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2. Semiconductor unit in Odisha – Heterogeneous Integration Packaging Solutions Pvt. Ltd. (HIPSPL) 📍Location: Bhubaneswar ➡️ Investment: ₹1,943 Cr ➡️ Capacity: Glass panels: 70k units/year; ATMP: 50 million units/year; 3DHI modules: 13k units/year

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Ashwini Vaishnaw

1,795,280 subscribers

50,378 次观看 • 1 年前 •via X (Twitter)

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Ashwini Vaishnaw 的头像
Ashwini Vaishnaw1 年前

1. Semiconductor unit in Odisha – SiCSem 📍Location: Bhubaneswar ➡️ Investment: ₹2,066 Cr ➡️ Capacity: SiC-based fab: 60k wafers/year; ATMP: 96 million units/year

Ashwini Vaishnaw 的头像
Ashwini Vaishnaw1 年前

Cabinet approved 4 new semiconductor projects worth ₹4,594 Cr. ✔️ Total 10 semiconductor units now in Bharat! Details👇🧵

Ashwini Vaishnaw 的头像
Ashwini Vaishnaw1 年前

3. Semiconductor unit in Punjab – Continental Device India Pvt. Ltd. (CDIL) 📍Location: Mohali ➡️ Investment: ₹117 Cr ➡️ Capacity: 158 million units/year

Ashwini Vaishnaw 的头像
Ashwini Vaishnaw1 年前

4. Semiconductor unit in Andhra Pradesh - Advanced System in Package Technologies Pvt. Ltd. (ASIP) ➡️ Investment: ₹468 Cr ➡️ Capacity: 96 million units/ year

Aman Bhardwaj 的头像
Aman Bhardwaj1 年前

HIPSPL domain for sale

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1. Semiconductor unit in Odisha – SiCSem 📍Location: Bhubaneswar ➡️ Investment: ₹2,066 Cr ➡️ Capacity: SiC-based fab: 60k wafers/year; ATMP: 96 million units/year
1:17

1. Semiconductor unit in Odisha – SiCSem 📍Location: Bhubaneswar ➡️ Investment: ₹2,066 Cr ➡️ Capacity: SiC-based fab: 60k wafers/year; ATMP: 96 million units/year

Ashwini Vaishnaw

53,791 次观看 • 1 年前

Your new government under the leadership of Prime Minister Mark Carney is focused on results. ➡️ Cut taxes for the middle class. That's 22 million Canadians taking home more of every paycheque. ➡️ Six million Canadians are now covered by the Canadian Dental Care Plan, saving an average of $800 per year. ➡️ Securing $70B, the largest foreign investment commitment in Canadian history, to help build major Canadian projects. ➡️ Doubling the rate of housing growth, including fast-tracking 4,000 new affordable homes with additional capacity of up to 45,000 units through the new Build Canada Homes initiative.
0:28

Your new government under the leadership of Prime Minister Mark Carney is focused on results. ➡️ Cut taxes for the middle class. That's 22 million Canadians taking home more of every paycheque. ➡️ Six million Canadians are now covered by the Canadian Dental Care Plan, saving an average of $800 per year. ➡️ Securing $70B, the largest foreign investment commitment in Canadian history, to help build major Canadian projects. ➡️ Doubling the rate of housing growth, including fast-tracking 4,000 new affordable homes with additional capacity of up to 45,000 units through the new Build Canada Homes initiative.

Maninder Sidhu

43,019 次观看 • 9 个月前

Cabinet approved first-of-its-kind Rare Earth Permanent Magnets (REPM) Scheme, to achieve Aatmanirbharta in permanent magnet manufacturing. ➡️ ₹7,280 Cr incentive | 7-year duration ✅ End-to-end value chain: oxides → metals → alloys → finished REPMs ✅ Total capacity: 6,000 MTPA (5 units of 1,200 MTPA each) ✅ Will reduce import dependence and position Bharat as a key global player in the REPM supply chain.
4:21

Cabinet approved first-of-its-kind Rare Earth Permanent Magnets (REPM) Scheme, to achieve Aatmanirbharta in permanent magnet manufacturing. ➡️ ₹7,280 Cr incentive | 7-year duration ✅ End-to-end value chain: oxides → metals → alloys → finished REPMs ✅ Total capacity: 6,000 MTPA (5 units of 1,200 MTPA each) ✅ Will reduce import dependence and position Bharat as a key global player in the REPM supply chain.

Ashwini Vaishnaw

45,783 次观看 • 10 个月前

The Aboso Glass Factory, established and commissioned on February 5, 1966, by Osagyefo Dr. Kwame Nkrumah, just 19 days before his overthrow. The factory formed part of President Nkrumah’s post-independence vision to industrialize the country, reduce reliance on imports, and foster self-reliance through state-led manufacturing. It primarily produced glass bottles for the beverage industry, along with tableware, sheet glass, and louvre glass. At full capacity, it could manufacture around 18 million bottles, 2 million units of tableware, and 8–10 million square feet of sheet and louvre glass each year. In its early days, the factory employed about 500 Ghanaians, making it a major employer and an important economic driver for the surrounding area.
0:45

The Aboso Glass Factory, established and commissioned on February 5, 1966, by Osagyefo Dr. Kwame Nkrumah, just 19 days before his overthrow. The factory formed part of President Nkrumah’s post-independence vision to industrialize the country, reduce reliance on imports, and foster self-reliance through state-led manufacturing. It primarily produced glass bottles for the beverage industry, along with tableware, sheet glass, and louvre glass. At full capacity, it could manufacture around 18 million bottles, 2 million units of tableware, and 8–10 million square feet of sheet and louvre glass each year. In its early days, the factory employed about 500 Ghanaians, making it a major employer and an important economic driver for the surrounding area.

𝐀𝐒𝐊

32,702 次观看 • 8 个月前

China's humanoid robotics market is on fire. With orders expected to top 30,000 units this year—a tenfold jump from 2024's total of less than 3,000—2025 is officially shaping up to be the "Year of Mass Production." This surge, driven by an expansion into new sectors like industrial manufacturing, logistics, and elder care, is reflected in a wave of new deals across the industry. Here's a look at some of the key commercial progress: Astribot: A 1,000-unit order for industrial and logistics deployment over two years. TianTai Robotics: Signed a major 10,000-unit order for caregiving robots. Noetix Robotics : Received over 2,000 intent orders in one month, valued at over 100 million yuan, with a focus on education and commercial performances. AgiBot: Expects to ship thousands of units this year and tens of thousands in 2026. Unitree Robotics: Has orders for thousands of units and is one of the most visible products in the industry. UBTech: Aims to deliver 500 industrial humanoids in 2025, with educational robot orders already exceeding 300 units. Robot Era: Delivered over 300 units by July 2025 with 500 more on hand. TLIBOT: Has around 1,000 intent orders. Galbot: Secured orders for its supermarket security robot, Galbot, in 100 stores. AI² Robotics: Has nearly 500 orders for its general-purpose robots for industrial and public service scenarios. But here’s the crucial reality check. While the order boom is exciting, it doesn't automatically translate to fulfilled deliveries. Many companies lack the production capacity to keep up. A significant portion of these are "intent orders" or framework agreements, not guaranteed sales. Furthermore, the market is heavily B2B-focused, with consumer demand representing only about 5% of sales. Some orders are even symbolic, for public relations or strategic purposes. This “order frenzy” is a starting point, not the finish line. The true test for China's humanoid robot industry isn't who can secure the biggest order, but who can consistently deliver on it and build a stable market for the future.
2:44

China's humanoid robotics market is on fire. With orders expected to top 30,000 units this year—a tenfold jump from 2024's total of less than 3,000—2025 is officially shaping up to be the "Year of Mass Production." This surge, driven by an expansion into new sectors like industrial manufacturing, logistics, and elder care, is reflected in a wave of new deals across the industry. Here's a look at some of the key commercial progress: Astribot: A 1,000-unit order for industrial and logistics deployment over two years. TianTai Robotics: Signed a major 10,000-unit order for caregiving robots. Noetix Robotics : Received over 2,000 intent orders in one month, valued at over 100 million yuan, with a focus on education and commercial performances. AgiBot: Expects to ship thousands of units this year and tens of thousands in 2026. Unitree Robotics: Has orders for thousands of units and is one of the most visible products in the industry. UBTech: Aims to deliver 500 industrial humanoids in 2025, with educational robot orders already exceeding 300 units. Robot Era: Delivered over 300 units by July 2025 with 500 more on hand. TLIBOT: Has around 1,000 intent orders. Galbot: Secured orders for its supermarket security robot, Galbot, in 100 stores. AI² Robotics: Has nearly 500 orders for its general-purpose robots for industrial and public service scenarios. But here’s the crucial reality check. While the order boom is exciting, it doesn't automatically translate to fulfilled deliveries. Many companies lack the production capacity to keep up. A significant portion of these are "intent orders" or framework agreements, not guaranteed sales. Furthermore, the market is heavily B2B-focused, with consumer demand representing only about 5% of sales. Some orders are even symbolic, for public relations or strategic purposes. This “order frenzy” is a starting point, not the finish line. The true test for China's humanoid robot industry isn't who can secure the biggest order, but who can consistently deliver on it and build a stable market for the future.

RoboHub🤖

199,757 次观看 • 1 年前

Punch Out (Nintendo, 1987) is one of only 2 games that sold over 2 million units by 1988 - the other one being The Legend of Zelda - making it one of Nintendo's best selling games of all time. You're taking on the role of Little Mac, a 17-year-old boxer trying his luck against opponents like Glass Joe, Bald Bull, and King Hippo, plus - of course - the legendary Mike Tyson in the final fight. Mario being the referee was a cute little crossover-cameo. Probably the best boxing game ever made? What made it so remarkable was its perfect balance of simplicity and depth: With just a few basic controls - left, right, punch, and dodge - the key was to have great reflexes and memorize the patterns of the opponent.
2:24

Punch Out (Nintendo, 1987) is one of only 2 games that sold over 2 million units by 1988 - the other one being The Legend of Zelda - making it one of Nintendo's best selling games of all time. You're taking on the role of Little Mac, a 17-year-old boxer trying his luck against opponents like Glass Joe, Bald Bull, and King Hippo, plus - of course - the legendary Mike Tyson in the final fight. Mario being the referee was a cute little crossover-cameo. Probably the best boxing game ever made? What made it so remarkable was its perfect balance of simplicity and depth: With just a few basic controls - left, right, punch, and dodge - the key was to have great reflexes and memorize the patterns of the opponent.

exQUIZitely 🕹️

120,917 次观看 • 8 个月前

If you had an NES in the 80s, you played this! Punch Out (Nintendo, 1987) is one of only 2 NES games that sold over 2 million units by 1988 - the other one being The Legend of Zelda - making it one of Nintendo's best selling games of all time. You're taking on the role of Little Mac, a 17-year-old boxer trying his luck against opponents like Glass Joe, Bald Bull, and King Hippo, plus - of course - the legendary Mike Tyson in the final fight. Mario being the referee was a cute little crossover-cameo. Probably the best boxing game ever made? What made it so remarkable was its perfect balance of simplicity and depth: With just a few basic controls - left, right, punch, and dodge was all you could do - the key was to have great reflexes and memorize the patterns of the opponent.
2:14

If you had an NES in the 80s, you played this! Punch Out (Nintendo, 1987) is one of only 2 NES games that sold over 2 million units by 1988 - the other one being The Legend of Zelda - making it one of Nintendo's best selling games of all time. You're taking on the role of Little Mac, a 17-year-old boxer trying his luck against opponents like Glass Joe, Bald Bull, and King Hippo, plus - of course - the legendary Mike Tyson in the final fight. Mario being the referee was a cute little crossover-cameo. Probably the best boxing game ever made? What made it so remarkable was its perfect balance of simplicity and depth: With just a few basic controls - left, right, punch, and dodge was all you could do - the key was to have great reflexes and memorize the patterns of the opponent.

exQUIZitely 🕹️

30,676 次观看 • 5 个月前

Are We Alone? Measuring vast cosmic distances requires specialized units tailored to the immense scales of the universe. From solar system explorations to intergalactic studies, we employ various distance units to describe the cosmos. 1. Astronomical Unit (AU) Definition: An astronomical unit equals the average distance between Earth and the Sun, approximately 149.6 million kilometers (92.96 million miles). Practical Applications: Calculating planetary orbits: For example, the distance between Earth and Mars varies between 0.52 AU and 2.52 AU, crucial for spacecraft mission planning like NASA's Perseverance Rover. Measuring exoplanet systems: The habitable zone around stars is often expressed in AU. Limitations: Restricted to the solar system: The AU becomes impractical for measuring distances to stars or galaxies. 2. Light-Year (ly) Definition: A light-year is the distance light travels in one Earth year, approximately 9.46 trillion kilometers (5.88 trillion miles). Practical Applications: Understanding cosmic timelines: A galaxy 10 million light-years away reveals its appearance 10 million years ago, helping astronomers study the universe's history. Popular science communication: Light-years are relatable for non-experts, making astronomy accessible to the public. Limitations: Indirect measurement: Determining light-years often relies on models and assumptions about stellar properties, introducing uncertainties. 3. Parsec (pc) Definition: A parsec equals 3.26 light-years or about 30.86 trillion kilometers (19.2 trillion miles). It originates from parallax measurements, where 1 parsec is the distance at which a star exhibits a parallax angle of 1 arcsecond. Practical Applications: Mapping stellar neighborhoods: The Gaia mission precisely measures parallax to map stars up to 10 kpc away. Galactic studies: Parsecs are essential for charting structures like the spiral arms of the Milky Way. Limitations: Limited by parallax accuracy: Beyond a few thousand parsecs, parallax measurements become unreliable due to diminishing angular shifts. 4. Kiloparsec (kpc) and Megaparsec (Mpc) Definition: 1 kiloparsec (kpc) = 1,000 parsecs 1 megaparsec (Mpc) = 1 million parsecs Practical Applications: Galaxy clusters: The Local Group spans ~1 Mpc, while the Virgo Supercluster extends over 16 Mpc. Cosmology: Distances to galaxies measured in Mpc are vital for understanding cosmic expansion via Hubble’s Law. Limitations: Dependence on redshift: For extremely distant galaxies, distances are inferred using redshift, introducing model-dependent errors. Scaling issues: Megaparsecs are too large for smaller-scale studies, and kiloparsecs are insufficient for large-scale structures. 5. Challenges in Measuring Distances While these units provide a framework, accurately determining distances remains a challenge: Uncertainties in standard candles: Techniques like Cepheid variables and Type Ia supernovae rely on assumptions about intrinsic brightness. Cosmic dust interference: Dust can obscure light, making distant measurements imprecise. Gravitational lensing effects: Light from distant objects can bend, distorting perceptions of distance. 6. Balancing Practicality and Precision Each unit has its niche, tailored to specific scales and research needs. AUs are invaluable for solar system navigation, while parsecs dominate stellar and galactic studies. Light-years serve as a bridge for public understanding. However, limitations persist, particularly for extremely distant objects where uncertainties grow. By refining methods such as parallax measurements, redshift techniques, and space-based telescopes like Gaia and JWST, we continue to push the boundaries of cosmic cartography. Understanding these units not only aids in grasping the universe’s vastness but also highlights the ingenuity behind astronomical discoveries. (Video
8:19

Are We Alone? Measuring vast cosmic distances requires specialized units tailored to the immense scales of the universe. From solar system explorations to intergalactic studies, we employ various distance units to describe the cosmos. 1. Astronomical Unit (AU) Definition: An astronomical unit equals the average distance between Earth and the Sun, approximately 149.6 million kilometers (92.96 million miles). Practical Applications: Calculating planetary orbits: For example, the distance between Earth and Mars varies between 0.52 AU and 2.52 AU, crucial for spacecraft mission planning like NASA's Perseverance Rover. Measuring exoplanet systems: The habitable zone around stars is often expressed in AU. Limitations: Restricted to the solar system: The AU becomes impractical for measuring distances to stars or galaxies. 2. Light-Year (ly) Definition: A light-year is the distance light travels in one Earth year, approximately 9.46 trillion kilometers (5.88 trillion miles). Practical Applications: Understanding cosmic timelines: A galaxy 10 million light-years away reveals its appearance 10 million years ago, helping astronomers study the universe's history. Popular science communication: Light-years are relatable for non-experts, making astronomy accessible to the public. Limitations: Indirect measurement: Determining light-years often relies on models and assumptions about stellar properties, introducing uncertainties. 3. Parsec (pc) Definition: A parsec equals 3.26 light-years or about 30.86 trillion kilometers (19.2 trillion miles). It originates from parallax measurements, where 1 parsec is the distance at which a star exhibits a parallax angle of 1 arcsecond. Practical Applications: Mapping stellar neighborhoods: The Gaia mission precisely measures parallax to map stars up to 10 kpc away. Galactic studies: Parsecs are essential for charting structures like the spiral arms of the Milky Way. Limitations: Limited by parallax accuracy: Beyond a few thousand parsecs, parallax measurements become unreliable due to diminishing angular shifts. 4. Kiloparsec (kpc) and Megaparsec (Mpc) Definition: 1 kiloparsec (kpc) = 1,000 parsecs 1 megaparsec (Mpc) = 1 million parsecs Practical Applications: Galaxy clusters: The Local Group spans ~1 Mpc, while the Virgo Supercluster extends over 16 Mpc. Cosmology: Distances to galaxies measured in Mpc are vital for understanding cosmic expansion via Hubble’s Law. Limitations: Dependence on redshift: For extremely distant galaxies, distances are inferred using redshift, introducing model-dependent errors. Scaling issues: Megaparsecs are too large for smaller-scale studies, and kiloparsecs are insufficient for large-scale structures. 5. Challenges in Measuring Distances While these units provide a framework, accurately determining distances remains a challenge: Uncertainties in standard candles: Techniques like Cepheid variables and Type Ia supernovae rely on assumptions about intrinsic brightness. Cosmic dust interference: Dust can obscure light, making distant measurements imprecise. Gravitational lensing effects: Light from distant objects can bend, distorting perceptions of distance. 6. Balancing Practicality and Precision Each unit has its niche, tailored to specific scales and research needs. AUs are invaluable for solar system navigation, while parsecs dominate stellar and galactic studies. Light-years serve as a bridge for public understanding. However, limitations persist, particularly for extremely distant objects where uncertainties grow. By refining methods such as parallax measurements, redshift techniques, and space-based telescopes like Gaia and JWST, we continue to push the boundaries of cosmic cartography. Understanding these units not only aids in grasping the universe’s vastness but also highlights the ingenuity behind astronomical discoveries. (Video

Erika 

15,378 次观看 • 1 年前

Tesla is deploying $50 BILLION across 6 factories, a chip fab, robot production lines, AI supercomputers, lithium refineries, and solar manufacturing. To put that in perspective: Tesla made $477 million in profit last quarter. And is investing at roughly 100x that rate. Every other CEO on Earth would get fired for that ratio. Elon's doing it on purpose. Here's what he's assembling: - Own chip factory (TERAFAB with Intel, $25 billion, targeting 1 terawatt of AI compute per year) - Own energy grid (Megapacks powering entire cities) - Own robot workforce (Optimus production starting this year, 1 million units per year at Fremont, 10 million per year planned at Giga Texas) - Own transportation network (robotaxi live in Austin, Dallas, Houston with zero accidents, expanding to 9+ cities) - Own AI training infrastructure (Cortex 2 supercomputer online, 280,000 GPUs by June) - Own lithium refinery (Texas, ramping now) - Own solar panels (new design with 3x the power zones of conventional panels) - Own satellite compute (80% of TERAFAB output going to SpaceX orbital AI satellites) This is just insane. No company in history has attempted to own this many layers of its own supply chain simultaneously. Amazon took 20 years to become profitable because Bezos reinvested every dollar into infrastructure. Wall Street called him insane the entire time. Elon is running the same playbook but across MORE industries, at a FASTER pace, and with technology that didn't exist 5 years ago. The TERAFAB alone is designed to produce 70% of the output of the world's largest semiconductor foundry. Under one roof. Logic chips, memory, and packaging all vertically integrated. But why is he doing this? Elon said existing suppliers including TSMC, Samsung, and Micron simply cannot supply Tesla at the levels it needs. When you can't buy enough of what you need, you build the factory yourself. That's the Henry Ford playbook from 1920. Ford owned the rubber plantations, the iron mines, the glass factories, the railroads, and the forests that supplied his assembly lines. Elon is doing the same thing. Except his version includes orbital data centers, humanoid robots, and autonomous vehicles. The AI5 chip is already taped out. His team worked 6 months straight through holidays and weekends to finish early. He called it the best edge compute inference chip in existence. They're already designing AI6 AND Dojo 3. Meanwhile Tesla's FSD has 1.3 million paid subscribers globally. Record new subscriptions last quarter. Regulatory approval just landed in the Netherlands. China approvals expected by Q3. While every other automaker is trying to figure out how to compete with BYD on price, Elon is building the infrastructure layer that makes the car almost irrelevant. Because if you own the chips, the energy, the robots, the AI, the transportation network, AND the manufacturing... The car is just the interface. The real product is the ecosystem. Elon is spending $50 billion to build a parallel economy that doesn't depend on anyone else's supply chain, anyone else's chips, or anyone else's energy grid. That's closer to being a country than just a company. And whether you love him or hate him, nobody else alive is even attempting this.
1:26

Tesla is deploying $50 BILLION across 6 factories, a chip fab, robot production lines, AI supercomputers, lithium refineries, and solar manufacturing. To put that in perspective: Tesla made $477 million in profit last quarter. And is investing at roughly 100x that rate. Every other CEO on Earth would get fired for that ratio. Elon's doing it on purpose. Here's what he's assembling: - Own chip factory (TERAFAB with Intel, $25 billion, targeting 1 terawatt of AI compute per year) - Own energy grid (Megapacks powering entire cities) - Own robot workforce (Optimus production starting this year, 1 million units per year at Fremont, 10 million per year planned at Giga Texas) - Own transportation network (robotaxi live in Austin, Dallas, Houston with zero accidents, expanding to 9+ cities) - Own AI training infrastructure (Cortex 2 supercomputer online, 280,000 GPUs by June) - Own lithium refinery (Texas, ramping now) - Own solar panels (new design with 3x the power zones of conventional panels) - Own satellite compute (80% of TERAFAB output going to SpaceX orbital AI satellites) This is just insane. No company in history has attempted to own this many layers of its own supply chain simultaneously. Amazon took 20 years to become profitable because Bezos reinvested every dollar into infrastructure. Wall Street called him insane the entire time. Elon is running the same playbook but across MORE industries, at a FASTER pace, and with technology that didn't exist 5 years ago. The TERAFAB alone is designed to produce 70% of the output of the world's largest semiconductor foundry. Under one roof. Logic chips, memory, and packaging all vertically integrated. But why is he doing this? Elon said existing suppliers including TSMC, Samsung, and Micron simply cannot supply Tesla at the levels it needs. When you can't buy enough of what you need, you build the factory yourself. That's the Henry Ford playbook from 1920. Ford owned the rubber plantations, the iron mines, the glass factories, the railroads, and the forests that supplied his assembly lines. Elon is doing the same thing. Except his version includes orbital data centers, humanoid robots, and autonomous vehicles. The AI5 chip is already taped out. His team worked 6 months straight through holidays and weekends to finish early. He called it the best edge compute inference chip in existence. They're already designing AI6 AND Dojo 3. Meanwhile Tesla's FSD has 1.3 million paid subscribers globally. Record new subscriptions last quarter. Regulatory approval just landed in the Netherlands. China approvals expected by Q3. While every other automaker is trying to figure out how to compete with BYD on price, Elon is building the infrastructure layer that makes the car almost irrelevant. Because if you own the chips, the energy, the robots, the AI, the transportation network, AND the manufacturing... The car is just the interface. The real product is the ecosystem. Elon is spending $50 billion to build a parallel economy that doesn't depend on anyone else's supply chain, anyone else's chips, or anyone else's energy grid. That's closer to being a country than just a company. And whether you love him or hate him, nobody else alive is even attempting this.

Ricardo

138,680 次观看 • 5 个月前

NEWS: Neoen Australia says it has begun construction of a new $220 million big battery project, which will also be the first project in the world to deploy Tesla's new Megablock product, its next generation grid-scale battery tech. Megablock combines four Megapack 3 units into a single deployable block offering 20 MWh units, each with an integrated transformer and switchgear. Tesla says this will translate into faster installations and lower costs for grid-level storage, up to 40% cheaper. Megapack 3 production will begin at Tesla's upcoming Megafactory in Houston, Texas in 2026 with up to 50 GWh per year of manufacturing capacity. Megablock: • 23% faster to install with up to 40% lower construction costs • Plug and play platform (hardware, software and services) delivered as one all from Tesla. It's a pre-engineered medium-voltage block that integrates next-gen Megapack 3 • Eliminates above ground cabling between the transformer and the megapacks using new flexible busbar assembly • 91% MV round trip efficiency • 20 MWh of usable AC energy • Operates in temps of -40°C (-40°F) to 60°C (140°F) • 248 MWh per acre • 25-year life & >10,000 cycles Megapack 3: • 5 MWh of usable AC energy • Weight: 86,000 lbs • 28 foot long enclosure that can be shipped globally • Optimized for up to 8-hour applications • New drastically simplified thermal bay. Uses Model Y heat pump, but on steroids. 78% fewer connections, which minimizes failure points • Larger battery module and larger battery cell • 2.8 liter battery cell, co-engineered with Tesla's cell team • LFP battery • Operates in -40°C to 60° • Went from 24 cable connections in Megapack version 2XL, down to 3 simple busbar connections • 75% of the mass of Megapack 3 is battery cells. • A single module in it weighs as much as a Cybertruck • Tesla has enabled easier front access service, so there are no roof penetrations • Drastically simplified bussing system • Will partly use battery cells from Tesla's new 7 GWh LFP battery facility in Nevada. Additional cells sourced elsewhere.
0:37

NEWS: Neoen Australia says it has begun construction of a new $220 million big battery project, which will also be the first project in the world to deploy Tesla's new Megablock product, its next generation grid-scale battery tech. Megablock combines four Megapack 3 units into a single deployable block offering 20 MWh units, each with an integrated transformer and switchgear. Tesla says this will translate into faster installations and lower costs for grid-level storage, up to 40% cheaper. Megapack 3 production will begin at Tesla's upcoming Megafactory in Houston, Texas in 2026 with up to 50 GWh per year of manufacturing capacity. Megablock: • 23% faster to install with up to 40% lower construction costs • Plug and play platform (hardware, software and services) delivered as one all from Tesla. It's a pre-engineered medium-voltage block that integrates next-gen Megapack 3 • Eliminates above ground cabling between the transformer and the megapacks using new flexible busbar assembly • 91% MV round trip efficiency • 20 MWh of usable AC energy • Operates in temps of -40°C (-40°F) to 60°C (140°F) • 248 MWh per acre • 25-year life & >10,000 cycles Megapack 3: • 5 MWh of usable AC energy • Weight: 86,000 lbs • 28 foot long enclosure that can be shipped globally • Optimized for up to 8-hour applications • New drastically simplified thermal bay. Uses Model Y heat pump, but on steroids. 78% fewer connections, which minimizes failure points • Larger battery module and larger battery cell • 2.8 liter battery cell, co-engineered with Tesla's cell team • LFP battery • Operates in -40°C to 60° • Went from 24 cable connections in Megapack version 2XL, down to 3 simple busbar connections • 75% of the mass of Megapack 3 is battery cells. • A single module in it weighs as much as a Cybertruck • Tesla has enabled easier front access service, so there are no roof penetrations • Drastically simplified bussing system • Will partly use battery cells from Tesla's new 7 GWh LFP battery facility in Nevada. Additional cells sourced elsewhere.

Sawyer Merritt

172,732 次观看 • 9 个月前

On an average, a household in urban India generates approx. 10 gms. of MLP waste every single day. These are typically the covers of various food products ranging from tetra-pack cartons, masala powder covers, milk powder, potato chips - various other FMCG consumables. MLP (Multi - layered packaging material) are NON recyclable plastic waste. Since it cannot be recycled, this waste has NO purchase value at the scrap shops. Even rag pickers ignore it. Every other waste like thick-thin plastic, paper, metal, electric , electronic etc. have resale value ... But not this bloke. Thus the MLP inevitably ends up on landfills, contaminating the soil and eventually, during flows into a water body on its journey to the ocean. There it hurts the marine life , breaks into micro plastics under the UV light rays from the Sun. In a classical RSVP, it gets into the clouds alongwith evaporated water and returns back to earth in rain water. Through water, all of us and the animals and birds, now have micro plastics in our bodies. Many diseases like cancer, etc have been attributed to this non-organic invader inside our bodies. Now, we cannot wish away the MLPs. They do a fantastic job in keeping the potato chips fresh and crispy for 6 months. A boon to the supply-chain of FMCG products. They are available as a raw material to the food processing. FMCG industries in abundance. Also, an environment friendly commercially viable alternate material in large quantity is not seen in the distant horizon. So, along with 2 other professionals we launched our start-up to address this problem. Ui- Unified Intelligence Pvt Ltd is the execution wing of our venture. Vaspar foundation is our not-for-profit foundation that lodges the innovation center. Here we are always working on developing multiple new products and solutions aimed at creating large scale employment. At the factory MLP waste covers brought in from dry waste collection centres are shredded, washed and then loaded on a sheet making unit that presses out 8'x4' sized sheets of a variety of thickness. As the sheets cool down, we get a light weight thermoset sheet that are extremely strong and have fantastic mechanical and thermal properties. The MLP waste are from food grade plastic and thus have almost zero VOC. Also, the sheets are wonderful heat insulators. We sandwich 3 sheets of these between honeycomb structures made of the same material to create structurally integrated construction grade panels. These 100 mm thick panels are then covered on all sides with 8mm cement boards to form a skin. These are ready to paint surface, are standard construction materials with fire resistance rating of 2 hours. These panels become the walls and roof of our building. The floor is a 6" concrete layer. We build homes, terrace living space, dormitories , class rooms, auditoriums, compound walls, public toilets etc. with these panels. At the rate of 10 grams of MLP packets that we throw out as waste from our homes per day, in a single year each home generates 3,650 grams (10 grams x 365 days) So if an apartment has 10 dwelling units, in a year the residents discharge 36.50 Kgs of MLP waste into the environment Last week we installed this tiny security cabin in our Apartments in Bangalore. There are 10 flats here . This 5'x5'x8' cabin was constructed with our panels in under 6 hours. The weight of the MLP waste consumed in the panels for the cabin is 500kgs. THAT is around 14 years of #MLP waste discharged together by all the VIRGO residents - is now stored in the walls of the cabin as our panels. The cabin has a life of 50 years. We 10 families , in our apartment thus atoned for our 'plastic-guilt' to an extent. For inquiries, E Mail paul@ui.ltd
0:54

On an average, a household in urban India generates approx. 10 gms. of MLP waste every single day. These are typically the covers of various food products ranging from tetra-pack cartons, masala powder covers, milk powder, potato chips - various other FMCG consumables. MLP (Multi - layered packaging material) are NON recyclable plastic waste. Since it cannot be recycled, this waste has NO purchase value at the scrap shops. Even rag pickers ignore it. Every other waste like thick-thin plastic, paper, metal, electric , electronic etc. have resale value ... But not this bloke. Thus the MLP inevitably ends up on landfills, contaminating the soil and eventually, during flows into a water body on its journey to the ocean. There it hurts the marine life , breaks into micro plastics under the UV light rays from the Sun. In a classical RSVP, it gets into the clouds alongwith evaporated water and returns back to earth in rain water. Through water, all of us and the animals and birds, now have micro plastics in our bodies. Many diseases like cancer, etc have been attributed to this non-organic invader inside our bodies. Now, we cannot wish away the MLPs. They do a fantastic job in keeping the potato chips fresh and crispy for 6 months. A boon to the supply-chain of FMCG products. They are available as a raw material to the food processing. FMCG industries in abundance. Also, an environment friendly commercially viable alternate material in large quantity is not seen in the distant horizon. So, along with 2 other professionals we launched our start-up to address this problem. Ui- Unified Intelligence Pvt Ltd is the execution wing of our venture. Vaspar foundation is our not-for-profit foundation that lodges the innovation center. Here we are always working on developing multiple new products and solutions aimed at creating large scale employment. At the factory MLP waste covers brought in from dry waste collection centres are shredded, washed and then loaded on a sheet making unit that presses out 8'x4' sized sheets of a variety of thickness. As the sheets cool down, we get a light weight thermoset sheet that are extremely strong and have fantastic mechanical and thermal properties. The MLP waste are from food grade plastic and thus have almost zero VOC. Also, the sheets are wonderful heat insulators. We sandwich 3 sheets of these between honeycomb structures made of the same material to create structurally integrated construction grade panels. These 100 mm thick panels are then covered on all sides with 8mm cement boards to form a skin. These are ready to paint surface, are standard construction materials with fire resistance rating of 2 hours. These panels become the walls and roof of our building. The floor is a 6" concrete layer. We build homes, terrace living space, dormitories , class rooms, auditoriums, compound walls, public toilets etc. with these panels. At the rate of 10 grams of MLP packets that we throw out as waste from our homes per day, in a single year each home generates 3,650 grams (10 grams x 365 days) So if an apartment has 10 dwelling units, in a year the residents discharge 36.50 Kgs of MLP waste into the environment Last week we installed this tiny security cabin in our Apartments in Bangalore. There are 10 flats here . This 5'x5'x8' cabin was constructed with our panels in under 6 hours. The weight of the MLP waste consumed in the panels for the cabin is 500kgs. THAT is around 14 years of #MLP waste discharged together by all the VIRGO residents - is now stored in the walls of the cabin as our panels. The cabin has a life of 50 years. We 10 families , in our apartment thus atoned for our 'plastic-guilt' to an extent. For inquiries, E Mail [email protected]

Paul Koshy

45,033 次观看 • 2 年前

Such a stupid article, unbelievable 🤦🏽‍♂️ This 2024 Business Insider “True Cost” hit piece on Cybertruck aged like milk. Nearly 2 years later, reality obliterates their doom-and-gloom narrative: • “Unprofitable $100k gamble”: Cybertruck achieved positive gross margins in 2024 and remains solidly profitable per unit as production scales. • “4-year delay disaster”: Building revolutionary stainless steel exoskeleton + gigacasting took time. Tesla is now ramping hard, with strong production heading into 2026 global expansion. • “Range flop (320-440 mi)”: Real-world tests consistently hit or exceed EPA — dual-motor regularly achieves 340+ mi, independent tests confirm 334-370 mi in mild conditions. Meanwhile, the GMC Hummer EV uses nearly DOUBLE the battery capacity (~200-212 kWh vs Cybertruck’s 123 kWh) yet delivers similar or lower real-world range — proof of Cybertruck’s superior efficiency. • “Massive environmental footprint from battery mining”: The opposite is true. Cybertruck’s smaller, highly efficient pack requires far fewer critical minerals than rivals like the Hummer EV (twice the battery size for comparable performance), meaning less mining and a smaller overall impact. • “Stuck in snow, bad panels, unsafe”: Early clips were pre-production units on all-season tires. Current traction/off-road modes dominate snow, mud, and trails. Panel fit & build quality dramatically improved — 2025+ units are near flawless. • “Pedestrian killer, banned in Europe”: Earned 5-star NHTSA + IIHS Top Safety Pick+ with excellent AEB pedestrian scores. Sharp edges & weight are regulatory hurdles, but the “truck license” requirement for vehicles over ~3.5-4t is standard for ALL large pickups in Europe — not unique to Cybertruck. Homologation continues for select markets. • “Won’t sell, crowded market flop”: Iconic design = endless free marketing. Tens of thousands delivered, demand remains strong, Tesla still leading while competitors chase. And the part they completely missed: Cybertruck owners are absolutely OBSESSED. Highest owner satisfaction in the industry, a fanatic community unlike anything else on the road. People don’t just drive it — they live it. Revolutionary products always get early hate. Facts > fearmongering. Cybertruck isn’t just surviving — it’s dominating
1:22

Such a stupid article, unbelievable 🤦🏽‍♂️ This 2024 Business Insider “True Cost” hit piece on Cybertruck aged like milk. Nearly 2 years later, reality obliterates their doom-and-gloom narrative: • “Unprofitable $100k gamble”: Cybertruck achieved positive gross margins in 2024 and remains solidly profitable per unit as production scales. • “4-year delay disaster”: Building revolutionary stainless steel exoskeleton + gigacasting took time. Tesla is now ramping hard, with strong production heading into 2026 global expansion. • “Range flop (320-440 mi)”: Real-world tests consistently hit or exceed EPA — dual-motor regularly achieves 340+ mi, independent tests confirm 334-370 mi in mild conditions. Meanwhile, the GMC Hummer EV uses nearly DOUBLE the battery capacity (~200-212 kWh vs Cybertruck’s 123 kWh) yet delivers similar or lower real-world range — proof of Cybertruck’s superior efficiency. • “Massive environmental footprint from battery mining”: The opposite is true. Cybertruck’s smaller, highly efficient pack requires far fewer critical minerals than rivals like the Hummer EV (twice the battery size for comparable performance), meaning less mining and a smaller overall impact. • “Stuck in snow, bad panels, unsafe”: Early clips were pre-production units on all-season tires. Current traction/off-road modes dominate snow, mud, and trails. Panel fit & build quality dramatically improved — 2025+ units are near flawless. • “Pedestrian killer, banned in Europe”: Earned 5-star NHTSA + IIHS Top Safety Pick+ with excellent AEB pedestrian scores. Sharp edges & weight are regulatory hurdles, but the “truck license” requirement for vehicles over ~3.5-4t is standard for ALL large pickups in Europe — not unique to Cybertruck. Homologation continues for select markets. • “Won’t sell, crowded market flop”: Iconic design = endless free marketing. Tens of thousands delivered, demand remains strong, Tesla still leading while competitors chase. And the part they completely missed: Cybertruck owners are absolutely OBSESSED. Highest owner satisfaction in the industry, a fanatic community unlike anything else on the road. People don’t just drive it — they live it. Revolutionary products always get early hate. Facts > fearmongering. Cybertruck isn’t just surviving — it’s dominating

Captain Eli

50,435 次观看 • 8 个月前

Giga Texas Optimus factory construction update with 2 short video clips, one 360 at medium-altitude & a closer, lower flight showing tight views of the main steel structure! Ground work started in late March, with 1st steel on May 27. By 1 October, the frame was nearly at the north grade beam, large sections of upper floors were poured, & roofing insulation is arriving. The E side & the entire S half of the foundation have footings & grade beams, but no steel yet. The basic steel structure is ~ 40% assembled so far. This is the dedicated high-volume 7+ million sq ft (~ 650,000 sq m) Gen 4 Optimus plant. Tesla has not given a standalone cost, but 2026 company capex was guided at ~ $20–25 billion for AI, robotics, & factory expansion; outside estimates put the broader N Campus at ~ $5–10 billion. This is in addition to the Fremont California Optimus plant (which is the Gen 3 pilot line) is sized at ~ 1 million units a year, expected to begin production in late 2026. The Giga Texas plant is 10X larger & has a planned capacity of ~10 million robots a year at full scale (a long-term ceiling, not the startup rate). The current target for limited initial production is late 2027. What is still ahead for construction over the next 6 to 8 months? Electrical conduit, water & sewage pipes, fire-water loop, storm water management drainage & underground pipes, exterior walls, roofing, ground slab & upper floor concrete & mechanical rough-in then equipment deliveries & installation. As you can see, lots of progress already, but there is a lot left to do before production line setup can happen.
2:41

Giga Texas Optimus factory construction update with 2 short video clips, one 360 at medium-altitude & a closer, lower flight showing tight views of the main steel structure! Ground work started in late March, with 1st steel on May 27. By 1 October, the frame was nearly at the north grade beam, large sections of upper floors were poured, & roofing insulation is arriving. The E side & the entire S half of the foundation have footings & grade beams, but no steel yet. The basic steel structure is ~ 40% assembled so far. This is the dedicated high-volume 7+ million sq ft (~ 650,000 sq m) Gen 4 Optimus plant. Tesla has not given a standalone cost, but 2026 company capex was guided at ~ $20–25 billion for AI, robotics, & factory expansion; outside estimates put the broader N Campus at ~ $5–10 billion. This is in addition to the Fremont California Optimus plant (which is the Gen 3 pilot line) is sized at ~ 1 million units a year, expected to begin production in late 2026. The Giga Texas plant is 10X larger & has a planned capacity of ~10 million robots a year at full scale (a long-term ceiling, not the startup rate). The current target for limited initial production is late 2027. What is still ahead for construction over the next 6 to 8 months? Electrical conduit, water & sewage pipes, fire-water loop, storm water management drainage & underground pipes, exterior walls, roofing, ground slab & upper floor concrete & mechanical rough-in then equipment deliveries & installation. As you can see, lots of progress already, but there is a lot left to do before production line setup can happen.

Joe Tegtmeyer 🚀 🤠🛸😎

127,944 次观看 • 10 天前

I recently flew by Ivanpah solar electric generating grid. Below is what Grok had to say about it. 😳😳 Ivanpah is widely regarded as a bust — a high-profile, expensive failure of concentrated solar power (CSP) tower technology, though it provided some engineering lessons and did generate power (just not enough to justify its costs). Key Facts on Ivanpah • Location and Design: Mojave Desert, California. Three 459-foot towers with ~173,500 heliostats (mirrors) focusing sunlight to heat boilers for steam turbines. Gross capacity ~392 MW (net ~377 MW). • Cost: ~$2.2 billion total, including $1.6 billion in federal loan guarantees (Obama-era DOE funding). • Expected vs. Actual Performance: • Designed for ~940,000–1 million MWh/year. • Early years were dismal: ~40-50% of target in year 1, improving to ~65-70% later but rarely hitting full expectations. Capacity factor ~24% actual vs. ~28-31% planned. • It relied on natural gas to keep systems primed (especially at night/cloudy times), producing significant emissions for a “clean” project. It improved after initial ramp-up and met some contract obligations by ~2017, but never became economically competitive. Why It Failed • Technology Outpaced: CSP towers without significant thermal storage proved inflexible in a grid shifting to cheap solar PV (photovoltaic panels), which plummeted in cost and became far more efficient/scalable. Ivanpah lacked meaningful storage for dispatchable power. • High Costs and Maintenance: Expensive to build and run; underperformed on output, leading to high per-MWh costs. • Environmental Issues: Famous for “streaming” birds (singeing/incinerating them in concentrated sunlight). Estimates: thousands per year early on (hundreds documented, with search inefficiencies). Also other wildlife impacts. • Operational Problems: Fires from misaligned mirrors, turbine vibrations, lower-than-expected efficiency in real desert conditions. Current Status (as of 2026) Utilities (PG&E and SCE) wanted to exit contracts early and shut down two units in 2026, citing high costs and better alternatives — saving ratepayers money. California regulators (CPUC) rejected full closure for grid reliability/“green” goals, forcing continued operation at extra cost (~$105M to ratepayers in one report). It’s effectively a subsidized relic. Critics (across political lines, including some environmental groups) call it a boondoggle worse than Solyndra in scale. Proponents note it was a “first-of-a-kind” (FOAK) project that advanced CSP knowledge globally, but economics and PV’s rise killed it. In short: It produced some renewable energy and data, but at massive taxpayer/utility expense with poor reliability, environmental tradeoffs, and no path to competitiveness. Modern utility-scale solar is almost entirely PV for good reason.
0:20

I recently flew by Ivanpah solar electric generating grid. Below is what Grok had to say about it. 😳😳 Ivanpah is widely regarded as a bust — a high-profile, expensive failure of concentrated solar power (CSP) tower technology, though it provided some engineering lessons and did generate power (just not enough to justify its costs). Key Facts on Ivanpah • Location and Design: Mojave Desert, California. Three 459-foot towers with ~173,500 heliostats (mirrors) focusing sunlight to heat boilers for steam turbines. Gross capacity ~392 MW (net ~377 MW). • Cost: ~$2.2 billion total, including $1.6 billion in federal loan guarantees (Obama-era DOE funding). • Expected vs. Actual Performance: • Designed for ~940,000–1 million MWh/year. • Early years were dismal: ~40-50% of target in year 1, improving to ~65-70% later but rarely hitting full expectations. Capacity factor ~24% actual vs. ~28-31% planned. • It relied on natural gas to keep systems primed (especially at night/cloudy times), producing significant emissions for a “clean” project. It improved after initial ramp-up and met some contract obligations by ~2017, but never became economically competitive. Why It Failed • Technology Outpaced: CSP towers without significant thermal storage proved inflexible in a grid shifting to cheap solar PV (photovoltaic panels), which plummeted in cost and became far more efficient/scalable. Ivanpah lacked meaningful storage for dispatchable power. • High Costs and Maintenance: Expensive to build and run; underperformed on output, leading to high per-MWh costs. • Environmental Issues: Famous for “streaming” birds (singeing/incinerating them in concentrated sunlight). Estimates: thousands per year early on (hundreds documented, with search inefficiencies). Also other wildlife impacts. • Operational Problems: Fires from misaligned mirrors, turbine vibrations, lower-than-expected efficiency in real desert conditions. Current Status (as of 2026) Utilities (PG&E and SCE) wanted to exit contracts early and shut down two units in 2026, citing high costs and better alternatives — saving ratepayers money. California regulators (CPUC) rejected full closure for grid reliability/“green” goals, forcing continued operation at extra cost (~$105M to ratepayers in one report). It’s effectively a subsidized relic. Critics (across political lines, including some environmental groups) call it a boondoggle worse than Solyndra in scale. Proponents note it was a “first-of-a-kind” (FOAK) project that advanced CSP knowledge globally, but economics and PV’s rise killed it. In short: It produced some renewable energy and data, but at massive taxpayer/utility expense with poor reliability, environmental tradeoffs, and no path to competitiveness. Modern utility-scale solar is almost entirely PV for good reason.

Combat Learjet

18,012 次观看 • 4 个月前

Los Angeles mayor Karen Bass is in the middle of a massive money laundering operation - A racial justice nonprofit is getting $875,000 PER UNIT from taxpayers to build 3 skyscrapers - The CEO of this nonprofit has close ties to Karen Bass - Karen Bass put this nonprofit’s CEO on the LA County Affordable Housing Solutions Board - So he’s now approving the money and getting the money Here’s the full breakdown: The Weingart Center is a Skid Row nonprofit that claims to advance “racial, social, and economic justice” by helping the homeless. They manage multiple properties The CEO is Kevin Murray and he makes $400,000 per year In 2024, LA Mayor Karen Bass appointed Kevin Murray to the LA County Affordable Housing Solutions Board. The board that oversees homeless funding So the nonprofit that gets the money is now deciding who gets the money and how much (Huge conflict of interest) Next, Mayor Karen Bass appointed Ben Rosen, Director of Real Estate Development, to the same board at Kevin Murray’s request (So now the homeless nonprofit CEO is telling mayor Karen Bass who else to appoint to be in charge of giving our homeless money, and she’s doing it) Weingart raked in $100 million in just one year (It pays to be close with Karen Bass) A big chunk of that money comes from California’s Homekey Initiative: California has dumped nearly $4 billion into Homekey Initiative but: - 71% of properties vacant - Multiple fraud cases - One developer charged $2M on his personal Amex for things like Coachella tickets But instead of shutting it down, they expanded it with Homekey Plus. Naturally the nonprofit friend of Karen Bass The Weingart Center wants some of that new money Weingart wanted $37 million to turn a 122-room hotel into permanent housing. They’d pocket $2+ million in developer fees and got a sweet deal with ongoing subsidies Here’s where some fraud comes in The property was valued at just $10M - 21M, not the $30M they wanted. They wanted to pocket $10 million dollars of taxpayer money Luckily public backlash killed the deal, but that’s not where it ends The Weingart Center tried to convert a Cheviot Hills nursing home using $26 million in Homekey funds. Mayor Bass helped personally recommend it. The developer? Stephen Taylor who’s now facing 9 felony charges for altering bank statements and lying to lenders while trying to flip the property for double the price. Weingart signed the deal with a confidentiality clause. The Weingart Center has repeatedly failed federal audit requirements… yet even after still, they still got a $9 million no-bid contract from Mayor Karen Bass (She’s clearly involved in the fraud) Now The Weingart Center is likely getting $865,000 per apartment unit to build 3 skyscrapers, all paid for by taxpayers Facilitated by Karen Bass The money laundering never ends, LA has been doing this a lot lately, here’s a few more - Restoration apartments: Bought in 2020 via Homekey for $5.3 million to create 80 units of recovery housing for the homeless. 6 years later it’s completely abandoned - Shangri-La Industries got 26 million in Homekey grants, he bought luxury items, cars and trips - In South LA a shelter operator with a $2.3 million city contract claimed 88 beds in court filings. A spot check revealed only 44 actual beds, the rest were empty platforms The fraud in California never stops
2:48

Los Angeles mayor Karen Bass is in the middle of a massive money laundering operation - A racial justice nonprofit is getting $875,000 PER UNIT from taxpayers to build 3 skyscrapers - The CEO of this nonprofit has close ties to Karen Bass - Karen Bass put this nonprofit’s CEO on the LA County Affordable Housing Solutions Board - So he’s now approving the money and getting the money Here’s the full breakdown: The Weingart Center is a Skid Row nonprofit that claims to advance “racial, social, and economic justice” by helping the homeless. They manage multiple properties The CEO is Kevin Murray and he makes $400,000 per year In 2024, LA Mayor Karen Bass appointed Kevin Murray to the LA County Affordable Housing Solutions Board. The board that oversees homeless funding So the nonprofit that gets the money is now deciding who gets the money and how much (Huge conflict of interest) Next, Mayor Karen Bass appointed Ben Rosen, Director of Real Estate Development, to the same board at Kevin Murray’s request (So now the homeless nonprofit CEO is telling mayor Karen Bass who else to appoint to be in charge of giving our homeless money, and she’s doing it) Weingart raked in $100 million in just one year (It pays to be close with Karen Bass) A big chunk of that money comes from California’s Homekey Initiative: California has dumped nearly $4 billion into Homekey Initiative but: - 71% of properties vacant - Multiple fraud cases - One developer charged $2M on his personal Amex for things like Coachella tickets But instead of shutting it down, they expanded it with Homekey Plus. Naturally the nonprofit friend of Karen Bass The Weingart Center wants some of that new money Weingart wanted $37 million to turn a 122-room hotel into permanent housing. They’d pocket $2+ million in developer fees and got a sweet deal with ongoing subsidies Here’s where some fraud comes in The property was valued at just $10M - 21M, not the $30M they wanted. They wanted to pocket $10 million dollars of taxpayer money Luckily public backlash killed the deal, but that’s not where it ends The Weingart Center tried to convert a Cheviot Hills nursing home using $26 million in Homekey funds. Mayor Bass helped personally recommend it. The developer? Stephen Taylor who’s now facing 9 felony charges for altering bank statements and lying to lenders while trying to flip the property for double the price. Weingart signed the deal with a confidentiality clause. The Weingart Center has repeatedly failed federal audit requirements… yet even after still, they still got a $9 million no-bid contract from Mayor Karen Bass (She’s clearly involved in the fraud) Now The Weingart Center is likely getting $865,000 per apartment unit to build 3 skyscrapers, all paid for by taxpayers Facilitated by Karen Bass The money laundering never ends, LA has been doing this a lot lately, here’s a few more - Restoration apartments: Bought in 2020 via Homekey for $5.3 million to create 80 units of recovery housing for the homeless. 6 years later it’s completely abandoned - Shangri-La Industries got 26 million in Homekey grants, he bought luxury items, cars and trips - In South LA a shelter operator with a $2.3 million city contract claimed 88 beds in court filings. A spot check revealed only 44 actual beds, the rest were empty platforms The fraud in California never stops

Wall Street Apes

222,381 次观看 • 5 个月前

Is Petoskey Becoming Traverse City 2.0? A housing development full of condos costing over $1.8 million is sure to only bring the worst sort of people to town By O.W. Root O.W. Root Petoskey — Whenever a new residential building goes up in a Northern town, the reaction from the locals is almost always the same. Squinted eyes and skepticism. The orange cones, the overturned soil, the trucks, the trees coming down, and the mini billboard out front designed to give everyone a little taste of what’s to come. It’s all viewed as a worrying harbinger of unwanted change. That sounds like fuddy-duddy-ism, I know. But it isn’t entirely. The towns on the lake Up North are quaint, beautiful, old, and almost every new build is the exact opposite. True, a new build can’t be an old house. But a new place can be designed to blend naturally with its surroundings. Curiously, they almost never are. The new buildings are almost always ugly eyesores sullying villages that remind us of more human times. New builds also mean more people are coming, and that’s not always a good thing. Yes, we need tourists in the summer, and a certain in-flow of new arrivals every so often is good and natural for a town. It means a place is attractive and desirable. But look at what’s happened to Traverse City. I hate to say it, but I hate going to Traverse City. It’s not a lake town anymore. It’s something much worse. In Petoskey, there’s a lot of construction going on, and it’s not all exactly encouraging. There are more buildings going up right now than any time in the past five years. Driving by some of these sites gives me somewhat of a sick feeling. It feels a little like an early stage Traverse City 2.0. Not all these new builds are equally worrying. The story is a little more complex. There is an actual housing shortage on Little Traverse Bay, and it’s not related to new arrivals who want to buy $750,000 homes. Reasonably priced housing is missing. A common complaint for many business owners is staff shortages. Simply put, normal working people can’t afford to live here, so there aren’t enough workers for the businesses here. That’s a real problem if you want your town to thrive. What we are seeing right now in Petoskey are two kinds of new buildings going up. The difference between them and their potential impacts are stark. Some are critical for the life of the town, and some will most likely attract the worst kind of people. Let us take a look at an example of each type of new build currently going up in Petoskey. The Block at Petoskey The Block at Petoskey is a brand new apartment complex on Standish Avenue, just west of Bear Creek River. It’s in a slow part of town, right at the edge where the houses trickle off and into the more commercial area approaching Meijer. Across the street are a tanning salon and an auto repair shop. The Block at Petoskey is set to include a gym, walking trails, a yoga studio, and a clubhouse. To be honest, The Block at Petoskey has nicer amenities than any apartment complex I’ve ever lived in. It includes just about everything you might want with a 2 bed-2 bath unit going for $1,724 per month. Aesthetically, the Block at Petoskey is okay. It’s not great, but it’s not terrible. It’s just fine. It’s not real bonafide cheap, but it’s not crazy either, and it’s certainly not luxury pricing. It’s built and priced for people who work for a living. It’s a needed development which will benefit the town. The Summit Over Bay Harbor The Summit Over Bay Harbor is an absurd development set to tower over US-31, just north of Bay Harbor. Based on the highly produced sleek simulations found on their website, the units might best be described as modern luxury. They are quite frankly, soulless expensive Lego slop. They have absolutely nothing in common with any of the traditional architecture of the area. They say Northern Michigan about as much as a cactus does. They start at—yes, start at—$1.8 million. Based on their map, they are planning almost 75 units. It’s a very nice area up here, but is it nice enough for 75 $1.8 million units? Eh, I don’t know about that. I’m not sure there is enough capital here to support 75 year-round residents who want to shell out $1.8 million for what amounts to a modern condo overlooking 31 and Bay Harbor. The traditional type of Northern resident (seasonal or year-round) who wants to spend $1.8 million will generally seek out a historical home or build something more culturally in-line with the area. Say what you want about Bay Harbor, but at least they try. There is something a little off about it there only because it’s impossible to build something new that also feels organic and old. But the spirit and direction is right. The hope is correct at Bay Harbor. At least the homes feel like they are attempting some kind of organic integration into the historical architecture and general spirit of the area. The Summit Over Bay Harbor is most likely not going to be for the traditional kinds of residents of Little Traverse Bay. I very much doubt that the majority of the units will be lived in year-round. Most will be short-term rentals. I suspect the units will function more as investments for people who don’t live here. There will be no positive cultural impact. Keeping the lake towns as the lake towns we love is an extremely delicate operation. Balancing new arrivals, housing, jobs, local culture, trying to remain vital while not destroying the reason we want to be here in the first place is like balancing on a tightrope. It needs to be done very carefully. Petoskey needs apartments like The Block at Petoskey. These more reasonably priced places will certainly help to keep working residents here and the town alive year-round. Petoskey doesn’t need the soulless investment units of The Summit over Bay Harbor unless we want to become Traverse City 2.0. And we certainly don’t.
0:51

Is Petoskey Becoming Traverse City 2.0? A housing development full of condos costing over $1.8 million is sure to only bring the worst sort of people to town By O.W. Root O.W. Root Petoskey — Whenever a new residential building goes up in a Northern town, the reaction from the locals is almost always the same. Squinted eyes and skepticism. The orange cones, the overturned soil, the trucks, the trees coming down, and the mini billboard out front designed to give everyone a little taste of what’s to come. It’s all viewed as a worrying harbinger of unwanted change. That sounds like fuddy-duddy-ism, I know. But it isn’t entirely. The towns on the lake Up North are quaint, beautiful, old, and almost every new build is the exact opposite. True, a new build can’t be an old house. But a new place can be designed to blend naturally with its surroundings. Curiously, they almost never are. The new buildings are almost always ugly eyesores sullying villages that remind us of more human times. New builds also mean more people are coming, and that’s not always a good thing. Yes, we need tourists in the summer, and a certain in-flow of new arrivals every so often is good and natural for a town. It means a place is attractive and desirable. But look at what’s happened to Traverse City. I hate to say it, but I hate going to Traverse City. It’s not a lake town anymore. It’s something much worse. In Petoskey, there’s a lot of construction going on, and it’s not all exactly encouraging. There are more buildings going up right now than any time in the past five years. Driving by some of these sites gives me somewhat of a sick feeling. It feels a little like an early stage Traverse City 2.0. Not all these new builds are equally worrying. The story is a little more complex. There is an actual housing shortage on Little Traverse Bay, and it’s not related to new arrivals who want to buy $750,000 homes. Reasonably priced housing is missing. A common complaint for many business owners is staff shortages. Simply put, normal working people can’t afford to live here, so there aren’t enough workers for the businesses here. That’s a real problem if you want your town to thrive. What we are seeing right now in Petoskey are two kinds of new buildings going up. The difference between them and their potential impacts are stark. Some are critical for the life of the town, and some will most likely attract the worst kind of people. Let us take a look at an example of each type of new build currently going up in Petoskey. The Block at Petoskey The Block at Petoskey is a brand new apartment complex on Standish Avenue, just west of Bear Creek River. It’s in a slow part of town, right at the edge where the houses trickle off and into the more commercial area approaching Meijer. Across the street are a tanning salon and an auto repair shop. The Block at Petoskey is set to include a gym, walking trails, a yoga studio, and a clubhouse. To be honest, The Block at Petoskey has nicer amenities than any apartment complex I’ve ever lived in. It includes just about everything you might want with a 2 bed-2 bath unit going for $1,724 per month. Aesthetically, the Block at Petoskey is okay. It’s not great, but it’s not terrible. It’s just fine. It’s not real bonafide cheap, but it’s not crazy either, and it’s certainly not luxury pricing. It’s built and priced for people who work for a living. It’s a needed development which will benefit the town. The Summit Over Bay Harbor The Summit Over Bay Harbor is an absurd development set to tower over US-31, just north of Bay Harbor. Based on the highly produced sleek simulations found on their website, the units might best be described as modern luxury. They are quite frankly, soulless expensive Lego slop. They have absolutely nothing in common with any of the traditional architecture of the area. They say Northern Michigan about as much as a cactus does. They start at—yes, start at—$1.8 million. Based on their map, they are planning almost 75 units. It’s a very nice area up here, but is it nice enough for 75 $1.8 million units? Eh, I don’t know about that. I’m not sure there is enough capital here to support 75 year-round residents who want to shell out $1.8 million for what amounts to a modern condo overlooking 31 and Bay Harbor. The traditional type of Northern resident (seasonal or year-round) who wants to spend $1.8 million will generally seek out a historical home or build something more culturally in-line with the area. Say what you want about Bay Harbor, but at least they try. There is something a little off about it there only because it’s impossible to build something new that also feels organic and old. But the spirit and direction is right. The hope is correct at Bay Harbor. At least the homes feel like they are attempting some kind of organic integration into the historical architecture and general spirit of the area. The Summit Over Bay Harbor is most likely not going to be for the traditional kinds of residents of Little Traverse Bay. I very much doubt that the majority of the units will be lived in year-round. Most will be short-term rentals. I suspect the units will function more as investments for people who don’t live here. There will be no positive cultural impact. Keeping the lake towns as the lake towns we love is an extremely delicate operation. Balancing new arrivals, housing, jobs, local culture, trying to remain vital while not destroying the reason we want to be here in the first place is like balancing on a tightrope. It needs to be done very carefully. Petoskey needs apartments like The Block at Petoskey. These more reasonably priced places will certainly help to keep working residents here and the town alive year-round. Petoskey doesn’t need the soulless investment units of The Summit over Bay Harbor unless we want to become Traverse City 2.0. And we certainly don’t.

Michigan Enjoyer

19,489 次观看 • 5 个月前

🚨Thrilled to share our new CFR China Strategy Initiative report with CFR Global Health's Tom Bollyky, , Olivia Webb Kosloff, & Elena Every: "The Pharma Choke Point." The US is dependent on Chinese production for essential medicines, creating a "rare earths" problem in this sector. Seven hundred medicines approved for use in the United States depend on at least one chemical produced solely in China. For the last year, our study group of pharma and biotech specialists, China scholars, and industrial policy experts came together to: 1⃣ Use commercial data to map the dependencies 2⃣ Devise a typology of three unique "archetypes" of these dependencies 3⃣ Craft solutions to address these dependencies A few key points follow below: ➡️China's Leverage is real — Beijing doesn't need a wartime crisis to exploit it. It can slow shipments, delay licenses, or reroute flows through "peacetime weaponization." That's the playbook it has already run on rare earths. ➡️Current dependence is structural — It's the product of decades of Chinese state investment and Western pursuit of the low-cost solution. China controls the raw/starting materials for 94% of US amoxicillin, 74% of heparin, and 70% of acetaminophen. It's dominating preclinical work in biotech. And diversifying downstream offers no real protection from upstream dependence. ➡️Archetype 1: Upstream Dependence — Roughly 700 medicines Americans depend on at least one chemical made only in China, including antibiotics, blood thinners, ER drugs. Solutions include: - building a strategic reserve of critical medicines - building "allied scale" to create diversified production - mix various long-term supply and demand interventions to change economic viability for KSMs, APIs, and other upstream inputs (more in the report) ➡️Archetype 2: Competitive Displacement of U.S. Biomanufacturing and Clinical Trial Capacity — For innovative biologics—medicines made from living cells—such as monoclonal antibodies, the risk is not a single upstream choke point but competitive displacement across every stage of the value chain: discovery, clinical development, contract manufacturing, and market access. The U.S. is losing a critical capability: now, WuXi alone handles nearly half of US clients' development programs. China alone is more than half of all late-stage monoclonal antibody programs. Lock-in deepens at every stage. Solutions include: - accelerating first-in-human clinical trials in the United States - funding and incentivizing the adoption of advanced biologics manufacturing technologies (e.g., low-cost capital from the USG) - building contract research alternatives in allied countries like South Korea - bolstering the U.S. biomanufacturing workforce - creating a system to secure artificial intelligence (AI)–ready biodata and digital chemistry, manufacturing, and controls. ➡️Archetype 3: Dependence on PRC Infrastructure — Here, the vulnerability is not disruption in the supply of an existing product, but Chinese control over the research-and-development (R&D) infrastructure underlying future pharmaceutical innovation. Growing reliance on China for DNA synthesis is just one example. Solutions include: - improving DNA supply chain security - enhancing transparency and disclosing provenance - increasing federal investment in next-generation DNA synthesis technologies - and bolstering allied cooperation on standard-setting and procurement to encourage the adoption of these technologies. ➡️Key Takeaway: China has both the tools and demonstrated willingness to weaponize U.S. pharmaceutical dependence: the structural conditions enabling it run through nearly every tier of the pharmaceutical supply. The question is not whether to act, but if the United States will manage to do so before a crisis makes the cost of decades of inaction unavoidable. I am so grateful to Tom, Prashant, Elena, Olivia, Chloe, Ben, Aarya, CFR's publications team, and so many others who made this possible. It was tremendously educational to work together on this project.
2:30

🚨Thrilled to share our new CFR China Strategy Initiative report with CFR Global Health's Tom Bollyky, , Olivia Webb Kosloff, & Elena Every: "The Pharma Choke Point." The US is dependent on Chinese production for essential medicines, creating a "rare earths" problem in this sector. Seven hundred medicines approved for use in the United States depend on at least one chemical produced solely in China. For the last year, our study group of pharma and biotech specialists, China scholars, and industrial policy experts came together to: 1⃣ Use commercial data to map the dependencies 2⃣ Devise a typology of three unique "archetypes" of these dependencies 3⃣ Craft solutions to address these dependencies A few key points follow below: ➡️China's Leverage is real — Beijing doesn't need a wartime crisis to exploit it. It can slow shipments, delay licenses, or reroute flows through "peacetime weaponization." That's the playbook it has already run on rare earths. ➡️Current dependence is structural — It's the product of decades of Chinese state investment and Western pursuit of the low-cost solution. China controls the raw/starting materials for 94% of US amoxicillin, 74% of heparin, and 70% of acetaminophen. It's dominating preclinical work in biotech. And diversifying downstream offers no real protection from upstream dependence. ➡️Archetype 1: Upstream Dependence — Roughly 700 medicines Americans depend on at least one chemical made only in China, including antibiotics, blood thinners, ER drugs. Solutions include: - building a strategic reserve of critical medicines - building "allied scale" to create diversified production - mix various long-term supply and demand interventions to change economic viability for KSMs, APIs, and other upstream inputs (more in the report) ➡️Archetype 2: Competitive Displacement of U.S. Biomanufacturing and Clinical Trial Capacity — For innovative biologics—medicines made from living cells—such as monoclonal antibodies, the risk is not a single upstream choke point but competitive displacement across every stage of the value chain: discovery, clinical development, contract manufacturing, and market access. The U.S. is losing a critical capability: now, WuXi alone handles nearly half of US clients' development programs. China alone is more than half of all late-stage monoclonal antibody programs. Lock-in deepens at every stage. Solutions include: - accelerating first-in-human clinical trials in the United States - funding and incentivizing the adoption of advanced biologics manufacturing technologies (e.g., low-cost capital from the USG) - building contract research alternatives in allied countries like South Korea - bolstering the U.S. biomanufacturing workforce - creating a system to secure artificial intelligence (AI)–ready biodata and digital chemistry, manufacturing, and controls. ➡️Archetype 3: Dependence on PRC Infrastructure — Here, the vulnerability is not disruption in the supply of an existing product, but Chinese control over the research-and-development (R&D) infrastructure underlying future pharmaceutical innovation. Growing reliance on China for DNA synthesis is just one example. Solutions include: - improving DNA supply chain security - enhancing transparency and disclosing provenance - increasing federal investment in next-generation DNA synthesis technologies - and bolstering allied cooperation on standard-setting and procurement to encourage the adoption of these technologies. ➡️Key Takeaway: China has both the tools and demonstrated willingness to weaponize U.S. pharmaceutical dependence: the structural conditions enabling it run through nearly every tier of the pharmaceutical supply. The question is not whether to act, but if the United States will manage to do so before a crisis makes the cost of decades of inaction unavoidable. I am so grateful to Tom, Prashant, Elena, Olivia, Chloe, Ben, Aarya, CFR's publications team, and so many others who made this possible. It was tremendously educational to work together on this project.

Rush Doshi

12,503 次观看 • 4 个月前

Today I wanted to wish a Man who, at sixteen, left Ahmedabad with almost nothing in his pocket. He took the Gujarat Mail to Mumbai, joined Mahendra Brothers to learn diamond sorting, and later started his own small brokerage in Zaveri Bazaar. That was his beginning. #HappyBirthdayGautamBhai Gautam Adani. From those humble steps, he went on to build one of India’s largest infrastructure empires. Not through shortcuts, but through consistent execution, bold bets on long-term projects, and a clear focus on nation-building. And then let me tell u something on his 64th Birthday… 1 - Started in diamond trading after moving to Mumbai at 16. 2 - Worked at Mahendra Brothers before starting his own brokerage in Zaveri Bazaar. 3 - Moved into commodity trading and exports in the late 1980s. 4 - Incorporated Adani Exports in 1993. 5 - Identified Mundra’s potential as a port in the mid-1990s. 6 - Developed Mundra Port from a small creek into a major commercial port. 7 - Created India’s first private port with integrated SEZ facilities. 8 - Focused on long-term infrastructure assets over short-term gains. 9 - Expanded port capacity steadily even during low investment periods. 10 - Grew Mundra into one of India’s busiest ports. 11 - Entered the power sector and built large thermal power plants. 12 - Expanded Adani Ports across both coasts. 13 - Built transmission lines to strengthen power infrastructure. 14 - Established a model of port-led industrial development in Gujarat. 15 - Began investing in renewable energy as India’s energy transition started. 16 - Expanded solar and wind projects across multiple states. 17 - Built one of India’s early large-scale renewable energy portfolios. 18 - Acquired six airports in 2020, entering the aviation sector. 19 - Took over operations of Ahmedabad, Lucknow, and other airports. 20 - Modernised and expanded airport infrastructure across India. 21 - Added Mumbai and Navi Mumbai airports to the portfolio. 22 - His airports now handle nearly 23-25% of India’s air traffic. 23 - Accelerated renewable energy capacity at a rapid pace. 24 - Developed the world’s largest single-location renewable project at Khavda. 25 - Delivered the highest-ever annual capex by any Indian corporate — ₹1.53 lakh crore in FY26. 26 - Added over 5 GW of new renewable capacity in a single year. 27 - Took Adani Green’s operational renewable capacity beyond 19 GW. 28 - Installed over 9.4 GW at the Khavda Renewable Energy Park. 29 - Crossed 500 million tonnes of cumulative cargo at Adani Ports. 30 - Made Mundra the first Indian port to handle over 200 MMT cargo in a year. 31 - Invested in data centres and digital infrastructure. 32 - Scaled cement and other businesses to support India’s construction needs. 33 - Maintained high execution pace despite global and domestic challenges. 34 - Through Adani Foundation, impacted over 9.6 million people. 35 - Worked across more than 7,000 villages in 22 states. 36 - Built and upgraded schools and digital classrooms in rural areas. 37 - Provided healthcare through hospitals, clinics, and mobile units. 38 - Focused on skill development and sustainable livelihoods in backward regions. 39 - Supported nutrition and women empowerment programmes. 40 - Created direct employment for tens of thousands of people. 41 - Generated lakhs of indirect jobs through port, airport, and energy projects. 42 - Promoted local hiring and entrepreneurship around project sites. 43 - Played a major role in improving India’s port and logistics capacity. 44 - Helped increase India’s share in global trade through better infrastructure. 45 - Accelerated India’s transition towards renewable energy at scale. 46 - Strengthened India’s energy security through power and renewable projects. 47 - Created long-term assets that will serve India for decades. 48 - Attracted significant investment into Indian infrastructure. 49 - Demonstrated that Indian companies can deliver and operate mega projects.
0:56

Today I wanted to wish a Man who, at sixteen, left Ahmedabad with almost nothing in his pocket. He took the Gujarat Mail to Mumbai, joined Mahendra Brothers to learn diamond sorting, and later started his own small brokerage in Zaveri Bazaar. That was his beginning. #HappyBirthdayGautamBhai Gautam Adani. From those humble steps, he went on to build one of India’s largest infrastructure empires. Not through shortcuts, but through consistent execution, bold bets on long-term projects, and a clear focus on nation-building. And then let me tell u something on his 64th Birthday… 1 - Started in diamond trading after moving to Mumbai at 16. 2 - Worked at Mahendra Brothers before starting his own brokerage in Zaveri Bazaar. 3 - Moved into commodity trading and exports in the late 1980s. 4 - Incorporated Adani Exports in 1993. 5 - Identified Mundra’s potential as a port in the mid-1990s. 6 - Developed Mundra Port from a small creek into a major commercial port. 7 - Created India’s first private port with integrated SEZ facilities. 8 - Focused on long-term infrastructure assets over short-term gains. 9 - Expanded port capacity steadily even during low investment periods. 10 - Grew Mundra into one of India’s busiest ports. 11 - Entered the power sector and built large thermal power plants. 12 - Expanded Adani Ports across both coasts. 13 - Built transmission lines to strengthen power infrastructure. 14 - Established a model of port-led industrial development in Gujarat. 15 - Began investing in renewable energy as India’s energy transition started. 16 - Expanded solar and wind projects across multiple states. 17 - Built one of India’s early large-scale renewable energy portfolios. 18 - Acquired six airports in 2020, entering the aviation sector. 19 - Took over operations of Ahmedabad, Lucknow, and other airports. 20 - Modernised and expanded airport infrastructure across India. 21 - Added Mumbai and Navi Mumbai airports to the portfolio. 22 - His airports now handle nearly 23-25% of India’s air traffic. 23 - Accelerated renewable energy capacity at a rapid pace. 24 - Developed the world’s largest single-location renewable project at Khavda. 25 - Delivered the highest-ever annual capex by any Indian corporate — ₹1.53 lakh crore in FY26. 26 - Added over 5 GW of new renewable capacity in a single year. 27 - Took Adani Green’s operational renewable capacity beyond 19 GW. 28 - Installed over 9.4 GW at the Khavda Renewable Energy Park. 29 - Crossed 500 million tonnes of cumulative cargo at Adani Ports. 30 - Made Mundra the first Indian port to handle over 200 MMT cargo in a year. 31 - Invested in data centres and digital infrastructure. 32 - Scaled cement and other businesses to support India’s construction needs. 33 - Maintained high execution pace despite global and domestic challenges. 34 - Through Adani Foundation, impacted over 9.6 million people. 35 - Worked across more than 7,000 villages in 22 states. 36 - Built and upgraded schools and digital classrooms in rural areas. 37 - Provided healthcare through hospitals, clinics, and mobile units. 38 - Focused on skill development and sustainable livelihoods in backward regions. 39 - Supported nutrition and women empowerment programmes. 40 - Created direct employment for tens of thousands of people. 41 - Generated lakhs of indirect jobs through port, airport, and energy projects. 42 - Promoted local hiring and entrepreneurship around project sites. 43 - Played a major role in improving India’s port and logistics capacity. 44 - Helped increase India’s share in global trade through better infrastructure. 45 - Accelerated India’s transition towards renewable energy at scale. 46 - Strengthened India’s energy security through power and renewable projects. 47 - Created long-term assets that will serve India for decades. 48 - Attracted significant investment into Indian infrastructure. 49 - Demonstrated that Indian companies can deliver and operate mega projects.

Anshul Saxena

338,824 次观看 • 3 个月前