Carried out by Talbot Mills, 68 percent of respondents agreed with the ultra wealthy being taxed more to support public goods like healthcare, housing and climate action.
Thirteen percent disagreed in the poll from 11-26 February of 1033 people.
Half of people surveyed – 50 percent – agreed there should be no billionaires while people struggle affording the basics like housing, food and healthcare.
Think tank director Gareth Hughes told Midday Report there is deep unease about how the economy is handling challenges like housing and the cost of living.
“Kiwis know that our tax system isn’t fair, it’s putting too much of the responsibility on workers, on things like GST, which are incredibly regressive,” he said.
“Yes, they would like those ultra-wealthy to be contributing more for our health and education system.
“That’s two-thirds agree that billionaires should be paying more to fund these public services.”
The numbers were closer together in another question in the poll – whether there should be a “billion-dollar wealth cap” or maximum amount of wealth a person can have.
Among the respondents, 37 percent agreed, while 34 percent disagreed.
“Oh, personally, I would be comfortable with that,” Hughes said.
“I think once you had a billion dollars you could get a certificate saying you’ve won capitalism and you could contribute to society.”
Hughes said he was part of a global network working to try to redesign the economic system “to deliver wellbeing for people and nature”.
He said it was a topic being raised overseas, and Wellbeing Economy Alliance Aotearoa wanted to test the idea in New Zealand.
“I acknowledge it’s a pretty new idea for New Zealanders, the idea of wealth caps,” he said.
“But remember, once upon a time we had very high marginal tax rates for the super wealthy in this country to contribute towards society.”
The National Business Review‘s annual rich list reported last year that New Zealand had 18 billionaires, up from 16 the year before.
“I think the big message though is that billionaires around the world and through corporate influence in New Zealand has seen a system which advantages them,” said Hughes.
“It’s very hard for people to pull themselves by their bootstraps today, you can almost say the ladder’s being pulled up behind the super-wealthy.”
Hughes said it was up to political leaders to put their solutions to the public.
On the question of billionaires paying more tax, 71 percent of people under 30 were supportive, and also 71 percent of people 30-44.
Sixty-eight percent of people 45-59 agreed and 64 percent of people polled over 60.
Eighty percent of Labour and Green voters agreed, 69% percent of Te Pāti Māori voters, 67 percent of the poll’s New Zealand First supporters, 58 percent of National and 44 percent Act.
The poll responses:
How strongly do you agree or disagree with the following:
The economic system in New Zealand is not set up to effectively address the big issues like housing, healthcare, and climate change. 66% total agree. 10% total disagree.
No one should be a billionaire while so many people struggle to afford basic necessities like housing, food, and healthcare. 50% total agree, 24% total disagree.
How strongly do you support or oppose the following in NZ:
Billionaires paying more tax to fund public goods like healthcare, housing, and climate action. 68% total agree. 13% total disagree.
Introducing a billion-dollar wealth cap – a maximum amount of wealth any person can legally hold. 37% total agree. 34% total disagree.
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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand
KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 4 March 2026 – AEON Bank, the first digital Islamic bank in Malaysia, has gone live with its Zakat feature on its digital banking app, making it easier than ever for Muslim customers to fulfil their mandatory obligation of Zakat Fitrah payment during the month of Ramadan.
This Zakat payment feature is made possible through a strategic partnership with Tulus Digital, an Islamic social finance fintech platform that serves as an authorized agent of the State Zakat authorities, including Pusat Pungutan Zakat MAIWP and Lembaga Zakat Selangor. Together, the collaboration provides a sah, secure, seamless end-to-end digital solution that effectively brings the Zakat payment directly to customers’ smartphones.
AEON Bank’s Chief Executive Officer, YM Raja Datin Paduka Teh Maimunah Raja Abdul Aziz said, “At AEON Bank, we believe that digital banking should be more than just about managing money; it should also support your lifestyle and values. By enabling the Zakat feature in our app, we are fulfilling the amanah to make mandatory religious obligations as convenient and stress-free as possible. This partnership with Tulus Digital is about merging ethical technology – just in time for Ramadan, allowing our customers to focus on their Rukun Islam amal ibadah while we facilitate the technical details.” Why Paying Your Zakat via AEON Bank App is Sah and Seamless
Ultimate Convenience : No queues, no physical counters. Pay anytime, anywhere, in just a few steps.
Comprehensive Coverage : It supports 11 types of Zakat, including Zakat Fitrah, Pendapatan (Income), Perniagaan (Business), Emas (Gold), KWSP and more.
Built-in Shariah Integrity : Every Zakat payment includes the digital Aqad (contract), ensuring your contribution is sah and compliant with Shariah principles.
Automated Record-Keeping : Receive an immediate in-app receipt and a formal notification from Tulus Digital. Official tax-deductible receipts from state authorities are easily accessible via their respective portals.
Tulus Digital’s Commercial Director, Ubaida Othman, added, “Our key focus is to enable secure, Shariah guided digital payments and social finance solutions. Tulus Digital provides payment settlement via secure API integrations, mobile applications, and enterprise-grade payment rails, directly into institutional bank accounts, serving state zakat authorities, corporate partners, and financial institutions across Malaysia. Through our strategic partnership with AEON Bank, we are committed to strengthen the country’s Islamic finance digital economy by combining ethical technology, Shariah governance, and purpose-driven financial innovation.”
Pay Your Zakat in 4 Simple Steps
Step 1 : Log in to the AEON Bank app Download the AEON Bank app and activate your Savings Account-i.
Step 2 : Select “Zakat” icon on the app’s home screen Click on the Zakat app on the Home screen and choose the authorised Zakat agency and the type of Zakat contribution.
Step 3 : Enter required details Fill in the necessary payment information, including the number of dependents or selected rice category (for Zakat Fitrah only).
Step 4 : Confirm and complete payment Review the details, click on the ‘T&C’ and ‘Aqad’, and authorise the transaction securely within the app to complete your Zakat contribution.
Upon successful payment, customers will receive :
Zakat payment receipt within the AEON Bank app
Zakat payment notification email from Tulus Digital, sent to the customer’s registered email address
Official Zakat receipt issued by the respective Zakat agency, accessible via the agency’s website
The introduction of the Zakat feature on the AEON Bank app further strengthens the Bank’s suite of digital utility services, seamlessly integrating financial and Shariah obligations in one secure digital platform. The service currently facilitates payments for Lembaga Zakat Selangor and Pusat Pungutan Zakat MAIWP, and AEON Bank will progressively enable contributions to other state Zakat authorities in the near future – all part of its commitment to expand accessible and trusted digital financial solutions anchored on Shariah governance and integrity.
Click HERE to visit AEON Bank’s website and download the AEON Bank app on the App Store or Google Play Store.
Schema Markup for SEO and GEO, combined with guaranteed posting on authentic news media, provides visibility boost for press releases.
HONG KONG SAR – Media OutReach Newswire – 4 March 2026 – Media OutReach Newswire, Asia Pacific’s Global Newswire, has introduced functionality for AI search, empowering brands and boosting PR visibility.
The AI search enabling tech, in combination with Media OutReach Newswire’s guaranteed online news posting exclusively on real and authentic media, enhance SEO (Search Engine Optimization) and GEO (Generative Engine Optimization) for AI search. This increases the visibility and reach of press releases distributed via Media OutReach Newswire.
Schema Markup Code is added to Media OutReach Newswire press releases posted online. This key piece of technology significantly enhances both SEO and GEO.
The code helps search engines index, find and list content in search results, while making AI models like LLMs discover, understand, surface and cite content in AI generated answers – increasing the visibility and reach of press releases.
LLMs and other AI models rely heavily on credible, and authoritative online sources, and among the top-ranked are authentic news media sites – sources with authority, content frequency, consistency and with strong E-E-A-T signals, signalling authenticity.
MediaOutReach Newswire is the only global newswire that offers Guaranteed Online Posting exclusively on real, authentic news media sites.
Press releases with Schema Markup code, published verbatim on real online news media sites, are seen by LLMs as trusted information, enhancing both SEO and GEO. As a result, Media OutReach Newswire’s press release distribution builds trust with journalists and audiences, while empowering SEO, GEO for AI search and LLM citations.
Jennifer Kok, Founder & CEO of Media OutReach Newswire, said: “As part of our continuous strive to redefine press release distribution, we are pleased to introduce this research-based technology, which, combined with our guaranteed online news postings, empowers both SEO, GEO for AI search, as well as LLM citations. I am proud of our strong focus on innovation and that we the only newswire that provides guaranteed online news posting exclusively and 100% on real, authentic news media.”
Media OutReach Newswire continuously adopts and develops AI technology to further improve its Total Communications Solutions, helping PR professionals achieve success, with targeted distribution, direct journalist access, guaranteed visibility on real news media, data insights, ready-to-use reporting, and C-suite ready PR campaign intelligence showing ROI.
New Board Appointments and Strategic Partnerships Drive Fresh Momentum Accelerating Expansion into Chinese Medicine and Physiotherapy
HONG KONG SAR – Media OutReach Newswire – 4 March 2026 – Trinity Medical Group (“Trinity Medical” or the “Group”), a leading provider of patient-centred healthcare premium diagnostic imaging and screening services, today marks a significant milestone with its 10th anniversary. The Group is pleased to announce the appointment of Professor Wu Ting-yuk, Anthony, GBS, JP, Member of the Standing Committee of the 12th and 13th National Committee of the Chinese People’s Political Consultative Conference (CPPCC), and Dr. the Honourable Lam Ching-choi, GBS, JP, Member of the Executive Council, to its Board Members. In addition, the Group has entered into strategic partnerships with FWD, Prudential Hong Kong Limited, YF Life Insurance International Limited and United Imaging (in alphabetical order of company names), enhancing cross-sector synergies between premium healthcare services and insurance solutions to deliver comprehensive and high-quality care for clients.
Trinity Medical Group hosts its 10th anniversary celebration, which brings together distinguished leaders from the government, business, and medical sectors. The event is a remarkable success and sees an exceptional turnout.
The Group celebrated its 10th anniversary yesterday (3 March), bringing together distinguished guests, Professor Lo Chung-mau, BBS, JP, Secretary for Health; Mr. Fan Hung-ling, Henry, SBS, JP, Chairman of the Hospital Authority; Mr. Tong Ka-shing, Carlson, GBS, JP, Chairman of Hong Kong Exchanges and Clearing Limited; and Professor Ma Si-hang, Frederick, GBS, JP, Chairman of the Hong Kong Trade Development Council, to commemorate this major chapter in its journey.
Mr. Lau Kevin Chung-hang, MH, Founder of Trinity Medical Group, remarked in the welcome speech, “With the steadfast support of our insurance partners, corporate clients, and medical professionals, as well as the commitment and trust of our professional team, our Group is proud to reach this significant 10th anniversary milestone. Looking ahead, we will remain dedicated to the principles of preventive medicine and will proactively expand our service portfolio. This year, we plan to introduce Traditional Chinese Medicine and physiotherapy services, further diversifying our offerings and providing the community with more comprehensive care as we drive the Group’s ongoing development.”
Mr. Lau Kevin Chung-hang, MH, Founder of Trinity Medical Group, delivered the welcome address. Mrs. Christine Ma-Lau, Director of Trinity Medical Group, delivered the thank-you speech.
Trinity Medical welcomes Professor Wu Ting-yuk, Anthony, GBS, JP, Member of the 12th and 13th Standing Committee of the National Committee of the CPPCC, as Non-Executive Chairman, and Dr. the Honourable Lam Ching-choi, GBS, JP, Member of the Executive Council, as Independent Non-Executive Director.Mr. Lau Kevin Chung-hang, MH remarked in his speech, “Professor Wu brings more than networks; he brings international governance DNA; Dr. Lam connects our boardroom strategy to bedside community care.” With the addition of these highly respected industry leaders, the Group is confident that their expertise and strategic insight will significantly strengthen the Group’s vision, clinical capabilities and overall growth trajectory, injecting new momentum into the Group’s future development.
Professor Wu Ting-yuk, Anthony, GBS, JP, Non-Executive Chairman of Trinity Medical Group (Left); Dr. the Honourable Lam Ching-choi, GBS, JP, Independent Non-Executive Director of Trinity Medical Group (Right).
Forging Cross-Industry Alliances to Pioneer New Frontiers in Chinese Medicine Consultations and Physiotherapy
At the anniversary celebration, Trinity Medical announced the strategic cooperation agreements with FWD, Prudential Hong Kong Limited, YF Life Insurance International Limited, and United Imaging. Through these partnerships, the Group aims to deliver international-standard diagnostic services and diverse insurance solutions, creating a seamless, one-stop integrated healthcare experience for clients.
Trinity Medical Group enters into a strategic partnership agreement with FWD and is honoured to have Mr. Ken Lau, Managing Director of Greater China and Hong Kong Chief Executive Officer, FWD, to attained the event and join the commemorative photo.
Trinity Medical Group enters into a strategic partnership agreement with Prudential Hong Kong Limited and is honoured to have Ms. Candy Au Yeung, Chief Customer Operation and Health Officer, Prudential Hong Kong Limited to attend the event and join the commemorative photo.
Trinity Medical Group enters into a strategic partnership agreement with YF Life Insurance Limited and is honoured to have Ms. Jasmine Hui, Chief Proposition Officer and Senior Vice President, YF Life Insurance Limited, to attend the event and join the commemorative photo.
Trinity Medical Group enters into a strategic partnership agreement with United Imaging, and expresses gratitude for United Imaging’s significant support in advancing medical technology.
Looking ahead, Trinity Medical will further diversify its service portfolio, including the introduction of Traditional Chinese Medicine (TCM) consultations and physiotherapy services this year. These initiatives will continue to advance holistic recovery and preventive care initiatives. These efforts are designed to address the growing demand for premium healthcare and to reinforce the Group’s leadership within the sector.
Since its establishment in 2016, Trinity Medical has been committed to providing high-quality diagnostic imaging and health screening services. The Group continues to expand its clinical and check-up offerings, underscoring its drive for diversified development and excellence. To date, the Group has formed partnerships with over 10 insurance companies and earned the trust of over 300 corporate clients.
The professional team now exeeds 200 members, collectively having served more than 1.8 million individual clients. Its online health platform has recorded over 5.5 million visits, underscoring the Group’s industry leadership and strong market reputation.
In addition, Trinity Medical has also actively contributed to the community, including:
Supporting government primary healthcare policies: Over the past decade, the Group has provided influenza, COVID-19, and HPV vaccinations to more than 10,000 schoolchildren, helping to build herd immunity.
COVID-19 response: Throughout the pandemic, all Trinity Medical centres across the city offered COVID-19 vaccinations and PCR testing, providing accessible services throughout Hong Kong.
Supporting the “eHealth” initiative: By participating in the Hospital Authority’s referral network and the Electronic Health Record Sharing System, the Group has helped relieve the burden for tens of thousands of public hospital patients.
Appointed as a “SafeCity Ambassador 2025”: Trinity Medical has partnered with the Hong Kong Police Force to jointly promote crime prevention, cyber security, and mental health awareness.
Championing youth development: Through participation in the “Strive and Rise Programme,” the Group helps secondary school students learn about the medical profession and supports their personal growth.
Recognised for corporate social responsibility: The Group has been awarded the “Caring Company” and “Good Employer” accolades for consecutive years, reflecting our dedication to social welfare, employee development, and environmental protection.
(Starting from the left) Mrs. Christine Ma-Lau, Director of Trinity Medical Group; Dr. the Honourable Lam Ching-choi, GBS, JP, Independent Non-Executive Director of the Group; Professor Wu Ting-yuk, Anthony, GBS, JP, Non-Executive Chairman of the Group; and Mr. Lau Kevin Chung-hang, MH, Founder of the Group, officiate at the toasting ceremony.
Trinity Medical Group’s 10th Anniversary Celebration is attended and supported by prominent leaders from the government and business sectors.
Click here to download more event photos.
Hashtag: #TrinityMedical
The issuer is solely responsible for the content of this announcement.
As the global “SaaSpocalypse” reshapes enterprise software, data from the Asia-headquartered AI commerce platform reveals a decisive shift in how businesses are buying and deploying technology.
SINGAPORE – Media OutReach Newswire – 4 March 2026 – New data from SleekFlow, an AI-native agentic commerce platform serving over 2,000 businesses across 80 countries, points to a sharp shift in software buying behavior. In Q4 2025, 76% of newly acquired customers on the platform bypassed traditional messaging tiers entirely and signed up directly for AI plans. Many upgraded their usage within 90 days.
The data arrives amid what Wall Street has dubbed the “SaaSpocalypse” — a sector-wide sell-off that has erased hundreds of billions in market value from legacy SaaS companies as investors reassess traditional per-seat software models in an agentic AI world. SleekFlow’s numbers tell the story from the buy side: businesses aren’t experimenting with AI cautiously. They’re choosing it outright at the point of purchase.
Since launching AgentFlow in July 2025 — a platform that lets businesses build and deploy autonomous AI agents across messaging channels — SleekFlow has tracked a rapid acceleration:
76% of new customers chose AI-native plans over basic tiers in Q4 2025
64% quarter-on-quarter growth in new customer acquisition
25% quarter-on-quarter revenue growth
Self-serve sign-up rates nearly doubled since the AgentFlow launch
“The market is moving past the era of static tools,” saidHenson Tsai, Founder and CEO of SleekFlow. “Businesses are no longer buying software to make their teams more efficient. They’re buying AI agents that function as a digital workforce.”
SleekFlow’s AI agents operate across WhatsApp, Instagram, and live chat, handling the full customer journey — from inquiry to product recommendation to payment processing — without human intervention. The platform’s underlying AI continuously learns from millions of daily messages and customer interactions, building an evolving understanding of each customer’s history and autonomously identifying gaps in its own knowledge. The company calls this approach “agentic commerce” — AI that doesn’t just chat, but transacts.
The shift is being felt at enterprise scale. HKBN, the publicly-listed Hong Kong telecommunications company, deployed AgentFlow earlier this year. Kenneth She, HKBN’s Chief Transformation Officer, said the deployment changed the company’s entire growth trajectory.
SleekFlow is now expanding its agent suite to include specialized AI for data analysis, customer retention, and pricing optimization. The company’s technical roadmap is led by a Silicon Valley veteran and former CTO of LinkedIn China. Tsai expects SleekFlow to more than double its revenue year-over-year by the end of 2026.
“The winners of 2026 won’t be those who adopted AI,” Tsai said. “They’ll be those who were rebuilt by it.”
HONG KONG SAR – Media OutReach Newswire – 4 March 2026 – Best Nights VC (BNVC) is proud to announce its investment in Mad Monkey, one of the world’s leading socially responsible hostel groups, joining lead investor EXS Capital. With locations across Southeast Asia and Australia, Mad Monkey welcomes hundreds of thousands of young travelers every year, creating unforgettable nights, lifelong friendships, and meaningful human connection on the road.
For Best Nights VC, the venture capital investment firm of globally known spirits brand Jägermeister, this partnership is a natural strategic fit. Best Nights don’t only happen at home, they happen while traveling, meeting strangers who become friends, and sharing unique experiences in unfamiliar places. Perfectly reflecting BNVC’s Emerging Markets Strategy, Mad Monkey stands out as a hospitality platform that already enables more than one million bed nights for over 115,000 guests a year across seven countries, including the Philippines, Cambodia, Indonesia, Vietnam, Thailand, Laos, and Australia, creating epic social connections on the journey.
“This investment marks an exciting next chapter for Mad Monkey,” said Tom Edwards, Co-Founder and Director at Mad Monkey. “With the support of EXS and Best Nights VC, we’re excited to continue with our growth plan while staying true to our mission of creating meaningful, inclusive travel experiences. Their shared belief in connection, community, and responsible travel strongly reflects our own values.”
“We’re delighted to welcome Best Nights VC into the Mad Monkey journey,” said Eric Solberg, Founder and CEO of EXS Capital. “Their deep understanding of culture-led consumer brands and their focus on meaningful social experiences make them a natural partner. Together, we see strong alignment in supporting Mad Monkey’s continued expansion and its ability to create safe, high-energy environments for travelers.”
“We’re excited to join EXS in backing Mad Monkey,” said Lorrain de Silva, Managing Director at Best Nights VC. “From empowering solo travelers to creating authentic social connection on the road, Mad Monkey represents exactly the kind of platform we believe in. We’re proud to come on board and contribute to a brand that already delivers more than one million Best Nights every year.”
Mad Monkey embodies the core mission of Best Nights VC: building safe, inclusive, high-energy environments where people connect, celebrate, and discover new cultures together. This investment is anchored in three narrative pillars that define Mad Monkey’s impact and long-term relevance:
Empowering the Solo Traveler
Safety at Mad Monkey is not an add-on, it is the foundation for inclusivity. Especially for first-time and solo female travelers, Mad Monkey offers a trusted and consistent standard across 24 locations in
Southeast Asia. From secure accommodation to strong on-site communities, the brand provides a reliable safety net that enables confidence, independence, and freedom of movement.
Social Tech: Connection Before Arrival
Mad Monkey bridges digital convenience with real-world connection. Through the Mad Monkey App, guests can see their future “tribe” before they arrive. Features such as pre-stay chat and real-time guest transparency allow travelers to start building community even before packing their bags, and allowing an extended user experience beyond the trip – fostering immediate social bonds, accountability, a sense of belonging from day one and lasting connections.
Community Impact
Guided by the belief that “one community shouldn’t ruin it for the next,” Mad Monkey sees itself as a guest in every region it operates. Its CSR initiatives are designed to support local communities and ecosystems rather than exploit them, Mad Monkey is proud to employ 77% of their staff from outside city communities ensuring that the local communities are enriched by the platform too.
Together, Mad Monkey, EXS and Best Nights VC are excited to co-create the next chapter of global backpacker culture, scaling experience-driven hospitality, expanding into new markets, and delivering more moments of joy, connection, and adventure worldwide.
More Best Nights. More global community. More meaningful travel experiences. www.bestnights.vc www.madmonkeyhostels.com https://www.exs.com
Hashtag: #MadMonkey #BNVC #EXSCapital
The issuer is solely responsible for the content of this announcement.
Legal action over a controversial mega-dump in Auckland’s Dome Valley is continuing, with Forest and Bird granted leave to appeal part of the decision to approve the landfill.
Forest and Bird will appeal the Environment Court’s 2023 decision to allow the landfill to go ahead, focusing on river protections.
The proposed landfill is 80 hectares and would collect around half of Auckland’s annual waste – but about 12 kilometres of streams in the valley would be destroyed within its footprint.
Forest and Bird senior environmental lawyer May Downing said the case raises critical questions about how rivers are protected across the country.
“These aren’t just a river that’s nice to look at they’re essential habitat for indigenous fresh water species,” she said.
“The concern really is the normalisation of river loss when it’s something that should be stopped, not normalised especially for this type of development.”
Dome Valley is five kilometres from Warkworth and home to Hochstetter’s frogs, freshwater species, pekapeka-tou-roa long-tailed bats and diverse birdlife.
Downing said the landfill’s approval also raised questions about whether riparian planting elsewhere can really mitigate the loss of rivers destroyed by a landfill.
Timeline of events:
2021: Landfill given conditional approval by Auckland Council’s independent commissioner panel
2023: Environment Court provisionally granted consent after iwi and community groups appealed council’s decision
2024: High Court dismissed two appeals of Environment Court decision
2025: Forest and Bird asked for leave to appeal High Court decision, in Court of Appeal
2026: Court of Appeal grants leave in part for Forest and Bird to appeal
As part of the consenting process, developers can often offset the loss of a stream by agreeing to undertake stream protection work elsewhere – sometimes in different regions.
In this case, Waste Management proposed a general mitigation, offset and compensation package to address the stream loss, including riparian planting of up to 60km of streams elsewhere – likely in the Hoteo catchment of the Kaipara Harbour.
It alternatively offered to pay $10 million for these works to be done – these will be considered in the ongoing Environment Court process.
Forest and Bird’s appeal relates to the interpretation of the National Policy Statement for Freshwater Management and whether it allows streams to be removed to make way for a landfill.
When Waste Management lodged plans for the dump, it was strongly opposed by iwi and community groups due to cultural and environmental concerns.
Waste Management has said the landfill was needed to cater for Auckland’s growth.
It opposed Forest and Bird’s application for leave to appeal the decision, as did interested parties Manuhiri Kaitiaki Charitable Trust, Ngāti Whātua Ōrākei Whai Maia and Environ Holdings.
Auckland Council declined to comment on the Court of Appeal’s decision to allow an appeal in part.
A hearing date for the appeal is still to be confirmed.
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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand
SINGAPORE – Media OutReach Newswire – 4 March 2026 – Despite seeming predictable in hindsight, Black Swans are unexpected or unforeseen events that are highly disruptive and economically damaging. Examples include the 9/11 attacks of 2001 in the US, the 2008 global financial crisis, and the Covid-19 pandemic. Allianz Research estimates cumulative global GDP losses from the pandemic between 2020 and 2023 to be in the region of US$12trn.In addition to the huge financial and business costs, such events typically have long-lasting implications, resulting in geopolitical and societal shifts that continue many years after the initial event. According to new Allianz Risk Barometer analysis, more than half of the 3,000+ respondents (51%) identify a global supply chain paralysis due to a geopolitical conflict as the most plausible Black Swan scenario globally which could impact their company in the next five years. Fear of a global internet outage ranks second (47%) which reflects the increasing awareness of cyber and artificial intelligence (AI) risks among business leaders.
Respondents in Asia Pacific also identified a global supply chain paralysis and global internet outrage as the two most plausible Black Swan scenarios; the former is ranked first in China and Hong Kong, Singapore, and South Korea, while the latter is ranked first in Australia, India, Japan, Malaysia, and Thailand.
Allianz Commercial CEO Thomas Lillelundcomments: “Although Black Swan events are notseen to be immediately likely, these rare, high-impact scenarios are perceived as increasingly plausible and should be considered by executive boards given their potential consequences.Growing interconnectivity across both physical and digital supply chains means disruptions now cascade much faster and can turninto major losses. In today’s fragmented geopolitical environment, companies must double down on resilience and integrated risk management to ride out the next perfect storm.”
Geopolitics is a key driver for Black Swans Given the current geopolitical environment, it is no surprise that supply chain paralysis resulting from a geopolitical conflict is regarded as the most plausible Black Swan scenario. The threats of tariffs, trade wars and protectionism, as well as disruption to supply chains and shipping caused by regional conflicts in the Middle East and Russia / Ukraine are at the top of every board agenda. Allianz Research estimates that cumulative GDP losses over a two-year horizon triggered by a global supply chain disruption on the scale of the war in Ukraine could total US$1.5trn. In fact, political-related risks stand out as a leading potential trigger for Black Swan events, according to respondents. Mass social unrest and political instability is regarded as the fourth most plausible scenario globally (29%) and is a top three risk in the Americas (31%) and Africa and the Middle East (41%) regions, as well as in France (42%), for example. A sudden collapse of a major financial institution or a sovereign debt crisis, leading to a global liquidity crisis and severe market volatility ranks third (30%).
Interconnectivity and interdependency of both physical and digital supply chains are potentially increasing vulnerability at a time of geopolitical uncertainty, rapid advances in technology, and climate change. Businesses and global supply chains are also more vulnerable to Black Swan events due to growing concentrations of economic activity reliant on a limited number of critical suppliers and products in areas like AI and digital services, semiconductors, rare earth processors and transition technologies.
Company size influences risk perception Global supply chain paralysis due to a geopolitical conflict halting the movement of goods and raw materials ranks top for both large (>US$500mn annual revenue, 55% of responses) and mid-sized companies (US$100mn+ to US$500mn, 52%). In contrast, smaller companies (
“Awareness of Black Swans and the need to build resilience has increased in recent years, but businesses can never fully prepare for rare high impact events such as a global outage or an unforeseen climate-related catastrophe. Building organizational agility, fostering a risk-aware culture and developing scalable response plans for a range of scenarios remain the most practical steps to best prepare for Black Swan events. Insurers can play a critical role in helping businesses strengthen their resilience in areas such as cyber risk and support more informed decisions when assessing and selecting critical suppliers,” says Michael Bruch, Global Head of Risk Consulting Advisory Services, Allianz Commercial.
The mother of a baby found unresponsive in a South Auckland home has described her broken relationship, drug use, and the day her son died, before a Coroner’s inquest on Wednesday.
Ten-month-old Poseidyn Hemopo-Pickering was rushed to Middlemore Hospital and later moved to Starship Children’s Hospital on the evening of 5 September, 2020.
He died a few hours later.
His father, Anthony Simon Pickering, was acquitted of murdering his son in 2022 after a jury trial, and no one has been held responsible for his death.
Today, the Coroner heard from Poseidyn’s mother, Filoi Huakau, who told the court she had a fractured relationship with Poseidyn’s father, who was also present.
She said the couple domestically abused one another.
“I would say we were like showponies, we would smile for the camera but we had a lot of brokenness between us behind closed doors,” Huakau said.
“We lacked the ability to communicate properly with one another, and there was barely any affections between us.”
Huakau said the pair were heavy methamphetamine users. Her meth use continued while she was pregnant with Poseidyn.
She had said Poseidyn’s parentage was a point of debate and argument for the pair, and that it was only confirmed after his death that Pickering was in fact his biological father.
It was a miracle he had been born healthy, she said, given how much she was using and how little she was eating.
She told the court she had previously given mixed accounts to police of what happened, saying the account given on Wednesday would clear the air.
“Every time that I provided a statement, my head was in a scramble.
“What happened back then, and some of the things I said, no longer sit right with me.”
Huakau said she did not know why she lied to police.
“It is really hard to explain why I lied about certain things, but I was honestly fried, in almost every single statement that I gave,” she said.
“I know it looks like I was probably trying to cover up the truth, but to be completely honest I didn’t even know the truth, I suppose I was really just trying to find a way to justify what happened to myself.”
Huakau paused several times while giving evidence to collect herself, wiping her face with tissues.
She recalled being in the hospital with Poseidyn, and Pickering suddenly mentioning for the first time that the baby had hit his head on the window sill while his mother was out.
Poseidyn had suffered a blood clot and a fracture.
“I screamed at Simon and said, ‘why the F didn’t you say something’, he said he had only just remembered it now,” Huakau said.
“All I remember is just crying.”
She spoke about a family hui following Poseidyn’s death, in which she and Pickering were told one of them would need to take the blame for their child’s death, and that it needed to be Pickering.
‘Your lowest low’
Later in the day, Huakau was questioned by her lawyer Kima Tuialii, who acknowledged the loss she had suffered.
“We all know that you’re sitting where ideally no mother or parent should ever have to sit, before a Coroner in a court, trying to understand what’s happened to their baby.”
She commented on Huakau’s journey to recovery.
“We’ve spoken about really your lowest low, and some of your deepest hurts,” Tuialii said.
“The way you’ve turned things around have been nothing short of remarkable, and I think that everybody in this room would agree with that.”
She asked Huakau if she believed she could have done better.
“Absolutely,” Huakau said.
“I do acknowledge that my kids were neglected, I do believe that they deserved a lot more than what they did get.”
Tuialii asked if she ever hurt Poseidyn.
“Never,” Huakau said.
– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand
HANOI, VIETNAM – Media OutReach Newswire – 4 March 2026 – Can Giois Ho Chi Minh City’s coastal district,a threshold where a metropolis of more than 10 million people meets the vast ecological reserve of mangrove forests and the open sea. Such geography cannot be replicated. Now, at this rare intersection of city and biosphere, Vinhomes Green Paradise is steadily transforming vision into reality, shaping a new coastal urban paradigm for the next generation.
Among hundreds of candidates from across the globe, Vinhomes Green Paradise has emerged as the first official participant in the global campaign New7Wonders’ “7 Wonders of Future Cities”. It signals that on the southern edge of Ho Chi Minh City, in Can Gio’s coastal expanse, a new urban thesis is being tested – one in which development is calibrated not by vertical ambition alone, but by the durability of its quality of life.
“Vinhomes Green Paradise is a truly compelling model for the concept of a ‘future city,’” said Jean-Paul de la Fuente, Director of New7Wonders and President of the “7 Wonders of Future Cities” campaign. “Here, the benchmark of progress is measured in the quality of living across generations.”
That future is now materializing at pace. Construction advances with uncommon velocity. Infrastructure grids are being laid with the discipline of long-term urban choreography. At the center of this unfolding ecosystem lies a 50-meter-wide artery known as the “Future Boulevard” – planned as the district’s commercial spine and among the earliest components to be completed and activated.
To acquire a Boulevard Prime townhouse along this axis is, by many measures, to participate in the district’s economic overture before the crescendo. Can Gio is envisioned as a tourism capital welcoming up to 40 million visitors annually. As infrastructure scales and connectivity deepens, the pricing paradigm is expected to reset accordingly. Early ownership, therefore, is a position in an emerging consumption corridor.
The Irreplicable Value of a “Rare Axis”
In urban economics, frontage along a primary commercial axis carries a structural premium. In Can Gio, this logic is rendered tangible along the 50-meter Future Boulevard, the first commercial lifeline of Vinhomes Green Paradise.
Each segment of the street is anchored to a destination of international scale: a six-star luxury resort; the 5,000-seat Blue Waves Theater; the global entertainment complex VinWonders; a Safari park; the 24/7 retail and leisure hub Cosmo Bay; Landmark Harbour international marina; twin 18-hole golf courses; and a five-star Vinmec International Hospital.
According to development plans, these flagship amenities are slated for substantial completion by the third quarter of 2027. Once synchronized in operation, the boulevard will transcend its infrastructural role. It will function as a sustained “consumption corridor” – channeling a stable, continuous stream of visitors past the doors of Boulevard Prime properties.
The anticipated clientele arrives for resort stays, theatrical performances, golf tournaments, wellness programs, global events – activities that imply longer dwell times and elevated discretionary spending. The rhythm of commerce here is not circumscribed by office hours. It extends day and night, across all seasons.
Such an environment is naturally suited to structured, premium service models: fine-dining establishments; curated boutiques; concept stores; flagship showrooms; spa and wellness centers; branded hospitality hybrids. The boulevard’s design, retail interlaced with major attractions, ensures that each property benefits not from a single demand stream, but from layered and overlapping consumer flows.
This “amenity-adjacent” architecture confers resilience. When consumption is underwritten by an entire ecosystem rather than a solitary anchor, volatility is diffused. As the district matures and visitor patterns stabilize, assets positioned along the core axis are likely to see their competitive advantages sharpen.
It is this structural clarity, of connectivity, scarcity and projected demand, that positions Boulevard Prime as a focal point for international capital seeking long-horizon growth in Southeast Asia’s evolving urban markets.
Securing Capital Costs, Anticipating the Cycle
Urban planners often note that the intrinsic value of commercial property along a central axis derives from infrastructural singularity. A city may expand outward, layering additional amenities and residential clusters, but it rarely replicates its primary connective spine. Once established, such axes become enduring frameworks around which value consolidates.
In Can Gio, the 50-meter Future Boulevard is the sole route designed to link, directly and comprehensively, the district’s full spectrum of large-scale amenities. The supply of Boulevard Prime townhouses along this stretch is, by definition, finite. As the urban organism reaches operational maturity, that scarcity is expected to become increasingly pronounced.
If rarity underwrites long-term value, timing determines margin. At the present juncture, while the boulevard is advancing toward completion, pricing does not yet fully encode the district’s projected consumption capacity. Early investors retain latitude in site selection and stand to capture the repricing that typically accompanies infrastructural activation.
Complementing locational advantage is a financing structure engineered to minimize capital risk. The program “Buy a Vinhomes Home – No Worries About Interest Rates” offers 0% interest support for 36 months, followed by a capped maximum rate of 9% per annum for the subsequent 24 months. In effect, investors can model capital costs across a five-year horizon with unusual clarity.
This structure is calibrated to an entire economic cycle. Rather than remaining exposed to market rate volatility, investors can establish predictable cash-flow projections from the outset. In a climate where interest rates exhibit upward pressure and liquidity discipline tempers expansion plans, such insulation functions as a financial shield.
Long-term fixed-rate commitments of this duration are not commonplace in the current market. They presuppose balance-sheet strength and a willingness on the part of the developer to absorb rate risk alongside buyers. For investors, particularly those navigating cross-border allocations, this arrangement reduces friction at the point of entry and fortifies holding strategy during the formative years of the district’s growth.
A City Measured in Generations
What distinguishes Vinhomes Green Paradise is not a singular building or amenity, but its integrative thesis. It proposes that tourism, culture, healthcare, recreation and commerce need not exist as disjointed clusters. When orchestrated deliberately, they can reinforce one another, creating both a lifestyle destination and a durable economic engine.
In that sense, the project’s participation in the New7Wonders campaign reads less as accolade and more as validation of intent. The aspiration is to cultivate a city where daily life, for residents, entrepreneurs and visitors alike, unfolds within a coherent, future-oriented framework.
If cities of the past were defined by fortifications or factories, and the cities of the 20th century by skylines, the cities of the future may well be judged by their capacity to harmonize infrastructure with human experience. In Can Gio, that experiment is already underway – not as speculation, but as construction steel rising against the coastal horizon.
Hashtag: #Vinhomes
The issuer is solely responsible for the content of this announcement.
HANOI, VIETNAM – Media OutReach Newswire – 4 March 2026 – VinEnergo announces its large-scale global expansion plan, initially focusing on Asia and Europe with a renewable energy project portfolio totaling 10 GW that has officially secured development agreements. In addition to the capacity already approved in Vietnam, over the next three years VinEnergo will continue expanding its operations and increase its total deployed capacity to 100 GW, positioning itself as a leading global renewable energy enterprise and deepening its participation in the international energy transition.
Mr. Nguyen Anh Khoa, CEO of VinEnergo (left), and Mr. Karsten Nielsen, Founder and CEO of GreenGo Energy Group (right), at the partnership signing ceremony between the two parties.
Under its overall plan, VinEnergo targets the development of 100 GW of renewable energy over the next three years, including 50 GW in core international markets such as North America, Northern Europe, the Mediterranean, and Southeast Asia. These regions demonstrate rapidly-growing power demand, strong renewable energy promotion policies, and significant development headroom for international investors.
In parallel, VinEnergo will also explore expansion into other potential markets such as Central Asia and Africa, where electricity demand and emissions reduction requirements are rising rapidly. Through collaboration with governments and relevant stakeholders, VinEnergo will develop sustainable energy sources, support businesses in accessing clean electricity, contribute to Net Zero goals, and directly participate in shaping green energy policy.
To establish a solid foundation for the structured and long-term deployment of renewable energy projects, VinEnergo has signed partnerships with international financial institutions to access green credit. In addition, VinEnergo has reached agreements with multiple reputable foreign partners to develop a 10 GW project portfolio, with the overall objective of mastering all stages, from design, schedule management, and commercial structuring to long-term operations.
Specifically, in Northern Europe, VinEnergo partners with GreenGo Energy to develop a renewable energy project portfolio of 2 GW in Denmark and Sweden. In the long term, the company plans to expand its capacity in Northern Europe and across Europe to 6.2 GW.
In the Philippines, VinEnergo will develop projects totaling 1.3 GW with NKS Renewables Inc, 1.2 GW with URG Asia Corporation, and 1.3 GW with 11.11 Growth Properties, focusing on large-scale solar power projects in favorable areas such as Luzon, Visayas, and Mindanao.
In these co-development projects, VinEnergo holds over 80 percent ownership and acts as the primary developer, responsible for capital mobilization, construction, and long-term operations. Several projects commenced in early 2026 and are expected to begin operations during 2027 to 2028.
Mr. Andre Pablo G. Fausto, President of NKS Renewables (left), and Mr. Nguyen Anh Khoa, CEO of VinEnergo (right), at the partnership signing ceremony between the two parties.
With in-house capability in the manufacturing and integration of battery energy storage systems (BESS), VinEnergo can standardize design, secure equipment supply proactively, and synchronize technical solutions across its entire portfolio. This ensures high operational stability, reduces schedule risk, and optimizes project economics, particularly in markets with high renewable penetration and increasingly stringent dispatch requirements.
According to the plan, in the first quarter of 2026, VinEnergo will increase its total international renewable energy portfolio to 20 GW, with at least 8 GW of additional projects in Southeast Asia and Africa to be signed during the period.
Mr. Nguyen Anh Khoa, Chief Executive Officer of VinEnergo, stated: “Entering 2026, VinEnergo moves into a new development phase with the aspiration to become a renewable energy enterprise with global scale and competitiveness. The simultaneous deployment of a large portfolio across multiple markets affirms our capacity for governance and execution of complex projects. VinEnergo believes we will make an important contribution to the global energy transition process, while elevating the stature of Vietnamese enterprises on the global green energy map.”
In 2025, VinEnergo broke ground on the Hai Phong LNG thermal power plant, with a total investment of approximately VND 178 trillion and a designed capacity of 4,800 MW, placing it among the largest LNG-to-power projects in Vietnam and globally. VinEnergo has also been assigned as the investor for two offshore wind power projects in Ha Tinh, totaling approximately 900 MW with a combined investment exceeding VND 39 trillion.
Most recently, VinEnergo also invested in Phase 1 of the Hon Trau Wind Power Plant project in Gia Lai, with a capacity of 750 MW, one of the largest renewable energy projects in the province. In addition, VinEnergo has been approved as the qualified investor for the Vinh Thuan Wind Power Project, with a capacity of 143 MW.
Co-operation agreements both domestically and internationally reflect partners’ confidence in VinEnergo’s financial strength, governance, and execution capability, while affirming the company’s increasingly established position in the international renewable energy value chain.
With a long-term development orientation and as part of the Vingroup ecosystem, VinEnergo pursues the mission of providing clean, stable, and efficient energy, aligned with disciplined investment, international governance standards, and sustainable value creation for the community, while proactively adopting the latest trends such as AI and big data applications in operations and smart power solution development.
Hashtag: #VinEnergo
The issuer is solely responsible for the content of this announcement.
Building on the acquisition of Illumex by NVIDIA, the firm validates its Seed-to-Exit thesis and reinforces its mission to bridge Asian capital with world-class DeepTech.
TAIPEI, TAIWAN – Media OutReach Newswire – 4 March 2026 – Cardumen Capital, a leading European DeepTech venture capital firm, today marks a pivotal milestone in its international momentum following the acquisition of its portfolio company, Illumex, by NVIDIA. This landmark exit further solidifies the firm’s strategic presence in the Asia-Pacific region and cements its 2019 vintage fund’s position as a leading performer within its vintage cohort.
A Seed-to-Exit Success Story
Cardumen Capital was Illumex’s first investor and led its 2021 seed round, supporting the company from inception through to exit. General Partners Gonzalo Martínez de Azagra and Igor de la Sota identified the startup’s potential at the seed stage, guiding it toward this landmark milestone.
“This acquisition validates our DeepTech thesis,” said Gonzalo Martínez de Azagra. “By backing visionary founders early, we demonstrate our ability to identify the core building blocks of the AI era.”
Igor de la Sota added: “The success of the Illumex exit underscores the global demand for robust data infrastructure in the age of Generative AI. We are proud to have supported the team from day one in building a platform that now sits at the heart of the world’s AI computing network.”
Strengthening the Bridge to Asia-Pacific
Illumex joining NVIDIA serves as a powerful catalyst for Cardumen Capital’s mission in Asia. Led by Taipei-based APAC Venture Partner Stan Yu, a serial entrepreneur turned venture capitalist, the firm is intensifying its efforts to bridge Asian strategic capital with world-class innovation hubs in Europe, Israel, and global DeepTech ecosystems.
“Building on this milestone exit to NVIDIA, we are seeing unprecedented momentum for our strategy in the APAC region,” said Stan Yu. “The journey of Illumex proves the caliber of opportunities we bring to our partners. From our base in Asia, we are uniquely positioned to facilitate these high-stakes connections, ensuring that Asian institutional capital has exclusive access to the next wave of transformative DeepTech and frontier innovations.”
As a pioneering venture capital firm with a dedicated partner presence in Taipei bridging the EMEA tech ecosystem, Cardumen Capital is uniquely positioned to drive cross-border synergies and deliver the performance expected by the institutional investment landscape in Asia.
Whitireia and WelTec has launched the 2026 teaching year with a series of uplifting Pōwhiri, Mihi Whakatau and orientation events across their campuses, marking an exciting beginning for both new and returning ākonga (students). The events brought together ākonga and their whānau, kaimahi (staff), and community in a spirit of unity and anticipation for the year ahead.
Delivered in partnership with Ngāti Toa Rangatira and Te Āti Awa, the Pōwhiri and Mihi Whakatau remain a cornerstone of the Whitireia and WelTec experience. These ceremonies formally welcome ākonga into the Whitireia and WelTec whānau, honouring te ao Māori and reinforcing the values of connection, culture, belonging and manaakitanga from day one.
International students were also welcomed as part of the 2026 intake, with dedicated orientation activities designed to help them settle confidently into life and study in Aotearoa New Zealand. This year’s cohort represents a vibrant mix of countries including Germany, Sri Lanka, Cambodia, China, India, Japan, Philippines, Russia, Ireland, Vietnam, Ukraine, Poland, Bangladesh, Denmark, South Africa, Nepal, and Malaysia, reflecting the growing global reach of the institute.
Across campuses, student expos are underway offering ākonga the chance to meet support teams, explore student services and discover the wellbeing, learning and pastoral resources available to them. Local businesses, community groups and student associations have joined the celebrations, contributing to a welcoming, festival-like atmosphere that showcases the strength and diversity of the local communities.
“At Whitireia and WelTec, ākonga success is about more than the classroom,” says Dr Leanne Ivil, Operations Lead. “Our wraparound support model ensures every ākonga feels connected, supported and confident throughout their learning journey. Starting the year with such powerful iwi-led ceremonies sets ākonga up with a sense of belonging that will carry them forward.”
With energy high and campuses buzzing, Whitireia and WelTec is excited to support ākonga as they take their first steps into a year of learning and opportunity.
The completed project which stood up well to heavy rain in January.Suppled / NZTA
A critical section of State Highway 35 has been raised by almost a metre as part of an upgrade to make the road more flood resilient.
The New Zealand Transport Agency says the 230 metre section at Rototahe, just south of Tolaga Bay, is typically the first to flood and close during extreme weather events.
The now completed upgrade will help reduce road closures and keep it open during severe weather and emergencies.
Six new culverts have also been installed and two more upgraded, increasing the site’s water-carrying capacity.
Transport Rebuild East Coast alliance was responsible for the work.
Project manager Richard Bayley said the upgrade has already proven its value.
“We were pleased to see that it performed well in the late January rain event, as the road had been lifted to its final height. This work is an example of the resilience being built into the network and will provide communities, freight and first responders with a more reliable route.”
Suppled / NZTA
TREC partnered with local Iwi Te Aitanga-a-Hauiti throughout the project. Kaitiaki lead Anne McGuire said the project reflected the importance of SH35 to local communities.
“SH35 is a lifeline for our communities. This upgrade will make a real difference to those that travel this road to Gisborne regularly,” she said.
Work on the second flood resilience site which is being funded through cost savings – SH2 Hakanui Straight project (formerly Nesbitt’s Dip) – is expected to be completed next month.
The highway has been raised by around 3 metres and culverts have been installed to help manage water and protect the road. Remaining work on the project includes road surfacing and marking, safety barriers and signage.
As of January, almost 90 percent of the overall Tai Rāwhiti recovery programme has been completed.
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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand
Hunting in Fiordland National Park. Photo: George Ledgard.
Hunting is part of New Zealand’s outdoor heritage. For many people, it’s how they were first introduced to the bush. Early starts, learning to read the land and weather, the thrill of the chase, spending time with friends and family, passing knowledge down through generations, and enjoying the harvest.
Hunting also offers something more. It’s a way to connect with nature, to understand the places we care about, and to play a part in protecting them for the future.
Seeing the forest up close
When you’re hunting, you see animal sign, hear birdsong, and notice where the good feed and habitat is, or isn’t. This is naturing. Many hunters can tell which areas are recovering, and which are under pressure from browsing wild animals like deer and goats. Hunters’ observations often match what monitoring shows: where browsing is high, the forest is less diverse and preferred plants struggle to regenerate; where deer numbers are lower, those same plants recover 1–3. Hunters also see that reflected in the condition of the animals they harvest, animals are in better condition in when numbers are low.
That observation is one reason many hunters value healthy ecosystems and support conservation outcomes. Across the country, hunters already give back in practical ways by trapping predators, maintaining huts, reporting wild animal sightings, and contributing to local conservation projects.
For many, hunting is both recreation and stewardship.
Introduced wild animals such as deer, pigs, tahr, and goats are becoming more widespread and abundant across New Zealand. When numbers are high, they browse heavily on seedlings and understory plants. Over time, this can change forest structure and reduce the ability of native plants to regenerate and replenish the canopy. This then puts pressure on the habitats our native species depend on.
Recreational hunters help reduce numbers across many parts of the country. More than 7 million hectares of public conservation land is available for hunting, and hunter effort plays a part in managing wild animal numbers across this wider landscape.
But there’s an important reality to be clear about. Recreational hunting on its own isn’t enough to reduce animal numbers to levels that protect forest health in many areas. Research and expert commentary in New Zealand indicate relying on recreational hunting alone, without additional targeted control, often isn’t sufficient to reduce animals to low numbers that allow species preferred by introduced wild deer and goats to regenerate in our forests. It’s not a criticism of hunters. It reflects the scale of the ecological challenge.
In our own monitoring, sites with high deer numbers, like Ruahine Forest Park, show clear signs of browsing pressure on key plant species.
Why DOC needs to do intensive, targeted management
Some populations of introduced wild animals, particularly wild deer, are breeding faster than they’re being hunted. Current estimates suggest there are over 1 million wild deer in New Zealand. With a reproductive rate of around 20-30%, that means more than 300,000 new wild deer are added to the population each year. It takes a coordinated effort to keep numbers at levels that protect forest health. In many areas, the annual offtake needed just to stop populations growing is beyond what recreational hunting can achieve on its own. That’s why collective, targeted work is needed in high priority places to make a difference.
Red deer. Photo: John Neilsen.
DOC focuses intensive management on around 1.4 million hectares of high-priority conservation land, where biodiversity values are highest. Including, about 1.2 million hectares where the aim is to reduce browsing pressure from wild goats at priority sites.
Healthy forests aren’t just about trees. They provide food and shelter for birds, insects, and other native species. Every plant and animal plays a role in keeping ecosystems balanced and more resilient to changing conditions, including climate change. When introduced wild animals browse heavily, key plants struggle to survive, and the animals that depend on them are affected. Protecting biodiversity ensures these ecosystems can continue to function, thrive, and be enjoyed by future generations.
In these areas, the level of control needed is beyond what recreational hunting alone can usually achieve. That’s why New Zealand needs to use a mix of tools, selected to suit the location, terrain, and ecological values involved:
Professional ground hunting – trained teams targeting specific populations in specific areas
Aerial control – necessary in remote and rugged areas
Exclusion fencing – to protect sensitive ecological sites
Management hunts – community-led management hunting projects that contribute to the overall effort to manage animals
Commercial Wild Animal Recovery Operations (WARO) – as part of wider management and a contribution to reducing numbers
Recreational hunting – as part of wider management and a contribution to reducing numbers
All of these tools are used together where and when they’re needed. No single approach will work everywhere.
We need to use a mosaic approach, applying different tools in different places in a coordinated manner. In some areas, sustained and intensive work is required over many years to reduce browsing pressure to levels that allow high priority forests to recover. In some locations, management may include fencing to protect sensitive ecological or land-use values by keeping animals out. In other areas, recreational hunting, or commercial recovery can contribute to reducing numbers across the wider landscape.
Animal exclosure plot in Ruahine Forest Park showing the effect of browsing. Photo: DOC.
DOC ranger hunting. Photo: Karl Drury
Working together for healthy forests
The message is straightforward: hunters are part of the solution and so is targeted DOC management. Protecting New Zealand’s landscapes requires a mix of approaches informed by monitoring and science. Many of DOC’s efforts also involve iwi and hapū, hunters, and local communities working together to get better outcomes for biodiversity.
For example, in Molesworth’s ecologically sensitive Turk’s Head area, we teamed up with volunteers from the Marlborough NZ Deerstalkers Association to give wild goat control a real lift. With us providing coordination, some helicopter support and ammunition, the wide-open country became the perfect place for recreational hunters to make a meaningful contribution. In just a few days, volunteers removed more than 1,000 goats, and our DOC team followed soon after also removing over 1000. Working side by side in the right terrain, this combined effort made a noticeable dent in goat numbers and is part of ongoing work aiming to ease pressure on the rare plants and fragile landscapes that make Molesworth so special.
Lake McRae, Turk’s Head, Molesworth. Photo: DOC.
Get outdoors. Go hunting. Make sure you have a permit. Enjoy the places you care about and be part of looking after them, so nature and everything that depends on it can thrive. And if every hunter knocks over just a few extra animals while they’re out, maybe one for the freezer and one for the forest, it can help reduce numbers across the wider landscape.
1. Nugent, G., Forsyth, D. M., Smith-Flueck, J.-A. M. & Latham, A. D. M. Non-Native Deer: Origins, Status, Impacts, and Management. in Deer of the World: Ecology, Conservation and Management (eds Melletti, M. & Focardi, S.) 887–912 (Springer Nature Switzerland, Cham, 2025). doi:10.1007/978-3-031-17756-9_60.
2. Tanentzap, A. J. et al. Landscape‐level vegetation recovery from herbivory: progress after four decades of invasive red deer control. (2009).
3. Nugent, G., Fraser, W. & Sweetapple, P. Top down or bottom up? Comparing the impacts of introduced arboreal possums and ‘terrestrial’ ruminants on native forests in New Zealand. Biological Conservation 99, 65–79 (2001).
4. Allen, K. et al. Long‐term exclusion of invasive ungulates alters tree recruitment and functional traits but not total forest carbon. Ecological Applications 33, e2836 (2023).
5. Latham, A. D. M. & Nugent, G. Introduction, impacts, and management of non-native deer and other hunted ungulates in New Zealand. Journal of Japan Deer Studies 2017, 41–57 (2017).
6. Fraser, W. The Effect of Recreational Hunters on Deer Populations in Pureora Conservation Park. Science for Conservation 38 (1996).
7. Nugent, G. & Choquenot, D. Comparing cost-effectiveness of commercial harvesting, state-funded culling, and recreational deer hunting in New Zealand. Wildlife Society Bulletin 32, 481–492 (2004).
8. Fraser, K. W. Status and Conservation Role of Recreational Hunting on Conservation Land.
9. Forsyth, D. M., Allen, R. B., Marburg, A. E., MacKenzie, D. I. & Douglas, M. J. Population dynamics and resource use of red deer after release from harvesting in New Zealand. New Zealand journal of ecology 277–287 (2010).
Auckland Council has less than two weeks to respond to a letter from the government wanting the council to outline its plan for housing intensification.
But mayor Wayne Brown says the council is already spending millions on the project and the request is too costly.
In February, Minister for Housing and RMA Reform Chris Bishop announced that Cabinet agreed to reduce the city’s minimum housing capacity requirement from 2.08 million to 1.6 million.
In a letter to Brown dated 24 February, Bishop asked for an outline of the approach the mayor intended to take to review the plan, and of what areas or suburbs may be affected by the change.
Brown refused. “We’ve spent $10 million on Plan Change 78, and by Christmas we’d blown another $3 million on Plan Change 120, as well as having 50 staff reading 10,000 submissions… so this is expensive,” he told a planning committee meeting on Tuesday.
“Preparing maps requires investing significant time and money. It’s not as simple as pushing a button. In this organisation you’re lucky to get a lift by pushing a button. We’ll be telling the government what Aucklanders want, not the other way around.
“What’s important is for Auckland to lead the process from here, not producing maps to see if some ministers worried about their jobs might like them.”
A spokesperson from Chris Bishop’s office later clarified to RNZ that the minister had never asked Brown for a map.
Brown was adament that Auckland Council would not invest any more resources.
“I’m reluctant to commission a hell of a lot of expenditure, which may not meet an unknown criteria from an unknown number of Cabinet Ministers. Most of them don’t live in Auckland.
“That’s just stupid. I’m not going to do that. I’m the mayor of Auckland. If they want to be the mayor of Auckland, have a crack at me.”
Bishop asked Brown to respond to the letter by 17 March.
Councillor Shane Henderson agrees with the mayor’s approach saying the council should not provide an outline until feedback from the public had been considered, and accused the government of “political desperation in an election year”.
Councillor Sarah Paterson-Hamlin was concerned Aucklanders would have to be consulted again.
“I’m really conscious that we asked a lot of Aucklanders,” she said.
“We asked them for feedback on a really complicated thing over Christmas and they came to the party, 10,000 submissions is a lot for a process like that. I don’t know how we can go back out in good faith, and how we communicate to those 10,000-plus people that they will be heard.”
However, deputy mayor Desley Simpson did not understand why it would be too difficult.
“Respectfully it does seem pretty obvious, for me, for a layman, surely if you just up-zoned along the major transport corridors and around the stations added the city centre you’d get a number.
“Why can’t you just tell us straight away what those suburbs would look like going up and the suburbs that would look like going down? That seems like, from a layman, quite a logical thing to ask.”
Auckland Council chief of strategy Megan Tyler responded that it would be too time-consuming.
“It’s not simple. If it was a button, I would happily show you the button. You can press the button yourself. There isn’t one.”
Auckland Council will meet again on 10 March, where Bishop’s letter will be on the agenda.
Fresh strikes have hit half a dozen countries across the Middle East in the widening conflict surrounding Iran.
The latest blasts were reported in Iran, Israel, Lebanon, Bahrain, Qatar and the United Arab Emirates, as Israel urged countries to cut ties with Iran.
Israel said its air force had launched a new “large scale” wave of strikes “targeting the Iranian terror regime’s infrastructure in Tehran”, following the latest salvo of missiles fired from Iran, including in Tel Aviv and in several sites in central Israel.
Iran, in turn, appealed to the UN Security Council to step in, while warning of more intense attacks on US forces and Israel as the war raged for the fourth day.
Iranian drones struck the US embassy in Saudi Arabia after previously hitting the mission in Kuwait.
In Lebanon, air strikes hit Beirut’s southern suburbs, an area where Hezbollah holds sway, while Hezbollah said it had targeted a military facility in Israel in response.
Israel ordered its forces to take control of more positions inside Lebanon to create a buffer zone, and the Lebanese army pulled back some of its forces.
Explosions were also heard in the Bahraini and Qatari capitals of Manama and Doha.
The International Atomic Energy Agency said a key Iranian nuclear site, Natanz, was damaged, but “no radiological consequence” was expected.
The UN refugee agency said the escalation of hostilities has displaced at least 30,000 people in Lebanon, and the Iranian Red Crescent said more than 780 people have been killed nationwide.
Follow the latest with our live blog at the top of this page.
A man who was abused in state care is “angry and saddened” that the number of children and young people being abused in care has continued to increase.
The Independent Children’s Monitor’s latest report said 530 tamaraki and rangatahi were abused in state care during the 2024/25 year, up from 507 during the 2023/24 year.
State abuse survivor Keith Wiffin said that was difficult for him and many other survivors to hear.
“In particular the 3000 courageous survivors who gave testimony to the royal comission on the basis that the appalling rates of abuse that continue would cease and we would see change and improvement.”
But he said the government and faith based institutions had not made enough changes after the Royal Comission on Abuse in Care.
“They have generally ignored the findings and recommendations of the royal comission, and therefore been contemptous of it, and that’s played a role in these continuing appalling rates of abuse.”
Keith Wiffin was abused in state care in the 1970s at Epuni boys home in the Hutt Valley and testified to the Royal Comission.
He said tinkering with the care system would not work, and fundamental change was needed for things to improve.
“That approach is: families, communties, iwi, hapu need to be resourced to look after their own. The best way to stop abuse in care is to see our young don’t go into care in the first place.”
Keith Wiffin said during his time in state care, he had a good social worker but he was completely overworked with a caseload of 80 boys.
Independent Children’s Monitor chief executive, Arran Jones, said social workers being overworked was still a problem today.
“Social workers spend a lot of time trying to find homes for young people that have to be removed from mum and dad … so that places pressure on the social work day job.
“The second thing is trying to access the help these kids need – so time taken negotiating with health and education over who will pay for supports.”
The report found a third of tamariki and rangatahi were not being visited by their social worker as often as they should be.
It also highlighted problems acessing health and education services, and Jones suggested prioritising tamaraki and rangatahi in care for these services over the general population.
“Because what the evidence tells us is tamariki in care have far worse outcomes into their adult lives than other children.”
Oranga Tamariki has been working on a National Care Standards Action Plan since early last year which Jones hoped would make a difference.
“This is the first time in the six years I’ve seen Oranga Tamariki commit to a very clear actionable plan. So this is a positive sign.”
Minister responds
Minister for Children Karen Chhour.RNZ / Samuel Rillstone
Minister for Children Karen Chhour said turning around generations of failures would not happen overnight, but she believed the most recent data from Oranga Tamariki showed progress was being made towards a stronger safety net for young people in care.
Chhour acknowledged the report identified silos and gaps between government agencies and said she had spoken to ministerial colleagues about working more closely together.
She said she was particularly proud of the progress towards working more closely with communities, strategic partners, and iwi and hapu
Oranga Tamariki responds
Oranga Tamariki chief social worker Nicolette Dickson.RNZ / Samuel Rillstone
Oranga Tamariki chief social worker, Nicolette Dickson, said it had seen performance improvements in eight out of the 10 focus areas in the National Care Standards Action Plan, and was confident about seeing sustained improvements through a focus on that work.
Dickson said more tamariki were being supported to remain safely with their whānau, and of those surveyed, 96 percent of children in care said they felt safe, 90 percent felt supported to achieve their goals and 89 percent felt they had somewhere to belong.
She agreed there were a number of areas to improve on, but said the organisation was on the right track to address them.
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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand
Fresh strikes have hit half a dozen countries across the Middle East in the widening conflict surrounding Iran.
The latest blasts were reported in Iran, Israel, Lebanon, Bahrain, Qatar and the United Arab Emirates, as Israel urged countries to cut ties with Iran.
Israel said its air force had launched a new “large scale” wave of strikes “targeting the Iranian terror regime’s infrastructure in Tehran”, following the latest salvo of missiles fired from Iran, including in Tel Aviv and in several sites in central Israel.
Iran, in turn, appealed to the UN Security Council to step in, while warning of more intense attacks on US forces and Israel as the war raged for the fourth day.
In Lebanon, air strikes hit Beirut’s southern suburbs, an area where Hezbollah holds sway, while Hezbollah said it had targeted a military facility in Israel in response.
Israel ordered its forces to take control of more positions inside Lebanon to create a buffer zone, and the Lebanese army pulled back some of its forces.
Explosions were also heard in the Bahraini and Qatari capitals of Manama and Doha.
The International Atomic Energy Agency said a key Iranian nuclear site, Natanz, was damaged, but “no radiological consequence” was expected.
The UN refugee agency said the escalation of hostilities has displaced at least 30,000 people in Lebanon, and the Iranian Red Crescent said more than 780 people have been killed nationwide.
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