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… by Disrupt.com and Zayn VC.</li>
</ul>
If there are any news or updates you'd like us to feature, get in touch with us at: <a href="mailto:hello@kr-asia.com">hello@kr-asia.com</a>.
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Deals in brief: Alibaba to divest Intime, Tyme Group achieves unicorn status with Nubank-led Series D round, EQT finalizes PropertyGuru acquisition, and more

Venture Capital

Private Equity

Investment

Merger &amp; Acquisition

Singapore

… 7.4 billion) of losses from illegal peer-to-peer lending platforms. As of September 2024, it said it had shut down more than 11,000 such platforms since 2017, an average of almost four per day. However there have been very few arrests in connection with these criminal outfits.
Borrowers have also alleged myriad abuses of regulations by lenders. Violations reported by OJK include unethical debt collection practices, such as threats to publish borrowers' personal data and verbal intimidation, which have led some people to take their own lives.
Fajar, the civil servant from Bogor, said the first online loan he took out turned out to be from an illegal entity, Dana Jaya.
He assumed legally registered platforms would offer better terms and be more scrupulous. "It turns out they weren't much better. For a loan of 14 million rupiah, I had to repay IDR 24 million," he said.
At one point, he became overwhelmed by overlapping bills, eventually resulting in late payments he could no longer avoid.
"At first, my phone wouldn't stop ringing all day. Then, my relatives began receiving anonymous calls accusing me of fraud on digital lending platforms. Eventually, debt collectors, some with thug-like appearances, started showing up at my house and intimidating my wife. Sometimes, they even came to my office, falsely claiming I had committed investment fraud."
Fajar eventually secured a personal loan from a bank in 2023, using his civil servant certificate as collateral and tapping his family's emergency savings, to end his spiraling debt from digital lending platforms.
In 2023, the government passed legislation to enforce stricter regulations on digital lending, targeting those engaging in illegal or unethical practices, including improper debt collection methods.
But INDEF's Farras warned that declining purchasing power because of value-added tax rising from 11% to 12% in January would pile more pressure on people to seek fast financial aid.
"As indicated by data showing continuous declines in third-party funds at banks, middle- and lower-income groups are depleting their savings. Those who have exhausted their savings are turning to digital lending," Farras said.
To prevent further unproductive debt accumulation on digital lending platforms, Farras called on OJK to tighten its oversight, which he described as inadequate.
"Supervision of bad loan rates must be strictly enforced, especially for platforms that exceed the 5% cap," he said.
whereRelatedArticle
KoinWorks, a leading platform that pioneered OJK registration in 2017, currently reports a 9.89% nonperforming loan rate out of a total disbursement of IDR 8.7 trillion (USD 539.4 million) this year.
Recently, OJK revoked the registration and operational license of Investree, a prominent platform backed by major financial institutions, including state-owned bank Bank Rakyat Indonesia, after its bad credit rate reached 12.58%.
Farras cautioned that failure to address high nonperforming loan rates among digital lending platforms would affect the broader financial technology ecosystem. "This will lead to distrust towards the digital financial industry at large."
This article first appeared on <a tabindex="0" href="https://asia.nikkei.com/Spotlight/ASEAN-Money/Millions-of-Indonesians-fall-into-digital-debt-trap-as-spending-power-wanes" rel="noopener noreferrer" data-token-index="1">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing <a tabindex="0" href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/" rel="noopener noreferrer" data-token-index="3">partnership with Nikkei</a>.

Millions of Indonesians fall into digital debt trap as spending power wanes

Fintech

Lending

Digital Banks

Indonesia

Alibaba Group has unveiled Tao, a cross-border e-commerce platform tailored for Japanese consumers, as part of its latest push into international markets. The platform, first reported by <a href="https://www.chwang.com/news/185186365659#">Chwang</a> on October 31, features around 3 million products across various categories and incorporates localized services such as customer support, payment methods, and tailored product recommendations. To enhance consumer trust, Alibaba has introduced a 40-day free return policy, and partnered with leading Japanese logistics firms like Yamato and Sagawa to ensure smooth delivery operations.
Tao launched in Japan on October 3, according to <a href="https://play.google.com/store/apps/details?id=com.alibaba.taobaojp&amp;gl=JP">Google Play</a>, and has so far recorded between 10,000 and 50,000 downloads, as per <a href="https://app.sensortower.com/overview/com.alibaba.taobaojp?country=JP">Sensor Tower</a> statistics. Despite its early traction, the app has faced mixed reviews, earning an average rating of 2.5 stars as of December 16. User concerns have largely centered on its recommendation algorithm, inconsistent customer service, and inadequate after-sales support.
The platform offers a wide range of payment options to cater to Japanese shoppers. These include PayPay, Japan’s largest digital wallet; Pay-easy, which enables payments via online banking, ATMs, or post offices; as well as credit cards and convenience store payment methods.
This extensive payment variety aligns with Japan’s evolving e-commerce habits. Historically a cash-heavy society, Japanese consumers have gradually embraced alternative payment methods for online purchases. According to JP Morgan’s <a href="https://www.jpmorgan.com/content/dam/jpm/treasury-services/documents/global-e-commerce-trends-report.pdf">2021 report on global e-commerce</a>, credit cards are the dominant choice, accounting for 68% of all online transactions. This is followed by bank transfers (13%), with cash and digital wallets each representing 5%. The report, which cited Japanese e-commerce data from WPL, highlights a shift in consumer behavior toward digitalized transactions.
Alibaba’s move comes as e-commerce continues to expand in Japan. Revenue in the Japanese market is expected to hit USD 169.4 billion this year, with projections suggesting it could grow at a compound annual rate (CAGR) of 9.23%, reaching USD 263.4 billion by 2029, according to <a href="https://www.statista.com/outlook/emo/ecommerce/japan">Statista</a>. While Japan’s aging population has at times been associated with slower tech adoption, the pandemic has seen significant digitalization in recent years, driving a surge in e-commerce activity.
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Competition in Japan’s e-commerce market is fierce, with well-established players like Amazon, Rakuten, and Yahoo Shopping (Japan) holding strong positions, alongside smaller rivals such as Mercari and DMM.com. Findings from a <a href="https://www.jetro.go.jp/ext_images/en/reports/white_paper/trade_invest_2024.pdf">2024 report</a> by the Japan External Trade Organization (JETRO) suggest Alibaba has a foothold, cited alongside AliExpress by 16% of surveyed users for recent engagement. Amazon, however, led with 24%, reflecting its dominance in the market.
whereRelatedArticle
Alibaba’s venture into Japan reflects its broader international ambitions. The company has made significant investments in other markets through platforms like Lazada in Southeast Asia, Trendyol in Turkey, and AliExpress, which has expanded its presence to 215 countries. Taobao and Tmall, initially focused on China’s domestic market, have also ventured into cross-border commerce, recently adopting English interfaces and diversifying payment and delivery options to attract global buyers.
Japan presents a unique opportunity for Alibaba. The country’s aging population, coupled with a shrinking labor force, has created challenges in meeting consumer demand. Cross-border e-commerce platforms like Tao can help address these supply gaps.
At the same time, Japan’s receptivity to emerging technologies like <a href="https://asia.nikkei.com/Business/Technology/Drone-delivery-in-Japan-marks-successful-flight-over-residential-area">drone deliveries</a> demonstrates how it is adapting to shifting logistical needs. By launching Tao, Alibaba positions itself to capitalize on Japan’s maturing e-commerce landscape while reinforcing its role as a global e-commerce leader.

Alibaba targets Japan with Tao, a new cross-border e-commerce platform

E-Commerce

E-commerce

… struggled, with just 34 units sold in Germany during the same period.
Affordable models remain critical for Chinese automakers to overcome sales barriers in Europe. High-end models face stiff competition from established domestic brands like Mercedes-Benz, whose C-class is priced at EUR 45,000 (USD 47,085). Chinese automakers still grapple with brand recognition and pricing power compared to their European counterparts.
Xiaomi, however, may have a distinct advantage. While Apple dominates Europe’s smartphone market and Volkswagen, Mercedes-Benz, and BMW lead in automotives, these automakers are heavily investing in proprietary in-car operating systems instead of adopting Apple’s CarPlay updates. This focus creates an opportunity for Xiaomi’s unique selling point: its integrated ecosystem.
whereRelatedArticle
Leveraging its vast smartphone user base, Xiaomi is well-positioned to create seamless connectivity between phones, cars, and other smart devices. This integrated human-car-home ecosystem could be a critical differentiator for Xiaomi in overseas markets.
Despite its potential, Xiaomi faces challenges in executing this vision internationally. Data privacy regulations, compliance requirements, high tariffs, and logistics costs present significant hurdles. Successful localization in R&amp;D and marketing—areas where Xiaomi has shown strength—will be essential to overcoming these obstacles.
Xiaomi’s ultimate aim is to go beyond selling cars—its eventual goal is to introduce its human-car-home ecosystem concept globally. As one of the few companies capable of producing both smartphones and cars while maintaining a strong user base and brand influence, Xiaomi is uniquely positioned to pioneer premium Chinese EV exports. This strategy carries not just the promise of market entry but also the potential to redefine perceptions of Chinese automotive brands in the global premium segment.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3065496001815681">article</a> was written by Xu Caiyu for 36Kr.

Xiaomi readies for EV exports, bets on ecosystem to boost global reach

Xiaomi

Electric Vehicles

Mobility

… digital economy revenues are expected to grow to USD 89 billion, a 14% annual growth rate, while profits are forecast to rise to USD 11 billion, a substantial 24% increase.
While e-commerce provides a cost-effective way to explore new markets, its overall scale in Southeast Asia remains constrained. Despite rapid growth, penetration rates are still relatively low, with Malaysia, Thailand, and Vietnam each below 6%. For now, offline channels continue to dominate the region's retail landscape.
According to Xu, cross-border e-commerce in Southeast Asia is still in its early growth phase. Brands entering the market through this channel may face growth limitations, often plateauing after achieving annual sales of several hundred million per country.
By contrast, offline channel development offers brands a viable pathway to overcome these growth barriers and sustain long-term expansion.
Offline channels hold a dominant share of the retail market in Southeast Asia. In Indonesia, the retail market reached a valuation of USD 191.3 billion in 2023, with traditional, modern, and e-commerce channels accounting for 37%, 30%, and 32% respectively. Within the modern segment, specialty stores, convenience stores, supermarkets, department stores, and hypermarkets accounted for 19%, 8%, 2%, 1%, and 1%, respectively. Convenience stores, like e-commerce, are seeing particularly notable growth.
A 2024 report on B2B retail in Southeast Asia by Ninja Van noted that as offline consumption rebounds, retailers are adapting their physical store strategies. Some are incorporating digital innovations like virtual try-ons and adopting tactics such as pop-ups and co-branding to optimize layouts and enhance the customer experience.
Ninja Van’s Han observed that brands aiming to cater to diverse socioeconomic groups in Southeast Asia must focus on expanding and diversifying their sales channels. The stark differences between urban and rural markets make offline channel growth in rural areas a critical priority.
For example, YOU Beauty has built its success on a robust offline presence. Since entering the Indonesian market in late 2018, the brand has expanded to the Philippines, Malaysia, and Thailand, establishing nearly 60,000 offline sales points. The brand prioritizes the image and layout of its store consultants, supported by a comprehensive training system. By leveraging offline data, YOU Beauty can adapt strategies in areas such as product packaging, formulations, marketing timelines, and brand positioning.
However, building an offline channel network places greater demands on a brand’s supply chain. When expanding into lower-tier cities, brands must consider supply chain efficiency and cost at every stage to avoid losing customers or damaging brand reputation due to infrequent product updates or stock replenishment.
The tea and coffee sector in Southeast Asia provides a compelling example of these challenges. Many brands in this space have chosen the region as their first base for overseas expansion. However, obstacles such as challenging terrain and underdeveloped transportation infrastructure complicate supply chain operations.
Pickup Coffee, a Philippine brand focusing on grab-and-go coffee, faced such challenges. Due to space limitations and the need for freshness, supplies such as coffee beans, milk, syrups, and packaging materials required constant replenishment. Previously, the brand relied on manually planned delivery routes, which proved both costly and inefficient.
To address these issues, Pickup Coffee partnered with Ninja Van to optimize deliveries to stores in the Greater Manila Area and beyond. Ninja Van provided monitoring and management of inventory levels, transportation routes, and restocking frequencies tailored to regional store characteristics. Over three months, Pickup Coffee expanded to 30 new outlets while reducing operating costs by 20%.
While rapid expansion is critical, maintaining operational efficiency is equally important. As online and offline channels increasingly converge in Southeast Asia, brands must strike a careful balance in their channel strategies, with a strong emphasis on supply chain stability.
"Brands venturing into Southeast Asia should focus on long-term development and strategic planning. For small and medium enterprises entering the region early, I would recommend testing the market’s suitability with low-investment methods, such as cross-border e-commerce,” Han said.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3054220407067009">article</a> was written by Chang Weiqian for 36Kr.

Chinese brands face mixed fortunes in Southeast Asia’s complex markets

On-Demand Services

Logistics

Food Delivery

Grocery Delivery

Malaysia

Thailand

Vietnam

Philippines

On December 12, Avatr and Huawei signed an agreement for deep collaboration spanning product development, marketing, and ecosystem services, focusing on Avatr’s next generation of products. This marks a continuation of Huawei’s growing partnerships in the automotive sector, following its agreement with GAC on November 30.
Huawei’s approach to the automotive sector began with Ren Zhengfei’s principle that Huawei does not manufacture cars but instead supports automakers with its technology. Accordingly, Huawei developed three collaboration models:
<ol>
<li aria-level="1">Components model: Huawei operates as a traditional supplier, providing parts to automakers.</li>
<li aria-level="1">Smart selection model: Huawei participates in product definition, design, marketing, and user experience. Huawei has yielded partnerships with brands such as Aito (Seres), Stelato (BAIC), Luxeed (Chery), and Maextro (JAC) using this model.</li>
<li aria-level="1">HI model: This middle-ground model allows usage of Huawei’s technology, including smart driving, intelligent cockpits, and electric drive systems, while automakers retain control over product definition, marketing, and manufacturing.</li>
</ol>
Avatr has collaborated with Huawei under the HI model since 2022, launching four models: Avatr 11, 12, 07, and the upcoming 06. These vehicles incorporate Huawei’s technologies for smart driving, connectivity, and electric systems, while Avatr oversees product definition and manufacturing.
<div style="width: 640px;" class="wp-video"><video class="wp-video-shortcode" id="video-151152-2" width="640" height="360" preload="auto" controls="controls"><source type="video/mp4" src="https://console.kr-asia.com/wp-content/uploads/2024/12/Avatr-06.mp4?_=2" /><a href="https://console.kr-asia.com/wp-content/uploads/2024/12/Avatr-06.mp4">https://console.kr-asia.com/wp-content/uploads/2024/12/Avatr-06.mp4</a></video></div>
Video previewing the upcoming launch of the Avatr 06, an electric vehicle developed in partnership with Chang’an Automobile, CATL, and Huawei. Video and header photo source: Avatr.
The new agreement between Avatr and Huawei represents an upgrade to their collaboration, with Huawei extending its involvement into marketing and ecosystem services. This shift signals the adoption of the HI Plus model, which broadens Huawei’s role without integrating its terminal retail channels, unlike the smart selection model.
Huawei’s retail success under the smart selection model is evident. Harmony Intelligent Mobility Alliance (HIMA) brands sold 395,000 vehicles in the first 11 months of 2024, with the Aito M7 leading new energy vehicle (NEV) sales at 185,600 units and the Aito M9 dominating the high-end segment with 141,100 units sold. These achievements highlight Huawei’s expertise in product definition, marketing, and ecosystem management, prompting deeper partnerships with automakers.
Avatr’s sales under the HI model have also shown steady growth. Monthly sales climbed from under 2,000 units early in the year to over 10,000 units in November, boosted by the Avatr 12 and 07 launches. The introduction of the HI Plus model is expected to amplify this growth trajectory, leveraging Huawei’s expanded support for Avatr’s upcoming models.
Under the enhanced partnership, Avatr will adopt Huawei’s new architecture and draw on its expertise across development, marketing, and ecosystem services. This collaboration is poised to sharpen Avatr’s edge in the increasingly crowded automotive market, bolstering both sales performance and brand growth.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3075619003396741">article</a> was written by Xu Caiyu for 36Kr.
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Avatr and Huawei deepen EV partnership under upgraded HI Plus model

Huawei

Chang'an Automobile

Avatr

In 1995, well before BYD ever made a single car, founder Wang Chuanfu placed a globe in his office. It remains a fixture even today, according to Wang, as China's top electric vehicle company tries to make a name for itself worldwide.
BYD, which marked its 30th anniversary in November, is the global leader in combined sales of electric and plug-in hybrid vehicles.
From January to November, sales volume jumped 40% on the year to 3.75 million vehicles, with monthly sales topping 500,000 in October. BYD projects it will top 4 million vehicles this year, which would put it within striking distance of Honda Motor's 4.1 million vehicles sold in the fiscal year ended last March.
BYD is closing in on Tesla in sales volume, surpassing its US rival in EVs alone during the fourth quarter of 2023.
In February, BYD cut prices of EVs and PHEVs by as much as 20% in a bid to expand market share in China. Rivals soon followed, in a sign of BYD's influence over the world's biggest auto market.
Emboldening BYD's pricing decision is its ability to make batteries in-house. In 2020, the company unveiled the "Blade Battery." This lithium iron phosphate (LFP) battery keeps costs down compared to conventional batteries that use nickel, cobalt, and other rare metals.
By making its own batteries, BYD is able to bring down procurement costs of the component, which accounts for 30–40% of an EV's price. Those savings are transferred to EVs and PHEVs that sell for under roughly RMB 100,000 (USD 14,000).
Economies of scale have further lowered production costs. In the first half of 2024, BYD's automotive segment earned a gross profit margin of 24%, up three percentage points from a year earlier.
BYD has become one of the world's biggest suppliers of batteries for cars. It held a 16% global market share in EV batteries through September, according to South Korea's SNE Research, placing it second behind Chinese leader CATL.
BYD's market share is up eight points from 2021. It supplies batteries for Xiaomi and Toyota Motor EVs.
BYD began as a small factory developing and making batteries for mobile phones.
"On November 18, 1994, we began our fight as a small organization of 20 people," Wang, now chairman and president, said at an anniversary event held last month in Shenzhen.
Wang was born in 1966 as the youngest of eight children in a farm village in China's Anhui province. His father died when Wang was just 13 years old, followed by his mother three years later.
Wang was able to enter university with the aid of his only brother. He studied batteries and eventually went on to graduate school.
Wang started BYD in space rented on the third floor of a building outside of Shenzhen. The company later branched out into other components for phones. BYD first made the leap into the auto industry by purchasing Xi'an Tsinchuan Auto, a state-owned enterprise, in 2003.
"China's population is over one billion, so I knew it would become a big market," Wang said.
State-owned companies once held a monopoly on automaking in China. That changed in 2001, when Zhejiang Geely Holding Group became the first privately owned company to gain a license to manufacture vehicles. BYD seized the opportunity.
In 2005, BYD released its first BYD-branded gasoline vehicle, the F3. Production volume was small at the time and the company was unable to access steady supplies of high-quality components.
It was at that point that Wang decided to produce major components like engines and transmissions in-house, repurposing the metalworking expertise built up with phone parts. This marked the beginning of BYD's do-it-yourself approach to automaking.
BYD released its first plug-in hybrid, the F3DM, in 2008, and an EV for taxi services rolled out two years later. Warren Buffett's investment firm Berkshire Hathaway acquired a stake in BYD in 2008, in a bet on China's new energy vehicle market.
BYD struggled to grow sales up until 2019, when it only sold around 460,000 vehicles. At the time, Japanese and other foreign makers of internal combustion engine vehicles still dominated the Chinese market, leaving little room for the company to expand.
China's national policy of promoting new energy vehicles ignited BYD's rise. In 2019, the government set rules that in principle only approved new vehicle assembly plants if they made EVs. It also began doling out subsidies for buyers of new energy vehicles.
BYD has become a huge employer. Although its revenue was only about a quarter of Toyota's in the previous financial year, its workforce numbered over 700,000, nearly double Toyota's 380,000 workers.
"What really makes us strong is an engineer's attachment to a dream," said Wang, who still considers himself an engineer. BYD's team of engineers is now developing artificial intelligence and self-driving technology.
Outside of China, BYD's brand recognition remains low. It generates only around 10% of its sales volume abroad, well below the roughly 80% at Toyota and Honda. Its test will be transplanting the development and production foundations it has built up in China overseas.
From 2022, BYD accelerated its moves into Southeast Asia, Europe, the Mideast, Africa, and other regions. In July, it started up its first full-fledged assembly plant for passenger vehicles in Thailand. The company plans to build plants in Hungary and Turkey by 2026.
This article first appeared on <a tabindex="0" href="https://asia.nikkei.com/Spotlight/Electric-cars-in-China/China-s-BYD-marks-30th-year-by-chasing-4m-car-milestone" rel="noopener noreferrer" data-token-index="1">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing <a tabindex="0" href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/" rel="noopener noreferrer" data-token-index="3">partnership with Nikkei</a>.

China's BYD marks 30th year by chasing four-million-car milestone

… href="https://kr-asia.com/how-minisos-global-expansion-and-ip-strategy-are-driving-record-profits-in-2024">Miniso’s global strategy</a>, alongside localization and supply chain advantages.
Miniso’s venture into collectibles goes deeper with its sub-brand, <a href="https://kr-asia.com/top-toy-targets-southeast-asia-with-first-store-in-thailand-expanding-minisos-footprint">Top Toy</a>, launched in 2020. Targeting premium collectors, Top Toy features an array of offerings, including blind boxes, figurines, doll models, and building kits. Collaborating with high-profile IPs such as Bandai and Disney, Top Toy further cements Miniso’s position in the global collectibles arena.

Blind boxes take center stage at Miniso’s festive pop-up in Singapore

Miniso

Entertainment

Creative

Retail

… challenges.
The Biden administration’s roadmap aims to deploy 200 gigawatts of nuclear capacity by 2050 through new reactors, restarts, and facility upgrades, with a short-term goal of adding 35GW within the next decade. Yet historically, US nuclear energy policies have often fallen short, failing to deliver substantial progress.
TMI’s 1979 meltdown remains a pivotal moment in US nuclear history. Though no casualties resulted, the incident shattered public confidence in the “absolute safety” of nuclear energy.
Since then, infrastructure-building capabilities in the US have declined significantly. Between 1979 and 1988, construction plans for 67 reactors were canceled. Georgia’s Vogtle Unit 3, which went online in July 2022, was the first new US reactor in over three decades. It remains the only commercial nuclear project actively pursued in the current century.
This stagnation has pushed tech companies toward decommissioned nuclear plants. However, facilities like TMI are rare exceptions, and reactivating retired plants won’t solve the underlying issues.
Another concern is the aging fleet of operational reactors. As of April 2024, the average age of US commercial nuclear reactors is 42 years. Aging equipment increases safety risks, reduces efficiency, and raises maintenance costs. Replacing outdated reactors and accelerating next-generation builds are critical challenges for the US nuclear industry.
<figure id="attachment_151131" aria-describedby="caption-attachment-151131" style="width: 540px" class="wp-caption aligncenter"><img loading="lazy" decoding="async" class="wp-image-151131" src="https://console.kr-asia.com/wp-content/uploads/2024/12/Nuclear-Generators-Capacity-US-1024x512.jpg" alt="Diagram shows the changes in the capacity of US nuclear generators over the decades, with most units constructed and activated in the 1970s." width="540" height="270" srcset="https://console.kr-asia.com/wp-content/uploads/2024/12/Nuclear-Generators-Capacity-US-1024x512.jpg 1024w, https://console.kr-asia.com/wp-content/uploads/2024/12/Nuclear-Generators-Capacity-US-300x150.jpg 300w, https://console.kr-asia.com/wp-content/uploads/2024/12/Nuclear-Generators-Capacity-US-768x384.jpg 768w, https://console.kr-asia.com/wp-content/uploads/2024/12/Nuclear-Generators-Capacity-US.jpg 1280w" sizes="(max-width: 540px) 100vw, 540px" /><figcaption id="caption-attachment-151131" class="wp-caption-text">Diagram shows the changes in the capacity of US nuclear generators over the decades, with most units constructed and activated in the 1970s. Graphic source: US Energy Information Administration (EIA).</figcaption></figure>
Beyond technical and financial hurdles, nuclear projects face regulatory complexities and public concerns over safety and waste management, making new construction exceedingly difficult.
The road to a nuclear-powered future remains fraught with uncertainty.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3054046406021506">article</a> was written by Geng Chenfei for 36Kr.

AI’s energy appetite revives nuclear ambitions in the US

Deep Tech

Energy

Artificial intelligence