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The roadshow will bring together more than 28 Thai rice producers and rice product manufacturers to showcase and sell premium Thai rice and rice products, while raising awareness of Thai rice and promoting its consumption in the Chinese market.

Visitors will have the opportunity to discover the quality, diversity, and distinctive taste of Thai rice while meeting exhibitors from Thailand’s major rice-producing regions. Featured products include Thai Hom Mali (Jasmine) rice, white rice, Thai fragrant rice, glutinous rice, and specialty varieties such as Riceberry, Hom Nin, and Sangyod rice. The event will also feature the “Seven Stories of Thai Rice” exhibition, presenting the origins of Thai rice, traditional cultivation wisdom, unique characteristics, and nutritional value to help Chinese consumers gain a deeper understanding of Thailand’s rice heritage.

A major highlight of the event will be live cooking demonstrations by professional Thai chefs, with complimentary tastings of signature Thai rice dishes, including pineapple fried rice, lotus leaf rice, mango sticky rice, sticky rice with longan and goji berries, and banana sticky rice. Visitors can also purchase authentic Thai cuisine from Thai SELECT certified restaurants, a mark of authentic Thai ingredients and genuine Thai flavors.

Admission is free. Visitors are invited to explore, taste, and shop for premium Thai rice products throughout the three-day event.

To further promote Thai rice and encourage its consumption in Guangzhou, DFT will partner with three Thai SELECTrestaurants—Mango Tree, Lian Restaurant, and Manmailai—to present the “Think Rice Think Thailand: Taste of Thai Cuisine” campaign from 18–24 July 2026**. Customers ordering dishes from the Special Thai Rice Menuwill be eligible for a lucky draw, with the grand prize of two round-trip air tickets between Guangzhou and Bangkok. Winners will also enjoy an exclusive Thai fine dining experience at Khao San Sek in Bangkok’s Song Wat district, created by Michelin-starred Chef Pichaya “Chef Pam” Soontornyanakij.

Hashtag: #DFT #OSMEP

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

SkyroCredit is a reusable, revolving digital credit line that provides access to a fixed credit limit without a plastic and without relying on the Visa or Mastercard networks. Once approved, a customer’s credit is available within the Skyro app and can be used instantly by scanning any QR Ph code, the Philippine QR payment standard accepted at more than 90% of merchant outlets nationwide. Leading merchants include SM, Mercury Drug, Watsons, Jollibee, McDonald’s, and DALI Supermarket. Customers can borrow, repay the amount they have used, and reuse the same credit limit without reapplying.

NasimAliev, Skyro co-founder, said:
“Our goal is to provide access to affordable credit for underserved communities across Southeast Asia at a time when everyday expenses continue to rise and consumers’ financial priorities are evolving.

“Today’s consumers need financial solutions built around real-life spending needs and changing financial priorities. With SkyroCredit, we bring flexible financial solutions to our customers’ fingertips. The credit line offers all the benefits of flexibility, including an interest-free grace period. This provides customers with maximum convenience for everyday use while even allowing them to save money through cashback.

“By expanding our portfolio of point-of-sale loans, cash loans, and Buy Now, Pay Later (BNPL) products to include flexible credit lines, we are building long-term customer relationships based on everyday use, responsible borrowing, and trust.”

Eligible customers receive initial credit limits of PHP 1,000 to PHP 10,000 (approximately USD 17 to USD 170), with the opportunity to increase their limit to as much as PHP 100,000 through regular, responsible use. Purchases carry 0% interest for up to 45 days. Every purchase also earns 1% cashback, which customers can redeem on future purchases through the app.

Skyro’s expansion into reusable digital credit addresses one of Southeast Asia’s largest financial inclusion opportunities by enabling sustained customer engagement. According to the Bangko Sentral ng Pilipinas, the central bank of the Philippines, only half of Filipino adults have a formal financial account. As QR-based payment networks continue to expand across the region, Skyro can leverage this infrastructure to deliver accessible digital credit products that meet growing consumer demand.

Hashtag: #Skyro #SkyroCredit #DigitalCredit

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

About Skyro

Skyro is a high-growth, digital-first fintech group delivering scalable, responsible access to financial services across high-potential emerging markets. Powered by proprietary data science, AI-driven credit decisioning and alternative data scoring, the company combines a mobile-native experience with modular fintech architecture to serve underserved customer segments at scale.

In just three years, Skyro has grown to serve over one million active customers in the Philippines, underpinned by a robust credit portfolio exceeding $200 million. The company’s strategic ambition is to establish itself as the preeminent full-spectrum financial services group across dozens of emerging markets worldwide.

For much of the past century, urban development followed a relatively straightforward equation: build housing, expand infrastructure and accommodate population growth. This formula is now showing its limitations. As climate risk intensifies, biodiversity declines and cities compete not only for investment but also for talent, developers around the world are now forced to redefine the very nature and purpose of what they build.

From the Gulf to Singapore, and from Scandinavia to Southeast Asia, large-scale urban projects are evolving into integrated ecosystems where mobility, green infrastructure, education, healthcare, digital services and environmental restoration are planned together. The industry paradigm has shifted from constructing buildings to designing places capable of sustaining both economic growth and quality of life over generations.

Vinhomes has initiated a comprehensive repositioning to navigate this global transition.

Known as Vietnam’s largest residential developer, the company is increasingly recognized not merely as a builder of housing projects, but as a creator of large-scale lifestyle ecosystems, communities where urban planning, technology, ecology and public services are conceived as parts of the same system.

When Nature Becomes Urban Infrastructure

For decades, environmental considerations were often introduced after a city’s masterplan had already been completed.

The emerging model reverses that sequence. Across many of its recent developments, Vinhomes operates on the principle that natural systems should become the starting point of planning. Hydrology, coastal conditions, biodiversity and existing vegetation are treated as design inputs that shape the urban layout from the earliest stages.

This philosophy marks a notable departure from conventional large-scale development, particularly in rapidly urbanising markets where natural landscapes have frequently given way to intensive construction.

With more than 30 developments across Vietnam and a land bank equivalent to roughly two-thirds the size of Singapore, Vinhomes has the unusual opportunity to test this planning approach at a metropolitan scale.

Rather than replicating identical urban formulas, each project is designed around the ecological characteristics of its location.

The company maintains that the long-term success of a city should ultimately be measured not by how much has been built, but by whether natural ecosystems continue to thrive decades after residents have moved in. That perspective aligns with an increasingly influential school of urban planning in which green infrastructure is viewed as essential public infrastructure.

Factors Compelling Cities Toward Regeneration

Environmental, Social and Governance (ESG) frameworks have become standard across global investment. Urban planners, however, are beginning to question whether sustainability alone is sufficient.

Maintaining today’s environmental conditions may no longer be enough if tomorrow’s cities must also respond to rising temperatures, sea-level change and growing demographic pressures.

Vinhomes’ strategic response is crystallized in its ESG++, a framework that extends beyond conventional ESG principles by introducing two additional objectives: Regeneration and resilience.

The distinction is subtle but important.

Regeneration implies restoring ecological systems rather than simply reducing environmental impact. Resilience focuses on designing cities capable of adapting to changing climatic, technological and social conditions over many decades.

Projects such as Vinhomes Green Paradise Can Gio and Vinhomes Global Gates Ha Long are intended to demonstrate how these concepts can be incorporated into large-scale urban planning, combining renewable energy, smart infrastructure and ecological restoration within a single development model.

This shift highlights a growing global consensus: the success of next-generation cities will ultimately be measured by their ability to adapt to increasingly complex environmental challenges.

Vietnam’s Urban Story Is Becoming Part of a Global Conversation

For many international audiences, Vietnam remains associated primarily with its cultural heritage and natural landscapes. Urban development may become an equally important part of that story.

Rapid urbanisation, expanding infrastructure investment and a national commitment to achieve net-zero emissions by 2050 have created conditions in which entirely new urban models can be planned without many of the legacy constraints facing older cities.

This developmental opportunity is capturing increasing global interest.

Commenting on Vinhomes Green Paradise’s participation in the global 7 Wonders of Future Cities initiative, Jean-Paul de la Fuente, Director of the New7Wonders Organisation, described Vietnam as undergoing a “transformative step change” in its national identity and global positioning. He pointed to the country’s progress in reducing the carbon footprint of urban mobility as an example of coordinated action between government and the private sector that offers valuable insights extending beyond Southeast Asia.

For Vinhomes, participation in international platforms such as 7 Wonders of Future Cities is therefore less about showcasing a single project than about contributing to a broader discussion on how rapidly developing economies might approach urban growth differently. The company’s evolution mirrors a wider shift taking place across the global property sector.

Increasingly, the core value proposition for developers is no longer anchored in how many buildings they can deliver. Instead, it centers on whether they can create cities that remain economically competitive, environmentally resilient and socially relevant long after construction has ended.

Hashtag: #Vinhomes

https://vinhomes.vn/en

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

CUHK’s Academic Excellence and Global Research Impact

CUHK’s academic rigour is further recognised in the 2026–27 Best Global Universities Rankings by U.S. News & World Report, where it ranks 28th globally and 5th in Asia, remaining Hong Kong’s top university for the fourth consecutive year. The University features 15 subjects in the global top 50, including five in the top 10, such as Education and Educational Research (#1), Gastroenterology and Hepatology (#2), Computer Science (#7), and Arts and Humanities and Artificial Intelligence (both ranked #9).

CUHK: Where Bold Ideas Become Impactful Research

CUHK provides an exceptional environment for impactful research, supported by approximately 300 research institutes and centres, alongside four state key laboratories approved by the Ministry of Science and Technology of China. Reflecting on the academic environment, Zhamilya Zhirenova, a PhD student in Biomedical Science from Kazakhstan, has deepened her expertise through her involvement with the Centre for Neuromusculoskeletal Restorative Medicine (CNRM), an InnoHK research centre CUHK established with Sweden’s Karolinska Institutet.

Unlike traditional research pathways, where students are often confined to a single university laboratory, Zhamilya gained extensive experience at Hong Kong Science Park, a dynamic setting that closely resembles industry. “It feels more like an industrial company,” she reflected, “and that experience has been invaluable.” For researchers with ambitions beyond academia, such early exposure to the pace and expectations of the biotech industry provides a distinct advantage.

Nurturing the Next Generation of Scientific Innovators

Many of CUHK’s scholars are globally renowned experts who have made significant breakthroughs in their respective fields. These experts provide valuable mentorship, cultivating an intellectually stimulating environment for innovative research.

At the Centre for Novostics, an InnoHK research centre dedicated to advancing molecular diagnostics, Yasine Malki, a Chemical Pathology PhD student from Hong Kong, highlighted mentorship as a defining aspect of his experience at CUHK. Benefiting from the mentorship of Professor Dennis Lo, CUHK’s Vice-Chancellor and President, and a pioneer in molecular diagnostics, Yasine collaborates with specialists in molecular technologies, bioinformatics, and clinician-scientists, exemplifying CUHK’s dynamic, multidisciplinary approach to medical science.

Through the latest global rankings, CUHK continues to demonstrate the impact of its research and scholarship. The University offers robust financial support to attract top-tier global talent, such as the Hong Kong PhD Fellowship Scheme (HKPFS) for the 2027–28 intake, which provides over HK$1.81 million (approximately US$232,420) in funding. Applications open on 1 September 2026.

Hashtag: #CUHK

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

About CUHK

Founded in 1963, The Chinese University of Hong Kong (CUHK) is a leading comprehensive research university with a global reputation and world-leading rankings. Located in the heart of Asia, CUHK has a vision and a mission to combine tradition with modernity, and to bring together China and the West. The University has eight faculties: Arts, Business Administration, Education, Engineering, Law, Medicine, Science, and Social Science. Together with the Graduate School, the University offers over 300 undergraduate and postgraduate programmes. All faculties are actively engaged in research in a wide range of disciplines, with an array of research institutes and research centres specialising in interdisciplinary research of the highest quality.

The HR Asia Awards are among Asia’s most prestigious annual human resources awards, recognizing organizations that demonstrate excellence in workplace culture and sustainable people development. Winners are evaluated using the TEAM (Total Engagement Assessment Model), which measures employee engagement, organizational trust, and workplace experience, drawing on benchmarking data from more than 2.5 million employees across 20,000 organizations throughout the region.

According to the independent assessment conducted for the HR Asia Awards 2026, Green SM significantly outperformed market benchmarks in the “Best Companies to Work for in Asia” category, achieving outstanding scores across several key dimensions, including technology enablement in the workplace (4.8/5), workplace sustainability (4.71/5), and diversity, equity, and inclusion (4.72/5).

A defining element of Green SM’s workplace culture is its unwavering commitment to the principle that “Every Voice Counts.” This commitment is embedded through comprehensive employee engagement initiatives, including regular internal surveys, 360-degree performance evaluations, and multiple feedback channels that transform employee insights into tangible improvements in policies, workplace practices, and operational excellence.

At Green SM, talent development is viewed not merely as an HR function but as a strategic driver of service excellence. The Company continues to invest comprehensively in recruitment, professional training, operational standardization, workplace culture, and structured career development pathways for its Green Drivers. In parallel, Green SM delivers continuous capability-building programs for managers and employees, combining practical learning with digital learning platforms to strengthen leadership and management capabilities and organizational agility in an evolving business environment.

Alongside its investment in people, Green SM has been progressively building a unified organizational culture across its international markets. Rooted in values established in Vietnam while embracing the diversity of local cultures and communities, the Company fosters an environment that encourages collaboration, continuous learning, and empowerment. This enables teams across different countries to uphold consistent service standards while remaining responsive to the unique needs of local customers and communities.

Green SM also received the Technology Empowerment Awards in recognition of its continued digital transformation in human resource management. Through the digitalization of HR processes, the development of competency frameworks, the expansion of digital learning ecosystems, and the integration of data-driven people management, the Company has streamlined repetitive administrative tasks, enhanced decision-making efficiency, and enabled employees to devote greater focus to innovation, customer experience, and superior service delivery.

Mr. Nguyen Quoc Tuan, Global Chief Executive Officer of Green SM, said: “Our people have always been the cornerstone of Green SM’s sustainable growth. We believe that when individuals are empowered by technology and united by shared values, our teams across every market can deliver exceptional experiences for our customers. These two awards affirm the direction we have taken and further strengthen our commitment to building a truly multinational organization with its roots in Vietnam.”

In 2026, Green SM aims to expand its global workforce and partner network to approximately 400,000 people worldwide. As the Company continues to accelerate its international expansion, it will further invest in talent development and technology-driven people management to build a highly capable global workforce, maintain consistent service excellence across markets, and advance its vision of becoming the world’s leading green mobility platform.

Hashtag: #GreenSM

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

By Nitya Chakraborty China is hosting the World Artificial Intelligence Conference (WAIC) in Shanghai on July 17 to 20 the deliberations of which are expected to decide the course of AI development globally as also the scope of AI governance as also collaboration for assisting AI growth in the developing countries. The four day session […]

The article World AI Conference In Shanghai On July 17-20 To Witness The High Tech Battle Between U.S. And China appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

England completed a commanding nine-wicket win in Bristol on Thursday, taking an unassailable 3-0 lead in the five-match series. The opening match was abandoned without a result, leaving Harry Brook’s side with the chance to complete a 4-0 sweep in Southampton on Saturday and replace India at the head of the rankings.

India made 158 for seven after choosing to bat, with captain Shreyas Iyer carrying the innings through an unbeaten 80. England reached 159 for one in only 13.5 overs, finishing the chase with 37 balls unused as Brook and Phil Salt dismantled a bowling attack that struggled for control.

Brook struck an unbeaten 79 from 35 deliveries, while Salt made 59 not out from 42. Their unbroken 146-run partnership turned what could have been a competitive chase on a slow surface into a one-sided contest.

The result extended India’s sequence of defeats across Ireland and England. Their tour began with a 2-0 series loss in Belfast, where Ireland recorded their first men’s international victory over India before completing a clean sweep. England then won three completed matches in succession, exposing weaknesses in India’s batting, bowling and fielding.

The slide represents an abrupt reversal for a team that entered the tour as the leading side in the format after defending its T20 World Cup title. India’s depth, power-hitting and varied bowling attack had made it the standard-setter in international T20 cricket, but a reshaped squad has struggled to reproduce that authority in unfamiliar conditions.

Iyer’s innings in Bristol prevented a lower total, yet India failed to build partnerships around him. The captain arrived after the early loss of Abhishek Sharma and watched the middle order repeatedly surrender momentum. Vaibhav Sooryavanshi and Shivam Dube offered brief support, but England’s bowlers controlled the scoring rate and forced mistakes.

Jofra Archer led the attack with two wickets for 20 runs, combining pace with well-directed slower deliveries. England also fielded sharply, cutting off boundaries and converting pressure into dismissals as India failed to accelerate decisively during the closing overs.

Iyer acknowledged that 158 was below the total required and said India had fallen short in all three departments. His unbeaten effort offered evidence of personal form, but it also highlighted the dependence on one batter during a series in which the top order has been inconsistent.

England’s chase demonstrated the growing confidence within Brook’s side. An early wicket did little to interrupt their approach. Brook attacked the shorter boundaries while Salt maintained the tempo, ensuring India could not settle into defensive bowling patterns.

The hosts have won 19 of their 22 completed T20 internationals since Brook assumed the captaincy, a run built on aggressive batting, flexible selection and an increasingly effective pace group. Their victories against India have come through different routes, underlining the balance of the squad.

Jacob Bethell guided England through an early collapse in Manchester, scoring an unbeaten 76 as the hosts chased 191 with six balls remaining. At Trent Bridge, the pace attack dominated after England posted 201 for seven. India were dismissed for 76, suffering their heaviest defeat by runs in a T20 international.

Josh Tongue took four wickets in that match and Archer claimed three as India lost by 125 runs. Iyer described the batting display as unacceptable, but the response in Bristol was limited despite his own substantial contribution.

The tour has also intensified scrutiny of India’s transition under a new captain. Sooryavanshi became the youngest player to represent the country at senior level when he debuted at 15 in Manchester. His selection reflects an effort to prepare a new generation, although the decision to introduce inexperienced players during a demanding away campaign has increased the pressure on the established members of the squad.

Injuries have further disrupted India’s plans, with fast bowler Prasidh Krishna and all-rounder Washington Sundar among the players rotated into the side. The changes have complicated efforts to establish a settled combination and clear roles.

By Paul Murray, CEO Life & Health Reinsurance, Swiss Re

SINGAPORE – Media OutReach Newswire – 9 July 2026 – Op-ed by Paul Murray, CEO Life & Health Reinsurance, Swiss Re.

Ten years.

That is roughly how long we have before many societies reach one of the most defining demographic tipping points of our era: the point at which the “new” silver economy (over 65’s) outnumber people aged 30-59 who have traditionally been the bedrock of the life and pensions system.

The significance of this shift goes far beyond demographics.

It represents a symbolic moment that forces us to rethink the intergenerational contract: how we provide care and financial security for people as they move into later life – and how we finance a new set of needs.

The demographic evidence is already visible across major economies. In the US, adults aged 65 and over already outnumber children in 11 states. Singapore’s over-65 population has nearly doubled in a decade to 21%. Japan is approaching 30%. The UK, France and Germany are not far behind

These numbers are well-known. But their meaning is not yet fully reflected in our industry’s existing product strategy.

The tipping point is also more than a statistical curiosity. We will experience it through the decisions we make coming into retirement and to secure the future of the generation coming after us. We will need to make new choices on how we fund care. We will need to make new assumptions about when to retire. And we will face a new reality around how much of the financial burden falls on the state, families or the individual.

Families have always carried the weight of old age, even as pensions, healthcare systems and social care programmes have broadened that responsibility across society.

But the arithmetic underpinning the system is breaking. Globally, the ratio of working-age people financially supporting each person over 65 is projected to fall from around five-to-one in 2021 to three-to-one by 2050. Across developed markets, debates about pension reform, healthcare funding and retirement ages reflect the same underlying question: how do we maintain security and dignity later in life when there are fewer hands to carry the weight?

It’s not a crisis of demographics. It’s a crisis of design – our systems were built for shorter lives and larger workforces, and they haven’t been rebuilt for the world we are actually entering.

That insight matters because it challenges how we think about insurance’s role. I believe we have less than a decade to develop the products that the older consumers who make up the Silver Economy – and their families – will need.

There will be no silver bullet. We cannot return to a single solution based around family care versus public provision. The individual retiree will be the focus, but our thinking will need to be based on a more collaborative model in which families, governments, communities and the private sector work together.

Recent Swiss Re consumer research in France and Germany revealed something striking. People don’t think about later life in terms of pensions or insurance policies. They think about practical outcomes: staying independent, being resilient when health shocks hit, not becoming a burden to their children.

Our industry has spent decades optimising for wealth accumulation and income protection during working years. Ageing societies demand we apply the same rigour to what happens after.

That does not mean the intergenerational contract has failed. It means it is evolving.

We are already seeing what that evolution looks like in practice.

• Senior health products in Asia are closing a real gap —The median age of cancer diagnosis is 67, yet many critical illness policies expire before retirement even begins. The result is high out-of-pocket expenses, stressed public healthcare, and increased burden on families. With dedicated products to cover later life illnesses, such as senior cancer products we are effectively closing a protection gap.
• Long term care in France has had some success with private solutions alongside public provision. With over 1.4 million people covered by private long term care insurance, France has built a strong risk pool that directly addresses one of the strongest concerns expressed by consumers: not becoming a burden on the next generation.
• Deferred annuities offer a third path beyond the binary “draw-down versus annuity” thinking. By combining flexibility today with guaranteed income later, they help transform longevity from an individual financial risk into one that can be shared more broadly.

At first glance these solutions appear very different. In reality, they are pieces of the same puzzle. Each expands the circle of support around the individual. They help families carry less of the burden alone, and they complement the work of state safety nets.

That is what the next evolution of the intergenerational contract looks like in practice.

Ageing societies are one of humanity’s great achievements. But if our products and institutions stay built for a demographic reality that no longer exists, achievement curdles into liability.

We have a decade to close that gap. Let’s treat it as a product-development window, not a deadline.

Disclaimer
Certain statements and illustrations contained herein are forward-looking and are made for informational purposes only. These statements (including as to plans, objectives, targets, and trends) and illustrations provide current expectations of future events based on certain assumptions and include any statement that does not directly relate to a historical fact or current fact. Readers are cautioned not to place undue reliance on forward-looking statements. Swiss Re undertakes no obligation to publicly revise or update any forward-looking statements, whether as a result of new information, future events or otherwise. Further information on forward looking statements and the use of information contained in this publication can be found in the Legal Notice section on Swiss Re’s website.

Hashtag: #SwissRe #lifeinsurance #reinsurance

https://www.swissre.com/
https://www.linkedin.com/company/swiss-re/

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

About Swiss Re

The Swiss Re Group is one of the world’s leading providers of reinsurance, insurance and other forms of insurance-based risk transfer, working to make the world more resilient. It anticipates and manages risk – from natural catastrophes to climate change, from ageing populations to cyber crime. The aim of the Swiss Re Group is to enable society to thrive and progress, creating new opportunities and solutions for its clients. Headquartered in Zurich, Switzerland, where it was founded in 1863, the Swiss Re Group operates through a network of around 70 offices globally.

Separated by thousands of miles, the two millennia-old port cities reconnected, leveraging their ports as a bond and cultural exchanges as a cohesive force to hold in-depth talks on integrated port-city development and bilateral economic and trade connectivity.

This cross-Indian Ocean dialogue echoes the ancient Maritime Silk Road while charting a brand-new outbound development path. As a pivotal starting port of the ancient Maritime Silk Road, Ningbo is building a new global trade landscape powered by smart manufacturing.

A thousand years ago, merchant vessels from Mingzhou Port set sail southward loaded with Yue Kiln celadon porcelain, passing through Ceylon to deliver Oriental crafts across the Indian Ocean coasts. Precious gemstones and spices traveled the same sea route back to regions south of the Yangtze River, laying the groundwork for the earliest cultural exchange between the two ports through trade. Today, the cargo carried by giant cargo ships has undergone a dramatic transformation. Beyond traditional daily necessities, intelligent equipment, digital home appliances and industrial robots now dominate shipments.

Official statistics show that Ningbo’s exports of intelligent equipment, including mechanical arms and industrial robots, hit 440 million yuan in 2025, surging more than 40% year-on-year. From January to May this year, Ningbo’s exports of mechanical and electrical products maintained steady growth, reaching 247 billion yuan, a 4.1% year-on-year increase and accounting for 58.0% of the city’s total export volume. The new energy foreign trade sector saw explosive growth, with exports of new energy vehicles, lithium batteries, and photovoltaic products jumping 138.4% year-on-year, with electric vehicle exports skyrocketing 215.9%. Smart manufactured goods are continuously expanding the scope of Ningbo’s foreign trade.

Complementing the Colombo forum, an exhibition highlights Ningbo’s outstanding going-global enterprises and their products, vividly illustrating the profound shift in Ningbo’s trade structure.

Alongside time-honored Maritime Silk Road staples such as celadon porcelain and silk, Ningbo’s smart manufactured products—including AI translation glasses, intelligent outdoor gear and digital small home appliances—occupy prominent display spaces across the venue. In Sri Lanka, Ningbo smart water meters are widely adopted nationwide, while handheld cooling fans and intelligent kitchen appliances have entered ordinary households.

Leveraging Colombo Port’s transshipment advantages, massive volumes of Ningbo smart manufactured goods are distributed onward to Europe, the Middle East and beyond. What Ningbo exports today is no longer mere commodities, but a complete outbound solution integrating technology, brand value and after-sales services.

Faced with mounting challenges including homogeneous global market competition and rising trade barriers, Ningbo’s manufacturing sector has abandoned the old model of low-cost OEM production, relying on intelligent transformation to consolidate its competitive edge in overseas markets.

Over more than a decade of digital transformation efforts, Ningbo has achieved full digital upgrading of all industrial enterprises above designated size. A large number of local factories have built unmanned black-light workshops and flexible production lines, escaping vicious price competition through continuous technological iteration. Represented by five specialized, sophisticated, distinctive and innovative enterprises dubbed Ningbo’s “Five Little Tigers”—famous for their core proprietary technologies, including highly sophisticated visual inspection equipment, heat-resistant materials, sun-proof coatings, puncture-proof materials and self-drilling fasteners—these niche manufacturers have developed differentiated technical routes and full-spectrum production capacity, cementing irreplaceable competitiveness for Ningbo smart manufacturing on global markets.

Beyond trade expansion, Ningbo has built a supporting cultural communication system to ensure “products go global, accompanied by local culture”.

The launch of Sri Lanka’s first “One-Meter Cultural Space” cultural station during the Colombo event marks a tangible milestone of Ningbo’s go-global initiative. Built on enterprises’ overseas outlets, these miniature cultural exhibition halls integrate intangible cultural heritage crafts, urban stories and smart products, enabling overseas clients to experience cutting-edge manufacturing while gaining insight into Ningbo’s profound cultural heritage.

During the twin-city story-sharing session, Ningbo entrepreneurs based in Sri Lanka and local designers blending Chinese and Sri Lankan aesthetics shared stories of bilateral exchanges. Economic and trade ties have evolved into a bond for people-to-people communication, bridging divides in cross-cultural trade.

From Tang-dynasty celadon porcelain sailing across the Indian Ocean to intelligent equipment shipping to every corner of the globe, Ningbo, the ancient Maritime Silk Road port, has preserved its enduring gene of openness. Where exchanges once relied purely on commodity trade, today smart manufacturing underpins a stable, diversified and high-value-added global trade network.

The Ningbo-Colombo dialogue stands as a vivid microcosm of this transformation: the port still links lands and seas, yet the core of its trade has undergone a full intelligent upgrade.

Rooted in its historical legacy as a key Maritime Silk Road hub, Ningbo has consolidated its industrial foundation through a decade of digital development, expanded global market reach via worldwide port networks, and softened trade cooperation through cultural exchanges. This brand-new outbound shipping route forged by smart manufacturing has not only reshaped the city’s foreign trade landscape, but also delivered a replicable port-city development model for Chinese manufacturing to go global.

Hashtag: #NingboSmartManufacturing #MaritimeSilkRoad #GlobalTrade

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

By Arun Srivastava The Loot of the huge funds and jewelleries from the coffers of Ram Mandir Trust has led to intensification of factional battles between the VHP and the RSS on the one hand and the RSS-BJP on the other. Interestingly, insiders say that Prime Minister Narendra Modi has taken his position supporting the […]

The article RSS And VHP Are At Loggerheads On The Issue Of Loot Of Ram Mandir Funds appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

• Exclusive Co-Development: The partnership covers the exclusive supply and co-engineering of the IVECO URANIA and IVECO TUTELA ranges – the only fluids officially recommended by IVECO
• Network Support: PLI will strengthen support for IVECO’s European dealer network, driving customer value, reliability, and total cost-of-ownership (TCO) optimisation

TURIN, ITALY – Media OutReach Newswire – 9 July 2026 – IVECO, one of Europe’s leading commercial vehicle manufacturers, and PETRONAS Lubricants International (PLI) have officially renewed their long-standing strategic partnership for an additional five years. The agreement extends the partnership through 2032, reinforcing a collaboration that has driven innovation, performance, and sustainability in the commercial transport sector for more than 50 years.

The renewal ensures the continued supply and joint engineering of a comprehensive range of lubricants designed for commercial vehicles. From advanced engine oils to transmission fluids, brake fluids and coolants, PLI and IVECO will continue to formulate solutions specifically engineered to meet the demanding operational requirements of IVECO’s commercial vehicle portfolio across Europe.

A Legacy of Technical Excellence

This milestone reflects the sustained success of the co-branded IVECO URANIA engine oils and IVECO TUTELA technical fluids, developed through decades of joint R&D and a shared commitment to delivering high-performance, energy-efficient solutions that maximise vehicle uptime and extend component life. The ranges are also the only fluids recommended by IVECO.

The partnership’s rapid pace of innovation was recently highlighted by the launch of Urania Next 0W-16. This breakthrough –the first SAE 0W-16 engine oil developed specifically for heavy-duty applications – delivers exceptional fuel efficiency, reduced CO₂ emissions, and extended oil drain intervals. Furthermore, the formulation is Euro 7 ready, supporting improved efficiency and emissions performance for IVECO’s latest generation of engines.

Domenico Nucera, Chief Quality & Operations Officer, Iveco Group, commented, “The renewal of the agreement with PETRONAS Lubricants International confirms the strength of a long-standing collaboration built on shared technical expertise and a common ambition to continuously improve performance, efficiency, and sustainability across our vehicle and powertrain portfolio. Through the co-engineering of our IVECO URANIA and IVECO TUTELA ranges, we are able to deliver solutions that maximise vehicle uptime, optimise total cost of ownership, and support our customers and dealer network with the highest standards of quality and reliability.”

Driving Dealer and Customer Value

The renewed agreement also places a strategic focus on the IVECO dealer network. Beyond providing cutting-edge products, PLI will implement targeted initiatives aimed at strengthening dealer engagement and reinforcing customer awareness of IVECO’s officially approved lubricants. These initiatives are expected to support dealer business growth across European markets, while helping customers benefit from enhanced vehicle reliability and optimised total cost-of-ownership.

Domenico Ciaglia, Group Chief Strategy & Transformation Officer of PETRONAS Lubricants International (PLI), said: “This partnership renewal demonstrates what can be achieved through a long-term forward-thinking collaboration, with consistency, and a shared commitment to excellence. Through continuous product innovation, we have been able to co-develop market-leading solutions such as the Urania Next 0W-16 engine oil formulation, seamlessly integrated into IVECO’s ecosystem. This collaboration enables us to deliver greater value to the industry by combining our expertise and driving innovation together.

Looking ahead, PETRONAS Lubricants International remains fully committed to supporting the IVECO Group with forward integrated reliable, high-performance products and solutions that create lasting value for its network and customers.

This renewed collaboration further reinforces the foundation of PLI’s broader strategic roadmap, demonstrating how technical excellence and trusted partnerships can drive sustainable, long-term value internationally.”
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PETRONAS Lubricants International (PLI)

PETRONAS Lubricants International (PLI) is the global lubricants manufacturing and marketing arm of PETRONAS, Malaysia’s dynamic global energy group. Established in 2008, PLI manufactures and markets a full range of high-quality automotive and industrial lubricant products in over 100 markets internationally. Headquartered in Kuala Lumpur, PLI also has offices around the world including Turin, Belo Horizonte, Beijing, and Chicago. PLI is the technical resource behind PETRONAS’ partnership with the Mercedes-AMG PETRONAS Formula One Team, responsible for the design, development and delivery of the Fluid Technology Solutions™, which includes customised lubricants, fuels and transmission fluids to power the Silver Arrows.

We are a progressive energy and solutions partner, enriching lives for a sustainable future. Our commitment remains to conduct and grow our business in ways that contribute positively to society and the environment.

PLI is driving an aggressive business growth agenda as one of the leading global lubricants companies at the forefront of the industry, providing custom-made solutions for every need. For more information, please visit www.pli-petronas.com.