What the West can learn from China about using AI – Asia Times

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AI is already everywhere, ready to change the way we work and play, how we learn and how we are looked after. From hospitality to healthcare, entertainment to education, AI is transforming the world as we know it.

But it’s developing at a different pace in different parts of the world. In the West, it seems, there is a tendency to aim for perfection, with companies taking their time to refine AI systems before they are implemented.

China, on the other hand, has taken a more pragmatic path, on which speed and adaptability are prioritized over flawless execution. Chinese companies appear more willing to take risks, accept AI’s current limitations and see what happens.

And China’s desire to be the world leader in AI development seems to be working. Here are three important lessons the west can learn from China’s economic strategy towards AI.

1. Embrace imperfection

Many Chinese companies have adopted a “good enough” mentality towards AI, using it even when the technology is not fully developed. This brings risks, but also encourages fast learning.

For example, in 2016, Haidilao, a popular Chinese restaurant chain, introduced “Xiaomei”, an AI system which dealt with customers calling up to make reservations. While Xiaomei is not the most sophisticated AI system (it only understands questions about reservations), it was effective, managing over 50,000 customer interactions a day with a 90% accuracy rate.

It’s not perfect, but it provides a valuable service to the business, proving that AI doesn’t need to be flawless to make a big impact.

2. Make it practical

A key distinction between AI strategies in China and the West is the focus on practical, problem-solving applications. In many Western industries, AI is often associated with cutting-edge technology like robot-assisted surgery, or complex predictive algorithms.

While these advances are exciting, they do not always bring immediate impact. China, by contrast, has made significant strides by applying AI to solve more basic needs.

In China, some hospitals use AI to help with routine – but very important – tasks. For instance, in April 2024, Wuhan Union Hospital introduced an AI patient service which acts as a kind of triage nurse for patients using a messaging app.

Patients are asked about their symptoms and medical history. The AI then evaluates the severity of their needs and prioritizes appointments based on urgency and the medical resources available at that time. The results are then relayed to a human doctor who makes the final decision about what happens next.

By helping to ensure that those with the most critical needs are seen first, the system plays a crucial role in improving efficiency and reducing waiting times for patients seeking medical attention.

It’s not the most complex technology, but in its first month of use in the hospital’s breast clinic, it reportedly provided over 300 patients with extra consultation time – 70% of whom were patients in urgent need of surgery.

3. Learn from mistakes

China’s rapid adoption of AI hasn’t come without challenges. But failures serve as critical learning experiences.

One cautionary tale over AI implementation comes not from China, but from Japan. When Henn na Hotel in Nagasaki became the world’s first hotel staffed by robots, it received a great deal of attention for its futuristic concept.

But the reality soon fell short of expectations. Churi, the hotel’s in-room assistant robot, frequently misunderstood guest requests, leading to confusion. One guest was reportedly woken up repeatedly because a robot in his room mistakenly understood the sound of his snoring to be a question.

In contrast, many Chinese hotels have taken a more measured approach, opting for simpler yet highly effective robotic solutions. Delivery robots are now commonplace in hotel chains across the country, and while not overly complex, they are adept at navigating hallways and lifts autonomously, bringing meals to guests.

By focusing on specific, high-impact problems, Chinese companies have successfully integrated AI in ways that minimize disruption and maximize usefulness.

The Chinese restaurant chain I mentioned earlier provides another good illustration of this approach. After the success of its chatbot, Haidilao introduced “smart restaurants” equipped with robotic arms and automated food delivery systems. While innovative, the technology struggled during peak hours and lacked the personal touch many customers valued.

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Instead of abandoning the project, Haidilao continued to adjust and refine its use of AI. Rather than adopting a fully automated restaurant model, it went for a hybrid approach, combining automation with human staff to enhance the dining experience.

This flexibility in the face of setbacks represents a crucial willingness to pivot and adapt when things don’t go as planned.

Overall, China’s pragmatic approach to AI has enabled it to take the lead in many areas, even as the country lags behind the West in terms of technological sophistication. This is driven by a willingness to embrace AI’s imperfections, and then adapt where necessary.

Where speed and adaptability are critical, companies can’t afford to wait for perfect solutions. By embracing AI’s imperfections, focusing on practical applications, and real-world feedback, Chinese companies have unlocked the economic value of AI in a way that others are too timid to emulate.

Jialu Shan is research fellow at the TONOMUS Global Center for AI and Digital Transformation, International Institute for Management Development (IMD)

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

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US election as an epistemological crisis – Asia Times

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America is in the grip of a crisis of truth and its political and electoral systems are under duress. Losing the connection between what is true and what is fiction could have enormous consequence in the middle of this US election campaign.

Academics refer to this as an epistemological crisis, a situation where different people believe different “truths” and it becomes difficult to get a shared understanding of key facts. This, they argue, can lead to polarisation and potentially, even, an ungovernable country, based on an inability to decide on what is factually correct.

Jonathan Rauch, the journalist and author of “The Constitution of Knowledge: A Defense of Truth”, says historically disagreement about what is true has, on some occasions, led to untold killing and suffering.

Right now in the US, it’s clear that there are massive differences in what people believe is true. Polls show, for instance, that around 69% of Republicans and Republican-leaning voters think the 2020 election result was not legitimate and that Joe Biden did not win.

This division is amplified by what is happening in and around the campaigns, and the use of new and developing techniques. The Trump campaign, for instance, continues to make claims that the 2020 election was stolen.

Sharing misinformation (that is, when inaccurate content is disseminated but not with the intent to mislead) has always been part of political life, but it is now quickly amplified by social media. Spreading disinformation takes this to the next level when organizations or individuals deliberately spread lies. But the means to do so have grown more sophisticated, as demonstrated in the recent Moldovan election, where a massive Russian disinformation campaign was discovered.

History reminds us that fake news is at a premium during wartime and the world is currently experiencing two major conflicts. In both cases, the geopolitical consequences for the US are sky-high.

By spring 2024, US news media were reporting on Russia’s potential to interfere in the US election. The US administration’s position on the Ukraine war in particular matters greatly to the Kremlin, and it is no secret that a Donald Trump victory would suit Putin far better than a continuation of the Ukraine-funding Democrat alternative.

In September, US officials warned of election threats, not only from Russia but also Iran and China. Former director of the US Cyber-Security and Infrastructure Agency, Chris Krebs, stated that 2024 is “lining up to be a busy election interference season.”

What makes these multi-faceted and constantly evolving threats even harder to manage is the fact that Maga influencers are embroiled in the proceedings. This makes a unified American response against an external threat all but impossible.

One recent such example involved a company in Tennessee which was used by members of the Russian state-owned broadcaster RT (formerly Russia Today) to spread Russia-friendly content. The content-creators were paid US$10 million by RT to publish pro-Russia videos in English on a range of social media platforms. The RT employees were charged with conspiracy to commit money laundering and violating the Foreign Agent Registration Act.

This is one of many developments by the foreign interference machine as the election on November 5 nears. Other incidents include dozens of internet domains used by the Kremlin to spread disinformation on websites designed to look like news sites and to undermine support for Ukraine.

The US government’s response to these complex and boundary-blurring threats is complicated by the tension between maintaining discretion and informing the public.

Old challenges, new technology

Looking back, the 2016 presidential campaign and subsequent victory for Trump brought many firsts, some comical, others deadly serious in this post-truth arena.

The lighter side included inaccurate claims made by White House press secretary Sean Spicer about the size of Trump’s 2017 inauguration crowd. When Trump advisor Kellyanne Conway declared on television to have “alternative facts” to those reported by the media on the crowd size, her phrase entered general use.

With hindsight, such falsehoods now seem a little quaint, as the images from the day told the truth better than any script. Far more disturbingly, Russia’s Project Lakhta involved a “hacking and disinformation campaign” described in Special Counsel Robert Mueller’s 2019 Report as vast and complex in scale.

The scheme involved human and technological input and targeted politicians on the political left and right, with a view to causing maximum disruption. Just a year later, Russia interfered in the 2020 race, this time spreading falsehoods about Biden and working in Trump’s favor.

Fast forward to 2024 and we are awash with AI-created images and writing. Now any sort of lie is possible. Deep fakes, voice, image and video manipulation now mean that we literally can no longer believe our ears and eyes.

Meanwhile, back on the campaign trail in 2024, Team Trump demonstrates few qualms when dishing out alternative facts. A long-time proponent of “truthful hyperbole” the former real-estate dealer takes exaggeration to a point no longer on the scale.

From sharing an AI-generated image of Taylor Swift endorsing him (she soon backed his opponent) to claims that helicopters were not getting through with hurricane relief, the news cycle is awash with baseless content.

An inevitable outcome of this crisis and conflict over truth is voters’ confusion and disengagement, and increasing public tension, with a new poll reporting that the majority of Americans are expecting violence after the election.

Voters deserve to know whether what they know is real, but in this campaign it is increasingly clear that they don’t and the consequences of this could be stark.

Clodagh Harrington is lecturer in American Politics, University College Cork

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

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Boosting growth by democratising financial solutions

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CEO of Sea (Thailand) Maneerut Anulomsombut is working to remove constraints holding back SME growth

CEO of the Year 2024: Maneerut Anulomsombut, CEO, Sea (Thailand).
CEO of the Year 2024: Maneerut Anulomsombut, CEO, Sea (Thailand).

Maneerut Anulomsombut, the Chief Executive Officer of Sea (Thailand), a leading internet platform provider, has been playing a key role in using technology to upgrade Thai people’s quality of life for years.

Because of her remarkable achievements and contributions to society and the economy at large, Ms Maneerut has clinched a prestigious 2024 Bangkok Post CEO of the Year Award in the “Impactful Technology Leadership” category.

Sea (Thailand) is focused on bettering the lives of consumers and small businesses with technology. It has provided them with diverse products and services that are essential to people’s daily routines. Its platforms included Shopee (e-commerce), SeaMoney (digital finance) and Garena (digital entertainment).

For over a decade, Sea has been operating its businesses in Thailand while setting its sights on sustainably growing businesses and making a positive impact on society with technology.

Led by Ms Maneerut since 2014, the group has expanded and improved its services for Thai users.

It has also participated in driving the digital economy forward by utilising its resources and business expertise, while embarking on digital education initiatives to help surrounding communities grow together.

Under Ms Maneerut’s leadership, the group has taken the first step of expanding its business operations beyond the gaming market by making Thailand the first country to use the digital payment service known as “AirPay”– later renamed “ShopeePay” — to improve the user experience and enable people to do more on digital platforms.

Such leadership has been truly transformative, especially among SMEs, because it helped to bridge the digital divide by harnessing their digital platforms to enhance accessibility, income generation, and business opportunities for Thai SMEs, Ms Maneerut says.

Ms Maneerut says that the group has positioned itself as Thai SMEs’ key partner through three main pillars: enlargement, enablement, and empowerment. These so-called “3Es” have helped Thai SMEs navigate digital disruption in the macroeconomy and achieve sustainable success.

Through Sea (Thailand)’s e-commerce platform, Shopee, local sellers are given the opportunity to reach a vast, borderless market. Shopee allows SMEs to expand their reach beyond traditional geographical limitations, enabling them to connect with customers anywhere, anytime, she says.

This enlargement of market access is crucial for sellers looking to scale quickly without incurring significant overheads.

“Shopee gives them a platform to sell more with minimal effort, and this helps drive sustainable growth for their businesses,” Ms Maneerut says.

Along with more market access, Ms Maneerut says SMEs must also have the skills to effectively utilise the tools available to them. That’s why Sea (Thailand) focuses heavily on equipping its users with the digital know-how they need to succeed, she said.

“We offer a variety of training programmes through Shopee University and the Sea Academy, where sellers can learn everything from digital marketing to optimising their product listings,” she says.

The goal is to help entrepreneurs become more proficient in leveraging the digital economy. This not only boosts their sales but also ensures they are well-prepared to adapt to the ever-evolving digital landscape.

Access to capital is a common challenge for Thai SMEs, especially when looking to grow. Ms Maneerut acknowledges this difficulty, saying Sea (Thailand) is working to financially empower SMEs so they have the resources to scale up without being held back by funding constraints.

“Empowerment comes in the form of financial solutions. We help sellers gain access to cash loans and other financial services, giving them the capital they need to expand their businesses,” she says.

Although innovation is the core of the company, she says it would not have proven as successful if the people and the process were not part of this core.

Ms Maneerut says employees are the most important factor in creating successful products and services. Therefore, the company allows its employees to express their ideas freely while promoting transparency and open-mindedness.

She also believes in giving her team members the freedom to take ownership of their work, which helps to foster a sense of responsibility and commitment and drives the company’s continuous evolution.

“When people feel like they own a project, that’s when innovation truly happens,” she says.

Maneerut Anulomsombut

Chief Executive Officer of Sea (Thailand)

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Delhi: Worry over toxic air as pollution worsens

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Air quality in India’s capital Delhi has deteriorated to severe and extremely poor levels in the past few days, data shows.

Pollution levels crossed 25-30 times the World Health Organization (WHO)’s recommended safe limit at several locations in the city last week.

Experts have warned that the situation will worsen in the coming days due to weather conditions, use of firecrackers during the festival of Diwali on Thursday and burning of crop remains in neighbouring states.

Delhi and several northern Indian cities report extreme levels of air pollution between October and January every year, causing disruption to businesses, shutting down of schools and offices.

The levels of tiny particulate matter (known as PM 2.5), which can enter deep into the lungs and cause a host of diseases, reached as high as 350 micrograms per cubic metre in some areas on Monday, data from government-run Safar website shows.

According to the website, air quality is categorised as very poor when PM 2.5 levels reach 300 to 400, and it’s termed severe when the limit reaches 400-500.

Delhi gets enveloped in a thick blanket of smog every winter due to smoke, dust, low wind speed, vehicular emissions and crop stubble burning.

In November and December, farmers in the neighbouring states of Punjab and Haryana burn crop stubble to clear their fields.

Farming groups say they need financial and technical help to find alternative ways of clearing crop remains but government schemes have so far not been effective.

The smoke from firecrackers set off during Diwali adds to the problem.

Like every year, the Delhi government has announced a complete ban on the manufacturing, storage and sale of fireworks ahead of the festival, which falls later this week.

But such bans have not been completely effective in the past as people source fireworks from other states.

The Delhi government has also enacted its Graded Response Action Plan, known as GRAP, to tackle pollution.

It bans all activities which involve the use of coal and firewood, as well as diesel generator use for non-emergency services.

Authorities in Delhi have warned residents to stay indoors as much as possible and have curbed construction activity in the city.

They have also urged people to use public transport to cut vehicular emissions.

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OR banking on diversification strategy

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CEO Disathat Panyarachun oversees expansion from oil retail to healthcare and beauty products

PUBLISHED : 28 Oct 2024 at 04:30

While it would be a challenge for OR to enter the healthcare and beauty business sector, the move is expected to generate revenue fir the company, Mr Disathat said.
While it would be a challenge for OR to enter the healthcare and beauty business sector, the move is expected to generate revenue fir the company, Mr Disathat said.

The transformation of a business to ensure its survival in response to technological disruption requires a varied approach, according to Disathat Panyarachun.

The chief executive officer of PTT Oil and Retail Business Plc (OR) is not opposed to making changes within a business in response to disruption, but in his opinion such steps are often carried out when it’s already “a bit too late”.

Rather, Mr Disathat is a proponent of individuals trying to “disrupt themselves” first, before the emergence of any tech disruption. This approach has enabled him to prove that he has guided and directed OR on the right track, ensuring the company is able to further grow from the expansion of its non-oil businesses.

From developing electric vehicle (EV) charging facilities to selling healthcare and beauty products, OR’s business diversification has provided opportunities to fuel the company’s growth amid technological upheaval and the emergence of new societal and lifestyle trends.

Mr Disathat continues to get behind OR’s plan to roll out more EV charging stations at PTT petrol stations to serve EV motorists, a move that aligns with the global trend of promoting greater EV usage.

Like other oil retailers, OR saw the impact of increasing numbers of battery-powered vehicles on the country’s roads had on oil sales. This led the company to rapidly roll out charging services for EV motorists at its petrol stations. Indeed, it was one of the first to do so.

Mr Disathat says OR needs to rapidly become part of the EV ecosystem before electric-powered vehicles make an even bigger dent on the demand for oil in the future. Global demand for oil is expected to rise by 5% to a peak of 50 million barrels per day by 2032, with oil use per vehicle likely to fall sharply as EVs are expected to account for more than half of all auto sales by 2040, according to a report released in June 2024 by Goldman Sachs Research, a division of Goldman Sachs Group, a global investment banking, securities and wealth management firm.

The development of EV charging stations is part of OR’s “Beyond Fuel” concept, which also includes the company’s food and beverage business. This prioritises matching OR’s product and service offerings with the demands of consumers amid new societal and lifestyle trends.

OR has long been working towards realising the Beyond Fuel goal by embarking on non-oil ventures rather than remaining in the comfort zone by enjoying its long-established status as a major oil retailer, said Mr Disathat. “We don’t care what new energies there will be in the future. What we have to do is to maintain our leadership position as we do in the oil retail sector,” he said.

The company wants EV charging stations to provide another alternative service for motorists, which will also provide OR with a new business opportunity. OR earlier announced it plans to increase its investment in the battery charging business through its EV Station PluZ plan. The company expects to have 600 EV charging outlets nationwide within this year, up from 400 outlets as of July 2023. The longer-term aim is to raise the number of outlets to 7,000 by 2030.

Another non-oil business OR is keen on promoting is the sale of healthcare and beauty products, representing another aspect of the company’s shift away from its decades-long role as an oil retailer.

While visiting a petrol station, consumers can now experience a one-stop shop by selecting a tasty dish, sipping some refreshing coffee and purchasing from a range of alluring cosmetics and skincare products. Thailand is now the second largest healthcare and beauty market in Southeast Asia and OR is keen to tap into this significant business opportunity.

Through its subsidiary OR Health and Wellness, OR took the step of venturing into the health and beauty business by partnering with Sugi Holdings, a Japanese drugstore chain and nanotech platform operator.

OR plans to open up to 10 shops named “found & found” by year end to increase sales of these products. Mr Disathat said while it would be a challenge for OR to enter the healthcare and beauty business sector, which has a local market value estimated at 1 trillion baht, the step is expected to generate revenue for the company.

Disathat Panyarachun 

Chief Executive Officer of PTT Oil and Retail Business Public Company Limited (OR)

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CEO of the Year 2024

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The ‘Bangkok Post’ is today running the third of its ‘Bangkok Post CEO of the Year 2024’ series with the profiles of three more CEOs who received awards.

We honour Disathat Panyarachun, Chief Executive Officer of PTT Oil and Retail Business Public Company Limited (OR), as the CEO of the Year in Sustainable Business Leadership; Woraphot Thavornwan, General Manager of Lenovo Thailand and Rest of Indochina, as the CEO of the Year in Transformational Tech Leadership; and Natira Boonsri, Chief Executive Officer of Central Department Store Group, under Central Retail, as the CEO of the Year in Retail Transformation Excellence.

Natira Boonsri Chief Executive Officer of Central Department Store Group, under Central Retail

Natira Boonsri Chief Executive Officer of Central Department Store Group, under Central Retail

Keeping Thailand’s top retailer front, right and Central

Central Dept Store Group CEO Natira Boonsri creates iconic stores to give customers a world-class experience

Natira Boonsri, Chief Executive Officer of Central Department Store Group (CDG) under Central Retail, leads one of the most prominent department store groups in Thailand and Southeast Asia, overseeing the iconic Central and Robinson Department Stores.

With nearly 20 years of experience in the retail industry, Natira has successfully driven the transformation of several key retail spaces to meet modern consumer demands.

One of her most notable projects includes the complete transformation to elevate Central Chidlom which opened its doors in 1973 to become a truly iconic constant of Thailand’s luxury shopping destination, positioning it as “The Store of Bangkok”. This ambitious project reflects her visionary approach to retail and her ability to navigate the evolving market landscape.

Ms Natira’s journey in retail began after earning a bachelor’s degree in Economics from Boston College and an MBA from Harvard Business School. She started her career as a consultant at Boston Consulting Group (BCG) before joining Central Retail in 2005 as project development director.

By 2014, she had become president of Zen Department Store and senior vice president of Central Department Store, where she demonstrated her leadership skills by spearheading major renovations at CentralWorld and Central Ladprao. In 2018, she was appointed president of Central Department Store, and in 2021, she transitioned to Chief Commercial Officer of Central Retail Corporation Plc (CRC). She returned to CDG as CEO shortly thereafter.

Ms Natira, a third-generation member of the Chirathivat family, which owns and operates Central Group, is the eldest daughter of Boonbunlue and Ratana (Chirathivat) Norpanlob. She is married to Nathavud Boonsri and has two children, Napat and Narisa.

Among her accomplishments is the transformation of Zen Department Store into CENTRAL@centralwOrld, a key project that revitalised one of Bangkok’s busiest shopping districts. Ms Natira invested over 1 billion baht in this renovation, transforming the 50,000-square-metre space into a hub that integrates shopping, dining, and leisure experiences for customers. The move also introduced more than 3,000 brands, creating a blend of retail and lifestyle offerings. Ms Natira emphasised this transformation was not just about shopping — it was about enhancing the overall customer experience.

Under her leadership, CENTRAL@centralwOrld has become a model for integrating omni-channel strategies, allowing for a seamless, personalised shopping experience both online and offline. She plans to extend this model across an additional 20 out of 23 Central locations in five years.

Ms Natira’s commitment to retail transformation goes beyond physical renovations. Her focus is on understanding changing consumer preferences and driving innovation. She remains dedicated to enhancing the customer experience by offering new brands and services that align with modern lifestyles.

Ms Natira says every renovation is a team effort. It needs to work closely with marketing, communications, and brand teams to ensure the firm offers the best products and services for customers. Seeing customers happy and enjoying the new spaces is the greatest source of pride.

Beyond business, Ms Natira is committed to corporate social responsibility (CSR) and creating shared value (CSV). She is focused on not only driving profitability but also contributing to the environment and society. By placing customers at the heart of the business and leveraging innovation and development, she is ensuring Central Department Stores remain a leader in the retail industry. Through her leadership, Natira Boonsri is shaping the future of retail in Thailand, embodying a commitment to excellence and transformation.

Natira BoonsriChief Executive Officer ofCentral Department Store Group,under Central Retail

While it would be a challenge for OR to enter the healthcare and beauty business sector, the move is expected to generate revenue fir the company, Mr Disathat said.

While it would be a challenge for OR to enter the healthcare and beauty business sector, the move is expected to generate revenue fir the company, Mr Disathat said.

OR banking on diversification strategy

CEO Disathat Panyarachun oversees expansion from oil retail to healthcare and beauty products

The transformation of a business to ensure its survival in response to technological disruption requires a varied approach, according to Disathat Panyarachun.

The chief executive officer of PTT Oil and Retail Business Plc (OR) is not opposed to making changes within a business in response to disruption, but in his opinion such steps are often carried out when it’s already “a bit too late”.

Rather, Mr Disathat is a proponent of individuals trying to “disrupt themselves” first, before the emergence of any tech disruption. This approach has enabled him to prove that he has guided and directed OR on the right track, ensuring the company is able to further grow from the expansion of its non-oil businesses.

From developing electric vehicle (EV) charging facilities to selling healthcare and beauty products, OR’s business diversification has provided opportunities to fuel the company’s growth amid technological upheaval and the emergence of new societal and lifestyle trends.

Mr Disathat continues to get behind OR’s plan to roll out more EV charging stations at PTT petrol stations to serve EV motorists, a move that aligns with the global trend of promoting greater EV usage.

Like other oil retailers, OR saw the impact of increasing numbers of battery-powered vehicles on the country’s roads had on oil sales. This led the company to rapidly roll out charging services for EV motorists at its petrol stations. Indeed, it was one of the first to do so.

Mr Disathat says OR needs to rapidly become part of the EV ecosystem before electric-powered vehicles make an even bigger dent on the demand for oil in the future. Global demand for oil is expected to rise by 5% to a peak of 50 million barrels per day by 2032, with oil use per vehicle likely to fall sharply as EVs are expected to account for more than half of all auto sales by 2040, according to a report released in June 2024 by Goldman Sachs Research, a division of Goldman Sachs Group, a global investment banking, securities and wealth management firm.

The development of EV charging stations is part of OR’s “Beyond Fuel” concept, which also includes the company’s food and beverage business. This prioritises matching OR’s product and service offerings with the demands of consumers amid new societal and lifestyle trends.

OR has long been working towards realising the Beyond Fuel goal by embarking on non-oil ventures rather than remaining in the comfort zone by enjoying its long-established status as a major oil retailer, said Mr Disathat. “We don’t care what new energies there will be in the future. What we have to do is to maintain our leadership position as we do in the oil retail sector,” he said.

The company wants EV charging stations to provide another alternative service for motorists, which will also provide OR with a new business opportunity. OR earlier announced it plans to increase its investment in the battery charging business through its EV Station PluZ plan. The company expects to have 600 EV charging outlets nationwide within this year, up from 400 outlets as of July 2023. The longer-term aim is to raise the number of outlets to 7,000 by 2030.

Another non-oil business OR is keen on promoting is the sale of healthcare and beauty products, representing another aspect of the company’s shift away from its decades-long role as an oil retailer.

While visiting a petrol station, consumers can now experience a one-stop shop by selecting a tasty dish, sipping some refreshing coffee and purchasing from a range of alluring cosmetics and skincare products. Thailand is now the second largest healthcare and beauty market in Southeast Asia and OR is keen to tap into this significant business opportunity.

Through its subsidiary OR Health and Wellness, OR took the step of venturing into the health and beauty business by partnering with Sugi Holdings, a Japanese drugstore chain and nanotech platform operator.

OR plans to open up to 10 shops named “found & found” by year end to increase sales of these products. Mr Disathat said while it would be a challenge for OR to enter the healthcare and beauty business sector, which has a local market value estimated at 1 trillion baht, the step is expected to generate revenue for the company.

Disathat Panyarachun Chief Executive Officer of PTT Oiland Retail Business Public Company Limited (OR)

Woraphot ThavornwanGeneral Manager of Lenovo Thailand and Rest of Indochina

Woraphot ThavornwanGeneral Manager of Lenovo Thailand and Rest of Indochina

Ensuring Lenovo’s sustainable future

Woraphot Thavornwan, General Manager of Lenovo Thailand and Rest of Indochina, is on a mission to drive Thailand towards intelligent transformation

Lenovo Thailand, under the leadership of general manager Woraphot Thavornwan, has successfully transformed from a computer hardware-centric organisation to a comprehensive AI-powered services and solutions provider as the market matures, ensuring a sustainable future.

Thailand is one of the top markets for Lenovo in Asia-Pacific. Mr Woraphot’s mission is to drive Thailand towards intelligent transformation.

In 2020 he was appointed Lenovo’s director of the consumer business division in Thailand, where he played a crucial role in driving the consumer and retail business forward. After that, Mr Woraphot was promoted to general manager for Myanmar, Laos and Cambodia, overseeing diverse markets and demonstrating his adaptability.

In his current role, he has positioned Lenovo Thailand as the market leader in the computer segment, showcasing his ability to excel in a competitive environment.

Mr Woraphot said Lenovo has been a leading company in the PC industry for many years and has continued to hold the No.1 position globally. In the latest quarterly report by IT research house IDC, the company remains in the top position. “Over the past few years, we’ve transformed our organisation into three business groups. First is the Intelligent Device Group (IDG), which encompasses a range of products, including tablets, desktops, notebooks and workstations,” he said.

The second is the Infrastructure Solutions Group (ISG), which covers servers, storage, cloud solutions and security products, providing end-to-end solutions.

The third is the Solutions and Services Group (SSG), dedicated to delivering comprehensive, tailored solutions across various industries, including manufacturing, food and beverage, hospitality and finance.

“Our clear strategy and strong execution, as well as our persistent focus on innovation and operational excellence resulted in revenue improvement across all business groups in the recent quarter, with 47% of revenue coming from non-PC sources,” said Mr Woraphot.

Lenovo is implementing its One Lenovo strategy, where a single account executive or sales representative will be able to provide comprehensive end-to-end solutions — from edge to cloud to customers, which reduces working redundancies, he said.

This approach allows Lenovo to tailor its offerings to meet the specific needs of end-users across various industries in Thailand and the Indochina region. “We’ve invested time and resources in upskilling our sales team to ensure we retain the necessary skills to stay ahead of the curve,” said Mr Woraphot.

He said understanding this structural shift is crucial. The company has also leveraged artificial intelligence (AI) to enhance its organisational capabilities and help customers adapt to the changes. “The key is our ability to adjust our methodologies to deliver a seamless value chain, from our products, ranging from edge devices to cloud infrastructure equipment, ensuring fluency in serving our customers. I believe we’re on the right path and will win in the market,” said Mr Woraphot.

He said every success stems from a deep understanding of the customers. “Delivering smarter technology for all is not an easy task, but we’ve made significant investments in research and development — standing at US$476 million in the last fiscal year. Remarkably, one in every four employees is dedicated to R&D, with more than 18 locations delivering products across 180 markets,” said Mr Woraphot.

“Our success is largely due to our commitment to listening to the market. In the consumer segment, we offer a wide range of AI PCs and devices, while in the commercial sector, we provide a comprehensive suite of solutions — from edge to cloud, including client technology, networking and intelligent infrastructure.”

He said Lenovo is well-prepared to serve various markets with the right talent. In Thailand, for example, the company has a full range of training programmes to develop the workforce. This enables the company to respond to changes, serve customers and partners better, and ensure the best products from its R&D efforts reach end-users through business partners. “This holistic approach is how we achieve success in the market,” said Mr Woraphot.

“Listening is just as important as speaking; we need to empathise and put ourselves in others’ shoes. This requires flexibility and resilience to adapt to change. At Lenovo, we think globally but act locally, empowering our teams with diverse skills,” he said.

“Understanding timing and behavioural differences of different markets is crucial. We also need to empower our people and foster teamwork based on trust. When we delegate responsibilities, we do so collectively, supporting each other through challenges and celebrating successes together,” said Mr Woraphot.

This approach has led to high employee satisfaction in Thailand, resulting in the company’s recent recognition as a “Great Place to Work in 2024”, he said.

“Ultimately, our success stems from winning in the market, serving our customers and partners, and valuing our employees. At Lenovo, we believe that teamwork is essential, and we are prepared to win together,” said Mr Woraphot.

Woraphot ThavornwanGeneral Manager of Lenovo Thailandand Rest of Indochina

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Singtel advises users to restart devices after some report mobile connection issues

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SINGAPORE: Singtel advised its customers to restart their smartphones on Thursday ( October 24 ) after some users reported issues with their mobile connections.

Around 10 am, the company stated that it was informed that a number of its users were having periodic connectivity issues. &nbsp,

” Choose power off and energy on your products to begin connectivity”, it said in a Facebook post. &nbsp,

Around 1.50 p.m., it stated that a “very smaller quantity” of customers were also having issues and reiterated its recommendation to resume their devices to restore connection. &nbsp,

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King’s Australia visit ends on positive note

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In the late evening sunshine, thousands of people were lining up on Sydney’s streets to see King Charles and Queen Camilla, who were positioned against the world-famous Opera House.

For Buckingham Palace, this was the perfect ending to the imperial journey of Australia.

The magnification were good. Despite a headline-grabbing opposition in Canberra on Monday, the common feeling on the ground in Sydney was friendly.

However, getting to this point will had come as a great relief to royal aides if this trip had been successfully completed prior to a dramatic goodbye.

Reuters King Charles meets Uncle James Michael 'Widdy' Welsh, a member of the Indigenous community, during a visit to the National Centre of Indigenous Excellence in Sydney, AustraliaReuters

This journey, which was scheduled for February, appeared unlikely to involve the King receiving treatment for cancer.

However, it was kept in the book with adjustments made based on doctors ‘ recommendations.

This explore has been shorter, and the activities have been scheduled to prevent early starts and soon finishes.

Even with the abnormalities, it has still been a busy plan for the King and Queen.

On Tuesday only the royal couple between them visited a National Centre of Indigenous Excellence, a food banks, a cultural housing project, a education program, a community barbecue, meeting two leading cancer researchers, celebrating the Sydney Opera House’s 50th anniversary, and a marine review in Sydney Harbour.

The King’s Foundation’s American division expanded its charitable organization that promotes conservation and provides training in conventional craft techniques.

The King appears to have handled the situation well with these excursions, which are quick rounds of quite different occasions with the masses demanding attention at each.

Reuters Queen Camilla meeting the crowds in SydneyReuters

His health issues have n’t improved, and he has appeared moved by the reaction he’s received from the public during his first as king.

The protest at Parliament House in Canberra on Monday was uncomfortable but not unexpected.

The King came to Australia aware that democratic campaigns and protests in support of indigenous communities were likely to be launched. He has since encountered some protesters.

His presence here in Australia immediately focuses minds on the King’s role as head of state and re-opens questions about whether that is right for modern Australia.

With the exception of the booing in Parliament, democratic sentiment has no significantly risen on this trip despite rising below the surface.

Prime Minister Anthony Albanese, who supports a nation, has been at the King and Queen’s side for many activities and spoken enthusiastically about his aristocratic friends.

Before the disturbance at Parliament, the prime minister publicly welcomed the King to Canberra.

You have shown a lot of regard for Australians, even when we have been debating the future of our own legal provisions and the nature of our connection with the king. Little stands still”, said Albanese.

PA Media Crowds outside the Sydney Opera House gathered to see the royal visitPA Media

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Bukit Panjang LRT services affected due to train fault; ‘rescue’ train also stalled

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Due to a train fault, trains along the Bukit Panjang Light Rail Transit ( LRT ) line were halted on Tuesday evening ( October 22 ). &nbsp,

Travel operator SMRT said&nbsp, a station was “immobilised” near Teck Whye place at about 5.20pm. &nbsp,

In a Facebook post, it stated that” all commuters in the defective train were safely disembarked at Teck Whye station platform.” &nbsp,

A recovery coach had to be deployed to shift the faulty station to the station in order to move it. While on its way back to the depot, the evacuation train even stalled”.

The disturbance affects companies between&nbsp, Choa Chu Kang and Bukit Panjang facilities.

Teach services on the ring via&nbsp, Service A and Service B are no affected.

Between Choa Chu Kang and Bukit Panjang channels, according to SMRT,” Damaged train service is still offered on a single station flight company,” adding that regular completely buses between the two stations are available.

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