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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.

As the world’s first humanoid robot marathon event brand, this competition has reached new heights in terms of scale, technological innovation, and organizational requirements. Therefore, the drill was conducted to drive a further upgrade in the quality of event preparations.

In terms of scale, the number of participating teams for this year has grown by nearly five times compared to last year, exceeding 100 teams. Covering two major categories—autonomous navigation and remote control—with autonomous teams accounting for nearly 40%, the number of participants, types of technology, and scope of testing have all reached historic highs. Consequently, full-process drills are required to solidify operational links, hone team coordination, and ensure the efficient operation of the event.

Regarding technological innovation, the first large-scale application of autonomous navigation technology has become a major highlight and challenge. In complex and changing environments, robots face difficulties in perceiving and making decisions within intricate surroundings, posing huge challenges to their computing power. At the same time, long-distance running places severe tests on the robots’ endurance, specifically examining their long-range stamina and energy management capabilities. Furthermore, dynamic balance and gait control capabilities are put to the test; robots must maintain dynamic balance at all times. Especially during high-speed running or sharp turns, the requirements for adaptive gait and millisecond-level posture correction are extremely high to prevent falls caused by shifts in the center of gravity.

In terms of regulations, this year’s event has also seen systematic upgrades in five areas: stricter rules on human intervention, more scientific start and movement protocols, clearer scoring and penalty criteria, more standardized supply and equipment management, and tighter safety and emergency procedures.

Facing these numerous challenges, the main purpose of this full-process, all-element test is to conduct technical validation, process refinement, risk prevention, and standard consolidation, ensuring the official race proceeds safely, smoothly, efficiently, and in an orderly manner. This drill, adhering to the standards of “full-process, all-scenarios, and all-elements,” followed the complete official race route of 21.0975 kilometers for the first time. It followed official race timelines, track rules, and support systems, covering two categories of teams (autonomous and remote-controlled), two types of scenarios (urban main roads and eco-parks), and two major segments (technical competition and service support). Through full-chain stress testing, the organizers carried out targeted breakthrough verifications to precisely identify potential issues and optimize procedural details.

The entire event involves a full chain of operations including start-line assembly, track control, battery swapping and resupply, finish-line diversion, emergency containment, vehicle dispatch, timing and judging, and security and medical services. All these must undergo practical drills to identify risks, optimize movement lines, and unify standards. This test comprehensively inspects the stability and reliability of humanoid robot technology, laying a solid foundation for the successful hosting of the official event.

During this test, team positioning was strictly verified and orderly arranged based on technical data submitted by each team, ensuring the process was open, standardized, fair, and orderly. As a realistic pre-race simulation drill, the test focused on process refinement, problem identification, and detail optimization. Test results were for reference only and did not count towards official rankings or race results. At the same time, speed performance and operational data of the teams during the test were within the scope of verification and do not represent their level in the official competition.

Currently, the short-distance speed of robots has improved significantly, and some teams predict that their half-marathon results may approach the level of elite human athletes. As a competition that serves as an extreme test of comprehensive performance and adaptability to complex terrain, the final results are worth looking forward to. On April 19, this human-robot co-running half-marathon will officially kick off, providing more impetus for the development of the robotics industry and accelerating the transition of humanoid robots from the laboratory to real-world applications.

Hashtag: #2026BeijingE-TownHalf-MarathonandHumanoidRobotHalf-Marathon

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The slowdown matters because overseas sales have been doing much of the heavy lifting for China while the property downturn and soft household spending continue to restrain growth at home. Economists surveyed by Reuters expect the economy to have expanded 4.8 per cent in the first quarter, up from 4.5 per cent in the previous three months, but they also see the outlook dimming as the Middle East conflict pushes up input costs and clouds demand in key markets.

March’s figures suggest that what had looked like a strong start to the year is becoming harder to sustain. Earlier gains had been supported by front-loaded shipments, strong demand for artificial intelligence-linked electronics and a rebound in some advanced manufacturing exports. That mix is now facing a harsher external backdrop. The conflict involving Iran has disturbed energy markets, with the Strait of Hormuz under severe strain and oil prices climbing towards the $100 a barrel mark, a level that raises transport, production and logistics costs across Asia and Europe.

Imports into China, by contrast, jumped 27.8 per cent in March, the strongest increase since late 2021. Part of that rise reflected demand tied to semiconductors, components and technology supply chains, but it also pointed to stockpiling and shifting trade flows as businesses prepared for a more volatile energy and freight environment. The divergence between softer export growth and surging imports may complicate Beijing’s effort to keep its large trade surplus intact through 2026.

Pressure from the Iran conflict is being transmitted through more than one channel. China remains heavily exposed to imported energy, and although it has reserves and a diversified supply base, higher crude and gas costs squeeze manufacturers’ margins and can erode the price competitiveness that has underpinned the country’s export machine. Reuters reported that March also brought the first rise in factory-gate prices in more than three years, indicating that cost pressures are building just as external demand becomes less predictable.

There are also direct trade effects. Reuters reported that crude and natural gas imports fell as the regional conflict disrupted flows. OPEC, in its first formal assessment of the war’s economic effect, cut its forecast for second-quarter global oil demand by 500,000 barrels a day, saying the conflict had become a meaningful drag on consumption and trade. For export-oriented economies such as China, that points to a tougher environment in which customers abroad may curb discretionary spending while producers face steeper energy bills.

Yet the picture is not uniformly bleak. China’s technology and clean-energy manufacturers still have areas of strength that could cushion the blow. Overseas demand for electric vehicles, batteries and solar equipment has been supported by the same oil shock that is hurting traditional exporters. Associated Press reported that Chinese new-energy vehicle exports continued to surge in March, while another AP analysis said the energy crisis was sharpening global interest in Chinese clean-tech supply chains. Those sectors are unlikely to offset every weakness, but they do show that the country’s export story is becoming more uneven rather than simply weaker across the board.

That unevenness is visible across product categories. Lower-value consumer goods such as clothing, furniture and other labour-intensive shipments were hit by seasonal factors and softer foreign demand, while higher-end electrical and AI-linked exports remained more resilient. South Korea’s sharp rise in exports to China, driven by chip demand, underlined the point that advanced technology supply chains are still expanding even as broader goods trade loses pace.

Beijing now faces a familiar policy dilemma made more acute by war. It wants to preserve growth without adding excessive leverage, support exporters without worsening trade tensions, and stabilise domestic demand while avoiding another debt-fuelled property cycle. Current forecasts still place full-year growth within the official 4.5 to 5 per cent target range, but many analysts now expect a weaker second quarter than they did before the Iran crisis deepened. Fiscal support, bond issuance and selective easing remain on the table, though officials appear cautious about deploying a large stimulus immediately.

“Service is the foundation of our business, and innovation in how service is delivered is increasingly important as customers seek greater reliability and better visibility into performance,” said Judy Marks, Chair, CEO and President, Otis Worldwide Corp. “WeMaintain has built a strong technology platform and agile operating model that reflects how quality service is delivered in a fast-paced, digital and customer-centric environment. We are confident in their growth potential and believe this investment supports their continued success while creating long-term value for both organizations.”

“Otis’ investment allows us to stay focused on what we do best – continuing to build and advance our technology and scale our business as an independent company,” said Benoit Dupont, WeMaintain CEO. ” With the stability and support of the global industry leader, we are well positioned to strengthen our offering while maintaining the close customer relationships and high standards that have always defined our approach.”

Otis and WeMaintain will operate as separate entities, and WeMaintain will continue to offer its agnostic IoT and AI-based solution to its current and future customers.

Hashtag: #Otis #WeMaintain

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About Otis 

Otis gives people freedom to connect and thrive in a taller, faster, smarter world. The global leader in the manufacture, installation, service and modernization of elevators and escalators, we move 2.5 billion people a day and maintain approximately 2.5 million customer units worldwide – the industry’s largest Service portfolio. You’ll find us in the world’s most iconic structures, as well as residential and commercial buildings, transportation hubs and everywhere people are on the move. Headquartered in Connecticut, USA, Otis is 72,000 people strong, including 45,000 field professionals, all committed to manufacturing, installing and maintaining products to meet the diverse needs of our customers and passengers in more than 200 countries and territories. To learn more, visit www.otis.com and follow us on LinkedIn, YouTube, Instagram and Facebook @OtisElevatorCo.

About WeMaintain
​​​​WeMaintain was founded in 2017 by Benoit Dupont and Jade Francine on the belief that building maintenance could be smarter, more transparent, and more impactful. We combine AI-driven insights, IoT-powered data, and on-the-ground expertise to deliver real-time visibility, enhanced operational efficiency, and increased asset reliability for building owners and operators. ​​​

​​​​With operations across Asia and Europe and ​more than 350 employees, we provide services and solutions for elevators, escalators, automatic doors, and fire safety systems. ​​

​​Our ​human + tech approach sets a new standard for service quality, customer experience, and growth.​​

​​​​To learn more, visit WeMaintain.com and follow us on LinkedIn.

By Nantoo Banerjee The country is experiencing a significant surge in commodity and transportation costs following geopolitical tensions in the Persian Gulf region and a weak Indian Rupee. Retail prices of daily essentials are rising rapidly. The prices of edible oils, pulses and packaged foods, including drinking water, have moved up since last month. Precious […]

The article Prices Are Fast Shooting Up Fanning Inflation appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The early-April figures reinforce a broader pattern already visible through the first quarter. South Korea, one of the world’s most closely watched export economies because of its central role in memory chips, displays and consumer electronics, has been benefiting from a steep recovery in semiconductor sales after a prolonged industry downturn. Reuters reported at the end of February that the country’s chip exports had jumped 160.9 per cent in that month alone, passing $20 billion for a third straight month as AI investment and stronger memory prices lifted demand.

Semiconductors were again the main engine in the latest 10-day release. Chip exports surged 152 per cent from a year earlier, underscoring how heavily South Korea’s trade performance is now tied to data-centre investment, high-bandwidth memory demand and the wider AI build-out led by large technology firms. That strength has helped offset a less even backdrop in other parts of the economy, where investment, household demand and external policy risks remain more mixed.

The export rebound matters well beyond monthly trade headlines. South Korea’s central bank raised its 2026 growth forecast to 2.0 per cent in February and signalled that a chip-led upswing was giving policymakers more room to hold interest rates steady while watching inflation and financial stability risks. Reuters also reported this month that central bank officials see strong semiconductor exports and an extra budget as factors easing downward pressure on growth, even as won weakness and higher energy costs complicate the inflation outlook.

Factory data has pointed in the same direction. A Reuters report on S&P Global survey findings showed South Korea’s manufacturing activity expanded in January at the fastest pace in nearly a year and a half, helped by stronger export orders from China, North America and Europe. Manufacturers reported improving optimism as orders strengthened in sectors such as autos and semiconductors, indicating that the recovery is not only statistical but also visible in production and order books.

Still, the trade picture is not free of risk. South Korea remains highly exposed to swings in global demand, to US trade policy and to supply disruptions linked to tensions in the Middle East. Reuters polling before the March trade data showed imports rising sharply as higher oil prices pushed up the energy bill, even while exports surged on semiconductor strength. That combination can support headline trade values, but it also leaves the economy vulnerable to a renewed squeeze from commodity inflation and currency volatility.

Another uncertainty lies in concentration. The same chip boom that is lifting exports also raises dependence on a narrow cluster of products and companies. South Korea’s trade resilience is being powered largely by memory and advanced semiconductor demand, especially products linked to AI servers. Investment plans such as SK Hynix’s announcement in February of 21.6 trillion won in new facilities show confidence in long-term demand, but they also underline how central the semiconductor cycle has become to the country’s broader growth model.

For now, the momentum remains hard to ignore. Reuters polling ahead of the March data had already pointed to the fastest export growth in nearly five years, with shipments to the United States and China both showing strong gains alongside the semiconductor surge. Monday’s early-April figures suggest that pace has carried into the second quarter, strengthening the case that South Korea’s exporters are entering another period of outsized performance after a weak stretch in 2025.

TCL Electronics is exploring the sale of a stake in its television manufacturing business in India to local buyers, in a move that could help the Chinese consumer electronics group expand more deeply in one of the world’s fastest-growing electronics production bases, according to people familiar with the matter. Bloomberg reported the company is working with an adviser and is seeking to raise at least $200 million from the proposed stake sale.

The deliberations point to a broader shift in strategy for global electronics groups operating in India, where policy support for domestic manufacturing, supply-chain localisation and greater local participation in ownership are increasingly shaping investment decisions. India approved more than $750 million in projects for electronic component manufacturing at the end of March and has set a target of lifting electronics output to $500 billion by fiscal 2031, up from $125 billion in the year to March 2025.

TCL has spent years building out its industrial footprint in the country. The group’s Tirupati manufacturing base, unveiled as its largest such facility outside China, was designed to produce TV and mobile phone screens at scale. Economic Times reported the plant was built with annual capacity for eight million large-sized TV screens and 30 million small-sized mobile screens.

That industrial push has since been reinforced by TCL CSOT India, the company’s display-panel arm, which said it had completed three production lines with monthly capacity of 1.2 million units and was moving towards full bonding, lamination and assembly operations with capacity reaching two million units a month. The company said the India operation was supplying panel modules to customers including Samsung, underscoring that the business is not only about selling finished televisions under the TCL brand but also about embedding itself in the wider supply chain.

A partial stake sale to domestic investors would therefore carry strategic weight beyond capital raising. It could give TCL stronger local alliances, improve regulatory comfort, and help the company navigate a market where manufacturing, sourcing and ownership are increasingly entwined with industrial policy. It may also position the business more favourably in dealings with state governments, suppliers and large retail channels as competition intensifies across the television segment. The company has not publicly announced any transaction, and the talks may not lead to a deal.

For TCL, India matters not just as a sales market but as a production and export platform. The company’s 2024 annual report showed it shipped 29 million televisions worldwide last year, with global market share by shipments rising to 13.9%, placing it among the top two TV brands globally, according to Omdia data cited by the company. The same report said TCL ranked among the top three in retail sales volume in nearly 20 overseas markets and recorded strong growth across emerging markets, including the Middle East and Africa.

Those figures help explain why TCL may be seeking a structure that allows it to preserve momentum in India while adapting to local realities. India is becoming harder to treat as a simple import destination. Policy incentives are encouraging assembly, component manufacturing and deeper supply-chain integration, while geopolitical tensions and tariff shifts are prompting multinational groups to diversify production beyond a single geography. For television makers, that means scale alone is no longer enough; local manufacturing depth and political acceptability also matter.

The move also reflects a wider pattern among Asian electronics manufacturers, many of whom have expanded capacity in India to reduce dependence on imports and align themselves with official manufacturing goals. Reuters reported in late March that New Delhi’s incentive programmes are aimed at cutting import dependence and strengthening local supply chains. That policy environment has created room for both foreign and domestic investors, but it has also made partnership structures more attractive than wholly externally controlled operations in sensitive or high-volume sectors.