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A Vision Built on Innovation

The event opened with a keynote by Eric Wang, Chief Marketing Officer (CMO) of CUKTECH, who shared the brand’s global vision and product roadmap for Southeast Asia, with Vietnam identified as one of its key strategic markets.

Eric Wang highlighted CUKTECH’s continuous investment in research and development (R&D) to solve the everyday challenges faced by modern consumers, including slow charging speeds, limited product innovation, and the increasing need for reliable, high-performance charging solutions that support multiple devices simultaneously. By combining advanced charging technologies with user-focused design, CUKTECH aims to deliver a faster, safer, and more intelligent charging experience.

Real-World Experience from Technology Reviewer Hung Khuc

One of the event’s highlights was a sharing session by Hung Khuc, one of Vietnam’s leading technology reviewers, who discussed his hands-on experience using CUKTECH products in his daily work.

“As a content creator who frequently shoots outdoors, I need charging devices that are both powerful and reliable. What impressed me most about CUKTECH’s power banks and chargers is their real-world performance. They can simultaneously fast charge my MacBook Pro, smartphone, and camera at full speed without power drops or interruptions.”

To promote transparency and foster closer engagement with the local technology community, the event concluded with an extensive media Q&A session. Eric Wang, together with CUKTECH’s product research and quality management teams, addressed questions on product localization, international safety standards, the brand’s one-for-one warranty policy, and future product development plans.

More than a product launch, Charge & Connect represents CUKTECH’s official step toward establishing a lasting presence in Vietnam. By combining cutting-edge charging technology, award-winning design, and a strong focus on user experience, CUKTECH is committed to delivering premium charging solutions that meet the evolving needs of modern consumers.

As the brand continues to expand its product ecosystem, CUKTECH aims to become a trusted technology partner for Vietnamese users while helping shape the future of premium charging accessories in the market.

Hashtag: #CUKTECH

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The commitments, unveiled at a government-backed industrial development event in Asan, place Chungcheong at the centre of a broader strategy to spread high-technology manufacturing beyond the Seoul metropolitan area and existing semiconductor clusters. President Lee Jae Myung praised the companies’ “bold decision” and called for faster execution of major industrial projects, warning that global competition in semiconductors and artificial intelligence will reward countries that move with speed on permits, power, water and land.

Samsung plans to invest 140 trillion won, or about $90 billion, across the central region. The programme covers display panels, high-bandwidth memory-related capacity, semiconductor packaging substrates, batteries and other core materials. The group’s plan is expected to reinforce manufacturing links between Samsung Electronics, Samsung Display, Samsung SDI and Samsung Electro-Mechanics, whose operations span chips, OLED screens, batteries and electronic components.

SK hynix said it would invest 100 trillion won, or about $64 billion to $72 billion depending on exchange-rate calculations, in Cheongju, North Chungcheong Province. The plan includes the M17 NAND flash memory fabrication plant and P&T7, an advanced packaging and test facility. M17 is scheduled to break ground in 2026 and begin operations in the first half of 2029, while P&T7 is targeted for completion by the end of 2027.

The Cheongju expansion is intended to strengthen SK hynix’s NAND business and add back-end capacity at a time when artificial intelligence systems are raising demand for both high-performance memory and storage. While high-bandwidth memory has received the strongest investor attention because of its role in AI accelerators, large-scale data centres also require more NAND-based storage as models, user data and enterprise workloads expand.

The Chungcheong plan follows a wider national push in which Samsung Electronics and SK hynix are expected to invest hundreds of billions of dollars in new chipmaking hubs over the next decade. The government has framed the initiative as a “triple axis” strategy built around semiconductors, physical AI and data centres, with the aim of building industrial strength outside the traditional capital-area manufacturing corridor.

For Samsung, the Chungcheong investment gives the group a regional base for several linked supply chains. OLED production in Asan and surrounding areas can support premium smartphones, tablets, monitors and automotive displays. Battery investment strengthens Samsung SDI’s role in electric mobility and energy storage, while semiconductor materials and packaging substrates address one of the key bottlenecks in AI hardware production.

For SK hynix, Cheongju already has semiconductor infrastructure, making it a faster route for expansion than a greenfield project. The company has been one of the largest beneficiaries of the AI memory boom, helped by demand for high-bandwidth memory used with Nvidia graphics processors. Its latest investment signals that the company is also preparing for broader memory demand, including NAND and advanced packaging.

The scale of the commitments underlines the strategic importance of memory chips to South Korea’s economy. Samsung Electronics and SK hynix are the world’s two largest memory chipmakers, with dominant positions in DRAM and a major presence in NAND. Their investment decisions affect global supply, pricing expectations and the pace at which cloud companies can build AI infrastructure.

The programme also carries risks. Semiconductor investment cycles have often produced periods of oversupply after large capacity expansions. Investors have shown caution over whether the current AI-driven boom can absorb the output planned by the industry, especially if data-centre spending slows or if memory pricing weakens before new factories reach full capacity.

Infrastructure remains another challenge. Advanced chip plants require stable electricity, ultra-pure water, skilled engineers and rapid permitting. Lee’s comments on execution reflect concern that delays could undermine the industrial strategy. Local governments are expected to face pressure to accelerate utility connections, transport links and land-use approvals while managing environmental and community concerns.

Regional development is a central political theme of the initiative. By placing more advanced manufacturing in Chungcheong and other areas outside Seoul’s orbit, the administration is seeking to reduce economic concentration and create high-value jobs in provincial cities. That ambition will depend on whether new factories attract suppliers, research teams and service industries rather than functioning as isolated production sites.

The training, announced on July 6, brings together the King Abdulaziz and His Companions Foundation for Giftedness and Creativity, known as Mawhiba, and Huawei as Saudi Arabia expands its pipeline of students capable of working across artificial intelligence, cloud computing, big data and telecommunications. The initiative forms part of a wider partnership that aims to train 500 beneficiaries in advanced technology fields.

Participants are being exposed to a mix of theoretical instruction and practical exercises, with the programme structured around real-world AI applications, global technology practices and workplace-based learning. The Shenzhen placement gives students direct access to one of Huawei’s main innovation centres, where they are expected to study how artificial intelligence tools are developed, deployed and integrated into digital infrastructure.

The programme covers core areas including AI fundamentals, machine learning, deep learning, foundation models and AI development tools. Its practical component is intended to help students move beyond classroom-level understanding into applied problem-solving, particularly in fields where AI systems are increasingly tied to business operations, public services and industrial automation.

Mawhiba’s role reflects its long-standing mandate to identify and support gifted students, while Huawei’s participation gives the programme an international industry dimension. The partnership is aimed at matching academic talent with technologies that are shaping labour-market demand, especially as Saudi Arabia increases investment in data centres, digital government, smart cities and automation.

The Shenzhen cohort follows the launch of the first joint Mawhiba-Huawei training track for Saudi university students in China. The programme is being presented as both a skills initiative and an international exposure opportunity, giving participants familiarity with advanced technology ecosystems outside the Kingdom.

Saudi Arabia has placed AI capacity-building at the centre of its digital transformation agenda. The Saudi Data and Artificial Intelligence Authority has been expanding training schemes for students, professionals and government leaders as part of efforts to create a national workforce capable of supporting data-driven economic diversification.

A separate programme at the authority’s headquarters in Riyadh began with 215 male and female students from 28 universities, giving participants training in data, artificial intelligence and advanced technologies. That initiative was designed to connect academic knowledge with practical experience in computer science, data science and AI, while aligning university outcomes with labour-market needs.

The scale of national AI training has grown sharply. More than 779,000 citizens have been trained through data and AI initiatives, including 9,775 specialists and 260 scientists and experts. More than 80 government leaders have also received training focused on the design and implementation of data and AI strategies.

The Mawhiba-Huawei programme adds a private-sector and cross-border layer to that domestic training push. For students, the China placement offers exposure to applied AI in a corporate setting. For policymakers, it supports an effort to create a wider base of young specialists who can work with global platforms while contributing to local technology goals.

Saudi Arabia’s AI strategy has increasingly focused on building human capital alongside infrastructure. The country has moved to strengthen data governance, support Arabic AI models, expand cloud capacity and encourage the adoption of emerging technologies across education, healthcare, finance, energy and government services.

The emphasis on training also reflects a growing recognition that AI adoption depends on more than hardware and software. Surveys and academic studies on generative AI use in Saudi Arabia show strong public engagement with AI tools, but also uneven technical understanding and concerns over privacy, misinformation, trust and responsible use. Structured training is therefore being treated as a way to improve both competence and confidence.

For universities, the programme underlines the pressure to update curricula as AI changes entry-level skill expectations. Employers in technology, finance, logistics and energy are increasingly looking for graduates who understand data handling, model behaviour, automation workflows and ethical safeguards. Programmes that combine classroom instruction with industry exposure are seen as a route to narrowing that gap.

The facility, announced on 7 July, is one of DXC’s largest global delivery hubs and brings together customer collaboration areas, an AI Hub, cybersecurity facilities, forensics labs, a Security Operations Centre and a Network Operations Centre. The centre is designed to help clients identify high-value AI use cases, test prototypes, integrate them with legacy platforms and operate them at scale.

The move comes as large companies are under pressure to modernise complex technology estates without disrupting core systems that run banking, insurance, manufacturing, public sector services, travel and healthcare operations. For global IT services firms, the most valuable opportunity now lies not only in building new AI tools, but in attaching them safely to ageing systems of record, cloud platforms, data pipelines and cybersecurity controls.

DXC said the Bengaluru site includes immersive Customer Experience Zones, Fluid Collaboration Hubs, Ideation Studios, Co-Creation Labs and Partner Experience Zones. The structure signals a shift in IT outsourcing from back-office delivery to co-engineering, where clients, consultants and technology partners work together on proof-of-value projects before wider deployment.

Ramnath Venkataraman, president of consulting and engineering services at DXC Technology, said the centre would bring engineering talent closer to customers and partners. He said the objective was to “co-create, engineer, and scale AI-powered solutions” that address complex business challenges and move clients faster from ideas to outcomes.

Rob Le Busque, DXC’s president for Asia Pacific and Japan, described the centre as a base for AI innovation, engineering and customer collaboration. He said DXC was aiming to help customers build connected enterprises where people work alongside AI agents to engineer and run systems of record.

The investment reflects Bengaluru’s continuing pull as a global technology hub. The city hosts a dense base of engineering talent, multinational technology development centres, enterprise software teams and start-up ecosystems. DXC already employs about 38,000 people in the country, making the new facility a strategic addition rather than a symbolic office expansion.

For DXC, the centre also arrives at a critical phase in its own turnaround. The company reported revenue of $12.64bn for fiscal 2026, down 1.8 per cent year on year, while adjusted EBIT stood at $970m. Fourth-quarter revenue was $3.13bn, down 1.2 per cent year on year, though bookings reached $3.3bn and the book-to-bill ratio stood at 1.07 times. Those figures underline both the pressure on legacy IT services revenue and the importance of higher-value modernisation work.

The enterprise AI market has moved beyond experimental chatbots and isolated productivity pilots. Large organisations are now seeking systems that can automate service operations, assist software engineering, improve fraud detection, support call-centre workflows, optimise supply chains and strengthen cyber response. The challenge is that many of these functions depend on decades-old enterprise platforms, heavily customised databases and compliance-heavy workflows.

That is where Bengaluru’s new DXC centre is positioned. Its AI Hub is intended to support hands-on development and testing, while the cyber and operations facilities allow clients to evaluate whether AI tools can be monitored, secured and maintained after deployment. This full-lifecycle approach is becoming central to enterprise modernisation, especially in sectors where downtime, data leakage or flawed automation can carry heavy financial and regulatory consequences.

The facility also strengthens DXC’s partner-led model. Its Partner Experience Zones are expected to support work with software, cloud, cybersecurity and platform companies. For IT services providers, alliances with hyperscalers and enterprise software vendors have become essential as clients seek hybrid solutions rather than single-vendor transformation programmes.

Wang’s 2-8 July visit to Denmark, Sweden, Finland and Norway came as Brussels and Beijing try to prevent a deepening dispute over industrial subsidies, electric vehicles, market access, export controls and critical minerals from turning into a broader trade confrontation. The trip placed trade, green technology, shipping, healthcare, tourism and scientific innovation at the centre of talks, while allowing Beijing to test whether northern Europe could support a less confrontational EU approach.

The diplomatic push followed high-level trade discussions in Brussels, where both sides agreed to establish a ministerial-level mechanism that would meet once or twice a year. Four negotiation tracks are expected to cover export controls, trade and investment balancing, market access, and supply-chain transparency, with October emerging as a key deadline for measurable progress.

The EU’s trade deficit with China stood at about €360 billion last year, driven by imports of electric vehicles, batteries, solar equipment, machinery and consumer goods. European officials have warned that subsidised Chinese production could put pressure on strategic industries, while Beijing argues that EU restrictions on technology exports and investment screening have politicised commerce.

Wang used the Nordic leg to frame China and Europe as partners rather than rivals. In Copenhagen, he urged Denmark to play a constructive role in stabilising EU-China relations and highlighted cooperation in green shipping, life sciences and tourism. Denmark holds political weight in Brussels through its support for open trade, but it has also backed a firmer European line on economic security and resilience.

The tour carried symbolic value. It was the first visit by a Chinese foreign minister to Denmark in 15 years and to Sweden in 22 years. Sweden is China’s largest trading partner in the Nordic region, but relations have faced strain over human rights, security policy and Europe’s concerns over dependence on Chinese technology. Wang met Prime Minister Ulf Kristersson and Foreign Minister Maria Malmer Stenergard in Stockholm, where the talks covered bilateral ties and the wider EU agenda.

Finland added a sharper security dimension to the visit. President Alexander Stubb and Foreign Minister Elina Valtonen have supported a more cautious European posture towards Beijing, particularly since Russia’s war in Ukraine reshaped the security debate across northern Europe. Finland’s accession to NATO has also altered the regional balance, placing Helsinki firmly inside the transatlantic security framework. Trade dialogue with Beijing therefore sits alongside hard questions over Russia, technology transfer and strategic infrastructure.

Norway, the final stop, offered Beijing a more pragmatic opening. Oslo is outside the EU but closely tied to the single market through the European Economic Area. Its energy, maritime and seafood industries give it economic links with China, while Norway’s diplomatic tradition allows space for dialogue even during periods of political tension. Wang’s meeting with Foreign Minister Espen Barth Eide was expected to focus on trade, green transition and international security.

Beijing’s message is that the EU should expand trade rather than restrict it. China has signalled willingness to increase imports from Europe and improve communication over trade frictions. It has also pressed Brussels to ease restrictions on high-tech exports and avoid measures that it views as protectionist. European negotiators, however, want more than general assurances. They are seeking concrete steps to narrow the trade gap, improve access for European firms, and curb state-backed overcapacity in sectors where Chinese exports have surged.

The most sensitive issue remains electric vehicles. The EU imposed duties on battery-powered cars made in China after concluding that state support had distorted competition. Chinese manufacturers have responded by looking more seriously at European production sites, including plants in Hungary and other markets, to maintain access to consumers while reducing tariff exposure. The dispute has become a test case for whether Brussels can defend industry without triggering retaliation that would hit exporters, luxury brands, agriculture and aviation.

Rare earths and critical inputs have become another pressure point. China dominates several stages of processing for materials used in clean energy, defence and advanced manufacturing. European officials are trying to reduce exposure without severing commercial links. Beijing retains leverage through licensing and supply-chain controls, while the EU is developing tools to diversify sourcing, screen investment and support domestic production.

The latest figure, based on a mark-to-market valuation of listed and unlisted holdings, showed a S$49 billion rise for the financial year ended 31 March 2026. The increase reflected stronger performance from Singapore-based portfolio companies, gains from divestments and a broader recovery in public market valuations. The portfolio has doubled over the past decade, underlining the scale of Temasek’s role as one of Asia’s most influential investment groups.

Temasek invested S$51 billion during the year and divested S$31 billion, resulting in a net investment of S$20 billion. Its one-year shareholder return stood at 10.5 per cent in Singapore dollar terms, while its 10-year return was 7.1 per cent. The 20-year return was 6.8 per cent, a measure closely watched because Temasek is designed to generate long-term returns for Singapore rather than chase short-term market gains.

Artificial intelligence has become a central plank of the company’s next phase of growth. AI-related investments now account for about 6 per cent of its portfolio, with plans to raise that exposure to 10-15 per cent by 31 March 2031. Temasek has already taken positions linked to leading AI companies including OpenAI and Anthropic, while also targeting the wider infrastructure needed to support the technology.

The strategy is not limited to model developers. Temasek is looking across the AI value chain, including semiconductors, cloud service providers, data centres, energy systems, foundation models and software infrastructure. That wider approach reflects a belief that the economics of AI will not be captured only by consumer-facing platforms, but also by companies supplying chips, computing power, storage, power capacity and enterprise software.

Chief executive Dilhan Pillay has described AI adoption as a pivotal phase in the digitisation trend that Temasek has followed for more than a decade. The company’s approach is expected to combine direct investments, listed equities and private market exposure, with a preference for flexibility at a time when valuations across parts of the AI sector remain elevated.

The stronger annual performance also comes after Temasek moved to sharpen accountability within its investment structure. From April 2026, its portfolio has been organised into three broad segments: Singapore-based portfolio companies, global direct investments, and partnerships and funds. The change is intended to improve execution and give clearer visibility on how different parts of the portfolio contribute to returns.

Singapore-based companies remain an anchor of Temasek’s holdings. These include major stakes in groups tied to finance, telecommunications, transport, logistics, infrastructure and real estate. Their performance helped lift the portfolio during the year, even as Temasek continued to diversify beyond its home market.

The company has also increased attention on private credit, an asset class that has expanded as banks have retreated from some forms of lending and institutional investors have sought higher-yielding alternatives. Private credit currently accounts for about 2 per cent of Temasek’s portfolio, with a target of 5 per cent by 2031. The allocation is expected to provide recurring cash yield and a different risk profile from the predominantly equity-heavy portfolio.

Sustainable living remains another major investment theme. Temasek’s sustainable living portfolio rose to S$49 billion as of 31 March 2026, supported by commitments in renewable energy, power grids and transition technologies. Its portfolio emissions remained at about 21 million tonnes of carbon dioxide equivalent, around 30 per cent below 2020 levels, though the company has signalled that rising electricity demand, higher capital costs and exposure to emissions-intensive businesses may complicate its 2030 reduction target.

Temasek’s global exposure continues to reflect a balance between Asia and developed markets. Its earlier vulnerability to China-linked volatility had weighed on returns, prompting a more disciplined approach to capital allocation and risk management. The latest numbers suggest that portfolio adjustments, divestments and stronger listed-market performance have helped restore momentum.

He was recognized for his multiple successes that has influenced a broader mindset shift for sustainable growth beyond corporate boundaries.

“Brigadier General Romero exemplifies a leader whose multifaceted impact redefines leadership standards, setting a benchmark for future generations,” the ACES Awards 2026 said in its official statement on his winning as one of Outstanding Leaders in Asia.

Mikro-Tech Capital Inc. is an anchor organization in investments management which translates his multiplicity in skills and utmost regard for national transformation through excellence and mindset for the future.

ACES Awards cited Brigadier General Romero as the visionary chairman of Mikro-Tech Capital Inc., whose transformative leadership across multiple sectors manifests his unwavering commitment to nation-building.

Romero’s stewardship of Mikro-Tech Capital has pushed its subsidiaries in power and energy into advancing sustainability goals for the Philippines.

His pioneering approach in port infrastructure has significantly enhanced island connectivity in the Philippines, facilitating economic growth and regional integration, the award statement added.

The council praised Romero’s ability to turn his vision into results and noted that his leadership has fostered a culture of resilience and innovation within his organizations.

The ACES Council said: “Brigadier General Romero exemplifies a leader whose multifaceted impact redefines leadership standards, setting a benchmark for future generations.”

The ACES Awards is among top Asian platforms that meticulous screen and recognize individuals and organizations demonstrating excellence in leadership, sustainability, innovation, and responsible growth.

This year’s program carries the theme “Setting the Benchmark for Enduring Impact.” The ACES awards gala will be in October in Kuala Lumpur.

Brigadier General Romero said: “This honor serves as an affirmation and a challenge—to continue to create opportunities for others. It highlights the potential of Filipino leadership to move the needle for mindsets that change outcomes that yield benefits beyond one’s lifetime.”

A celebrated sportsman, sports patron and businessman, Romero was a legislator with recent focus on poverty alleviation. He devoted the past year on humanitarian service, leading the Philippine Reservist Movement as chairman of the Association of Reservist and Reservist Administrators of the Philippines.

Hashtag: #ACESAwards #Mikro-TechCapitalInc.

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Charging stations are becoming a key connection of smart energy systems

According to the ‘Technical White Paper’ by StarCharge, for years, EV charging infrastructure has mainly been seen as support for vehicle sales expansion: building more chargers, expanding coverage, and speeding up charging.

However, this role is starting to change.

As electrification scales up, charging networks are becoming a part of the energy system itself. They are no longer just places for vehicles to top up; they are evolving into smart energy nodes connecting vehicles, the grid, distributed energy, storage, and digital management.

This shift from charging infrastructure to charging network systems shows that the industry is moving from basic access to integrated value: from charging services to energy services, from standalone stations to PV-storage-charging systems, from equipment deployment to scenario-based infrastructure.

StarCharge believes that the future charging network ecosystem will go through four major turning points.

Four Key Points Reshaping the Ecosystem

1. Charging Networks Are Becoming Energy Infrastructure

Charging infrastructure is going beyond its original role as just a support for EVs. As EV adoption grows, charging networks are becoming strategic energy infrastructure: they connect mobility demand with the grid, distributed energy, storage, digital platforms, and future energy services.

2. Defining the Scenarios for the Network

The future charging network won’t be shaped by hardware alone. Policies determine whether infrastructure should be built, technology determines the speed of construction, but real-world scenarios determine what the charging network actually needs to look like.

Urban commuting, highway trips, ride-hailing, logistics fleets, county and rural coverage, holiday peak demand, heavy trucks, mining areas, ports, airports, and autonomous driving all create different charging needs. Therefore, a mature charging network can’t be ‘one-size-fits-all’; it has to be designed around different vehicle types, operating hours, power requirements, reliability needs, and grid conditions.

3. Digital platforms turn charging networks into operable assets

A large charging network only truly has value when it can be scaled, optimized, and managed. This is exactly the core role of cloud platforms. They turn millions of charging points, users, stations, transactions, and energy flows into a measurable, controllable, and continuously optimized operating system.

StarCharge’s platform capabilities cover site selection, pricing, marketing, station operations, smart maintenance, charging safety, station robots, AI-based smart charging, fleet management, energy optimization, and ESG reporting. In other words, digital platforms are the key to transforming charging infrastructure from a heavy-asset network into smart, operable, and scalable assets.

4. Charging stations are becoming grid-friendly energy resources

The next-generation charging infrastructure won’t be defined by any single technology. It will be built on a complete tech stack, combining high-power charging, liquid cooling, integrated PV-storage-charging, DC bus architecture, V2G, automated charging, and AI-driven operations. In other words, future charging stations shouldn’t just be passive electricity consumers that add stress to the grid. Through energy storage, renewable energy integration, V2G, smart scheduling, and AI-based energy optimization, charging stations can become grid-friendly energy resources.

This means that aside from charging vehicles, a charging station can absorb renewable energy, buffer peak loads, respond to demand-side signals, support peak shaving and valley filling, regulate frequency, and provide carbon-neutral ESG data for fleet operators. Its business model will also go beyond charging fees, creating new value through energy services, data services, carbon-related benefits, and grid interaction capabilities.

Microgrids Have Emerged at the Right Time

At the same time, with the continuous development of distributed energy and photovoltaic energy, microgrids have emerged at the right time. They are not just a product, but a local energy system built around real-world scenarios.

In the latest “White Paper” on scenario-based microgrid technology, StarCharge points out that microgrids are moving from customized engineering projects toward scalable, replicable energy systems.

A microgrid is a scenario-based local energy system

According to StarCharge, a microgrid is not a single device, nor is it just an energy storage product. It’s a local energy system designed around the needs of a specific scenario, coordinating local generation, loads, storage, control, and operational strategies within a defined electrical boundary.

Moreover, depending on the scenario—such as data centers, individual charging stations, zero-carbon industrial parks, or green mines—the energy challenges are completely different. The right microgrid is defined by the scenario it serves.

The white paper also highlights four high-value paths: electricity-computing synergy, independent power supply, zero-carbon parks, and green mines. In areas with weak grids or limited grid access, microgrids ensure the operation of critical loads. In emerging load scenarios like data centers and industrial parks, microgrids support renewable energy integration, energy resilience, and cost optimization. In high-tech-demand scenarios like mines, microgrids become the foundation for ensuring production continuity, energy transition, and ESG competitiveness.

The three-stage evolution of microgrids

As power sources and loads become increasingly DC, microgrid architectures are evolving from AC-dominated systems to AC-DC hybrid systems, and eventually toward microgrids with a higher proportion of DC.

Microgrid 1.0 — dominated by AC architecture. It integrates renewable energy into the existing AC grid framework, but its control heavily relies on grid-following management and support from the external grid.

Microgrid 2.0 — the AC-DC hybrid stage. AC and DC buses coexist, allowing PV, storage, and DC loads to connect more directly. Bidirectional power hubs, solid-state transformers (SST), and energy routers become important bridges between AC and DC systems. This stage balances strong AC compatibility with higher DC efficiency and is expected to remain mainstream in the next 10-15 years.

Microgrid 3.0—it’s the era of DC microgrids. As solar PV, wind power, battery storage, data centers, LED lighting, and EV charging increasingly move toward DC, DC microgrids can reduce repeated AC-DC conversion losses, simplify control, and support millisecond-level responses.

This evolution is closely linked to the mission of microgrids: breaking through energy access bottlenecks, enabling sustainable development, connecting technology, industry, policy, market, and community needs, and unlocking the integrated value of local energy systems.

In the future, StarCharge will steadily expand into the growing global markets for new EVs and renewable energy, building on its smart energy systems that have been widely validated in the Chinese market.

Hashtag: #StarCharge

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By Satyaki Chakraborty Amidst Trump-Modi bonhomie and the continuation of India-US trade talks, former Indian intelligence chief Vikram Sood said on Sunday in an interview to a British network that the present U.S. deputy secretary of state Christopher Landau told Indian officials during his visit to India in March 2026 that Washington would use tariffs, […]

The article It Is Now Official: U.S. Will Do Everything To Curb India’s Economic Growth appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

• Formula E Season 12 accelerates global expansion and sustainability milestones as DHL delivers precision logistics behind one of the world’s most complex sporting championships
• Battery logistics takes center stage off track as electrification drives new supply chain demands

SHANGHAI, CHINA – Media OutReach Newswire – 7 July 2026 – As the ABB FIA Formula E World Championship returns to Shanghai for the 2025/2026 Season, the world’s premier all-electric racing Championship accelerates into its most ambitious chapter yet with a record 17 races across 11 global cities, including new circuits in Madrid and Miami.

Underscoring its commitment to sustainability and transparency, Formula E has also recently become the first global sport to achieve B Corp Certification, a globally recognised designation awarded to companies that meet high standards of social and environmental performance, accountability, and transparency. “Achieving B Corp Certification is a defining milestone for Formula E and reinforces our mission to drive sustainable innovation both on and off the track,” said Barry Mortimer, Paddock and Logistics Director, Formula E. “It reflects our commitment to operating responsibly as we continue to push the boundaries of electric mobility and sustainable sport on a global stage.”

DHL Powers the Global Movement of Formula E

Behind the high-speed action lies a complex global logistics operation. DHL, the Official Founding and Official Logistics Partner of the ABB FIA Formula E World Championship since 2013, plays a critical role in moving the Championship seamlessly across continents, ensuring that every race is delivered with precision, efficiency and sustainability.

Each race in this season requires the transport of approximately 400 metric tons of freight, including 21 electric race cars, charging infrastructure, broadcast equipment, and critical power systems, all orchestrated through tightly coordinated multimodal solutions spanning air, ocean, rail and road.

In the lead-up to the 2026 Shanghai E-Prix, DHL executed a three-day multimodal journey from Sanya, combining ferry and road transport. This required extensive planning and documentation to ensure full compliance across multiple transport regulations, highlighting the precision and intricate choreography required to meet unmovable race-day deadlines.

Battery Logistics at the Heart of Electrified Racing

Beyond motorsport, this partnership shines a spotlight on one of the fastest-growing and most complex areas of global trade: battery logistics. As electrification accelerates worldwide, the safe and compliant transport of lithium-ion batteries has become mission-critical and increasingly challenging.

Formula E offers a vivid real-world example. Each race involves transporting approximately 31 high-performance batteries, each weighing around 400kg—far exceeding typical consumer battery thresholds and classified as regulated dangerous goods. Their transport requires strict adherence to international regulations, including IATA and ICAO standards, covering specialized packaging, state-of-charge restrictions, certified handling procedures, and multiple layers of regulatory approvals from airlines and authorities.

The complexity is further amplified by varying customs requirements of different countries and cities, and stringent transport conditions across different modes. From certified aluminum containment units and non-stackable packaging to detailed documentation and risk classification requirements, every step demands precision and deep expertise.

“Every Formula E race may look seamless on track, but behind the scenes it is a highly complex logistics operation—especially when it comes to transporting lithium-ion batteries safely across borders,” said Federico Cavani, Head of Motorsports Italy, DHL Global Forwarding. “These are regulated dangerous goods that require meticulous planning, strict compliance with global standards, and specialized handling at every stage. Our partnership with Formula E showcases how advanced battery logistics can be executed safely at scale, and reflects the same challenges DHL customers face as electrification accelerates globally.”

China: The Engine Driving Global Battery Supply Chains

China has emerged as the undisputed hub of the global battery ecosystem, underpinning the rapid growth of electrification worldwide. In 2025, global electric vehicle battery deployment reached 1.2 terawatt-hours (TWh), with China accounting for around 60% of the total, reinforcing its position as the largest and most dynamic market. Beyond demand, China also leads across the manufacturing value chain. The country produces over 70% of the world’s lithium-ion batteries, with some estimates placing its share at more than three-quarters of global output in 2025.

The ability to move batteries safely, compliantly, and efficiently—both within China and across international markets—has thus become a critical differentiator.

“DHL Global Forwarding China partners with several of the world’s leading battery manufacturers, providing end-to-end battery transportation solutions across the entire logistics value chain. The company also supports the rapidly growing energy storage logistics sector, helping customers better manage and optimize their energy storage supply chains. Each year, we handle more than 10,000 TEUs of batteries and battery-related materials exported from China, with shipments destined for major markets such as the United States and Europe,” said Stephen Zhang, Vice President, Ocean Freight, Greater China, DHL Global Forwarding.

As global supply chains evolve alongside the energy transition, DHL’s role extends far beyond the racetrack. From supporting EV and battery ecosystems to enabling resilient, compliant and sustainable logistics solutions, the company continues to power the shift toward a low-carbon future—one race, and one shipment at a time.

DHL Group has made significant investments in its New Energy capabilities under its Strategy 2030: Accelerating Sustainable Growth. Through DHL New Energy Logistics, a sector brand driving electrification and the energy transition, the company delivers end-to-end solutions across the full value chain, spanning wind, solar, EVs and batteries, BESS, charging, grid infrastructure, alternative fuels, and hydrogen. Leveraging a global network covering more than 220 countries and territories and supported by over 20 DHL EV Centers of Excellence and a dedicated team of trained dangerous goods specialists, DHL ensures high-sensitivity cargo moves safely, compliantly, and on time.
Hashtag: #DHL

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DHL – The logistics company for the world

DHL is the leading global brand in the logistics industry. Our DHL divisions offer an unrivalled portfolio of logistics services ranging from national and international parcel delivery, e-commerce shipping and fulfillment solutions, international express, road, air and ocean transport to industrial supply chain management. With approximately 389,000 employees in more than 220 countries and territories worldwide, DHL connects people and businesses securely and reliably, enabling global sustainable trade flows. With specialized solutions for growth markets and industries including technology, life sciences and healthcare, engineering, manufacturing & energy, auto-mobility and retail, DHL is decisively positioned as “The logistics company for the world”.

DHL is part of DHL Group. The Group generated revenues of approximately 82.9 billion euros in 2025. With sustainable business practices and a commitment to society and the environment, the Group makes a positive contribution to the world. DHL Group aims to achieve net-zero emissions logistics by 2050.