Latest news with #BTR
New Indian Express
13 hours ago
- Politics
- New Indian Express
Sign language elective subject in Class XI
Assam has introduced Indian Sign Language as an elective subject for Class XI students, the first state to do so. Chief Minister Himanta Biswa Sarma hopes it will benefit students with hearing issues. Seventy students have already selected that subject this year. Gauhati University Vice Chancellor Nani Gopal Mahanta described the step as a forward-thinking move. He stated that under the guidance of Sarma and Education Minister Ranoj Pegu, the National Education Policy 2020 aims to promote inclusive education, equipping students with future-ready skills while integrating empathy and real-world connections. Eye on polls, political focus on Bodoland The autonomous Bodoland Territorial Council (BTC) will face elections later this year, and it's no wonder that the political focus has shifted to the Bodoland Territorial Region (BTR) that the BTC administers. Chief Minister Himanta Biswa Sarma, who recently inaugurated several projects in BTR, plans to spend the first week of July in the region. The visit is 'less political, more development-oriented', he assures. Congress leader Gaurav Gogoi also visited Kokrajhar, the Bodo heartland, to address a rally. The BJP and the United People's Party Liberal, which are jointly in power in the BTC, and the Congress will contest separately. Proposed hydel project met with stiff opposition A 55 MW hydropower project, conceived by Assam and Meghalaya on the Kulsi River at the interstate border, is facing opposition. Thousands of people from both states took out a march two days ago to oppose it. They are concerned about the environmental implications following reports that the project involves constructing a mega dam, which would result in the eviction of the area's residents. The decision on the project was taken by the two chief ministers in June's first week. Assam CM Himanta Biswa Sarma then stated, 'Assam and Meghalaya will develop the Kulsi Irrigation project to benefit our farmers, which Assam will fund.' Prasanta Mazumdar Our correspondent in Guwahati prasantamazumdar@
Business Recorder
09-06-2025
- Business
- Business Recorder
Philippines awards $513 million in T-bills
MANILA: Following are the results of the Philippine Bureau of the Treasury's (BTr) auction of T-bills on Monday: BTR awards 28.6 billion Philippine pesos ($512.58 million), above 25 billion Philippine pesos programme Tenders total 98.3 billion pesos BTr awards 8 billion pesos of 91-day T-bills at avg rate of 5.451% versus previous auction avg of 5.452% BTr awards 8 billion pesos of 182-day T-bills at avg rate of 5.524% versus previous auction avg of 5.565% BTr awards 12.6 billion pesos of 364-day T-bills at avg rate of 5.656% versus previous auction avg of 5.680%
Yahoo
05-06-2025
- Business
- Yahoo
Investors warming up to build-to-rent
This story was originally published on Multifamily Dive. To receive daily news and insights, subscribe to our free daily Multifamily Dive newsletter. Following a string of successful years, the build-to-rent sector has maintained its frenzied activity pace through 2024 and into 2025. A significant amount of new build-to-rent supply has come online in the past 12 months, according to Jordan LaMarche, vice president of Bethesda, Maryland-based real estate consultancy RCLCO — a trend likely to continue for the next six months. Still, despite 2024 representing the peak of new supply, BTR still makes up only 6%-7% of total rental deliveries. 'We … think this is still very short of the potential demand for the product type overall,' La Marche said during a recent RCLCO webinar on the current state of the BTR market. Given this increase in supply, rent growth has been stagnant in BTR year over year, according to LaMarche. However, BTR has a 0.5% higher occupancy rate than multifamily overall, and weakening starts may lead to declining vacancies over the course of the year, according to LaMarche. While build-to-rent is still a newer asset class, investors have a greater understanding of BTR and their exposure to it than they did in the past, and are trying to figure out where it fits in their portfolio, according to Rick Pollack, managing director of RCLCO Fund Advisors. 'They really want to understand the fundamentals of how it works,' Pollack said. 'How does it lease? How does it operate? How can they be smarter about their investments going forward … [and] what does the end of the investment look like?' LaMarche noted that even within the confines of a single-family rental home or townhome, developers are experimenting with product type and how different features might appeal to customers or reduce costs. For instance, even within the same submarket, two BTR properties may vary widely in terms of style, unit size and garage arrangement. 'There isn't a silver bullet yet to get the exact right renter segmentation,' LaMarche said. 'But there is plenty of room for customization to potentially meet higher price points.' Pollack believes that the sector is in 'the second to third inning' of its development, but will need more time to mature completely. Currently, there are very few transactions in the BTR sector for investors to build their predictions on; as more occur, more players may enter the space as they get a better idea of the numbers involved. 'From the institutional investor standpoint, [what] gets us further along in the game is more stabilized communities and more stabilized communities that trade,' Pollack said. 'A lot of the capital market space is based on core transactions and then folks adjust their risk and return expectations on core transactions.' Based on interactions with owners and investors, LaMarche's suggestions for the single-family rental sector include: Investing in the education and marketing processes early. Because build-to-rent is a relatively small product type, renters, investors and municipalities often need more information on what it is and how it works, especially in new markets. Know your demographics. Cottage-style homes tend to attract older residents or those without children, while townhomes appeal more to families. Be strategic about amenities. Pools, fitness centers and dog parks are very valuable to renters — 'but stop there,' LaMarche said. 'Other amenities don't drive a significant premium and smaller versions do just as well as the larger ones.' Prioritize delivering amenities with the first units, in order to attract renters. However, limit the first residents' exposure to construction as much as possible. Add fences to yards. Regardless of yard size, fenced yards drive a high rent premium as spaces for kids and pets. Size driveways and garages for larger cars. Since many single-family renters are young families, they may have larger cars than the average renter and will value easy parking.
Khaleej Times
03-06-2025
- Business
- Khaleej Times
Not just remote: A unique take on the future of work
In the aftermath of the global pandemic, as organisations around the world still grapple with the 'return to office' debate, the UAE is methodically crafting a hybrid work model that breaks away from traditional norms. Rather than conforming to a rigid divide between remote and in-office work, the country's approach emphasises flexibility, adaptability, and seamless technological integration. While hybrid work models have gained traction across various sectors in the UAE, the telecommunications industry offers a particularly compelling lens through which to examine this evolving culture. Companies like e& and du are navigating the shift with approaches that reflect both technological capability and an understanding of changing workforce dynamics. While talking to BTR, their strategies highlight how hybrid work is being operationalised within a sector that sits at the crossroads of connectivity, innovation, and national development. Beyond flexibility and productivity, hybrid working models offer tangible environmental and social benefits. Fewer commutes mean reduced carbon emissions, helping cities move closer to sustainability goals. Office footprints can shrink, leading to lower energy consumption and more efficient use of resources. For employees, the model supports better work-life balance and mental wellbeing, while for employers, it fosters a more resilient and inclusive workforce. As the UAE advances its sustainability agenda, hybrid work stands out as both an economic and ecological win. It isn't just about toggling between home and office. It's about intentional flexibility. Across sectors, we're witnessing a shift from rigid schedules to fluid routines designed to balance productivity, wellbeing, and collaboration. This approach is uniquely local, shaped by the UAE's ambitious digital agenda, its multicultural workforce, and a deep cultural emphasis on community. It's not just hybrid; it's holistic. e&: Designing with Purpose, Leading with Empathy At e&, the hybrid work model is neither accidental nor reactive. According to Ali Al Mansoori, Group Chief People Officer, this new way of working is 'an intentional design shaped not just by what we learned during the pandemic, but by a deeper commitment to our people, our planet, and our purpose.' Since the launch of our One& Culture, we've been rethinking how we support our people at every life stage, whether it's through more flexible and inclusive parental policies, enhanced education support for children of determination, or meaningful updates to our leave policies,' he said. 'This isn't a temporary arrangement,' Al Mansoori stresses. 'It's a thoughtfully crafted approach that supports flexibility while keeping us connected and collaborative.' e&'s hybrid structure thrives not only because of its policies, but also because of the powerful infrastructure behind it. One standout is its adoption of Oracle Cloud Infrastructure - Dedicated Region (OCI-DR). As the first in the UAE to launch Oracle Fusion Human Capital Management on DRCC, e& has digitised and personalised the employee experience at scale. The result? A culture where flexibility is not the enemy of performance, but a facilitator of it. Du: Hybrid by Design, Flexible by Necessity While e&'s model is engineered with long-term intent, du blends intentionality with adaptability. For Fatema Al Afeefi, Chief People & Impact (Acting), the company's approach is shaped both by post-COVID realities and a forward-looking vision. 'Du's hybrid work model appears to be both an intentional design and a flexible adaptation,' she explains. 'It leverages the UAE's emerging hybrid work culture, characterised by informal routines shaped by trust and results,' she explains. The company leverages the UAE's emerging hybrid work culture, characterised by informal and adaptive routines shaped by trust and results. du's efforts are aligned with fostering employee productivity and engagement while embracing the broader vision of workplace modernisation.' Central to this balance is du's modern headquarters at Dubai Hills, designed to foster innovation and collaboration. But even beyond the physical space, du's true strength lies in its investment in people. Whether through the Harvard Manager Mentor Program, Huawei-certified training, or its Future X and Digital Talent initiatives, du focuses heavily on equipping employees with future-ready skills. The company's Digital Talent Program has also created pathways for employees to align their personal growth with market needs, cementing du's place as a cornerstone of the UAE's digital economy vision. Empowering with Tech, Leading with Culture If there's one clear takeaway from both companies, it's this: hybrid work doesn't work without a powerful combination of technology and trust. At e&, this synergy is embodied in their GenAI-powered 'e& Assistant', a tool embedded into Microsoft Teams that helps employees navigate systems, complete tasks, and find information; all without adding complexity to their workflows. Combined with an internal AI Academy and a robust AI Graduate Programme, e& is actively preparing its workforce for a smarter, tech-enabled future. And this future is deeply inclusive. 'In 2024, 62% of e&'s AI graduate hires were women, with a growing number of Emirati participants. This isn't just a productivity enabler,' says Al Mansoori. 'It's a reflection of our values, gender diversity, youth development, and national progress.' Du mirrors this commitment to engagement and equity. Their Engagement Ambassadors, recognition programs, and transparent feedback loops, measured through Microsoft Viva Glint, help maintain cohesion across remote and office setups. In fact, du's engagement scores place it among the top 10% of companies worldwide, and in the top 25% within the global tech sector. What's emerging in the UAE isn't a copy-paste of Silicon Valley or European remote trends. It's something original: a hybrid work culture informed by regional values, empowered by world-class infrastructure, and led by companies that believe in purposeful growth. This model understands that hybrid isn't about where work happens, but how and why it happens. It blends flexibility with accountability, autonomy with alignment, and innovation with empathy. In a world of extremes where some companies enforce strict office returns and others go fully remote, the UAE is navigating a third path i.e. quietly, confidently and successfully. From Policy to Practice Of course, hybrid work comes with its own set of challenges. Scaling flexible routines across departments, ensuring cultural alignment, and maintaining equity across different work modes are complex tasks. But both e& and du are showing that it can be done with clarity, investment, and empathy. For policymakers and business leaders, the UAE's approach offers valuable lessons. It shows that the hybrid model isn't a tech issue or an HR trend; it's a human story. One about rethinking trust, autonomy, and purpose in the workplace. As governments around the world debate the future of work, the UAE has quietly built one. And perhaps, it's time the rest of the world started paying attention. As the nature of work continues to evolve, the UAE is quietly shaping a version of hybrid work that reflects its unique social, technological, and corporate landscape. In the telecommunications sector, where agility and innovation are critical, companies like e& and du are not just adapting, they are actively redefining how and where work gets done. Their experiences illustrate that hybrid models, when grounded in trust, flexibility, and purposeful technology, can be both scalable and sustainable. As other industries look to refine their own approaches, the telecom sector's journey offers valuable lessons on building resilient, future-ready workplaces in a region undergoing rapid transformation. Quick Take – Key Hybrid Work Enablers Human-centered Design: Both e& and du prioritise employee wellbeing, flexibility, and life-stage-specific policies. Advanced Infrastructure: E& leverages Oracle Cloud Infrastructure and GenAI tools, while du uses sustainable workspaces like Dubai Hills HQ. Future-ready Learning: From AI Academies to Harvard Manager Mentor courses, continuous learning is central to hybrid success. Trust and Transparency: Engagement surveys, leadership town halls, and open feedback systems underpin workplace cohesion. Inclusion and Diversity: With initiatives promoting Emirati talent and women in tech, hybrid work is being used to narrow — not widen — equity gaps.
Khaleej Times
20-05-2025
- Business
- Khaleej Times
Fintech to elevate the banking industry, says Ibrahim Al Mheiri
Demand for seamless, convenient and accessible transactions is driving uptake of fintech solutions while AI-driven solutions have also enhanced Islamic investment options, providing hyper-personalised results that comply with Islamic principles, says an industry veteran. Ibrahim Al Mheiri, Head of Islamic Banking, Mashreq, said Shariah-compliant banking is actually suitable for every customer, including non-Muslim customers. 'We are seeing increased demand for financial solutions that align with customers' ethical principles, and by its very nature, Islamic banking meets that demand,' Al Mheiri told BTR. In an exclusive interview, Al Mheiri deep dives into how Islamic finance can harness the potential of open banking and embedded finance have made financial transactions seamless, more convenient and accessible. Excerpts from the interview: Fintech has changed banking and sets new benchmarks. How did it revolutionise Islamic banking? As with conventional banking, fintech has had tremendous impact on Islamic banking. Innovations such as open banking and embedded finance have made financial transactions seamless, more convenient and accessible, while digital banking and mobile apps have allowed customers — especially in underserved regions — access Shariah-compliant financial services easily, as well as making transactions faster and more efficient. Technology such as blockchain has enabled greater transparency in Islamic financial contracts, such as Murabaha and Sukuk, increasing compliance. Predictive analytics based on artificial intelligence (AI) and generative AI (GenAI) now help Islamic banks assess creditworthiness in a Shariah-compliant way, avoiding interest-based credit scoring, and sophisticated fraud detection and compliance monitoring tools enhance operational security and regulatory adherence. AI-driven solutions have also enhanced Islamic investment options, providing hyper-personalised solutions that comply with Islamic principles. How do you see fintech will drive Islamic banking in the coming years? Do you think it will help promote Shariah-compliant products? The more fintech — and the associated technology and innovation — makes Shariah-compliant banking and financial solutions more accessible and convenient, the more it will drive uptake of Islamic banking. Essentially, we will see parallels between fintech in conventional banking and fintech in Islamic banking; it stands to reason that what will drive trends in one will be replicated in the other. A key area in which fintech will help promote Islamic banking is in ethics and principles; with tech and innovation enabling ever greater transparency and compliance, the involvement of fintech will make it easier for customers to choose financial products and services that match their religious and ethical requirements. What are the key factors influencing the Islamic banks to adopt fintech and promote its usage in today's day-to-day banking? As with conventional banking, the technology and innovation with which fintechs are associated are enabling something of a revolution, as are shifts in consumer expectations and developments in operational processes. Demand for seamless, convenient and accessible transactions is driving uptake of fintech solutions such as those made possible by open banking and embedded finance, while automation of everyday processes behind the scenes is enabling banks to enhance the customer experience to keep pace with expectations of always-available service. Financial inclusion, a core tenet of Islamic finance, is also a key factor; by adopting fintech solutions and the associated technology and innovation, we can expand our reach, increase financial inclusion and ensure the unbanked and underbanked can access the financial solutions they need. Underscoring all of this is the simple fact that Shariah-compliant banking is actually suitable for every customer, including non-Muslim customers. We are seeing increased demand for financial solutions that align with customers' ethical principles, and by its very nature, Islamic banking meets that demand. Do you see any adverse impact of fintech on Islamic banking? While developments such as automation — with technology and innovation taking over many of the more mundane, previously human-led processes — can naturally cause concern in the banking industry thanks to changes in human capital deployment, we see such changes as an opportunity. Instead of having their time taken up with routine tasks, our teams can focus on customers, and on providing a vastly enhanced customer experience. Automation also means quicker processes with fewer errors, benefiting everyone, and more time to focus on more complex tasks means customers can have their needs met faster and more intuitively. How do you expect fintech to lift Islamic banking in the next five years? We expect fintech to elevate the banking industry, whether conventional or Islamic. Technology and innovation are opening whole new avenues for banks and their customers, with vast enhancements to the customer experience and to operational efficiency. Key areas of evolution will be in driving innovation, enhancing efficiency, expanding reach, and increasing financial inclusion. With the continued acceleration of digital transformation, Islamic finance will become ever more accessible, transparent, and competitive, both in the GCC region and across the globe.
