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Today’s biggest stars express individuality and confidence with natural diamonds

LOS ANGELES, US – Media OutReach Newswire – 6 February 2026 – At this year’s GRAMMY Awards, the Red Carpet sparkled with natural diamonds punctuating the looks of today’s most celebrated music artists.

Leading artists, performers and presenters showed up for music’s biggest night in diamond jewelry looks that spoke to creativity, individuality, glamour and power. From nominees Olivia Dean and Sabrina Carpenter to presenter Keltie Knight’s choices, natural diamonds expressed not only the timeless glamour and brilliance they’re known for, but their ability to amplify personal style. Natural diamonds were spotted in a range of tones from icy whites to deep whiskeys, and in settings from platinum to rose gold. Just as Hollywood stars are hitting the Red Carpet this year in Desert diamonds, the biggest new trend in natural diamonds, musical artists are experimenting with a bolder diamond palette, creating a more personality-driven red carpet.

Desert diamonds
Desert diamonds, ranging from warm whites to deep whiskeys, were spotted everywhere, including on presenter Keltie Knight, who opted for unique diamond and yellow gold hoops by RENNA, as well as a smattering of yellow gold, fancy-shaped diamond solitaire rings from the brand. Highlights also included power player J Balvin who chose a clean and classic tuxedo paired with a large cushion cut yellow diamond ring that added a nice balance to the traditionally masculine look.

Simple Drops
Simple drop earrings emerged as a quiet standout at the GRAMMYs, proving that restraint can be just as impactful as large statement pieces. Addison Rae and Madison Beer leaned into effortless glamour, choosing sleek diamond drops that framed the face with subtle movement and modern elegance. Billie Eilish brought her signature edge, using pared-back diamond drops to balance her bold black and white suiting. Kelsea Ballerini elevated the look in Sabyasachi, where refined diamond drops added softness and romance, while Reba McEntire turned to Martin Katz for timeless brilliance, opting for classic diamond drops that were sure to catch the eye.

Diamond Hoops for Men
Men are increasingly embracing minimalist yet impactful diamond hoop earrings as a refined accessory choice. Bad Bunny paired his sharp Schiaparelli tuxedo with a single diamond hoop earring, bringing a subtle but polished sparkle to his look that perfectly balanced his experimental sartorial vibe. Kaytranada’s red carpet presence and inclination for understated yet stylish accessories suggest that simple diamond hoops align naturally with his fashion-forward aesthetic. This trend points to a broader moment in men’s red carpet jewelry: pared-back diamond hoops that provide polished shine without overpowering the rest of the ensemble, signaling a move toward jewelry that feels personal, versatile, and modern.

Rings
Rings at the GRAMMYs reflected a dual trend of bold expression and refined delicacy, underscoring natural diamonds’ versatility. Sabrina Carpenter complimented her look in Chopard, opting for diamond rings that delivered impact without overpowering her look, while Sombr also made a striking impression with a diamond ring that was perfect high-jewelry shine to go with his existing sequined ensemble. In contrast, Olivia Dean showcased a more delicate approach in Cartier High Jewelry, layering elegant diamond rings that emphasized timeless sophistication perfectly echoing her Chanel gown. Miley Cyrus made perhaps the boldest ring statement of the night with several diamond rings stacked and worn over leather gloves.

Necklaces
Necklaces at the GRAMMYs showcased how natural diamonds can define both quiet refinement and bold presence on the red carpet. On the delicate end of the spectrum, Charlotte Lawrence in Messika exemplified understated luxury with a finely crafted diamond necklace that traced the neckline proving that less is more. In contrast, Hailey and Justin Bieber turned heads with matching Lorraine Schwartz statement diamond neck pieces that anchored their looks. Tate McRae also grabbed attention with a 50 carat Lorraine Schwartz necklace, while Pharrell Williams elevated his ensemble with a striking diamond necklace that blended artistry and scale. Together, these moments underscored a versatile necklace trend: from minimalist diamonds that whispered elegance to oversized, expressive pieces that commanded attention. Natural diamonds continue to serve as dynamic anchors in personal style storytelling.

Hashtag: #ADiamondisForever #NaturalDiamonds #diamonds #GRAMMYS

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About De Beers Group

Established in 1888, De Beers Group is the world’s leading diamond company with expertise in the exploration, mining, marketing and retailing of diamonds. Together with its joint venture partners, De Beers Group employs more than 20,000 people across the diamond pipeline and is the world’s largest diamond producer by value, with diamond mining operations in Botswana, Canada, Namibia and South Africa. Innovation sits at the heart of De Beers Group’s strategy as it develops a portfolio of offers that span the diamond value chain, including its jewellery houses, De Beers London and Forevermark, and other pioneering solutions such as diamond sourcing and traceability initiatives Tracr and GemFair. De Beers Group also provides leading services and technology to the diamond industry in the form of education and laboratory services and a wide range of diamond sorting, detection and classification technology services.

De Beers Group is committed to ‘Building Forever,’ a holistic and integrated approach to sustainability that underpins our efforts to create meaningful impact for the people and places where our diamonds are

discovered. Building Forever focuses on three key areas where, through collaborations and partnerships around the globe, we have an enhanced ability to drive positive impact; Livelihoods, Climate and Nature. De Beers Group is a member of the Anglo American plc group. For further information, visit www.debeersgroup.com.

Featuring Renowned Actor Wang Zhuo Cheng and T-Pop Sensation BUS to Boost Thai–Chinese Tourism Economy

BANGKOK, THAILAND – Media OutReach Newswire – 5 February 2026 – ICONSIAM, the global landmark on the banks of the Chao Phraya River, announces a major collaboration with leading public and private partners—including the Ministry of Culture (Thailand), the Tourism Authority of Thailand (TAT), KASIKORNBANK, CP AXTRA “Makro – Lotus”, Alipay +, and Tiger Balm—to host a world-class Chinese New Year celebration. Reinforcing its Destination Marketing strategy, ICONSIAM aims to position itself as one of the world’s premier Chinese New Year destinations through festivities that blend Thailand’s cultural heritage with revered Chinese traditions. A key highlight is ICONSIAM’s spiritually significant location, known as the “Dragon’s Belly,” a powerful symbol of prosperity along the most beautiful curve of the Chao Phraya River. To honor the Year of the Horse, a sacred statue of Guan Yu—the deity of honesty, loyalty, and righteousness, will be enshrined. The celebration will feature world-class entertainment led by renowned Chinese actor Wang Zhuo Cheng and T-Pop Sensation BUS, alongside dragon and lion dances, festive street food, shopping, and cultural experiences. ICONSIAM is confident that foot traffic and spending within the destination will grow by more than 10%, helping to stimulate overall economic activity and tourism in the first quarter. The event will take place from 12–17 February 2026 at River Park, ICONSIAM.

Mrs. Suma Wongphan, Executive Vice President of ICONSIAM Co., Ltd. said “This event reaffirms ICONSIAM’s role as a Global Experiential Destination that captivates visitors worldwide. Our ambition is not only to elevate Thailand’s tourism experience, but also to celebrate the deep-rooted ties between Thailand and China. We have curated a landmark festival that seamlessly blends traditional beliefs with contemporary artistry, creating a special experience to attract global audiences to witness the most magnificent Chinese New Year celebration along the Chao Phraya River. Alongside the cultural aspects, ICONSIAM enhances the festive experience through its ‘Lucky Angpao Mega Campaign’, offering over 8,300 prizes, with expectations of driving more than 10% growth in visitor traffic and 10% increase in consumer spending during the campaign period.”

The 2026 Chinese New Year season is expected to generate significant economic impact across Thailand’s tourism sector, aligning closely with the Tourism Authority of Thailand’s strategy in setting the target of attracting 6.7 million Chinese visitors under ongoing visa-free measures. ICONSIAM is confident that the scale and creativity of this celebration will serve as a powerful catalyst in advancing Thailand’s tourism and retail sectors to global prominence.

The ICONSIAM A Prosperous Chinese New Year 2026 key highlights include:

• Landmark of Blessing: Visitors are invited to experience profound spiritual power at The Auspicious Guan Yu Shrine, featuring the enshrinement of five sacred manifestations of Guan Yu, brought directly from the People’s Republic of China for the first time in Thailand. Enhancing the experience is the Interactive Blessing Pavilion, showcasing the “Eight Auspicious Horses” through cutting-edge interactive technology that breathes new life into ancient mythology.
• Prosperous Celebration: The riverside comes alive with a world-class cultural spectacle led by the appearance of globally renowned Chinese actor Wang Zhuo Cheng, who joins the grand procession of the legendary ‘Long Ma’ (Dragon Horse), a mythical creature stretching over 32 metres in length, symbolising success and progress. The celebration is further energised by a breathtaking performance of the dragon-horse dance by Thailand’s leading T-POP sensation BUS (Because of You I Shine), creating a powerful fusion of tradition and contemporary pop culture.
• The Miracle of Fountain: At ICONSIAM’s iconic river curve — regarded as the most beautiful bend of the Chao Phraya, visitors will witness the mesmerising “Chao Phraya River Dragon Multimedia Water Feature,” the longest of its kind in Southeast Asia, featuring a choreographed spectacle of dancing fountains, light, and sound.

More than a celebration, ICONSIAM A PROSPEROUS CHINESE NEW YEAR 2026 is a cultural phenomenon that positions Bangkok as one of the world’s most compelling festive destinations. Be part of this extraordinary celebration from February 12–17, 2026, at River Park, ICONSIAM. Discover upcoming events and the latest updates via ICONSIAM’s Facebook at www.facebook.com/ICONSIAM or call 1338 for more information.

Hashtag: #ICONSIAMCNY2026 #ICONSIAMaProsperousChineseNewYear2026 #ICONSIAM

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By Nitya Chakraborty Bangladesh, Nepal and now Myanmar. Indian foreign policy makers are clueless in dealing with the developing situation. Myanmar’s three phase general elections organized by the military junta ended on January 25 and the results were released on January 29 and 30. As expected, the military aligned Union Solidarity and Development Party (USDP) […]

The article India Faces A Precarious Situation In Myanmar As China Supports Junta Led Rigged Elections appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

• Sales after nine months up on previous year, increasing by some 6.1 percent
• Adjusted EBITDA considerably better than in previous year – efficiency measures having a clear impact
• Incoming orders down on previous year, as expected, due to underlying economic conditions and absence of drupa effect
• Successful positioning in security, defense, and energy technologies
• Full-year forecast confirmed despite challenging environment

HEIDELBERG, GERMANY – News Aktuell – 5 February 2026 – After nine months of financial year 2025/26 (April 1 to December 31, 2025), developments at Heidelberger Druckmaschinen AG (HEIDELBERG) are in line with expectations. The company has achieved a considerable improvement in its profitability and is also resolutely pressing ahead with its strategic transformation, moving into new areas of business that are enjoying strong growth. Notwithstanding the challenging environment, sales after three quarters climbed to € 1,602 million – some 6.1 percent higher than the previous year’s figure of € 1,509 million – despite negative exchange rate effects amounting to around € 44 million compared with the equivalent period of the previous year. Business in Europe and with packaging and label printing presses saw particularly positive development during this period. At € 617 million, the sales figure for the third quarter was around 4 percent higher than in the equivalent quarter of the previous year and continued the quarter-on-quarter sales growth so far in the current financial year.

The adjusted operating result (EBITDA) after nine months increased significantly to € 114 million (adjusted figure for equivalent period of previous year: € 86 million) and the adjusted EBITDA margin improved considerably to 7.1 percent (equivalent period of previous year: 5.7 percent). Implementation of the personnel and efficiency measures envisaged in the plan for the future is having a clear impact. For example, production costs and total working costs improved compared with the corresponding period of the previous year. The personnel cost ratio was lower than in the first nine months of the previous year, falling to 36 percent (equivalent period of previous year, adjusted for special items: 39 percent). The company is expecting personnel costs as a whole to remain below the previous year’s figure for the rest of financial year 2025/26.

Incoming orders after nine months totaled € 1,628 million (previous year: € 1,823 million). Allowing for the fact that drupa resulted in the previous year being very strong, they were therefore in line with expectations. During the reporting period, the company saw a significant impact from negative exchange rate effects amounting to some € 46 million. Incoming orders in the third quarter stood at € 517 million (corresponding quarter of previous year: € 550 million). The development of incoming orders in the third quarter was particularly positive in the Americas Region, where they were up 17 percent on the equivalent quarter of the previous year.

HEIDELBERG pressing ahead with strategic transformation and tapping into new growth markets

Despite a market environment that remains challenging, HEIDELBERG is consistently pursuing its strategic transformation. Based on its strong industry and systems expertise, the company is systematically tapping into additional markets in the areas of defense, security, energy, charging infrastructure, and industrial system solutions. One key aspect of this process is combining all relevant activities under HD Advanced Technologies GmbH. This strategic further development is building HEIDELBERG a stronger future and opening up long-term growth opportunities.

In the HEIDELBERG Technology segment, sales after nine months totaled € 42 million – slightly higher than the previous year’s figure of € 41 million. Even though the development of sales is moderate at present, the strategic measures that have been initiated provide a basis for HEIDELBERG Technology to potentially make a much bigger contribution to business as a whole. In particular, the continuing strategy of tapping into new industries and the creation of new business models are raising expectations of a positive sales trend in the coming years.

“The measures we have initiated are confirmation of our growth plan,” says Jürgen Otto, CEO of Heidelberger Druckmaschinen AG. “Both strategically and operationally speaking, HEIDELBERG is extremely well positioned to actively hone this plan and leverage additional opportunities in dynamic future markets,” he adds.

Core business lays foundations for transformation

At the same time as new areas of business are being unlocked, the company’s core business is also developing robustly. In the Print & Packaging Equipment segment, HEIDELBERG is benefiting from its strong market position in packaging and label printing. In the reporting period, this segment’s sales increased to € 804 million (previous year’s figure: € 705 million). In the Digital Solutions & Lifecycle segment, the company is further expanding its role as a systems integrator – with hybrid printing, software, and service solutions as part of a digital ecosystem. In this segment, HEIDELBERG achieved nine-month sales of € 755 million (previous year’s figure: € 763 million).

“Our strength lies in the intelligent way we combine presses, software, and service operations,” says Dr. David Schmedding, Chief Technology & Sales Officer. “By specifically expanding our digital printing portfolio and launching new high-performance systems such as the Jetfire 75, we are creating additional growth potential – both in our core business and beyond,” he emphasizes.

The free cash flow of HEIDELBERG after three quarters was € -81 million, an improvement on the previous year (equivalent period of previous year: € -97 million). As expected, however, it was still negative. This is due to the Polar acquisition and restructuring costs in the high single-digit million-euro range. The net result after taxes of € 17 million after nine months represented a significant increase (corresponding period of previous year: € -42 million).

Full-year forecast confirmed despite challenging environment

The company is confirming its forecast for financial year 2025/26. A healthy order backlog, the current efficiency measures, and systematic implementation of the strategy are laying the foundations for achieving its targets. In view of macroeconomic developments, taking into account the various opportunities and risks, and assuming the global economy does not see weaker growth than predicted by the relevant institutions, the company is expecting sales of around € 2,350 million in financial year 2025/26 (2024/25: € 2,280 million). In view of the significant exchange rate effects, the continuing weak macroeconomic situation, and the uncertain trade situation, the company is assuming the increase in the adjusted EBITDA margin will be toward the lower end of the predicted range of up to 8 percent (previous year: 7.1 percent).

Image 1: A team from the Hoifu Group, gathered around Chairman Ou Shun Chou (front row, sixth from the left), with HEIDELBERG representatives including Steven Hou, General Manager South China, and Michael Nilges, Managing Director of the Shanghai site (front row, seventh and eighth from the left), during acceptance testing for the 1,000th Speedmaster CX 104 at the HEIDELBERG site in Shanghai.

Image 2: The digital printing line at rubmedia includes a Jetfire 50 and a Versafire LV from HEIDELBERG, as well as the corresponding postpress equipment. The media house can use this line for the complete, industrialized in-house production of personalized and high-quality short runs.

Image 3: The HEIDELBERG Customer Portal is already the digital control center for over 3,000 print shops worldwide – a figure that is set to keep on growing.

Image material and further information about the company are available in the Investor Relations portal and Press Lounge of Heidelberger Druckmaschinen AG at www.heidelberg.com.

Important note:

This release contains forward-looking statements based on assumptions and estimates by the management of Heidelberger Druckmaschinen Aktiengesellschaft. Even though the management is of the opinion that these assumptions and estimates are accurate, the actual future development and results may deviate substantially from these forward-looking statements due to various factors, such as changes in the overall economic situation, in exchange and interest rates, and within the print media industry. Heidelberger Druckmaschinen Aktiengesellschaft provides no guarantee and assumes no liability for future developments and results deviating from the assumptions and estimates made in this press release.
Hashtag: #HEIDELBERGDruckmaschinenAG

The issuer is solely responsible for the content of this announcement.

About HEIDELBERG

Heidelberger Druckmaschinen AG (HEIDELBERG) is a leading technology company that has been standing for innovation, quality, and reliability in mechanical engineering worldwide for 175 years. With a clear focus on growth and as a total solution provider, HEIDELBERG is driving further development in the core areas of packaging and digital printing, software solutions, and lifecycle business with service and consumables so that customers can achieve maximum productivity and efficiency. The company is also focusing on expanding into new business areas such as high-precision plant engineering with integrated control systems, automation technology, robotics, and the growing green technologies sector. With its strong international presence in approximately 170 countries, the creative power and expertise of its roughly 9,500 employees, its own production facilities in Europe, China, and the USA, and one of the largest global sales and service networks, the company is ideally positioned for future growth.

The Honourable Paul CHAN Mo-po, GBM, GBS, MH, JP, Financial Secretary of the Government of the Hong Kong Special Administrative Region, officiated at the forum and expressed, “The country has consistently given strong support to Hong Kong’s development of innovation and technology. Whether in the ’14th Five‑Year Plan’ or in the recommendations for the ’15th Five‑Year Plan’, there is clear support for Hong Kong to develop into an international innovation and technology hub”. He added, “Looking ahead, we will continue to proactively align with national development strategies, promote the deep integration of technological innovation and industrial innovation, and further strengthen the linkage between technology and industry. We will encourage enterprises to devote more effort in research and development, expand the scope of technology applications, and nurture innovative enterprises with an international outlook and forward-looking vision, driving the economy toward a high value-added and more diversified future”.

The Honourable Sunny TAN, Chairman of Hong Kong Productivity Council, said in the closing remarks, “The ’15th Five-Year Plan’ brings significant and far-reaching development opportunities to Hong Kong. At the Political Bureau of the Communist Party of China Central Committee’s recent group study session, President Xi Jinping urged adopting a strategy whereby industry poses questions and science and technology provide the answers. HKPC will continue to play an active role in promoting innovation and industrial upgrading, closely echoing the overall development strategies of the national and HKSAR Government, and making good use of innovative technologies to address business challenges, providing comprehensive support to enterprises to accelerate their upgrading and transformation, enhance their competitiveness, and seize new opportunities”.

Unlocking Hong Kong’s Connectivity Advantages and Gathering Leadership Wisdom

The “ForeSight Visionary Leaders Panel” was held at the day, moderated by Mr Vincent WONG, Columnist and Media Veteran, and invited industry leaders including Ms ZHI Tao, Founder of Beijing Yunji Technology Ltd., Mr WANG Yong Chao, Founder and Chairman of Henan Oriental Materials Company Ltd., Mr Jonathan CHIU, President of Schneider Electric Hong Kong, Mr Peter YAN, JP, Director-General, Office for Attracting Strategic Enterprises of the Government of the Hong Kong Special Administrative Region, and Mr Mohamed D. BUTT, MH, Executive Director of Hong Kong Productivity Council, to share their insights. The topic features three key areas of enterprise going global, technological empowerment and talent development, and delved into the practical experience of how enterprises can achieve innovation-driven and high-quality development under the national “15th Five-Year Plan” through Hong Kong’s role as a “bridgehead”, Chinese brands going international through Hong Kong, Hong Kong’s advantages in technical support and innovative talent gathering, and how it can provide the Chinese Mainland enterprises with a one-stop platform for upgrading and going globally.

Realising the Full Empowerment of Enterprises to “Go Global”

HKPC echoes the national and HKSAR Government’s development strategies to address business challenges and industrial technology needs. Over the years, HKPC has successfully assisted many Chinese Mainland and local enterprises in expanding overseas markets, with many of these expansions implemented in Southeast Asia, Europe, ASEAN and the Middle East, etc., achieving upgrades and internationalisation. In recent years, HKPC and OASES have jointly established an “introduction-application-growth-go global” service model to help enterprises go global, with success cases include Westwell, Yunji Technology, UNISEE, etc. HKPC will continue to work with OASES to leverage the advantages of “Made in Hong Kong” to help enterprises connecting the world through Hong Kong.

Mr Peter YAN, JP, Director-General, Office for Attracting Strategic Enterprises of the Government of the Hong Kong Special Administrative Region, said, “Hong Kong possesses a robust financial system, deep talent pool, and an international environment that integrates with international regulations, standards and operation practices. Coupled with the government’s relevant industry policies and long-established overseas networks, Hong Kong provides unique support for Chinese Mainland enterprises to use Hong Kong as a base to go global, as well as for overseas enterprises to development in the GBA. OASES is dedicated to attracting global strategic enterprises from five strategic I&T sectors, actively aligning with the national 15th Five-Year Plan. We provide comprehensive landing support services and assist enterprises in establishing their ‘first project’ in Hong Kong, fully leveraging Hong Kong’s role as a ‘Super Connector’ and ‘Super Value-Added'”.

At the same time, HKPC, as a member of the GoGlobal Task Force of the HKSAR Government, will continue to focus on providing “Six Tactics to Go Global” for enterprises through “The Cradle Go Global Service Centre” (The Cradle), including smart production, Technology research and development and evaluation, international standards and testing, professional services, training and on-site visits, and funding schemes, to support Hong Kong to leverage its unique advantages and empower enterprises to expand overseas with high quality.

Since its establishment in April, The Cradle has attracted more than 350 companies that have expressed interest in using its services. Among these, over 100 cases have entered a concrete follow‑up stage. Together with overseas expansion projects supported prior to its establishment, the cumulative total exceeds 450 cases.

For more details, please watch the video “Six Tactics to Go Global“.

Bringing the strengths of Government, Industry, Academia, Research and Investment to Build an Innovative Industrial Ecosystem

HKPC has been working closely with the government, industry, academia, research and investment sectors to promote new industrialisation and enhance the new quality productive forces of industries, including:

• The major project led by Harbin Institute of Technology on key technologies and equipment for circular economy: Provide dynamic identification and big data resource pool construction solutions for multi-source solid waste in megaurban agglomerations
• The project led by Jiangsu University on wheat green smart processing and key technology integration and industrialisation demonstration: Provide core technical support such as AI and the Internet of Things
• Tsinghua University: Jointly established a technology centre to focus on the industrial transformation of intelligent manufacturing and AI technology
• Zuquan Research Institute of Fudan University: Signed a cooperation agreement to promote collaboration and transformation of scientific and technological outcomes between Shanghai and Hong Kong

HKPC will continue to promote cross-sectoral dialogue between government, industry, academia, research and investment, focusing on the implementation of future industries and technology applications, and helping to build Hong Kong into a key node in the global I&T value chain.

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Photo caption:

1. HKPC’s annual flagship event, “ForeSight 2026”, themed “Empowering the Innovation Ecosystem and Bridging Hong Kong with New Opportunities under the 15th Five‑Year Plan,” brought together numerous government and business leaders.
2. The Honourable Paul CHAN Mo-po, GBM, GBS, MH, JP, Financial Secretary of the Government of the Hong Kong Special Administrative Region, delivered a speech as the guest of honour at the “ForeSight 2026”, pointing out that going forward, efforts will continue to proactively align with national development strategies and promote the deep integration of technological innovation and industrial innovation.
3. The Honourable Sunny TAN, Chairman of the Hong Kong Productivity Council and Legislative Council Member, said in his closing remarks that the Productivity Council will leverage innovation and technology to address enterprises’ real pain points, provide all‑round support to help enterprises accelerate their upgrading and transformation, enhance competitiveness, and seize new opportunities.
4. The Honourable Paul CHAN Mo‑po, Financial Secretary of the Government of the Hong Kong Special Administrative Region, GBM, GBS, MH, JP (centre); The Honourable Sunny Tan, Chairman of the Hong Kong Productivity Council and Legislative Council Member (second from right); Mr Peter YAN, JP, Director-General, Office for Attracting Strategic Enterprises (second from left); Mr Emil YU, BBS, JP, Deputy Chairman of the Hong Kong Productivity Council (far right); and Mr Mohamed D. BUTT, MH, Executive Director of the Hong Kong Productivity Council (far left), attended HKPC’s annual flagship event, “ForeSight 2026”.
5. Moderated by veteran media professional Dr. Vincent WONG, industry leaders shared their insights at the “ForeSight Visionary Leaders Panel”.

(From right to left) Mr Peter YAN, JP, Director-General, Office for Attracting Strategic Enterprises; Mr Jonathan CHIU, President, Hong Kong, Schneider Electric Hong Kong; Mr WANG Yong Chao, Founder & Chairman of Henan Oriental Materials Company Limited; Ms ZHI Tao, Founder of Beijing Yunji Technology Ltd.; and Mr Mohamed D. BUTT, MH, Executive Director of the Hong Kong Productivity Council.

Hashtag: #HKPC #Foresight2026

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About Hong Kong Productivity Council

The Hong Kong Productivity Council (HKPC) is a statutory body established in 1967, dedicated to enhancing the productivity and competitiveness of Hong Kong enterprises through world-class applied R&D, innovative technology services, and integrated manufacturing solutions. As a market-oriented, international R&D organisation, HKPC leverages its deep expertise and extensive industry experience in key areas such as AI, advanced manufacturing, life and health technology, green technology and new energy to drive new industrialisation and support the growth of emerging and future industries.

HKPC focuses on addressing business challenges and industrial technology needs, promoting the full integration between technological and industrial innovation. Through technology transfer, product innovation, intellectual property protection and commercialisation of R&D outcomes, the Council fosters collaboration with the local business community as well as top global R&D institutions, delivering added value to industries and advancing the development of new productive forces. HKPC’s world-class R&D achievements have been widely recognised over the years, winning an array of local and overseas accolades, reinforcing Hong Kong’s role as an international innovation and technology centre and a smart city.

To help enterprises capitalise on Hong Kong’s strengths in international connectivity to expand into global markets, HKPC offers comprehensive overseas expansion services tailored to critical areas including product development, technology, manufacturing, and management, enabling businesses to successfully go global from Hong Kong.

HKPC is also committed to providing timely and practical support to SMEs and startups with timely and practical, assisting them in accessing Government funding programmes. Through its FutureSkills training initiatives, HKPC helps both industry and academia stay ahead in latest digital and STEM technologies, nurturing a future-ready talent pool for Hong Kong.

For more information, please visit HKPC’s website: www.hkpc.org/en.

India has set out a strategic roadmap to accelerate domestic capabilities in robotics and physical artificial intelligence, signalling a push to reduce dependence on imported hardware and proprietary software while positioning the country as a competitive global supplier of intelligent machines. The plan, prepared by the Technology Advisory Group for Emerging Technologies, places indigenisation, software sovereignty and sector-focused deployment at the centre of the national approach, with healthcare, manufacturing, logistics, agriculture and media production identified as priority domains.

The roadmap comes as governments worldwide race to translate advances in artificial intelligence into physical systems that can operate autonomously in real-world environments. While software-led AI has seen rapid adoption, policymakers argue that long-term economic and strategic gains will hinge on control over robotics hardware, operating systems and embedded intelligence. India’s proposal reflects concerns that reliance on imported robots and closed platforms could expose critical sectors to supply-chain risks and limit domestic innovation.

At its core, the strategy seeks to build a full-stack robotics ecosystem, spanning sensors, actuators, edge computing, operating software, cloud integration and safety certification. Officials involved in drafting the document have stressed that the objective is not isolation but resilience, with domestic alternatives developed alongside international collaboration. The roadmap calls for common standards and open architectures to prevent vendor lock-in and to allow startups and research institutions to build interoperable systems.

Healthcare has emerged as an early focus area, driven by workforce shortages and rising demand for precision care. The roadmap highlights surgical assistance, rehabilitation devices, hospital logistics robots and elder-care support systems as near-term opportunities. Policymakers note that such applications demand high reliability and ethical safeguards, reinforcing the need for locally controlled software stacks and transparent algorithms. Parallel efforts are proposed to strengthen clinical validation pathways and align regulatory approvals with global benchmarks.

Manufacturing and logistics form another pillar, with the document pointing to collaborative robots, autonomous guided vehicles and smart warehousing as tools to raise productivity and improve workplace safety. India’s manufacturing sector, dominated by small and medium-sized enterprises, has historically lagged in robot adoption due to cost and skills barriers. The roadmap recommends targeted incentives, shared testing facilities and modular designs to lower entry thresholds, alongside large-scale skilling programmes to train technicians, operators and system integrators.

Agriculture features prominently, reflecting policy priorities around food security and rural incomes. The plan outlines the use of robotics for precision spraying, harvesting, soil analysis and post-harvest handling. Developers are encouraged to design systems suited to fragmented landholdings and diverse crops, rather than importing models built for large, mechanised farms elsewhere. Officials argue that domestically developed agricultural robots could also find markets across Asia and Africa, where similar conditions prevail.

An unusual inclusion is the media and creative sector, where robotics and physical AI are seen as enablers of immersive production, automated camera systems and smart broadcasting infrastructure. The roadmap suggests that integrating robotics with virtual production and generative tools could lower costs for newsrooms and studios while enhancing safety in hazardous reporting environments.

Beyond sectoral applications, the strategy places strong emphasis on software sovereignty. It calls for homegrown robotics operating systems, simulation platforms and AI frameworks that can be audited and customised. While global open-source projects are acknowledged as valuable foundations, the document urges sustained public funding to ensure domestic stewardship and long-term maintenance. Data governance and cybersecurity are flagged as critical, particularly for robots deployed in sensitive locations.

Financing and procurement reforms form another strand. The roadmap proposes dedicated funding windows for deep-tech robotics ventures, longer grant cycles to reflect extended development timelines and clearer pathways from research labs to commercial deployment. Public procurement is positioned as a market-shaping tool, with government agencies encouraged to pilot domestically developed robots in hospitals, warehouses and public infrastructure.

The roadmap also addresses ethical and social dimensions, including job displacement concerns and safety standards. Rather than framing robotics as a threat to employment, the document argues that productivity gains can create new roles in design, maintenance and supervision, provided reskilling keeps pace. It recommends national guidelines for human–robot interaction, liability frameworks and continuous monitoring of societal impact.

By Nitya Chakraborty Nearly 48 hours after Donald Trump’s announcement about the India-US trade deal and Narendra Modi’s confirmation in his telephonic conversation, much has been written in the media by the experts, mostly following the lead given by the commerce minister Piyush Goyal in his press meet on Tuesday as to what positive impacts […]

The article Trump Has Linked India-US Trade Deal To India Acting As Partner In His Pacific Strategy appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The company said the planned repurchase ceiling reflects a multi-year approach rather than a one-off market intervention, with execution paced according to market conditions, cash flows and strategic priorities. Kyocera has historically favoured conservative capital management, retaining substantial cash buffers to support long investment cycles across components, electronics, materials and energy-related businesses. The proposed scale marks a notable recalibration, suggesting management is prepared to return excess capital while maintaining flexibility for growth spending.

Market participants view the move against a backdrop of sustained corporate governance reform in Japan, where stock exchange guidance and investor activism have encouraged companies to justify capital allocation choices more explicitly. Share buybacks have become a visible response, particularly among firms trading below book value or carrying large cash balances. Kyocera’s announcement fits that pattern, though the delayed start in fiscal 2027 underlines a preference for orderly execution tied to medium-term planning.

The group has spent the past year reviewing portfolio efficiency and profitability across segments, including fine ceramics, semiconductor components, electronic devices and document solutions. Management commentary has emphasised stable cash generation and disciplined investment, with returns assessed against cost of capital. By signalling a sizeable buyback window in advance, Kyocera appears to be seeking to anchor investor expectations around capital returns while avoiding short-term distortions to operating strategy.

Analysts note that Japanese companies have increasingly used multi-year buyback frameworks to balance shareholder returns with industrial policy considerations and long-term employment commitments. Unlike ad-hoc repurchases, extended programmes can be scaled up or down without signalling distress, and they reduce the risk of buying shares at cyclical peaks. For Kyocera, whose earnings are exposed to swings in global electronics demand, that flexibility is likely to be central.

The announcement also highlights intensifying competition for capital among Japanese industrial groups. With domestic interest rates edging higher after years of ultra-loose monetary policy, holding large idle cash positions has become more visibly costly. At the same time, foreign investors have pressed boards to articulate clearer return targets, often favouring buybacks over dividends for their tax efficiency and balance-sheet impact. Kyocera’s plan reflects these cross-currents, even as it preserves room for dividends and strategic investments.

Industry specialists point out that Kyocera’s diversified structure complicates capital allocation decisions. The company spans mature businesses with steady cash flows and growth areas requiring sustained investment, including advanced materials and energy-related technologies. A pre-announced repurchase cap allows management to adjust deployment as segment performance evolves, rather than locking in rigid payout ratios.

From a governance perspective, the move reinforces a broader shift in boardroom priorities. Japanese regulators and exchanges have encouraged companies to engage more directly with shareholders, explain valuation discounts and set measurable improvement goals. Buybacks have emerged as a tangible mechanism to demonstrate responsiveness, particularly when accompanied by operational reforms. Kyocera has indicated that capital efficiency measures will run alongside cost controls, portfolio reviews and selective expansion.

Investor reaction has focused on the signal rather than immediate financial impact, given the programme’s future timeframe. Portfolio managers tracking Japan’s equity market say such announcements contribute to a narrative of structural change, even if execution remains years away. For long-term holders, the clarity around potential capital returns can support valuation, especially when paired with stable operating performance.

Energy cooperation between India and Bhutan has moved into a sharper operational phase, with both governments signalling alignment on stalled hydropower projects, new transmission corridors and a longer-term framework for electricity trade that underpins Bhutan’s public finances and supports India’s clean-energy transition.

Officials from the two sides held detailed consultations this week focused on accelerating work at the Punatsangchhu hydropower complex and reviving momentum on the long-discussed Sankosh project, while also reviewing cross-border transmission upgrades needed to evacuate power to the Indian grid. The talks came against the backdrop of rising electricity demand in eastern and northern India and Bhutan’s dependence on hydropower exports for fiscal stability.

The centrepiece remains the Punatsangchhu projects on the Punatsangchhu river, split into two plants. Punatsangchhu-I, designed for 1,200 MW, has faced prolonged delays following geological surprises that required major redesign of the dam structure and stabilisation of slopes. Officials familiar with the discussions said construction schedules are now being re-sequenced, with civil works and electro-mechanical installations aligned to a phased commissioning plan rather than a single completion date. Punatsangchhu-II, with a capacity of 1,020 MW, is at a more advanced stage, and planners are focusing on synchronising turbine commissioning with downstream transmission readiness.

Attention has also returned to the Sankosh Hydroelectric Project, a 2,560-MW venture long seen as a potential game-changer for Bhutan’s export capacity. Earlier hesitations over cost, resettlement and environmental impacts had pushed the project into limbo. The latest exchanges indicate a renewed willingness to revisit the detailed project report, reassess financing structures and examine whether a modular execution approach could reduce upfront risks. For Bhutan, Sankosh represents scale and revenue predictability; for India, it offers a large block of firm renewable power that complements solar and wind additions.

Beyond generation, transmission infrastructure featured prominently. Power evacuation from central and western Bhutan requires high-capacity lines linking to India’s eastern grid, where load centres are expanding. Officials reviewed progress on new substations and high-voltage corridors, with an emphasis on synchronising completion timelines to avoid stranded generation. Grid planners also discussed redundancy and resilience, reflecting lessons from weather-related disruptions and the need for stable cross-border flows during peak demand periods.

The partnership rests on an established model in which Indian public sector utilities assist with project execution and financing, while Bhutan retains ownership and earns export revenue. Hydropower accounts for a significant share of Bhutan’s gross domestic product and exports, making timely commissioning critical for debt servicing and social spending. Delays at Punatsangchhu have weighed on fiscal projections, prompting a stronger push for resolution.

For India, the engagement fits into a broader regional energy strategy. Hydropower imports from Bhutan provide dispatchable renewable electricity that balances variable solar output, particularly during evening peaks. Policymakers view this as complementary to domestic clean-energy targets and as a stabilising factor for grid operations. Electricity trade with Bhutan also aligns with New Delhi’s neighbourhood-first approach, where infrastructure and energy ties reinforce diplomatic relations.

Technical experts involved in the discussions highlighted the importance of geotechnical due diligence and adaptive engineering, especially in Himalayan terrain prone to landslides and seismic activity. Updated monitoring systems, revised dam designs and contingency buffers are being incorporated to mitigate risks that previously caused setbacks. Financing terms are also under review to manage cost escalations without overburdening Bhutan’s balance sheet.

Commercial arrangements formed another strand of the talks. Officials examined tariff structures, power purchase agreements and the scope for longer-tenure contracts that provide revenue certainty. There was also discussion on integrating future Bhutanese hydropower into emerging regional electricity markets, which could eventually allow surplus power to be traded beyond bilateral arrangements, subject to regulatory clearances.