Understanding the Impact of Broadcom's Earnings Guidance on the Market Broadcom, a semiconductor company based in California, was once a dominant player in the wireless communication chip market. However, during the smartphone era of the 2000s, it struggled against Qualcomm, the reigning champion. With the advent of the AI era, Broadcom has regained prominence, creating network chips that connect the "brain" developed by Nvidia to data centers. This has led to Broadcom being dubbed the "hidden infrastructure king of the AI era," enjoying growth comparable to Nvidia. The company's stock has soared, rising from $119 two years ago to $495 this year. However, following its second-quarter earnings report on June 3, the stock plummeted by about 13%. This decline was not due to poor performance; Broadcom reported $22.19 billion in revenue and earnings per share (EPS) of $2.44 for the second quarter, marking increases of 48% and 88%, respectively, compared to the previous year. Notably, AI semiconductor sales reached $10.8 billion in the second quarter, a staggering 148% increase year-over-year, with third-quarter projections at $16 billion, a 200% rise. So why did the stock drop? The reason lies in the company's guidance, or its future earnings outlook, which fell short of market expectations. Broadcom projected third-quarter AI chip sales at $16 billion, below the anticipated $17.2 billion, prompting market reassessment. The "Broadcom shock" also sent shockwaves through the Korean stock market, which saw a drop of over 6% during trading on June 5, reflecting broader global market impacts. The "Broadcom shock" highlights the immense expectations surrounding AI and the underlying concerns about a potential bubble. The assessment that "even doubling year-over-year growth is insufficient" underscores the high bar set for AI-related performance. Ray Dalio, founder of the world's largest hedge fund, Bridgewater Associates, shared insights during a Bloomberg TV interview on June 3, stating, "All great technological innovations create bubbles, and no one can predict them accurately." He suggested that, similar to the internet boom, the AI revolution may also be accompanied by a bubble. Dalio noted, "Bubbles burst when people try to convert their wealth into cash." Currently, investments are being made based on the future potential of AI innovations, but at some point, investors will demand actual returns, leading to the exit of companies that cannot meet these expectations. Dalio's comments reflect a recurring argument regarding the "AI bubble." In summary, he pointed out: "In the past two to three years, there has been a global AI investment boom, primarily led by major U.S. tech companies. These so-called 'hyperscalers,' which operate large-scale AI data centers, have poured astronomical amounts of money into maintaining their leadership in the AI era. Key players include Meta Platforms, Microsoft, Amazon, and Alphabet (Google). The combined capital expenditure (CAPEX) forecast for these four companies from fiscal years 2025 to 2030 is estimated at $5.3 trillion, equivalent to approximately 8,000 trillion won. To sustain such massive investments, they need to generate revenue from AI operations. While some funding may come from loans or equity offerings, fundamentally, profits must be realized to cover expenses. If AI-generated revenues fall short of expectations, planned CAPEX could be disrupted, leading investors who bought stocks based on vague optimism to reconsider their positions." Concerns about the AI bubble extend to the semiconductor sector. The significant capital expenditures (CAPEX) by hyperscalers like Meta, Amazon, and Microsoft are ultimately investments in semiconductor purchases. The soaring demand for Nvidia's GPUs and Broadcom's network chips, along with the rising performance and stock prices of companies like Samsung Electronics and SK Hynix, which produce components like HBM needed for AI chip manufacturing, is driven by the purchasing power of these hyperscalers. Ultimately, investors are keenly interested in whether the semiconductor supercycle driven by AI is sustainable. If the proponents of the AI bubble are correct, hyperscaler companies may face a period of negative growth, leading to a disruption in their extensive capital expenditure plans and a decline in semiconductor purchase demand. A reduction in semiconductor demand by hundreds of trillions could have significant repercussions for the market. This is why semiconductor stocks in the U.S. and Korea experience sharp declines whenever concerns about the AI bubble arise. So, how long will the semiconductor supercycle last? Will it begin to decline the moment the AI bubble bursts? There are alternative perspectives on this issue, supported by robust arguments. Some assert that the AI bubble does not imply limitations on the innovations AI can achieve, and that demand for AI-driven semiconductors will continue to grow at an extraordinary pace. Recently, TSMC Chairman Wei Zhejia expressed this view, stating, "It will take a long time to meet customer demand for AI chips." The expectation is that the supply of semiconductors will lag behind AI demand for several years. Analyses suggesting that the semiconductor cycle differs from past cycles further bolster this outlook. Historically, the semiconductor cycle during the PC era lasted about four to five years, driven by demand from PCs, which dictated the market's ups and downs. This cycle followed a pattern of corporate IT investment leading to rising memory prices, increased supply, decreased demand, oversupply, and subsequent recession. During downturns, semiconductor companies' profits declined, and investments were curtailed. Samsung's rise as a DRAM powerhouse was due to its aggressive investment strategy during downturns, preparing for future booms. The cycle during the smartphone era was shorter than that of the PC era, but still followed a roughly three-year pattern, with semiconductor (memory) demand fluctuating in line with the expansion of smartphone adoption and the introduction of new form factors. However, entering the AI era has distinctly altered the semiconductor cycle. The amplitude of fluctuations is decreasing, and the cycles are becoming narrower. According to analysis by Mirae Asset Securities, the semiconductor cycle, which was around 27 months in 2010, has recently shortened to 12 months. This change has been driven by the explosive demand for AI-related semiconductors. In addition to consumer demand from PCs and smartphones, the emergence of hyperscalers has transformed the cycle itself. Moreover, AI is evolving. The realm of AI, once centered on web pages, is now expanding into the physical domain (Physical AI). Kim Jin-guk, CEO of VIP Asset Management, noted, "If we enter the era of robots, semiconductor demand could explode even further," highlighting the uncertainty surrounding how many GPUs, CPUs, and communication chips will be used in each robot and how many robots will be produced. Concerns about the AI bubble will likely persist. Each time earnings forecasts fall short of market expectations, as seen with the Broadcom shock, semiconductor stocks may experience significant volatility. Some hyperscaler companies may falter, and certain investment plans may be revised. The market will react accordingly. However, it is also evident that historically, great technological innovations have always grown alongside bubbles. This was true for railroads and the internet. While bubbles may burst, innovations endure. The same will hold true for the AI era. While caution is warranted regarding the existence of bubbles, it is crucial to observe who will reap the benefits of these innovations. This may well be the path to successful investing in the age of AI revolution and innovation.* This article has been translated by AI. 2026-06-05 16:24:00

Samsung Electronics Launches 'Thank You Festival' with 20% Purchase Rebate Samsung Electronics is launching a 'Thank You Festival' that offers customers a 20% rebate in digital Onnuri gift certificates for their purchases. This initiative is part of the company's plan to expand social contributions by 5 trillion won over five years, aimed at benefiting customers and supporting local businesses. According to industry sources on June 5, starting June 8, Samsung will provide digital Onnuri gift certificates equivalent to 20% of the purchase amount for customers buying Samsung products. The total value of the rebates during the event is expected to reach approximately 400 billion won. Samsung chose to offer gift certificates instead of direct price discounts to encourage spending in traditional markets and local businesses. The Onnuri gift certificates can be used at traditional markets, shopping districts, and small businesses. Analysis by the Small Enterprise and Market Service indicates that sales at stores accepting Onnuri gift certificates increased by about 4% shortly after joining the program, with the growth effect expanding to 12.2% by the third year. Uniformed public service workers, including military personnel, police, firefighters, and correctional officers, will receive an even greater benefit. Samsung recognizes these individuals as 'K-Heroes' and will provide them with a 30% rebate on their purchases. The estimated number of eligible beneficiaries exceeds 700,000, including active-duty military and civil service members. This event is connected to Samsung's 'K-Hero Family Festa,' which has been running since 2024. The company has previously offered special purchase benefits to honor the sacrifices and dedication of uniformed public service workers who ensure national and public safety. Notably, this festival follows Samsung's commitment to social reinvestment after reaching a wage agreement in 2026. The company announced plans to allocate 5 trillion won over the next five years to ensure that its growth and achievements benefit not only employees but also society at large. The Thank You Festival is an early example of tangible consumer benefits from this initiative. Following this festival, Samsung is also considering additional social contribution measures, including support for partner companies, inclusive finance, and nurturing AI talent. The aim is to expand a foundation for mutual growth among partners, local communities, and future generations. A Samsung representative stated, "We are continuously reflecting on our social responsibilities while considering the expectations and perspectives of the public. We will implement various measures step by step to ensure that our achievements are shared with society."* This article has been translated by AI. 2026-06-05 16:21:00

FIU Adjusts Reporting Requirements for Virtual Asset Transfers Domestic virtual asset businesses will now manage their own anti-money laundering risks instead of being required to report all transactions involving over 10 million won ($7,500) to financial authorities. On June 5, the Financial Intelligence Unit (FIU), under the Financial Services Commission, met with representatives from virtual asset exchanges to gather industry feedback on proposed amendments to the Enforcement Decree and supervisory regulations of the Special Financial Act. The initial proposal, announced in March, mandated that domestic businesses report any transfers of virtual assets exceeding 10 million won to the FIU, regardless of the transaction's risk level. However, the virtual asset industry expressed concerns that mandatory reporting for all transactions over this threshold would lead to operational chaos. In response, the FIU revised its approach, recognizing that enforcing blanket reporting based solely on transaction amounts could result in businesses submitting reports without proper risk assessments.* This article has been translated by AI. 2026-06-05 16:21:00

BOK taps new deputy governors SEOUL, June 5 (AJP) - Bank of Korea governor Shin Hyun-song appointed two new deputy governors on Friday, filling vacancies in the central bank's research and statistics division and its management division. The appointments mark one of Shin's first major personnel moves since taking up the post of monetary chief in mid-April, placing emphasis on economic forecasting, policy communication and internal management as the central bank navigates heightened market volatility. The BOK said Lee Ji-ho, director general of the research department, was named deputy governor in charge of research and statistics, while Kim Je-hyun, director general of the human resources and administration department, was appointed deputy governor in charge of management. Lee succeeds former Deputy Governor Kim Woong, whose term ended in March, while Kim fills the post previously held by Chae Byung-deuk, who left the BOK earlier this year and was later named president of the Korea Financial Telecommunications & Clearings Institute. Lee joined the BOK in 1997 and has worked in the financial markets, monetary policy and research departments. He also served at the finance ministry before returning to the central bank, where he has led the research department since 2024. The central bank said Lee helped improve its economic outlook process by providing more detailed quarterly projections for growth and inflation, contributing to greater transparency and effectiveness in monetary policy. Kim joined the BOK in 1996 and has held posts across policy, communications and personnel management, including policy adviser, secretary general, communications chief and human resources director. The BOK said Kim helped manage personnel reforms and workforce operations during recent organizational changes and new business projects, citing his understanding of the institution, communication skills and experience assisting the governor. The appointments suggest Shin is seeking to strengthen the BOK's economic analysis and policy messaging at a time when inflation, growth, exchange-rate volatility and financial stability risks are all shaping the policy outlook. Lee's promotion puts a senior research official with both central bank and finance ministry experience in charge of the analytical backbone of monetary policy. Kim's appointment, meanwhile, points to an emphasis on organizational stability and internal execution as the BOK adjusts to new communication tools and changing market conditions. Their three-year terms began immediately and run until June 2029. 2026-06-05 16:15:49

Japan's Low-Cost Airlines Struggle Amid Inflation Japan's low-cost carriers (LCCs) are facing challenges as their growth model falters amid rising inflation. The low-cost model, which thrived on deflation, low labor costs, and cheap operational expenses, is struggling as fuel, labor, and maintenance costs increase. Major airlines like All Nippon Airways (ANA) and Japan Airlines (JAL) are also lowering fares to fill empty seats, diminishing the price competitiveness that LCCs once enjoyed. According to a report by Nikkei Business, a publication under the Nihon Keizai Shimbun, the fare gap between major airlines and LCCs has decreased from 2.68 times in 2012 to less than 2 times by 2024. In 2012, when LCCs began to establish themselves in Japan, they were perceived as significantly cheaper than ANA and JAL. Analyzing passenger revenue data from the Ministry of Land, Infrastructure, Transport and Tourism, Nikkei Business found that the revenue per passenger kilometer for ANA and JAL dropped from 17.8 yen in 2012 to 17.0 yen in 2024. In contrast, Peach Aviation and Jetstar Japan saw their revenue rise from 6.6 yen to 8.7 yen during the same period. This indicates that LCC fares, which were about 40% of ANA and JAL's in 2012, have now surpassed half of their fares by 2024. The narrowing fare gap suggests that LCCs are losing their primary competitive advantage of offering value for money. A representative from Japan's Ministry of Land, Infrastructure, Transport and Tourism noted that even major airlines in the U.S. are adopting LCC-style services, such as Delta Air Lines introducing non-seat-assigned low-cost tickets, indicating that LCCs are at a turning point. Changes at Peach Aviation, Japan's First LCC Peach Aviation, a leading LCC in Japan, is also adapting to this trend. Launched in March 2012 as Japan's first full-scale LCC, Peach was seen as a pioneer in the industry. It attracted younger travelers with low fares and a distinctive branding strategy, achieving its first operating profit in March 2014. As of March 1 this year, Peach operates 25 domestic and 15 international routes, serving over 9 million passengers annually. However, as reliance on its low-cost image becomes less viable, Peach is shifting its strategy to broaden its customer base. In late March, the airline announced a rebranding, changing its bright pink logo to a more subdued beige to appeal to middle-aged customers. This move aims to expand its reach beyond the young female demographic that initially fueled its growth. Additionally, Peach became a wholly-owned subsidiary of ANA Holdings in December 2024. This change in status is reflected in its operational strategies and role within the group. Initially, Peach operated with a degree of separation from ANA to establish the LCC model in Japan. However, there is now a clear trend of collaboration between the major airline and LCC in sharing routes and customer segments. For instance, ANA recently suspended operations on four routes from Kansai Airport to Naha, Miyako, Ishigaki, and New Chitose, while Peach increased flights on the Naha and New Chitose routes. This indicates a shift where less profitable routes are being assigned to LCCs within the group. The changing dynamics are partly due to declining profitability for major airlines on domestic routes. ANA and JAL explained in a May meeting with Ministry of Land, Infrastructure, Transport and Tourism experts that without government support, their domestic operations would be unprofitable. Rising fuel, labor, and maintenance costs, coupled with a shrinking population making it difficult to expand domestic demand, have exacerbated the situation. ANA acknowledged that the internal compensation structure, which relied on profits from major routes to sustain regional services, has reached its limits. The evolution of the LCC model reflects Japan's economic shift from deflation to inflation. Companies that have thrived on low labor and operational costs are increasingly struggling to absorb rising expenses. The domestic airline market faces additional pressures from rising fuel prices due to geopolitical instability in the Middle East, further increasing the cost burden on airlines. Ultimately, LCCs are entering a phase where relying solely on low fares for growth is becoming unsustainable. The future competitiveness of these airlines will depend on whether they can raise fares in line with major airlines while enhancing service value or maintain low fares while developing a profitable structure. As inflation persists, a strategic reassessment of the low-cost business model in Japan will become inevitable.* This article has been translated by AI. 2026-06-05 16:15:00

Survival Strategies of 'David' Korea: Lessons from Ukraine and Iran International politics has long been driven by the logic of power. It has been seen as a natural order for stronger nations to dominate weaker ones. However, recent conflicts around the world are challenging this notion. Unexpected resistance from 'Davids' against overwhelmingly powerful adversaries is shaking the status quo. A prime example is Ukraine. Until last year, Ukraine's future appeared bleak. In the United States, then-President Donald Trump pushed for an early end to the conflict, while Russia demanded territorial concessions from Ukraine. Many believed that given Russia's population, resources, and military strength, Ukraine would ultimately be unable to withstand the pressure. Contrary to expectations, Ukraine took a different path. It began actively utilizing its drone capabilities, akin to a 'surgical strike,' targeting Russian military facilities and supply lines. The sight of advanced weapon systems worth millions of dollars being threatened by relatively inexpensive drone attacks illustrates a new reality in modern warfare. Consequently, Russia has started to feel the burden of a prolonged conflict, and President Vladimir Putin has not completely ruled out the possibility of peace negotiations. Iran presents a similar case. Despite facing severe economic sanctions and military pressure from the United States, Iran has not easily succumbed. The disparity in power between the U.S. and Iran is significant, yet Iran has leveraged its geopolitical position, regional influence, and various asymmetric capabilities to resist the pressure from stronger nations. By making it difficult for the powerful to achieve their desired outcomes, Iran has achieved considerable strategic effectiveness. The cases of Ukraine and Iran impart a common lesson: in modern international politics, superiority in size does not guarantee victory. Even smaller nations can create difficulties for powerful adversaries if they possess asymmetric capabilities and strong resilience to exploit weaknesses. This shift carries important implications for South Korea. Coldly speaking, South Korea is situated between major powers: the United States, China, Russia, and Japan. While its economy ranks among the world's top, in terms of geopolitical environment, it remains closer to the status of David. Therefore, our survival strategy should not solely rely on competing in size. South Korea has already adopted a 'surgical strike' strategy in security, aiming to deliver decisive blows even against major powers in times of crisis. To achieve this, technological superiority is essential. Just as Ukraine changed the course of war with drones, South Korea must further enhance its future asymmetric capabilities, including AI-based unmanned systems, advanced missile technology, cybersecurity capabilities, and nuclear-powered submarines. Competitiveness in key industries such as semiconductors, artificial intelligence, batteries, and defense can also serve as a national 'surgical strike.' Instilling the perception that any disruption to South Korea could shake the entire global supply chain is a powerful deterrent. Ukraine and Iran offer us significant lessons. David does not survive because he is stronger than Goliath; he survives by accurately identifying the weaknesses of his opponent and honing his unique weapons. The future and prosperity of South Korea will depend on whether it can develop a sharp 'surgical strike' that cannot be easily challenged.* This article has been translated by AI. 2026-06-05 16:12:00

Local Governments Must Shift Focus from Generic Tourism Promises to Unique Regional Strategies The 9th nationwide local elections have concluded. Local governments across the country now face the task of turning the numerous promises made during the election campaign into actionable policies. Among the commitments that will shape the future of regions over the next four years, those related to culture and tourism require particularly careful reevaluation. The new local governments must first eliminate the repetitive, development-focused tourism pledges and establish clear roles and cooperative frameworks between regional and local governments. Tourism is no longer a secondary policy area. It has become a key industry for revitalizing local economies and creating jobs amid declining populations and the threat of regional extinction. Yet, during election seasons, similar tourism promises are repeated across the nation. Regional governments compete by promoting their own landmarks and tourist facilities, leading to a cycle where local characteristics are lost and only the scale of projects increases. The role of regional governments is clear: it should focus on connection and coordination rather than development. For international tourists, administrative boundaries hold little significance. Tourists experience a region as a whole, not as individual cities or counties. However, some areas remain fixated on building unique brands, often sidelining strategies for collaboration with neighboring regions. Regional governments should shift their focus from competing to develop individual tourist sites to creating inter-regional tourism belts and connecting transportation infrastructure. Expanding tourist mobility and increasing the length of stays are essential starting points for enhancing local tourism competitiveness. The establishment of AI-based tourism services and digital platforms is also a responsibility at the regional level. With local governments facing varying financial conditions, each creating their own apps and platforms can lead to redundant investments and budget waste. A structure where regional governments build common infrastructure and data, while local governments add regional content, aligns with common sense. Conversely, local governments should focus on uncovering unique local attractions rather than pursuing massive development projects. However, the reality is different. Promises to install cable cars in mountainous areas or suspension bridges near rivers and seas are prevalent nationwide. While these large facilities may attract initial interest, they often leave behind maintenance burdens over time. Consider this logically: in a situation where similar suspension bridges and observation decks are abundant across the country, why would tourists travel far to spend money? What tourists seek are experiences, not just facilities. They want stories, culture, food, and people unique to that area. Amid the crisis of regional extinction, what areas need to secure is not just transient visitors but a resident population that stays and consumes. The power to achieve this does not come from massive concrete structures but from local content that embodies the region's history, traditions, culture, and the lives of its residents. Local governments should concentrate their administrative efforts on discovering hidden local assets and creating differentiated tourism content, moving away from competitive development promises. With the government's push for regulatory reforms, including amendments to tourism promotion laws, local governments face significant challenges. Bold decisions are required, such as the consolidation of extravagant local festivals and restructuring showcase projects that consume tens or hundreds of millions in budgets. The elections are over. Now is the time for harsh administrative realities. Blindly pushing through promises made to gain votes is not responsible governance. Regional governments must clarify their roles in connection and coordination, while local governments focus on content and on-the-ground realities. They need to stop competing in showy facilities and redundant investments and concentrate on enhancing local competitiveness. The future of local tourism does not lie in building bigger structures but in connecting the strengths of different regions and preserving their unique stories. It is hoped that the new local governments will lay the groundwork for sustainable regional growth through tourism policies based on fundamentals, principles, and common sense.* This article has been translated by AI. 2026-06-05 16:09:00

South Korea pushes hydrogen trucks in final pitch for Canada's submarine race SEOUL, June 5 (AJP) - South Korea has proposed a multibillion-dollar hydrogen truck project in Canada as part of its final push to win Ottawa's next-generation submarine contract, turning an earlier request for automotive investment into a broader industrial package centered on hydrogen mobility, local manufacturing and jobs. The proposal, code-named "Project Beaver," was disclosed by Presidential chief of staff Kang Hoon-sik in an interview with Canada's CTV News, as a South Korean government-led consortium intensifies last-minute efforts ahead of Canada's final decision by the end of June. According to CTV News, South Korea has offered to invest 3.1 billion Canadian dollars to build a hydrogen truck ecosystem in Canada if Hanwha Ocean wins the Canadian Patrol Submarine Project, or CPSP. The project would use Hyundai Motor's hydrogen vehicle technology and include a liquefied hydrogen plant in British Columbia, 32 hydrogen refueling stations in British Columbia and Alberta, and a hydrogen vehicle manufacturing plant in Ontario. More than 160 additional refueling stations would be built after 2035. Kang said the project would create about 9,000 jobs in Canada and help build a local hydrogen truck industry. "It will be a Korean brand that uses Canadian raw materials and Canadian-made parts in the manufacturing process," Kang said. "Once we win the submarine contract, Hyundai Motor will help Canada build its hydrogen ecosystem." The proposal adds a new layer to South Korea's submarine bid, which has increasingly become a competition over industrial benefits as much as naval capability. Hanwha Ocean, together with HD Hyundai Heavy Industries, is competing against Germany's Thyssenkrupp Marine Systems, or TKMS, for Canada's plan to acquire up to 12 conventionally powered submarines to replace its aging Victoria-class fleet. From the early stages of the race, Canadian officials made clear that the winning bidder would be judged not only on submarine performance, but also on what kind of economic return it could bring to Canada. In February, Stephen Fuhr, Canada's special envoy for defense procurement, visited Hanwha Ocean's Geoje shipyard and toured a KSS-III submarine undergoing sea trials. "Both South Korea and Germany are automotive manufacturing nations," Fuhr said during the visit. "If there are areas where we can cooperate in sectors like automobiles, we are looking to pursue broader partnerships that go beyond defense." The message reflected Canada's effort to protect and revive its auto industry at a time of U.S. tariff pressure, production cuts and uncertainty over the future of North American supply chains. Reuters reported in January that Kang traveled to Canada with officials and executives from Hyundai Motor, Hanwha and HD Hyundai to lobby for the submarine project. At the time, Hyundai Motor said it had no current plan to build a car factory in Canada, but was exploring other partnerships, particularly in hydrogen. Project Beaver appears to be Seoul's answer to that industrial demand. Kang told CTV that South Korea chose hydrogen trucks, rather than consumer electric vehicles, partly because of U.S. pressure on automakers and growing Chinese competition in Canada's EV market. He cited the case of Stellantis, which announced last year that it would move production of a Jeep model from Ontario to Illinois, saying Korean companies face similar pressure from the U.S. "The U.S. told them it would be more advantageous to come to the U.S.," Kang said, referring to Stellantis. "South Korean companies are under similar pressure." He also said it would be difficult for Korea to compete directly with China in the EV sector, given Beijing's strength in electric vehicles and Canada's ties with China on EV imports. Project Beaver could mark a renewed attempt by Hyundai to expand its hydrogen business in North America, this time through heavy-duty trucks and infrastructure rather than passenger cars. Hydrogen has been one of Hyundai Motor Group chairman Chung Eui-sun's key future strategies, with the group declaring 2040 as the target year for the mass adoption of hydrogen energy. But progress has been limited, partly due to the rapid rise of Chinese EV makers and the slow expansion of hydrogen refueling infrastructure. Still, Hyundai has continued to build a track record in commercial hydrogen mobility. Its XCIENT Fuel Cell Truck has already surpassed 20 million kilometers of accumulated driving in Europe, while its North American operations have logged about 1.6 million kilometers since 2023. The proposal suggests Hyundai may be seeking a more practical route into Canada's mobility market by focusing on long-haul freight, where hydrogen is seen as more competitive due to shorter refueling times and longer driving ranges compared with battery-only trucks. 2026-06-05 16:07:21

Gudai Global Donates 100 Million Won to Support Female Patients at Seoul Asan Medical Center Seoul Asan Medical Center announced that Gudai Global, a global beauty platform company, has donated 100 million won to support treatment costs for economically disadvantaged female patients. The donation ceremony, held on June 1 at Seoul Asan Medical Center, was attended by Park Seung-il, President of the hospital, along with Gudai Global CEO Cheon Joo-hyuk and Choi Ki-rok, Head of the Legal Center. Gudai Global supports the overseas operations of several K-beauty brands, including Chosun Beauty, Tirtir, Skin1004, and Round Lab, and is expanding its business through brand acquisitions and development. The company expressed hope that the donation would assist female patients who are delaying treatment due to financial difficulties, stating, "We will continue our social contribution activities to support women's health." Seoul Asan Medical Center plans to use the donation to cover treatment costs for vulnerable female patients, prioritizing those with severe illnesses or requiring urgent surgeries.* This article has been translated by AI. 2026-06-05 16:06:00

Mourners pay respects to Hanwha Aerospace workers killed in Daejeon blast SEOUL, June 05 (AJP) - Funeral altars were set up at Yuseong District Office in Daejeon on Friday for the five workers killed in an explosion at Hanwha Aerospace’s Daejeon plant four days earlier. The victims had been working in a cleaning room in Building 56 of the company’s Daejeon plant when an explosion of unknown cause occurred on Monday. Funeral arrangements were delayed as the bodies were severely damaged in the blast, complicating the identification process. Authorities completed the process on Wednesday, two days after the accident, while additional time was needed for consultations with bereaved families. Mourners continued to visit throughout the day as Hanwha Aerospace employees, many wearing work uniforms, gathered to pay their respects and offer condolences to the victims’ families. Among those paying their respects were Hanwha Vice Chairman Yeo Seung-joo and Defense Acquisition Program Administration Minister Lee Yong-cheol. Yeo and Lee repeatedly bowed before the grieving father of one victim in his 20s. Speaking to reporters afterward, Lee said the accident had occurred in an area that had not been designated as subject to safety inspections. “We will closely examine gaps in safety management and shortcomings at the facility level, and come up with measures to prevent even unforeseen accidents,” Lee said. One of the five victims will be moved to another region on Saturday for funeral services in his hometown. The remaining four funerals will be held in Daejeon, with funeral processions scheduled for Sunday. 2026-06-05 16:03:28