Category: 3. Business

Canadian jobs are being “sacrificed on the Trump altar”, union leaders have warned, after the automaker Stellantis announced plans to transfer production of one Jeep model to the United States.

Stellantis announced what it described as its largest US investment push in its 100-year history, saying the $13bn cash injection would create 5,000 jobs across the midwestern United States.

Stellantis told AFP that “as part of this announcement, we will move one model from Canada to the US.”

Unifor, Canada’s largest private-sector union representing thousands of autoworkers, said the model in question was the Jeep Compass, which will shift from a plant in Brampton, Ontario, to Illinois.

Unifor leaders said the jobs were yet more casualties of Donald Trump’s trade war.

“Canadian auto jobs are being sacrificed on the Trump altar,” Lana Payne, Unifor’s national president, said in a statement, calling on Mark Carney’s government “to use Canada’s leverage now to fight for our auto jobs”.

Doug Ford, Ontario’s premier, called the announcement “painful” for workers.

“I have spoken with Stellantis to stress my disappointment with their decision to prioritize investment in the US,” Ford said, also urging Carney “to stand up for the 157,000 workers in Ontario’s auto sector”.

Reshoring auto jobs has been a central plank of Trump’s trade policy.

Canada has been partly spared from his global auto sector tariffs through an existing North American trade pact.

But the levies in place have created uncertainty for Canadian autoworkers.

Carney, who met with Trump in Washington last week to advance trade talks, has expressed optimism about the prospects for a deal to cut tariffs in certain sectors such as aluminum, but a breakthrough on autos appears less promising.

Reacting to the Stellantis announcement, Carney said the company’s decision was “a direct consequence of current US tariffs”.

He said his government would continue to prioritize investments “that will transform our economy from being overly reliant on our largest trade partner [the US]”.

Rafael Gomez, an industrial relations experts at the University of Toronto, told AFP that Canada needs to be prepared for a steady loss of auto assembly jobs over the coming years.

Trump will not relent on tariffs designed to ensure more cars are made in the US, Gomez said.

“Think of the photo op – cutting a ribbon in front of the first new Jeep made in Illinois in years,” he added.

Canada should prioritize being an essential provider of auto parts to serve US assembly plants, Gomez said.

Stellantis told AFP it remains committed to Canada.

“We have been in Canada for over 100 years, and we are investing,” the company said in a statement.

“We have plans for Brampton and will share them upon further discussions with the Canadian government.”

Nature loss and biodiversity decline are a growing challenge for multiple business sectors and have given rise to new regulatory efforts to reverse these trends. One example is the new UK biodiversity net gain (BNG) legislation, which requires developers in England to enhance habitats and achieve a 10% increase in biodiversity over 30 years, making it a central element of property development. 

This regulation introduces long-term risks not only for developers but also for a wide range of professionals — including architects, surveyors, design specialists, engineers, and planners — who are either directly exposed to BNG-related risks or depend on others involved in these projects. 

BNG implementation 

The BNG regulation requires developers to submit a biodiversity gain plan approved before construction begins (definitions can be found here). Developers can achieve BNG — also called the biodiversity gain hierarchy in Article 37A of the regulations — in three ways: 

1. Onsite within the red line boundary of a development site. 
2. Offsite biodiversity gains, if onsite is not possible. Developers can either make offsite biodiversity gains on their land outside the development site or buy offsite biodiversity units on the market.
3. As a last resort, through statutory biodiversity credits bought from the government. 

Developers can combine all three options to reach a 10% BNG, but must follow the steps in sequence, with onsite solutions often being the preferred approach. In many cases, reducing the hardstanding areas of buildings to create more fallow land for biodiversity projects proves to be the most cost-effective method to achieve BNG goals. Additionally, green roofs and other biodiversity measures are being integrated into buildings, fulfilling compliance requirements and adding value for owners and occupants.

Achieving BNG onsite is widely regarded as providing more control over biodiversity contributions and compliance, thereby reducing liability risks. In contrast, transferring BNG obligations offsite shifts both control and liability to the third party responsible for managing that project, which can create uncertainties that are difficult to manage.

BNG’s potential role in flood risk management

One opportunity for achieving BNG offsite could be through nature-based flood risk management initiatives, with some local authorities looking at whether BNG credits could be used as funding for flood resilience schemes (BNG guidelines for local planning authorities can be found here). For example, in Hull — an area severely affected by flooding in 2007 — a network of ponds has been created to protect homes and businesses in flood-prone zones. These ponds provide flood protection, enhance biodiversity, and create valuable community green spaces. There is ongoing research on whether BNG credits could be used as a funding mechanism to support this and similar projects.

Risks associated with BNG compliance

Whether biodiversity goals are achieved onsite or offsite, developers and professionals involved in these projects face a range of BNG risks. 

A principal risk is compliance: failing to achieve the mandated 10% biodiversity net gain can result in financial penalties and reputational harm. For example, a five-year-old green roof in central London was underperforming after the original developer sold it. In another case, incorrect species were planted as part of a BNG project and had to be removed and replaced. 

These examples highlight the need for long-term commitment from the entire supply chain to ensure project sustainability and, crucially, an understanding of how this will be monitored. However, it is important to note that areas dedicated to biodiversity can become more ecologically diverse over time as habitats become established. Therefore, it may be the case that many BNG projects actually exceed their 10% target.

Additionally, there is currently a shortage of skilled ecologists in the UK, which can lead to operational risks. These professionals are often essential for conducting baseline surveys and habitat assessments critical to BNG compliance. Without timely access to qualified ecologists, site surveys may be delayed, potentially pushing back project start dates and disrupting overall planning.

Insurance considerations

The role of risk transfer in addressing biodiversity-related risks is increasing, accompanied by the emergence of new products. Long-established insurance solutions — such as environmental impairment liability (EIL), directors and officers (D&O), and business interruption (BI) insurance — already help corporates address nature-related vulnerabilities by covering loss events typically excluded by traditional policies. 

In addition, parametric insurance solutions have been developed to augment EIL and BI products by complementing their limits and exclusions. Technological innovations, such as remote sensing and advanced modelling, enable insurers to expand cover to new types of risks. Recent innovations are designed to help businesses manage nature loss risks, build resilience to climate physical risks, and mitigate the impacts of climate transition risks by de-risking decarbonisation efforts. 

Comprehensive insurance coverage is essential to protect against potential claims arising from failures or inaccuracies in delivering BNG. Ecologists and environmental consultants are expected to play an increasingly significant role in BNG compliance, and although many have not traditionally held professional indemnity (PI) insurance, this may change in the future. 

It is advisable to verify the PI coverage of all stakeholders involved in a project, with the level of insurance typically reflecting the project’s scale. Additionally, clear contractual arrangements providing clarity over the scope and limitations of a professional’s involvement are vital, particularly given the 30-year maintenance commitment associated with BNG projects. And while the exact financial penalties for non-compliance remain uncertain at present, they could increase over time.

For more information on BNG, please contact your Marsh risk advisor.

News highlights:

• Strategic partnership aligns Arm’s leadership in power-efficient compute with Meta’s innovation in infrastructure, AI products and open technologies, to enable richer, more accessible AI experiences for billions of people worldwide
• Meta’s foundational AI software technologies – including PyTorch – now optimized for Arm, including PyTorch’s Executorch runtime using Arm KleidiAI to maximize performance-per-watt for Meta and the global open source community

Arm and Meta have announced a strategic partnership to scale AI efficiency across every layer of compute – spanning AI software and data center infrastructure – to enable richer user experiences to billions of people worldwide. From milliwatt-scale devices powering on-device intelligence to megawatt-scale systems training the world’s most advanced AI models, the collaboration will enable AI across multiple types of compute, workload, and experiences that power Meta’s global platforms.

The multi-year partnership builds on the ongoing hardware and software co-design efforts between the two companies, combining Arm’s leadership in power-efficient AI compute with Meta’s innovation in AI-driven products, infrastructure, and open technologies to achieve significant performance and efficiency gains.

“From the experiences on our platforms to the devices we build, AI is transforming how people connect and create. Partnering with Arm enables us to efficiently scale that innovation to the more than 3 billion people who use Meta’s apps and technologies.” Santosh Janardhan, Head of Infrastructure, Meta

“AI’s next era will be defined by delivering efficiency at scale. Partnering with Meta, we’re uniting Arm’s performance-per-watt leadership with Meta’s AI innovation to bring smarter, more efficient intelligence everywhere — from milliwatts to megawatts.” Rene Haas, CEO, Arm 

Scaling AI in the Cloud

Meta’s AI ranking and recommendation systems – which power discovery and personalization across Meta’s family of apps, including Facebook and Instagram – will leverage Arm’s Neoverse-based data center platforms to deliver higher performance and lower power consumption compared to x86 systems. Across its infrastructure, Arm Neoverse will also allow Meta to achieve performance-per-watt parity – underscoring the efficiency and scalability of Arm compute at hyperscale.

The companies worked closely to optimize Meta’s AI infrastructure software stack – from compilers and libraries to major AI frameworks – for Arm architectures. This includes the joint tuning of open source components, such as Facebook GEneral Matrix Multiplication (FBGEMM) and PyTorch, exploiting Arm’s vector extensions and performance libraries, producing measurable gains in inference efficiency and throughput. These optimizations are being contributed back to the open source community, to broaden their impact across the global AI ecosystem.

Accelerating AI Software from Cloud to Edge

The partnership also deepens the collaboration on AI software optimizations across the PyTorch machine learning framework, the ExecuTorch edge-inference runtime engine, and the vLLM datacenter-inference engine, and looks to further improve on the foundation of Executorch now optimized with Arm KleidiAI, improving efficiency on billions of devices. Jointly, the collaboration will accelerate the ease of model deployment and increase performance of AI applications from edge to cloud.

These open source technology projects are central to Meta’s AI strategy – enabling the development and deployment of everything from recommendations to conversational intelligence. Both companies intend to continue extending future optimizations to these open source projects, enabling millions of developers worldwide to build and deploy efficient AI everywhere on Arm. 

Driving the Future of AI Everywhere, Together

From megawatt-scale data centers to foundational AI software, the Arm — Meta partnership is a full-stack collaboration scaling AI across every layer of compute — delivering the next era of intelligent, efficient, and connected experiences to billions worldwide.

Any re-use permitted for informational and non-commercial or personal use only.

The Takeaway

On October 9, Beijing unveiled sweeping new export controls on rare earths and related technologies, marking a major escalation in its use of critical minerals as a geopolitical tool. The move tightens China’s grip on the supply chains that underpin global defence and advanced manufacturing. 

In response, the U.S. and its allies — including Canada — are accelerating efforts to diversify supply, while acknowledging that rebuilding capacity elsewhere will be slow, costly, and uncertain. As both sides harden their positions, the U.S.–China tech and trade confrontation is poised to persist. 
 

In Brief

• Rare earths are vital to a wide range of products, ranging from smartphones and electric vehicles to wind turbines and missile guidance systems. In 2024, China accounted for at least 60 per cent of the world’s total rare earth production and processed nearly 90 per cent of the world’s supply.
   
• Beijing’s new curbs expand restrictions to five additional rare-earth metals, on top of the seven announced in April, now covering nearly all of the recognized 17 rare-earth elements. 
• Under the new rule, foreign companies, even if no Chinese parties involved, must secure Beijing’s approval to export goods containing 0.1 per cent or more by value of certain Chinese-sourced rare earths, or products made using China’s rare earth-related technologies.
   
• Beijing will not allow the export of rare earth materials used in the defence sector, citing concerns over dual-use technologies. Case-by-case approval will also be required for exports involving rare earths used in highly advanced technologies, such as semiconductor equipment and artificial intelligence with potential military applications.
   
• Responding to Beijing’s latest curbs, U.S. President Donald Trump announced an additional 100 per cent tariff on Chinese goods and new export controls on “any and all critical software,” effective November 1, after accusing China of taking an “extraordinarily aggressive” stance on trade and holding the world “captive.”

 

Implications

The new regulations mark a sharp escalation in Beijing’s willingness to weaponize its dominance in rare earths. Mirroring Washington’s semiconductor export bans, which restrict foreign chipmakers from selling products to China if they are made with U.S. technology, Beijing has, for the first time, extended its export restrictions to producers outside China. Compared with the April measures that focused mainly on upstream raw materials, the new rules broadened to cover midstream and downstream manufacturing materials and technologies.

For foreign companies reliant on Chinese machinery, components, or technical know-how, the fallout could be severe. Even firms that already possess Chinese-made equipment risk losing access to maintenance services or spare parts, jeopardizing production continuity. Over the past two decades, China has entrenched its dominance in the sector, supplying nearly all the precision machinery and technical expertise required for rare earth processing worldwide. This new legal tool allows Beijing to constrain Western efforts to build self-sufficient and resilient rare earth supply chains.

China’s latest move poses major challenges for the West’s advanced manufacturing sector — particularly in defence and semiconductors. Rare earths are critical to defence technologies such as fighter jets, missiles, and radar systems. The U.S. still relies on China for about 70 per cent of its rare earth supply. With Beijing’s outright ban on rare earth exports for military use, analysts warn that the U.S. defence industry could take a major hit, hindering Washington’s ability to keep pace with China’s rapidly expanding defence production, which is reportedly scaling up five to six times faster than the U.S.’s own production.

The case-by-case review process also hands Beijing a regulatory lever over global supply chains. Technology manufacturers seeking to use Chinese materials and technology must now disclose who will use them and for what purpose, giving Beijing greater power to withhold or condition approvals. This mechanism adds a layer of strategic intelligence and supply-chain control for chipmakers globally, especially those in Japan, South Korea, and Taiwan. If enforced aggressively, the new rule could delay production of some advanced chips by three to six months, according to industry estimates.

What’s Next

1. The U.S.–China tit-for-tat trudges along
Since U.S.–China trade talks in Madrid in September, both sides have rolled out successive rounds of sanctions and export control measures: Washington expanded export control lists to more Chinese companies and imposed port fees on China-linked vessels, while Beijing blacklisted several U.S. drone firms. Just days before China’s new rare-earth measures, a U.S. congressional committee urged tighter export curbs on chipmaking equipment to limit Chinese access. Analysts expect further “twists and turns” ahead. Even if Chinese President Xi Jinping and Trump meet at the October APEC Summit in South Korea, few anticipate major concessions, though Beijing’s new controls may offer Xi added leverage.

2. The West, including Canada, continues to accelerate rare-earth reshoring

Spurred by China’s weaponization of rare earths, Western governments in recent years have been ramping up efforts to rebuild domestic supply chains. Through its 2022 Critical Minerals Strategy, Ottawa committed C$3.8 billion to accelerate domestic production and processing, with the Saskatchewan Research Council developing refining capacity could supply the U.S. defense sector. The U.S. One Big Beautiful Bill Act provided US$7 billion to boost critical mineral production through 2029, while Japan recently pledged a US$120 million investment toward a French rare-earth refining project to secure alternative sources. Australia is also developing a US$780 million critical minerals reserve that will prioritize future production sales to allies.  Meanwhile, the Trump administration has purchased a stake in two Canadian critical mineral companies to secure domestic supply, including one worth up to US$35.6 million.

China’s tightening controls are likely to further strengthen these diversification drives, though reshoring remains capital-intensive and technologically challenging.

• Edited by Vina Nadjibulla, Vice-President Research & Strategy, and Ted Fraser, Senior Editor, APF Canada

This article was co-authored by Aminah Ibrahim, Trainee Solicitor. 

The Economic Crime and Corporate Transparency Act 2023 (ECCTA) represents one of the most significant reforms to company law. For businesses and their advisors, it changes the scope from Companies House as a passive administrator to an active, verifying gatekeeper with substantial new powers. Here, we explore these key reforms which will not only mitigate risk, but will build a more resilient and transparent corporate framework. 

A New Identity Verification Regime 

One cornerstone of the ECCTA is mandatory identity verification (IDV). From 18 November 2025, all directors, persons with significant control (PSCs) and LLP members must have their identity verified. Non-compliance may lead to unlimited financial fines imposed to the individual, their company, and fellow directors. Further, from Spring 2026, only verified company officers, employees and an Authorised Corporate Service Provider (ACSP) will be able to file documents to Companies House. This has implications for groups with a centralised secretarial function, as an individual may no longer be able to file for multiple group companies without using an ACSP. Individual members of LLPs, and PSCs, will also need to verify their identity. Corporate members of LLPs and relevant legal entities (RLE) will also be subject to the IDV requirements, with RLEs required to nominate a relevant officer whose identity must be verified at a later date. 

While this new requirement necessitates upfront planning, it fundamentally strengthens the corporate framework by ensuring that those who control and represent companies are appropriately verified, and  protects legitimate businesses from fraud. For groups of companies, the new filing restrictions creates an opportunity to streamline processes through a trusted ACSP. Companies may further wish to integrate these new obligations into shareholder communications and engagement. 

Streamlining Statutory Registers

From 18 November 2025, the obligation to maintain certain statutory registers is removed. Instead, the information held centrally at Companies House will be the complete record, with failure to file accurately met with an unlimited fine. While companies may still keep internal records for good governance, the focus shifts to ensuring prompt and accurate filing.

The option to keep a register of members on the central register is also being removed as  this was rarely used. New rules will also require full forenames and surnames for individual members, prohibiting initials. Company secretaries should therefore review their registers now and use the new powers to request missing information, as non-compliant members may face criminal sanctions. A new obligation to submit a full list of shareholders to Companies House is also on the horizon.

This move to a single source of filing simplifies the long-term maintenance of statutory records and takes away an administrative burden. The upcoming requirement for a full shareholder list also allows for more effective shareholder engagement and communication strategies. 

Enhanced Scrutiny from Companies House

Companies House now has the power to scrutinise submissions closely for errors and inconsistencies. It can query information, request supporting evidence, and even remove material from the register it believes to be incorrect. Crucially, it can impose direct civil financial penalties, similar to that of the Companies Act 2006 offences.

Companies will need to ensure robust internal procedures for accuracy of all filed information. Failure to response to a Registrar’s request “without reasonable excuse”, or the submission of false information, can lead to unlimited fines. Where information is provided “knowingly” to mislead, individuals can also face a prison sentence. 

This shift towards data integrity is a positive step for the UK business environment. It creates a more reliable public register which enhances trust for all stakeholders, from investors to suppliers, further assisting in the due diligence phase of company investigation. For our clients, this is an opportunity to review and strengthen internal filing procedures as well as  ensuring corporate diligence. 

Other Changes 

Further changes include a new restriction on corporate directors, limiting them to UK entities with legal personality. This is, however, provided on the basis that all of their directors are natural persons who have passed IDV. As such, groups should review their structures to ensure all corporate directors meet these requirements. As of 1 September 2025, the level of criminal liability has broadened. Large companies face new liability risks if they fail to prevent fraud committed by associates including employees, agents, and their subsidiaries, even where the fraud was intended to benefit the company or its customers. The ECCTA will also streamline filing options for small companies and micro entities, requiring more information to be placed on public records.

Comment

Overall, the ECCTA presents a strategic opportunity to strengthen corporate governance, enhance operational resilience, and builds market trust. By proactively embracing these changes, companies can turn regulatory requirements into a competitive advantage. As our clients adapt to these new reforms, businesses are now presented with strategic options. For many, they can leverage their position and become an ACSP; capitalising on a mandatory market and gaining a competitive edge.

Kennedys can help navigate the legal complexities of becoming an ACSP; from structuring the application to implementing robust risk management procedures that meet these new legal and regulatory standards. 

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Bangkok, Thailand, October 15, 2025 – EHang Holdings Limited (Nasdaq: EH) (“EHang” or “the Company”), a global leader in advanced air mobility (“AAM”) technology, today announced that the launch of an AAM Sandbox Initiative (the “Initiative”) in Thailand, in collaboration with the Civil Aviation Authority of Thailand (“CAAT”) and local partners. The Initiative aims to fast-track the future commercial operations of EHang’s EH216-S pilotless eVTOL aircraft in the country, with the goal of establishing the world’s first commercial eVTOL operations using an innovative regulatory approach of “sandbox”. Today, continuous trial operations with EH216-S have successfully commenced at the first sandbox area in Bangkok, with plans to expand to more sandbox areas across Thailand.

 

Image: EH216-S completes point-A-to-point-B flights at the first sandbox area in Bangkok, Thailand

During today’s launch event, the EH216-S completed a series of point-A-to-point-B autonomous flights with consistent stability, demonstrating its integrated flight control systems and operational reliability. The event gathered senior officials from the CAAT and the Ministry of Transport (“MOT”) of Thailand, along with key industry partners including Aerial Sea Ventures, Energy Absolute, Amita Technology, G Capital, China Harbour Engineering Company, Bangkok Airways, VietJet, and Tahira Group from Malaysia, all of whom witnessed firsthand the EH216-S’s proven readiness for commercial deployment.

Image: Mr. Conor Yang, CFO of EHang and Air Chief Marshal Manat Chavanaprayoon, Director General of the CAAT with the EH216-S

Today, EHang also held a technical meeting with CAAT officials, presenting the EH216-S’s comprehensive safety architecture, Unmanned Aircraft System Traffic Management (“UTM”) integration, risk assessment framework, and flight-testing methodology. This multi-party collaboration with the Initiative represents a significant step toward gaining local regulatory approval for future commercial operations in sandbox areas across Thailand.

Under the Initiative, EHang’s local partners will provide essential operational support, ranging from infrastructure to operational teams. They plan to expand the sandbox areas to Pattaya, Koh Larn, Phuket, Koh Samui and many other locations in Thailand for more sightseeing flight routes and transportation services.

Image: From left to right: Mr. Chakrawut Raisaeng, Deputy CEO of AMITA, Mr. Conor Yang, CFO of EHang, Air Chief Marshal Manat Chavanaprayoon, Director General of the CAAT, Mr. Panya Chupanit, Deputy Permanent Secretary of MOT of Thailand, Mr. Luong Pham, CEO of Aerial Sea Ventures, Mr. Anuwat Kosol, CEO of G Capital

Thailand, Southeast Asia’s second-largest economy, represents a strategically vital AAM market. This is driven by its strong service sector, thriving tourism industry, and proactive government policies promoting smart transportation and sustainable technology. The country’s densely populated urban areas and persistent traffic congestion make it an ideal environment for deploying AAM solutions. Major cities such as Bangkok are particularly well-suited for air taxi services, offering significant market potential. This potential was clearly demonstrated last November when the EH216-S successfully conducted three days of human-carrying flights in central Bangkok, showcasing its practical capabilities in real-world AAM applications.

“We are highly impressed with the cutting-edge technology and demonstrated safety of EHang’s EH216-S during these flights,” said Air Chief Marshal Manat Chavanaprayoon, Director General of the CAAT. “At the CAAT, we are guiding Thailand’s transition into a new era of AAM, where safety and public trust remain our highest priorities. Through our ‘prove it safe, then scale’ approach, we have explored a clear path toward commercial operations, with the target of launching the world’s first commercial eVTOL operation services within the next three months leveraging the Initiative. The future of AAM in Thailand will be safe by design, ambitious in vision, and realized through tangible action.”

Mr. Panya Chupanit, Deputy Permanent Secretary of MOT of Thailand, stated, “The MOT is fully committed to advancing sustainable transportation, and the development of AAM technology—exemplified by EHang’s innovative eVTOL solutions—is integral to this vision. We are working closely with partners across sectors to position Thailand as a regional AAM hub, in line with our national goals for carbon neutrality and smart, connected cities. “

Mr. Luong Pham of Aerial Sea Ventures remarked, “Today marks a historic day as we launch the future of transportation here in Thailand. With the EH216-S, we are entering an era where travel is measured in minutes, not hours, connecting waterways, islands and remote areas with unprecedented efficiency. With the strong support of the CAAT and MOT, we are now months—not years—away from commercialization in Thailand. We look forward to positioning Thailand as the regional hub for AAM across Southeast Asia.”

Mr. Conor Yang, Chief Financial Officer of EHang, commented, “This demonstration showcased not only routine flight capabilities but also the core safety principles integral to our certified EH216-S aircraft. The AAM Sandbox Initiative in Thailand serves as a pivotal model for the region. Our goal is to leverage the operational and regulatory framework established here as a blueprint for expansion into other Southeast Asian markets, bringing safe, sustainable AAM to the wider region globally.”

 

 

About EHang

EHang (Nasdaq: EH) is the world’s leading advanced air mobility (“AAM”) technology platform company, committed to making safe, autonomous, and eco-friendly air mobility accessible to everyone. The company develops and manufactures a diversified portfolio of pilotless electric vertical take-off and landing (eVTOL) aircraft for a wide range of use cases, including aerial tourism, intra-city transport, intercity travel, logistics and emergency firefighting. Its flagship model, EH216-S, has obtained the world’s first type certificate, production certificate and standard airworthiness certificate for pilotless eVTOL issued by the Civil Aviation Administration of China, and is now commercially operated under the country’s first Air Operator Certificates for human-carrying eVTOL services. Complementing this, EHang’s VT35 expands its reach into long-range and intercity scenarios, supporting the development of a multi-tiered low-altitude mobility network. By integrating advanced autonomous technologies with scalable operational infrastructure, EHang is redefining how people and goods move—across cities, regions, and natural barriers—shaping the future of air mobility. For more information, please visit www.ehang.com. 

 

Safe Harbor Statement

This press release contains statements that may constitute “forward-looking” statements pursuant to the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as “will,” “expects,” “anticipates,” “aims,” “future,” “intends,” “plans,” “believes,” “estimates,” “likely to” and similar statements. Statements that are not historical facts, including statements about management’s beliefs and expectations, are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties. A number of factors could cause actual results to differ materially from those contained in any forward-looking statement, including but not limited to those relating to certifications, our expectations regarding demand for, and market acceptance of, our products and solutions and the commercialization of UAM services, our relationships with strategic partners, and current litigation and potential litigation involving us. Management has based these forward-looking statements on its current expectations, assumptions, estimates and projections. While they believe these expectations, assumptions, estimates and projections are reasonable, such forward-looking statements are only predictions and involve known and unknown risks and uncertainties, many of which are beyond management’s control. These statements involve risks and uncertainties that may cause EHang’s actual results, performance or achievements to differ materially from any future results, performance or achievements expressed or implied by these forward-looking statements.

Samsung recognised for AI leadership and accelerating adoption

 

Samsung Electronics today announced it has been recognised by Interbrand, a global brand consultancy, as the 5th-ranked global brand for the sixth year in a row. Interbrand releases its list of “Best Global Brands” each year. For this year’s list, Samsung recorded a brand value of $90.5 billion, upholding its position as the only Asian company to remain in the global top five since 2020.

 

According to Interbrand, Samsung Electronics’ evaluation was positively influenced by:

 

• Strengthened AI competitiveness across the company’s business divisions
• Enhanced customer experiences through unified integration across products
• Focused investment in AI-related semiconductors
• Execution of a customer-centric brand strategy

 

“Through AI innovation and open collaboration, Samsung has worked to ensure that more customers can experience AI in their daily lives,” said Won-Jin Lee, President and Head of Global Marketing Office at Samsung Electronics. “Moving forward, we will continue to focus on benefits for customers including in health and safety so that Samsung can grow into an even more beloved brand.”

 

Under the vision of “Innovation for All,” Samsung consistently strives to make AI accessible to more customers worldwide.

 

This year, Samsung reinforced its leadership in mobile AI with the continued advancement of Galaxy AI, aiming to make it available on 400 million devices within the year driving the democratisation of AI. In Consumer Electronics (CE), Samsung has expanded AI competitiveness by introducing AI technologies tailored to each product category, such as Vision AI and Bespoke AI.

 

Through open collaboration with diverse partners, Samsung has enhanced personalised AI experiences for customers, while also providing industry-leading security with Samsung Knox.

 

In semiconductors, Samsung has been addressing the growing demand for AI with a comprehensive portfolio across cloud, on-device, and physical AI. This includes actively responding with advanced products including HBM, high-capacity DDR5, LPDDR5X and GDDR7.

 

Beyond AI, Samsung continues to enhance the accessibility of its products and services and drive sustainable innovation across all business divisions. This includes energy savings through energy-efficient appliances connected via SmartThings.

 

Samsung’s Recognised Efforts in Each Business Division

 

Mobile

• Leading the mobile AI era and driving the popularisation of AI with Galaxy AI
• Strengthening foldable category leadership with the launch of Galaxy Z Fold7 and Z Flip7
• Enhancing customer trust through strengthened privacy and security technologies
• Expanding health services through advanced wearables, Samsung Health enhancements, and open collaboration

 

Networks

• Reinforcing leadership in AI-powered virtualized Radio Access Networks (vRAN) and Open RAN
• Consistently innovating technologies to support various 5G use cases, including high quality streaming and gaming

• Leading the technical standardisation of 6G

• Enhancing partnerships with customer companies and communicating the sustainability aspects of Samsung’s network technology

 

Visual Display

• Solidifying global leadership in TVs, soundbars, and gaming monitors
• Innovating viewing with rich AI features based on Vision AI
• Enhancing The Frame and Art Store services to deliver personalised art TV experiences
• Expanding content offerings through partnerships in TV Plus, entertainment, gaming, and music

 

Digital Appliances

• Maintaining global leadership in categories such as refrigerators and washing machines through consistent product innovation and advanced AI capabilities
• Providing differentiated convenience and advanced AI experiences through SmartThings integration
• Expanding Bespoke AI appliance leadership across energy efficiency, usability, performance, and design

 

Semiconductor

• Operating a diverse portfolio across cloud, on-device, and physical AI applications
• Maintaining leadership in mobile and automotive semiconductors, including DDR, SSD, LPDDR, UFS, and Auto SSD
• Continuing development and investment in innovative solutions like CMM-D and HBM
• Sharing vision and industry leadership through influential tech events

 

Interbrand’s Best Global Brands are ranked based on brand value evaluation, which involves a comprehensive analysis of the company’s financial performance and outlook, the influence of the brand on customer purchases, and brand competitiveness (including strategy, empathy, differentiation, customer engagement, consistency, trust, and more). The ranking is one of the world’s longest-standing brand value evaluations, widely recognised for its credibility.

For many companies, relocating pharmaceutical production capacities back to Europe is becoming a key strategic success factor. Saltigo, LANXESS`s exclusive synthesis subsidiary, helps pharmaceutical manufacturers strengthen their supply chains, meet regulatory requirements, and achieve sustainability goals in production. At CPHI Frankfurt 2025 (October 28-30 at the Messe Frankfurt), Saltigo will present solutions that will enable pharmaceutical companies to strengthen their supply chains through targeted reshoring, minimize regulatory risks, and produce more sustainably.

Industry in transition: Return to Regional Value Chains

The European pharmaceutical industry is facing growing dependencies on Asia. China and India dominate the market for active pharmaceutical ingredients (API`s) and many of their precursors. This market concentration poses significant supply risks, particularly in the event of geopolitical tensions, export restrictions, or disruptions to global supply chains. To increase supply and production security, the European Union has launched several initiatives in recent years. These include the Critical Medicines Alliance, established in 2024, and the Strategic Report on Medicines Supply, released in February 2025. These initiatives aim to bolster the European production of critical medicines and their precursors, securing Europe`s long-term strategic independence in the pharmaceutical sector.

New platforms, such as the European Shortage Monitoring Platform (ESMP), and guidelines for preventing bottlenecks enable the EU to establish more resilient supply chain structures. For the industry, diversifying manufacturing locations is becoming a strategic priority, especially for regulatory starting materials (RSM`s) and complex intermediates, which often cause bottlenecks in the value chain.

Saltigo as a pioneer for resilient supply chains

Saltigo positions itself as a reliable partner for customized chemical syntheses and scalable production solutions in Europe. With sites in Leverkusen and Dormagen, Saltigo offers manufacturing in multipurpose facilities that combine the highest regulatory standards, short delivery routes, strict IP protection, and flexible capacities. Global raw material sourcing within the Group complements this setup of Western supply chains, ensuring more stable processes, lower costs, and shorter time-to-market.

Speed and scalability are decisive advantages. Saltigo can assess new projects technically within a few days and provide initial price estimates. This alleviates short-term bottlenecks in API production.

Saltigo`s technological spectrum includes advanced processes such as olefin metathesis, high-pressure hydrogenation, fluorine and phosgene chemistry, and continuous processes (flow chemistry). Close integration of process development, piloting, and commercial manufacturing enables efficient project transfer from laboratory to large-scale production.

Sustainability as a distinguishing feature

In addition to technological expertise, Saltigo is committed to transparency in its product carbon footprint (PCF). PCF data is available for many products, and the company develops net-zero routes for CO₂-neutral production upon request. In this way, Saltigo contributes to the climate goals of the pharmaceutical industry and strengthens the competitiveness of European supply chains.

Meeting place CPHI Frankfurt

At CPHI 2025, Saltigo invites employees of pharmaceutical companies and CDMO to learn about the latest technologies and services and discuss individual projects. “We support our pharmaceutical industry partners when their plants reach capacity limits or when they want to focus on high-value API synthesis,” emphasizes Christoph Schaffrath, Saltigo`s Head of Marketing and Sales.

Interested visitors can find Saltigo at CPHI Frankfurt 2025 in Hall 4.1, Booth K27. Appointments with experts can be arranged in advance or during the trade fair.

Further information about the trade fair can be found at https://lanxess.com/en/company/corporate-structure/subsidiaries/saltigo/cphi.