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The robot has begun operating at Kalangan, the art museum inside the Domestic Security Hold Area, marking the first phase of a wider plan to introduce robotic assistance across the airport. CIAL Managing Director S. Suhas inaugurated the service, which is intended to give passengers access to travel information while they move through the terminal.

Passengers can interact with the robot to check flight schedules, gate numbers and CIAL services. It can provide directions to boarding gates and other airport facilities, helping travellers locate destinations without having to rely solely on static signs or information counters.

CIAL has also given the robot a cultural role. At Kalangan, it can explain Kerala art forms including Kathakali and Ottanthullal and provide information about sculptures and artworks displayed in the museum. The robot can guide passengers towards relevant exhibits, linking travel assistance with the airport’s cultural displays.

The airport operator said passenger assistance robots will be deployed in check-in halls during the next phase of the programme. CIAL is also examining the use of delivery robots capable of carrying food and other products directly to passengers waiting inside the terminal, though no timetable has been announced for that service.

Pune-based Kinetics Robotics developed the passenger assistance robot for CIAL. Executive Director Santhosh Poovattil, Head of Commercial Manoj P. Joseph and Kinetics Robotics representative Jignesh Nair were among those present when the service was launched.

The project adds another automated passenger-facing service to CIAL’s broader digital upgrade. The airport last year outlined a Rs 200-crore digital transformation programme, CIAL 2.0, covering operational systems, artificial intelligence, automation and cybersecurity. That programme included upgraded flight information and announcement systems, common-use passenger processing infrastructure and other technology intended to improve airport operations and passenger convenience.

CIAL 2.0 also identified facial-recognition check-in, artificial intelligence-based baggage tracking, lost-item tracking, prepaid cab booking kiosks and DigiYatra integration among its digital services. The passenger assistance robot extends that technology drive into a visible, interactive role inside the terminal rather than keeping automation largely behind the scenes.

For passengers, the robot’s main practical value is immediate access to frequently requested information. Flight updates and gate directions can change during the course of a journey, and an interactive unit positioned within the secure area can supplement display boards and staffed help points. Its deployment at Kalangan also allows CIAL to test passenger interaction with the technology in a controlled setting before placing more robots in busier check-in areas.

The cultural information function gives the device a second purpose beyond navigation. Travellers passing through the museum can request explanations of traditional performances and displayed works rather than using the robot only for airport queries. CIAL has presented that combination as part of its effort to improve passenger convenience while drawing attention to Kerala’s cultural heritage.

The first deployment remains limited to the domestic security hold area, and CIAL has not disclosed how many passenger assistance robots will be added in the next stage. The airport operator has also not announced technical details such as supported languages, operating hours, mobility range or whether future units will have additional functions.

Kalangan serves as the initial location because it combines passenger circulation with exhibits that require both directional and informational support. The robot can therefore handle airport questions while directing visitors towards artworks and explaining selected cultural forms.

CIAL’s move comes as airports increasingly use self-service and automated systems for routine passenger interactions, particularly for check-in, baggage processing, navigation and information delivery. At Kochi, the next expansion will move the assistance robots from the museum setting into check-in halls, where passenger volumes and the range of queries are likely to be greater.

The product, unveiled at Global Fintech Fest 2026, combines machine-learning risk assessment, dynamic authentication and protection against eligible fraud chargebacks. PayU said the system evaluates cross-border card payments using transaction and behavioural signals, then determines how much authentication each payment requires.

Low-risk transactions can pass with less friction, while payments assessed as higher risk are routed through stronger authentication checks. The approach is intended to address a persistent problem in online commerce: controls that are too strict can reject legitimate customers, while weaker screening can expose merchants to fraud and chargeback losses.

PayU said merchants using the technology have recorded an improvement of about 4% to 5% in international card payment success rates while reducing fraud exposure. The figures are company data and were not independently audited in the announcement.

One online travel merchant using Fraud Liability Protect achieved a 14% rise in payment success rates and an 83% reduction in its fraud-to-sales ratio, according to PayU. The company did not identify that merchant or disclose the transaction volume, testing period or baseline behind those percentages.

Manas Mishra, chief product officer at PayU and Wibmo, said fraud controls should not undermine payment acceptance as merchants expand across markets. He said the product was designed to distinguish genuine and risky international transactions and to protect businesses against both human-initiated and AI-enabled fraud.

The liability element is significant because chargebacks can transfer the financial cost of disputed card transactions back to merchants. PayU’s own documentation describes a chargeback as a transaction reversal following a successful customer dispute. Under its fraud-liability programme, cases classified as covered fraud can be closed with PayU bearing the chargeback amount, subject to applicable terms and eligibility.

Fraud Liability Protect is integrated with PayU Checkout and is being positioned mainly for small and medium-sized businesses in travel, online travel agencies, airlines, e-commerce, quick commerce and food technology. These sectors can face direct revenue pressure when overseas cards are declined or fraudulent transactions later result in disputes.

Zomato is among the businesses using the service, PayU said. The food delivery platform is applying the system to international card transactions so lower-risk payments can proceed with fewer obstacles while higher-risk transactions remain subject to additional controls.

The product also seeks to reduce so-called false positives, where legitimate purchases are blocked because conventional controls treat them as suspicious. That can be especially costly for merchants serving customers abroad, where differences in card issuance, geography and spending behaviour may raise risk scores even when a transaction is genuine during automated screening.

The launch comes as payment providers increasingly use machine learning to balance fraud prevention with checkout conversion. Card-not-present payments create particular challenges because merchants cannot physically verify the card or cardholder, making transaction data, device information, behaviour patterns and authentication signals more important to risk decisions.

PayU already uses automated risk controls across its payment infrastructure. Its published security material says machine-learning models and real-time monitoring are used to identify potentially fraudulent transactions and abnormal patterns. The new service extends that approach by linking risk scoring directly with variable authentication and an explicit chargeback-protection layer for qualifying international card transactions.

PayU’s international payment gateway supports cards issued overseas and allows merchants to offer multiple currencies, while settlement to participating merchants is made in rupees under its terms. The company also offers 3-D Secure-based controls for international card processing, which are designed to add cardholder authentication when required.

The distinction between authentication and liability remains important. A transaction that passes authentication is not automatically immune from every dispute, and chargeback outcomes depend on card-network rules, reason codes and the conditions attached to the merchant’s payment arrangement. PayU’s documentation requires merchants to respond to chargeback notices within specified deadlines where a dispute requires documentation.

Addressing the BRICS Business Forum in New Delhi, Goyal said greater connectivity between national payment networks, including systems modelled on India’s Unified Payments Interface, could lower friction in cross-border commerce while supporting wider use of members’ own currencies.

His proposals were aligned with the economic agenda carried into the BRICS summit, where leaders backed further work on facilitating trade and investment settlements in local currencies and improving interoperability between payment systems. The approach stops short of creating a common BRICS currency and instead focuses on practical links between existing financial infrastructures.

BRICS leaders encouraged the New Development Bank to expand local-currency financing and diversify its funding base, complementing efforts to make cross-border payments faster, cheaper and safer. Officials have stressed that the objective is not a single currency, but greater use of national currencies where commercially practical and mutually agreed.

Goyal said UPI now handles more than 250 billion transactions annually and is accepted in 11 countries. He urged BRICS economies to explore linking their payment networks, promote trade in each other’s currencies and expand digital commerce alongside cooperation in emerging technologies.

The minister coupled the payments proposal with a call for easier market access. He said BRICS economies should open their markets to one another’s products, including raw materials and critical minerals, while simplifying regulatory procedures and accelerating the clearance of consignments.

Goyal argued that resilient supply chains required two-way trade rather than dependence on one-sided flows. He said non-tariff measures impose higher export costs than tariffs in 88 per cent of countries, making regulatory obstacles and customs delays a central concern for companies seeking to trade across BRICS markets.

The push comes as intra-BRICS commerce has expanded sharply. Commerce Secretary Rajesh Agrawal said trade among BRICS countries rose from $84 billion in 2003 to nearly $1.2 trillion in 2024, underscoring both the scale of the bloc’s market and the potential gains from reducing transaction and financing costs.

Agrawal also highlighted the global trade-finance gap, estimated at about $2.5 trillion, and said BRICS should improve access to affordable working capital for exporters. The Jaipur Consensus, agreed by BRICS trade ministers in August, provides a basis for examining a common mechanism to help smaller businesses obtain finance against confirmed orders and reliable payment records.

Trade ministers have also advanced a 2026-2030 action plan on global value chains, including BRICS Connect, business-to-business partnerships, digital trade documentation and possible platforms for strategic supply chains and investment promotion. These measures form part of a broader effort to make trade flows more diversified and less vulnerable to disruption.

Goyal identified agriculture, pharmaceuticals, engineering, electronics, automobiles, auto components and services as sectors with scope for deeper cooperation. He called for closer links between startup ecosystems and urged agri-tech companies to work jointly on solutions for farmers and food security.

Services trade was another priority. Goyal said BRICS members should make it easier for professionals to move across borders and work towards greater recognition of professional qualifications, arguing that services markets needed to become more genuinely accessible.

External Affairs Minister S. Jaishankar, speaking at the same forum, said supply-chain connectivity, trade facilitation and innovation had become central to BRICS cooperation. He also pointed to digital public infrastructure, artificial intelligence, financial technology and advanced manufacturing as areas offering opportunities alongside questions of standards, security and trust.

Russia’s Economic Development Minister Maxim Reshetnikov separately supported stronger alternative payment arrangements, saying the share of Russia’s export settlements conducted in dollars and euros had fallen sharply over the past three years. He also promoted work on a proposed BRICS grain exchange and closer cooperation among special economic zones.

The decision was conveyed in a letter dated September 11 after the central bank considered Tata Sons’ March 28, 2024 application and subsequent correspondence, people familiar with the matter said. The RBI advised the company to take the steps needed to comply fully with requirements applying to upper-layer NBFCs.

Tata Sons had sought to give up its Certificate of Registration after reducing debt and arguing that it could operate as an unregistered core investment company. Approval would have removed the principal regulatory basis for a compulsory market listing and allowed the company to remain privately held.

The rejection closes that route. RBI rules require an NBFC classified in the upper layer to list within three years of identification and subject it to tighter standards covering capital, governance, disclosures and risk management. Tata Sons was first placed in the upper layer in September 2022, making its original listing deadline September 2025.

The company remained unlisted while its deregistration request was under examination. When the RBI published its upper-layer list for 2024-25 in January 2025, it retained Tata Sons as a core investment company but said the inclusion was without prejudice to the outcome of the pending application.

The central bank subsequently revised its scale-based framework. Under the current approach, very large NBFCs face enhanced supervision, with an asset threshold of ₹1 trillion among the key criteria. Tata Sons’ standalone assets were about ₹1.75 trillion at the end of March 2025, placing it comfortably above that level. More recent accounts cited in corporate filings and regulatory discussions put the asset base above ₹2 trillion.

The company had repaid more than ₹200 billion of borrowings before seeking deregistration, a step intended to eliminate reliance on public funds, but the regulatory framework also considers circumstances in which access to funding may arise through group entities.

RBI Governor Sanjay Malhotra said in August that entities meeting the applicable criteria continued to fall within their respective regulatory layers. At that stage, Tata Sons’ application to surrender its core investment company registration had not been decided.

The latest communication therefore resolves the central regulatory question that had kept the company’s listing status uncertain. It does not, by itself, set out the structure, timing or size of any share sale, and Tata Sons has not publicly announced an IPO plan following the RBI decision.

A listing would have significant consequences for the ownership of Tata Sons, which sits at the centre of a group spanning technology, automobiles, steel, consumer businesses, airlines and financial services. Tata Trusts collectively hold roughly two-thirds of the company, giving the philanthropic trusts decisive influence over the holding company.

The Shapoorji Pallonji Group is the largest minority shareholder, with an interest of about 18 per cent. A market listing has long been important to the shareholder because it could create a transparent route for monetising part of that holding, while sections of Tata’s controlling shareholder base have favoured keeping Tata Sons private.

The regulatory decision arrives as Tata Sons is also dealing with leadership uncertainty. Chairman N Chandrasekaran has said he will not seek another term when his current tenure ends in February 2027, adding another major governance issue for the board and shareholders to address.

Tata Sons controls or holds substantial stakes in several listed companies, including Tata Consultancy Services, Tata Motors and Tata Steel, while also overseeing unlisted businesses. Its position as the group’s principal holding company means any listing would require extensive work on disclosures, capital structure, shareholder arrangements and regulatory compliance.

To mark its official launch in Palembang, Green SM has also introduced the “Green Your Move, Refresh Your City” campaign, in support of initiatives led by the Ministry of Environment/Environmental Control Agency (KLH/BPLH) under the theme “Ecosystem & Air Protection” (Perlindungan Ekosistem & Udara).

The campaign encourages citizens to embrace more environmentally friendly modes of transportation, highlighting how every green journey in daily life can contribute to better air quality and a healthier urban environment.

Powered by a 100% electric vehicle fleet, Green SM is committed to delivering a 5-star mobility experience through its professional drivers, transparent pricing, and consistent service quality. By combining technology, service excellence, and sustainable mobility solutions, Green SM aims to set new standards for modern urban transportation.

Green SM’s presence in Palembang continues its journey of advancing green mobility in Indonesia, following its expansion into Jakarta, Makassar, Surabaya, Bali, and Bandar Lampung. This milestone also reaffirms the company’s long-term commitment to delivering reliable and sustainable mobility solutions to an increasing number of Indonesians.

As one of Sumatra’s largest hubs for trade and services, with a population of more than 1.8 million people, Palembang continues to see dynamic economic growth and rising demand for mobility. The city’s commitment to sustainable development and smart city initiatives also provides a strong foundation for advancing green, modern, and environmentally friendly transportation solutions that contribute to improving residents’ quality of life.

Mr. Pham Nhat Minh Hoang, Global CEO of Green SM, said: “I am delighted that Green SM has another opportunity to bring the positive values of green mobility to even more people across Indonesia. We believe that through our consistent service quality, professional drivers, and the outstanding benefits that green mobility offers, Green SM will become a trusted companion for the people of Palembang in their daily journeys, while contributing to ecosystem protection and cleaner air in Indonesia.”

To mark its launch in Palembang, Green SM is rolling out a series of special promotions. Riders can enjoy a 100% discount of up to Rp50,000 from September 12 to 16, 2026, followed by a 50% discount of up to Rp50,000 from September 17 to 25, and a 35% discount of up to Rp50,000 from September 26 to October 2, 2026. Green SM will continue introducing programs and offers designed to make travel more comfortable and affordable, while encouraging more residents of Palembang to make the switch to greener mobility.

Alongside providing all-electric transportation services, Green SM is committed to building a sustainable green mobility ecosystem through job creation, local talent development, and collaboration with stakeholders. As the company continues expanding across Indonesia, Green SM aims to improve access to modern mobility solutions while creating positive value for communities, the environment, and local economies.

Over the course of its global expansion, Green SM has completed approximately 850 million trips covering nearly 6 billion kilometers, helping reduce more than 800,000 tons of CO₂ emissions, equivalent to the carbon absorption capacity of approximately 36 million trees.

Hashtag: #GreenSM

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

By R Suryamurthy The latest BRICS financial agenda is ambitious enough to suggest that the grouping is no longer content merely to complain about the inequities of the global economic order; it wants to build pieces of an alternative. But ambition, particularly in a grouping as diverse as BRICS, is cheap. The harder question is […]

The article Brics has a financial roadmap: The hard part is making it work appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The Board of Investment approved the measures at a meeting chaired by Deputy Prime Minister and Finance Minister Ekniti Nitithanprapas, expanding the Thailand FastPass mechanism and launching a BOI-to-IPO programme with the Securities and Exchange Commission and the Stock Exchange of Thailand.

The 17 projects, submitted by 15 companies, are expected to create more than 14,000 jobs. Electronics and electrical manufacturers account for 10 projects worth 83.92 billion baht, close to 70 per cent of the latest batch, according to the BOI.

Two processed-food projects represent investment of 24.34 billion baht, two pet nutrition projects total 8.80 billion baht, and three precision machinery and automotive component projects amount to 4.36 billion baht.

The additions take the FastPass portfolio to 42 strategic projects across three rounds, with planned investment exceeding 344 billion baht and projected employment of more than 27,000 people. The scheme uses service-level agreements across state agencies to shorten licensing timelines, address approval bottlenecks and move projects more quickly from investment applications to construction and operation.

The first two FastPass rounds covered 25 projects from 23 companies worth more than 223 billion baht and were expected to generate over 13,000 jobs. All 25 have received investment-promotion approval, 19 have been issued investment certificates and 11 have completed all required permits within the prescribed service-level deadlines. Actual investment by projects in the programme has exceeded 21 billion baht.

Alongside the approval drive, the BOI said it was shifting the way it evaluates investment promotion, placing greater weight on realised investment, domestic value added, links with small and medium-sized suppliers, high-skilled employment, research and development, technology transfer and capital-market participation.

The policy overhaul also narrows support for activities that contribute limited local value, with the BOI saying incentives will increasingly favour advanced manufacturing, technology transfer and deeper integration of domestic vendors. New operational indicators will measure how many approved projects become investments and how quickly agencies process approvals.

Narit said the policy seeks to lift investment to 30 per cent of gross domestic product, support annual economic growth above 3 per cent and improve Thailand’s competitiveness ranking. Those objectives are government targets rather than assured outcomes and will depend on investment execution, productivity gains and economic conditions.

BOI secretary-general Narit Therdsteerasukdi said the agency was moving towards measuring the quality and domestic value generated by investment rather than focusing mainly on application volumes. He said the government wanted targeted measures in strategic sectors to support higher investment and productivity.

The BOI-to-IPO programme is designed to help promoted companies, particularly businesses in sectors classified as part of the New Economy, raise capital through Thailand’s exchanges and expand their operations. The SEC has shortened its IPO approval process, while the stock exchange is easing certain market-capitalisation and operating-track-record requirements for qualifying New Economy companies.

A special listing pathway is also being provided for companies promoted by the BOI or the Eastern Economic Corridor, linking investment incentives with access to equity financing.

Promoted companies that list on the Stock Exchange of Thailand, the Market for Alternative Investment or the LiVEx board can qualify for additional tax relief. SET-certified New Economy companies may receive up to three additional years of corporate income-tax exemption, or a 50 per cent reduction for five years.

Other promoted companies that list can receive up to two additional tax-free years, or a 50 per cent reduction in corporate income tax for three years, subject to the programme’s conditions.

Narit said the policy was intended to allow companies that had established successful operations in Thailand to finance new plants and production lines, invest in research and technology, and expand overseas while retaining Thailand as a business base.

The strengthening of the senior leadership teams at VinFast and GSM comes as Vingroup and companies across its ecosystem accelerate the training and development of in-house talent and transition leadership responsibilities to a younger generation of leaders, in line with the needs and growth trajectory of the system. In particular, both VinFast and GSM are entering a period of strong and decisive growth on a global scale.

Prior to assuming the position of Chief Executive Officer of VinFast Global from Mr. Pham Nhat Vuong, Mr. Pham Nhat Quan Anh was appointed Chairman of VinFast Global in May 2026. With his official assumption of the positions of Chairman and Chief Executive Officer of VinFast Global, as well as Chairman and Chief Executive Officer of VinFast Vietnam, Mr. Pham Nhat Quan Anh will hold ultimate and comprehensive responsibility for all of VinFast’s operations as the company enters a new phase of growth.

Following his official appointment, Mr. Pham Nhat Quan Anh commented: “I am deeply honored by the Board of Directors’ trust and confidence in entrusting me with the additional responsibility. Built on a strong foundation established over the years and supported by the growing confidence of customers across our markets, VinFast is well positioned to seize the significant opportunities ahead and further strengthen its role in advancing the global transition to sustainable mobility. I am committed to working closely with our talented team to uphold VinFast’s core values and continue delivering world-class products and the highest standards of service to customers around the world.”

Born in 1993, Mr. Pham Nhat Quan Anh holds a Bachelor’s degree from Singapore Management University and has held several key leadership positions at VinFast and other companies within the Vingroup ecosystem before being appointed Chairman of the Board of Directors of VinFast Auto Ltd. in May 2026. With extensive cross-sector management experience and a strategic operational mindset, he has made significant contributions to VinFast’s development, from building its foundation in the domestic market to expanding its presence internationally.

In addition to his senior leadership responsibilities at VinFast, Mr. Pham Nhat Quan Anh will continue to serve as Chief Executive Officer of VinMetal Trading and Production JSC, a high-quality steel manufacturer within the Vingroup ecosystem.

At GSM, Mr. Nguyen Quoc Tuan, currently Chief Executive Officer of GSM Global, has been appointed Chairman of GSM Global, succeeding Ms. Pham Thu Huong. Mr. Pham Nhat Minh Hoang will succeed Mr. Tuan as Chief Executive Officer of GSM Global and concurrently assume the position of Chief Executive Officer of GSM Vietnam.

Born in 2000, Mr. Pham Nhat Minh Hoang has held senior leadership positions at VinFast, Green Future, VinSmart Future, GSM and other companies. In addition to his management responsibilities, he has directly invested in and serves as a major shareholder of several industrial, technology, energy and infrastructure companies within the Vingroup ecosystem, including VinSpeed, VinEnergo, VinMetal, VinVentures and robotics companies.

VinFast currently has a presence in 16 countries worldwide, including key markets such as Vietnam, India, Indonesia, the Philippines, Europe, the Middle East and North America. VinFast electric cars and electric motorcycles are currently manufactured at four facilities across three countries: Vietnam, Indonesia and India.

Alongside VinFast, GSM operates its green mobility brand, Green SM. The company currently operates in seven countries, including Vietnam, Laos, Indonesia, the Philippines, India, Kazakhstan and Denmark, and plans to expand into at least three additional markets within this year. GSM is also targeting a transition into a globally scaled public company with its shares listed on an international stock exchange.

The appointment of senior leadership is of particular importance, not only in addressing the more demanding requirements of the companies’ next phase of development, but also reflecting positive expectations for the future of VinFast and GSM as they continue their expansion into international markets.

Hashtag: #VinFast #GSM

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

The Vietnamese electric-vehicle maker said the proposed outlets would span Luzon, Visayas and Mindanao, extending its reach beyond major centres such as Metro Manila and Cebu into markets including Cagayan de Oro, Tacloban and Subic Bay. The sites are expected to combine vehicle display, customer consultations, sales and after-sales services under VinFast’s global showroom standards.

The agreements, announced on September 11, bring together Elite North Auto Cars Inc., MG Gateway Mantrade Corp., Grand Canyon Multi Holdings Inc., Britannica United Motors Incorporated, VF Auto Sto Tomas Inc., GR8 Marketing Motors Inc., ARCMA Motors Corporation, Autonomics Motor Corp., Gershom Car Trading Corp., Areza Motor Sales Inc., Central Auto Resources Inc., Autolink Global Motors Inc. and Greenport Mobility Inc.

VinFast said the partners’ distribution experience and regional networks would help accelerate expansion and improve access to its electric cars and support services. The company did not disclose investment values, opening dates for individual locations or how many of the 27 sites would provide full workshop facilities.

Antonio Zara, chief executive of VinFast Southeast Asia, said the Philippines remained a key market in the company’s longer-term regional and global plans. He said VinFast was seeking to develop not only its retail footprint but also products, services, infrastructure and the wider electric-vehicle ecosystem, working with local partners to make battery-powered mobility more accessible.

The latest dealer push builds on a network expansion already under way. VinFast said in April 2025 that it had reached agreements with six Philippine dealers to establish more than 60 new showrooms, including planned locations in Metro Manila, Quezon City and other urban centres. Its third-quarter 2025 financial disclosure later said the company had nine showrooms operating nationwide, underscoring the gap between announced development plans and sites actually opened.

That distinction remains important for the new programme: the 27 outlets are covered by memoranda of understanding and are expected to be developed, rather than being newly opened locations. VinFast’s stated target is to develop a total network of 60 dealerships in the Philippines in 2026.

The company has also been adding after-sales and charging capacity as it seeks to reduce practical barriers to electric-vehicle ownership. VinFast previously signed an agreement with Motech aimed at bringing up to 63 service workshops into its authorised repair, warranty and maintenance network. It has also worked with other service partners and has promoted charging infrastructure through V-Green, the charging-network business associated with the wider Vingroup ecosystem.

VinFast entered the Philippine passenger-vehicle market with a battery-electric range that has included the VF 3, VF 5, VF 6, VF 7 and VF 9. At the Philippine International Motor Show in June 2026, the company displayed its broader mobility offering and highlighted programmes combining vehicle access, charging and transport services.

Its expansion comes as carmakers compete for position in a Philippine electric-vehicle market supported by government measures intended to encourage cleaner transport. The Electric Vehicle Industry Development Act established a national policy framework for EV adoption, charging infrastructure and industry development, while tariff measures have lowered import costs for qualifying electric vehicles and components.

Dealer coverage is a central challenge for newer entrants because buyers expect servicing, spare parts and warranty support alongside vehicle sales. VinFast has increasingly used local dealer partnerships across Southeast Asia and other markets rather than relying solely on company-owned retail outlets, allowing it to add sales points faster while drawing on established operators’ local knowledge.

The 13 new partners are expected to help VinFast reach customers across several island groups, where distribution and after-sales logistics can be more complicated than in a single contiguous market. VinFast has separately worked with logistics providers in the Philippines to support vehicle inspection, distribution and servicing as its product range expands.