China's progress in AI cannot be limited and should not be underestimated, says Nvidia CEO Jensen Huang
Amid escalating technological rivalry between the United States and China, Nvidia CEO Jensen Huang underscored China's growing influence in artificial intelligence (AI), describing its progress as undeniable and impressive.In an interview with web portal Stratechery, Huang said the rapid rise of Chinese AI companies such as DeepSeek is impressive."China's doing fantastic; 50% of the world's AI researchers are Chinese and you're not going to hold them back, you're not going to stop them from advancing AI. Let's face it, DeepSeek is deeply excellent work," he said.This was in reference to export controls the US has implemented on advanced chips (such as Nvidia's A100/H100) to prevent uncontrolled AI diffusion to China and other countries.In simple terms, AI diffusion refers to efforts to slow or control the spread of advanced AI technologies (especially foundational models and compute infrastructure) to geopolitical rivals.He said the idea to not have America compete in the Chinese market, where 50% of the developers are, makes no sense from a computing infrastructure and computing architectural perspective. "We ought to go and give American companies the opportunity to compete in China," he said.Huang warned that if US companies don't compete in China, it will in turn allow the Chinese to build a rich ecosystem and new platforms, which would not be American.Earlier this month, Nvidia announced partnerships in the Gulf region , notably with Saudi Arabia and Qatar, to advance AI infrastructure and capabilities. Huang said those countries have an "extraordinary opportunity"."They have an abundance of energy and a shortage of labour, and the potential of their countries is limited by the amount of labour that they have, the amount of people that they have," he said.
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Business Standard
6 minutes ago
- Business Standard
Fatal blast at US steel's Clairton plant sparks doubts over its future
The fatal explosion last week at US Steel's Pittsburgh-area coal-processing plant has revived debate about its future just as the iconic American company was emerging from a long period of uncertainty. The fortunes of steelmaking in the US along with profits, share prices and steel prices have been buoyed by years of friendly administrations in Washington that slapped tariffs on foreign imports and bolstered the industry's anti-competitive trade cases against China. Most recently, President Donald Trump's administration postponed new hazardous air pollution requirements for the nation's roughly dozen coke plants, like Clairton, and he approved US Steel's nearly USD 15 billion acquisition by Japanese steelmaker Nippon Steel. Nippon Steel's promised infusion of cash has brought vows that steelmaking will continue in the Mon Valley, a river valley south of Pittsburgh long synonymous with steelmaking. We're investing money here. And we wouldn't have done the deal with Nippon Steel if we weren't absolutely sure that we were going to have an enduring future here in the Mon Valley, David Burritt, US Steel's CEO, told a news conference the day after the explosion. You can count on this facility to be around for a long, long time. Will the explosion change anything? The explosion killed two workers and hospitalised 10 with a blast so powerful that it took hours to find two missing workers beneath charred wreckage and rubble. The cause is under investigation. The plant is considered the largest coking operation in North America and, along with a blast furnace and finishing mill up the Monongahela River, is one of a handful of integrated steelmaking operations left in the US. The explosion now could test Nippon Steel's resolve in propping up the nearly 110-year-old Clairton plant, or at least force it to spend more than it had anticipated. Nippon Steel didn't respond to a question as to whether the explosion will change its approach to the plant. Rather, a spokesperson for the company said its commitment to the Mon Valley remains strong and that it sent technical experts to work with the local teams in the Clairton Plant, and to provide our full support. Meanwhile, Burritt said he had talked to top Nippon Steel officials after the explosion and that this facility and the Mon Valley are here to stay. US Steel officials maintain that safety is their top priority and that they spend USD 100 million a year on environmental compliance at Clairton alone. However, repairing Clairton could be expensive, an investigation into the explosion could turn up more problems, and an official from the United Steelworkers union said it's a constant struggle to get US Steel to invest in its plants. Besides that, production at the facility could be affected for some time. The plant has six batteries of ovens and two where the explosion occurred were damaged. Two others are on a reduced production schedule because of the explosion. There is no timeline to get the damaged batteries running again, US Steel said. Accidents are nothing new at Clairton Accidents are nothing new at Clairton, which heats coal to high temperatures to make coke, a key component in steelmaking, and produces combustible gases as byproducts. An explosion in February injured two workers. Even as Nippon Steel was closing the deal in June, a breakdown at the plant dealt three days of a rotten egg odour into the air around it from elevated hydrogen sulfide emissions, the environmental group GASP reported. The Breathe Project, a public health organisation, said US Steel has been forced to pay USD 57 million in fines and settlements since January 1, 2020 for problems at the Clairton plant. A lawsuit over a Christmas Eve fire at the Clairton plant in 2018 that saturated the area's air for weeks with sulfur dioxide produced a withering assessment of conditions there. An engineer for the environmental groups that sued wrote that he found no indication that US Steel has an effective, comprehensive maintenance programme for the Clairton plant. The Clairton plant, he wrote, is inherently dangerous because of the combination of its deficient maintenance and its defective design. US Steel settled, agreeing to spend millions on upgrades. Matthew Mehalik, executive director of the Breathe Project, said US Steel has shown more willingness to spend money on fines, lobbying the government and buying back shares to reward shareholders than making its plants safe. Will Clairton be modernised? It's not clear whether Nippon Steel will change Clairton. Central to Trump's approval of the acquisition was Nippon Steel's promises to invest USD 11 billion into US Steel's aging plants and to give the federal government a say in decisions involving domestic steel production, including plant closings. But much of the USD 2.2 billion that Nippon Steel has earmarked for the Mon Valley plants is expected to go toward upgrading the finishing mill, or building a new one. For years before the acquisition, US Steel had signalled that the Mon Valley was on the chopping block. That left workers there uncertain whether they'd have jobs in a couple years and whispering that US Steel couldn't fill openings because nobody believed the jobs would exist much longer. Relics of steelmaking's past In many ways, US Steel's Mon Valley plants are relics of steelmaking's past. In the early 1970s, US steel production led the world and was at an all-time high, thanks to 62 coke plants that fed 141 blast furnaces. Nobody in the US has built a blast furnace since then, as foreign competition devastated the American steel industry and coal fell out of favour. Now, China is dominant in steel and heavily invested in coal-based steelmaking. In the US, there are barely a dozen coke plants and blast furnaces left, as the country's steelmaking has shifted to cheaper electric arc furnaces that use electricity, not coal. Blast furnaces won't entirely go away, analysts say, since they produce metals that are preferred by automakers, appliance makers and oil and gas exploration firms. Still, Christopher Briem, an economist at the University of Pittsburgh's Centre for Social and Urban Research, questioned whether the Clairton plant really will survive much longer, given its age and condition. It could be particularly vulnerable if the economy slides into recession or the fundamentals of the American steel market shift, he said. I'm not quite sure it's all set in stone as people believe, Briem said. (Only the headline and picture of this report may have been reworked by the Business Standard staff; the rest of the content is auto-generated from a syndicated feed.)
Hans India
36 minutes ago
- Hans India
Ageing population, high debt seen as drags on China's growth ahead
China is expected to face an adverse economic impact in the coming decades due to its ageing population and high government debt, according to reports. High government debt raises interest costs and leaves less fiscal room to respond to shocks, just as ageing populations push up pension and health outlays, according to a report in Newsweek. The Chinese and US governments are among the most indebted in the world. The US government's gross debt at 123 per cent is equal to the country's GDP, according to International Monetary Fund data. China's stands at 84 per cent, buoyed by debt-driven growth in the 2010s and a housing market crunch that has heavily indebted local governments. London-based global advisory firm Oxford Economics estimates the Chinese economy's potential growth could be cut roughly in half by the 2050s. According to the Newsweek report: "Soaring pension and healthcare expenses are the biggest policy challenge of the 2020s in all advanced economies and most emerging ones." As per a United Nations report, China currently has a median age of around 40, which is well above the global average, and is projected to reach 52 by 2050. This would be much higher than even the US median age, which is expected to stay around 41 years. China's old-age dependency ratio, or the share of people aged 65 and older, is projected to rise by more than 50 percentage points by 2026 compared to 2010, versus roughly 8-10 points in the United States. This will strain China's modest safety net. And unless the country is able to reverse its flagging birth rate, this will shift the burden onto a smaller pool of workers, according to the report in Newsweek. Jed Cartledge, an economist and one of the authors of the Oxford Economics report, said this better positions the US demographically. China's fertility rate of 1.2 births expected per woman is among the world's lowest. While higher, the US rate of 1.6 births remains well below the rate of 2.1 necessary to sustain a population naturally. Cartledge pointed out, however, that historically, immigration has largely offset declining births and averted demographic problems in the U.S. "Admittedly, US immigration is taking a hit under the second Trump presidency, but we're expecting the reduction in net immigration to only last through the remainder of his second term before reverting to a 1.1 million per annum, which was the typical pace prior to the pandemic," Cartledge told Newsweek.
Time of India
an hour ago
- Time of India
How saying yes to overwork can hinder success: 5 lessons professionals need to learn
Modern workplaces run on an unspoken currency: Employees' willingness to say 'yes.' Yes to staying late, yes to filling in for colleagues, yes to tasks far removed from one's actual role. For decades, this readiness has been celebrated as ambition, commitment, even loyalty. But a new report exposes the darker side of this culture: workers are paying a heavy price for carrying burdens that extend well beyond their job descriptions. LiveCareer's Hidden Costs and Rewards of Extra Work Report (December 2024), based on a survey of 1,160 US employees, lays bare a paradox that defines today's labour force. On the surface, saying 'yes' can open doors, sharpen skills, promotions beckon, and paychecks fatten. But beneath that thin layer of reward lies a corrosive truth: Overwork is pushing nearly all employees toward burnout, leaving them stretched, fatigued, and disillusioned. The findings challenge one of the most enduring myths of modern careers, that extra work is always the highway to success. Instead, the survey paints a portrait of a workforce trapped in a cycle of pressure, compliance, and exhaustion, where the costs often outweigh the gains. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like American Investor Warren Buffett Recommends: 5 Books For Turning Your Life Around Blinkist: Warren Buffett's Reading List Undo A culture of overextension The numbers from the report paint a sobering picture. 77% of employees take on responsibilities outside their role at least weekly, with more than a third facing such requests daily. Only 3% say they are never asked to do more. The concept of 'extra' work, once seen as occasional, has become structurally embedded in workplace operations. This isn't about 'going the extra mile,' it's about a workplace survival strategy that relies on stretching human capacity until boundaries blur. Burnout: The hidden epidemic The toll is undeniable. A staggering 93% of employees report burnout as a direct consequence of accepting extra work. Nearly 60% say they frequently feel drained because they cannot say no. Burnout has become less of a red flag and more of a badge employees are forced to wear, a silent marker of endurance in an unforgiving environment. The normalization of this fatigue raises a critical question: When exhaustion becomes the default, is the system itself broken? Why saying 'no' rarely happen Despite the consequences, most employees still comply. 56% admit they feel pressured into saying yes, while 27% cite direct managerial influence. Recognition (24%), the desire to be seen as a team player (23%), and career ambitions (18%) also drive compliance. Only 11% set boundaries and refuse additional work. This imbalance underscores a workplace psychology where declining requests is equated with jeopardizing one's future. In a precarious labour market, self-preservation often means self-sacrifice. Where the work comes from What makes this overextension even more insidious is its source. It isn't limited to one layer of authority: 23% of requests come from direct managers, 22% from senior leaders, 22% from coworkers, 21% from other team managers, and even 13% from HR. The expectation to do more is everywhere, woven into every layer of hierarchy. The tasks themselves are telling, administrative duties, event planning, overtime, mentoring, or covering for absent colleagues. These aren't career-advancing stretch projects; they're organizational gaps papered over by human labor. The rewards that keep people hooked Yet, the story isn't entirely bleak. One in three employees credits extra work with skill development, financial rewards, or closer colleague relationships. About 31% even report career advancement opportunities. In fact, 90% of respondents feel fairly compensated for their additional contributions, and more than half believe their efforts are critical to business survival. But the benefits are uneven. Older workers (41+) are far more likely to see fairness and advancement opportunities than their younger counterparts, who often perceive the trade-off as thankless. A question of sustainability The dual reality is stark: Extra work brings rewards, but also crippling burnout. When nearly every employee admits to being overburdened, the problem ceases to be individual; it is systemic. The culture of relentless 'yes' may keep businesses afloat in the short term, but it breeds long-term instability, eroding mental health, engagement, and retention. Redrawing the boundaries What LiveCareer's report uncovers is more than statistics; it is a mirror held up to modern workplaces. Saying 'yes' has become a default response, not out of enthusiasm, but compulsion. Companies may celebrate it as commitment, but in truth, it reflects a structure built on overreliance and exhaustion. The task ahead is twofold: Employees must find the courage to draw boundaries, and employers must confront their dependence on burnout economics. Until then, the corporate culture of 'yes' will remain less about opportunity and more about erosion of energy, balance, and dignity at work. Lessons professionals need to learn In today's hyper-competitive workplace, many professionals believe that saying yes to every task is the surest way to climb the ladder. Yet, the reality is often the opposite. Overcommitment drains energy, blurs focus, and creates a cycle where effort outweighs achievement. True success lies not in endless hustle, but in mastering balance and discernment. Boundaries safeguard growth Agreeing to every request leaves little room for strategic work. Setting boundaries allows professionals to channel time and energy into projects that drive meaningful results. Productivity isn't about hours logged Staying late may look impressive, but output matters more than optics. Professionals who focus on efficiency often deliver stronger results than those stuck in the cycle of overwork. Burnout destroys long-term potential Short-term wins earned through exhaustion come at the cost of health, creativity, and sustainability. Protecting well-being ensures careers last and flourish. Selective commitments build credibility Saying yes to everything dilutes quality. By prioritizing key responsibilities, professionals establish a reputation for reliability and excellence. Rest is a competitive advantage Recovery sharpens judgment, strengthens resilience, and boosts leadership potential. In a world that glorifies busyness, choosing rest can set professionals apart. Ready to navigate global policies? Secure your overseas future. 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