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Travel · Aerospace & defense
MONTRÉAL, Oct. 22, 2026 -- Air Canada's mobile app has been named Best Airline App at the 2026 World Aviation Festival in Lisbon, winning the Battle of the Airline Apps. A panel of industry judges compared three airline finalists and rated Air Canada's app the best. The judges highlighted the app's ability to bring together the full travel journey in a single experience, helping customers move seamlessly from booking to arrival with personalized, contextual information throughout their trip.
Oct 22 · 13:00·GlobeNewswire
Gaming · Internet & apps
Pre-register right now for standalone premium release. The beloved physics-puzzle game is coming to Google Play and the App Store as a standalone premium release. Pre-registration is now open, with a special price of USD2.99 instead of USD3.99 . A classic returns, with a new twist First released in 2010, Cut the Rope became a landmark mobile puzzle game, introducing players to Om Nom, the candy-loving little monster...
Oct 22 · 12:26·Games Press
Energy · Media
Launching this October on YouTube, the high-energy animated series transforms beloved physical play into an imaginative, character-driven storytelling world for children and families BOLINGBROOK, Ill., Oct. 22, 2026 -- For nearly 30 years, MAGNA-TILES® has championed...
Oct 22 · 12:17·PR Newswire
Software & IT · Internet & apps
Quantum X Labs’ QEC decoder delivers 12–13% fewer logical errors on NVIDIA CUDA-Q using Google hardware data; LayerQake reduces maximum cumulative error 15- to 21-fold and measurement bias to below 6% across three IBM quantum processors
Oct 22 · 12:17·GlobeNewswire
AI · SaaS
Resemble AI Synthetic Ad Report Resemble AI logo Study of 37,768 ads from 509 brands: 57% have run AI-generated ads, 70% of fake images were built to pass as real, and only 0.06% disclosed AI use MOUNTAIN VIEW, CA, UNITED STATES, October 22, 2026 / EINPresswire.com / -- Resemble AI, the generative AI security platform, today released the 2026 Synthetic Advertising Report , the first large-scale, independent audit of
Oct 22 · 12:15·EIN Presswire
AI · Payments & fintech
Operation Confrontation Ghost brings together INTERPOL, Meta, TikTok, Mastercard, Huawei, and other partners together in a united front against cross-border scam networks and sextortion. VIENNA, Oct. 22, 2026 -- Under the leadership of the United Arab Emirates Ministry of...
Oct 22 · 12:14·PR Newswire
Retail · Marketing & advertising
Trackier PR Banner 85% of marketers measure ROI, but only 32% track it across traditional and digital channels. Discover why e-commerce brands need better attribution. NEW DELHI, DELHI, INDIA, October 22, 2026 / EINPresswire.com / -- E-commerce marketing teams operate through paid search, social media, affiliate networks, display advertising, and e-mail channels. Each channel generates performance data, but consolida
Oct 22 · 12:12·EIN Presswire
SaaS · Energy
By Grant Villet, Business Development and Integration Executive, Aurex Constructors (www.Aurex.com).
Africa’s energy story is often around gas discoveries and investment potential. However, the real opportunity extends far beyond the resource itself. Mozambique and Namibia are emerging as important players in Africa’s oil and gas landscape, and what makes these markets particularly exciting is not simply the scale of their energy resources.
It is the potential for major energy developments to become platforms for broader economic transformation. The question we should be asking is not only how we develop these resources, but what we build around them and what remains when the project itself is complete.
The opportunity extends far beyond the oil and gas facility
In Mozambique, the scale of gas discoveries has already attracted global investment and created momentum for infrastructure development. Namibia is generating similar interest through its offshore discoveries.
These developments create demand for far more than the facilities required to produce or handle gas. They require ports, roads, logistics networks, power infrastructure, telecommunications and accommodation facilities. They also require a skilled workforce comprising artisans, supervisors, engineers and project managers, supported by the technical and operational expertise needed to deliver large-scale projects.
Local suppliers capable of meeting international standards for safety, quality and delivery are equally important. This supporting ecosystem is critical because it is where much of the broader economic opportunity lies.
If the ecosystem develops alongside the project, local businesses can participate meaningfully and the benefits can extend throughout the economy. Energy investment can then build demand and capability across multiple sectors rather than remaining concentrated within the project itself.
For Southern Africa, this creates an even greater opportunity. Developments in Mozambique and Namibia could strengthen regional supply chains and create opportunities through improved energy security for businesses across multiple countries. The real value lies in recognising these projects as platforms for broader economic growth rather than simply as energy-producing assets.
A successful project leaves a legacy
For me, success in a major infrastructure project cannot be measured only by whether a facility is completed on time and on budget. Those things are obviously important, but they are only part of the story. The projects that leave the biggest impact are those that develop people and strengthen local businesses creating lasting economic benefits long after construction has finished. That requires something that is sometimes harder to quantify, namely trust.
Major energy developments bring together governments, international operators, contractors, local suppliers and communities. These relationships can become complicated, particularly in complex operating environments, but our experience has shown that projects perform better when relationships are built on transparency and shared goals.
Problems are solved faster. Decisions can be made more effectively. Stakeholders remain focused on the bigger picture rather than becoming trapped in competing interests. Ultimately, the most successful projects create enduring economic and social value alongside the infrastructure they deliver.
Local capability cannot be an afterthought
There is often significant attention on the investment and jobs generated by major energy projects. Those benefits matter, but they should be viewed as part of a much longer-term process. If local participation and skills development are treated as box-ticking exercises, the benefits will inevitably be limited.
For local economic participation to become transformational, it must be intentional. Governments, operators and contractors need to genuinely invest in building sustainable local capacity. That means creating opportunities for local companies to grow, investing in training programmes and providing pathways for people to develop technical expertise that remains with them long after a project has been completed.
The measure of success should extend well beyond the construction phase. Five or ten years down the line, are local businesses stronger? Are local professionals more experienced? Has technical expertise been developed that can be applied to future projects? Is the economy better positioned to take advantage of the next opportunity? If the answer to those questions is yes, then real value has been created.
Lessons from complex operating environments
Our experience in Mozambique and Namibia has reinforced another important lesson in that technical capability alone does not guarantee success. Every major project has its own challenges, whether they are logistical, regulatory or operational.
Understanding the local environment, building strong relationships and remaining adaptable are therefore essential. We have also seen the value of engaging local businesses early and investing in local partnerships. Early investment in local partnerships and skills development generally delivers stronger long-term outcomes.
This is particularly important when projects are being delivered in remote or developing regions, where resilient supply chains require careful planning and strong collaboration between stakeholders. These lessons extend well beyond Mozambique and Namibia. They are relevant to energy and infrastructure projects across the continent.
Collaboration works best when it starts early
The complexity of major energy developments means that no single organisation can deliver their full potential in isolation. Governments, international companies, engineering and construction firms, African contractors and local suppliers all have roles to play. Collaboration succeeds when there is early engagement, clear communication and mutual respect between stakeholders.
Where challenges tend to arise is when stakeholders operate in silos or when local companies are brought into the conversation too late. Misaligned expectations can quickly create friction and undermine the potential of the wider project. The most successful projects recognise the complementary strengths that different participants bring.
International companies can contribute technology, experience and investment. Local businesses bring valuable market knowledge, established relationships and an understanding of local operating conditions. When those strengths are combined effectively, everyone benefits.
This is why local participation should be regarded as a strategic advantage rather than a compliance requirement. It should be understood as a source of capability, and knowledge that can make the project itself stronger.
Oil and gas and the wider question of energy security
As industrial and economic demand grows, oil and gas also has an important role to play in Southern Africa’s energy future. Countries need reliable energy sources to support economic growth and industrial development and address energy security challenges while supporting sectors such as manufacturing, mining and heavy industry.
Importantly, oil and gas does not have to be viewed in opposition to renewable energy. It can form part of a balanced energy mix as countries develop the reliable energy systems required to support growing economies. There is also a broader regional opportunity.
Major energy developments can help connect infrastructure, supply chains and markets across national borders. In doing so, they can create stronger economic linkages and support greater regional integration. The opportunity extends beyond energy production to building more connected economies, stronger supply chains and greater regional growth.
Africa’s biggest opportunity and risk
Looking beyond individual oil and gas developments, I believe Africa has a unique opportunity to use its natural resources as a foundation for industrialisation, job creation and the development of globally competitive industries. However, that opportunity comes with a significant risk.
We could focus too heavily on extracting resources without building the skills, infrastructure and industries needed to maximise their long-term value. Natural resources alone do not create prosperity. What matters is how effectively those resources are translated into economic development and sustainable business growth.
That requires a different way of thinking about major energy projects. The oil and gas facility is not the end point. It is one component of a much larger economic system. Ports, roads, logistics, telecommunications, power infrastructure, accommodation, skills, local suppliers and resilient supply chains all form part of the picture. So do the relationships between governments, international companies, contractors, communities and local businesses.
If these elements are developed deliberately and in parallel, the impact of an energy project can extend far beyond the project itself. Mozambique and Namibia demonstrate the scale of the opportunity. Their energy developments have the potential to strengthen regional supply chains, improve energy security, support industrial development and create opportunities that extend across borders. The challenge and the opportunity is to ensure that Africa captures that wider value.
If we can balance resource development and capability development, support international investment while strengthening local participation, and connect individual projects to broader regional growth, energy investment can become much more than an export opportunity. It can become a foundation for lasting economic transformation. And that is when Africa’s natural resources can truly become an engine for the continent’s future.
Distributed by APO Group on behalf of Aurex Constructors.
Aurex Constructors Contact:
lauryn.joseph@aurex.com
Media Contact:
thobile@ngage.co.za
Connect with Aurex Constructors on Social Media to receive the company’s latest news:
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About Aurex Constructors:
As a 100% South African owned and managed company with 51% black ownership, Aurex takes pride in its highly skilled workforce, which has a proven track record of delivering innovative and customised project management solutions tailored to the specific requirements of customers. Aurex Constructors is dedicated to fostering growth and sustainability in the regions it serves. We strive for excellence.
Web: www.Aurex.com
Oct 22 · 11:41·APO Group
SaaS · Internet & apps
-- As social media agencies in Nigeria manage increasingly diverse client portfolios, coordinating service purchases, campaign budgets, and delivery schedules has become an important part of daily operations. NigerianSMMPanel provides a centralised platform for agencies to browse social media services, place orders, and monitor their progress across multiple client accounts. Agencies frequently handle different servi
Oct 22 · 11:34·MarketersMEDIA
AI · Internet & apps
A simple family verification plan can help people spot AI-powered impersonation scams before sending money LOS ANGELES & ROAD TOWN, British Virgin Islands, October 22, 2026--A familiar voice pleading for help can make a fabricated emergency feel real. The FBI's 2025 Internet Crime Report records more t
Oct 22 · 10:01·Business Wire
SaaS · Payments & fintech
Production-grade in-app messaging with no credit card required to start, plus an optional Cloud Bonus offering your choice of either 15% off AWS or 30% off Alibaba Cloud SINGAPORE, SG / October 22, 2026 / Nexconn , a global cloud communications platform, announced the launch of its production-ready Free Chat Plan. Under the new initiative, developers and startups can deploy enterprise-grade chat inf
Oct 22 · 09:45·ACCESS Newswire
Finance · AI
Hong Kong, Oct 22, 2026 - Competition in AI has evolved from contests over individual technologies into a new phase defined by coordination across foundational ecosystems and industry value chains. Zhipu, a leading large-model developer, has again expanded its footprint as a limited partner (LP) in the primary market by teaming up with Jiangmen Ventures to establish a cognitive intelligence venture capital fund. QuantGroup (02685.HK), a provider of world foundation models for Physical AI, is among the fund's LPs.
Corporate registration records show that Zhejiang Zhipu Jiangmen Cognitive Intelligence Venture Capital Partnership (Limited Partnership) was incorporated in Shangcheng District, Hangzhou, on 24 September with total subscribed capital of RMB 1 billion. Its business scope covers venture capital, limited to investments in unlisted companies. The fund combines local state-owned capital, industrial investors and specialist investment firms. Two local government-backed limited partners, Hangzhou Shangcheng Linghang Venture Capital Co., Ltd. and Hangzhou Urban Investment Industry Development Investment Partnership (Limited Partnership), hold a combined 60% interest. The other partners are Zhejiang Zhipu Xinpian Technology Co., Ltd., an affiliate of Zhipu; Hainan QuantGroup Technology Co., Ltd., an affiliate of Hong Kong-listed QuantGroup (02685.HK); Hainan Hezun Investment Co., Ltd.; and Hangzhou Jizhi Enterprise Management Consulting Co., Ltd. The latter also serves as the fund's executive partner, and its appointed representative is Du Feng, a founding partner of Jiangmen Ventures. The deadline for partners to pay in their subscribed capital is September 2031.
Industry observers generally expect that collaboration among leading companies raises the success rate of ecosystem-building, reinforcing a Matthew effect in which the strong become stronger. Companies that are first to form ecosystem alliances can secure early access to downstream use cases and early-stage projects. Zhipu has pursued precisely this approach. In 2025, it partnered with Unilumin Group (300232.SZ), a leader in optoelectronic smart display technology, and MetaView to establish Shenzhen Zhixian Robot Technology Co., Ltd., building an innovation ecosystem for AI-powered smart terminals. In the energy sector, iFlytek worked with PetroChina, China Mobile and Huawei to develop the Kunlun large model, helping PetroChina set a new benchmark for AI in energy.
QuantGroup's presence among the LPs has attracted considerable attention. As Hong Kong's first listed "intelligent species" company, QuantGroup positions itself as a provider of world foundation models for Physical AI. It has pursued a two-pillar strategy combining AI-enabled e-commerce solutions with Physical AI, using cash flow from its established consumer business to fund frontier R&D. For infrastructure providers, ecosystem building is a core capability: connecting upstream model developers, midstream embodied-robotics developers, downstream use cases and capital providers to secure a central position in the Physical AI ecosystem during its early development. At the ecosystem level, QuantGroup works with partners including ByteDance's Volcengine, Beijing Ruihong Embodied Intelligence Robot Technology Co., Ltd., an affiliate of Tungkong Inc. (002117.SZ), and Chewujie to build an embodied AI ecosystem. This has extended its commercial reach from restaurant kitchens to brick-and-mortar venues such as car showrooms. Its role as an LP in the cognitive intelligence fund established by Zhipu and Jiangmen Ventures marks another step toward moving upstream in the Physical AI value chain and gaining earlier access to large-model capabilities and early-stage projects.
Building an ecosystem with the first publicly listed large-model company naturally improves the odds of success, as the two sides can combine their strengths, complement one another and develop benchmark industry solutions quickly. Zhipu (02513.HK) listed on the Hong Kong Stock Exchange on 8 January, becoming the world's first publicly listed large-model company. In May, Beijing Zhipu Future Technology Co., Ltd., a wholly owned subsidiary of Zhipu, and Guotai Junan Innovation Investment Co., Ltd., a wholly owned subsidiary of Guotai Haitong, jointly established an RMB 540 million AI industry fund in Zhangjiang, Shanghai. Earlier, in 2024, Zhipu led the establishment of the Z Fund (LinkX Capital), an AGI ecosystem fund with RMB 1.5 billion of assets under management at its first close. According to Zhipu's 2025 financial report, LinkX Capital (Z Fund) had an aggregate value of RMB 1.3027 billion at the end of 2025 and had invested in more than 30 AI companies.
Jiangmen Ventures, which is partnering with Zhipu on the new fund, is an early-stage venture capital firm focused on discovering technology-driven start-ups. It primarily invests in foundational AI technologies and their industrial applications, and was one of Zhipu's Series A investors. The two organizations have a long-standing relationship. The "cognitive intelligence" in the fund's name aligns with Zhipu's large-model technology roadmap. The fund's location in Hangzhou also builds on Zhipu's ties with the city. In March 2025, Zhipu raised more than RMB 1 billion in strategic financing, with participation from Hangzhou municipal state-owned investors including Hangzhou City Investment Industrial Fund and Shangcheng Capital.
Venture capital professionals note that, for companies expanding into Physical AI, investing as an LP in an industry fund led by a leading large-model company can generate financial returns and provide early access to upstream model capabilities and early-stage projects. As large-model competition shifts from pure performance to ecosystem strength, more industrial companies are entering the primary market as investors.
Oct 22 · 09:13·ACN Newswire