnerships.
The MoU was signed and ex hanged by His Excellency Mr. Aliaksandr Motsukou, Consul General of the Republic of Belarus in Mumbai, and Sk. S. Venkat Reddy, President, SKÅL International India.
The MoU reflects the chapter’s commitment to taking tourism partnerships beyond geographical boundaries and creating opportunities for global collaboration.
The initiative is particularly significant as it demonstrates how professional tourism networks can play a constructive role in strengthening international relationships. By bringing together tourism professionals, cultural institutions and business communities, SKÅL seeks to make tourism an effective bridge between nations.
Dr. PHF Rtn. Sk. Valmiki Hari Kishan, President and Executive Board, SKÅL International Hyderabad 606, has been instrumental in conceptualising and driving this initiative.
2, Nov 2026
Sinopec Releases Its First Global Biodiversity Conservation Report at COP17 in Armenia
YEREVAN, Armenia, Nov. 2, 2026 /PRNewswire/ — China Petroleum & Chemical Corporation (HKG: 0386, “Sinopec” or “the Company”) released its first Global Biodiversity Conservation Report at the closing ceremony of the China Pavilion during the 17th meeting of the Conference of the Parties to the United Nations Convention on Biological Diversity (COP17) in Yerevan, Armenia, on October 29. The report outlines Sinopec’s approach to integrating biodiversity protection into corporate governance, industrial operations, and international projects and highlights its conservation initiatives that cover habitat restoration, wildlife protection, and technological innovation.
Zhong Ren, a director with Sinopec Group, attended the event and delivered remarks that emphasized the Company’s commitment to balancing energy development with environmental conservation. He noted that Sinopec’s biodiversity initiatives reflect its efforts to support international energy cooperation while reducing the environmental impact of its operations. A representative from Sinopec’s Brand Department also presented the report and outlined the Company’s biodiversity management framework and conservation achievements.
Sinopec incorporates biodiversity considerations into its health, safety and environment (HSE) management system and applies conservation requirements throughout project planning, construction, operations, and decommissioning. The report details the Company’s approach to avoiding ecologically sensitive areas and restoring habitats affected by industrial activities. By the end of 2025, Sinopec had withdrawn 992 oil wells, 112 gas wells, and 181 water wells from operation, as well as various production and storage facilities as part of its environmental management initiatives.
Restoring habitats and protecting wildlife
Several projects demonstrate how Sinopec is adapting industrial facilities to support biodiversity. In Hubei Province, the Company closed 11 riverside oil depots and 17 terminals along the Yangtze River. The Wangjiahe oil depot terminal, which operated for 63 years, has since been transformed into a conservation education and observation center for the endangered Yangtze finless porpoise. At Sinopec’s Zhenhai refining complex in Zhejiang Province, a protected egret habitat has expanded from 2,200 to 15,000 square meters and supports a bird population of approximately 4,000. The Company has also documented the birds’ migration patterns through the industrial site. In Beijing, the Niukouyu Wetland at Yanshan Petrochemical has been transformed from an industrial wastewater treatment facility into a habitat supporting nearly 160 wild bird species.
Sinopec is also investing in technologies that are intended to reduce the environmental footprint of its operations. These include China’s first million-tonne-scale carbon capture, utilization and storage (CCUS) demonstration project along with a 60,000-metric-ton-per-year industrial facility that produces fully biodegradable PBST materials, designed to help address plastic pollution in agricultural environments.
Sinopec extends conservation efforts worldwide
International projects featured in the report include wildlife migration corridors near drilling operations in Uganda’s Murchison Falls National Park, where measures help reduce disruption to elephants and lions. In Ecuador, Sinopec has restored 2.4 million square meters of rainforest vegetation and monitored over 800 plant and animal species. Along Angola’s Atlantic coast, the Company has planted more than 7,000 mangroves to support coastal ecosystem restoration. In Australia, a long-term marine turtle management program has used acoustic tagging and satellite tracking to monitor 47 green sea turtles and inform measures to reduce disturbances from maritime operations.
Moving forward, Sinopec will continue to expand international cooperation and strengthen biodiversity conservation across its global operations.
About SINOPEC
China Petroleum & Chemical Corporation (HKG: 0386, “Sinopec”) is one of China’s largest integrated energy and chemical companies. Its businesses span oil and gas exploration and production, refining, petrochemicals, fuels marketing and distribution, and research and development. Sinopec also advances lower-carbon energy technologies and solutions. For more information, visit SINOPEC’s official website.
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2, Nov 2026
Huawei’s 7th Global Installer Summit: Meeting the Best Installers, Building New Home Energy Ecosystem for a Greener Future
DONGGUAN, China, Nov. 2, 2026 /PRNewswire/ — From October 21–23, 2026, Huawei’s 7th Global Installer Summit convened over 1,000 partners and installers from 54 countries and regions to discuss strategies, new products and solutions, industry trends, and business models, exploring the future green energy ecosystem.
At the summit, Huawei Digital Power released its comprehensive installer strategy and debuted the groundbreaking new product, reinforcing its commitment to low-carbon generation, mobility electrification, and all-intelligence. It is driving renewables with grid-forming and AI, powering safer mobility through full electrification, and maximizing tokens per watt.
Having already empowered over 4.3 million homeowners worldwide, the company is streamlining the installer journey from faster installations to reliable support through strategic services that handle technical complexities. The centerpiece of the event was the launch of the industry’s first Full-SiC all-in-one system, the LUTERRA™ S2. Designed for maximum efficiency and ease, it features complete wireless communication, a single SKU to cut logistic and stocking costs, installation in under 10 minutes, 10% more usable capacity, and 43% greater lifetime energy. From faster installations to reliable support and new service opportunities, Huawei handles the complexity — so installers can serve customers better and build a business that lasts.
As the summit’s highlight, Huawei FusionSolar hosted its first global installation race with 48 teams from 36 countries. Competitors experienced the LUTERRA S2’s unmatched efficiency firsthand, with the Spanish champion team finishing in an impressive 2 minutes and 32 seconds, widely praising its game-changing installation speed.
Six global installer representatives shared compelling success stories at the summit:
- A French installer highlighted a shift from traditional resale to a subscription platform model connecting homeowners, installers, banks, and grid operators.
- Three Thai representatives discussed integrating PV, ESS, chargers, and green finance to transition from single products to smart home ecosystems.
- A Mexican installer showcased benchmark practices overcoming industrial energy challenges through compliance and collaboration.
- A Brazilian installer demonstrated absolute reliability by installing the region’s first Huawei BESS at their own factory before making any customer sales.
More than an industry event, this summit serves as a strategic meeting point for global installer partners to align on common visions and jointly shape the roadmap for sustainable development. Looking ahead, Huawei will continue to work with installers—driven by technological innovation and ecosystem co-building—to advance the global green transition.
LUTERRA S2 will soon launch in Europe in November and in the Asia-Pacific region in December. Stay tuned for more.
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2, Nov 2026
Garuda Indonesia Advances Digital Transformation, Expands Travel Flexibility with Upgraded Manage My Booking Service
Enhanced self-service features make flight changes easier, with waived administrative change fees, greater fare transparency and more control over travel arrangements.
JAKARTA, Nov 02: Indonesia’s national flag carrier Garuda Indonesia is advancing its digital transformation through an upgraded Manage My Booking service, making it easier for passengers to reschedule, reroute, and refund flights independently. The enhancement marks a further step in the airline’s broader commitment to greater travel flexibility, complementing its flexible ticketing policy introduced in April 2026.
Available through garuda-indonesia.com and the FlyGaruda mobile app for both IOS and Android version, the enhanced self-service features give passengers greater flexibility to adjust their flight schedules according to their travel needs, without having to contact the airline’s Contact Center or visit a sales office. Passengers can review alternative flight availability, and manage booking changes through a more streamlined and transparent digital experience.
The upgrade also makes it easier for passengers to benefit from Garuda Indonesia’s flexible travel policy. Under the policy, passengers holding both Business Class and Economy tickets can make unlimited flight date changes without incurring administrative change fees, while Economy Promo passengers are entitled to one change without an administrative fee. Where a replacement flight carries a higher fare, passengers are just required to pay the applicable fare difference.
Garuda Indonesia’s Director of Transformation, Neil Raymond Mills said, “Travel plans can change, and we believe adjusting a flight should be as straightforward as booking one. Through the upgraded Manage My Booking service, we are making it easier for passengers to benefit from our waived administrative change fees while giving them greater control over their travel arrangements. By simplifying the process and providing a simple ability to change, we aim to make flying with Garuda more convenient, transparent and reassuring for our customers.”
The upgraded service is supported by improvements to Garuda Indonesia’s digital systems, connecting booking management, flight availability, and payment processing. These enhancements allow flight changes to be completed directly through the airline’s digital channels, with updated flight booking instantly available.
“Our digital transformation is ultimately about removing unnecessary complexity from the customer journey. As travel expectations continue to evolve, we are focused on making our services more accessible, responsive and intuitive. By combining greater flexibility with a more seamless digital experience, we aim to strengthen service quality and reinforce Garuda Indonesia’s competitiveness in an increasingly customer-focused aviation industry,” Neil added.
The self-service flight change feature is available for eligible tickets purchased through Garuda Indonesia’s official sales channels, including its website, FlyGaruda app, sales offices and Contact Center, subject to applicable booking and fare conditions.
Passengers who booked through travel agents or other third-party sales channels may request changes through their original booking provider, subject to the applicable conditions, or seek further assistance from Garuda Indonesia’s Contact Center or sales offices. Bookings involving certain Special Service Requests (SSR) may also require assistance through these service channels.
Administrative change fee waivers remain subject to the applicable ticket category and fare conditions. Passengers selecting a higher-priced replacement flight will be required to pay the fare difference.
2, Nov 2026
Garuda Indonesia Group’s Transformation Programme Drives 13.2% Revenue Growth to US$2.71 Billion Amid High Jet Fuel Prices
Non-Airline Businesses Emerge as a Key Growth Driver, with Revenue Rising 31.3% Year-on-Year
JAKARTA, INDONESIA, Nov 02 – PT Garuda Indonesia (Persero) Tbk (GIAA) reported a 13.2% year-on-year increase in revenue to US$2.71 billion for the first nine months of 2026, supported by stronger contributions from its core airline operations and a 31.3% rise in non-airline business revenue. The performance reflects the Group’s expanding revenue base and continued transformation progress, despite persistent pressure from elevated jet fuel prices.
Revenue from scheduled airline services increased 12.6% year-on-year, contributing an additional US$233.2 million, while non-scheduled services grew 2.1%, adding US$6.3 million. Non-airline businesses recorded a US$77.0 million revenue increase, accounting for approximately 24.3% of the Group’s total revenue growth during the nine months of 2026.
The performance was achieved amid continued industry-wide cost pressures, particularly from higher jet fuel prices driven by geopolitical tensions in the Middle East and volatility in global energy markets. The Group’s fuel expenditure rose 42.9% year-on-year, equivalent to US$309.8 million, contributing to a 15.7% increase in overall operating costs.
Excluding fuel, operating expenses increased by approximately 3.1%, significantly below revenue growth of 13.2%, reflecting progress in cost management and operating efficiency.
Garuda Indonesia Group recorded an operating profit of US$97.2 million, while its net loss narrowed by 3.0% to US$179.3 million. The results demonstrate continued revenue momentum and improving cost discipline as the Group advances its financial recovery.
Non-Airline Businesses Strengthen Group-Wide Growth
Garuda Indonesia Group’s diversified business portfolio continued to make a greater contribution to overall performance, with non-airline revenue rising 31.3% year-on-year to US$322.8 million.
Growth was supported by a 42.4% increase in aircraft maintenance revenue from external customers at GMF AeroAsia, alongside a 76.1% rise in travel agency services revenue. These developments highlight the growing commercial potential of the Group’s broader business ecosystem, complementing its core passenger airline operations.
Garuda Indonesia President Director and Chief Executive Officer Thomas Oentoro said the performance reinforces the importance of developing stronger contributions from across the Group’s businesses. “Strengthening our core airline operations remains essential, but our future growth must also come from making better use of the capabilities and opportunities across the Group. The increasing contribution from our non-airline businesses demonstrates how a more integrated and commercially focused business ecosystem can support our financial recovery,” Thomas said.
He added that continued support from Danantara, as the Group’s shareholder, would play an important role in advancing operational improvements and strengthening collaboration across its businesses.
“With Danantara’s support, we are focused on improving productivity, unlocking greater value from our existing assets and capabilities, and ensuring that each business contributes more effectively to the Group’s overall performance,” he said.
Fleet Recovery Supports Passenger Growth and Operational Reliability
Operational improvements also contributed to stronger traffic performance during the first nine months of 2026, with Garuda Indonesia Group carrying 16.7 million passengers, compared with 15.6 million in the corresponding period last year.
Of the total, Garuda Indonesia carried 7.7 million passengers, while Citilink served 8.9 million. Combined flight frequencies increased 7.9% year-on-year to 117,868 services, from 109,259 previously.
The growth was supported by continued fleet reactivation initiatives, with the Group’s serviceable fleet reaching 106 aircraft as of September 2026, comprising 64 Garuda Indonesia and 42 Citilink aircraft. This represented an increase of 24 serviceable aircraft from 82 in the same period last year, reflecting ongoing efforts to restore fleet availability and optimize operating capacity with support from Danantara.
Alongside higher fleet availability, operational reliability continued to improve. The Group’s on-time performance (OTP) reached 92.01%, an improvement of 5.86 percentage points from 86.15% a year earlier.
Thomas emphasized that fleet recovery must translate into sustained improvements in productivity, network efficiency and customer experience. “Restoring fleet availability is an important part of our transformation, but adding capacity alone is not enough. Every aircraft must be deployed productively, every route must contribute to a more efficient network, and our customers must see tangible improvements in reliability and service,” he said.
Advancing Transformation Towards Sustainable Profitability
Looking ahead, Garuda Indonesia Group will continue to accelerate its transformation priorities, focusing on fleet productivity, disciplined network optimization, stronger contributions across its business portfolio and sustained cost management.
These priorities will guide the Group’s efforts to strengthen competitiveness, improve financial resilience and translate operational progress into more consistent financial performance.
“Our transformation is gaining momentum, and we’re focused on building on that progress. What matters now is turning these improvements into stronger financial results and a consistently better experience for our customers. That is how we intend to rebuild Garuda Indonesia’s competitiveness and restore its position as a world-class airline,” Thomas concluded.
2, Nov 2026
IIT Roorkee and Deakin University Partner to Strengthen Crisis Leadership and Disaster Resilience in India
NEW DELHI, Nov. 2, 2026 /PRNewswire/ — The Indian Institute of Technology Roorkee (IIT Roorkee) and Deakin University, Australia, have successfully concluded the Leadership for Crisis Managers, a three-day executive training workshop that was held at IIT Roorkee’s Greater Noida campus from 27-29 October 2026.
Delivered through IIT Roorkee’s Integrated Centre for Adaptation to Climate Change, Disaster Risk Reduction and Sustainability (ICARS) and Deakin’s Centre for Humanitarian Leadership (CHL), the inaugural programme brought together government officials, academic experts, industry and disaster management and crisis response practitioners to strengthen crisis leadership, decision-making and multi-agency coordination in an increasingly complex risk environment.
From climate-driven disasters and public health emergencies to infrastructure disruptions, effective crisis response requires leaders who can navigate uncertainty, coordinate across institutions and make informed decisions under pressure. The workshop combined crisis simulations, practical exercises and collaborative learning, with a focus on adaptive leadership, inclusive response, governance and disaster risk reduction.
Steven Biddle, Counsellor Minister and Regional Director – South Asia, Australian Department of Home Affairs, said, “Effective disaster leadership begins long before a crisis – by building trust, strengthening networks, and fostering collaboration across sectors and nations. Together, Australia and India can build resilient communities through shared knowledge, coordinated action, and a collective commitment to preparedness, response, and recovery.”
Prof. K. K. Pant, Director, IIT Roorkee, reconfirmed the commitment to the joint endeavour, saying, “The collaboration between IIT Roorkee and Deakin University, Australia reflects a shared journey of mutual learning, where international perspectives and local experiences come together to strengthen leadership, build knowledge, and foster greater resilience in disaster preparedness and response.”
Professor Mary Ana McGlasson, Director, Centre for Humanitarian Leadership, Deakin University, elaborated upon the vision of this partnership, stating, “Build trust, recognise the strength within affected communities, and empower them to shape decisions that protect their safety and recovery. Lead with courage, collaborate across boundaries, and turn shared learning into meaningful action for the next disaster.”
Ravneet Pawha, Vice President (Global Engagement) and CEO (South Asia), Deakin University, congratulated all stakeholders, saying, “This partnership reflects the value of bringing together Indian and Australian expertise to address shared challenges. By connecting research, leadership development and practical experience, we aim to strengthen the capabilities of those responsible for crisis response and help build more adaptive, resilient institutions and communities.”
The initiative recognises that disaster resilience depends not only on technical preparedness but also on strong leadership, effective institutions and the ability to translate knowledge into action. Through a combination of global humanitarian leadership expertise, research, policy and practice, participants will explore adaptive decision-making, collaborative governance and the role of technology, data and AI in risk-informed planning.
Built on the joint wisdom and strengths of two leading institutions, IIT Roorkee (an institute of National Importance by the Act of Indian Parliament having history of 178 years and for pioneering contributions to DRR) and the Deakin University Australia – with recognized global footprints in humanitarian leadership skills and competencies through the Centre for Humanitarian Leadership (CHL) and disaster researches and teaching across academic disciplines, bring up a high order team of potential help to disaster managers across government, policy, response, industry and social sectors by upgrading their understanding and proficiencies.
Professor Anil K. Gupta, Professor, Water Resources Development and Management Department, and PI of ICARS (GoI DST CoE) – IIT Roorkee, said, “We are united to help build resilience and strengthen recovery efforts of the nation, states, industry and people at large, by working to address leadership capacity gaps at all levels, to minimise future disaster-related losses. Mutual learning and knowledge exchange through initiatives of IIT Roorkee with CHL and Deakin University joint Centre and the courses will further strengthen Indo-Australian cooperation and deepen the bilateral partnership in disaster risk reduction and resilience advances.”
The collaboration reinforces the shared commitment of IIT Roorkee and Deakin University to advancing disaster resilience through leadership development, knowledge exchange and cross-sector partnerships, while connecting global expertise with local priorities and impact.
About Deakin University
Established in 1974, Deakin University successfully combines excellence in teaching, research and effective partnerships with industry and government to deliver high-quality courses and undertake research that makes a difference to the domestic and international communities it serves.
Deakin’s South Asia operations commenced in 1994 in New Delhi, India, making it one of the first overseas education providers to set up operations in this region. Here, Deakin engages with the government, industry, and academia to share its vibrant culture of education and research.
To know more about Deakin University and its various initiatives as part of its ‘in India, with India, for India’ approach towards engagement, please visit https://www.deakin.edu.au/
ICARS (Integrated Centre for Adaptation to Climate Change, Disaster Risk Reduction and Sustainability), IIT Roorkee, is a Department of Science & Technology (DST), Government of India, Centre of Excellence with the Indian Institute of Technology Roorkee’s Greater Noida Campus. The centre focuses on advancing research, policy development, capacity building, and knowledge integration in the areas of climate change adaptation, disaster risk reduction, resilience, and sustainability. It works closely with government agencies, academia, industry, and international partners to strengthen evidence-based policymaking and improve resilience to climate and disaster risks across India.
For more, please visit https://iitr.ac.in/Centres/ICARS
About CHL
The Centre for Humanitarian Leadership at Deakin University is a global leader in humanitarian leadership development, research and training, equipping leaders and institutions to respond effectively to crises, disasters and complex humanitarian challenges. Please visit https://www.centreforhumanitarianleadership.org/ for more details.
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2, Nov 2026
Blokees Becomes an Official Strategic Partner of the Hatsune Miku’s “MIKU WITH YOU 2026” Concert in China
SHANGHAI, Nov. 2, 2026 /PRNewswire/ — From October 31 to November 1, the Hatsune Miku “MIKU WITH YOU 2026” concert was held in Shanghai, with assembly character toys brand Blokees serving as the event’s official strategic partner . Blokees presented its Hatsune Miku product portfolio across the Fantastics Series and DaaLaMode Series, including two DaaLaMode Series products making their debut. The brand also hosted its first Hatsune Miku-themed BFC (Blokees Family Creator）creator exhibition, featuring more than 20 fan-created photography and customized works.
Blokees first introduced Hatsune Miku to its Fantastics Series in October 2024 with the Hatsune Miku Official Outfit. In October 2025, the IP was further expanded into the DaaLaMode Series, broadening the ways Hatsune Miku can be expressed through assembly, articulation, fashion, display, and collecting. Blokees has since developed 50 Hatsune Miku products across different themes and formats.
Two new DaaLaMode products made their debut at the concert. BLOKEES-DaaLaMode1/12–ULTRAMIKU- “Kaiju Party” Collaboration Series-Gomora Ver. the iconic monster from Ultraman, combining a fully articulated figure with a plush costume for a distinctive cross-IP experience. BLOKEES-DaaLaMode1/12–Snow Miku creates Snow Miku’s signature winter-inspired design with detailed costume elements, a translucent gradient hairstyle, dedicated accessories, and 18+ points of articulation.
Beyond product innovation, Blokees brought its BFC (Blokees Family Creator) creator community into the celebration. The Hatsune Miku-themed BFC exhibition featured works created through the 4th BFC Creation Contest and dedicated Hatsune Miku creative activities. Through photography, customization, and creative expression, BFC creators reinterpreted Hatsune Miku from their own perspectives.
BFC (Blokees Family Creator) is Blokees’ global creator community, connecting players through creation contests, offline activities, and exhibitions. By bringing both products and BFC creations to the concert, Blokees continues to strengthen the connection between IP, products, creation, and sharing, giving fans new ways to engage with and express their passion for Hatsune Miku.
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