MyRepublic and Singapore Polytechnic Join Forces to Drive Applied AI Innovation Through Dedicated Automation Sandbox

Source: Media Outreach

SINGAPORE – Media OutReach Newswire – 16 March 2026 – MyRepublic and Singapore Polytechnic (SP) have signed a Memorandum of Understanding (MOU) to establish a strategic collaboration to drive applied AI innovation through the co-development of AI training programs leveraging MyRepublic’s AI automation sandbox environment.

MoU signing ceremony between MyRepublic and Singapore Polytechnic.

Powered by MyRepublic’s AI Automation Box, the sandbox offers secure, on-premise AI infrastructure designed for experimentation, prototyping and deploying intelligent automation solutions. Faculty and students will gain hands-on experience developing AI workflows, deploying Large Language Model (LLM) applications and building real-world automation solutions aligned with industry challenges.

The partnership extends beyond infrastructure to include co-development of AI training programmes, consultancy engagements, collaborative solution design, and industry attachment opportunities. By integrating applied learning with commercial deployment expertise, both organisations aim to drive innovation that results in measurable industry impact.

“Applied AI innovation happens when infrastructure, talent and real-world problems converge,” said Lawrence Chan, Chief AI Officer, MyRepublic. “Through this collaboration, we are providing industry-grade AI automation capabilities that empower educators and students to move beyond experimentation into deployment.”

“At Singapore Polytechnic, we believe that successful technology adoption starts with people. Tools matter, but real impact comes when teams have the skills, confidence, and hands‑on experience to apply AI meaningfully,” said Georgina Phua, Deputy Principal (Development), Singapore Polytechnic. “Through this partnership, SP and MyRepublic will work together on training and consultancy initiatives to support enterprises in exploring and building agentic workflows.”

Together, MyRepublic and SP aim to accelerate AI adoption, strengthen industry-academia collaboration and position Singapore at the forefront of applied AI capability development.

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Hashtag: #MyRepublic #SingaporePolytechnic #Technology

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

LiveNews: https://livenews.co.nz/2026/03/16/myrepublic-and-singapore-polytechnic-join-forces-to-drive-applied-ai-innovation-through-dedicated-automation-sandbox/

Farmers face uncertain future as fuel prices skyrocket

Source: Radio New Zealand

John Austin. RNZ / Evie Richardson

Farmers say the skyrocketing price of fuel couldn’t have come at a worst possible time.

The end of summer marks the beginning of harvest season for arable farmers, a time when they can burn more than double the amount of fuel than any other time of year.

The price of a barrel of brent crude oil is currently at US$104 (NZ$179) a barrel, up from around $70 prior to the US and Israel’s attacks on Iran.

With no way of knowing how long prices will stay so high, or even rise higher, farmers are facing an uncertain future and struggling to figure out how to mitigate the costs.

A huge fuel tank greets you at the top of the driveway of John Austin’s Te Awamutu contracting company.

It holds 40,000 litres of diesel, and in peak season can get re-filled nearly everyday.

When last Sunday’s delivery rolled in, Austin said the bill made for tough reading, an extra 50.9 cents on every litre.

“I actually heard from one of our customers that fuel was going up, I didn’t even realise or know. We were down, it was on a weekend so our next shipment … for every 10,000 litres was another $5000.”

The busy time of year means Austin’s company does work for up to 50 farmers a day, operating combine and forage harvesters, tractors and trucks to help with their harvests.

RNZ / Evie Richardson

It means they are using more fuel than any other time of year.

“It’s huge, one of our forage harvesters would use well over 1000 litres a day, probably 1500 litres.”

With weeks of the peak harvest still to come, Austin has had to think fast about how they’re going to cope with the massive price spike.

But with so much uncertainty it is impossible to know how things will pan out.

“It’s very hard for the business to be fair to the customers and work with the customers when you’ve got such a huge input to the business like fuel when there’s uncertainty around supply and price.”

While some of the cost will be absorbed, the company can’t afford to absorb it all, and have instead had put a fuel surcharge onto their customers.

“It’s impacting them already, it’s costing them extra on their farm when they drive their tractors, when they drive to town it’s costing them extra, and there’ll be lots of different ways our customers are impacted. It’s just not good for NZ it’s not good for the world, it’s not ideal.”

An hour north, at his Gordonton farm, Donald Stobie is preparing to harvest 200 hectares of maize and grain.

Donald Stobie. RNZ / Evie Richardson

It’s a busy time of year, with all his machinery burning around 3000 litres of fuel a week, which he reckons is costing him an extra $1000.

But unlike contractors, he has got no immediate way to offset the cost, and it is being absorbed by the business.

“The crop prices are set in the spring time at planting time, and then the crops grow for six or seven months before you harvest, there’s like two thirds of a year there where if things change you can’t do anything about it.”

Like many farmers, he is also worried about the cost of fertiliser shooting up, with the Middle East a critical supplier.

He has started stockpiling for the planting season later in the year, in the hopes of mitigating some of price spikes.

Alongside fuel, he is concerned what impact these costs will have on his business if this continues for some time.

“It’ll certainly chew away at our bottom line, and I guess that’ll mean we won’t have money for our repairs or maintenance or any capital projects we wanted to do. It’s not just fuel there’ll be all sorts of other prices increases affecting us too from all our suppliers at that so there’ll be cost increases across the board.”

Down the road, the price spike has contracting company Gavins considering its options.

Chris Paterson. RNZ / Evie Richardson

Business manager Chris Paterson said they have been forking out an extra $60,000 a week since prices went up.

While they don’t want to pass costs on to their customers, most of which are farmers, they may be left with no other choice.

“A likely outcome as it stands today would be for us to suck it up a bit and some of our charge out rates to go up a bit.”

Paterson said they are waiting to see how prices evolve over the next week or so before making any decisions, but the price rises are impossible to ignore.

“It is creating a dent today … there’s a real impact immediately, we’re burning fuel each day, the impact is immediate but the size or scale of it will evolve over time.”

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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand

LiveNews: https://nz.mil-osi.com/2026/03/16/farmers-face-uncertain-future-as-fuel-prices-skyrocket/

#AyamBersamaMu: Berbuka Puasa Bersama Ayam Brand™ 2026

Source: Media Outreach

The initiative brings together children and caretakers of Rumah Penyayang Darul Ilmi Gombak in a meaningful iftar gathering.

KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 16 March 2026 – In the spirit of Ramadan, Ayam Brand hosted #AyamBersamaMu: Berbuka Puasa Bersama Ayam Brand 2026, a simple yet meaningful berbuka puasa session with the children and caretakers of Rumah Penyayang Darul Ilmi Gombak.

Organised with support from NGO Dignity for Children Foundation under the #AyamBersamaMu initiative, the gathering brought together approximately 55 children and 12 caretakers for an evening centred on sharing a meal, strengthening bonds, and embracing the values of compassion and generosity that define the holy month.

As the call to prayer marked the time to break fast, everyone came together over a specially prepared meal enjoyed side by side, a reminder that the month is not only about nourishment, but also about community and gratitude. The evening was kept intentionally simple yet heartfelt, focusing on the joy of eating together and creating a warm, welcoming space for the children.

Supporting underserved communities has always been close to Ayam Brand ’s heart. Through #AyamBersamaMu, the brand continues its commitment to making nutritious food more accessible, working alongside community partners to contribute where it can and support those in need.

In anticipation of Hari Raya, the children also received Raya packets, adding a festive touch to the occasion. Ayam Brand also contributed food products to support the orphanage’s ongoing needs.

“At Ayam Brand , we believe Ramadan is a time to pause and reflect on how we can give back in meaningful ways. Sharing iftar together is a small gesture, but we hope it brings warmth and a sense of belonging to the children,” said Teoh Wei Ling, Marketing Director at Ayam Brand .

While Ayam Brand ’s Ramadan and Raya campaign, “Makan Ceria, Kongsi Bersama”, celebrates the joy of sharing meals with loved ones, this CSR initiative extends that spirit into the wider community, ensuring the warmth of iftar is experienced by children in care.

Through #AyamBersamaMu, Ayam Brand continues to support underserved communities by combining compassion, nourishment, and meaningful partnerships to uplift underserved communities nationwide.

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Hashtag: #AyamBrand #AyamBersamaMu

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– Published and distributed with permission of Media-Outreach.com.

LiveNews: https://livenews.co.nz/2026/03/16/ayambersamamu-berbuka-puasa-bersama-ayam-brand-2026/

Scenic Group Expands the Singapore based APAC Team to Drive Regional Growth

Source: Media Outreach

SINGAPORE – Media OutReach Newswire – 16 March 2026 – Scenic Group today announced the expansion of the dedicated Asia Pacific (APAC) team based in Singapore, operating as Scenic Tours APAC Pte. Ltd. This significant commitment reinforces the company’s continued global expansion strategy and long-term commitment to growth across the APAC region.

From left to right: Lim Yee Sher, Ally Grueter, Quoc Huy To, Anthony Laver, Dominic Tan, Sophia Lam. Jessie Tan

The Singapore office represents an important part of Scenic Group’s strategy, to capitalize on the increasing demand from high-net-worth individuals and the rapidly growing luxury cruising segments across the key Asia Pacific markets. This will build on the strong foundations form its established businesses in Australia, New Zealand, United States, United Kingdom, Canada and EMEA.

The APAC team is led by Mr. Anthony Laver, Scenic Group, General Manager Sales & Marketing, APAC (based in Sydney, Australia), alongside the founding members:

  • Mr. Quoc Huy To– Director of Finance Asia (Singapore & Vietnam offices)

E-mail: Quochuy.to@scenic.com.sg

  • Ms. Lim Yee Sher– Marketing & Partner Services Manager APAC (Singapore office)

E-mail: yeesher.lim@scenic.com.sg

  • Ms. Ally Grueter– Senior Sales Manager, Charters & Partnerships APAC (based in Zug, Switzerland)

E-mail: Ally.Grueter@scenic.eu

Further strengthening the team, Mr. Dominic TanRegional Sales and Marketing Manager, APAC (E-mail: dominic.tan@scenic.com.sg) joins Scenic Group, coming from Norwegian Cruise Line Holdings. He brings more than 20 years of leadership experience across APAC travel markets, including senior roles within travel agencies and travel technology sectors. Also joining the team are:

Sophia and Jessie are very experienced sales and marketing professionals, bringing strong corporate and MICE expertise, with previous roles at Royal Caribbean Group and luxury travel organizations, including Resorts World Sentosa and Chan Brothers Travel.

Anthony Laver, General Manager, Sales & Marketing, APAC said, “To support the strong demand for Luxury Scenic & Emerald, Ocean and River Cruises, together with the significant growth in joint programs with our valued travel partners, Scenic Group has expanded the Asia Pacific regional team. We are delighted to have created such a highly experienced and professional team of travel experts. They will continue to build our Charters, Groups, MICE and F.I.T business opportunities with Travel Partners and their Clients, in all the key markets across the region.”

Collectively, the team brings more than 60 years of combined industry expertise across luxury travel, including cruise, land journeys and travel partnership development. With a rapidly expanding fleet of luxury ocean yachts and award-winning river cruise ships, plus curated land journeys and extensions, Scenic Group continues to invest in dedicated marketing resources, cruise ship capacity and joint partnerships – demonstrating its commitment to delivering high quality business services and guest experiences.

Hashtag: #sceniccruises #emeraldcuises

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

LiveNews: https://livenews.co.nz/2026/03/16/scenic-group-expands-the-singapore-based-apac-team-to-drive-regional-growth/

MyRepublic Collaborates with Singapore Chinese Chambers of Commerce & Industry to Support SME Digital Adoption, Cyber Resilience, and AI Enablement

Source: Media Outreach

SINGAPORE – Media OutReach Newswire – 16 March 2026 – MyRepublic has entered into a collaboration with Singapore Chinese Chambers of Commerce & Industry (SCCCI) to support digital adoption, strengthen cyber resilience, and enable AI readiness among small and medium-sized enterprises (SMEs) and the wider business community in Singapore, following the signing of a Memorandum of Intent (MOI) on 21 January 2026.

MyRepublic and the Singapore Chinese Chamber of Commerce & Industry (SCCCI) collaboration

The collaboration aims to support businesses through structured programmes, capability-building workshops, and accessible transformation pathways to accelerate digital adoption. It also focuses on strengthening cyber resilience by equipping SMEs with practical tools, assessments, and best practices to protect and sustain their digital operations, while enabling AI innovation and readiness through education, proof-of-concept opportunities, and pilot initiatives to future-ready businesses.

Tech Symposium 2026

The signing of a Memorandum of Intent (MOI) on 21 January 2026.

Mr Mark Lee, Chairman of SCCCI’s Technology Committee, said:
“As businesses navigate a rapidly evolving economic and technological landscape, AI and digitalisation are becoming essential tools for improving productivity, competitiveness, and long-term resilience. This Tech Symposium is designed to help SMEs move beyond awareness towards practical adoption, with a strong focus on real-world applications that deliver measurable business outcomes. SCCCI works with Institutes of Higher Learning and technology providers to co-develop and pilot AI-driven solutions that address fundamental SME challenges such as operational efficiency, cost management, and scalability. By grounding innovation in actual business problems, we aim to make AI adoption more accessible, practical, and commercially meaningful for our members. As digital adoption accelerates, cyber risks inevitably rise, making cybersecurity a core business risk rather than just a technical issue. While national cybersecurity frameworks are led by the relevant authorities, SCCCI supports awareness and readiness among its members through engagement with government agencies and ecosystem partners.”

The collaboration aims to support SMEs through structured programmes and initiatives that strengthen digital adoption, cyber resilience, and AI readiness across the business community.

Imran Nazi, Head of ICT at MyRepublic, said:
Singapore’s SCCCI SME community has always been resourceful and adaptive, and AI opens a new chapter in that journey. Our collaboration with SCCCI is centred on bringing meaningful AI enablement to businesses of all sizes, alongside strengthening cyber resilience and wider digital adoption. The goal is simple: equip SMEs with the tools, knowledge, and support they need to thrive in a digital-first world.”

Collaborative Areas of Focus and Impact

Through the collaboration, MyRepublic and SCCCI will work closely to support SMEs and the wider business community across several key areas, combining business network access, industry expertise, programme management capabilities, and technology expertise.

The collaboration will focus on community access and engagement by providing access to SCCCI’s extensive business network for outreach and engagement initiatives, promoting digital transformation programmes and activities through relevant communication channels, and curating relevant business segments for targeted digitalisation programmes.

Programme development will include the co-development of workshops, masterclasses, clinics, and outreach events with ICT partners to introduce digital tools and encourage adoption. Activities will be hosted and organised either at SCCCI facilities or partner venues, supported by programme management, training, demonstrations, and hands-on support at engagements.

The collaboration will also emphasise advocacy and thought leadership, championing digital adoption initiatives in alignment with national strategies. This includes supporting the development of co-branded thought leadership materials such as case studies, guides, and digital readiness resources, as well as sharing success stories and adoption outcomes to raise awareness of digital transformation benefits.

Industry insights, including SME challenges and sectoral digitalisation needs, will guide programme design and support the tailoring of solutions to better meet SME requirements and address capability gaps. Where relevant, pilot projects and proof-of-concept initiatives may be supported for selected SCCCI members, alongside data insights on programme outcomes to support continuous ecosystem improvement.

Together, MyRepublic and SCCCI aim to create business-relevant initiatives that help SMEs adopt digital solutions with greater clarity, confidence, and sustainability.

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Hashtag: #MyRepublic #SCCCI #Technology

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

LiveNews: https://livenews.co.nz/2026/03/16/myrepublic-collaborates-with-singapore-chinese-chambers-of-commerce-industry-to-support-sme-digital-adoption-cyber-resilience-and-ai-enablement/

Prezzy promo a reminder to watch out for ‘loyalty tax’, Consumer NZ says

Source: Radio New Zealand

Supplied / Kiwibank

A recent insurance promotion in which customers were offered Prezzy cards for new business is a reminder to watch out for loyalty tax, Consumer NZ says.

Glenn Marshall, who is an insurance broker but is acting in a personal capacity as a consumer, has complained to IAG about a recent promotion across several of its brands, in which people taking out new insurance cover were offered $200 Prezzy cards.

He said it seemed to create a situation where those who were shifting to a new insurer were able to access bonuses that loyal customers could not.

“My wife and I own our own home, have no mortgage and savings. However, many households and pensioners are already struggling with premium increases. Promotions that reward churn – and effectively penalise loyalty – shift costs on to renewing customers.”

IAG told him in response that it was not a discount on the premium but an incentive for new business and was available to new and existing customers who initiated new business.

Marshall has also complained to the Financial Markets Authority.

A spokesperson told RNZ the authority was aware of the promotional offers.

“These types of promotions do not in themselves create concerns for us. They can support healthy competition by encouraging customers to shop around and choose the provider that best meets their needs.

“If consumers have concerns about any offer or promotion, they are welcome to contact us.”

Consumer NZ insurance spokesperson Rebecca Styles said similar promotions had been used in the past to induce customers to switch providers.

“It does highlight that existing customers are likely missing out on those deals, in what’s called a loyalty tax. We find in our surveying that most people set and forget insurance. We would encourage people to shop around and take advantage of these deals, providing that when they switch, they’re getting a good deal on their premiums and the policy details make sense for their circumstances.”

IAG has been approached for comment.

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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand

LiveNews: https://nz.mil-osi.com/2026/03/16/prezzy-promo-a-reminder-to-watch-out-for-loyalty-tax-consumer-nz-says/

Government’s failure to provide any relief for fuel crisis

Source: Green Party

Finance Minister Nicola Willis today announced no new support for families hit by the fuel crisis.

“Nicola Willis pulled together a press conference to announce that there is no new support on the way for families, despite it costing $23 more than normal to fill an average petrol car and $36 more to fill a diesel vehicle,” says Green Party co-leader Marama Davidson.

“Governments across the world are taking steps to support their citizens while our government has no answers on providing relief to everyday New Zealanders.

“They instead ask you to tighten your belts even more.

“People are facing huge price increases, and the Finance Minister has said ‘I have not taken recommendations to Cabinet and I have not considered specific responses.’

“Many people are already struggling with the daily cost of living. Instead of coming with a plan to alleviate hardship, the Finance Minister has nothing on the table to give the support that is needed.

“New Zealanders are looking for a plan. They want to understand what will happen and when as the fuel crisis intensifies. Willis has nothing to give them. 

“This crisis has also exposed a deeper failure in the Government’s long-term planning.

“They cancelled the Clean Car Discount, weakened the Clean Car Standard, hiked public transport fares and are locking in further exposure to volatile fossil fuel prices with their LNG terminal.”

“We need real actions that help regular people hurting from these price increases, and a serious plan to reduce our reliance on fossil fuels so the next crisis does not hit families just as hard,” says Davidson.

MIL OSI

LiveNews: https://livenews.co.nz/2026/03/16/governments-failure-to-provide-any-relief-for-fuel-crisis/

Gloriavale: Sham payments made to community members, court told

Source: Radio New Zealand

Gloriavale members received payments into their own accounts but those payments could be taken out again by the community’s financial controller. RNZ / Jean Edwards

Gloriavale’s leaders made sham payments to community members to make it appear as though they are rewarded for their efforts, the Employment Court has heard.

A group of nine leavers are seeking to quash Labour Inspectorate findings from 2017 and 2021 that those working in the community were not employees.

The group are seeking judicial review of alleged actions and inactions of labour inspectors who investigated and reported on concerns about work within the Gloriavale Christian Community, particularly two reports that found workers were not employees.

The Employment Court has since found those working for the West Coast community’s businesses are employees and the community’s so-called Overseeing Shepherd is their employer.

The Labour Inspectorate – a unit of the Ministry of Business, Innovation and Employment – found in 2021 it had no jurisdiction over the community as workers were not employees under New Zealand’s law.

However, the leavers’ lawyer Brian Henry told the Employment Court at Christchurch on Monday that conclusion followed a 2021 inspection of the community in which the inspector raised concerns about the conditions in the community.

Henry read the labour inspector’s notes, made at the time of her visit, to the court.

“They chose who we spoke to – possible cherry picking, but we were able to wander about,” the inspector’s notes said.

“Only spoke to people of standing in the community. The leader stayed close to us, suggested that we interviewed him – refused.

“Seem to know how much they get paid. Process of putting money into their accounts only for the financial controller to take it out again is a sham. It is a sham to attempt to show people are being paid.”

Members who were part of the community’s “partnership” received payments into their own bank accounts but those payments could be taken out again by the community’s financial controller.

Henry told the court the inspector had recognised the partnership structure used in the community was a sham.

“These are notes made at the time as she’s leaving Gloriavale,” Henry said.

“We all know the value of notes made at the time. Here she is, she’s recording this has been a controlled situation. But most importantly she has understood from talking to these people that this payment structure, which is part of the partnership, is a sham.

“So how did she go from there to a final report saying no one’s an employee based on the partnerships?”

Henry also detailed to the court the working conditions in the community, including boys as young as 6-years-old working in its businesses, a large dairy operation overseen by 14-year-olds, and girls working in what the community’s leaders described as the largest kitchen in the country.

A letter from the Department of Internal Affairs to the Labour Inspectorate outlined concerns about excessive hours, no holidays, insufficient maternity leave, child labour, minimum wage breaches, and poor record keeping.

“The overwhelming impression of Gloriavale when you get there is that this is an industrial complex,” Henry said.

“It had farms, a rendering plant which is very heavy industry, sphagnum moss processing plants, honey factories, projects including drilling for oil and operating an airline, and the workforce is supported by what Neville Cooper – Hopeful Christian – called the biggest kitchen in New Zealand.

“It is quite overwhelming to look at the industrial size of that kitchen producing food for 600 odd people three times a day, approximately 11,000 meals a week.”

The idea workers at the community could be considered volunteers could be “very readily dispelled”, Henry said.

“The vast majority of workers, by the time of the inspectorate investigations leading up to the 2017-2021 reports, were born into or brought in from infancy in the community.

“Life rules are set out in the manual called What We Believe. It’s not just religious, it is their actual life … rules.

“What We Believe states ‘education is limited to the needs of the community’, i.e. the work they’re assigned by the Overseeing Shepherd and they have no choice of their role – especially females.

“All Gloriavale workers do as instructed by their supervisors, responsible to the Overseeing Shepherd, there is no discretion. Gloriavale is an industrial complex with multimillion dollar businesses.

What We Believe directs all Gloriavale members must do what they’re able to do or they do not eat. All Gloriavale members must support the leaders.

“The workers all owe the Overseeing Shepherd to abide by the doctrine of unity and submission – absolute control. The shepherd has enforcement processes to enforce What We Believe, which are draconian.

“The shepherd decides who a worker marries and before they’re permitted to marry they have to sign the commitment.”

Members were told they could not leave Gloriavale without jeopardizing their eternal soul, Henry said.

The relationship between the community’s leaders and its workers was one of absolute power and control, he said.

“It’s the antithesis of being a volunteer.

“A volunteer is someone who does work without being paid for it because they want to do it. So they’re certainly doing work without being paid for it – they were getting their keep – but they weren’t doing it because they want to, they were doing it because they had to.”

The hearing is set down for five days.

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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand

LiveNews: https://livenews.co.nz/2026/03/16/gloriavale-sham-payments-made-to-community-members-court-told/

New ABB report shows energy efficiency investments rising in Malaysia – execution now defines industrial advantage

Source: Media Outreach

  • 63 percent of industrial leaders in Malaysia have already invested in energy efficiency and a further 33 percent plan to within 12 months – yet results remain fragmented and uneven
  • Energy consumes 25 percent of operating costs in Malaysia, and 61 percent say rising costs threaten profitability – but barriers have shifted since 2022, from cost to data, skills and organizational silos
  • Digital readiness in Malaysia reaches 84 percent, and 85 percent agree total cost of ownership should guide investment in energy efficiency – however, only 42 percent consistently apply this approach

KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 16 March 2026 – Energy efficiency has become a board‑level margin and risk issue, but many industrial organizations in Malaysia are struggling to turn intent into sustained results, according to a new report from ABB.

Based on a survey of 2,700 senior decision‑makers across 15 countries and 15 industries, the study, developed in partnership with Sapio Research, finds that 63 percent of respondents in Malaysia have already invested in energy efficiency and a further 33 percent plan to within the next 12 months. Yet, progress is increasingly constrained by execution gaps.

Energy accounts for 25 percent of operating costs on average in Malaysia, and 61 percent of companies say rising energy costs continue to threaten profitability. For executives, the challenge has shifted from reacting to price spikes to managing persistent price volatility and structural exposure.

Compared to the global average, Malaysia shows an average energy cost burden (25% vs 25% globally), above-average profitability threat perception (61% vs 59% globally), and the highest level globally of digital readiness (84% vs 67% globally).

“Energy efficiency has become a foundation for business continuity, compliance, and long-term value creation. It’s a condition for market access,” explains S Kanavati, Vice President, Motion Services, ABB Malaysia Sdn Bhd. “Today, leaders care about optimizing energy use. What they struggle with is deployment, at scale, and over time.”

Execution, not intent, is now the differentiator

The study shows that digital readiness in Malaysia has reached 84 percent, with respondents already using or ready to deploy digital energy‑management tools. However, readiness alone does not guarantee results. Only 42 percent of Malaysia companies consistently apply total cost of ownership (TCO) when making investment decisions – despite 85 percent agreeing it should guide purchasing.

At the same time, responsibility for energy efficiency remains fragmented across executive management, operations, sustainability, maintenance and finance, with no single function clearly accountable.

“The barriers to energy efficiency have fundamentally changed,” adds Pearl Ong, Regional Service Manager, Asia, Motion Services, ABB Malaysia Sdn Bhd. ” Cost is no longer the main blocker for many organizations globally – it has fallen from 50 percent to 43 percent since 2022. What’s holding companies back now are organizational silos, skills gaps and a lack of usable data. That’s a critical inflection point. It tells us the challenge is helping businesses turn intent into repeatable execution.”

In Malaysia, the most significant barriers to energy efficiency are the costs (54%), the potential for downtime and disruption (44%), and a lack of specialist resource (36%).

Renewables alone are not enough

The research also points to a growing risk of ‘post‑renewables complacency’. Among organizations in Malaysia that have switched to renewable energy sources (43% of respondents), 37 percent report a reduced focus on energy efficiency.

While renewables lower the carbon intensity of energy, they do not reduce the volume consumed – meaning significant efficiency gains remain untapped, even for companies that have already secured green power. As a result, opportunities to strengthen resilience, control long‑term costs and reduce exposure to volatility are being left on the table.

When asked about their primary reasons for investing in energy efficiency, respondents in Malaysia said reducing energy costs (63%), complying with regulations (53%), and improving their resilience and competitiveness (49%).

The next phase of the industrial energy transition will be defined by delivery capability. While activity levels are high across businesses in Malaysia and globally, efforts remain shallow, lacking coordination and long‑term structure.

“To close the execution gap, ABB combines diagnostics with targeted modernization of motor‑driven systems, software‑based optimization tools, outcome‑based financing and lifecycle services,” concludes Pearl Ong. “End-to-end energy intelligence is another way we help industries outrun, leaner and cleaner – turning isolated initiatives into sustained performance gains.”

For the full report, visit this page.

Hashtag: #ABB

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

LiveNews: https://livenews.co.nz/2026/03/16/new-abb-report-shows-energy-efficiency-investments-rising-in-malaysia-execution-now-defines-industrial-advantage/

True Chiropractic Aligns Care With Changing Health Needs

Source: Media Outreach

SINGAPORE – Media OutReach Newswire – 16 March 2026 – True Chiropractic has announced the expansion of its care model to include a series of specialised chiropractic programmes, designed to address the evolving musculoskeletal health needs of patients in Singapore.

Chiropractor guiding a patient through assessment, movement therapy and chiropractic care at True Chiropractic’s clinic.

The expanded framework introduces dedicated chiropractic care pathways tailored for specific patient groups. It includes scoliosis care through the SPINEHEALTH Centre of Care, Sports Chiropractic & Performance Care, Pregnancy Chiropractic Care, and Geriatric Chiropractic Care.

Responding to Changing Health Behaviours and Care Expectations

In Singapore, there is a broader shift in how people manage their physical health. Longer desk hours, increased participation in fitness and recreational sports, an ageing population and higher overall stress levels have changed how people experience and manage physical strain.

Traditional chiropractic care has often focused on spinal alignment and pain. However, many individuals seek care not only for pain relief, but also for guidance on posture, movement habits, recovery strategies, and long-term physical resilience. Fragmented care or short-term symptom relief alone often leads to recurring issues.

“We observed a growing shift in patient conversations,” said DC Justin, Clinical Director at True Chiropractic. “People want to understand how to maintain progress, prevent recurrence, and function better in daily life, not just feel better temporarily. The expanded care model formalises how we guide patients beyond immediate symptom relief and towards long-term musculoskeletal health.”

A More Comprehensive Care Framework

Under the expanded model, chiropractic clinical leadership remains the focus of care. Each patient begins with a comprehensive chiropractic assessment that evaluates spinal health, movement patterns, posture, nervous system function, and lifestyle factors.

From there, structured care pathways may incorporate rehabilitation support, movement-based therapies, and technology-assisted treatments based on patients’ health needs.

Beyond Symptom Relief: Supporting Functional Health

The clinic has also expanded beyond traditional chiropractic adjustments by unveiling rehabilitation therapies and advanced treatment technologies. The updated care model now enables clinicians to provide more comprehensive support for musculoskeletal conditions.

This approach reflects a broader shift toward preventive, functional, and movement-based healthcare. By combining spinal care with movement guidance and rehabilitation, True Chiropractic focuses on how posture, habits, work demands, and physical load influence long-term musculoskeletal health.

“Our role is not only to address what hurts today but to help patients understand how their bodies adapt to stress, movement, and daily life,” added Lisa, Group Lead of True Chiropractic. “So they can make informed decisions that support sustained function and mobility.”

Care Across Different Life Stages

The expansion of specialised chiropractic programmes reflects growing recognition that musculoskeletal health needs vary across different life stages. Through pregnancy chiropractic care, sports chiropractic and performance care, geriatric chiropractic care, and scoliosis-focused support, the clinic aims to offer more tailored care pathways for patients with different physical demands.

The chiropractor in Singapore states that this update does not change its core approach to care. While the framework has evolved, True Chiropractic remains grounded in its core principles: non-invasive, drug-free, evidence-informed chiropractic care. Rehabilitation and movement education are included to help patients better understand and manage their physical health needs.

Looking Ahead: Sustainable & Active Wellness

True Chiropractic views this evolution as part of a broader commitment to active ageing, preventive spine care, and functional longevity.

By strengthening education, coordinated care, and long-term planning, the clinic aims to help individuals and families make informed decisions that support mobility, resilience, and quality of life over time.

https://www.truechiropractic.com.sg/
https://www.linkedin.com/company/true-chiropractic-grp
https://www.facebook.com/TrueChiropracticGroup
https://www.instagram.com/true.chiropractic?igsh=MXVkeWZldWtyM2swMQ==

Hashtag: #TrueChiropractic

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

LiveNews: https://livenews.co.nz/2026/03/16/true-chiropractic-aligns-care-with-changing-health-needs/

PSA – Help us now – 23,000 home support workers hit by petrol price hikes urge Govt. to act

Source: PSA

The PSA is urging Finance Minister Nicola Willis to walk the talk and deliver support for a key group of hard working New Zealanders struggling with rising fuel costs from the Iran war – 23,000 home support workers.
The Finance Minister today said the Government was considering targeted, timely and temporary options for low income New Zealanders facing increased fuel costs triggered by the Iran war.
“There are 23,000 home support workers on low wages who look after our most vulnerable people – the elderly, disabled and injured – every single day who need help urgently, right now. They deserve better than being left to foot the bill,” said Fleur Fitzsimons, National Secretary for the Public Service Association Te Pūkenga Here Tikanga Mahi.
Workers like Pam McLaren from Blenheim are feeling the squeeze on her budget as petrol prices rise. “I’ve done the calculations, it’s going to cost me $75.66 more per week to run my vehicle. I don’t know where that money’s meant to come from. It’s ending up costing a lot to go to work, and it’s not like I can ride a bike between clients, the distance is too far.”
Fleur Fitzsimons: “If the Government is serious about relieving cost of living pressures in a targeted way, then it must follow through on today’s promise and make it a priority to compensate them for rising fuel bills. It’s the right thing to do.”
Home support workers drive their own cars between clients, caring for the elderly, disabled and injured every day, but are being reimbursed at just 63.5 cents per kilometre, well below the IRD rate, and less than half of the travel costs they face.
“These workers were already being undercompensated before the fuel crisis. They are also disadvantaged by the Government’s scrapping of a pay equity pay rise last year. They cannot afford to subsidise the cost of delivering essential government-funded services.”
Travel costs for home support workers are governed by the In Between Travel Settlement Act, introduced under a National-led Government in 2015. There have been only two increases to the mileage rate in a decade, the last one was four years ago.
“It’s well past time for an urgent review,” said Fleur Fitzsimons.
“Funding for home support already flows through MSD and the Ministry of Health. An increase to the mileage rate can be delivered quickly and efficiently through existing channels. There is no excuse for delay.”
The PSA will be raising this issue urgently with the Government.
The Public Service Association Te Pūkenga Here Tikanga Mahi is Aotearoa New Zealand’s largest trade union, representing and supporting more than 95,000 workers across central government, state-owned enterprises, local councils, health boards and community groups.

MIL OSI

LiveNews: https://livenews.co.nz/2026/03/16/psa-help-us-now-23000-home-support-workers-hit-by-petrol-price-hikes-urge-govt-to-act/

Foresight in volatility: APAC executives’ early pivot to regional trade provides critical buffer against global shocks

Source: Media Outreach

SINGAPORE – Media OutReach Newswire – 16 March 2026 – Months before the current geopolitical crisis hit global markets, Asia Pacific (APAC) executives had begun shielding their businesses by shortening supply chains and focusing on regional trade. Forvis Mazars’ C-suite barometer 2026: Adapting in uncertainty shows this proactive approach, alongside with efficiency-driving AI investments, is now key to navigating today’s global challenges.

While the number of APAC leaders expecting revenue growth had dropped to 67% (down from 80% in 2025) ahead of this year, underlying business confidence had notably strengthened to 41% (up from 30% in 2025). This contrast, lower growth expectations yet stronger confidence, highlights a resilience paradox: leaders are separating financial outlook from global turmoil, actively reinventing their operations to endure anticipated shocks rather than waiting for conditions to improve.

Key findings for APAC:

  • Measured confidence amidst geopolitical volatility: Amidst ongoing geopolitical volatility, APAC leaders remain acutely aware of the shifting landscape. Notably, 29% cite geopolitical instability and social unrest as a top trend impacting their organisation over the next 12 months, outpacing the global average of 26% and tying with regulatory pressures. Consequently, growth expectations are tempered: while 83% still anticipate positive growth in 2026, this trails the global average of 92% and marks a decline from 84% in 2025.
  • Expansion turns inward: Driven by geopolitical and tariff risks, expansion plans have shifted to regional neighbours, with China (36%), Australia (29%) and Hong Kong (29%) as the top destinations.
  • AI is a net job creator: Defying global displacement fears, 43% of APAC leaders say AI has created new roles in their organisation, significantly outpacing the 28% who say it replaced them.
  • The sustainability gap: While 91% are confident in meeting reporting compliance, only 73% feel prepared to manage the actual physical impacts of climate change.

The APAC resilience paradox: Building structural resilience despite lower revenue expectations

The anticipated dip in revenue expectations was primarily driven by converging pressures that have only intensified: economic uncertainty, political instability and intensifying competition. Yet, this foresight did not dampen investment. In a clear sign that businesses are fortifying their foundations, investment in human capital remains strong across the region, with 63% of APAC respondents plan to increase spending on acquiring new talent and 68% intend to upskill their workforce.

APAC’s underlying optimism is supported by a high level of operational readiness. Even as geopolitical instability remains a top concern, 76% of executives express confidence in their organisation’s preparedness to manage it. This sentiment extends to navigating supply chain challenges (85%) and new regulatory requirements (91%), showing that leaders are turning global disruptors into manageable areas of control.

Rick Chan, Managing Partner Singapore, Head of Audit & Assurance APAC and Member of Group Governing Board, Forvis Mazars, observed, “Asia Pacific has always had to move fast. The region’s businesses are built on agility – on reading the market, adjusting quickly and staying close to customers. That DNA is proving invaluable right now. The data shows leaders are transitioning from short-term firefighting to building lasting resilience. By investing in localised supply chains and AI, they are taking highly practical steps to insulate their operations against escalating geopolitical risks and secure long-term growth.”

The strategic pivot: strengthening intra-regional trade

The barometer reveals a fundamental change in how APAC firms plan to grow. Rather than facing global trade barriers head-on, executives are pivoting to markets closer to home. The top three expansion destinationsareChina (36%), Australia (29%) and Hong Kong (29%).

This inward shift is a direct, data-driven response to rising global tensions. A striking 67% of APAC leaders who revised their expansion plans this year cited geopolitical instability as the primary driver, making it the top catalyst for changing global strategies. Furthermore, 42% cite costs and operational issues due to tariffs as their biggest challenge when entering new markets. Facing these dual threats, APAC businesses have pragmatically shortened their supply chains to secure growth in neighbouring markets where geopolitical and tariff risks are more manageable.

The growth engine: AI as a workforce catalyst

In an environment where operational margins are under pressure, AI has become a critical tool for efficiency. Notably, the data indicate that AI is a net job creator in the region. 43% of APAC C-suite leaders report that AI has already prompted the creation of new roles, compared to 28% who report job replacements.

While 47% of executives rank AI as their top technology priority, their approach is disciplined. APAC leaders are prioritising high-impact applications such as forecasting (65%), knowledge acquisition, banking and retrieval (61%), client services, recommendations, relationships (61%), and operational efficiency, including automation (60%). Interestingly, they are achieving these gains with leaner investment; 41% (versus 35% globally) allocate less than 10% of their budget to AI, suggesting a focus on cost-effective, high-return AI adoption.

The blind spot: the sustainability gap – compliance versus operational resilience

While the report highlights strategic maturity in technology and trade, it reveals a critical disconnect in sustainability. Although 91% of APAC executives express confidence in meeting sustainability reporting compliance, only 73% feel prepared to manage the actual physical and operational impacts of climate change. This disparity indicates that while they are confident in meeting regulatory expectations, the priority now is to bridge the gap between compliance and reality, specifically by strengthening supply chains and building physical resilience against tangible climate risks.

Chester Liew, Partner, Head of Risk Consulting & Sustainability, Forvis Mazars in Singapore, said, “High confidence in reporting compliance is an encouraging baseline, but paperwork does not protect operations. The foresight APAC leaders are demonstrating in navigating geopolitical risks must now be urgently applied to climate risks. With regulatory timelines providing some breathing room, the prudent next step is to pivot resources from disclosure to physical defence – ensuring that supply chains and physical assets can actually withstand extreme weather and emerging environmental shocks.”

Forvis Mazars’ 2026 C-suite barometer survey captures insights from 3,012 senior executives worldwide prior to the US-Israeli war with Iran in February 2026. This independent research was conducted in October and November 2025 and captures the views of C-suite leaders at for-profit organisations with annual revenues of over US$1 million across 40 countries, including 260 respondents from seven markets in the Asia-Pacific region: Australia, China, Hong Kong, India, Japan, Singapore and South Korea. Findings reflect executive sentiments at the time of fieldwork.

http://www.forvismazars.com/sg
https://www.linkedin.com/company/forvis-mazars-singapore
https://www.facebook.com/ForvisMazarsSingapore/
https://www.instagram.com/forvismazarssingapore/?hl=en

Hashtag: #ForvisMazars #ForvisMazarsSingapore #APACBusiness #BusinessOutlook2026 #ExecutiveInsights #LeadershipTrends #AIAdoption #DigitalTransformation #Sustainability #ClimateResilience

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

LiveNews: https://livenews.co.nz/2026/03/16/foresight-in-volatility-apac-executives-early-pivot-to-regional-trade-provides-critical-buffer-against-global-shocks/

Willis reveals how bad inflation could get as petrol surges past $3

Source: Radio New Zealand

Finance Minister Nicola Willis is downplaying the economic risks New Zealand faces in the wake of the war in the Middle East and closure of the Strait of Hormuz.

She warned on Monday of potential “acute cost of living pressures” ahead, but said fuel excise tax would not be cut, partly because it would encourage people to use more petrol.

Asked about the “worst case scenario” predicted by Treasury – Willis said she had been told in the event of a prolonged conflict in Iran, inflation in New Zealand could reach 3.7%.

She said ministers were meeting daily on the issue, two-and-half weeks into the US-Israeli assault on Iran.

“We’re also going ahead with a weekly strategic meeting at which further decisions are being taken. We’re also receiving written situation updates twice daily. And of course, I updated Cabinet today on our strategy to date.”

Finance Minister Nicola Willis explains government’s plan as petrol prices increase. RNZ / Samuel Rillstone

Willis said there were three parts to the strategy – first, a focus on “mitigating the impact of the war on critical supply chains”.

She said on 8 March, when the last update from the Ministry of Business, Innovation and Employment was issued, there was enough petrol either in the country or on the way for 57 days; diesel, 49 days and jet fuel, 47 days.

Thirteen vessels were on their way to New Zealand already, and three more set to leave soon.

The next update was due on Wednesday, and Willis said work was underway to make releases more frequent.

“It has been observed and reported on that demand at some petrol stations has increased, and we will factor that into our future updates.”

She said New Zealand’s largest fuel import terminal had not seen “any issues” with supply.

“Petrol prices have risen about 45 to 50 cents a litre, adding about $23 to the cost of filling an average car. We are acutely conscious of the impact this will be having for many New Zealanders.

“Diesel prices have risen about 72 cents a litre, adding about $36 to the cost of filling an average diesel vehicle.

“Despite these increases, prices are still slightly below their 2022 peak, although it is reasonable to assume they could go higher.”

Willis said the government was “anticipating, and to the extent possible mitigating the impact on the New Zealand economy, including what could potentially be acute cost of living pressures for some households”.

She said she had spoken to bank bosses who had assured her they would provide “an umbrella to businesses” they worked with.

“From the government’s point of view, we need to ensure that any support we provide to households is temporary, is targeted and is timely.”

She said official advice was that reducing fuel excise would “send the wrong signal” and not be sufficiently targeted.

More to come…

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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand

LiveNews: https://nz.mil-osi.com/2026/03/16/willis-reveals-how-bad-inflation-could-get-as-petrol-surges-past-3/

SIM Global Education Highlights Holistic Student Life Experience Beyond the Classroom

Source: Media Outreach

SINGAPORE – Media OutReach Newswire – 16 March 2026 – The university experience today extends beyond academic programmes and classroom learning. Increasingly, students and parents are paying closer attention to the broader environment that supports a student’s development, including well-being resources, opportunities to build community and access to career preparation. Higher education institutions in Singapore are responding by placing greater emphasis on holistic student development alongside academic rigour. Student life, encompassing campus activities, personal support services and career development initiatives, play an important role in shaping students’ overall university journey.

Over at Singapore Institute of Management Global Education (SIM GE), student life is designed to complement academic learning through a holistic ecosystem known as Life @ SIM. The initiative brings together co-curricular activities, wellness and counselling support, and career development resources to support students throughout their academic journey. Community engagement forms a key pillar of student experience. SIM GE offers more than 80 student clubs and societies across sports, performing arts, cultural groups, entrepreneurship and community service. These student-led activities provide opportunities for students to pursue personal interests, develop leadership and teamwork skills while building connections with peers, across programmes, partner universities and an international cohort of students.

Wellbeing support is another important aspect of campus life. Recognising that university life can present academic and personal pressures, SIM GE provides wellness programmes and counselling services aimed at supporting students’ mental and emotional wellbeing. Workshops and resources are designed to help students manage stress, build resilience and develop essential soft skills that support both academic and personal growth.

Career readiness is also integrated into the student journey. Through SIM Career Connect, students have access to career advisory services, skills workshops and networking opportunities with industry partners. These initiatives aim to help students strengthen their employability while still in university and align their academic pathways with long-term career goals.

Campus facilities and shared spaces further support student interaction and collaboration outside formal academic settings. Study areas, collaborative spaces and venues for student activities provide environments where students can exchange ideas, grow their cultural quotient and build a sense of community.

As higher education expectations continue to evolve, institutions are increasingly expected to support students not only academically but also personally and professionally. By integrating community engagement, wellbeing support and career development into the student journey, SIM GE aims to provide an environment that prepares students for both their future careers and the broader challenges of a highly inter-connected but ever-changing world.

References:

  1. Singapore Institute of Management. – https://www.sim.edu.sg/degrees-diplomas/overview
  2. Singapore Institute of Management. Co-Curricular Activities and Student Clubs –
    https://www.sim.edu.sg/degrees-diplomas/life-at-sim/co-curricular-activities
  3. Singapore Institute of Management. Career Connect / Career Services –
    https://www.sim.edu.sg/degrees-diplomas/life-at-sim/career-services
  4. SIM Global Education. Student Life and Campus Experience –
    https://project1095.simge.edu.sg

SINGAPORE – Media OutReach Newswire – 11 March 2026 –

https://www.sim.edu.sg/

Hashtag: #SIMGlobalEducation #SIMGE #GlobalEducation #InternationalDegree #CareerReady #FutureSkills

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

LiveNews: https://livenews.co.nz/2026/03/16/sim-global-education-highlights-holistic-student-life-experience-beyond-the-classroom/

Services recovery hits brick wall

Source: Radio New Zealand

The services sector recovery has come to an abrupt halt after only two months in expansion. 123RF

  • Services sector slumps into contraction
  • All five sub-indices retreat
  • Negative comments stay elevated
  • BNZ says PSI “a real disappointment”.

New Zealand’s services sector recovery has come to an abrupt halt after only two months in expansion.

The BNZ-BusinessNZ Performance of Services Index (PSI) fell by 2.7 points to 48.0 in January, below its long‑term average of 52.8.

A reading below 50 indicates the sector – which accounts for nearly three‑quarters of the economy – is contracting.

BusinessNZ’s chief executive Katherine Rich said that the service sector’s expansion had only lasted two months, and February’s result was similar to the levels of contraction seen towards the end of 2025.

All five sub‑indices fell into contraction.

Stocks/inventories recorded the deepest pullback at 46.7, followed by employment at 47.2. Activity/sales slid sharply to 47.9, and new orders/business dropped back below 50 to 49.3

The share of negative comments eased slightly to 56.4 percent in February, down from 58.7 percent in January.

Firms cited weak economic conditions, high living costs, inflation and interest rates suppressing consumer spending and demand.

BNZ’s senior economist Doug Steel said that bad weather in February may have played a part, but there was no denying that today’s PSI suggested that the economy is recovering at a slower pace than expected.

“The PSI comes as a real disappointment given that Friday’s Performance of Manufacturing Index (PMI) was relatively upbeat,” he said.

Steel said most indicators over recent months had pointed toward a slow recovery, but today’s release underlined how fragile that recovery remains.

The slow momentum, combined with uncertainty stemming from developments in the Middle East, leaves the inflation outlook “well and truly up in the air”.

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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand

LiveNews: https://nz.mil-osi.com/2026/03/16/services-recovery-hits-brick-wall/

IRD issues warning over employers failing to pass on tax deductions

Source: Radio New Zealand

The department has issued a “revenue alert” which are are issued when there are significant or tax issues. Supplied

Employers are being warned that they could be sent to prison if they take tax from their employees’ pay and do not send it to Inland Revenue.

The department has issued a “revenue alert” over the failure of some employers to pass on PAYE deductions.

These alerts are issued when there are significant or emerging tax issues of concern.

Employers must pay PAYE, as well as any other deductions from employees’ salaries, by the due dates. If they do not, they can face up to five years in prison.

Anyone who aids, abets, incites, or conspires with another person to commit to do that also commits a criminal offence. This means, for example, that the director of a company who decides that the company will not pay the deductions to Inland Revenue may be prosecuted for the company’s failure to pay.

Robyn Walker, tax partner at Deloitte, said it was a timely reminder that not paying PAYE was a really bad thing to do and the consequences could be serious.

“Historically it was always the case that not paying PAYE was an extremely frowned upon action, as this is tax which is being deducted from employee’s pay and held on trust by the employer. This is conceptually different to if a business is having trouble paying its own company tax bill, because it is other people’s money.

“Rightly or wrongly, during the Covid years there was more leniency applied to PAYE payments, and so some employers may have begun taking a more casual approach to paying PAYE. This can be seen in the statistics of what makes up tax debt – In September 2000 there was $800m of ’employer’ tax debt, the June 2025 statistics put this at $2m now.”

IR said it had taken legal action that had resulted in people being sent to prison.

In one case, a Christchurch woman was jailed for three years for taking $1.6 million from employee wages and not passing it on to the tax department.

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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand

LiveNews: https://nz.mil-osi.com/2026/03/16/ird-issues-warning-over-employers-failing-to-pass-on-tax-deductions/

Layer of regulation on telcos believed to have ‘done the job’ and could be lifted

Source: Radio New Zealand

The Commerce Commission has passed on its recommendation to the Minister for Media and Communications for consideration. boscorelli

Rules keeping a lid on the cost of calls and text messages between mobile providers’ networks could soon be scrapped.

Regulation introduced in 2010 sought to control what telcos could charge one another for calls and messages between their networks, otherwise known as the Mobile Termination Access Service.

The intervention was designed to help increase competition in a market dominated at the time by Telecom and Vodafone.

“The two big operators were squeezing 2degrees and they did that by making it cheaper to call within their own networks, while making it expensive for 2degrees to send calls to their networks,” says Tristan Gilbertson, Telecommunications Commissioner at the Commerce Commission.

“That squeeze created a structural disadvantage in the market for a new entrant like 2degrees.”

He says regulation gave 2degrees a chance to compete and grow into a strong third market player.

“Our view is that regulation has done the job it was intended to do and can step back,” says Gilbertson.

“Good regulation needs to know when to step in, but also when to step back and we think allowing competition to take over when it’s strong enough to do that, helps support investment, innovation and confidence in the sector.”

The Commerce Commission has passed on its recommendation to the Minister for Media and Communications for consideration.

Gilbertson says if approved, the telco sector will be left to its own devices on wholesale services pricing.

“The existing baseline of arrangements that have developed over the past 15 years will remain in place and competition will discipline the commercial arrangements over time,” he says.

“In practice, we really don’t think that very much will will change either at that inter-operator level, where existing arrangements are very well-entrenched in the market or at the retail level for consumers, this change should be invisible to consumers.”

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LiveNews: https://nz.mil-osi.com/2026/03/16/layer-of-regulation-on-telcos-believed-to-have-done-the-job-and-could-be-lifted/

CollectForU Expert and Debt Hunter Jointly Report Critical Credit Risk Management Gaps Among Hong Kong SMEs

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 16 March 2026 – Professional credit management firms CollectForU Expert and Debt Hunter today jointly released a comprehensive industry observation report regarding the financial health of local enterprises. The report indicates that small and medium enterprises (SMEs) in Hong Kong are currently facing significant liquidity risks as payment cycles across supply chains continue to lengthen. This trend has resulted in a critical imbalance between recorded profits and actual cash flow.

CollectForU Expert and Debt Hunter Jointly Report Critical Credit Risk Management Gaps Among Hong Kong SMEs

Widespread Absence of Credit Defense Mechanisms
According to the findings, more than 70% of Hong Kong SMEs lack robust credit defense mechanisms. The report highlights that many businesses fail to perform in-depth credit due diligence on new clients or establish firm payment thresholds.

Alex Yeung, founder of CollectForU Expert, noted that a high percentage of SMEs remain in a state of low defense regarding credit management. Yeung emphasized that bad debts in B2B transactions often have a domino effect. He stated that if a company focuses solely on gross margins while ignoring the operational stability of a counterparty, a single large-scale default could potentially eliminate an entire year of net profit. He recommends that businesses establish standardized defense systems including background checks, credit limit settings, and continuous monitoring to ensure operational safety.

The 90-Day Recovery Threshold
The joint report identifies the 90-day mark as a critical watershed for the successful recovery of overdue accounts. Many SME owners hesitate to take action during the early stages of delinquency to preserve client relationships, which inadvertently increases the risk of asset dissipation or insolvency proceedings by the debtor.

Obis Tsang, founder of Debt Hunter and a professional mediator, stated that the success rate of commercial debt recovery is inversely proportional to the duration of the delinquency. Once a debt is overdue by more than 90 days, the probability of recovery decreases significantly. Tsang suggested that early intervention by specialized third parties should be viewed as a rational tool for commercial negotiation. Engaging mediation-focused professionals can facilitate viable repayment plans and prevent the loss of claims due to excessive delays.

Strategic Recommendations for SMEs
In response to the current economic environment, both institutions advise SMEs to adopt a proactive approach to credit defense rather than waiting for defaults to occur:

  • Strengthen Pre-Contract Screening: Implement standardized credit assessments before finalizing commercial agreements.
  • Establish Warning Mechanisms: Define clear payment deadlines and take immediate action when clients breach these thresholds.
  • Seek Timely Professional Assistance: Introduce expert third-party advice early in the delinquency period to stabilize cash flow.

CollectForU Expert and Debt Hunter intend to continue their collaboration to standardize credit management practices and enhance the financial resilience of Hong Kong SMEs.

https://www.debt-hunter.com/en
https://www.linkedin.com/company/debt-hunter
https://www.facebook.com/DebtHunterHK
Wechat: DebtHunterHK
https://www.instagram.com/debthunterhk

Hashtag: #CreditManagement #AccountsReceivable #CollectForU #DebtHunter #DebtCollection #HongKongSMEs

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

LiveNews: https://livenews.co.nz/2026/03/16/collectforu-expert-and-debt-hunter-jointly-report-critical-credit-risk-management-gaps-among-hong-kong-smes/

Buyers and sellers ‘patient’ as house prices lift, REINZ says

Source: Radio New Zealand

Infometrics said the increase in prices between January and February was the sharpest in two-and-a-half years. Unsplash/ Jakub Żerdzicki

‘Patient’ house buyers and sellers are prepared to negotiate or wait for the right price for their properties, the Real Estate Institute says.

The institute’s February data shows national median sale prices up 3.2 percent on a year earlier, to $795,000.

Auckland, Canterbury and Waikato had their highest number of sales since 2021 but, in general, homes were taking longer to sell around the country.

Most regions had median days to sell higher than their 10-year average for February. The national median was 56 days.

Across the country, there were 6523 sales in the month, up 0.3 percent compared to February last year.

Otago recorded a 13.2 percent increase in median price.

“The southern regions, particularly Otago and Southland, are maintaining strong momentum. In contrast, Northland continues to feel some downward pressure following recent severe weather and flooding. Nationally, the three-month trend points to a modest but steady lift in median prices nationally,” said institute chief executive Lizzy Ryley.

“The South Island is showing the most growth, Canterbury, Otago and Southland. A significant sales count happened in Auckland in February but the house price index for Auckland is flat. So it’s a mixed bag but relatively stable and you’re seeing patience on both sides of the negotiating table, with buyers and sellers.”

She said the war in the Middle East was creating many unknowns, on top of the approaching election.

“Interest rates have stabilised and I think there’s a bit of a view among buyers and sellers that it’s probably a good time to buy now to act before they rise. That’s why we’re seeing quite a reasonably active market.

“But none of us really knows how this impact of the ware and oil price and so on is going to have if it flows through into food prices and everything else. How the Reserve Bank will look at inflation and what they do with the OCR, that will probably flow through to the property market… but right now it’s not a frozen market, it’s an active market. You’ve got buyers and sellers waiting or negotiating for the right price.”

Investors were less active, she said.

Infometrics said the increase in prices between January and February was the sharpest in two-and-a-half years.

“Prices are still lower than a year ago across much of the North Island, including falls of 3.6 percent per annum in Gisborne and 2.9 percent in Wellington. Tasman is the only South Island region currently showing an annual price fall, while Southland has the strongest price growth, at 7 percent.”

It said Otago, Northland and Auckland had led the sales growth in recent months and the number of homes listed for sale dropped for the fourth consecutive month when seasonally adjusted, the longest run of declines since mid-2023.

“February’s result suggests more stability in the housing market, after sales declines in November 2025 and January 2026 had pointed towards a softening market. This assessment of a more stable market is reinforced by less negative trends for house prices and the stock of properties.

“However, the Iran War has recently led to significant increases in petrol prices and wholesale interest rates. If higher fuel prices continue for any sustained period, they will undermine New Zealand’s economic recovery and hit consumer confidence. In tandem with upward pressure on mortgage rates, international events could weaken housing market demand in coming weeks and lead to renewed downward pressure on house sales and prices.”

ANZ economists said the increase in prices was surprisingly strong but was unlikely to represent a shift in the underlying direction of the market.

“However, we are doubtful that this represents a shift in the underlying direction in the market. Other indicators of housing demand are not showing the same strength, including sales volumes – which remain a touch below their long run average – and days to sell – which lengthened further in February. Today’s data also refers to a period before the conflict in the Middle East broke out. Nervousness about how the conflict could impact the economy here will add to the sense of caution among buyers in the coming months.”

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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand

LiveNews: https://nz.mil-osi.com/2026/03/16/buyers-and-sellers-patient-as-house-prices-lift-reinz-says/

Winston Peters slams departing Fonterra boss Miles Hurrell

Source: Radio New Zealand

Winston Peters. RNZ / Samuel Rillstone

New Zealand First leader Winston Peters has weighed in on the resignation of the Fonterra CEO, saying his departure was expected after the sale of “iconic Kiwi dairy brands” to a foreign owned company.

“CEO Miles Hurrell has resigned and will leave once his bonuses are paid,” Peters said on social media.

“We said this exact thing would happen in our open letter to farmers last year – he of course denied it.”

Hurrell announced on Monday he was leaving the dairy co-op after 25 years, saying it was not an easy decision to step away, but the time was right for the co-op and him personally.

Hurrell said Fonterra was entering the next phase in its strategic implementation, which marked a natural turning point for a new leader to step in.

Fonterra’s interim chief executive Miles Hurrell discussing the annual results. RNZ / Dan Cook

The co-op’s sale of its consumer brands to French dairy giant Lactalis went unconditional earlier this month.

Peters said Hurrell had “sold off” almost every consumer brand since he started, “leaving Fonterra as a commodity price taker, not a market maker”.

“Their decision leaves serious questions for New Zealand about what we must do to protect dairy manufacturing in our country as a result of Fonterra’s dereliction of duty.”

Peters said the last time a Fonterra CEO resigned, Theo Spierings in 2018, he was paid out a “ridiculous” $4.67 million after being paid a total of $43m in just seven years in the role.

Peters questioned how much Hurrell would be “paid out”.

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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand

LiveNews: https://nz.mil-osi.com/2026/03/16/winston-peters-slams-departing-fonterra-boss-miles-hurrell/