US enters new phase of economic nationalism  China Daily - Global Edition

Type foundry F37 has launched a new typeface inspired by one of Manchester’s last wooden street signs. And they worked with designer Craig Oldham and copywriter Ellen Ling to bring it to life on a series of billboards celebrating the city’s particular brand of pride. F37 Mancunio is based on the typeface on the sign underneath the railway in St Michael’s Place. F37 founder Rick Banks was drawn to the uneven stroke endings on the ‘C’ and the ‘S’ and designer Rodrigo Fuenzalida worked it into a full typeface with nine weights and “a width axis for flexibility.” Mancunio is named after the Roman fort that once stood in present-day Castlefield. “Rick found the reference ages ago and always wanted to turn it into a font,” says F37’s Keelin Wright. “We wanted to take something from the city, and create a font that represents the history of Manchester, but still feels quite modern as well.” The sign in St Michael’s Place that inspired F37’s Mancunio typeface Wright explains that although there are a lot grotesque sans serif fonts in the F37 library, the “quirky” letter endings and old-style numerals create “ a more human type of grotesque.” When it came to launching the typeface, Wright says they wanted to celebrate its connection to Manchester – where F37 is based – in the right way. “We thought because we’ve taken something physical from the city in terms of the sign, we want to give something physical back,” she explains. “We felt that the billboards would give something typographic to the city, especially around springtime, when Manchester is coming out of the gloom.” F37’s Mancunio typeface Banks and Oldham had worked together on several previous projects and bought in Ling to develop the copy-led campaign. She admits it was a daunting brief in some ways, given some high-profile misfires with localised campaigns in Manchester in recent years. In 2022, locals ridiculed a Magnum advert which misrepresented one of the city’s more insalubrious squares, while a recent Adidas billboard for Manchester United proclaiming that “Manneh is Red” was equally derided. Writing on LinkedIn, designer and United fan Andrew Whitehead said he had never once heard the club referred to as Manneh. “It’s not a nickname. It’s not Manchester United. It’s just… off,” he wrote. “This is what fake authenticity looks like.” “There is all this localised stuff that just bombs,” Ling says. “The pressure is on not to do something that feels tired and out of touch.” F37’s Mancunio typeface The team all felt it was important to steer away from many of the well-worn Manchester motifs, which many people feel have been co-opted by commercial interests looking to exploit the city’s creative soul. “When we were putting the brief together, we found pages and pages of reference for things that we didn’t want,” Wright says. “It was much harder to find things that showed what we actually wanted.” “A lot of this stuff feels like it was made by outsiders,” Oldham says. “History didn’t start here in the 1980s – there’s a wealth of culture and community spirit.” It was exciting, he says, to avoid cliches around Tony Wilson, the Hacienda stripes, and the city’s bee symbol and try and capture “the stoicism, the acerbic wit and the self-deprecating pride.” Some of the posters do take familiar topics – like the city’s famously bad weather or Ian Brown’s quote that Manchester has “Everything but a beach” – but Ling says they worked hard to find “a sting in the tail” and “reclaim” these tropes. Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair. Other references are extremely local and deliberately perplexing to outsiders, such as the celebration of Boombox Barry, an iconic local personality. “He’s part of our everyday experience of being in Manchester,” Ling says. “It was nice to give him his flowers in terms of the joy that he brings, and the enigma that he is.” One poster even references the Magnum-advert debacle, celebrating “alfresco tinnies on a piss-soaked Piccadilly G.” For the design, they tried several approaches, including using acid colours, but Oldham says he and Banks realised at one point they were “trying too hard.” The stark white text on black background was the perfect way to showcase the typeface, Oldham says, and stands out in the cityscape. “This dense spot of black cuts through this ocean of visual clutter,” he explains. “It confronts people, and forces them to read the words.” Ling adds that the design works perfectly to communicate the deadpan tone of her copy lines. Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair. Manchester’s creative scene has been struggling with the changes wrought by the city’s rapid growth and development in recent years. Designers have even taken to remixing the city’s famous visual language to protest against “incessant gentrification.” Oldham recognises the tension, although he thinks it’s happening in many cities. “I think as cities grow and change rapidly, you get to a crossroads,” he says. “What are we going to change into? What are we going to take with us? And what have we got to leave behind? “I think that’s a universal worry, but Manchester’s very much at that point in its life cycle right now.” Ling agrees. “It’s not that the city’s independent spirit is being crushed, it’s more like it’s being Last Of Us fungi-d,” she says, in reference to the hit HBO show. “It does feel that everything that you know in your bones makes Manchester great is being commoditised.” F37’s Mancunio typeface Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair. Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair. Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair. Ellen Ling and Craig Oldham’s posters to launch F37’s Mancunio typeface. Photo by Tim Sinclair.

5 June, 2025 In this series, Clare Dowdy speaks with design studios that are 30+ years old, to find out some of the secrets behind their longevity. Michael Johnson set up his London-based brand consultancy Johnson Banks in 1992. From Duolingo to Pink Floyd, Cancer Research UK to the Royal Astronomical Society, the studio works with “people who want to do big things.” He sat down with Clare Dowdy to discuss what he’s learned over the past 33 years. Michael Johnson How did Johnson Banks come about? My 20s were very turbulent: eight jobs in eight years, a lot of different countries, different cities, learning on the job. My last job – at Smith & Milton – was relatively settled, I was kind of running a corporate design department. I had a client there, Tom Banks. After I left, he also left his role at Legal & General with the projects I had been working on, and we used that as a basis for the company. That was 1992, the back end of a recession. For a couple of years, everything was fine. Then we started having “creative differences.” And the pressures of running a tiny design company are substantial. So we parted ways in 1995, but I kept the name. Johnson Banks’ symbol for the V&A’s William Morris show At that time, we weren’t really in the branding world. For a decade, we were very distracted by getting on the graphic design map, trying to win D&AD awards, doing lovely stamp projects. And then we started to get some cultural projects: the V&A and the British Council. I started to think, OK, now we’re beginning to show what we can do. When and why did you start thinking seriously about your strategy offering? When we started to get into the branding arena, I knew we were underpowered in terms of the strategic thinking. I may have thought that I could do it, but it takes a bit to persuade clients when you’re 35, with hair almost down to your knees. If you’re up against important-looking people who can field a few grey hairs, you’re going to lose that pitch. So we partnered with strategic companies like management consultancy Circus, and followed that model for much of the 2000s. That led to the Shelter rebrand, and a few other quite big branding projects followed. Johnson Banks’ visual identity for Shelter Eventually we realised that we could do the strategy ourselves. I had sometimes been a little frustrated by the work that my strategic partners – naming no names – were doing. It sounds a bit mean, but sometimes I would get this 90-page PowerPoint document from them, and I’d put it on my designers’ desks, and their faces would go blank. I think that 20 years ago, there was still a bit of the idea that you’ve paid £100,000, so here’s your huge document. We slowly realised that if we were in control of the process, and were involved all the way through, then that jump out of the verbal brand to the visual brand could be much better managed. How did you rethink your strategy offer? The penny dropped in the mid-2000s when we worked with Save The Children. At the time, and I don’t think they’d mind me saying this, Save The Children were a bit of a basket case. They were associated with WI fairs and cake baking, and they had a royal as their patron – they were nothing like what they are now. I realised we needed to work out what they stood for before we did any design. I did this huge chart, and stuck it on a wall at the client’s office. And I said, it strikes me that there are strategic choices that you have got to make as a comms team about where you want to take the Save the Children brand. Johnson Banks’ poster for Save the Children That was an incredibly productive meeting, and also it helped us realise that before we got anywhere near the design, we needed to sort this out. I know that sounds like really basic stuff now. I didn’t trust my instinct for a decade or so, but in that Save the Children meeting, a light bulb went on for me. Once you’d worked out how to do strategy in-house why didn’t you scale up? A lot of companies would have done that. That’s how companies grow, and can end up quite quickly at 60 people. We have nearly always been around six to eight people. Because I could bridge that gap between the verbal and the visual, it meant we didn’t need to add people. And I’ve discovered over the last 25 years, that with a really good account director, Katherine Heaton, and me, and a design team, there is a heck of a lot that we can do. So we stayed small and partnered with filmmakers, animators, cultural specialists. Post-pandemic, a lot of people have adopted that hub and spoke model – we did it 20 years ago. Probably twice a year we’ll lose a pitch because of our scale. But conversely, with some clients you can sell in the fact that they’ll always deal with Michael Johnson. They’re not going to be handed down the chain, because there is no chain. Johnson Banks’ logos for Jodrell Bank Alongside this direct contact with you, what’s your main selling point? It seems to be that we think pretty hard about stuff. We almost never jump into design. A lot of thought goes into what we do, sometimes way too much. Sometimes our projects are incredibly difficult, gargantuan, intertwined and really hard to unpick. That’s a slightly poisoned chalice, because then people go, gosh, well, if they could unpick that, then they could unpick our Gordian knot. For example, we’re working on a major London university brand at the moment that has over 60,000 staff and students, 11 faculties, and hundreds of centres and institutes and departments, and we’re trying to navigate a way through. How did you work out what you wanted to specialise in? Sometimes you can get sucked into something that you just don’t want to be doing. By the end of the 1990s, Johnson Banks had got a reputation for doing annual reports. Part of me quite liked doing them because there was an interplay between words and pictures. And we were getting senior level access to clients, which makes you feel a bit better, because you’re having an interface with chief executives. But then I was thinking, hang on, we’re in danger of getting stuck here, because of course, they’re cyclical. And the death of the annual report – and the death of print – was coming over the horizon, with the internet. Johnson Banks’ Annual Report for Polygram (1995) Since then, my interests have changed. I do not have any interest any more in doing awful blue chips or terrible fintechs. I want to apply all the comms and the branding that I’ve learned to people who could really use it – not-for-profit, culture, education, philanthropy. You know, doing good. How did you build up this not-for-profit work? You lean into the referrals you’ll inevitably get within silos where you want to be referred. I learned this from Mary Lewis of Lewis Moberly. We were pretty close in the 1990s and she always said that referral business is the best business. Over 85% of our clients are not-for-profit – most design companies have a 20-80 split between non-profits and commercial clients. I never liked that ratio, what you might cruelly call ‘the Robin Hood principle’ – we are going to steal from our luxury car account and give to the charity. We did do a bit of that for a while. We did an airline in 2009/10 at the same time we were doing charities. I would justify that with the Robin Hood principle, but I just felt more and more uncomfortable with that. Johnson Banks’ campaign visuals for Cancer Research UK As our percentages went up and up in not-for-profit, eventually I said, look, we should just tell people this is who we are, and this is what we do. It was obvious anyway, so let’s be explicit about it. A few people said we were crazy, that we’d never get any work. But the reverse has been the case. We’re on our sixth environmental project. If you say this is what we want to do, and this is what we will do for you, then I think, funnily enough, clients find that very helpful. How did you build up to bigger projects? Let’s take education. We’ve done three or four really interesting campaigns for universities and now we’re in the position where we can do university rebrands, and have won a top 10 global university. But it has taken 15 years of education work to get to that point. I may not have thought that it would take quite so long to persuade people that we could do their identity. But education is a very conservative sector, and moves slowly, like museums and galleries. If you’re small, you can afford for a sector to move slowly, whereas bigger agencies need a pipeline. I’ve watched dozens of companies get to this critical point where they’ve grown and grown and then they’ve just fallen off the cliff because they’ve been feeding the monster. To help with that, agencies often add a new business person. No-one ever talks about this, but a new business person costs around £50,000. The rule of thumb, in my world at least, is that you have to take that salary and triple it with turnover to pay that salary. So you need £150,000 worth of projects to pay for the new business person before you’ve made a penny. So to make a profit, the new business person has to bring in over £200,000 of work. And if this person can do it, which is not guaranteed, then the company has to scale. It’s so easy to get caught on a treadmill. What else has helped you stay in business so long? We’ve always led with the thought behind the idea, not the way it looked. Because I was always much more interested in the idea behind something, I think that has helped us not get sucked into the visual, to use the type face du jour, the colour that everyone else is using. And it’s understandable, because graphic designers want to do stuff that their peers really like. But paradoxically the trick, in my opinion, is to try and zag away from the trends. Create a new trend yourself. Johnson Banks’ globe symbol for the COP 26 climate conference Design disciplines in this article Industries in this article Brands in this article What to read next Neville Brody on clients, education, and his unexpected OBE Graphic Design 30 Jan, 2025

Posted on : June 5, 2025 By Tech World Times AI  Rate this post Artificial intelligence tools now touch nearly every corner of modern business, from customer service and marketing to supply chain management and HR. These powerful technologies promise speed, accuracy, and insight, but their missteps can cause more than temporary inconvenience. A single AI-driven error can result in regulatory investigations, civil lawsuits, or public scandals that threaten the foundation of a business. Understanding how legal exposure arises from AI mistakes—and how a skilled attorney protects your interests—is no longer an option, but a requirement for any forward-thinking business owner. What Types of AI Errors Create Legal Liability? AI does not think or reason like a human; it follows code and statistical patterns, sometimes with unintended results. These missteps can create a trail of legal liability for any business owner. For example, an online retailer’s AI recommends discriminatory pricing, sparking allegations of unfair trade practices. An HR department automates hiring decisions with AI, only to face lawsuits for violating anti-discrimination laws. Even an AI-driven chatbot, when programmed without proper safeguards, can inadvertently give health advice or misrepresent product claims—exposing the company to regulatory penalties. Cases like these are regularly reported in Legal news as businesses discover the high cost of digital shortcuts. When Is a Business Owner Liable for AI Mistakes? Liability rarely rests with the software developer or the tool itself. Courts and regulators expect the business to monitor, supervise, and, when needed, override AI decisions. Suppose a financial advisor uses AI to recommend investments, but the algorithm suggests securities that violate state regulations. Even if the AI was “just following instructions,” the advisor remains responsible for client losses. Similarly, a marketing team cannot escape liability if their AI generates misleading advertising. The bottom line: outsourcing work to AI does not outsource legal responsibility. How Do AI Errors Harm Your Reputation and Operations? AI mistakes can leave lasting marks on a business’s reputation, finances, and operations. A logistics firm’s route-optimization tool creates data leaks that breach customer privacy and trigger costly notifications. An online business suffers public backlash after an AI-powered customer service tool sends offensive responses to clients. Such incidents erode public trust, drive customers to competitors, and divert resources into damage control rather than growth. Worse, compliance failures can result in penalties or shutdown orders, putting the entire enterprise at risk. What Steps Reduce Legal Risk From AI Deployments? Careful planning and continuous oversight keep AI tools working for your business—not against it. Compliance is not a “set it and forget it” matter. Proactive risk management transforms artificial intelligence from a liability into a valuable asset. Routine audits, staff training, and transparent policies form the backbone of safe, effective AI use in any organization. You should review these AI risk mitigation strategies below. Implement Manual Review of Sensitive Outputs: Require human approval for high-risk tasks, such as legal filings, financial transactions, or customer communications. A payroll company’s manual audits prevented the accidental overpayment of employees by catching AI-generated errors before disbursement. Update AI Systems for Regulatory Changes: Stay ahead of new laws and standards by regularly reviewing AI algorithms and outputs. An insurance brokerage avoided regulatory fines by updating their risk assessment models as privacy laws evolved. Document Every Incident and Remediation Step: Keep records of AI errors, investigations, and corrections. A healthcare provider’s transparency during a patient data mix-up helped avoid litigation and regulatory penalties. Limit AI Access to Personal and Sensitive Data: Restrict the scope and permissions of AI tools to reduce the chance of data misuse. A SaaS provider used data minimization techniques, lowering the risk of exposure in case of a system breach. Consult With Attorneys for Custom Policies and Protocols: Collaborate with experienced Attorneys to design, review, and update AI compliance frameworks. How Do Attorneys Shield Your Business From AI Legal Risks? Attorneys provide a critical safety net as AI integrates deeper into business operations. They draft tailored contracts, establish protocols for monitoring and escalation, and assess risks unique to your industry. In the event of an AI-driven incident, legal counsel investigates the facts, manages communication with regulators, and builds a robust defense. By providing training, ongoing guidance, and crisis management support, attorneys ensure that innovation doesn’t lead to exposure—or disaster. With the right legal partner, businesses can harness AI’s power while staying firmly on the right side of the law. Tech World TimesTech World Times (TWT), a global collective focusing on the latest tech news and trends in blockchain, Fintech, Development & Testing, AI and Startups. If you are looking for the guest post then contact at techworldtimes@gmail.com

It’s easy to look at President Donald Trump’s second term and conclude that the less power and reach the federal government has, the better. After all, a smaller government might provide Trump or someone like him with fewer opportunities to disrupt people’s lives, leaving America less vulnerable to the whims of an aspiring autocrat. Weaker law-enforcement agencies could lack the capacity to enforce draconian policies. The president would have less say in how universities like Columbia conduct their business if they weren’t so dependent on federal funding. And he would have fewer resources to fundamentally change the American way of life.Trump’s presidency has the potential to reshape an age-old debate between the left and the right: Is it better to have a big government or a small one? The left, which has long advocated for bigger government as a solution to society’s problems, might be inclined to think that in the age of Trump, a strong government may be too risky. Say the United States had a single-payer universal health care system, for example. As my colleague Kelsey Piper pointed out, the government would have a lot of power to decide what sorts of medical treatments should and shouldn’t be covered, and certain forms of care that the right doesn’t support — like abortion or transgender health — would likely get cut when they’re in power. That’s certainly a valid concern. But the dangers Trump poses do not ultimately make the case for a small or weak government because the principal problem with the Trump presidency is not that he or the federal government has too much power. It’s that there’s not enough oversight.Reducing the power of the government wouldn’t necessarily protect us. In fact, “making government smaller” is one of the ways that Trump might be consolidating power.First things first: What is “big government”?When Americans are polled about how they feel about “big government” programs — policies like universal health care, Social Security, welfare for the poor — the majority of people tend to support them. Nearly two-thirds of Americans believe the government should be responsible for ensuring everyone has health coverage. But when you ask Americans whether they support “big government” in the abstract, a solid majority say they view it as a threat.That might sound like a story of contradictions. But it also makes sense because “big government” can have many different meanings. It can be a police state that surveils its citizens, an expansive regulatory state that establishes and enforces rules for the private sector, a social welfare state that directly provides a decent standard of living for everyone, or some combination of the three. In the United States, the debate over “big government” can also include arguments about federalism, or how much power the federal government should have over states. All these distinctions complicate the debate over the size of government: Because while someone might support a robust welfare system, they might simultaneously be opposed to being governed by a surveillance state or having the federal government involved in state and local affairs.As much as Americans like to fantasize about small government, the reality is that the wealthiest economies in the world have all been a product of big government, and the United States is no exception. That form of government includes providing a baseline social safety net, funding basic services, and regulating commerce. It also includes a government that has the capacity to enforce its rules and regulations.A robust state that caters to the needs of its people, that is able to respond quickly in times of crisis, is essential. Take the Covid-19 pandemic. The US government, under both the Trump and Biden administrations, was able to inject trillions of dollars into the economy to avert a sustained economic downturn. As a result, people were able to withstand the economic shocks, and poverty actually declined. Stripping the state of the basic powers it needs to improve the lives of its citizens will only make it less effective and erode people’s faith in it as a central institution, making people less likely to participate in the democratic process, comply with government policies, or even accept election outcomes.A constrained government does not mean a small governmentBut what happens when the people in power have no respect for democracy? The argument for a weaker and smaller government often suggests that a smaller government would be more constrained in the harm it can cause, while big government is more unrestrained. In this case, the argument is that if the US had a smaller government, then Trump could not effectively use the power of the state — by, say, deploying federal law enforcement agencies or withholding federal funds — to deport thousands of immigrants, bully universities, and assault fundamental rights like the freedom of speech. But advocating for bigger government does not mean you believe in handing the state unlimited power to do as it pleases. Ultimately, the most important way to constrain government has less to do with its size and scope and more to do with its checks and balances. In fact, one of the biggest checks on Trump’s power so far has been the structure of the US government, not its size. Trump’s most dangerous examples of overreach — his attempts to conduct mass deportations, eliminate birthright citizenship, and revoke student visas and green cards based on political views — have been an example of how proper oversight has the potential to limit government overreach. To be sure, Trump’s policies have already upended people’s lives, chilled speech, and undermined the principle of due process. But while Trump has pushed through some of his agenda, he hasn’t been able to deliver at the scale he promised. But that’s not because the federal government lacks the capacity to do those things. It’s because we have three equal branches of government, and the judicial branch, for all of its shortcomings in the Trump era, is still doing its most basic job to keep the executive branch in check. Reforms should include more oversight, not shrinking governmentThe biggest lesson from Trump’s first term was that America’s system of checks and balances — rules and regulations, norms, and the separate branches of government — wasn’t strong enough. As it turned out, a lot of potential oversight mechanisms did not have enough teeth to meaningfully restrain the president from abusing his power. Trump incited an assault on the US Capitol in an effort to overturn the 2020 election, and Congress ultimately failed in its duty to convict him for his actions. Twice, impeachment was shown to be a useless tool to keep a president in check.But again that’s a problem of oversight, not of the size and power of government. Still, oversight mechanisms need to be baked into big government programs to insulate them from petty politics or volatile changes from one administration to the next. Take the example of the hypothetical single-payer universal health care system. Laws dictating which treatments should be covered should be designed to ensure that changes to them aren’t dictated by the president alone, but through some degree of consensus that involves regulatory boards, Congress, and the courts. Ultimately, social programs should have mechanisms that allow for change so that laws don’t become outdated, as they do now. And while it’s impossible to guarantee that those changes will always be good, the current system of employer-sponsored health insurance is hardly a stable alternative.By contrast, shrinking government in the way that Republicans often talk about only makes people more vulnerable. Bigger governments — and more bureaucracy — can also insulate public institutions from the whims of an erratic president. For instance, Trump has tried to shutter the Consumer Financial Protection Bureau (CFPB), a regulatory agency that gets in the way of his and his allies’ business. This assault allows Trump to serve his own interests by pleasing his donors.In other words, Trump is currently trying to make government smaller — by shrinking or eliminating agencies that get in his way — to consolidate power. “Despite Donald Trump’s rhetoric about the size or inefficiency of government, what he has done is eradicate agencies that directly served people,” said Julie Margetta Morgan, president of the Century Foundation who served as an associate director at the CFPB. “He may use the language of ‘government inefficiency’ to accomplish his goals, but I think what we’re seeing is that the goals are in fact to open up more lanes for big businesses to run roughshod over the American people.” The problem for small-government advocates is that the alternative to big government is not just small government. It’s also big business because fewer services, rules, and regulations open up the door to privatization and monopolization. And while the government, however big, has to answer to the public, businesses are far less accountable. One example of how business can replace government programs is the Republicans’ effort to overhaul student loan programs in the latest reconciliation bill the House passed, which includes eliminating subsidized loans and limiting the amount of aid students receive. The idea is that if students can’t get enough federal loans to cover the cost of school, they’ll turn to private lenders instead. “It’s not only cutting Pell Grants and the affordability of student loan programs in order to fund tax cuts to the wealthy, but it’s also creating a gap where [private lenders] are all too happy to come in,” Margetta Morgan said. “This is the small government alternative: It’s cutting back on programs that provided direct services for people — that made their lives better and more affordable — and replacing it with companies that will use that gap as an opportunity for extraction and, in some cases, for predatory services.”Even with flawed oversight, a bigger and more powerful government is still preferable because it can address people’s most basic needs, whereas small government and the privatization of public services often lead to worse outcomes.So while small government might sound like a nice alternative when would-be tyrants rise to power, the alternative to big government would only be more corrosive to democracy, consolidating power in the hands of even fewer people (and businesses). And ultimately, there’s one big way for Trump to succeed at destroying democracy, and that’s not by expanding government but by eliminating the parts of government that get in his way.See More:

The transformation of Hangzhou’s old steelworks into a park is a tribute to China’s industrial past in a city of the future The congressional hearing about Chinese AI engine DeepSeek held in the US this April has propelled Hangzhou, the heart of China’s new digital economy, to the headlines. With companies such as DeepSeek, Unitree and Alibaba – whose payment app allowed me to get on the metro without needing to buy a ticket – headquartered in Hangzhou, China’s future in AI, robotics and automation is emanating from this city. Getting off the metro in the suburban area of Gongshu, the sun was shining on an old steelworks, overgrown with vines and flowers now that it is being transformed by Jiakun Architects and TLS Landscape Architecture into the Grand Canal Steelworks Park. The unfolding trade war might help to accelerate China’s journey into an automated future, leaving the world of factories behind, yet this new public space shows an impulse to commemorate the country’s economic history, and the forces that have shaped its contemporary built environment. Starting in Hangzhou and travelling more than 1,700km to Beijing, the Grand Canal is an engineering project built 2,500 years ago to connect the different regions of eastern China. The country’s geography means rivers flow from west to east: from higher elevations, culminating in the Himalayas, to the basin that is the country’s eastern seaboard. Historically, it was difficult to transport goods from mercantile centres in the south, including Hangzhou and Suzhou, to the political centre in Beijing up north. As a civil engineering project, the Grand Canal rivals the Great Wall, but if the Great Wall aims to protect China from the outside, the Grand Canal articulates Chinese commerce from the inside. The historic waterway has been an important conduit of economic and cultural exchange, enabling the movement of people and goods such as grain, silk, wine, salt and gravel across the country. It became a UNESCO World Heritage site in 2014. The state‑owned enterprise collective was founded, and the physical facility of Hangzhou steelworks built, in the 1950s during the Great Leap Forward, when China strove for self‑sufficiency, and wended its way through the country’s economic trajectory: first the economic chaos of the 1960s, then the reforms and opening up in the 1980s. Steel remains an important industry today in China, home to more than half of the world’s production, but the listing of the Grand Canal enabled city leaders to move production to a new site and decommission the Hangzhou steelworks. External mandates, including entry into the World Trade Organization, the Beijing Olympics and UNESCO listings, have been instrumentalised in the country to pursue a range of internal interests, particularly economical and real estate ones.  In 2016, the factory was shut down in 150 days, in what the company describes as a ‘heroic’ effort, and the site attracted tourists of industrial ruins. In the competition brief, Hangzhou planners asked for ‘as much of the existing blast furnaces and buildings’ as possible to be preserved. When I arrived in China in 2008, Chinese cities were notorious for heritage demolition, but today urban planners and architects increasingly work to preserve historical buildings. Just like several industrial sites in Beijing and Shanghai have been transformed into major public and cultural spaces in the past decade, in the Yangtze River Delta – of which Hangzhou is a major hub – several industrial sites along the Grand Canal’s course are being given a new lease of life. Today, the three blast furnaces of Hangzhou steelworks remain, with the silhouettes of their smokestacks easily recognisable from a distance. The project preserves as much as possible of the aesthetics of a steel mill with none of the danger or dust, ready to welcome instead new community facilities and cultural programmes in a vast and restored piece of landscape. Situated in a former working‑class district that has been gentrifying and welcoming young families, the new park is becoming a popular venue for music festivals, flower viewing in springtime and year‑round picnics – when I visited, parents were teaching their children to ride a bicycle, and students from Zhejiang University, about a kilometre from the park, were having lunch on the grass. New programmes accommodated in the old coke oven and steel mills will include a series of exhibition halls and spaces welcoming a wide range of cultural and artistic workshops as well as events – the project’s first phase has just completed but tenant organisations have not yet moved in, and works are ongoing to the north of the park. On the day of my visit, a student art exhibition was on display near one of the furnaces, with works made from detritus from the site, including old packing containers. The rehabilitated buildings also provide a range of commercial units, where cafés, restaurants, shops, a bookshop, ice cream shop and a gym have already opened their doors to visitors.  Several structures were deemed structurally unsafe and required demolition, such as the old iron casting building. The architects proposed to partially reconstruct it on its original footprint; the much more open structure, built with reclaimed bricks, now houses a semi‑outdoor garden. Material choices evoke the site’s industrial past: weathered steel, exposed concrete and large expanses of glazing dominate the landscape. The widespread use of red, including in an elevated walkway that traverses the park – at times vaguely reminiscent of a Japanese torii gate in the space below – gives a warm and reassuring earthiness to the otherwise industrial colour palette. Elements selected by the designers underwent sanitisation and detoxification before being reused. The landscaping includes old machinery parts and boulders; recuperated steel panels are for instance inlaid into the paving while pipes for pouring molten steel have been turned into a fountain. The train tracks that once transported material continue to run through the site, providing paths in between the new patches of vegetation, planted with local grasses as well as Japanese maples, camphors and persimmon trees. As Jiawen Chen from TLS describes it, the aesthetic feels ‘wild, but not weedy or abandoned’. The landscape architects’ inspiration came from the site itself after the steelworks’ closure, she explains, once vegetation had begun to reclaim it. Contaminated soil was replaced with clean local soil – at a depth between 0.5 and 1.5 metres, in line with Chinese regulations. The removed soil was sent to specialised facilities for purification, while severely contaminated layers were sealed with concrete. TLS proposed phytoremediation (using plants to detoxify soil) in selected areas of the site ‘as a symbolic and educational gesture’, Chen explains, but ‘the client preferred to be cautious’. From the eastern end of the park, hiking trails lead to the mountain and its Buddhist temples. The old steel mill’s grounds fade seamlessly into the hills. Standing in what it is still a construction site, a sign suggests there will soon be a rowing centre here.  While Jiakun Architects and TLS have prioritised making the site palatable as a public space, the project also brings to life a history that many are likely to have forgotten. Throughout, the park incorporates different elements of China’s economic history, including the life of the Grand Canal and the industrial era. There is, for example, a Maoist steelworker painted on the mural of one of the cafés, as well as historical photographs and drawings of the steelworks peppering the site, framed and hung on the walls. The ambition might be in part to pay homage to steelworkers, but it is hard to imagine them visiting. Gongshu, like the other suburbs of Hangzhou, has seen rapid increases in its property prices.  The steelworks were built during the Maoist era, a time of ‘battling with earth, battling with heaven, battling with humanity’, to borrow Mao’s own words. Ordinary people melted down pots and pans to surpass the UK in steel production, and industry was seen as a sharp break from a traditional Chinese way of life, in which humans aspire to live in harmony with their environment. The priorities of the government today are more conservative, seeking to create a garden city to attract engineers and their families. Hangzhou has long represented the balmy and sophisticated life of China’s south, a land of rice and fish. To the west of the city, not far from the old steelworks, are the ecologically protected Xixi wetlands, and Hangzhou’s urban planning exemplifies the Chinese principle of 天人合一, or nature and humankind as one.  Today, Hangzhou is only 45 minutes from Shanghai by high‑speed train. The two cities feel like extensions of one another, an urban region of 100 million people. The creation of the Grand Canal Steelworks Park reflects the move away from heavy industry that Chinese cities such as Hangzhou are currently making, shifting towards a supposedly cleaner knowledge‑driven economy. Yet the preservation of the steelworks epitomises the sentimental attitude towards the site’s history and acts as a reminder that today’s middle classes are the children of yesterday’s steelworkers, drinking coffee and playing with their own children in grassy lawns next to shuttered blast furnaces.  The park’s second phase is already nearing completion, and the competition for the nearby Grand Canal Museum was won by Herzog & de Meuron in 2020 – the building is under construction, and should open at the end of this year. It is a district rich in history, but the city is resolutely turned towards the future.  2025-06-02 Reuben J Brown Share AR May 2025CircularityBuy Now

html PUBLIC "-//W3C//DTD HTML 4.0 Transitional//EN" "http://www.w3.org/TR/REC-html40/loose.dtd" The São Paulo International Architecture Biennale is one of the most important venues for the promotion and discussion of Brazilian architectural culture. Its history begins in 1951, when it was part of the São Paulo Art Biennale as the International Architecture Exhibition. There were eleven editions between 1951 and 1971. Under 1973, the first BIAsp under the current format was conducted. Over two million individuals are thought to have attended the 13 biennales since then; certain editions, such as the 12th, had over 300,000 guests.This year, the 14th São Paulo International Architecture Biennale will take place from September 18 to October 19, 2025, at the Oca Pavilion in Ibirapuera Park, an iconic building designed by Oscar Niemeyer.The curatorial proposal is "Extremes: Architectures for an Overheated Planet", emphasizing the problem of climate extremes. The point of no return challenges us to reconsider how we live on Earth, looking for solutions not just in production studies and scientific discoveries but also in the knowledge of Indigenous villages, quilombos (traditional communities of enslaved people who have escaped), and urban peripheries. By offering tangible solutions to global warming and methods for adjusting to the extreme occurrences we are already seeing, the Biennale will act as a meeting place for various knowledge systems.The 14th BIAsp's curators have identified five thematic axes that will direct the event's talks, ideas, and proposals, drawing inspiration from the IPCC's (Intergovernmental Panel on Climate Change) findings, especially the AR6 report:–Preserving Forests and Reforesting Cities–Embracing Water–Refurbishing More and Building Green–Moving and Reaching Places Together with Renewable Energies–Ensuring Climate Justice and Social HousingSix architects—Renato Anelli, Karina de Souza, Marcos Cereto, Clevio Rabelo, Marcella Arruda, and Jerá Guarani—are part of the collective curatorship for the 14th BIAsp this year. Through their professional activities, they represent many regional contexts throughout Brazil.The top image in the article courtesy of São Paulo International Architecture Biennale.> via São Paulo International Architecture Biennale

Following our previous look at an opening for a Design/Build Faculty at the Yestermorrow Design/Build School, we are using this week’s edition of our Job Highlights series to explore an open role on Archinect Jobs for a Project Architect in Transit and Infrastructure at Dattner Architects. The role, based in New York City, calls for an individual to “lead teams on all phases of projects from design to construction.” Among the requirements for the role are experience in infrastructure projects and 7-10 years of relevant professional experience. “Previous experience with large civic projects and urban infrastructure, including construction documentation and administration in the New York area, is highly preferred,” the firm adds. Number 7 Subway Line Extension by Dattner Architects. Image credit: Dattner Architects. Why the role interests us The open role for a transit and infrastructure-focused role at Dattner offers us the opportunity to take a look back at recent major developments...

A requirement that ICE agents ensure courthouse arrests don’t clash with state and local laws has been rescinded by the agency. ICE declined to explain what that means for future enforcement.

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