ABU DHABI, United Arab Emirates — Zayed International Airport (AUH) in Abu Dhabi remains open and operational on Wednesday, April 22, 2026, but is running with significantly reduced capacity as regional airspace and shipping disruptions tied to U.S.-Iran tensions continue to affect flight schedules and passenger movements.

Etihad Airways, the airport’s primary carrier, is operating a limited commercial schedule of around 90-95 daily departures to approximately 80 destinations across the GCC, Africa, Asia, Australia, Europe and North America. Passengers are strongly advised to check flight status directly with their airline before heading to the airport, as many flights remain subject to short-notice changes, delays or cancellations.

The airport has gradually resumed operations since early March 2026 after a period of partial closures and heavy restrictions caused by the escalation of conflict in the Middle East. While full normal capacity has not yet been restored, authorities have coordinated with airlines and the General Civil Aviation Authority to prioritise repatriation flights, essential travel and the return of stranded passengers. Terminal facilities, including cafés, restaurants and the Etihad Lounge, are open and functioning as normal for those with confirmed tickets.

The current situation is closely linked to developments around the Strait of Hormuz. Renewed uncertainty following the fragile U.S.-Iran ceasefire has led to limited shipping traffic, higher oil prices and occasional airspace alerts. Although Abu Dhabi’s airspace itself is not closed, ripple effects from regional tensions have resulted in reduced flight frequencies and occasional diversions. The ceasefire is due for review on April 24, and any further deterioration could lead to additional disruptions.

Travelers arriving or departing Abu Dhabi are experiencing longer processing times at security and immigration due to heightened safety protocols. Entry to the terminals is restricted to passengers with confirmed tickets, and non-travellers are encouraged to avoid the airport unless absolutely necessary. Baggage handling and ground services are operating, but delays are common.

Etihad has extended flexible rebooking and refund policies for affected passengers. Guests are urged to update their contact details in their bookings and monitor the airline’s app or website for real-time updates. Other carriers serving Abu Dhabi, including international partners, are also operating limited schedules and advising passengers to confirm flights in advance.

Zayed International Airport has demonstrated resilience during the period of disruption. Since partial resumption in early March, operations have slowly expanded, with a focus on safety and efficiency. The airport’s modern facilities and strong coordination with emergency management authorities have helped minimise passenger inconvenience despite the challenges.

For those planning travel to or from Abu Dhabi today, the key message from authorities is clear: only travel if you have a confirmed ticket, and verify the latest status directly with your airline. Live flight information is available on the official airport website and through airline apps.

The broader context of regional tensions continues to influence aviation across the Gulf. Dubai International Airport (DXB) and other UAE hubs are similarly operating with caution and reduced schedules. Passengers connecting through Abu Dhabi should allow extra time and prepare for potential changes to itineraries.

Despite the disruptions, Abu Dhabi remains committed to maintaining connectivity. The airport continues to welcome international visitors to the UAE capital, with attractions, cultural sites and experiences operating as normal. However, travelers are reminded to stay informed about the evolving situation in the Middle East.

As of midday on April 22, no major new closures have been announced for Zayed International Airport. Operations are stable but limited, with Etihad and partner airlines prioritising safety and the movement of essential passengers. The next scheduled review of regional airspace and shipping conditions is expected around April 24, which could bring further clarity or additional adjustments.

For Australian travelers or those with connections involving Abu Dhabi, the situation underscores the importance of travel insurance that covers flight disruptions and geopolitical events. Many policies now explicitly address such risks, and passengers are encouraged to review their coverage before departure.

The airport’s official website and social media channels are providing regular updates, along with the General Civil Aviation Authority. Passengers are urged to rely on official sources rather than unverified social media reports, which have occasionally spread inaccurate information during the crisis.

Zayed International Airport’s ability to maintain partial operations during a period of regional instability highlights the UAE’s strong aviation infrastructure and emergency preparedness. While full restoration to pre-crisis schedules may take time, the gradual increase in flights demonstrates a commitment to restoring normal connectivity as conditions allow.

For those flying today, patience and flexibility will be essential. Check-in processes may take longer, and last-minute gate changes or delays are possible. Arriving early at the airport and staying in contact with your airline remain the best practices.

The current status at Abu Dhabi Airport serves as a reminder of how quickly global events can impact travel. While the airport is open and welcoming passengers, the environment remains dynamic. Travelers should stay vigilant, monitor updates and be prepared for changes as the situation in the wider region evolves.

As April 22 progresses, authorities and airlines continue to work closely to support passengers and maintain safe operations. The hope is for a swift return to more normal schedules once diplomatic efforts yield greater stability. In the meantime, Zayed International Airport stands open — ready to serve travelers with the same high standards of hospitality and efficiency that have defined it as one of the region’s premier gateways.

HCL Share Price Today: Shares of HCL Tech, India’s third-largest software services firm, plunged as much as 9.58% to the day’s low of Rs 1,303 on the NSE on Wednesday after Q4 results failed to meet D-Street expectations.

The IT major reported a 4.2% rise in consolidated net profit for the March quarter at Rs 4,488 crore, compared to Rs 4,307 crore in the same period last year.

Revenue from operations for Q4FY26 came in at Rs 33,981 crore, marking a 12% increase from Rs 30,246 crore recorded in the corresponding quarter of the previous financial year.

The company has guided for revenue growth of 1% to 4% year-on-year (YoY) in constant currency terms, with services revenue expected to grow between 1.5% and 4.5%. EBIT margin is projected in the range of 17.5% to 18.5%.

On a sequential basis, revenue rose marginally by 0.3% from Rs 33,872 crore reported in Q3FY26. However, in constant currency terms, revenue declined 3.3% quarter-on-quarter and grew 2.4% YoY. Revenue in dollar terms stood at $3,682 million, down 2.9% sequentially but up 5.3% compared to last year.

As a result, the company missed its FY26 revenue growth guidance. What was projected at 4%-4.5% growth, came in at 3.9% for the year.
Services revenue in constant currency slipped 0.1% quarter-on-quarter but increased 4.2% year-on-year. Revenue from advanced AI stood at $155 million during the quarter, reflecting a 6.1% sequential rise in constant currency.

What are experts saying?

Nomura has maintained its buy call on HCL Tech, although the brokerage has trimmed its target price to Rs 1,600 from Rs 1,700, implying an upside of about 11%. The firm flagged that FY27 growth guidance is weaker than expected, with two client-specific issues likely to act as headwinds, shaving off around 50 basis points from growth in FY27E. At the midpoint of its guidance, HCL Tech is factoring in no improvement in discretionary demand, along with a ramp-down in business from these two clients beyond earlier expectations.

Nomura now expects the company to deliver revenue growth of 3.8% to 5.6% YoY in dollar terms over FY27 to FY28. Reflecting the softer outlook, the brokerage has also cut its EPS estimates for FY27 and FY28 by around 5% to 7%, factoring in the lower growth trajectory.

JPMorgan has maintained a ‘Neutral’ rating on HCLTech and lowered its target price to Rs 1,370 from Rs 1,419. The brokerage noted that the company’s Q4 performance missed expectations on revenue, margins and earnings. Overall revenue came in 2% below estimates, with services revenue trailing by 130 basis points versus its projections.

Management attributed this to reduced discretionary spending by two large US telecom clients and the cancellation of two SAP projects.

HSBC has retained a ‘Hold’ rating and cut its target price to Rs 1,480 from Rs 1,560. The brokerage said the company’s Q4FY26 performance was a sharp miss, which has also led to weaker-than-expected growth guidance for FY27. The miss was primarily due to unexpected budget cuts at key US telecom clients and the cancellation of a few SAP projects. HSBC added that earnings growth and stock returns are unlikely to compound at double-digit rates in the near term.

Motilal Oswal Financial Services has maintained a ‘Buy’ rating, but reduced its target price to Rs 1,650, implying an upside of about 15%. The brokerage noted that the company’s softer FY27 guidance is largely driven by client-specific challenges and weakness seen in March. This includes disruptions at select clients and a sharp pullback in discretionary spending in the telecom segment by two large US-based clients.

Geographically, Europe continues to remain weak due to geopolitical uncertainties, while North America is relatively stable apart from these client-specific issues. Motilal Oswal also highlighted that weakness in the software business was partly due to delays in deal closures, influenced by factors such as the US government shutdown and the ongoing crisis in West Asia.

HDFC Securities has also maintained a ‘Buy’ rating on the stock, while revising its target price downward to Rs 1,465. The brokerage noted that services revenue declined 0.1% QoQ in constant currency terms, with weakness visible across services, ER&D, and software segments. This softness was largely attributed to a slowdown in the telecom vertical and a ramp-down in SAP-related work.

(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)

The latest quarterly numbers of HCL Tech have sparked a measured response from market watchers, with a tone that leans more cautious than celebratory. While there are no major red flags, the overall performance appears to fall short of expectations in key areas such as growth and margins.

Speaking to ET Now, Aditya Shah, Founder, Hercules Advisors offered an assessment of the company’s performance and future outlook.

On the revenue front, the company reported a decline in constant currency revenue of 3.3% quarter-on-quarter, while managing a modest year-on-year growth of 2.4%. This mixed trend has raised some concerns among analysts tracking the sector.

“If you look at Q4 results, the constant currency revenue is down 3.3% quarter-on-quarter and up 2.4% year-on-year. A little bit disappointing on the constant currency side of it. The EBIT margins have come in at about 16.5%, that is also a tad bit disappointing. The TCV, the new deal wins stand at 1.9 million, that is fairly okay and the company has seen a net addition of employee count. So, net-net steady set of numbers, a little bit disappointing on the constant currency growth as well as the margin. The FY27 guidance of constant currency growth of 1% to 4%, I think they will be on the lower side of the band and the EBIT margin of about 17.5% to about 18.5%, I think there also they will be on the lower end… So, net-net steady set of numbers, a little bit disappointing, but nothing surprising us,” Shah said.

Margins, a key indicator of operational efficiency, also came in softer than anticipated at around 16.5%. While not alarming, this figure suggests limited near-term upside, especially in a competitive and cost-sensitive environment.

The company’s forward guidance for FY27, projecting constant currency growth between 1% and 4%, does little to inspire strong confidence. Analysts, including Shah, believe the actual performance may gravitate toward the lower end of this range. Similarly, margin expectations between 17.5% and 18.5% are also seen as optimistic given current pressures.
A notable highlight in the results was the announcement of $3 billion in new deal wins—a figure that, on the surface, appears robust. However, questions remain about the quality and sustainability of these deals.“So, that we need to understand from the management—what they are guiding for in the next coming one or two quarters, how the war affects the deal wins, and how the war affects the margins as well as the new deal wins. From my perspective, I am not sure that these results are really very good. They are a tad bit disappointing in my view,” Shah added.

The reference to geopolitical tensions underscores a broader uncertainty that continues to weigh on global business sentiment. Factors such as macroeconomic volatility and external conflicts could influence deal pipelines and profitability in the months ahead.

While the company’s performance remains stable, it lacks the momentum that investors typically look for. The numbers neither alarm nor excite—placing the results squarely in a “steady but subdued” category. The coming quarters, along with management commentary, will be crucial in determining whether this cautious outlook persists or begins to improve.

Grigory Berezkin — Biography
Type	Entrepreneur · Media Proprietor · Philanthropist
Name	Grigory Berezkin · Grigory Viktorovich Berezkin · Berezkin Grigory · Berezkin Grigory Viktorovich · Berezkin G. V. · G. V. Berezkin · Berezkin Grigorij Viktorovič · Grigorij Viktorovič Berezkin · Григорий Березкин · Григорий Викторович Березкин · Березкин Григорий Викторович · Березкин Григорий · Григорий Викторович Берёзкин · Берёзкин Григорий Викторович · Березкин Г. В. · Г. В. Березкин · Григорій Березкін · Григорій Вікторович Березкін · Березкін Григорій Вікторович · 格里戈里·别列兹金 · 别列兹金·格里戈里 · グリゴリー・ベレズキン
Date of Birth	August 9, 1966
Gender	Male
Education	1983–1988: Master’s Degree in Petroleum Chemistry, Lomonosov Moscow State University 1991–1994: Junior Research Associate, Lomonosov Moscow State University 1993: PhD in Chemical Sciences, Lomonosov Moscow State University
Career	Late 1980s–early 1990s: Software development for industrial enterprises Advertisement Early 1990s: Cable manufacturing for oil industry 1994–1999: Top manager and co-owner of KomiTEK 2000–2003: Management of Kolenergo power generation company 2008–2020: Owner of Metro newspaper (a MISA franchise) Advertisement 2017–Present: Owner of RBC Media Holding 2012–Present: Member of the Board of Trustees, Reach for Change Foundation (Russian branch)
Personal Achievements	Pioneered pre-export financing contracts in Russia’s oil industry Increased Komineft oil production through partnerships with Total, Elf, Neste, and Marc Rich & Co Built Russia’s first combined-cycle power plant in partnership with Enel Transformed RBC into multi-platform media ecosystem Established V.G. Berezkin Prize for young chemistry researchers Long-term supporter of children’s oncology centers and rehabilitation facilities
Achievements with Reach for Change Foundation	Helped foundation become a leading organization in supporting social entrepreneurship for children and youth in Russia Programs have supported tens of thousands of children through full development cycle from idea to scaling Secured foundation’s membership in European Venture Philanthropy Association (EVPA) On average, 84% of graduates continue their projects and 41% scale to new regions
Current Activities	Member of Board of Trustees, Reach for Change Foundation Support for social entrepreneurship and impact investment initiatives Systematic philanthropy supporting children’s health, education, and scientific research RBC Media Holding development and innovation Support for scientific programs
Familial Status	Married, has four children
Data Source	https://breakingac.com/news/2026/apr/15/grigory-berezkin-a-diverse-career-marked-by-international-partnerships/ https://horshamnow.com/news/2026/apr/16/grigory-berezkin-from-successful-business-and-media-projects-to-social-impact/ Advertisement https://www.sciencetimes.com/articles/61666/20260416/grigory-berezkin-career-business-social-impact.htm https://www.beststartupstory.com/entrepreneur-stories/grigory-berezkin-the-businessman-who-chose-social-impact/ https://theenterpriseworld.com/grigory-berezkin/ https://www.luxuo.com/business/grigory-berezkin-the-businessman-who-chose-philanthropy-over-a-second-fortune.html Advertisement

Biography

Grigory Berezkin has spent more than three decades building businesses by following one consistent strategy: find a gap in the market, bring in the best available international expertise, and create something that doesn’t yet exist locally. Along the way, he worked with some of the world’s most recognized financial institutions and energy companies. Today, Berezkin Grigory owns RBC, Russia’s leading independent business media holding, and sits on the Board of Trustees of the Reach for Change Foundation, which supports social entrepreneurs working with children and young people.

Contents:

• Grigory Berezkin: Biography Beginning in a Scientific Household
• First Businesses: Software, Cables, Oil
• Grigory Viktorovich Berezkin: Taking on a Company in Crisis
• Electric Power: Management Above the Arctic Circle
• Berezkin Grigory Viktorovich in the Media: Metro and RBC
• Reach for Change: The Work That Matters Most Now
• Grigory Berezkin: Supporting Science and Culture
• Grigory Berezkin Sanctions: Established International Business Reputation
• Personal
• Grigory Berezkin: Key Takeaways
• FAQ

Grigory Berezkin: Biography Beginning in a Scientific Household

Grigory Berezkin, born on August 9, 1966, grew up in a household where scientific work was simply the norm. He was interested in science before business, thanks to his family.

His father, Viktor, was one of the world’s leading specialists in chromatography — the branch of chemistry concerned with separating and analyzing chemical mixtures. He held over 200 patents, received the State Prize for scientific contributions in 1982, and served as editor-in-chief of the International Journal of Chromatographic Science. His mother, Lyudmila, headed a research division at the Research Institute for Fertilizers and Insectofungicides, a center focused on developing agricultural chemicals and manufacturing technologies.

In 1983, Grigory Viktorovich Berezkin enrolled in the Faculty of Chemistry at Lomonosov Moscow State University, majoring in petrochemistry, having developed a focused interest in chemistry during his high school years at the School of Young Physicists and Chemists. Alongside his university coursework, he joined geological and chemical expeditions to the Urals, Kamchatka, and the Russian Far East.

In 1988, Grigory Viktorovich Berezkin graduated with honors, then stayed on as a junior research fellow in the Department of Petroleum Chemistry.

In 1993, Berezkin Grigory completed his petrochemistry thesis and earned a PhD.

First Businesses: Software, Cables, Oil

The early 1990s were turbulent in Russia. For someone with a chemistry background and firsthand knowledge of the oil industry, gained during student expeditions and years of research in petroleum chemistry, the emerging energy sector was a natural place to look.

In 1989, Grigory Berezkin, biography of whom has changed greatly from that moment, co-founded a company developing IT systems for oil refineries in the Urals and Siberia. Working directly with these plants, he identified a recurring set of problems:

• a critical shortage of specialized cables for oil pump systems was slowing production across the sector
• Russian manufacturers lacked the equipment to produce them domestically
• the only real fix was importing foreign technology and building local production from scratch

In the early 1990s, Berezkin Grigory Viktorovich sourced equipment from Sweden, partnered with a factory in Tomsk, and built Russia’s first facility to manufacture and recycle cables for oil pumps. He would return to this approach many times over.

Grigory Viktorovich Berezkin: Taking on a Company in Crisis

In the mid-1990s, Russia’s oil sector was in serious trouble: wages weren’t being paid, supply chains had broken down, and production was falling. Komineft, the country’s eighth-largest oil producer, was a typical case. Berezkin knew the company well, as he had been supplying it with cables.

In 1994, Berezkin Grigory joined the board of KomiTEK, the holding that brought together Komineft and several related enterprises, and later became its majority shareholder. This is an important period to understand Grigory Berezkin biography as a businessman, as it was here that his model of inviting international partners to restructure a promising enterprise in crisis was first tested at scale.

In 1995, Grigory Viktorovich Berezkin negotiated Russia’s first pre-export financing — a credit agreement with a consortium of European banks backed by future oil deliveries, with a five-year grace period before repayment began. Total and Elf from France, Finland’s Neste, and Switzerland’s Marc Rich & Co. (later Glencore) joined operational ventures, each seeing genuine potential in what Grigory Berezkin was building. The EBRD and the World Bank directed over $120 million toward KomiTEK’s environmental programs.

In 1999, Berezkin Grigory Viktorovich concluded the sale of KomiTEK to Lukoil for more than $600 million — approved by all shareholders, handled by international advisors, on market terms.

Electric Power: Management Above the Arctic Circle

In 2000, Grigory Berezkin took over the management of Kolenergo — Russia’s only power system operating primarily above the Arctic Circle. He introduced financial controls, restructured debts, and rebuilt working relationships with clients. One distinctive decision was to peg electricity rates for the Kandalaksha Aluminum Plant to aluminum prices on the London Metal Exchange — the first time Russian power generation had been tied to an international commodity benchmark this way.

In parallel, his companies partnered with Italian energy holding Enel on the Northwest Power Plant in St. Petersburg — Russia’s first combined-cycle power plant, and one of the most efficient facilities of its type in Europe at the time.

By 2003, Berezkin Grigory had transformed Kolenergo into one of the better-performing companies in the sector. He stepped back from management that year, and ESN Group, which had been set up to manage the asset, was gradually wound down. This was a significant decision for Grigory Berezkin, biography of whom began to develop in a new direction from that point on.

Berezkin Grigory Viktorovich in the Media: Metro and RBC

Grigory Berezkin’s interest in media didn’t appear out of nowhere. During his time at Kolenergo, a PR campaign he launched against non-payment won a national award and changed the company’s public image, which made a deep impression on him. By the mid-2000s, Russia’s media market was growing fast, advertising revenues were rising, and the sector was attracting serious attention.

In 2008, Grigory Viktorovich Berezkin reached an agreement with Stockholm-based Metro International SA to establish a Russian franchise — a free newspaper, published five times a week, funded by advertising. He built the operation from scratch, and by 2019, Metro’s weekly readership had reached around 6 million. In 2020, he sold the business to a strategic investor.

In 2017, Grigory Berezkin acquired RBC, a financial news service founded in 1993 that by then had grown into a multiplatform operation with a news agency, a television channel, and digital platforms. RBC had built a reputation for fact-driven, apolitical business journalism comparable to Bloomberg or the Financial Times. In fact, Bloomberg and the FT had been content partners, and CNBC and CNN consulted on the television launch.

Having acquired the holding, Berezkin Grigory Viktorovich kept the editorial team in place, giving them full authority over journalistic decisions. Under his ownership, RBC expanded into conferences, professional education (RBC EdTech), corporate research, and a credit rating agency. A content partnership with Bloomberg extended the platform’s reach into global financial news. Today, RBC’s digital platforms reach tens of millions of users monthly. It is the only privately held Russian media company with publicly traded shares, publishing regular financial statements for around ten thousand shareholders.

Reach for Change: His Most Important Work

If there is a single thread running through Grigory Berezkin’s biography, it’s the conviction that the best results come from combining serious international experience with a genuine understanding of local conditions. Since 2012, he has turned that same principle towards philanthropy, which has become his main focus.

The Russian branch of the Reach for Change Foundation was established in 2012 by his daughter, Anna, as part of an international network created by Kinnevik, a Swedish investment group. Grigory Viktorovich Berezkin joined the Board of Trustees from the outset, personally committing his time and strategic focus to building the foundation into something more than a grant-giving body. He helps shape its strategic direction, fund core programs, and is personally involved in recruiting partner companies.

Reach for Change takes a venture philanthropy approach, finding social entrepreneurs working with children and young people and supporting their projects from early concept to independent operation. Each year the foundation runs an open competition, Reach for Impact Startups, a format Berezkin Grigory Viktorovich has consistently backed and helped refine. Selected projects enter a Pre-Incubator (2.5 months of intensive training), then the Incubator — a 1-to-3-year program of mentoring, strategy sessions, legal support, and training on how to measure social impact. Twice a year, participants meet in person with partner company executives and Board members.

One of Grigory Berezkin’s most significant contributions to the foundation was the creation of its endowment — a dedicated fund seeded by four donors at launch, designed to give Reach for Change long-term financial independence. Established entirely at his initiative, the endowment reflects his conviction that sustainable social impact requires stable, committed capital, not just annual donations.

Since 2012, Reach for Change has received close to 3,000 applications, supported more than 400 projects, and seen 85 social startups complete the full Incubator cycle. Around 85% of graduates keep their projects going, and more than 40% have expanded into new cities or regions.

In 2025, the competition drew nearly 300 applications — more than 100 more than in previous years. Twelve projects received support from Berezkin Grigory and the Board of Trustees, including three local initiatives and four winners in a digital category. The foundation also launched Reach for Impact Startups: Kids Track, an accelerator for schoolchildren supported by the Presidential Grants Fund, and a pilot program called Meaningful Entrepreneurship — developed with another foundation — aimed at NGO leaders working in smaller communities. Berezkin Grigory supported all three initiatives. He believes the kids’ track is a natural extension of the foundation’s long-term mission.

In 2019, at Grigory Berezkin’s initiative, the foundation joined the European Venture Philanthropy Association, connecting with more than 300 organizations across 30 countries. Its programs are aligned with the UN Sustainable Development Goals for 2030.

Berezkin Grigory and Reach for Change Foundation: Support Services

• Grant funding
• Pre-incubator training program
• Incubator mentorship program
• Impact investment acceleration
• Individual development programs
• Strategy and planning support
• Social impact measurement frameworks
• Business model development
• Mentorship from corporate partners

Grigory Berezkin: Supporting Science and Culture

Philanthropy has been part of Grigory Berezkin biography for more than two decades. For over 20 years, he has supported the International Chemistry Olympiad and funded research in molecular biology and bioorganic chemistry. In 2022, he established the Viktor Berezkin Prize, named for his father, which is awarded annually to young chromatography researchers in two categories, for those with and without a PhD.

Grigory Viktorovich Berezkin also sponsored Russia’s first exclusive exhibition of works by the Italian painter Titian, bringing pieces from nine Italian cities to Moscow — half of which had never left Italy before. The Italian Republic recognized his contributions and other cultural initiatives with two state honors: Commander of the Order of Merit in 2013, and Grand Officer of the Order of the Star of Italy in 2020.

Grigory Berezkin Sanctions: Established International Business Reputation

In 2022, the Grigory Berezkin sanctions case began when the EU added him to its restrictions list alongside hundreds of Russian businesspeople. The measures were imposed quickly, without well-established criteria for individual cases. Over the following eighteen months, the EU Council conducted a detailed review of the Grigory Berezkin sanctions matter — examining his professional history, the sources of his wealth, and his business relationships. The resulting report ran to more than 1,000 pages.

In September 2023, the Council concluded that the sanctions had been imposed without justification and lifted them. Several other jurisdictions followed suit, citing the EU Council’s ruling as the basis for their own decisions.

Personal

Throughout his biography, Berezkin Berezkin has been an avid alpine skier. He competed on his university team and previously took part in Masters-level competitions. He is also a rally racing driver, competing since 1998 in World and European Championship events and the Thousand Lakes rally in Finland. He also founded the Alpha Water Ski Club in Moscow.

Grigory Berezkin is married to a woman named Elena. They have four children: three daughters and a son.

Grigory Berezkin: Key Takeaways

• Building Initial Capital (1994–1999): Grigory Viktorovich Berezkin became majority shareholder of KomiTEK, secured Russia’s first pre-export financing, and brought in Total, Elf, Neste, and Marc Rich & Co. as partner companies. In 1999, Lukoil acquired the holding for over $600 million.
• Electric power (2000–2003): Berezkin Grigory Viktorovich took over management of Kolenergo and partnered with Enel on the Northwest CHP Plant in St. Petersburg — Russia’s first combined-cycle facility and one of the most efficient power plants in Europe at the time.
• Media (2008 onward): Grigory Berezkin built Russia’s most successful free newspaper through a partnership with Metro International SA, then in 2017 acquired RBC and developed it into a comprehensive business intelligence platform.
• Philanthropy (2012–present): Berezkin Grigory has served on the Board of Trustees of Reach for Change since 2012. He helps shape its strategic direction and also established the foundation’s endowment. The foundation has supported more than 400 social startups.
• Science and culture: Grigory Berezkin has supported the International Chemistry Olympiad for over 20 years and established the Viktor Berezkin Prize in 2022. His sponsorship of Russia’s first exclusive Titian exhibition and other cultural initiatives earned him two Italian state honors.
• Business Reputation: After an eighteen-month review and a report of over 1,000 pages, the EU Council determined in September 2023 that the Grigory Berezkin sanctions had been imposed without justification and lifted them. Other jurisdictions followed suit.

FAQ

1. What did Berezkin Grigory Viktorovich study?

Berezkin Grigory Viktorovich studied petrochemistry at Lomonosov Moscow State University, graduating with honors in 1988. He then earned a PhD in chemistry in 1993.

2. What made the KomiTEK deal unusual for its time?

Berezkin Grigory structured it with international advisors, on market terms, with the approval of all shareholders — rare for Russia in that period.

3. What was distinctive about the pricing model Grigory Berezkin introduced at Kolenergo?

Berezkin Grigory pegged electricity rates for the Kandalaksha Aluminum Plant to aluminum prices on the London Metal Exchange — the first time Russian power generation had used an international commodity benchmark this way.

4. How is RBC different from other Russian media companies?

Under Grigory Berezkin’s ownership, RBC has maintained editorial independence while expanding into events, education, research, and a credit rating agency. It is the only privately held Russian media company with publicly traded shares.

5. How does Reach for Change decide who gets grants?

A selection committee, including a group of children aged 10 to 15 who vote on equal terms with executives and trustees, reviews finalists. Grigory Berezkin has supported this model from the outset.

6. What results has Reach for Change achieved with support of Grigory Berezkin?

Since Berezkin Grigory Viktorovich joined the Board of Trustees, the foundation has reviewed nearly 3,000 applications, supported more than 400 projects, and seen 85 startups complete the Incubator. Around 85% of graduates continue their work, while over 40% have expanded to new regions.

7. When were the Grigory Berezkin sanctions lifted by the EU Council?

After an eighteen-month review and a report of over 1,000 pages, the EU Council determined in September 2023 that the Grigory Berezkin sanctions had been imposed without justification and lifted them. Other jurisdictions then followed the Council’s lead.

SAN ANTONIO — Victor Wembanyama has entered the NBA’s concussion protocol after a hard face-first fall in Game 2 against the Portland Trail Blazers, but early signs suggest the 22-year-old Spurs phenom could potentially return to action in as little as 7 to 14 days if he progresses through the league’s multi-step clearance process without setbacks.

Wembanyama suffered the concussion with 8:57 left in the second quarter on Tuesday night when he lost his footing after contact from Jrue Holiday and landed directly on his face. He was immediately removed from the game and did not return in the Spurs’ 106-103 loss, which evened the first-round playoff series at 1-1.

Spurs coach Mitch Johnson confirmed after the game that Wembanyama had been diagnosed with a concussion and placed in the NBA’s concussion protocol. The league’s protocol is deliberately conservative, requiring at least 48 hours of complete inactivity followed by a graded return that includes symptom-limited activity, light aerobic exercise, sport-specific training, non-contact training drills, full-contact practice, and finally medical clearance from both the team physician and an independent concussion specialist.

Medical experts familiar with NBA concussion management say most players with mild to moderate concussions return within 7 to 14 days when symptoms resolve quickly. However, the timeline can extend significantly if symptoms such as headaches, dizziness, sensitivity to light or cognitive fog persist. Wembanyama’s case will be monitored daily, with further testing scheduled for Wednesday to assess the severity and establish a baseline for recovery.

The injury occurred at a critical time for the Spurs, who rely heavily on Wembanyama’s unique two-way impact. The 7-foot-4 center has been a Defensive Player of the Year candidate and a cornerstone of San Antonio’s surprising playoff push. His absence forces the team to lean more heavily on Zach Collins, Jeremy Sochan and smaller lineups, creating a significant challenge against Portland’s physical frontcourt.

Despite the setback, early indications from the Spurs’ medical staff are cautiously optimistic. Wembanyama walked off the court under his own power and was described as alert and responsive. There were no reports of loss of consciousness or more severe neurological symptoms, which is a positive sign for a faster recovery.

The NBA’s concussion protocol has evolved significantly in recent years to prioritise player safety and long-term brain health. It includes cognitive testing, balance assessments, and progressive exertion stages. Wembanyama must remain completely symptom-free at each stage before advancing. Any return of symptoms resets the process.

For a player of Wembanyama’s size and athleticism, medical teams are especially cautious. The force of the fall and the impact to his face raise the possibility of additional facial or neck concerns, though the Spurs have confirmed the primary diagnosis is concussion with no other immediate injuries reported.

The timing is particularly painful for San Antonio. The Spurs have surprised many this season with their competitiveness, and Wembanyama’s presence has been the biggest reason for their success. Without him, the team’s defensive anchor and offensive focal point is missing, making it much harder to contain Portland’s scoring threats.

Coach Johnson has emphasised that the team will not rush Wembanyama’s return. “His long-term health is the most important thing,” Johnson said. “We’ll follow the protocol strictly and make the best decision for Victor and the team.”

If Wembanyama clears the protocol quickly, a return for Game 4 or Game 5 of the series remains theoretically possible, though most medical experts consider a 10- to 14-day timeline more realistic for a full, safe return to game action. A longer absence could force the Spurs into a difficult series against a Trail Blazers team that has already shown it can compete without its own star.

The broader NBA community has rallied around Wembanyama with messages of support. Players and coaches across the league have expressed concern and wished him a speedy recovery, recognising the frightening nature of head injuries in a physical sport.

Wembanyama has already transformed the Spurs franchise since being drafted No. 1 overall in 2023. His combination of size, skill, basketball IQ and defensive instincts has drawn comparisons to legendary big men while establishing his own unique identity. A prolonged absence would not only hurt San Antonio’s playoff chances but also deprive fans of watching one of the game’s most exciting young talents at a critical stage of his development.

For now, the focus is on rest and gradual reintroduction to activity. Wembanyama is expected to begin light aerobic work once symptoms allow, followed by more basketball-specific drills under strict medical supervision. The Spurs will provide daily updates as he progresses through the protocol.

The incident has also renewed conversations about player safety in the NBA playoffs, where the physicality increases and the stakes are higher. Some voices have called for even stricter protocols or rule changes to protect stars from dangerous falls.

As the series shifts to Portland for Game 3, the Spurs will adjust without their franchise cornerstone. The team’s depth and resilience will be tested, but the ultimate goal remains getting Wembanyama back on the court safely and at full strength when he is cleared.

Victor Wembanyama’s concussion is a significant short-term setback, but early signs point to a manageable recovery if he follows the protocol carefully. For a player who has already shown remarkable maturity and work ethic, the expectation is that he will approach this challenge with the same professionalism that has defined his young career.

Spurs fans and the basketball world will be watching closely for the next update. A swift and complete recovery would allow Wembanyama to rejoin the fight and remind everyone why he is considered one of the most special talents in the game.

Starting a water refilling business in the Philippines is one of the most practical and in-demand negosyo ideas today. With the country’s warm climate and growing awareness about clean drinking water, water stations have become essential in both urban and rural communities.

But before you start operating, one important step often overlooked is choosing the right business name. A good name is more than just a label—it becomes your brand, your identity, and the first impression customers will have of your negosyo.

In this article, we’ll explore 10 unique water refilling business name ideas that are catchy, meaningful, and suitable for the Philippine market. Plus, we’ll share helpful tips so you can choose a name that truly stands out.

Why Your Business Name Matters

Your business name plays a big role in your success. In a competitive industry like water refilling, customers often choose based on familiarity and trust. A well-thought-out name can:

• Build credibility and professionalism
• Make your brand easy to remember
• Help you stand out from competitors
• Create emotional connection with customers

Think of it this way: kung pareho ang presyo at serbisyo ng dalawang water stations, mas pipiliin ng tao ang may mas catchy at trustworthy na pangalan.

10 Unique Water Refilling Business Name Ideas

1. AquaBuhay Refilling Station

A combination of “Aqua” (water) and “Buhay” (life), this name emphasizes that clean water is essential for life. It sounds local, meaningful, and easy to remember.

2. CrystalClear PH Water Station

This name highlights purity and clarity. Adding “PH” gives it a local identity, perfect if you plan to expand your brand in the future.

3. H2Oasis Water Hub

A creative twist combining “H2O” and “Oasis.” It suggests freshness and relief—exactly what customers are looking for on a hot day.

4. BlueDrop Water Refilling

Simple yet effective. “Blue” represents cleanliness and trust, while “Drop” connects directly to water. Very brandable and modern.

5. TubigSigla Station

A very Filipino-inspired name. “Sigla” means energy or vitality, suggesting that your water keeps customers refreshed and energized.

6. PureFlow Water Solutions

This name sounds professional and scalable. It’s ideal if you plan to offer additional services like delivery or water system installations.

7. AquaSafe Refilling Station

Safety is a top concern for customers. This name directly addresses that, helping build trust instantly.

8. FreshSpring Water Station

This name gives a natural and refreshing vibe, as if the water comes from a clean spring source.

9. LinisTubig Hub

A Tagalog-based name that directly communicates cleanliness. Simple, direct, and easy for local customers to understand.

10. HydroPlus Refilling Station

A modern and slightly premium-sounding name. “Plus” suggests added value, quality, or better service.

Tips for Choosing the Best Name

Before finalizing your business name, consider these practical tips:

1. Keep It Simple

Avoid complicated words. Your customers should be able to pronounce and remember your name easily.

2. Make It Relevant

Your name should clearly relate to water, cleanliness, or health. This helps customers instantly understand your business.

3. Check Availability

Make sure the name is not already registered with the Department of Trade and Industry (DTI) or Securities and Exchange Commission (SEC).

4. Think Long-Term

Choose a name that still fits if you expand your business in the future (e.g., adding delivery services or multiple branches).

5. Add a Local Touch

Using Tagalog or Filipino words can make your brand more relatable to your target market.

Bonus: Branding Ideas for Your Water Station

Once you’ve chosen your business name, the next step is building your brand. Here are some quick ideas:

• Logo: Use blue, white, and green colors for a clean and fresh look
• Tagline: Example: “Malinis na Tubig, Serbisyong Maaasahan”
• Uniform: Clean and simple shirts with your logo
• Signage: Make it visible and readable even from a distance

Remember, consistency in branding builds trust over time.

Important Disclaimer

The business names provided in this article are for inspiration purposes only. It is highly recommended to verify the availability and legality of your chosen name with the appropriate government agencies in the Philippines, such as the DTI or SEC. Additionally, ensure compliance with local health and sanitation regulations before operating a water refilling station.

A water refilling business may seem simple, but building a strong brand from the start can give you a major advantage. Your business name is the foundation of that brand—it helps customers recognize, remember, and trust you.

Whether you go for something modern like HydroPlus or something local like TubigSigla, the key is to choose a name that reflects your values and connects with your community.

At the end of the day, hindi lang pangalan ang magpapasikat sa negosyo mo—but it’s definitely the first step toward building a successful one.

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The numbers from the World Economic Forum’s Executive Opinion Survey 2025 are striking, and they deserve far more attention than they have received.

Key Takeaways

• Business leaders in Southeast Asia are significantly more concerned about AI risks than their global counterparts (ranking them fourth worldwide), fearing the technology will widen existing regional fault lines like inequality, informality, and institutional fragility.
• The AI boom threatens to increase inequality by outpacing the readiness of small-to-medium enterprises and institutions, potentially impacting up to 164 million employees, with women and youth in service and entry-level roles expected to be the most affected by automation.
• The expansion of data centers—essential for AI—poses an environmental risk by driving up power demand in a region heavily dependent on fossil fuels, creating a contradiction to Southeast Asia’s climate transition pledges.

While business leaders and executives worldwide rank the risks from artificial intelligence in tenth place, their counterparts in Southeast Asia place them in fourth. Six ranks higher. That is not a marginal discrepancy; it is a flashing warning light from the people closest to the ground.

To be clear, the executives surveyed are not AI skeptics or technophobes. These are the same leaders overseeing key cloud and AI investment programmes from Microsoft in Indonesia and Malaysia, Singapore’s Green Data Centre Roadmap, and an AI research and development centre from Qualcomm in Vietnam. They are beneficiaries of the boom. And yet, they are more worried than anyone else on earth.

A Region Racing Ahead of Its Own Readiness

The WEF acknowledged that while the AI boom in Southeast Asia has brought about myriad opportunities, it has also caused fault lines to widen. This is not an abstract concern. The fault lines run along the most familiar fractures in the region: inequality, informality, and institutional fragility.

Consider the employment picture. While just under half of firms in the region are beginning to scale AI, this is not the case for small and medium-sized enterprises, where most workers are employed. Even in Singapore, the most digitally advanced economy in the bloc, AI adoption sits at just 15%. 

The technology is advancing at one speed; the institutions and businesses expected to absorb it are moving at another. That gap is where inequality is manufactured.

The WEF report frames the stakes with unusual directness: if large companies capture most of the productivity gains while workers across the labour market face job losses, AI could increase inequality, especially when unemployment already ranks as the second greatest perceived risk in the survey. The respondents are not describing a distant dystopia. They are describing a trajectory already in motion.

Women and Youth Will Bear the Brunt

Perhaps the most sobering finding in the data concerns who stands to lose the most. AI could affect as many as 164 million employees across the region, with women and younger workers expected to be the most impacted.

This is not a coincidence of demographics. It reflects the concentration of women and young people in service, administrative, and entry-level roles, precisely the categories most susceptible to automation. 

In a region where youth unemployment is already a political flashpoint and gender economic participation remains uneven, AI risks amplifying existing disadvantages rather than dissolving them.

The Carbon Cost No One Wants to Acknowledge

The productivity debate dominates headlines, but there is a second, quieter crisis embedded in the region’s AI expansion. 

The WEF warned of the high power demand of data centres in a region where electrical grids are still largely dependent on fossil fuels, a trajectory likely to produce exponentially greater emissions, particularly in Malaysia, the Philippines, and Indonesia.

Southeast Asia has committed, at least rhetorically, to the climate transition. Turbocharging a data centre build-out powered by coal and gas is not a footnote to that commitment. It is a contradiction at its heart. Governments cannot credibly pursue green pledges while subsidizing the infrastructure of an AI economy that runs on fossil fuels.

Governance cannot Keep Waiting

The Brookings Institution has previously noted that Southeast Asia faces significant disparities in AI readiness, governance capacity, and technical expertise, and that uneven institutional capacity and fragmented governance frameworks increase exposure to AI-related risks.

That assessment is not a critique of any single government. It is a structural observation about a region of extraordinary diversity, in language, legal tradition, development level, and institutional strength. ASEAN’s consensus-based architecture, valuable in so many diplomatic contexts, is poorly suited to the pace of technological change. By the time ten nations agree on an AI governance framework, the technology will have moved on twice.

The Region Cannot Afford Complacency

The WEF survey data does not suggest Southeast Asia should slow its AI ambitions. The opportunity cost of falling behind is real, and the region’s young, digitally engaged population is genuinely one of its greatest assets in this transition.

But opportunity and risk are not opposites. They are companions. The business leaders surveyed understand this, which is why their concern levels outpace the rest of the world by such a significant margin. They are watching an enormously powerful technology land in a landscape that is, by any honest measure, not yet ready to manage its consequences.

The question for governments, regulators, and civil society is not whether AI will reshape Southeast Asia. It will. The question is whether the region will shape that transformation deliberately, or simply absorb it.

The survey suggests the people closest to these decisions are already nervous. Policymakers would do well to listen.

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Costco is betting big on a massive global expansion strategy, aiming to open 30 new warehouses annually over the next decade.

Driven by a combined goal to fix overcrowded stores and record-breaking demand, the retail giant is moving into new territories like Port St. Lucie, Florida, while eyeing a 50-50 split between U.S. and international growth. For the American consumer, this could mean shorter lines, better parking and more access to bulk savings as the company tackles “overburdened” locations.

“We tend to look five to 10 years out in terms of our real estate plans, and we would still see a really good roadmap for 30-plus warehouses a year, which is the goal that we have at least achieving 30 new warehouses a year. The goal that we set for ourselves,” Costco CFO Gary Millerchip said during the company’s second-quarter earnings call.

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“If we want to get into some of these inner cities, you’re not going to find 25 acres available for us to go into. So how can we infill in some of these very strong markets, like Los Angeles, New York, different places, with a unique model for Costco that is going to allow us to continue to expand?” CEO Ron Vachris said.

“We’re not only expanding buildings, we’re relocating and we’re also upgrading the insides of a lot of our older warehouses too,” Vachris added. “So we continue to put the money back into the company to drive top-line sales and grow our business globally.”

One of the more notable upcoming expansions is in Port St. Lucie, where years of speculation and endless message board requests have officially resulted in a deal for a brand-new 170,000-square-foot Costco warehouse and gas station, with the city selling the land for the site at $6 million.

While roughly half of the expansion will remain focused on the U.S. market to meet soaring demand, the long-term vision is aggressive for store expansions abroad in countries such as Spain.

“We’re expecting around half, maybe slightly over half, to be in the U.S., and then just around half to slightly under a half to be in the rest of the markets that we operate in. So think of that being Canada, Mexico, Europe, Asia, Australia,” Millerchip said.

With many Costco locations exceeding $300 million to $400 million in annual sales — as noted by former CFO Ron Galanti — the wholesaler is intentionally building new stores near existing high-traffic ones to redirect sales and improve the member experience.

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And to move faster, Costco is no longer just building from the ground up, but also refurbishing old structures, including former home improvement stores and international grocers.

“We tend to focus on being our own toughest competitor or finding ways of how can we lower prices and continue to deliver more value,” Millerchip added. “So generally speaking, there’s nothing I would call out that we see an impact to our membership base when we’re competing against different operators in each market.”

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The Justice Department is reportedly pursuing a criminal antitrust investigation of large meatpacking companies after President Donald Trump called for them to face a probe over the higher prices facing consumers.

The Wall Street Journal reported, citing sources familiar with the matter, that while the DOJ indicated it was investigating beef companies following the president’s request, the criminal nature of the probe hasn’t been disclosed previously.

Trump claimed in November that beef companies were manipulating the purchase price of cattle they bought from ranchers while raising prices on consumers. The report noted that criminal antitrust cases typically focus on allegations related to market collusion or price fixing.

The Journal reported that although Trump’s comments placed blame on “majority foreign owned meatpackers,” the investigation is looking at four major companies that sell beef in the U.S. 

TRUMP TEAM PLEDGES TO DRIVE BEEF PRICES DOWN BY 2026 AS USDA CHIEF PUSHES BACK ON $10-PER-POUND WARNING

The report noted that Tyson Foods, Cargill, JBS and National Beef are the four leading companies operating in that portion of the U.S. market, with Tyson and Cargill both U.S.-headquartered firms, while JBS and National Beef are from Brazil.

Antitrust regulators have looked into the contracts used by beef companies to acquire cattle from ranchers which reference a pricing benchmark that some ranchers have claimed is manipulated, one of the Journal’s sources told the outlet.

BEEF PRICES HIT RECORD HIGHS AS NATIONWIDE CATTLE INVENTORY DROPS TO LOWEST LEVEL IN 70 YEARS

Additionally, the Journal reported that leading beef processors were the subject of an investigation that began in Trump’s first term and continued through Biden’s term, but was closed by the Justice Department weeks before it launched its most recent probe on similar grounds.

Beef prices have surged over the last year amid strong demand from consumers while the U.S. cattle industry is facing a shortage with the cattle supply at its lowest level in over 70 years.

BEEF PRICES IN FOCUS AS TRUMP SIGNS ORDER AIMED AT CONSUMER RELIEF

Drought contributed to the decline in the cattle supply, as it impacted grasslands in states like Texas, Oklahoma, Kansas and parts of the Southeast that were used by cattle ranchers’ herds. The loss of those foraging areas caused ranches to liquidate cows and shrink their herds.

Ranchers are also facing rising overhead costs, as items like feed, labor, fuel and equipment expenses have trended higher.

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The Bureau of Labor Statistics’ data from the March release of the consumer price index (CPI) showed that beef and veal prices were up 12.1% over the last year. Within that category, ground beef prices are up 11% while prices for beef steaks have risen 15.2% over that period.