Trump sits down with Intel's Lip-Bu Tan, whom he told to quit
Trump said on his Truth Social platform that he met with Lip-Bu Tan along with Secretary of Commerce Howard Lutnick and Secretary of Treasury Scott Bessent.
'The meeting was a very interesting one,' Trump said in the post. 'His success and rise is an amazing story.'
Trump added that members of his cabinet are going to spend time with Tan and bring the president 'suggestions' next week.
'Mr Tan had the honour of meeting with President Trump for a candid and constructive discussion on Intel's commitment to strengthening US technology and manufacturing leadership,' the company said in a posted statement.
Intel added that it looks 'forward to working closely with him and his Administration as we restore this great American company.'
Trump demanded last week that the recently-hired boss of Intel resign 'immediately,' after a Republican senator raised national security concerns over his links to firms in China.
'The CEO of INTEL is highly CONFLICTED and must resign, immediately. There is no other solution to this problem,' Trump posted on Truth Social last Thursday.
Tan released a statement at the time saying that the company was engaged with the Trump administration to address the concerns raised and ensure officials 'have the facts.'
Intel is one of Silicon Valley's most iconic companies but its fortunes have been dwarfed by Asian powerhouses TSMC and Samsung, which dominate the made-to-order semiconductor business.
In a statement, Tan said there has been 'a lot of misinformation circulating' about his past roles at Walden International and Cadence Design Systems.
'I have always operated within the highest legal and ethical standards,' Tan said.
The Malaysia-born tech industry veteran took the helm at struggling Intel in March, announcing layoffs as White House tariffs and export restrictions muddied the market.
Intel's niche has been chips used in traditional computing processes, which are steadily being eclipsed by the AI revolution. — AFP
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The Star
35 minutes ago
- The Star
A guide to fixing the US jobs data problem
President Donald Trump started a firestorm over the reliability of US economic data when he fired the head of the Bureau of Labor Statistics (BLS) following the agency's July non-farm payrolls report. The report wiped 258,000 jobs that were previously counted in May and June, the largest downward revision in decades outside of the Covid pandemic. A miss that big was guaranteed to draw scrutiny. The BLS's jobs and inflation data are arguably the most important numbers the government compiles because the US Federal Reserve (Fed) relies on them to conduct monetary policy. The Fed has long been criticised for reacting too slowly to economic developments, an inevitable consequence of relying on lagging government data. Now the Fed and BLS are likely to face even more pressure to catch up. The timing and reliability of economic data have real world consequences. The Fed held short-term interest rates steady at its July meeting, but it most likely would have lowered them if the BLS had delivered a more accurate payroll count in May and June. The bond market certainly thinks so: The two-year Treasury yield, which reliably anticipates the Fed's interest rate moves, shaved 0.25 percentage points immediately following the jobs report in anticipation of a rate cut. But the problem is much bigger than a single person atop the BLS. Most of the data the agency compiles is based on voluntary surveys. They take a lot of time to collect, and response rates have been declining for years. The response rate of the Job Openings and Labor Turnover Survey (Jolts) was down to just 35% for the March report. BLS said it recognises its data quality issues and is using new tools to gather information, such as video and web-scraping. It's not just BLS. Survey-based data has a lot of people scratching their heads lately. Polls turned out to be less predictive during last year's presidential election than betting platforms such as Polymarket. Consumer sentiment surveys have also been a less reliable barometer of the economy than market-based gauges such as bond yields and stock valuations, which continue to signal a mostly stable economy despite gloomy sentiment. That shouldn't be surprising. Market-based data leverages technology to reach many more participants than antiquated surveys, giving it greater depth, speed and accuracy. I suspect the central bank would agree. The St Louis Fed compared job postings from hiring platform Indeed with job openings in Jolts reports. The overlapping data tracked closely, except that Indeed's data were less volatile and more frequently available. If I were a policymaker relying on jobs data, I know which one I'd prefer. The federal government can do a lot to modernise jobs-related data collection. It can require public companies to report material changes to their headcount, if any, on a weekly basis. Businesses keep track of their number of employees in real time, so it shouldn't be burdensome for them to do, and it would improve the speed and reliability of the jobs data tremendously. Roughly a third of US workers are employed by a public company, about the same percentage as represented in the BLS's jobs survey. The government can further broaden the data set to include employees of privately held businesses by leveraging tax withholding information. Most US workers are employees, which usually means their employer withholds taxes from their paycheck at least twice a month and remits it to the Internal Revenue Service, giving the service a current count of payrolls. It's not a new idea. The Bureau of Economic Analysis contemplated using tax withholding data to estimate wages and salaries nearly two decades ago but ran into obstacles around extrapolating income from withholding. Simply counting payrolls, however, would be much simpler and certainly more comprehensive, reliable and timely than the survey data the BLS currently collects. Payroll processor ADP already does it with its National Employment Report, although it only covers the 25 million workers within its reach, or roughly 20% of the workforce. Monthly changes in ADP's report have been highly correlated with changes in BLS' numbers since 2010. By the way, a robust payroll database would also allow the government to deliver targeted stimulus directly to workers when needed. During the pandemic, workers were meant to receive assistance through the Paycheck Protection Programme, but much of the money was pocketed by business owners, creditors and suppliers instead. Using withholding data to pay workers directly would have been more secure and effective – and can be the next time. If Trump wants government data to be more 'fair and accurate', as he claimed in the wake of the July jobs report, his administration will have to marshal a broader vision than merely replacing the head of a single federal agency. A good start would be for BLS and other government agencies to coordinate efforts to transition from surveys to real-time market data. — Bloomberg Nir Kaissar is a Bloomberg Opinion columnist covering markets. The views expressed here are the writer's own.


The Star
6 hours ago
- The Star
Factbox-How much territory does Russia control in Ukraine?
LONDON (Reuters) -U.S. President Donald Trump has said that both Kyiv and Moscow will have to cede territory to end the war in Ukraine, so how much territory does Russia control in Ukraine? Russia controls nearly 114,500 square km (44,600 square miles), or 19%, of Ukraine, including Crimea, and a major chunk of territory in the east and south-east of the country, according to open source maps of the battlefield. Ukraine does not control any internationally recognised Russian territory. Russia says Crimea, Donetsk, Luhansk, Zaporizhzhia and Kherson - which were recognised by Moscow as part of Ukraine as the Soviet Union collapsed - are now parts of Russia. Ukraine has repeatedly said it will never recognise Russian occupation of its land, and most countries recognise Ukraine's territory within its 1991 borders. Following are details on the territory, Russian claims and Ukraine's position. CRIMEA Russian forces in 2014 took control of Crimea, which juts out into the Black Sea off southern Ukraine, and after a disputed referendum on joining Russia, Moscow absorbed the region into Russia. Its area is about 27,000 square km. Russia says Crimea is legally part of Russia. Ukraine's position is that Crimea is part of Ukraine, though privately some Ukrainian officials admit that it would be very hard to return Crimea to Ukrainian control by force. Crimea was absorbed into the Russian empire by Catherine the Great in the 18th century. Russia's Black Sea naval base at Sevastopol was founded soon afterwards. In 1921, Crimea became part of Russia within the Soviet Union until 1954, when it was handed to Ukraine, also then a Soviet republic, by Communist Party chief Nikita Khrushchev, an ethnic Ukrainian. DONBAS Russia controls about 46,570 square km, or 88%, of the Donbas region of eastern Ukraine, including all of the Luhansk region and 75% of the Donetsk region. About 6,600 square km is still controlled by Ukraine but Russia has been focusing most of its energy along the front in Donetsk, pushing towards the last remaining major cities. Russian-backed separatists in the Donetsk and Luhansk regions broke away from Ukrainian government control in 2014 and proclaimed themselves independent "people's republics". Putin in 2022 recognised them as independent states just days before the invasion of Ukraine. ZAPORIZHZHIA AND KHERSON Russian forces control about 74% of the Zaporizhzhia and Kherson regions of southeastern Ukraine, or about 41,176 square km. Ukraine controls about 14,500 square km across the two regions. Putin in 2024 said that he would be willing to agree peace if Ukraine withdrew from all regions claimed but not fully controlled by Russia - an area currently of about 21,000 square km - and officially renounced its ambitions to join NATO. Reuters reported in 2024 that Putin was open to discussing a Ukraine ceasefire deal with Trump but ruled out making any major territorial concessions and insisted that Kyiv abandon ambitions to join NATO. Two sources said Putin might be willing to withdraw from the relatively small patches of territory it holds in other areas of Ukraine. Putin's conditions for peace include a legally binding pledge that NATO will not expand eastwards, Ukrainian neutrality and limits on its armed forces, protection for Russian speakers who live there, and acceptance of Russia's territorial gains, sources told Reuters earlier this year. KHARKIV, SUMY AND DNIPROPETROVSK Russia also controls small parts of the Kharkiv, Sumy, Mykolaiv and Dnipropetrovsk regions of Ukraine. Across the Sumy and Kharkiv regions, Russia controls about 400 square km of territory. In Dnipropetrovsk, Russia has a tiny area near the border. Russia has said it is carving out a buffer zone in Sumy to protect its Kursk region from Ukrainian attack. LEGAL STATUS OF THE TERRITORIES Russia classes the Republic of Crimea, Sevastopol, the Luhansk People's Republic, the Donetsk People's Republic, and the regions of Zaporizhzhia and Kherson as subjects of the Russian Federation. Ukraine says the territories are part of Ukraine. Most countries do not recognise the areas as part of Russia but some do. Crimea has been recognised by Syria, North Korea and Nicaragua. The United Nations General Assembly declared in 2014 the annexation illegal and recognised Crimea as part of Ukraine. The resolution was opposed by 11 countries. Putin has repeatedly compared the fate of Kosovo and Crimea. He has accused the West of having double standards for recognising Kosovo as an independent country in 2008 against the wishes of Serbia but opposing the recognition of Crimea. Russia opposed the independence of Kosovo. (Reporting by Guy FaulconbridgeEditing by Andrew Osborn and Gareth Jones)


Malay Mail
6 hours ago
- Malay Mail
GWM Hosts World's First Factory Marathon, Showcasing China's Automotive Innovation to the World
BAODING, CHINA - Media OutReach Newswire - 12 August 2025 - Great Wall Motor (GWM) has combined sport, technology, and industrial pride in a landmark event—the 2025 GWM Smart Factory Half Marathon—held inside its Xushui Smart Factory in Baoding, Hebei Province. Over 10,000 runners raced through stamping, welding, and assembly workshops, surrounded by a living showcase of China's cutting-edge automotive the rhythmic movements of robotic arms to the precision of autonomous transport vehicles, participants witnessed first-hand how GWM's fully automated production lines integrate intelligence and efficiency into every step of the manufacturing process. One runner, a GWM employee, recalled: "I was running alone when a robotic arm flashed 'You can do it!' on its screen. It was a small gesture, but it gave me real motivation."Today, GWM's smart production systems seamlessly integrate automation into every step of the manufacturing process. Robotic arms now handle everything from body welding and materials handling to adhesive application and part transfers with speed and precision. Backed by continuous independent innovation, GWM has achieved in-house R&D and production of key components including engines, transmissions, and power employs a formidable engineering workforce of 23,000 professionals, meaning one in every four employees is an the company's Environmental Wind Tunnel Laboratory, new vehicle prototypes are put through rigorous simulations: searing sunlight, extreme heat, heavy rainfall, and hurricane-force winds. Inside the sealed chamber, these vehicles rotate through intense climate scenarios. Outside, technicians closely monitor real-time data on massive digital dashboards—precision and performance."Our Environmental Wind Tunnel is one of the most advanced in the industry, comprising 35 subsystems, including high-powered air blowers, chassis dynamometers, temperature and humidity controls, solar simulation, and centralized control systems," said Li Can, Head of Environmental Simulation Testing Department of GWM Technical Center. "It can recreate temperatures from -40°C to +60°C, with wind speeds up to 250km/h—enabling us to simulate extreme climate conditions from around the world and ensure our vehicles meet global standards from day one."This facility is just one piece of GWM's expansive innovation ecosystem demonstrating our commitment to technology. The company has invested nearly RMB 10 billion to establish a world-class testing complex, with more than 2,000 testing capabilities across new energy, thermal management, as well as dedicated facilities for crash safety, and comprehensive proving ground."Electrification and artificial intelligence have opened a new frontier for the automotive industry," said Jack Wey, Chairman of GWM. We are leaning in—with a full-stack approach to intelligent vehicle technology, including our proprietary end-to-end intelligent driving models, next-generation AI data intelligence architecture, and the in-house Jiuzhou Supercomputing Center. Our next-generation advanced driver assistance system, developed entirely in-house, enabled real-world driving scenarios—from dense city streets to open highways, from rural roads to precision parking. We believe technology is not just a tool—it is the engine that drives our future," Jack Wey added. "That's why we are unwavering in our commitment to R&D and innovation."In the 1990s, GWM was still a small manufacturer focused on pickup trucks, relying heavily on external suppliers for core components like engines and transmissions. To change that, the company established its own engine and component subsidiaries, gradually integrating its supply chain to enhance in-house R&D and manufacturing such success also brought new challenges. These newly formed component subsidiaries depended almost entirely on internal orders from GWM, leaving them with little incentive for innovation. As a result, their costs exceeded those of third-party suppliers, and product competitiveness lagged 2018, GWM made a bold move—all of its component subsidiaries were spun off as fully independent companies. Initially, this came at a cost. Without guaranteed orders from GWM, many struggled to survive. "That was one of the toughest periods we've been through," recalled Zhang Dehui, Chairman of Nobo Automotive Systems. "We had to compete head-to-head with international suppliers for GWM's business. It forced us to raise our quality standards and invest in core capabilities. It took several years of hard work before we could secure mass production contracts again."Yet that difficult transition unlocked new opportunities. Freed from internal dependency, Nobo began supplying global OEMs, including BMW, and officially entered the international supply was among the first Chinese automakers to pursue vertical integration. Over the past 35 years, GWM has built a comprehensive and fully integrated supply chain ecosystem—one in which each part supports the others, and resources are circulated with maximum efficiency. "To build a globally competitive automotive brand, strength on the production and technology side is only part of the equation," said Jack Wey, Chairman of GWM. "We must also develop unique advantages on our channels and customer touchpoints. Our suppliers and dealers are not just partners, they're our teammates, standing shoulder to shoulder with us." "In the future," he added, "We must fully harness the power of digital technology to enable seamless collaboration across the entire ecosystem, future competition won't just be about supply chains—it will be about industrial ecosystems.""This EV offers a 200km range on a single charge, with fuel consumption as low as 7L/100km in hybrid mode. It features surround-sound audio, a built-in AI large language model, and even a 12.5L independent refrigerator that cools down to 0°C..." This May, international delegates inspected our new models including the WEY G9, GWM TANK 300 Hi4-T, and HAVAL H9, each equipped with cutting-edge technologies designed for global consumersJack Wey shared that the new plant in São Paulo, Brazil—set to begin operations mid-year—will have an annual production capacity of 50,000 new energy vehicles and create 2,000 local jobs. The plant will adopt intelligent, digitalized production systems and produce a range of powertrains including BEVs and hybrids, all equipped with advanced intelligent connectivity "Ecological Globalization" strategy has drawn increasing attention for its "ecosystem-based" approach. The company believes that internationalization is not just about shipping products overseas—it's about brand globalization and industrial capability transfer. What began as simple product exports has now evolved into a comprehensive strategy of establishing fully integrated manufacturing bases abroad. GWM's overseas operations now span the full value chain—R&D, production, supply, sales, and service—marking a true shift from product-driven globalization to full-scale "Ecological Globalization."Today, at GWM's Rayong NEV Plant in Thailand, locally produced EV – ORA03 EV is steadily rolling off production line with over 50% local facility is GWM's second full-production vehicle manufacturing base outside China—and the first overseas plant dedicated to new energy vehicles. Spanning 658,800 square meters, the plant is set to produce 80,000 units annually during the first phase. Designed to the highest global manufacturing standards, the plant incorporates advanced systems for production, quality management, environmental protection, and digital technologies. With fully upgraded intelligent equipment and technologies, the plant sets a new benchmark for intelligent, sustainable manufacturing upgrade in Southeast Zhou, Marketing General Manager of GWM Thailand, emphasized: "Every Chinese automaker's global expansion represents Chinese manufacturing excellence - we're China's calling card. Chinese NEV brands are accelerating Thailand's transition to the future of new energy mobility, bringing more NEVs to more Thai consumers."GWM's global footprint continues to grow at pace. Its international sales network now covers over 170 countries and regions, supported by more than 1,400 overseas dealerships. The company has sold more than 2 million vehicles outside China, with a global user base exceeding 15 million. In 2024 alone, GWM recorded overseas sales of 450,000 #GWM The issuer is solely responsible for the content of this announcement.