Latest news with #Palm
Time of India
6 days ago
- Business
- Time of India
Palm plot owners gherao PSPCL office in Mullanpur over prolonged power cuts, demand JE's transfer
Mohali: In a show of collective discontent over repeated power outages, members of The Palm Plot Owners and Residents Welfare Association (TPPORWA) staged a protest and gheraoed the PSPCL office in Mullanpur on Wednesday, demanding immediate action and the transfer of the junior engineer (JE) responsible for the area. Around 30 residents from the plots and flats of Manohar Infra, under the Palm project, assembled at the office of the sub-divisional officer (SDO), PSPCL Mullanpur, to voice their frustration over erratic electricity supply in the region. The residents accused PSPCL officials of negligence and blamed the JE for poor handling of power maintenance issues. A written representation, duly signed by TPPORWA president Anil Rattan and fellow residents, was submitted to the SDO and acknowledged on the spot. The protesters demanded a resolution to the ongoing crisis and warned of an escalation in the agitation if the issue persists. "The power situation has become unbearable. Our daily lives are disrupted, especially during peak summer. We want accountability," said Anil Rattan. The matter was also escalated to the executive engineer (XEN), PSPCL, over the phone. According to residents, the XEN assured a prompt resolution to their concerns. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Giao dịch vàng CFDs với sàn môi giới tin cậy IC Markets Tìm hiểu thêm Undo Following the gherao and confirmation that the power supply had been restored, the protesters dispersed peacefully. "We called off the protest after receiving confirmation that the supply has been restored. However, we will not hesitate to return to the streets if outages continue," said Rattan. The incident highlights growing public frustration with basic utility services in peripheral urban areas like Mullanpur, where real estate development has outpaced infrastructure maintenance.
Straits Times
23-05-2025
- Business
- Straits Times
Made In Singapore: How Tiger Beer bottled a nation's soul
Tiger Beer is one of Singapore's most recognisable cultural exports. ST PHOTO: JORDAN LEE & JAMIE KOH SINGAPORE – One useful piece of pub quiz trivia is that the first official can of Tiger Beer rolled off the line in 1965, the same year Singapore became an independent republic. However, the brewery's story started long before 1965. In many ways, it runs parallel to the island's sprint from colonial-era entrepot to the bustling city-state that it is today. Mr Shue Toh Ting, a 67-year-old retiree who spent his entire career at Asia Pacific Breweries Singapore (APBS), manufacturer of Tiger Beer, recalls a time before the 1980s when Tiger Beer was available only in hawker centres and kopitiams. These days, the beer is not only easy to find in Singapore, but it has also become one of the island's most recognisable exports. Brewed to meet a local craving for a lighter and cheaper pint, Tiger Beer has evolved through Singapore's wartime years to post-independence and rapid economic development. The Straits Times looks back at the brand's lesser-known roots. Birth of the tiger Raffles Hotel is said to be the birthplace of Tiger Beer, says hotel managing director Christian Westbeld. 'In 1931, nearly a century ago, a conversation between executives from Heineken and Fraser & Neave (F&N) played a role in the establishment of the then Malayan Breweries,' says Mr Westbeld. 'You must not miss your Tiger' was one early slogan used in print advertisements in the 1930s. PHOTO: ST FILE This is because of the hotel's Bar & Billiard Room's unusual connection to the tiger: One was shot and put down in the bar in 1902 after it escaped from a nearby circus. 'This story, coupled with the executives' conversation in the restaurant, seems to have in part inspired the naming of the Tiger Beer brand and its use of the Travellers' Palm – a symbol which has also inspired Raffles Hotel's very own palm logo – in its insignia,' Mr Westbeld adds. That conversation saw F&N and Heineken sinking $1 million into Malayan Breweries, Singapore's first modern brewing plant, located in Alexandra Road. A 1935 print advertisement depicting the tiger slaying at Raffles Hotel that inspired Tiger Beer's name. PHOTO: ST FILE What fuelled this investment, according to media reports from the time, was the high price of imported ale – which could come up to half a labourer's daily wage for a single bottle – and the tropical weather demanding a lighter brew. In 1932, the beer debuted with the slogan 'Time for a Tiger'. It launched with a free-flow event for 200 guests. A report in ST said then: 'An eloquent tribute to the new beverage lay in the fact that many who were not regular drinkers asked for a second glass, while others had a third.' Ms Audre Ang , who wrote her undergraduate dissertation in 2017 on Tiger Beer's print advertisements, says the beer's branding has followed the city's evolution: 'It's interesting that Tiger Beer goes from selling itself to a very segmented racial society to becoming a Singapore beer.' This can be seen in the beer's earliest advertisements, which not only presented itself in the different languages of multicultural Singapore, but also tailored its messaging depending on the audience. 'You can see that for the Europeans, there were ads that were more driven towards middle-class pandering, more business-oriented. Even the aesthetics w ere more cartoonish, more westernised,' says Ms Ang. The first few decades of Tiger Beer's advertisements are intertwined with Singapore's colonial history. PHOTOS: ST FILE In contrast, ads in Chinese newspapers featured women in Shanghainese attire , and emphasised how the drink was a cure for boredom and frustration. Meanwhile, ads in Jawi placed greater emphasis on the kampung spirit and how Tiger Beer was a good fit for festivities. The beer was a hit. Within two years of founding, Tiger reportedly accounted for two-thirds of all beer drunk in British Malaya. From the empire's pint to national drink As Singapore lurched towards the Second World War, Malayan Breweries' branding took on a more patriotic and war-like tone, says Ms Ang. 'You see advertisements that had Tiger Beer with the 'V for victory' sign,' she says. 'It was a reference to a Winston Churchill speech.' Churchill was prime minister of the British Empire during the war. ' Ads were saying 'drink Tiger to support the British', so it was very blatant that this was not just a beer for consumption, but also a beer to promote war efforts,' she adds. This messaging and approach resonated, with Tiger becoming synonymous with British presence in Malaya. British author Anthony Burgess later immortalised the Tiger Beer slogan with the title of his first book, Time For A Tiger, published in 1956 and set in Malaya as it was decolonising. British servicemen guzzled 3.3 million bottles in 1950 – about 14 for each soldier a month, according to a report by ST. The Singapore Standard also declared beer 'the national drink of Malaya' in 1951, based on sales volume. Ms Audre Ang says the brand's early advertisements sold the beer to a more racially segmented society. ST PHOTO: JORDAN LEE & JAMIE KOH Dr Leonard Bels, the brewery's brewmaster, told the newspaper in 1968 that British forces were prolific consumers who took the beer's reputation with them wherever they went. 'For example, we are doing well in London because British soldiers ask their club manager for Singapore beer. So accustomed are they to the taste.' The wartime years also saw the creation of the 'Tiger Cub', a lighter, lower-alcohol brew that stayed on shelves until 1947 due to malt shortages. As war gave way to peace and decolonisation, Tiger Beer's branding reflected the national shift in sentiment, says Ms Ang. 'There was actually an ad campaign on the Tiger Cub,' she says, pointing to ads depicting the cub growing bigger and lifting weights. 'They wanted to show that Tiger Beer was not the strongest in alcohol percentage, but that it was slowly growing through the years and getting better as standards of living improved after the war.' When Singapore was looking at independence, there was also an ad from Tiger Beer that said 'vote for Tiger Beer'. Ms Ang says: 'It mentioned that this is not just a beer, but also a Singapore beer. So, you see that reflection of national identity coming out through the years in Tiger Beer's ads .' As the decades rolled on, Tiger Beer's branding increasingly intertwined with that of the city-state it was born in. Mr Gerald Yeo, marketing director of APBS , notes that as Singapore entered its post-independence years, the brand increasingly embraced its Singapore branding, with tie-ins with hawker food and tourist attractions. APBS created its first TV commercial for Tiger Beer in 1973. Called Earthquake, it was set in a kopitiam. 'You have a table of Tiger Beer drinkers and suddenly, there's an earthquake,' says Mr Yeo. 'It's never happened in Singapore, but there's an earthquake, everyone starts running out shaking and all that, and you see the Tiger Beer drinkers all gather around the table to enjoy the Tiger Beer unfazed. 'The 70s were volatile. So, the message was about giving confidence to Singapore to be resilient and steadfast.' 'My first and maybe last job' One of the people who had a front-row seat to Tiger Beer's journey was Mr Shue Toh Ting, who worked for 44 years at APBS in what was his 'first and maybe last job'. Now retired, he had worked his way up from lab technician to safety manager and efficiency controller. Mr Shue Toh Ting spent his 44-year career working at the breweries behind Tiger Beer. ST PHOTO: JORDAN LEE & JAMIE KOH By Mr Shue's time, Tiger Beer's association with military men had shifted away from soldiers of the British Empire to soldiers of newly independent Singapore. His first brush with Tiger Beer came during national service, when servicemen could buy up to six cans duty-free each month. Mr Shue jokes that with a $90 NS salary, 'if we wanted to buy more, we couldn't afford it'. A common myth at the time was that this 'armed forces beer' was diluted in some way . Mr Shue says working at the company made him realise it was the same brew sold to the public, just in a different container. In 1980, he began working for Malayan Breweries, mostly because its old location in Alexandra Road – close to where Swedish furniture retailer Ikea is today – was less than a 10-minute walk from his home. While he thought his starting wage of $316 was low, he was able to save money by walking home for lunch. Mr Shue Toh Ting's first contract with Malayan Breweries. PHOTO: SHUE TOH TING Singapore's labour force at the time numbered just over 1.1 million, of which 30 per cent worked in the manufacturing sector – the largest sector at the time, according to the Department of Statistics. The median wage at the time was $400. When Mr Shue was starting out, brewing was akin to a full-body workout. 'It was like doing gongfu ,' he says. 'To open the valve or close the valve, you had to kick .' Using older equipment meant a lot of manual labour: scrubbing tanks, calculating the concentration of ingredients and donning jackets to step into freezing rooms, because cooling technology was far more rudimentary at the time. Mr Shue Toh Ting recalls a time when brewing was a more labour-intensive process. PHOTO: SHUE TOH TING The work could also be dangerous. For instance, Mr Shue recalls a time before the Ministry of Manpower mandated the presence of carbon dioxide sensors that could trigger evacuation alerts. 'Sometimes you go in, you cannot breathe, you quickly run out.' The big leap came in 1989, when production moved to a more automated plant at the brewery's current location in Tuas. Even though it meant growing pains, Mr Shue says the shift towards automation was a lot of fun because it meant learning by doing. 'We'd start a programme and we couldn't find where the water was coming from – because there was no water. Then we would go and chase, and find out the water was going to the wrong tank. 'The brewing process used to have a lot of manual work. Now, everything is on a conveyor, all smooth, very minimum manpower needed,' he adds. Mr Shue says automation has come a long way since his days as a lab technician at Malayan Breweries. ST PHOTO: JORDAN LEE & JAMIE KOH One of his fondest memories of his time working at Tiger Beer was helping to introduce on-the-job-training at the factory with the National Training Centre. Workers learnt not only how to use different machinery, but also how to repair them – a sign of the pace of technological advancement and constant upskilling necessary to stay competitive. Mr Shue also recalls being a seven-time champion of the company's tasting competition. Mr Shue says the brewing process in his day involved more manual labour. ST PHOTO: JORDAN LEE & JAMIE KOH All batches brewed by the brewery had to go through a tasting panel, but the company also instituted a contest to see whose taste buds were the most discerning. Mr Shue still has the cups he won, a memento of his achievement before the company ended this practice. He does note, however, that Tiger employees still get free-flow after-hours booze. Going global while staying Singaporean APBS marketing head Mr Yeo notes that Tiger's branding has been more about evolution than revolution throughout its history. Asia Pacific Breweries Singapore marketing director Gerald Yeo at the Tiger Brewery. ST PHOTO: JORDAN LEE & JAMIE KOH Its first slogan, 'time for a Tiger' morphed into the catchphrase 'it's Tiger time' from the 1980s onwards. 'It's truly a global brand with local origin that's maintained its roar since the 1930s,' says Mr Jeff Cheong, chief executive of advertising agency DDB Group Singapore. The agency had worked with APBS in 2001 and 2021. Mr Cheong adds: 'It went from local brewery to national pride to internationally awarded brand to a global lifestyle brand without losing its Asian roots.' He notes that while the packaging has evolved with the times, with sleeker and slimmer cans to reach younger audiences , the colours and logotype have stayed mostly consistent. To Mr Cheong, the biggest difference is how the beer has increasingly embarked on sponsorships and pushed for international recognition. For instance, Tiger Beer took the gold medal at the World Beer Cup for International-Style Lager in 2010. ' Over the years, Tiger has successfully stayed true to its Asian roots while remaining relevant to international audiences – a delicate balance that many brands struggle to maintain when expanding globally,' he adds. This global push emerged in the 2000s, when APBS began sponsoring celebrities such as American actress Jessica Alba and, later, British football teams Manchester United and Tottenham Hotspur. 'We took an intentional approach to push Tiger beyond Asia into the rest of the world,' says Mr Yeo. 'You can find Tiger in over 60 countries in the world today. All the way in the Fiji Islands in the South Pacific to Mount Fuji in Japan to Kazakhstan. ' The beer even made a cameo in the TV series The Falcon And The Winter Soldier (2021). 'You see Bucky Barnes drinking Tiger Beer. Cross my heart, we did not pay for that,' says Mr Yeo. Additional research by Gokelam Ponniah Achary and Jagjit Kaur Major Singh. This is the second instalment of Made In Singapore, a series examining the Singaporean roots of global creations. Join ST's WhatsApp Channel and get the latest news and must-reads.
Yahoo
16-05-2025
- Business
- Yahoo
Why 3D Systems Stock Was Sliding Hard This Week
The 3D printing specialist, a onetime investor favorite, posted lackluster quarterly results. This generated a downbeat research update from an analyst tracking the stock. 10 stocks we like better than 3D Systems › A disappointing earnings report was the main news item driving down 3D Systems (NYSE: DDD) over the past few trading days, a situation compounded by a significant price target reduction from an analyst. This eroded the company's share price, which had fallen by nearly 30% week to date as of early Friday morning, according to data compiled by S&P Global Market Intelligence. In its first quarter, reported on Monday, 3D Systems saw its revenue decrease by 8% year over year to $95 million. Following a similar trajectory, the company's non-GAAP (adjusted) net loss widened to $0.21 per share from the year-ago shortfall of $0.17. The company also withdrew its full-year 2025 guidance. Finally, both headline metrics missed their respective consensus analyst estimates. In its earnings report, 3D Systems wrote that it aims to reduce costs by $50 million to help improve the bottom line. These cost-cuts should be enacted by the middle of next year, but the sharp sell-off following the publication of the results indicates that investors might not feel this effort will be successful. One person who didn't have an enthusiastic reaction to 3D Systems' latest news was Craig-Hallum analyst Greg Palm. On Wednesday the pundit cut his price target on the stock by 20%, reducing it to $2 per share from the previous $2.50. Although he maintained his neutral recommendation on 3D Systems stock, according to reports Palm expressed surprised at the company's significant misses in the quarter. He added that management has to convince investors that it can turn the current situation around, however it needs to execute more effectively. I share this view, only I'm more bearish on the company. To me, it's the story of a still-promising technology that isn't being well promoted or developed by the 3D Systems team. Like Palm, I think it has much to prove in the proximate future. Before you buy stock in 3D Systems, consider this: The Motley Fool Stock Advisor analyst team just identified what they believe are the for investors to buy now… and 3D Systems wasn't one of them. The 10 stocks that made the cut could produce monster returns in the coming years. Consider when Netflix made this list on December 17, 2004... if you invested $1,000 at the time of our recommendation, you'd have $635,275!* Or when Nvidia made this list on April 15, 2005... if you invested $1,000 at the time of our recommendation, you'd have $826,385!* Now, it's worth noting Stock Advisor's total average return is 967% — a market-crushing outperformance compared to 171% for the S&P 500. Don't miss out on the latest top 10 list, available when you join . See the 10 stocks » *Stock Advisor returns as of May 12, 2025 Eric Volkman has no position in any of the stocks mentioned. The Motley Fool recommends 3D Systems. The Motley Fool has a disclosure policy. Why 3D Systems Stock Was Sliding Hard This Week was originally published by The Motley Fool
Time Out Dubai
15-05-2025
- Entertainment
- Time Out Dubai
Nakheel hosts a limited-edition, Palm Jebel Ali-inspired brunch at Summersalt Beach Club
Dubai-based developer Nakheel dipped its toes into the culinary world with a limited edition brunch called 'A Taste of Inspiration'. An invite-only, limited-edition brunch inspired by Palm Jebel Ali took place at Summersalt Beach Club last weekend (date TBC). It brought together some of the city's top real estate brokers, customers and influencers over a picture-perfect dining experience. The event brought the developer's vision for the future to life through an immersive culinary experience that clearly reflected their passion for shaping the neighbourhood's culture and community. The curated menu by Summersalt's head chef, Hernan Ruiz, was designed to reflect the essence and spirit of Palm Jebel Ali. Each dish was meticulously crafted with exquisite flavours, unique textures and a presentation inspired by landscapes and natural elements, turning the story of the islands into a sensory journey. Techniques like espumas, foams and slow-cooking were used to bring the environment to life on the plate. Take the black cod, for example, it was layered to represent land, sea and growth. Or the lobster ceviche, a refreshing nod to the coastal breeze. Even the grilled palm heart was symbolic, representing the very core of the island landscape. Not to mention, Summersalt Beach Club, with its stunning setting, made for the perfect backdrop where conversations around culture and creativity flowed just as easily as the drinks. While this was only a one-off edition (for now), it definitely made its mark – leaving guests with a lasting impression that lingered well beyond dessert. Discover more:
Mid East Info
14-05-2025
- Business
- Mid East Info
Tabreed Releases its Q1 2025 Financial Results and Gears Up for Extensive Growth with New Joint Venture - Middle East Business News and Information
EBITDA and net profit both increase over same period in 2024 Major announcements include signing biggest deal in company's 27-year history Abu Dhabi, United Arab Emirates – May 2025: Tabreed, the world's leading district cooling company, has released its consolidated financial results for the first quarter of 2025, once again reporting increases in EBITDA and net profit over the same period last year. The company's EBITDA increased by 4% year-on-year to AED 283 million, with an improved margin of 61%, while net profit after tax increased to AED 115 million in Q1 2025, growing by 3% compared to Q1 2024. While the company's financial performance remained steady during the first quarter of 2025, in this period Tabreed made significant announcements regarding developments that will positively impact its long-term outlook and portfolio growth. The first of these was the raising of USD 700 million via the issuance of a Green Sukuk with a competitive profit rate of 5.279%, attracting strong international investor demand. The proceeds were used for refinancing, in line with eligible use according to Tabreed's Green Finance Framework. As a result of this refinancing, Tabreed demonstrated further strengthening of its balance sheet, with the majority of its short-term debt converted into longer term maturities, along with further reduction in net debt by 3% YTD and savings in net finance costs of 7% YoY. As a result, leverage further improved with a net debt to EBITDA ratio of 3.55x (compared to 3.7x on 31 December 2024). The second major announcement, following a special signing ceremony held in Dubai on 16 March, confirmed that Tabreed had entered a concession agreement in partnership with Dubai Holding Investments to exclusively provide district cooling services to one of the region's most eagerly awaited projects: Palm Jebel Ali. This is an important milestone in the history of Tabreed – a 250,000 Refrigeration Ton (RT) concession representing approximately one fifth of the company's connected capacity. The network will require an estimated investment of AED 1.5 billion, making it the biggest greenfield deal in Tabreed's 27-year history, and enhances its competitive position in the fast-moving, dynamic Dubai market. Also during the first quarter of 2025, shareholders approved a cash dividend of 15.5 fils per share for 2024, implying attractive yield of 5.6% (at a share price of AED 2.76 as of 12 May 2025). The company's financial position remained strong, allowing it to invest in accelerating growth while returning cash to shareholders in the form of dividends, thereby delivering sustainable long term value creation. Q1 also saw 4,599 RT of new customer connections added within the UAE and new capacity addition is expected to gather pace in the coming months. Financial highlights – three months ended 31 March 2025: Group revenue remained broadly stable at AED 466 million (Q1 2024: AED 468 million) EBITDA increased by 4% YoY to AED 283 million (Q1 2024: AED 272 million) Net profit after tax increased by 3% to AED 115 million (Q1 2024: AED 112 million) Operational highlights – three months ended 31 March 2025: Consumption volumes decreased by 7%, due to colder weather than experienced during first quarter of 2024 Total connected capacity reached 1.33 million Refrigeration Tons (RT) 4,599 Refrigeration Tons (RT) of new customer connections added in the UAE Chairman of Tabreed, Dr Bakheet Al Katheeri, said: 'On the surface all appears 'business as usual' and, indeed, the Q1 results demonstrate a company with stability and dependability at its core. While this is entirely true, behind the scenes there is incredible drive and energy facilitating substantial expansion in key markets, Dubai being a prime example. Our recent landmark deal with Dubai Holding Investments perfectly encapsulates the spirit of Tabreed, which prizes strategic partnerships with organisations aligned with our values and objectives. 'Tabreed's resilience is one of its hallmarks and only through prudent financial stewardship is the company in a position to commit to such long-term, significant investments. The value to investors will increase, the positive environmental impact continuing to grow, with greater uptake of its globally renowned services. The future is brighter than ever for Tabreed and I look forward to seeing it flourish for many years to come.' About National Central Cooling Company PJSC (Tabreed) Tabreed provides essential and sustainable district cooling services to iconic developments such as the Burj Khalifa, Sheikh Zayed Grand Mosque, Louvre Abu Dhabi, Ferrari World, Emirates Towers, Yas Island, Al Maryah Island, Dubai Mall, Dubai Opera, Dubai Metro, Bahrain Financial Harbor and the Jabal Omar Development in the Holy City of Makkah. The company owns and operates 92 plants in its portfolio, including 76 in the United Arab Emirates, five in the Kingdom of Saudi Arabia, eight in Oman, one in the Kingdom of Bahrain, one in India and one in Egypt, in addition to other international projects and operations. Tabreed is a leading driver of progress for people, communities, and environments around the world towards a more sustainable future. Founded in 1998 and publicly listed on the Dubai Financial Market, it is one of the UAE's strongest growth companies. Through its extensive regional and international operations, industry-leading reliability and efficiency, R&D programmes and investment in AI technology, Tabreed further solidifies its position as the industry's global leader. In addition to district cooling, Tabreed's energy efficiency services extend the company's sustainability impact, helping businesses and organisations to improve their overall energy consumption, in turn preventing CO2 emissions and assisting in the achievement of carbon neutrality objectives.
