Honda to Pour $15 Billion into EV Factory in Ontario–the Largest Auto Investment in Canada's History

Ontario Premier Doug Ford, Prime Minister Justin Trudeau, and Finance Minister Chrystia Freeland listen as Toshihiro Mibe, President and CEO of Honda Motor Co., speaks to the crowd at Honda of Canada – released by Honda.

In late April, Honda Motor Company announced plans to build a comprehensive electric vehicle (EV) value chain in Canada with an approximate investment of CAD$15 billion (USD$11 billion).

Consisting of four manufacturing plants for EVs, EV batteries, and battery components the first will have a production capacity of 240,000 EVs per year when fully operational, while the battery plant will produce around 36 gigawatt-hours per year.

Battery recycling and end-of-use concepts are being taken into account in the project.


Currently in evaluation phasing, the company hopes to build in Alliston, Ontario. In addition to securing the current employment level of 4,200 associates at its two existing manufacturing facilities in Ontario, Honda estimates it will add a minimum of 1,000 new jobs for the EV and EV battery manufacturing facilities.

The investment will also create significant spinoff jobs across all sites, including in the construction sector where it’s estimated that at least 4,000 tradesmen and laborers will be involved.

Honda has begun the process of evaluating the scope of its investment and completing negotiations with its joint venture partners, which includes the Federal Government of Canada who are supporting the work with CAD$5 billion. The work is expected to be finalized during the next six months.

Canadian and Ontario labor unions are scrutinizing the announcement for signs that Honda may employ foreign labor for the construction, when, they say, it should all be going to Canadians due to the presence of public money in the investment.

Honda Motor Company, Honda of Canada, and the Canadian Industry Minister, Francois-Philippe Champagne, have all said this will not be the case, with the Honda of Canada President going as far as to suggest a memorandum of understanding be signed on the topic of foreign workers versus unionized workers for the project.

Despite a recent slowdown in the growth of EV sales, especially in the U.S., Honda, the price of which reached a new 52-week high in March, said it was sticking to its goal of selling only EVs and fuel-cell, or hydrogen, vehicles globally by 2040.

Honda of Canada recently fabricated its 10 millionth car—a gasoline-powered CRV.

Honda of Canada workers finishing the 10 millionth vehicle assembled in Canada – credit – Honda
As the first step in achieving this electrification goal in North America, Honda positioned its existing auto production plants in the state of Ohio in the US as its EV hub for production, including the retooling of existing plants, an investment of USD$700 million, and the construction of a joint venture EV battery plant with LG Energy Solution, with an expected investment of USD$4.4 billion, the company said in a statement. Honda is the only auto manufacturer outside China that reveals its near neighbor for full supply chain EV production.Honda to Pour $15 Billion into EV Factory in Ontario–the Largest Auto Investment in Canada's History
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India-Taiwan trade may reach $25 billion via investments, tech sharing

Mumbai, May 8 (IANS) As India-Taiwan economic partnership grows significantly in recent years, the trade between the two countries may reach $25 billion via investment and technology sharing, industry leaders have said.

Peter Huang, specialist of South Asia section (Market Development Department), Taiwan External Trade Development Council, who led a high-level delegation here, said that India is a friendly and hospitable country for Taiwanese industry.

"Our commercial relation is growing from strength to strength and this is our 15th business delegation to India," Huang said.

"India is still an untapped market for Taiwanese firms and there is huge trade and investment potential in India, especially in electronics, auto-components, machineries, food processing, medical devices and other sectors," he emphasised.

Taiwan has considered India as a critical partner under its 'New Southbound Policy' and both countries have also signed migration agreements to allow Indian workers to be employed in Taiwanese industries.

Vijay Kalantri, Chairman, MVIRDC World Trade Center Mumbai, said that India-Taiwan economic relation is at an inflection point.

"For the first time, India conferred Padma Bhushan award to CEO of Foxconn, Young Liu, which is testimony to the strengthening of our bond," he mentioned.

The Taipei Economic and Cultural Centre (TECC) is also planning to set up a third office in India.

"Both the countries should grow bilateral trade to $25 billion, from the current level of $8 billion through partnership in investment and technology cooperation," industry leaders noted.

Of the $8 billion bilateral trade, Taiwan exports $6 billion and imports hardly $2 billion from India."In future, we are committed to facilitating our commercial partnerships in electronics, shipbuilding, and other sectors of mutual interests," Kalantri said.India-Taiwan trade may reach $25 billion via investments, tech sharing | MorungExpress | morungexpress.com
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Axiata and Airtel sign agreement to merge operations in Sri Lanka

The move will be facilitated by a stake swap, with Dialog Axiata taking 100% ownership of Airtel Lanka in exchange for giving Bharti Airtel a 10.4% stake in Dialog Axiata, Today, Bharti Airtel and Dialog Axiata have jointly announced the signing of a formal agreement to merge their Sri Lankan operations. The deal, which was first announced almost a year ago, will take place via an equity swap, with Bharti Airtel swapping 100% of its shares in its Sri Lankan unit, Airtel Lanka, for a 10.4% stake in its local rival Dialog Axiata. The move see Airtel Lanka’s 5 million mobile subscribers integrated with Dialog Axiata’s 17 million, giving Dialog Axiata an even larger lead in the Sri Lankan market, with a market share of over two-thirds. Rivals Hutch and SLT Mobitel have roughly 3.5 million and 7.5 million subscribers, respectively. “This consolidation will enable the merged entity to garner economies of scale, reduce duplication of infrastructure, achieve synergies in technologies and capital expenditure, leading to enhanced high-speed broadband connectivity, voice and value-added services, cost savings, and operational efficiencies,” read a joint statement from Airtel and Dialog Axiata. “The merger between Dialog and Airtel Lanka is aligned to Axiata’s strategy of market consolidation and resilience,” said Vivek Sood, Axiata Group Berhad’s Group CEO and Managing Director. “The merger will create value for shareholders of Dialog Axiata PLC and of Axiata Group through achievable synergies. We have the utmost respect for Airtel Lanka and its employees and look forward to working together as we integrate the two companies.” According to the statement, the merger has already received regulatory approval from the Telecommunications Regulatory Commission of Sri Lanka. The timeline for the mergers finalisation has not been announced. Axiata and Airtel sign agreement to merge operations in Sri Lanka | Total Telecom
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More high-level exits at Paytm, company says part of restructuring exercise

New Delhi, May 7 (IANS) Ajay Vikram Singh, Chief Business Officer (CBO) of the UPI and User Growth vertical, and Bipin Kaul, CBO, Offline Payments have stepped down from digital payments major Paytm, as senior-level exits continue at the company amid "ongoing restructuring". Paytm said, in a statement, that it is committed to ensuring sustained growth across key business verticals as "we are going through a restructuring initiative that signals a reinvigorated approach under Paytm’s CEO". "These changes are part of our approach to strengthen Paytm’s next line of leaders," the company added. Last week, One97 Communications Ltd (OCL), which owns Paytm, announced plans to expand its leadership team to build a large and profitable payment and financial services distribution business. "These robust leaders will work directly with the CEO and other senior management leaders fostering innovation and strengthening the group structure for sustainability and regulatory compliance," said the digital payments company. According to the company, Bhavesh Gupta, President and Chief Operating Officer, has taken a career break due to "personal reasons", and will be transitioning to an advisory role. The digital payments major also saw leadership transitions within its wealth subsidiary where Rakesh Singh has been appointed as the new CEO of Paytm Money Ltd (PML and Varun Sridhar, former head of Paytm Money Ltd, now leads as CEO at Paytm Services Pvt Ltd (PSPL). "As and when we have further updates, we will continue to engage with concerned stakeholders," said Paytm. More high-level exits at Paytm, company says part of restructuring exercise | MorungExpress | morungexpress.com
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Bajaj Auto launches new flagship Pulsar at Rs 1.85 lakh


New Delhi, May 3 (IANS) Two-wheeler major Bajaj Auto on Friday launched the highly anticipated 'Pulsar NS400Z' in the country at Rs 1,85,000 (ex-showroom).

The Pulsar NS400Z will be available in four colours -- Glossy Racing Red, Brooklyn Black, Pearl Metallic White, and Pewter Grey.

"It is the ultimate performance machine that will redefine the codes of sports motorcycling in India. It results from engineering expertise, cutting-edge technology, and a deep understanding of what riders truly desire," Sarang Kanade, President of Motorcycle Business, Bajaj Auto, said in a statement.

The new Pulsar comes powered by a 373cc liquid-cooled engine with a 6-speed gearbox, delivering 40 PS power, 35 Nm torque, ride-by-wire electronic throttle, and four ride modes.

In addition, the bike comes loaded with an LED projector headlamp, wide tyres, a fully digital colour LCD speedometer with Bluetooth connectivity, turn-by-turn navigation, music control, lap timer, and traction control.

Moreover, the company said that the new Pulsar NS400Z adapts to any ride with dedicated modes -- Road (smooth acceleration, stable ABS for daily use), Rain (limited power, conservative ABS for wet roads), Sport (heightened throttle, maximum stopping power for spirited riding), and Off-road (optimised low-end torque, controlled braking for rough terrain).

The new motorcycle possesses a comprehensive suite of braking and control features for safety purposes.

Dual-channel ABS with Combined ABS technology ensures exceptional stopping power and prevents wheel lock-up under various riding conditions. Switchable Electronic Traction Control (ETC) further enhances grip in Sport and Off-road modes, empowering riders with greater control, the company mentioned, Source: https://www.morungexpress.com/bajaj-auto-launches-new-flagship-pulsar-at-rs-185-lakh
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FCC gives T-Mobile the green light to buy Mint Mobile

The deal has been pending regulatory approval since January last year: The Federal Communications Commission FCC confirmed last week that it has approved T-Mobile to purchase buy Ka’ena Corp, the owner of Mint Mobile, for up to $1.35 billion. The deal will also cover the acquisition of other companies under the Ka’ena Corp umbrella, including Ultra Mobile and wholesaler Plum.

According to a press release published last year after the deal was agreed, T-Mobile stated that it will pay up to $1.35 billion in a combination of 39% cash and 61% stock for Ka’ena Corp.

The company was founded in 2015 as a subsidiary of US-based mobile virtual network operator Ultra Mobile.

After moderate success, the popularity of Mint Mobile skyrocketed in 2019 following actor Ryan Reynolds acquiring a 20–25% stake of the firm and subsequently starring in all related advertising.

In January last year, it was reported that T-Mobile had entered to acquire Mint Mobile, with the purchase seemingly made simpler due to the fact that Ultra and Mint customers already receive services over T-Mobile’s 4G and 5G networks.

“I know they’re going to fit in because they are hyper-focused on offering customers compelling products at a great value,” said Mike Sievert, CEO of T-Mobile in an earnings call last week.

“We’ll work to further fuel their success while also learning from their team who are absolute rock stars in the direct-to-consumer and value segments,” he continued. T-Mobile confirmed that after receiving regulatory approval, the deal is expected to close on May 1. FCC gives T-Mobile the green light to buy Mint Mobile
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Walmart’s PhonePe launches India mobile app store to rival Google

A general store advertises the use of the PhonePe digital payment system in Mumbai, India. MUST CREDIT: Dhiraj Singh/Bloomberg
Walmart Inc.-owned fintech PhonePe Pvt. launched a mobile application store for consumers in India, the world’s biggest market for downloads. The Android-based store is called Indus Appstore, PhonePe said in a statement Wednesday, as it pits the product against Google’s Play Store. The store will have more than 200,000 mobile applications and games in 12 Indian languages. The move comes as PhonePe capitalizes on growing mobile usage in the world’s second-largest smartphone market. The group is also trying to forge partnerships with smartphone makers and expects to be live on most major phone brands by the end of the year, Chief Executive Officer Sameer Nigam told reporters in New Delhi. Developers will not have to pay any application listing fee until April 2025 and can use any third-party payment gateway of their choice, the release said. PhonePe Group also runs a payments business that competes with Ant Group-backed Paytm and Google’s GPay.Walmart’s PhonePe launches India mobile app store to rival Google
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Walmart’s PhonePe launches India mobile app store to rival Google

A general store advertises the use of the PhonePe digital payment system in Mumbai, India. MUST CREDIT: Dhiraj Singh/Bloomberg

Feb. 21, 2024– Walmart Inc.-owned fintech PhonePe Pvt. launched a mobile application store for consumers in India, the world’s biggest market for downloads.

The Android-based store is called Indus Appstore, PhonePe said in a statement Wednesday, as it pits the product against Google’s Play Store. The store will have more than 200,000 mobile applications and games in 12 Indian languages.

The move comes as PhonePe capitalizes on growing mobile usage in the world’s second-largest smartphone market.

The group is also trying to forge partnerships with smartphone makers and expects to be live on most major phone brands by the end of the year, Chief Executive Officer Sameer Nigam told reporters in New Delhi.

Developers will not have to pay any application listing fee until April 2025 and can use any third-party payment gateway of their choice, the release said.

PhonePe Group also runs a payments business that competes with Ant Group-backed Paytm and Google’s GPay. Walmart’s PhonePe launches India mobile app store to rival Google
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U.S. Bank and Pagaya Technologies Forge Partnership to Broaden Personal Loan Accessibility

U.S. Bank has entered a partnership with Pagaya Technologies, aimed at enhancing access to personal loans for a wider range of clients.

Utilising Pagaya’s AI-powered credit decisioning capabilities, U.S. Bank can extend loans to individuals who may not meet traditional lending criteria. This collaboration allows U.S. Bank to offer responsible credit solutions to more customers, leveraging technology to assess eligibility beyond conventional measures such as credit score and debt-to-income ratio.

Now, when a U.S. Bank client applies for a personal loan that doesn’t meet its traditional requirements, Pagaya will complete a secondary review via its AI-powered credit decisioning capabilities. If the borrower is approved, U.S. Bank will originate the loan as well as service the clients over the life of the loan.

More than 2,000 clients have already benefited from this initiative, highlighting its potential to broaden financial opportunities for diverse borrowers.

“We know that we have many clients who don’t fall within our traditional credit parameters,” said Mike Shepard, head of consumer lending partnerships at U.S. Bank. “By expanding access to responsible credit solutions, we are giving clients access to funds when they need it the most, through their existing and trusted banking relationship with us.”Leslie Gillin, Pagaya’s chief growth officer, also commented: “We share U.S. Bank’s commitment to increasing access to life-changing financial products and services. With Pagaya’s integrated and seamlessly embedded lending technology, our lending partners can expand and deepen their client relationships to a more diverse group of borrowers. ”U.S. Bank and Pagaya Technologies Forge Partnership to Broaden Personal Loan Accessibility
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As Disney turns 100, the brand’s real legacy is its business acumen

“100 Years of Wonder” is the theme for Disney’s year-long promotion of the company’s centenary. From special Disney on Ice events to a retrospective at the British Film Institute and limited edition Disney100 merchandise, Disney’s celebration is big business.

The wonder and magic of Disney is consistently promoted. And yet I would argue that Disney’s greatest legacy is not its animated stories or characters, but the more mundane history of its mergers, acquisitions and intellectual property rights.

The business acumen of those behind the scenes at Disney have been central to the peaks and troughs of the company’s enduring presence in the film industry and popular culture at large.

Early Disney

The Walt Disney Company was founded in Hollywood by brothers Walt and Roy Disney in 1923.

Before this, along with friend and animator Ub Iwerks, the brothers had founded Laugh-O-Gram Studio in Kansas City. They then moved west with their successful silent Alice Comedies series, which featured both animation and live action.

Animation is what the Disney studio became known for. First with their shorts which included Mickey Mouse’s third outing in the studio’s first sound film, Steamboat Willie, and the Silly Symphony series. And then in their feature length films, beginning with Snow White and the Seven Dwarfs in 1937.

The first two decades of the studio established Disney’s desire for innovation and profit. This was illustrated through their early adoption of merchandising (Mickey Mouse merchandise was profitable in the mid 1930s) and various technologies, such as Technicolor and sound.

Sinking most of their profits back into their expensive animated ventures led Disney to find ways to cut costs. This included making live action nature series, television shows and opening Disneyland, their first amusement park, in Los Angeles in 1955.

While their animated products were no longer as groundbreaking as they once were, their adoption of television in the 1950s was lucrative and popular, especially The Mickey Mouse Club (1955) and Davy Crockett (1954).

Furthermore, television afforded the company the opportunity to promote their products and authenticate Disney’s position at the forefront of animation. However, live action films – quicker to make and less expensive than animation – dominated their releases in the 1960s, with stars Haley Mills, Fred MacMurray and Dean Jones appearing in multiple Disney films.

In 1966, Walt died. Roy then passed in 1971 and Walt Disney World opened in Florida the same year. In many ways, the Disney Company was never the same after the loss of the founding brothers.

Disney without Walt

The template was established for how the company would function for the next 50 years. Disney animation innovated again in the late 1980s and early 1990s through computer animation. A renaissance took place with the releases of The Little Mermaid (1989), Beauty and the Beast (1991) and The Lion King (1994).

They also expanded into cable television with The Disney Channel and founded a distribution label, Touchstone Pictures, that focused on films for adults.

Screen Cartoonist’s Guild on strike at Walt Disney Productions in 1941. UCLA Library, CC BY

There was unhappiness among animators at the studio towards the company’s bureaucracy and the perception that profits always went back into the films and not to improving working conditions or salaries (one major strike against Disney took place in 1941).

The list of former Disney animators that went on to work elsewhere or open their own animated studios is long and diverse.

Walt had learned the importance of owning rights early in his career, after he lost the intellectual property to his first successful animated character, Oswald the Lucky Rabbit. The imperative to retain proprietorship and diversify the corporation can be witnessed in many of Disney’s deals and mergers.

In 1991, Disney agreed to make films with Pixar, which has gone on to be regarded as an innovative animated studio. They later acquired Pixar in 2006.

Disney Today

In 1995, Disney acquired the ABC television network, which also owned the cable sports network, ESPN. In April 2004, Disney purchased the Muppets franchise. In 2009, Marvel Entertainment was acquired and Lucasfilm was bought in 2012.

Through these purchases, Disney has become one of the most significant entertainment companies in the world and one of the few early Hollywood studios that still maintains name recognition (Disney bought out 20th Century Fox in 2019).

Whereas for earlier generations Disney stood for Mickey Mouse, animated fairy-tale features and family entertainment, for younger generations, Disney is a streaming service, amusement park brand and the creator of the Star Wars universe television programming.

Traces of Walt, Roy and the pioneering animation established in the early days of the studio can be seen in their animated releases, such as Encanto (2021), and company legacy through the “reimagining” of their animated films, such as the recently released live action The Little Mermaid.

The commercial landscape of the entertainment business is always in flux. While many companies are operating their own streaming services, the long term success of these services are questionable. This is most evident in the recent writers and actors strike in Hollywood that was mainly focused on outdated royalty models that do not account for streaming media content.

Disney’s last few releases were not as successful as they had anticipated at the box office and they have lost a significant amount of Disney+ subscribers this year. However, this is a trend taking place throughout Hollywood and, while Disney is struggling, they remain a significant brand in the global media market.

And there is no question that their theme parks continue to be popular with families who want to immerse themselves in all things Disney.

The magic of Disney’s animation and the memories created at their theme parks is part of their “100 years of wonder”. But so is their successful business model that has continually adapted to changes in the entertainment business and its persistent cultural relevance.


Looking for something good? Cut through the noise with a carefully curated selection of the latest releases, live events and exhibitions, straight to your inbox every fortnight, on Fridays. Sign up here.The Conversation


Julie Lobalzo Wright, Assistant Professor in Film and Television Studies, University of Warwick

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Supporting early-life development: Nestlé unveils new age-adapted growth nutrition blend

HMOs are a vital element of breastmilk that promotes gut health and strengthens the child's immunity.

26 Oct 2023 --- Nestlé has launched its new early-life nutrition formula, Nan Supreme Pro with Sinergity blend. It’s a blend that incorporates a probiotic along with six human milk oligosaccharides (HMOs), designed to foster tailored infant development.

Probiotics play a crucial role in nurturing the gut microbiome and enhancing immunity. This is especially vital in infant development.

Likewise, HMOs, a vital element in breast milk, aid in the progression of intestinal microbiota and bolster the immune system as the child grows.

“Sinergity is a proprietary blend of age-adapted six HMO and a specific Nestlé proprietary probiotic called B. Infantis LMG11588. In mothers’ milk, HMO profiles change with the time of lactation to suit the needs of the infant,” a Nestlé spokesperson tells Nutrition Insight.

“We developed our product to mimic these changes by adapting the levels of the six HMOs to the age of the infant. The product also contains proteins, fatty acids, vitamins and minerals.”

The blend is designed for stages one to four of infancy: from four months up to three years of age.

“The benefits of Sinergity include digestive and immune health, bone and muscle development, age-appropriate growth, and cognitive development, all of which contribute to a child’s overall health and well-being both in the short and long-term.” 

Infant gut health and immunity: Nestlé has been studying the composition of various nutrients and bioactives that are present in breast milk, such as proteins and HMOs, for years. Through this exploration, the company’s scientific team has discovered how a specific strain, B. infantis LMG11588, has the ability to efficiently absorb and metabolize HMOs, thereby producing key beneficial compounds.

“This new innovation is part of our efforts to continue strengthening our understanding of breastmilk through research. Our research has revealed the mechanism of action of how this specific probiotic strain B.Infantis can further unlock the beneficial effects of the HMOs,” details the spokesperson.

“This work helps to advance the scientific field and inform the continuous development of science-based nutrition solutions for infants. We also actively share the outcomes of our research with healthcare professionals worldwide.”

Laurent Alsteens, global head of early childhood nutrition at Nestlé, says: “We are absolutely committed to engaging in groundbreaking research and are working with healthcare professionals to contribute to optimal nutrition in early childhood through clinically tested solutions that provide the essential nutrients for babies that cannot be breastfed exclusively or who are only partially breastfed.”

Age-specific formula: According to Nestlé research, the composition of HMOs in breast milk changes during the lactation period. For this reason, the Sinergity proprietary blend with infant-specific probiotic strain also includes six varying levels of HMOs.
According to Nestlé research, the composition of HMOs in breast milk changes during the lactation period.

“Nestlé is a pioneer in the R&D of early-life science-based solutions. We have discovered the important benefits of combining our proprietary B. infantis probiotic with a blend of six HMOs,” says Isabelle Bureau-Franz, head of Nestlé’s R&D for Nutrition.

“Leveraging our innovation expertise, we developed this breakthrough solution by successfully translating the new scientific findings, scaling up the production of the probiotic and carefully adapting the levels of six HMOs according to age.”

The spokesperson further adds that the recommendation that parents and caregivers consult their healthcare practitioner for feeding advice.

Sinergity was developed at the Nestlé R&D Center for Nutrition in Konolfingen and the Nestlé Research in Lausanne, both in Switzerland and alongside its factory in Biessenhofen, Germany.

The product has already been launched in Hong Kong and it is set to be introduced to the Latin American market at the end of this year and in Europe early next year under the NAN Supreme pro brand.

Last year, Nestlé’s scientific team discovered new bacteria in the gut of toddlers transitioning from infancy to early childhood, which they argued would enable the development of next-generation nutritional solutions and probiotics to support growth and development.

The company also recently reported on compliance with its policy to implement the WHO International Code of Marketing of Breastmilk Substitutes, which includes recommendations on the appropriate stage of infant development for formula consumption.

By Milana Nikolova This feature is provided by Food Ingredients First’s sister website, Nutrition Insight.Supporting early-life development: Nestlé unveils new age-adapted growth nutrition blend
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Qatar Energy signs 27 years LNG supply deal with Italy’s Eni

Headquarter of the Italian oil and gas company Eni in San Donato Milanese, near Milan. 
State-owned QatarEnergy has signed an agreement to supply liquified natural gas (LNG) to Italy’s Eni for a period of 27 years, Reuters reports. According to the report, affiliates of QatarEnergy and Eni signed a long-term sale and purchase agreement for up to 1 million tons per year (mtpa) of liquefied natural gas (LNG) from Qatar’s North Field expansion project. LNG will be delivered to the FSRU Italia, a floating storage and regasification unit in Tuscany’s port of Piombino from 2026. Eni has a 3.125 per cent stake in the North Field East expansion that, together with the North Field South expansion, will lift Qatar’s liquefaction capacity to 126 mtpa by 2027 from 77 mtpa.Qatar, already the world’s top LNG exporter, in the last two weeks signed 27-year deals to supply 3.5 mtpa from 2026 to Shell and TotalEnergies, its largest and longest European gas supply deals.Qatar Energy signs 27 years LNG supply deal with Italy’s Eni
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European Council agrees stance on electricity market reform : Nuclear Policies

The Europa Building in Brussels (Image: European Council)
Following months of negotiations, the European Council has reached an agreement on a proposal to amend the EU's electricity market design, agreeing to include existing nuclear plants in the reform. The agreement could result in France dropping a scheme forcing state-controlled utility EDF to sell a portion of its nuclear energy production to competitors below market-level prices.

The European Council said the reform aims to "make electricity prices less dependent on volatile fossil fuel prices, shield consumers from price spikes, accelerate the deployment of renewable energies and improve consumer protection". The proposal is part of a wider reform of the EU's electricity market design which also includes a regulation focused on improving the EU's protection against market manipulation through better monitoring and transparency.

"The reform aims to steady long-term electricity markets by boosting the market for power purchase agreements (PPAs) generalising two-way contracts for difference (CfDs) and improving the liquidity of the forward market," the European Council said. "The Council agreed that member states would promote uptake of power purchase agreements by removing unjustified barriers and disproportionate or discriminatory procedures or charges. Measures may include among other things, state-backed guarantee schemes at market prices, private guarantees, or facilities pooling demand for PPAs."

The European Council - which is made up of representatives of the governments of EU member states - agreed that two-way CfDs would be the mandatory model used when public funding is involved in long-term contracts, with some exceptions. They would apply to investments in new power-generating facilities based on wind energy, solar energy, geothermal energy, hydropower without reservoir and nuclear energy.

The Council also agreed to remove the temporary nature of capacity mechanisms, support measures that member states can introduce to remunerate power plants in order to guarantee medium and long-term security of electricity supply.

The European Commission adopted the proposals on the reform of the EU's electricity market design on 14 March. However, a dispute between France and Germany over the role of nuclear power in European climate action has dominated negotiations for months.

Under the terms of the agreement, France will now be able to finance the extension of the operation of its existing fleet of reactors with two-way CFDs, in line with the Commission's initial proposal.

Currently, under the so-called Regulated Access to Incumbent Nuclear Electricity (Accès Régulé à l’Electricité Nucléaire Historique, ARENH) mechanism set up to foster competition, rival energy suppliers can buy electricity produced by EDF's nuclear power plants located in France that were commissioned before 8 December 2010. Under such contracts, between July 2011 and December 2025, suppliers can buy up to 100 TWh - or about 25% of EDF's annual nuclear output - at a fixed price of EUR42 (USD47) per MWh. EDF operates 57 reactors in France, with a total capacity of 62.3 GWe, which together provide about 75% of the country's electricity.

Under the agreement reached by the European Council, the ARENH mechanism - which has attributed to lost earnings for EDF - could be replaced by CfDs when it expires at the end of 2025.

The Council's agreement will serve now as a mandate for negotiations with the European Parliament on the final shape of the legislation. The outcome of the negotiations will have to be formally adopted by the Council and the Parliament.Researched and written by World Nuclear News. European Council agrees stance on electricity market reform : Nuclear Policies - World Nuclear News:

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India Community Center in California partnering with TiE to host 2023 business conference

Poster showing keynote speakers at TiE Con 2023 May 3-5. Photo: courtesy ICC

The India Community Center started in February 2003 by successful entrepreneurs in California with the mission to “Unite. Serve. Celebrate” is partnering with the global non-profit, The Indus Entrepreneurs (TiE) to TiEcon 2023. The TiE Silicon Valley chapter (one of the 61 chapters across 14 countries) is hosting their annual flagship event, TiEcon 2023, in-person at the Santa Clara Convention Center on May 3-5, with 200+ prominent tech speakers, a press release from ICC said. “With 1000’s of attendees, this is your best opportunity to network, learn, and grow in your field,” notes the press release. TiEcon 2023 has the goal of highlighting well-known industry thought leaders in areas such as AI/ML, Cloud/Edge, Cybersecurity, Healthcare, Manufacturing, Supply Chain, Web 3 & Metaverse, Climate Tech, Global Connect, Rocketship India, and GenAI tracks, through engaging in stage conversations. Organizers said an added bonus was the opportunity for startup founders to separately apply for value-priced entrepreneurship programs and Expo at TiEcon 2023 “to substantially accelerate their startup journey.” These are TiE50 Awards, Expo, Startup Bootcamp, Mentor Connect, AI/ML Bootcamp, and VC Connect. The India Community Center was started by Silicon Valley’s Gadhwani brothers, Anil and Gautam, first generation successful Indian American entrepreneurs. The ICC describes itself as a Broad-based and inclusive Community Center with the mission to preserve the culture, values, and heritage of India for future generations based on the vision and ideals of the Founding Fathers of India. The ICC, located in Milpitas, California, is funded by membership fees and community donations and holds events year-round. It had some 150 volunteers by 2021, according to the website.The Indus Entrepreneurs (TiE) was founded in 1992, in Silicon Valley by a group of successful entrepreneurs, corporate executives, and senior professionals with roots in the Indus region of India. TiE Global is a nonprofit organization devoted to entrepreneurs in all industries, at all stages, from incubation, throughout the entrepreneurial lifecycle. With a global reach and a local focus, the heart of TiE efforts lies in its five foundational programs, – Mentoring, Networking, Education, Funding, and Incubation, the organization website says. With 15,000 members currently, TiE is among the largest entrepreneurial organizations and according to the organization, TiEcon “is the is the largest professional and networking conference for entrepreneurs.” (tie.org/about/) India Community Center in California partnering with TiE to host 2023 business conference
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Foxconn to invest $600 million in India’s Karnataka to make iPhone components, chip equipment

FILE PHOTO: A woman walks past the logo of Foxconn outside the company’s building in Taipei, Taiwan November 9, 2022. REUTERS/Ann Wang/File Photo
BENGALURU (Reuters) -Foxconn will invest $600 million in two projects in India’s Karnataka to make casing components for iPhones and chip-making equipment, signaling its growing interest in the south Asian nation as it spreads bets beyond China. Some $350 million will go towards setting up the iPhone component facility, which will generate 12,000 jobs, while Foxconn will tie up with Applied Materials in a $250 million project to make chip-making tools, Karnataka state said in a statement. Reuters was first to report the investment plans on Wednesday. The state government said both projects were signed via so-called letters of intent, meaning final modalities could change. Foxconn, which assembles around 70% of iPhones and is world’s largest contract manufacturer, has been diversifying production away from China amid COVID disruptions and geopolitical tensions. The investment decisions follow a meeting between Foxconn Chairman Young Liu, Karnataka’s IT minister Priyank Kharge, and Industries Minister MB Patil. “We are excited about the possibilities that Karnataka offers for our expansion plans in India,” Liu said in the statement. Foxconn’s expansion in India is also the latest in a string of foreign companies – from Micron to Amazon – that are expanding and committing billions of dollars worth of investment in the coming years, placing a bet on growing consumption and demand in the world’s most-populous nation. Prime Minister Narendra Modi is also attracting investors for semiconductor manufacturing, which is his key business agenda currently. In Karnataka, Foxconn will collaborate with Applied Materials on a project for making semiconductor manufacturing equipment, and create jobs for around 1,000 people. Foxconn also has plans to apply for incentives under a $10 billion scheme by India’s government to promote chip manufacturing, and is in talks with Gujarat to set up a chipmaking facility in the western state. Foxconn chairman Liu has been in India and been meeting officials in several states after attending the federal government’s flagship semiconductor conference.India’s Tamil Nadu state has also announced that Foxconn will invest $194 million in a new electronic components manufacturing facility that will create 6,000 jobs. Foxconn to invest $600 million in India’s Karnataka to make iPhone components, chip equipment
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Entrepreneurs, beware: Owning your own business can make it harder to get hired later

Researchers found that ex-entrepreneurs are “burning up upon reentry.” Sturti/Getty Images
Jacob A. Waddingham, Texas State University and Miles Zachary, Auburn UniversityIf you’ve been thinking about starting your own business lately, you’re not alone. Americans began launching ventures in record numbers during the pandemic, with an above-trend pace continuing through 2023.

Unfortunately, many of of these enterprises won’t last long: 30% of new businesses fail within two years, and half don’t last past five, according to the Small Business Administration. While some of these unlucky founders will pursue new ventures, many others will try to rejoin the traditional labor force.

You can’t blame them. People often see “going back to work” as a safety net for risk-taking entrepreneurs. As professors of management who study entrepreneurship, we wanted to see if this was true.

Screened out

So we surveyed more than 700 hiring professionals to determine whether founders really can get new jobs that easily, as well as seven former entrepreneurs who successfully made the transition back into the workforce.

We found that former business owners were actually less likely to get interviews compared with applicants with only traditional experience. This was true regardless of whether they had sold or closed their businesses. And the longer they were out of the traditional workforce, the worse their chances of success were.

Why do employers hesitate to take a chance on former business owners?

It starts at the earliest stages, with the recruiters who screen people into – or out of – consideration for interviews. We found that recruiters worried that entrepreneurs would jump ship to start their own companies as soon as they can. This is a problem for employers, since hiring is a long, expensive process that can take months or even years to pay off.

For example, one recruiter told us, “I am looking for candidates that will be long-term employees, as we invest quite a bit into each hire. When I interview people, it is generally a red flag if they say they want to start their own business or already have a business on the side.”

A related fear: A worker who leaves to start a new venture might be tempted to poach talent, clients and tactics from their old employer.

Recruiters were also concerned that former entrepreneurs may refuse to take directions. Spending time as your own boss can make it difficult to adapt to a lower place on the organizational hierarchy. As one recruiter in our study put it, former business owners “are used to being the one who makes all the decisions.”

They also raised issues of job fit, questioning whether ex-entrepreneurs’ knowledge and abilities would translate to traditional work. “The concern would be the skills they have developed don’t transfer,” said one of our interviewees. In addition, for entrepreneurs who have worked alone, it can be difficult for recruiters to know how well they’ll perform with others.

Even when a former entrepreneur is a good match for a position, recruiters can fail to make the connection because of stereotypes or misunderstandings about their experience. A former bakery owner we interviewed recalled applying for a position and being pigeonholed based on their experience: “They said, ‘Oh, I wish we were hiring for a baker!’ and I said, ‘No, no, no, I’m applying for your front office.’ It was like they thought all I knew was just a baker, but that is far from the truth.”

Landing an interview

Our research adds to a growing body of evidence that ex-entrepreneurs struggle to get interviews and offers. Thankfully, it also offers insights that organizations can use to improve their applicant pool – and that enterprising job seekers can use to boost their odds.

Our study found that former entrepreneurs face less bias when they apply to roles that seem entrepreneurish – in other words, that are in line with stereotypes about business owners. So, for example, they’re more likely to land interviews when applying for positions with a lot of autonomy, such as in new business development, rather than those that require following lots of rules, such as in legal compliance.

Relatedly, our research suggests that recruiters – perhaps unintentionally – have biases against ex-entrepreneurs. Acknowledging such tendencies is a good first step toward minimizing their influence. Moreover, not all recruiters are equally affected: Another recent study showed that recruiters who also have prior entrepreneurial experience – as well as women and those who were recently hired – were less likely to screen out former business owners. So organizations with more diverse hiring teams and a deeper understanding of entrepreneurial experience might see less-biased results.

For their part, ex-entrepreneur job applicants would be wise to highlight in-demand aspects of their work history. For instance, a recent survey by Boston Consulting Group found that executives rank innovation as one of their top three priorities. Former entrepreneurs should emphasize their many valuable characteristics – such as being passionate and creative – that contribute to innovation.

The lack of a traditional employment history may create obstacles for entrepreneurs trying to rejoin the workforce. Recruiters who overlook their value risk missing out on strong candidates.The Conversation

Jacob A. Waddingham, Assistant Professor of Management, Texas State University and Miles Zachary, Associate Professor of Management and Entrepreneurship, Auburn University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Apple has switched from its Lightning connector to USB-C — we explain which is better and why they did it


After many years of designing and selling a variety of different cables to power and charge its devices, Apple has slowly switched to USB-C chargers for all of its products.

The last device to swap is the iPhone, and it happened against Apple’s will. In October last year, the European Commission requested all phones and laptop producers switch to the USB-C connector (which had earlier been agreed on as a common standard).

Apple could have chosen to ignore the request and stop selling in the EU, or to produce versions with USB-C for the European single market only. Instead, it chose to comply and follow the EU rules everywhere. The common charger for all devices is thus becoming a reality, at least until the world moves completely to wireless charging.

A better standard

The Lightning charger was introduced by Apple in 2012 and first featured on the iPhone 5. It was the successor to the 30-pin dock connector introduced in 2003 for the first iPods and iPhones. Arguably, the key visible innovation of the Lightning cable was reversible ends.

This enabled the user to insert the charger into the dock without having to wonder whether it was oriented in the right way. It might seem trivial now, but this was not the case with any other charger. If you are using the standard USB port on your laptop now, you are likely to spend a lot of time plugging the cable in and taking it out in order to find the right orientation. You’re probably also complaining about how inconvenient it is. At least, that’s what I do.

The USB-C connector came out about two years after the Lightning. There was nothing particularly novel or remarkable about it compared to Apple’s cable. However, one notable feature was that it borrowed the Lightning connector’s reversibility.

USB-C is just the name of the connector, not the entire cable. The cable and connector are part of a bigger technical specification called USB-4. USB-4 outperforms Lightning in every technical dimension conceivable. It can transfer data much more quickly: up to 40Gbps (gigabits per second) for USB-4 versus 480Mbps (megabits per second) for Lightning. It also charges devices more swiftly, to the point that Apple started selling Lightning to USB-C adaptors.

The main difference between the two, however, is that UBS-C is not proprietary. It was developed by a consortium called the USB implementer forum. This consortium is composed of companies such as Intel and Microsoft – and also Apple.

There are several possible reasons why Apple held on to the Lightning connector as long as it did. Vytautas Kielaitis / Shutterstock

All of the USB standards can be used by any business. Apple, on the other hand, does not allow anyone else to use its proprietary accessories, unless they agree on a license. This means that USB-C is compatible with many more devices, including all recent Apple products, but not previously with the iPhone.

When it pays to be different

So, what’s so special about the Lightning connection that made Apple stick with it for so long, despite repeated promises to join its competitors on a common standard? Why would Apple sabotage one of its own phones by keeping a substandard charging connection?

One possibility is that consumers are inattentive when they buy a phone, and do not directly factor in the cost of accessories such as chargers. If this is true, Apple would have needed these add-ons to remain proprietary and make sure no competitor could start offering them for a lower price. If so, forcing Apple to offer the better standard benefits all consumers.

The alternative explanation is that some consumers actually value the Lightning connection more. After all, the look is different, and Apple fans argue that it may be harder-wearing than other standards. It is also a signal of status and exclusivity.

We seem to have reached a stage in the market for smartphones where people who only care about everyday usage replace their device much less often. This is probably because technology is not evolving at the same pace it did in the past. Yet, it’s also the case that demand for high end phones continues to increase.

This could be because they cater to a subset of consumers who either greatly value a marginally higher quality of camera or slightly bigger storage. But mostly, expensive phones are a way to signal social status.

People buy the latest phone not only because they want to own it, but also to be seen as owning one. This is certainly a factor that has helped Apple thrive because the company offers products that are visibly different from the cheaper alternative. And another sign of status for Apple users is having different accessories, including the proprietary chargers.

Apple has not always been so keen to reject common standards. Not only is it one of the participants in the USB consortium, but it is also the company that helped USB become the global standard by offering it on its first generation of iMacs.

At the time, however, Apple was the underdog in the market for personal computers, facing off against the tech giant Microsoft. And a big reason why many people did not buy Apple computers at the time was their fear they would not be compatible with Microsoft products.

At one point, Apple even went as far as developing tools to help users run Windows on their devices. At the time, it made sense to try to make your products as compatible as possible with those of the market leader.

In today’s smartphone market, Apple is a leader, and may gain from not being compatible with other standards and products. The big question, however, is whether consumers benefit. If exclusivity is a way to block competition, then they probably don’t. If consumers value exclusivity, or if it encourages Apple to innovate, then perhaps forced standardisation is not such a great idea.The Conversation

Renaud Foucart, Senior Lecturer in Economics, Lancaster University Management School, Lancaster University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Google seeks suppliers to move some pixel production to India

FILE PHOTO: The new Google Pixel 4 smartphone is displayed during a Google launch event in New York City, New York, U.S.
Alphabet’s Google is scouting for suppliers in India to assemble its Pixel smartphones as it borrows from Apple’s playbook to diversify beyond China. Google has initiated early conversations with companies including homegrown Lava International and Dixon Technologies India as well as Foxconn Technology Group’s Indian unit Bharat FIH, said people familiar with the matter, who spoke on the condition of anonymity because the matter is private. Google would be the latest global technology player to move production to India. The potential partners it’s talking to have won Prime Minister Narendra Modi’s so-called production-linked financial incentives, which have boosted local manufacturing. Apple has used the program to widen its supplier base in India and tripled iPhone output to more than $7 billion in the fiscal year through March 2023. Modi has been pitching India as an alternative manufacturing hub, as more companies are becoming wary of the risks of depending on China after its harsh Covid lockdowns and a trade war between Washington and Beijing. Modi is scheduled to visit the U.S. this week where his delegation is expected to hold talks on topics including a removal of tech trade barriers between the two countries. Last month, India’s Technology Minister Ashwini Vaishnaw met with Google Chief Executive Officer Sundar Pichai at the company’s headquarters in Mountain View, Calif., for a conversation that revolved around Modi’s local manufacturing drive and India’s state-backed technology push. Key Google executives who visited India this month for the partnership talks included Ana Corrales, operating chief of its consumer hardware arm, and Maggie Wei, a senior director of global sustaining product operations, the people said. Representatives for Lava, Dixon, Google and Foxconn didn’t respond to requests for comment. Google built about 9 million Pixel smartphones last year, according to Counterpoint Research, and the discussions in India underscore its plans to move production beyond China and Vietnam. The Pixel is among the most sophisticated smartphones, and Google uses its flagship hardware product to showcase what its Android operating system and apps are capable of when optimized. India is a key growth market for Google’s services but the company has largely watched from the sidelines as cheaper Chinese phones have dominated the region. Local assembly could help drive up Pixel sales, and if the phone effort is successful, Google could also move production of other hardware such as speakers to India, the people said.Still, there is no certainty Google’s talks will result in a deal and the company could opt not to build the Pixel in India, the people said. Source: https://www.newsindiatimes.com/
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Foxconn to invest $600 million in India’s Karnataka to make iPhone components, chip equipment

FILE PHOTO: A woman walks past the logo of Foxconn outside the company’s building in Taipei, Taiwan November 9, 2022. REUTERS/Ann Wang/File Photo

BENGALURU (Reuters) -Foxconn will invest $600 million in two projects in India’s Karnataka to make casing components for iPhones and chip-making equipment, signaling its growing interest in the south Asian nation as it spreads bets beyond China. Some $350 million will go towards setting up the iPhone component facility, which will generate 12,000 jobs, while Foxconn will tie up with Applied Materials in a $250 million project to make chip-making tools, Karnataka state said in a statement. Reuters was first to report the investment plans on Wednesday. The state government said both projects were signed via so-called letters of intent, meaning final modalities could change. Foxconn, which assembles around 70% of iPhones and is world’s largest contract manufacturer, has been diversifying production away from China amid COVID disruptions and geopolitical tensions. The investment decisions follow a meeting between Foxconn Chairman Young Liu, Karnataka’s IT minister Priyank Kharge, and Industries Minister MB Patil. “We are excited about the possibilities that Karnataka offers for our expansion plans in India,” Liu said in the statement. Foxconn’s expansion in India is also the latest in a string of foreign companies – from Micron to Amazon – that are expanding and committing billions of dollars worth of investment in the coming years, placing a bet on growing consumption and demand in the world’s most-populous nation. Prime Minister Narendra Modi is also attracting investors for semiconductor manufacturing, which is his key business agenda currently. In Karnataka, Foxconn will collaborate with Applied Materials on a project for making semiconductor manufacturing equipment, and create jobs for around 1,000 people. Foxconn also has plans to apply for incentives under a $10 billion scheme by India’s government to promote chip manufacturing, and is in talks with Gujarat to set up a chipmaking facility in the western state. Foxconn chairman Liu has been in India and been meeting officials in several states after attending the federal government’s flagship semiconductor conference.India’s Tamil Nadu state has also announced that Foxconn will invest $194 million in a new electronic components manufacturing facility that will create 6,000 jobs. Source: https://www.newsindiatimes.com/
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Premier Indian Jewelry Brand TANISHQ Presents The Houston Trunk Show

(HOUSTON) July 13, 2022 – Tanishq, India’s most-loved jewelry brand, is set to present its uniquely curated and differentiated designs during a five-day trunk show taking place at the Hyatt Regency Houston West hotel from July 13-17. Guests of the event will discover Tanishq’s distinctive aesthetic – a marriage of timeless tradition and fresh, contemporary design. The collection of exquisitely handcrafted pieces features diamonds and other precious gemstones including rubies, emeralds, and sapphires, as well as exotic gems including vibrant citrines and tanzanite, handset in 18kt and 22kt gold. The vast range of jewelry on display will include bracelets, pendants, necklaces, earrings, and more, ranging from everyday wear, to stunning one-of-a-kind statement pieces that elevate your look. The pieces on display will include select designs from the brand’s recently launched Romance of Polki collection. Polki or uncut diamonds, is a stunning celebration of the centuries-old craft that has been passed on for generations and enjoys unparalleled heirloom status even today. Tanishq’s latest cocktail collection of diamonds and natural gemstones, Colour Me Joy, will also be on showcase during the event. The collection is inspired by the women of the world and celebrates their individuality, self-expression, and elegance but also their playfulness. 
“Every Tanishq piece is crafted to be a part of someone’s journey. From festivities to life events, milestones, and weddings to everyday events. We invite you to come visit us at the Houston Trunk Show & experience a wide array of exquisite contemporary and traditional jewelry.” says Amrit Pal Singh, Business Head – North America at Titan Company “We are on a journey to build Tanishq as a global brand & are delighted to showcase our range to Indians living in Texas. At the Trunk Show, we believe we have something special for everyone from work wear to bridal wear” Added Vandana Bhalla, Marketing Head – International Business Division, Titan Company Limited. Event attendees can avail up to 20% (*TnC Applied) reduction of any purchase, including wedding and other special occasion jewelry.The Tanishq Trunk Show takes place daily from 11:30 am – 7:30 pm in the Lakeview room at Hyatt Regency Houston West, located at 13210 Katy Fwy, Houston, TX. The event is free and open to the public. Onsite self-parking is available. For more information visit @tanishqusa on Instagram. Source: https://www.newsindiatimes.com/
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