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Singapore leads the region in maturity but faces critical scaling bottlenecks.

SINGAPORE – Media OutReach Newswire – 15 April 2026 – ST Telemedia Global Data Centres (STT GDC), one of the world’s fastest-growing data centre colocation service providers headquartered in Singapore, today announced the findings of a new regional research study, Mind the Gap: Bridging the AI Infrastructure Readiness Divide, examining how organisations across Asia are progressing from AI ambition to execution. Commissioned by STT GDC with research partner Ecosystm, the study surveyed more than 600 enterprise and digital-native leaders across nine Asian markets: India, Indonesia, Japan, Malaysia, the Philippines, Singapore, South Korea, Thailand and Vietnam.

High adoption, limited readiness across Asia

The report reveals that AI ambition across Asia is high, with nearly 90% of organisations having embarked on their AI journeys. However, a significant 71% remain in the “Builder” stage of maturity, where initial AI pilots struggle to scale into production environments capable of delivering consistent and measurable return on investment (ROI). In contrast, only 17% of organisations are considered “future ready”, having invested in scalable infrastructure, mature data governance and specialised operational expertise, highlighting a widening readiness gap across the region.

Challenges faced by the Builders

Across Asia, the research identifies a reinforcing cycle that keeps many organisations stuck in pilot mode. AI initiatives are often launched on infrastructure that cannot scale to production, limiting their ability to demonstrate measurable ROI and making it harder to justify further investment in purpose-built, high-density environments. This challenge is compounded by gaps in in-house expertise, with many organisations lacking the specialist operational skills required to manage increasingly complex AI infrastructure at scale.

“Across Asia, organisations are moving quickly from experimentation to implementation, but many are discovering that AI success now depends less on training models and more on foundations,” said Chris Street, Group Chief Revenue Officer of ST Telemedia Global Data Centres. “Without scalable infrastructure and operational readiness in place, it becomes difficult to convert early AI ambition into consistent business value.”

The Sustainability Blind Spot

Despite rising energy and cooling demands driven by AI workloads, sustainability considerations remain secondary for most organisations when evaluating infrastructure options. Although 27% of organisations say ESG goals will actively shape or be central to their future plans, 64% of organisations across Asia continue to prioritise performance or cost, even as power density, thermal efficiency and long‑term total cost of ownership become increasingly critical factors in scaling AI responsibly.

A disconnect between what organisations want and what they need

The study also highlights a persistent disconnect between how organisations evaluate infrastructure partners and the capabilities they actually need to scale AI. Across Asia, organisations continue to prioritise baseline requirements like security and reliability, despite identifying operational expertise, scalability and cost efficiency as their most significant challenges.

Singapore: ahead of the region, but facing a new constraint

These challenges are visible across the region, but they manifest differently in more mature markets. Singapore stands out against the regional baseline with a significantly larger share of organisations having progressed beyond early-stage pilots. While only 17% of organisations across Asia are considered future‑ready, 40% of Singapore organisations have reached the Integrator stage, reflecting stronger early execution and deployment capability.

However, the study also finds that the final step to leadership remains the most difficult. Only 3% of Singapore organisations have reached the “Leader” stage of AI infrastructure maturity, signalling that even in Asia’s most mature AI market, the transition from integration to full leadership remains difficult.

Scaling, not adoption, is now the key challenge

In Singapore, where adoption is more advanced, the constraints have shifted. Limited infrastructure headroom, shortages in specialised operational expertise and continued investment discipline are now emerging as the primary barriers to scaling AI workloads and sustaining leadership.

“For Singapore, AI adoption is relatively mature; the defining challenge now is scaling deployments fast enough to support real‑world demand,” said Mingcheng Lim, Country Head – Singapore, ST Telemedia Global Data Centres. “Whether the country can maintain its lead in the region will depend on whether infrastructure capacity, specialist expertise and investment approaches can evolve at the same pace as AI workloads.”

Sustainability awareness has yet to shape infrastructure choices

In Singapore, regulatory expectations have driven relatively high awareness of sustainability issues. However, sustainability continues to rank among the lowest priorities when organisations evaluate infrastructure providers, highlighting a gap between awareness and action, even as power density, thermal efficiency and long‑term cost efficiency become increasingly important to scaling AI responsibly.

The mismatch between wants and needs persists

As with the wider region, Singapore organisations continue to evaluate infrastructure providers based on familiar baseline criteria, even as their scaling challenges point to a growing need for specialist expertise, speed to scale and sustainable, high‑density infrastructure capability.

These findings suggest that Asia’s next phase of AI progress will be defined not by ambition alone, but by execution capability. For Singapore, sustaining regional leadership will depend on infrastructure strategies that support scale, resilience and speed, enabling organisations to convert early AI momentum into enduring competitive advantage.

To download the report, Mind the Gap: Bridging the AI Infrastructure Readiness Divide, please visit: https://www.sttelemediagdc.com/resources/ai-readiness-assessment-report.Hashtag: #STTelemedia #STTGDC

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

About ST Telemedia Global Data Centres

ST Telemedia Global Data Centres (STT GDC) is one of the fastest-growing data centre providers with a global platform serving as a cornerstone of the digital ecosystem that helps the world to connect. Powering a sustainable digital future, STT GDC operates across Singapore, the UK, Germany, India, Italy, Thailand, South Korea, Indonesia, Japan, the Philippines, Malaysia and Vietnam, providing businesses an exceptional foundation that is built for their growth anywhere. For more information, visit https://www.sttelemediagdc.com/.

Starting university is an exciting milestone, but it also comes with new expectations, from independent learning to navigating a new social environment. With early access to academic support, peer networks and wellbeing resources, SIM GE aims to ensure that students do not have to navigate this transition alone.

A “First 30 Days” Guide for New Students

To help students hit the ground running, the guide focuses on four key pillars: administration, academics, community and wellbeing, offering a clear roadmap for a confident and well-rounded start to university life.

Getting setup from Day One

The first week is all about laying the groundwork. Students are encouraged to attend orientation, activate essential academic systems and familiarise themselves with campus resources that will support their journey ahead. For international students arriving in Singapore, SIM GE provides dedicated onboarding through its International Student Office (ISO). From pre-departure preparation and Student’s Pass guidance to accommodation support and buddy programmes, students are guided every step of the way. Welcome receptions and orientation activities also offer early opportunities to build connections, helping students feel at home even before classes begin.

Establishing academic habits early

As classes begin, students quickly discover that understanding expectations early can make all the difference. The guide encourages students to review module outlines, plan ahead for assessments and actively seek support when needed. SIM GE offers a range of academic resources, including workshops and consultations focused on writing, research, presentations and effective study strategies. These resources are designed not just to support learning, but to help students develop the confidence and skills needed to thrive in a university environment.

Finding community beyond the classroom

Unversity life extends far beyond lectures. In their first month, students are encouraged to explore co-curricular activities (CCAs), student clubs and peer networks that enrich their overall experience. Programmes such as student ambassador initiatives and peer mentoring provide valuable opportunities for students to learn from seniors, gain practical insights and form meaningful friendships. By getting involved early, students can build a strong sense of belonging and become part of a vibrant campus community.

Prioritising wellbeing during the transition

Adjusting to university life can be both exciting and challenging. Recognising this, SIM GE places strong emphasis on student wellbeing, providing access to counselling and wellness services that support mental health and personal development. These services help students manage academic pressures, build resilience and maintain balance, ensuring they are well equipped to navigate both the highs and challenges of university life.

Supporting students every step of the way

SIM Global Education believes that a strong start can make a lasting difference. By encouraging students to actively engage with academic resources, peer support and wellbeing services from the outset, the institution aims to create an environment where students can grow with confidence, both academically and personally.

References:

1. SIM – International Students Onboarding – https://www.sim.edu.sg/degrees-diplomas/admissions/international-students-onboarding
2. SIM Global Education – International Student Office – https://regional.simge.edu.sg/en/international-student-office/
3. SIM GE – International student support and buddy programmes – https://regional.simge.edu.sg/en/navigating-the-transition-to-studying-abroad/
4. SIM GE CCA – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/co-curricular-activities
5. SIM GE Student Ambassadors – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/student-ambassadors
6. SIM Student Care – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/student-care

Hashtag: #SIMGlobalEducation #SIMGE #GlobalEducation #InternationalDegree #CareerReady #FutureSkills

https://www.sim.edu.sg/

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

About SIM Global Education

SIM Global Education (SIM GE) is a leading private education institution in Singapore and the region. We offer more than 140 academic programmes ranging from diplomas and graduate diploma programmes to bachelor’s and master’s degree programmes with some of the world’s most reputable universities from Australia, Canada, Europe, United Kingdom, and the United States. SIM GE’s cohort is made up of 17,000 full- and part-time students and adult learners, of which approximately 41% are international students hailing from over 50 countries.

SIM GE’s holistic learning approach and culturally diverse learning environment aim to equip students with knowledge, industry skills and employability competencies, as well as a global perspective to succeed as future leaders in a fast-changing, technologically driven world.

For more information on SIM Global Education, visit www.sim.edu.sg.

Decoupling the Battery from the Price Tag

For decades, the battery has been the most expensive single component of an electric car. It is also the component most likely to depreciate. XEV’s innovative business model fundamentally alters this equation by separating the vehicle (hardware) from the battery (service).

Customers purchase the car but lease the energy capacity. This strategy significantly lowers the initial purchase price. It makes premium urban mobility accessible to a broader demographic. This ranges from young professionals seeking their first vehicle to fleet operators managing tight margins.

“We are not just manufacturing cars. We are redefining vehicle ownership,” says the XEV leadership team. “Our goal is to make car production as flexible as smartphone manufacturing. We give users exactly what they need for city living without the financial weight of traditional ownership.”

3 Minutes to Full Power: Solving the Charging Crisis

Range anxiety remains a critical hurdle for European EVs. This is particularly true for drivers without private home charging infrastructure. XEV addresses this with its proprietary battery swapping network.

The XEV YOYO and the upcoming XEV XPRESSION are engineered with a modular battery system. Instead of waiting hours at a charging point, drivers pull into a dedicated station. They complete a fully automated battery replacement in approximately three minutes.

This “SWAPPING” technology does more than save time. It improves operational efficiency for commercial users and ensures the vehicle is immune to battery degradation. Since the driver does not own the battery, they never have to worry about the cell’s lifespan affecting the car’s resale value. This creates a “Zero Usage Anxiety” experience for the owner.

Data-Driven Customization: The End of “One Size Fits All”

The XEV lineup is purpose-built for the narrow streets and high congestion of European cities. With a compact footprint of roughly 2.5 meters, the YOYO navigates historic city centers with ease. However, small size does not mean limited options.

Unlike legacy automakers that push stock inventory, XEV utilizes a data-driven C2M model. Users configure their vehicles via an online platform. They select distinct exterior colors, interior materials, wheel designs, and specific features. This user input triggers a flexible production process that creates a customizable car tailored to specific tastes. XEV uses the massive data generated from these customization choices to refine future designs and forecast market trends with precision.

Commercial Application: Powering the Last-Mile Economy

The flexibility of the XEV platform extends well beyond personal commuting. It is designed to serve the booming last-mile economy. The platform supports last-mile delivery vehicles and shared mobility fleets.

XEV provides specialized enclosed cargo options for logistics companies. The vehicle can even be customized for small business applications, such as mobile coffee carts or retail trucks. For small business owners, the vehicle serves as a mobile asset that can be configured for specific trades, effectively lowering the barrier to entry for entrepreneurs.

XEV has already initiated pilot projects with major European logistics firms to prove the model’s viability for high-frequency urban commuting and commercial delivery. For car-sharing services, the high utilization rates and low maintenance needs of the YOYO make it an ideal asset for time-based rental fleets. The modular design further supports this eco-friendly lifecycle by facilitating easy repair and part upgrades. This extends the product lifespan and reduces waste compared to traditional vehicles that are often scrapped when a single major system fails.

A Strategic Supply Chain for a New Era

XEV achieves this level of flexibility through a strategic manufacturing model. The company adopts a capital-light approach that relies on deep collaboration with mature Asian automotive supply chains. This ensures rigorous quality control and cost efficiency without the bloating of traditional manufacturing.

Simultaneously, XEV is committed to European localization. The company is currently establishing assembly hubs and battery swapping networks across Europe to better serve local demand. This dual approach allows XEV to combine global manufacturing power with local market responsiveness. It ensures that while the technology is global, the support and infrastructure are local.

Availability

Sales and deliveries of the XEV YOYO have commenced in selected European markets, including Italy and Germany. The company continues to expand its infrastructure to support the growing network of users who demand a smarter and cleaner way to move through their cities.

For more information on the YOYO and the battery-swapping network, visit https://www.xev-global.com/yoyo or explore the upcoming XPRESSION model at https://www.xev-global.com/xpression.
Hashtag: #XEV

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

About XEV

XEV is an innovative electric vehicle company committed to transforming the way cars are designed, built, and owned. Through its direct-to-consumer (DTC) online customization platform and a flexible production system, XEV integrates personalized user demand with modular smart manufacturing. The company’s mission is to make electric vehicles accessible and lifestyle-aligned for everyone. It drives the transition toward sustainable and personalized mobility. XEV positions itself not just as a manufacturer but as a global leader in urban electric mobility solutions.

HONG KONG SAR – Media OutReach Newswire – 14 April 2026 – Hongkong Land and Gammon Construction have partnered to introduce CarbonCure to Hong Kong. Through this strategic collaboration, the companies are deploying the patented CO₂ mineralisation technology in Tomorrow’s CENTRAL project, marking its first use in Hong Kong. This alliance pioneers low-carbon building materials in the city and accelerates the wider industry’s transition.

Reducing cement‑related emissions without compromising performance

Embodied carbon accounted for 70% of Hongkong Land’s total carbon emissions in 2025, with industry research indicating that more than 80% of the embodied carbon in a typical new commercial building is associated with concrete, brick and steel. Cement production generates about 7% of global CO₂ emissions, more than three times that of civil aviation, making it a critical decarbonisation priority.

CarbonCure offers one of the most effective solutions, reducing cement content by 4–7% without compromising concrete quality or performance. The new technology injects captured CO₂ into fresh concrete during mixing, where it undergoes a chemical reaction to form a mineral, permanently trapping carbon within the material. When combined with a low-carbon concrete mix containing approximately 40% Ground Granulated Blast-Furnace Slag (GGBS), a 34% carbon emissions reduction is achieved compared to traditional non-green concrete.

Implementing this innovative technology supports Hongkong Land’s target of achieving a 22% reduction in Scope 3 carbon intensity by 2030. It also aligns with Tomorrow’s CENTRAL project’s sustainability objectives, including using 100% low carbon concrete, 100% green rebar, and 100% sustainable timber during construction, and to divert 75% of construction waste.

Tomorrow’s CENTRAL: a project with sustainability at its core

Tomorrow’s CENTRAL is Hongkong Land’s bold three-year plan to transform the LANDMARK retail portfolio. Announced in June 2024, the project is ambitious in its scope, encompassing extensive façade enhancements, retail renovations and office lift-lobby relocations From inception, sustainability has been the project’s guiding principle.

The CarbonCure concrete mix technology was deployed by Hongkong Land and Gammon in November 2025 after it was approved by the Buildings Department in September 2025 following a rigorous 18-month testing and preparation period.

Michael T. Smith, Group Chief Executive of Hongkong Land, said: “Sustainability is a key business priority for Hongkong Land. Using lower carbon concrete on Tomorrow’s CENTRAL helps to advance the goals of our Sustainability Framework 2030. As the first developer to apply this technology in Hong Kong’s premium commercial sector, we continue to demonstrate our commitment to innovation and encourage wider industry uptake.”

Eddie Tse, Group Sustainability Manager, Gammon Construction, said: “We are delighted to partner with Hongkong Land on Hong Kong’s first application of CarbonCure concrete. Their strong commitment to sustainability and openness to pioneering solutions have been instrumental in making this milestone possible. By permanently mineralising carbon within building materials and reducing cement use, lower carbon concrete represents a meaningful step forward in embodied‑carbon reduction. With this successful deployment, we look forward to extending similar innovations across the industry and collaborating with more clients to drive low‑carbon construction in Hong Kong.”

Hashtag: #HongkongLand

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

Hongkong Land

Hongkong Land is a major listed property development, investment and management group. It focuses on developing, owning and managing premium and ultra-premium mixed-use real estate in Asian gateway cities, featuring Grade A office, luxury retail, residential and hospitality products. With over US$50 billion in assets under management, Hongkong Land’s ultra-premium mixed-use real estate footprint spans over 1.97 million sq. m. lettable area in operation and 1.43 million sq. m. lettable area under development, with flagship mixed-use projects in Hong Kong, Singapore and Shanghai. Its properties hold industry leading green building certifications and attract the world’s foremost companies and luxury brands. Established in 1889, Hongkong Land takes a long-term view, investing significantly alongside its capital partners and concentrating its portfolio where it can create the most value for tenants, customers and investors. Hongkong Land Holdings Limited has a primary listing on the London Stock Exchange, with secondary listings in Singapore and Bermuda. Hongkong Land is a member of the Jardine Matheson Group.

The partnership brings together DFIQ Media’s extensive omnichannel retail media ecosystem with WPP Media’s advanced programmatic and predictive intelligence capabilities. By integrating customer audience insights through InfoSum – WPP’s privacy-first, no-data-movement collaboration platform – advertisers can activate high-value audiences while ensuring strict data privacy and regulatory compliance.

Through this initiative, advertisers will gain access to aggregated customer insights from the yuu loyalty ecosystem and retail platforms across DFI Retail Group banners, enabling more precise and effective targeting strategies. These audience segments can be securely matched and activated via WPP Media’s Open Intelligence, and delivered through WPP Open – WPP’s agentic marketing platform. This enables brands to unlock new growth audiences, improve targeting accuracy, and access deeper performance insights across digital and in-store environments, including incremental sales, new-shopper contribution, and audience-level effectiveness.

“Retail media is the fastest growing media channel globally and rapidly becoming one of the most important channels for brands to connect with consumers in meaningful and measurable ways,” said Wee Lee Loh, Group Chief Digital & yuu Rewards Officer from DFI Retail Group. The partnership also includes WPP Media’s investment in DFIQ Media’s omnichannel retail media inventory. This includes digital advertising opportunities across the e-commerce and mobile apps of yuu, Wellcome, 7-Eleven, and Mannings, as well as DFIQ Media’s in-store digital screen network of more than 6,000 screens across these retail locations in Hong Kong. “Our collaboration with DFIQ Media represents an important step in shaping the future of commerce-driven media in Hong Kong,” said Michael Beecroft, CEO of WPP Media North East Asia.

Collectively, these retail touchpoints generate more than 60 million store visits every month, giving brands a powerful platform to connect with consumers across the full shopping journey — from digital discovery to in-store purchase.

“By partnering with WPP Media and leveraging privacy-safe technology from InfoSum, we are unlocking the next phase of retail media in Hong Kong – one that combines powerful first-party data with omnichannel activation across digital and physical retail environments,” said Chandana Sunder, Group Retail Media Director from DFI Retail Group.

WPP Media will also bring its advanced programmatic advertising, predictive modelling, and Open Intelligence capabilities to the partnership, enabling automated buying, real-time optimization, and sophisticated audience targeting powered by DFIQ Media’s retail signals.

“By connecting DFIQ Media’s rich retail audiences with our Open Intelligence framework, we can deliver high-yield, privacy-safe, and outcome-driven advertising solutions that reduce waste and drive measurable growth for brands,” said Kenny Ip, Vice President, Media and Partnership Management at WPP Media Hong Kong.

Together, DFIQ Media and WPP Media aim to push the boundaries of retail media innovation – building a more advanced and future-ready retail media landscape in Hong Kong. The partnership marks a significant milestone in next-generation retail media development, combining privacy-first data collaboration, predictive intelligence, and large-scale omnichannel activation to create new opportunities for brands to engage shoppers and measure incremental impact.
Hashtag: #DFIRetailGroup #DFIQ #yuuRewards #Mannings #7-Eleven #Wellcome

https://www.dfiretailgroup.com/

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

DFI Retail Group

DFI Retail Group is a leading Asian retailer driven by its purpose to ‘Sustainably Serve Asia for Generations with Everyday Moments’. As at 31 December 2025, the Group and its associates operated 7,580 outlets and employed more than 79,000 people across 12 markets. The Group is committed to delivering quality, value and service to consumers across the region through trusted brands, strong local market positions, and a broad retail ecosystem supported by extensive store networks, digital capabilities and efficient supply chains. DFI Retail Group and its associates operate a portfolio of well-known brands across five key divisions: health and beauty, convenience, food, home furnishings and restaurants.

DFIQ Media is the retail media arm of DFI Retail Group, connecting brands with millions of shoppers through a powerful omnichannel ecosystem that spans loyalty, e-commerce, and in-store media across leading retail banners. Established in 2025, it aims to deliver everyday omnichannel customer experience through full funnel media solutions powered by first party data intelligence.

Formula 1 could return to Greater Noida in 2027 if the government, circuit stakeholders and the sport’s commercial side can align on taxes, approvals and financing, after Sports Minister Mansukh Mandaviya said work was under way to revive the race at the Buddh International Circuit. His remarks have revived expectations among motorsport followers, but the project remains at the stage of negotiations rather than confirmation.

Mandaviya said the government was trying to remove the tax obstacles that helped drive Formula 1 out after three editions between 2011 and 2013, and indicated that multiple companies had shown interest in backing a comeback. The minister’s comments suggested the state would act as a facilitator rather than the sole organiser, a crucial distinction for an event whose economics depend on promoter strength, sanction fees, logistics and long lead times. He also pointed to the Buddh International Circuit as the intended venue, restoring focus to a track that once hosted Sebastian Vettel’s dominant Red Bull era and briefly placed the country on Formula 1’s world calendar.

Yet the gap between political intent and a confirmed Grand Prix remains significant. Formula 1’s 2026 championship calendar is already full, running across 24 rounds with Madrid added and no India slot. Reporting on the sport’s response to the 2027 target indicates that while the market is viewed favourably, a race by that year is not considered likely at this stage because staging a Grand Prix requires complex planning and coordination. That makes the current push look more like an opening bid than a settled return date.

The tax issue is not a minor footnote but the central fault line in the story. Formula 1’s earlier spell at Buddh was overshadowed by disputes over whether the event qualified as sport or entertainment, and by arguments over customs duties and the tax treatment of revenues tied to the race. Reuters reported as far back as 2011 that teams were concerned about possible tax exposure, and by 2013 the Grand Prix had already fallen off the following year’s calendar amid mounting financial and bureaucratic strain. Mandaviya’s promise of tax relaxations is therefore a direct attempt to answer the problem that helped sink the event the first time.

Buddh itself remains the natural choice because it is the only proven Formula 1 venue in the country, but it is not simply a matter of reopening the gates. Any return would require circuit readiness, operational planning and the backing of a promoter capable of sustaining a high-cost international event. The minister said three companies had approached the government, and separate reports have suggested corporate interest around the circuit’s future, although no final transaction or race agreement has been announced. The absence of a named promoter with a signed commercial deal is one reason the 2027 target still looks aspirational.

There is also a broader question about whether the circuit can first rebuild confidence through other top-tier events. Mandaviya said a MotoGP race could be staged before Formula 1’s return, but the two-wheel championship’s own scheduling history at Buddh shows how hard that can be. MotoGP held its first race there in 2023, then postponed the 2024 event to 2025, later shifting the country’s return to 2026 under a fresh agreement with Uttar Pradesh. That record does not rule out Formula 1, but it does underline how major motorsport events in the market have struggled with continuity.

Even so, the commercial logic behind the revival effort is clear. Formula 1 has been expanding in markets that offer strong broadcast audiences, sponsor interest and long-term fan growth, and the country remains attractive on all three counts. A youthful audience, a large digital sports market and the symbolic value of restoring a race near the capital region all strengthen the case. What the bid still lacks is the final layer that matters most in Formula 1: a binding agreement among the rights holder, a credible promoter, public authorities and a venue ready to meet the sport’s demands.