Microsoft Corp. is moving more artificial intelligence work inside its own systems, replacing some OpenAI and Anthropic models in products such as Excel and Outlook as pressure grows to reduce the cost of running generative AI at scale. The shift marks a notable change for one of the technology industry’s biggest AI spenders. Microsoft has relied heavily on OpenAI’s models to power Copilot features across its software […]
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.
Cybercriminals are using fake cracked-software downloads to infect consumers and smaller businesses with a double payload that steals credentials and mines Monero, underscoring how commodity malware operators are combining immediate data theft with longer-running attempts to profit from compromised machines. The campaign delivers Vidar, a widely used information stealer, alongside XMRig, an open-source cryptocurrency miner often abused in cryptojacking attacks. Victims are lured through malvertising into downloading […]
Greenlogue/AP Lhyfe has expanded one of Europe’s largest bulk green hydrogen logistics fleets, adding 10 new Hexagon Purus containers as it seeks to strengthen production, transport and storage capacity across a market still constrained by cost, infrastructure gaps and uneven demand. The Nantes-based producer now operates 84 Type IV tube trailers dedicated to hydrogen transport, a fleet serving its production sites, partner locations, storage facilities and transport […]
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.
US officials have reportedly cleared OpenAI to widen access to GPT-5.6, allowing the company to move its most advanced model series from a restricted partner trial towards a broader commercial release after cybersecurity and national security checks. The decision covers GPT-5.6 Sol, the flagship version, alongside lower-cost Terra and Luna models. OpenAI has said the models will be made available after an initial period in which access […]
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.
A Ukrainian drone attack set off a fire at Russia’s Saratov oil refinery overnight, extending Kyiv’s campaign against fuel assets that support Moscow’s military operations and domestic supply network. Footage circulating from the Volga region showed flames and smoke rising from the refinery area after explosions were reported around 3am local time. Saratov regional governor Roman Busargin acknowledged a drone threat and said warning systems could be […]
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.
The issuer is solely responsible for the content of this announcement.
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
The issuer is solely responsible for the content of this announcement.
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).
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
The issuer is solely responsible for the content of this announcement.
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.
SINGAPORE – Media OutReach Newswire – 7 July 2026 – Prudential Singapore (“Prudential”) achieved the strongest showing globally in the 2026 Million Dollar Round Table (MDRT) Culture of Excellence (COE) Awards, with 29 agency leaders recognised out of 68 winners worldwide. This was up from 13 winners in 2025, reflecting the strong progress made by Prudential’s agency force. Accounting for more than two in five award recipients this year, Prudential had the highest number of MDRT COE Award winners globally.
The MDRT COE Award recognises agency leaders who deliver strong outcomes across six dimensions of agency management1: production, retention, recruitment, persistency, whole person, and MDRT or MDRT Academy membership.
Mr Rom Lee, Chief Agency Officer, Prudential Singapore, said: “Having 29 agency leaders recognised on the global MDRT Culture of Excellence Awards, up from 13 last year, is a strong affirmation of the standards our leaders set for themselves and their teams. Beyond individual achievement, it reflects a culture grounded on discipline, a strong MDRT sharing culture and a deep commitment to helping customers make confident financial decisions.
“We have worked to create an environment where financial representatives can grow their careers, perform at a high level and be recognised for their achievements. As customer needs continue to evolve, this culture of excellence will remain central to how we develop a trusted, future-ready agency.”
MDRT COE Award winner Mr Bryan Phang, Financial Services Director, Prudential Singapore, is the only Diamond Agency recipient globally to achieve this distinction for a fourth consecutive year. This year, the agency went a step further by achieving all six criteria of the Award. Said Mr Phang: “Earning this recognition for a fourth consecutive year is meaningful. The best teams make each other better. For us, it’s about developing people, building leaders and creating a culture that can sustain success over time. We hope this recognition raises the bar for what strong agency culture and high standards can achieve.”
New MDRT COE Award winner, Ms Chiam Shu Yi, Wealth Director, Prudential Financial Advisers Singapore, Platinum Agency, is recognised for developing the careers of young and mid-career financial representatives. Said Ms Chiam: “Success is never built alone. The greatest fulfilment in leadership is investing in people, helping them discover hidden confidence, and reach milestones which they thought were out of reach. By supporting others, you empower them to grow, succeed, and build lives and careers they are proud of.”
Agency leaders awarded the MDRT Culture of Excellence Award include:
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Diamond Agency (five out of six criteria met)
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Platinum Agency (four out of six criteria met)
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Gold Agency (three out of six criteria met)
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Three-time consecutive Award winners
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Prudential’s agency force has continued to deliver strong results and a consistently growing number of qualifiers. In 2026, it had 1,425 MDRT qualifiers, including 186 Court of The Table (TOT) and 73 Top of the Table (TOT) qualifiers, as well as 29 MDRT COE Award winners.
Prudential continues to invest in capability building across its agency force through training and professional development pathways. These include the Financial Consultant Induction Programme (FCIP) for new joiners, which leads to an Institute of Banking and Finance Qualified (Level 1) certification, as well as leadership development tracks such as the Chartered Insurance Agency Manager designation.
The company also equips financial representatives to serve affluent and high-net-worth customers through its in-house High Net Worth Skill Up Series and external programmes including the Certified Affluent Wealth Adviser and Advanced Affluent Wealth Adviser courses by the Wealth Management Institute. In 2024, Prudential also enhanced its Management Associate Programme (MAP) to support fresh graduates and young professionals pursuing a career as financial representatives2.
Prudential has 5,400 financial representatives with its tied agency and financial advisory arm, Prudential Financial Advisers Singapore, as of 31 December 2025.
1 For more information on criteria for MDRT Culture of Excellence Awards, please visit: https://www.mdrtcenter.org/culture-of-excellence-awards
2 For more information about the enhanced Management Associate Programme, visit: https://www.prudential.com.sg/about/newsroom/press-release/2024/prudential-ramps-up-hiring
Hashtag: #Prudential #PrudentialSingapore #MDRTCOE #MDRTCultureofExcellenceAward
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Prudential Assurance Company Singapore (Pte) Ltd is one of the top life and health insurance companies in Singapore, serving the financial and protection needs of the country’s citizens for 95 years. As at 31 December 2025, it has S$66.3 billion funds under management. The company has an AA Financial Strength Rating from leading credit rating agency Standard & Poor’s and delivers a suite of well-rounded product offerings in Protection, Savings and Investment through multiple distribution channels including a network of 5,400 financial representatives.
The MDRT Center for Field Leadership was created exclusively for financial services field and home office leaders. As a separate, individual membership association with innovative leadership development strategies, the MDRT Center provides its members with exceptional value and leadership growth opportunities. MDRT Center membership allows increased engagement within the MDRT community while allowing leaders to develop a culture of excellence within their respective organizations. To learn more visit mdrtcenter.org.
Arabian Post Staff -Dubai ADNOC Distribution has agreed to buy Shell Downstream South Africa from Shell South Africa Holdings in a transaction that values the business at about $1 billion, giving the Abu Dhabi-listed fuel retailer a large platform in one of Africa’s most developed downstream markets. The definitive agreement covers 100% of SDSA’s share capital, before adjustments for net debt and working capital. Completion is expected […]
Designed to provide timely and flexible capital, these two business financing facilities were developed to enable Shariah-compliant businesses in navigating shifting market demands. Both products are aligned with the Shariah finance principle of Murabahah via Tawarruq concept, delivering transparent, ethical banking solutions to the Malaysian market.
Term Financing-i: Business Growth and Strategic Expansion
Engineered to fund medium to long term growth projects, asset purchases and infrastructure expansion while maintaining a healthy cash flow. AEON Bank Biz’s Term Financing-i offers this flexibility:
*Terms and conditions apply
Working Capital Financing-i: Empowering Business with Liquidity Agility
This financing facility provides a flexible credit line for short term cash flow needs, designed to bridge operational budget gaps and manage financial cycles. With AEON Bank Biz’s Working Capital Financing-i, customers can gain access to the following:
*Terms and conditions apply
A Dynamic Business Banking Experience
Beyond credit line disbursement, AEON Bank Biz serves as a holistic 360-degree, Shariah compliant banking partner for business owners across Malaysia. It enables businesses to manage assets, liabilities, operational financial needs and merchant operations, through a simplified banking process.
At the core of it all is the Business Current Account-i with a dynamic business banking functionality to support businesses to thrive :
*Terms and conditions apply
Empowering Businesses to Scale Sustainably
This latest rollout by a digital bank in Malaysia aligns directly with the national goal to supercharge SME contributions to the domestic Gross Domestic Product (GDP) up to 50% by 2030. In order to achieve that, access to financing, including digital banking solutions remains a key enabler for business growth. In fact, this is where banking institutions and fintech catalysts such as AEON Bank play an important role in achieving that target.
Click on the links to find out more about AEON Bank Biz and discover a #BetterBusinessBanking experience to scale your growth.
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AEON Bank (M) Berhad is Malaysia’s first digital Islamic bank, licensed and regulated by Bank Negara Malaysia and the Ministry of Finance. Officially launched on 26 May 2024, we currently offer a suite of Shariah-compliant products and services for the Personal Banking and Business Banking (AEON Bank Biz) customers.
Our Personal Banking offerings are 100% accessible online via the AEON Bank app, where customers can activate and access the deposit Savings Account-i, AEON Bank x Visa Debit Card-i, Personal Financing-i, Term Deposit-i, Savings Pot, DuitNow QR, Zakat, Takaful, JomPay, utility bill payments, as well as a range of digital payment services with strategic partners and merchants. Moreover, AEON Bank has developed the Neko Missions, Malaysia’s first gamified digital banking interactive rewards programme and ‘Neko Sensei’, the AI-powered personal financial coach.
On 8 August 2025, AEON Bank (M) Berhad officially introduced AEON Bank Biz with the integrated cash management capabilities anchored by the Business Current Account-i, alongside Biz Term Deposit-i, Biz QR, Term Financing-i and Working Capital Financing-i. AEON Bank Biz focuses on streamlined processes for account onboarding, credit assessments and financial services, utilising AI-driven fintech solutions to enable simplified procedures, faster approvals, and an enhanced digital banking experience for businesses in Malaysia.
For eligible deposit-based products under AEON Bank and AEON Bank Biz, such as the Savings Account-i, Savings Pot, Term Deposit-i, Business Current Account-i and Biz Term Deposit-i, the deposits are protected up to RM250,000 per depositor. AEON Bank is a member of Perbadanan Insurans Deposit Malaysia (PIDM) and the deposit protection is automatic and free.
Being part of the AEON Group conglomerate, AEON Bank (M) Berhad is equally held by AEON Financial Service Co. Ltd. (AFS Japan) and AEON Credit Service (M) Berhad (ACSM). AFS Japan is responsible for the AEON Group’s financial services businesses, with strong roots in the retail sector which operates in Japan and 10 countries across Asia. AEON Group is Japan’s largest retail group and it is a pure holding company that comprises eight core businesses.
AEON Group Malaysia consists of several entities, namely, AEON Co. (M) Bhd, AEON Credit Service (M) Berhad, AEON Bank (M) Berhad, AEON BiG (M) Sdn Bhd, AEON Fantasy (M) Sdn Bhd, AEON Delight (M) Sdn Bhd, AEON Global Supply Chain Sdn Bhd and Malaysian AEON Foundation (MAF). AEON Group has been a recognisable household brand with more than 200 years of history and evolution in Japan since the Edo era, along with 4 decades of growth in Malaysia, providing consumers with daily financial solutions and diversified retail convenience.
Our cloud native agility and AI optimisation, combined with the strength of our Shariah finance DNA, Malaysian tenacity and Japanese roots are our distinguishing factors, while the integration across the AEON ecosystem gives us a competitive advantage of being the only bank in Malaysia with its own nationwide retail network. On top of that, AEON Points loyalty programme offers customers value-added benefits and meaningful rewards for their online shopping and in-store purchases.
AEON Bank (M) Berhad is committed to empowering the community in pursuing their financial aspirations and achieve economic independence, while cultivating a more inclusive financial future for all. We will continue to contribute towards positioning Malaysia as the Islamic banking hub in the region and fostering the growth of the nation’s digital economy.
HONG KONG SAR – Media OutReach Newswire – 6 July 2026 – Hong Kong consumers have very low tolerance for brands and organisations that are deemed not believable, responding with rapid and decisive backlash when corporate promises trigger doubt. According to a new study on “The Believability Economy” by Ogilvy and YouGov, local residents quickly escalate from questioning claims to complaining on social media, switching to competitors, and fully disengaging. Part of a seven-market Asia Pacific initiative, the Hong Kong SAR edition of Ogilvy’s “Believability Index: The Power of Proof” reveals how critical proof has become to maintaining brand survival.
Silent Disengagement Directly Threatens Revenue
When believability falters, consumer action is almost universal. Of the 1,032 Hong Kong residents aged 18 and over surveyed between late April and early May 2026, 94% stated that they take punitive action once they harbour doubts about a brand or organisation, leaving only 6% with their behaviours unchanged. The local backlash is only slightly below the APAC average of 96%.
This belief-triggered disengagement also inflicts immediate financial consequences: 61% of Hong Kong respondents (70% in APAC) have stopped engaging with or purchasing from a brand or organisation over the past 12 months due to a lack of belief in its claims.
More importantly, silent forms of disengagement dominate the Hong Kong market. Nine in 10 Hongkongers (89%) opt for “silent disengagement”, walking away without saying a word. This quiet exit also carries a severe commercial penalty: it includes 46% who stop purchasing altogether and 32% who migrate to a competitor.
“The research findings are a stark wake-up call for brands and organisations, and show believability makes or breaks consumer decisions in immediate and severe ways,” said Clara Shek, President, Ogilvy Public Relations Hong Kong. “The Hong Kong findings reflect a broader trend in the Asia Pacific region: disengagement often combines quiet withdrawal with more visible signals. Brands and organisations must recognise that what they see publicly is only part of the picture — the quieter, unseen behaviours are dangerous and could be the silent killers of an organisation’s success.”
Vocal punishment is common. Over half (58%) of the respondents say they would take public or semi‑public action, such as:
Lack of Competence and Ethics Triggers Consumer Disengagement
When consumers abandon a brand or organisation due to a breakdown of belief, the top reasons that prompted them to stop engaging or stop purchasing in the past 12 months tie directly to operational execution:
Communication missteps also erode foundational belief. A quarter of consumers (25%) state that exaggerated or misleading communications have prompted them to disengage, and 24% disengage when a brand or organisation is unresponsive to issues they raise. In contrast, influencers and spokespeople play a smaller role in believability-driven disengagement — only 15% of respondents report that they would stop engaging with a brand or organisation because a spokesperson or influencer loses credibility.
Drivers of Believability
In Hong Kong, believability is driven far more by the credibility of the source than by the creative style of the content, and people rely primarily on their own judgement or official sources, rather than influencers or highly-polished content. Three quarters (76%) of Hong Kong residents rely on credibility-related influences (such as credible sources and multiple sources), 62% rely on personal perception (whether information aligns with existing knowledge), 59% turn to reviews, and 43% turn to peer validation.
Across all ages, the top drivers of belief are consistently rooted in familiarity and prior experience:
Conversely, the signals that dominate digital and social media culture — polished and professionally produced content (8%), the amount of people engaging with or sharing the information (16%), and “authentic” creator content (12%) — sit at the bottom of the list as factors that influence whether they believe new information about a brand or organisation.
The Channel Paradox – Where Belief and Scepticism Collide
The Ogilvy Believability Index 2026 finds that mainstream media and official brand channels remain the most influential sources of increased belief in Hong Kong. Almost two-thirds (58%) of Hong Kong residents say information from mainstream media increases their belief in brands and organisations that matter to them, and half (50%) say official brand channels improve belief. Both sources were greeted with relatively minimal scepticism (7% and 8% respectively).
Influencer content and private messaging apps tell a more complex story. The study shows that 30% of Hong Kong consumers say information from social media influencers and KOLs increase their belief, but 26% express heightened scepticism. Private group chats such as WhatsApp show the same near‑equal split: 30% say these channels strengthen their belief, while 26% say they make them more doubtful. In these environments, brands and organisations aren’t generating belief alone — they’re generating belief and doubt in almost equal measure.
“Social media channels may be influential in reach and visibility for brands and organisations, but they are far less effective at strengthening belief,” Ms. Shek said. “In fact, they often create a mix of belief and doubt – a paradox that organisations need to navigate carefully. Traditional tracking tools can create a blind spot for senior leadership as organisations run the risk of over-indexing spending on the exact platforms that are triggering scepticism.”
The importance of mainstream media echoes the latest findings in South China Morning Post’s (SCMP) Intersection of Influence study released on June 24, 2026. The SCMP study shows news media commands the highest attention of any channel in Hong Kong, significantly outperforming other channels (such as social media) in terms of audience focus and staying power. Sixty-one percent (61%) say news reports stay with them long after reading, and 16% use the information to make important decisions. For believability, this shows that news environments don’t just attract attention; they generate intentional, lasting and active engagement in the content.
Negative Ripple Effect for Other Brands
When believability breaks, it spreads. A third (31% local; 36% in APAC) of consumers admit that when their belief in a brand or organisation is lost, they become more wary or suspicious, with 38% of Hong Kong consumers (29% in APAC) reporting that they will subsequently minimise their use of similar products or services from other brands and organisations.
Restoring Belief – Action is Louder Than Words in Hong Kong
On the bright side, 82% of Hong Kong residents (85% in APAC) say belief can be restored. Only 14% of Hong Kong residents (11% in APAC) say that once belief in a source is lost — whether an organisation, media outlet, or public figure — it can never be regained.
When it comes to restoring belief, Hong Kong consumers respond most positively to concrete action. Half (50%) say an organisation must “actively fix the issue” before they will believe them again – a requirement that ranks well above a “public acknowledgement” (40%). Furthermore, another 40% believe it is important to “demonstrate consistent accuracy.”
For Hongkongers, these concrete actions carry far more weight than shifts in communication style alone. Only 29% of respondents feel that being “more transparent or further evidence-based” in their communication helps restore belief, while only 13% say “endorsements from respected individuals” helps restore belief. In other words, accountability and follow‑through are the real drivers of believability.
“Consumers are open to brands and organisations that take actions to repair that credibility. The path to redemption clearly lies in tangible action – correcting problems, publicly acknowledging mistakes and demonstrating consistency. As the findings show, accountability is the ultimate currency of belief,” said Ms. Shek at Ogilvy.
“Despite the popularity of social media and digital channels, Ogilvy’s Hong Kong edition of the ‘Believability Index: The Power of Proof’ calls for a rethink on marketing and issue management approach,” Ms. Shek concluded. “To protect against silent disengagement, leaders must deliver on their core promise, tackle issues transparently, and anchor their communications in mainstream media and official channels, with mindful management of social media and influencer strategy recognising these channels’ belief-scepticism double-edged impact on consumers.”
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The Hong Kong edition of “Believability Index: The Power of Proof” was conducted online between 22nd April – 4th May 2026. The sample comprised an online representative sample of 1,032 Hong Kong adults aged 18 years and older. Total sample size for Ogilvy’s seven-market Asia Pacific Believability Index 2026 was 7,176 adults in Australia, Indonesia, Singapore, Malaysia, the Philippines, Mainland China and Hong Kong SAR (1,032). All figures, unless otherwise stated, are from YouGov Plc. The figures have been weighted and are representative of all respective market adults (aged 18+). Ogilvy designed the questionnaire in collaboration with YouGov.
Ogilvy PR and Influence is a global creative communications agency that partners with organisations to drive value and growth. We build brands, protect reputations, and earn attention and influence through creative storytelling informed by data, and fuelled by technology. Our specialist practice areas offer media relations, social and digital communications, external and internal stakeholder communications, issues and crisis management, and stakeholder engagement. We are the region’s largest and most specialised public relations and public affairs consultancy.
Norway reached the World Cup quarter-finals for the first time after Erling Haaland struck twice late on to seal a 2-1 win over Brazil in East Rutherford, New Jersey, ending the five-time champions’ campaign at the last-16 stage. Haaland broke the deadlock in the 79th minute with a powerful header and added a second in the 90th minute, turning a tight knockout match into one of the […]
G42 and Microsoft have deepened their artificial intelligence alliance through a new collaboration linking Inception42’s Catalyst agentic AI platform with Microsoft Copilot, a move designed to shift AI agents from limited trials into day-to-day government and enterprise operations. The agreement, announced on Monday, allows organisations to build, govern and monitor AI agents on Catalyst while making them available through Microsoft 365 applications including Teams, Outlook and Word. […]
By Nantoo Banerjee Despite never qualifying for the FIFA (Federations of International Football Associations) World Cup, India has emerged as one of the largest global markets for the current tournament being co-hosted by the United States, Canada, and Mexico, with matches played across 16 official host cities. In the opening weekend alone, the tournament reached […]
The article FIFA World Cup Reaches Over 100 Million Viewers In India appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).
Ripple has secured full authorisation under the European Union’s Markets in Crypto-Assets framework, clearing the San Francisco-based blockchain payments company to expand regulated crypto services across the European Economic Area. The approval, granted through Luxembourg’s financial regulator to Ripple Payments Europe S. A., gives the company a Crypto Asset Service Provider licence and allows it to passport services across 30 EEA markets. It follows a preliminary clearance […]
The fatal incident took place at Patan village in Maval taluka, near Lohagad Fort, where a house was buried under debris in the early hours. Rescue teams recovered one body from the site, while operations continued to trace two other members of the same family. Police said three landslides were reported in the remote village after sustained heavy rainfall loosened slopes in the area.
The weather disruption quickly widened into a major transport emergency. Traffic on the Pune-Mumbai Expressway and the old Pune-Mumbai Highway was suspended after landslides, flooding and structural damage made movement unsafe. Authorities advised motorists to avoid travel between the two cities and follow official traffic updates, as waterlogging and debris blocked several stretches in and around Lonavala, Khandala and Maval.
The most serious road disruption was reported on the Pune-to-Mumbai carriageway of the Khopoli-Kusgaon Missing Link, where a landslide occurred near the exit of a tunnel. Traffic had to be diverted from about 4am as a precaution. Officials said parts of the retaining structure were affected, while separate reports of a concrete pillar falling on the carriageway added to safety concerns. The Missing Link, opened two months ago, is a 13-km route through the Sahyadri range designed to cut travel distance by about 6 km and reduce travel time by 25 to 30 minutes.
By early afternoon, movement on one side of the Missing Link had begun to resume, but diversions continued on the Pune-to-Mumbai side. Traffic on the old highway was being restored in phases, though police warned that water accumulation, damaged power lines and fallen trees could slow full reopening. Several motorists reported being stuck near Lonavala since early morning, with bumper-to-bumper queues forming after vehicles were shifted away from the closed stretch.
Rail services on the Mumbai-Pune route were also hit after landslides deposited mud and debris on tracks in the Bhor Ghat section between Karjat and Lonavala. Sixteen trains were cancelled, while several others were diverted, short-terminated or short-originated. Railway teams began clearing operations near Thakurwadi and Monkey Hill Loop Cabin, with safety inspections required before regular movement could resume on affected tracks.
The disruption came after Lonavala recorded exceptionally heavy rainfall, with estimates ranging from more than 600 mm to 670 mm over 24 hours. The heavy downpour swelled streams, flooded low-lying areas and left slopes in the ghat section vulnerable to further slips. Officials said flood-like conditions were also reported in parts of Maval and Tamhini Ghat, restricting the use of alternate routes between Pune and Mumbai.
The Pune district administration declared a holiday for all schools and anganwadis on Monday after a red alert for extremely heavy rain. Residents were asked to avoid unnecessary travel, stay away from waterfalls, rivers and hill slopes, and not venture into flooded stretches. Disaster response teams, police and local volunteers were deployed across vulnerable points, with the National Disaster Response Force engaged in search and rescue work at Patan village.
The wider rain spell has placed Maharashtra’s disaster management system under pressure. Mumbai, Palghar, Raigad and the ghat areas of Pune district received heavy to extremely heavy rainfall, causing tree falls, local flooding and transport breakdowns. Mumbai’s civic authorities advised work-from-home arrangements where possible, while schools and colleges in several districts were shut as a precaution.
HONG KONG SAR – Media OutReach Newswire – 6 July 2026 – This July, celebrating his birthday month, Anson Lo marks a decisive leap into the global spotlight. Defined by his philosophy of “Adventure and Limitless,” the MAMA award-winning artist over the past weekend brought his solo concert tour to Macau, delivering a highly acclaimed, two-night engagement that drew an overwhelming response. This milestone is further amplified by the highly anticipated release of his new English single “Helicopter” and his high-profile appearance in the English drama The Season. Known for his razor-sharp choreography, Lo has transcended his status as Hong Kong’s premier idol to become a defining figure of a new, international generation.
The Rise of “Lo-Phenomenon”
Anson Lo’s trajectory over the last few years has been defined by a series of professional breakthroughs that have solidified his status as a regional powerhouse:
A New Frontier: Crafting English Hits and Lyrics
Lo’s global evolution shines through his self-penned English rap lyrics across nearly all his dance singles. Expanding his creative control, he wrote his two full English tracks, “Trippin’ Up” and the newly released “Helicopter.” “Helicopter” just dropped to an overwhelming global response, solidifying his international musical footprint.
About Anson Lo
Anson Lo (born July 7, 1995) is a multifaceted Hong Kong singer, dancer, and actor. Since his 2018 debut with the group MIRROR, he has evolved into a record-breaking soloist, headlining multiple solo concerts and releasing chart-topping hits such as “Megahit,” “Mr. Stranger,” and “Hey Hey OK!”. Today, he stands as a versatile artist working across music, fashion, and film.
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Arabian Post Staff -Dubai BARQ Systems has formed a regional partnership with ServiceNow to speed up digital transformation and enterprise automation across the Middle East and North Africa, targeting organisations that are moving from isolated technology upgrades to AI-enabled operating models. The collaboration is designed to help enterprises use the ServiceNow AI Platform to convert complex workflows into automated, data-led processes across IT, customer service, human resources […]
