Category: Business

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Potato prices could remain high as yields down

Source: Radio New Zealand

The tractor harvester working on the field. 123RF

Some potato growers are reporting yields could be down 20 percent this winter due to bad weather, but it’s still a bit early in the season to know the full impact.

Some growers are harvesting early varieties now, with the main harvest getting underway in a few weeks.

Potatoes New Zealand chair Paul Olsen said his crop in Manuwatu is looking good, but further north in Pukekohe, growers have had a lot of rain.

“What I’m told sort of further north that the yields are back by maybe 20 percent in some areas, and then the earlier crops in Canterbury, I’m told, are sort of on par,” Olsen said.

“It’s hard to know the full impact of the weather until we get into the thick of harvest in about a month or so.”

Olsen said if the national crop does end up being smaller, prices could remain higher as demand for potatoes has been solid.

“The general rule of thumb is that the prices do ease as the main crop comes on, so it’s sort of hard to gauge and I’d hate to jump to conclusions so early on in the season given, we’re only in February. But yeah, it’ll definitely be one to watch. “

Pukekohe company Hira Bhana and Co grows 140 hectares of potatoes year-round.

Owner Bharat Bhana said the potatoes have been struggling with the changeable weather.

“When it’s to wet, the roots don’t go down deep enough to go and search for water, then when it goes dry the roots aren’t prepared and then they dry out,” Bhana said.

“So, you need to keep the water on, yesterday it was 27 degrees during the day and only got down to 20 at night, it’s not cooling down enough – the muggy weather isn’t ideal for getting a decent crop of potatoes.”

Bhana said they aim is to get 45 to 50 tonnes a hectare, but they’re getting about 40.

He said if there are fewer spuds around, prices will probably go up.

“But, in saying that, potatoes at the moment, at $1.50 a kilo, or even at $3 a kilo, is cheap compared to anything else. Consumers normally complain about $3 a kilo for spuds, but go and get $3 worth of chicken or $3 worth of steak and see what that gets you.”

He hasn’t made money on potatoes for 18 months, so getting higher prices will be good for cash flow.

“Just the other day, Balance sent us a nice newsletter again saying that fertilizer price is going up again.

“As our dollar fluctuates and the New Zealand dollar loses value, everything we bring into the country like fertiliser, chemicals, machinery, it all goes up so our costs have risen a lot.

“It’s getting to the stage now where growers have decided, well, it’s not worth growing anymore, so they got out of it.”

Bhana said with rising costs more vegetable growers are leaving the industry – especially in Pukekohe, where some can sell land to developers for hefty profits.

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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/2026/02/13/potato-prices-could-remain-high-as-yields-down/

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Retirement age will rise to cover superannuation cost, investment company predicts

Source: Radio New Zealand

123RF

An investment company predicts New Zealanders will have to work into their 70s if the country wants to afford superannuation.

A debate has been held at the New Zealand Economic Forum at Waikato University.

Milford Investments CEO Blair Turnbull said 40 percent of retirees rely entirely on income from super because they have no savings.

He believes it’s inevitable the age for super will rise and be means tested.

He said Treasury is very clear, saying that unless the retirement age rises to 72 or 73, New Zealand can’t afford to pay superannuation.

“By 2030, we’ll have over one million people over the age of 65 and we want New Zealanders to retire with dignity and in a lifestyle they deserve.

“That is just going to compound. Why? Looking back, in the 1970s you had seven workers for every person over the age of 65. Today that’s about four workers for every person over the age of 65 and by 2060 it’ll be two workers for every person over the age of 65.

“The truth is we cannot afford the superannuation system, because we don’t have the workers and we don’t have the productivity – and just to bring the productivity point to life – in terms of the 37 OECD countries, we are 27th in the rankings in terms of productivity.

“And here’s the killer stat that follows that, in terms of our savings, we’re 33rd, so if we have lower productivity and lower wages, that, unfortunately, really hurts our ability to save because we literally don’t have the money to save for the future, even though we know we need to save.

“Fifty percent of people today are just surviving pay cheque to pay cheque and the news isn’t any better for retired people because 40 percent of them arrive at 65 and they have little to no private savings and they’re fully reliant on income from New Zealand super, which we simply can’t afford.”

Former cabinet minister David Parker told the conference that we have to match Australia on their better superannuation savings rate.

“I’m in favour of following Australia into compulsory KiwiSaver and there should be a tax incentive.”

Former MP and CEO of the Aged Care Association Tracey Martin said a much broader conversation is needed than whether the age of superannuation should be raised.

Sharon Zollner, the chief executive of ANZ, told the conference the health care costs for older people are also a consideration. She said the health needs of people over 85 cost five times more than those aged 65.

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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/2026/02/13/retirement-age-will-rise-to-cover-superannuation-cost-investment-company-predicts/

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New Zealanders in the UK proving Kiwi businesses can thrive overseas

Source: Radio New Zealand

Ash Hornell, owner of Peach Stories. Supplied

Any small business owner will tell you taking a risk on an idea and starting a company is hard work, but New Zealanders in the United Kingdom are proving their businesses can thrive overseas.

London hairdresser Ash Hornell is one of them.

She moved to the UK 10 years ago, and started out working in a local salon.

But Hornell quickly built her own list of clients.

“I got to the point where I was like ok, I’ve got no more capacity to bring any more clients in, so what next?” she said.

She had always wanted to start her own hairdressing business, but thought that would happen in New Zealand.

However, with a bit of guidance from friends, Hornell found a space to rent in London, and even some Kiwi builders to help turn it into a hair salon.

More than a year and a half later, her Hackney salon ‘Peach Stories’ has continued to grow.

Hornell explains that there have been a few lessons along the way, including when she first opened to clients.

“I was working alone and I had double booked myself all day, because at the start you’re like, ‘Oh my god, now I’ve got to pay all this rent, so let’s just work 10 hour days’, and anyway I ended up overbooking myself, I ran late for every client by like an hour, the salon was a mess, I was here until 11 o’clock, but I feel like you have to have that day,” she said.

Hornell now employed six staff members, including several New Zealanders.

Eighty percent of the salon’s clients were Kiwis and Australians, and word of mouth had helped grow the business.

“I always get told by my Kiwi and Australian clients, they were so happy to find a Kiwi salon, because they also feel like we do the hair slightly different as well,” Hornell said.

New Zealander Regan McMillan believed the Kiwi reputation was a big part of his company’s success too.

He started his moving business, Kiwi Movers, 18 years ago.

What began as a bit of extra work on the weekend with one moving van, had grown into an operation with 20 staff.

“From just everyday people just wanting to move a few items, to billionaires, to movie stars – some of the guys have had, you know, sitting in the truck with a movie star for a few hours,” McMillan said.

Many of the staff were trained lawyers, engineers, teachers, or sportspeople who had left New Zealand for their OE (overseas experience).

“One of the refreshing things you get is the feedback, just about the attitude of the guys and how friendly and proactive they are,” McMillan said.

“New Zealand is a trusted brand in itself, and people feel comfortable with Kiwis, they go, ‘Right, ok, I know what I’m getting’.”

McMillan said starting a business overseas came with the extra challenge of figuring out how to do things in another country, but he believed the right attitude was a big help.

McMillan encouraged anyone who was in the position he was 18 years ago, to take the chance.

“Just go ahead and do it, give it a go, you’ve got nothing to lose. Being a Kiwi, you’ve probably got the right attitude, and people will be more open to giving you a shot as well”.

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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/2026/02/13/new-zealanders-in-the-uk-proving-kiwi-businesses-can-thrive-overseas/

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Country’s largest medicinal cannabis grower Puro NZ set to harvest biggest crop yet

Source: Radio New Zealand

Tom Forrest, Dr Graham Gulbransen and Sank McFarlane at Puro’s Kekerengu farm. Supplied / Niki Macfarlane

The country’s largest medicinal cannabis grower is about to harvest its biggest crop, and is working with iwi on plans to increase its production in Kaikōura.

Puro New Zealand has been growing medicinal cannabis since 2018 and has two facilities in Marlborough, one in the Waihopai Valley and another at Kekerengu on the Kaikōura Coast.

Co-founder and chief development officer Tom Forrest said staff were about a month away from harvesting around 65,000 plants from across 15 hectares, which would produce around 100 tonnes of material that would be dried or formulated into oils for medicinal use.

He said while cannabis could be grown almost anywhere, Marlborough was chosen because its environment was ideally suited to growing a high grade product.

“[Cannabis] has a genetic plasticity that allows it to grow from the mountains of the Himalayas to deserts to tropical islands but not all of those places grow [plants] in a way that is suitable for high quality medicine.”

He said the Kekerengu farm was special because it had an optimal soil profile, the right aspect, gradient and the elevation from sea level along with protection from the mountains.

“There’s a really, really perfect melting pot of agronomic traits that work to grow cannabis here.”

On Thursday, Puro opened the gates of its Kekerengu farm to academics, growers, buyers and prescribers.

“In an industry where factory farming is a bit of the norm, we want to show why our plants and our crops and our medicines are grown differently and we’ve invited other farmers from around New Zealand and the world so we can share knowledge and we can collaborate and build really lovely partnerships.”

Local iwi Te Rūnanga o Kaikōura established a strategic partnership with Puro. Two years ago, the business, which is owned and operated by the local tribe Ngāti Kūri of Ngāi Tahu, invested in the company and together had established cadetships to build talent in the industry.

Managing director Rāwiri Manawatu said it was working to establish a contract growing model similar to the wine industry.

“We could have our own piece of land, we could be growing the product ourselves and then sell it on to Puro or for processing.

“The idea is building that capability and capacity, training and supporting [the cadets] to learn everything they need to know about the farm and how it works so that we can start building this growth model.”

Colin Nuckolls, Rawiri Manawatu and Tom Forrest at the Puro farm in Kekerengu on the Kaikōura Coast. Supplied / Niki Macfarlane

Columbia University professor and organic chemist Colin Nuckolls, who visited the Kekerengu farm on Thursday, had spent the better part of the last decade studying the chemical differences between indoor and sun-grown cannabis.

He originally thought cannabis was mainly just THC (tetrahydrocannabinol) and CBD (cannabidiol) but found “a whole plethora of really interesting compounds” were present, often into the thousands, particularly in cannabis that was grown in soil and under the sunlight.

He said cannabis in the United States was tested for a certain number of cannabinoids and terpenes, so on paper, the certificate of analysis for different cultivars looked the same.

“Based on that you can’t tell any difference between them but the effect that a patient or a consumer has when they try one versus the other can be night and day, so what that’s telling you is that there’s many, many components in there that are having a big effect.

“It’s probably a fool’s error to think that you can actually reproduce what nature gave you in soil and sunlight in an indoor environment, the vegetative equivalent of a death camp.”

Auckland based GP Dr Graham Gulbransen started the first medical cannabis service in New Zealand nine years ago and said until recently, the products he prescribed had to be imported from Canada, Australia or Europe.

“Since 2022, we’ve had the option of organically grown CBD from this site here at Kekerengu and patients will often choose New Zealand grown or organically grown for the fact that it’s sustainable, using sunlight as the energy source rather than lights indoors.

He mainly prescribed medicinal cannabis to those with persistent pain, neurological conditions, those suffering from emotional distress, or with side effects from cancer treatment but at a cost of between $5 to $10 a day, the cost remained a barrier for many.

“We’d love to see subsidies where clearly we’re reducing the cost of standard medicines when patients are not responding to standard treatment.”

He said the Medicinal Cannabis Agency required a very high level of research in the form of clinical trials that showed the pharmaceutical benefits, which was tough when there were so many different strains of cannabis.

“It’s very difficult to do research where one variety may work better for a particular group of patients and other varieties are going to suit other people and some respond to low doses, others to high doses.”

He said research was happening around the world, but it was very expensive and work was ongoing to encourage the government to consider subsidising medical cannabis.

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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/2026/02/13/countrys-largest-medicinal-cannabis-grower-puro-nz-set-to-harvest-biggest-crop-yet/

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An Encounter with China: Chinese New Year in Paris: Nanjing Intangible Cultural Heritage Shines

Source: Media Outreach

PARIS, FRANCE – Media OutReach Newswire – 12 February 2026 – On February 10, the day of China’s Little New Year, An Encounter with China: Chinese New Year was held at the UNESCO Headquarters in Paris. The millennia‑old ancient capital Nanjing presented a “condensed version” of Chinese New Year through folk customs, art dialogues, and other forms. Representatives from permanent delegations of over 100 countries and international friends gathered to celebrate the Spring Festival, building a bridge for mutual learning among civilizations.

An Encounter with China: Celebrating Chinese New Year

In December 2024, the Spring Festival was inscribed on the UNESCO Representative List of the Intangible Cultural Heritage of Humanity. Khaled El-Enany, Director‑General of UNESCO, stated that the Spring Festival has become a globally shared cultural event, and its inscription highlights the global influence of Chinese culture. Yang Xinyu, Ambassador of China’s Permanent Delegation to UNESCO, praised Nanjing, calling this “City of Literature” a city that brings the charm and warmth of the Spring Festival to Paris, showcasing the profound heritage and contemporary value of Chinese culture.

Nanjing is home to the Nanjing City Wall, the largest existing ancient city wall in the world, and its Yunjin brocade weaving technique has been inscribed on the UNESCO Representative List of the Intangible Cultural Heritage of Humanity. At the event, the 2026 Spring Festival Temple Fair, hosted by China’s Permanent Delegation to UNESCO, kicked off with great excitement. Inside the headquarters hall, the Nanjing Cultural Symbols Exhibition drew large crowds: Fuma lanterns and Yulong lanterns glittered with brilliance, while Yunjin brocade and velvet flower crafts dazzled with their exquisite artistry. At the interactive area titled “Rubbing to Transmit Cultural Heritage,” guests personally took rubbings of inscriptions from Nanjing City Wall bricks.

In Nanjing itself, the Qinhuai Lantern Fair, with a history of over 1,700 years, illuminates the Confucius Temple; around the Ming City Wall, people “climb the city wall to walk off ailments,” visit temple fairs, and attend exhibitions, making the stories of the city wall a bond connecting the world.

During the event, Nanjing intangible cultural heritage inheritors, design scholars, and world‑leading designers gathered at the Manufacture Nationale de France for a dialogue titled “Reshaping and Interweaving Heritage.” Nanjing upholds the principles of “living heritage and two‑way empowerment,” through authentic restoration, international exchanges, and artistic co‑creation, allowing millennia‑old craftsmanship wisdom to serve the present, and enabling the world to appreciate the charm of Chinese New Year and the enduring power of Chinese civilization.

Hashtag: #Nanjing

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

LiveNews: https://livenews.co.nz/2026/02/13/an-encounter-with-china-chinese-new-year-in-paris-nanjing-intangible-cultural-heritage-shines/

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China’s “Space Town” Takes Shape: Rocket Launches Drive Industrial and Tourism Growth

Source: Media Outreach

WENCHANG, CHINA – Media OutReach Newswire – 12 February 2026 – China recently launched a Long March-12 carrier rocket from Wenchang, successfully sending the 19th group of low-orbit internet satellites into preset orbit. This mission marked the 12th launch since the country’s first commercial spacecraft launch site entered service, signaling that the facility has entered a phase of high-density, routine operations.

An aerial drone photo shows seaside homestays and coffee shops in Longlou Town, Wenchang, south China’s Hainan Province. (Xinhua/Pu Xiaoxu)

Wenchang benefits from distinct natural and geological advantages. As China’s southernmost launch site, its proximity to the equator improves payload efficiency. The expansive surrounding sea areas ensure safety for launch drop zones, while accessible maritime transport solves the logistical challenge of shipping large rocket.

The steady launch capacity, together with Hainan Free Trade Port policies such as zero tariffs, low tax rates, and a simplified tax system, is attracting aerospace companies from around the world. To date, more than 700 space-related enterprises have settled in the Wenchang International Aerospace City (WIAC), covering the entire industrial chain from rocket manufacturing and satellite design to data applications.

In 2025, the WIAC recorded annual revenue exceeding 20 billion yuan (approximately 2.9 billion U. S. dollars). With core infrastructure facilities gradually put to operations, a complete industrial chain—from manufacturing and assembling to launch operations—is rapidly taking shape.

“What attracted us here is not only the launch capability, but the entire industrial ecosystem,” said a senior executive of a satellite-related company based in the WIAC. “Finding partners and testing solutions here is extremely efficient.”

Space launches are also reshaping the local tourism landscape. According to official statistics, Wenchang recorded more than one million tourist trips in 2025. Many of the tourists were “rocket-chasers.” Launch viewing areas and the local aerospace science and education center have become popular destinations, boosting business for nearby homestays, restaurants, and related services.

“We used to live by the weather, now we live by the rockets,” a local homestay operator remarked, which highlighted the area’s transition from a traditional fishing community to a modern aerospace hub.

It was revealed that multiple launch pads are under construction at the Hainan Commercial Space Launch Site. As infrastructure continues to improve, a “Space Town” featuring the aerospace industry and themed tourism is taking shape along China’s southern coast.

Hashtag: #Wenchang

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

LiveNews: https://livenews.co.nz/2026/02/13/chinas-space-town-takes-shape-rocket-launches-drive-industrial-and-tourism-growth/

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Vinhomes Green Paradise Can Gio, new Standard for Coastal Urban Governance

Source: Media Outreach

HO CHI MINH CITY, VIETNAM – Media OutReach Newswire – 12 February 2026 – The 21st century is no longer measuring cities by height or GDP growth, but by their capacity to anticipate, absorb, and regenerate. “Resilience” has shifted from a policy buzzword into a survival metric. Governance is no longer a background function, it is the nervous system of urban life.

Vinhomes Green Paradise in Can Gio exemplifies this strategic shift. At its core, the project places the governance (G) factor at the center of the ESG++ model, aiming to build a city capable of regeneration and proactive long-term adaptation. The project is positioning itself not as a late entrant but as a re-architect of coastal urban logic.

When Governance Defines Quality of Life

For decades, Asian urban development prioritized growth speed and capital attraction. However, climate-related pressures, urban flooding, rising operational costs have exposed the limits of those indicators. International research, including “Happiness in urban environments,” now links quality of life not only to amenities but also to safety and environmental resilience. Even technical standards such as ISO 37120 increasingly emphasize public service delivery and transparency over purely economic metrics.

This rebalancing is most visible in coastal cities, where high economic potential coexists with direct exposure to sea-level rise. Jakarta’s subsidence crisis and the challenges faced by Bangkok and Manila illustrate the long-term costs of prioritizing speed over adaptive capacity. In this context, urban governance must extend beyond routine administration to function as an integrated system of risk management, forecasting, and proactive response.

Can Gio as a Strategic Test of Adaptive Capacity

As Ho Chi Minh City expands southward, Can Gio presents a concentrated version of the challenges facing Southeast Asian coastal urbanism. The peninsula contains a dual ecological structure: a large marine interface and a UNESCO-recognized mangrove biosphere reserve. This configuration imposes high sensitivity on any development decision. The economic use of marine resources must align with conservation requirements and regional ecological safety.

From an international perspective, Can Gio serves not only as a green buffer but also as a governance test case, where development can proceed without repeating the costly lessons observed elsewhere.

Vinhomes Green Paradise responds to this challenge by expanding the conventional ESG framework into an ESG++ model structured around two additional pillars: regeneration and resilience.

Marc Townsend, Senior Advisor at Arcadia Consulting Vietnam, observed that prioritizing environmental protection over short-term profit targets represents a strategic choice that positions the project as a distinctive model worthy of regional discussion. The defining feature is the placement of governance (G) as the central layer, enabling consistent execution of environmental (E) and social (S) objectives through international benchmarks such as BREEAM and ISO 37122.

Data Infrastructure and the Urban Operating System

At the core of the governance model is the ESG Hub, an AI-integrated platform designed for continuous monitoring of environmental indicators, energy consumption, and emissions. The system generates automatic alerts when risk thresholds are breached and transmits data directly to public display screens and residents’ mobile devices.

In the long term, the ESG Hub also plays the role of a data platform for synthesizing ESG reports, managing emission reductions and tracking the carbon footprint throughout the super project’s lifecycle, a key factor for sustainable commitments to be verified by actual operational data.

Alongside data-driven governance, the ESG++ urban area incorporates infrastructure solutions tailored to coastal conditions. These include sea reclamation techniques, active flood warning and drainage regulation systems, and materials resistant to saltwater corrosion. Such features reflect a risk-prevention approach embedded from the design stage.

This smart city model, with the application of IoT, artificial intelligence and big data application, is integrated into core operational layers such as security, traffic, fire prevention and energy management. The residential experience is supported by an automated ecosystem comprising self-driving vehicles, delivery robots, and service robots. Within individual apartments, a centralized smart management interface allows residents to control lighting, temperature, and security systems.

The operating model does not rely solely on technology. A professionally trained management team and 24/7 resident services form a “soft governance layer” that reinforces system stability and consistency.

Broader Implications

From an investment perspective, urban governance capacity is consistently linked to the ability to accumulate long-term asset value. Once infrastructure linkages between Can Gio, central Ho Chi Minh City, and the international seaport system are completed, the area will transform from an ecological space to a marine tourism and logistics hub.

Practice from cities developed according to ESG standards like Hammarby Sjöstad or Sentosa shows that real estate value is always more stable and durable against fluctuation cycles.

At a broader level, Vinhomes Green Paradise Can Gio illustrates a shift in Vietnam’s approach to coastal urban development. The integration of governance with data systems and technology sends a signal to international observers: the future value of a city will be determined not by its physical mass but by its governance capacity and adaptive flexibility against market fluctuations.

Hashtag: #Vinhomes

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

LiveNews: https://livenews.co.nz/2026/02/13/vinhomes-green-paradise-can-gio-new-standard-for-coastal-urban-governance/

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Trendy Toys Gather at Trendy Temple Fair: Come and Enjoy the Chinese New Year in Chaoyang

Source: Media Outreach

BEIJING, CHINA – Media OutReach Newswire – 12 February 2026 – When you think of the Chinese New Year, lively lion dances and vibrant red lanterns surely come to mind. But this time, in Beijing’s Chaoyang District, you might brush past an adorable panda mascot, run into trendy IP characters on street corners, and discover themed artistic lanterns and festive markets. All these are available at the “Trendy Chaoyang, Trendy Temple Fair” event unfolding at the Chaoyangmen Outer Street area.

“Trendy Chaoyang, Trendy Temple Fair”

From February 10 (Little New Year in northern China on the Chinese lunar calendar) to March 8, the UIC block in the Chaoyangmen Outer Street area transforms into an open-air New Year playground. The most eye-catching are the nearly 100 “pandas” scattered throughout the block—not real giant pandas, but art installations, lanterns, pop-up IPs, and interactive photo spots inspired by various trendy characters. Top panda celebrities like Beijing Zoo’s Meng Lan, Chengdu’s He Hua, Hu Hu from the movie Panda Plan, Bing Dwen Dwen (a mascot of Beijing 2022 Olympic Winter Games), Pang Anda (a mascot of Air China), and 52TOYS’ Panda Roll, among others, have all gathered here. Additionally, over ten renowned domestic and international IPs, such as MOLLY from Pop Mart and WAKUKU from HERE, have also “traveled” here, creating a warm, healing, fun-filled, adorable universe.

Apart from trendy toy IPs, the event offers diverse Spring Festival experiences: Yingge Dance from the Chaoshan area of Guangdong Province makes its debut in Beijing, beating majestic New Year drums; folk song and dance performances from Guangxi and other ethnic areas showcase the diverse flavors of Chinese New Year. Visitors can enjoy specially crafted drinks from AI-powered unmanned beverage stations while appreciating intangible cultural heritage crafts and designer brands at the market. At THE BOX shopping mall, you can try VR tennis, visit a pet market, and interact with roaming non-player characters (NPCs) to receive red envelopes. After nightfall, lights, woven tree covers, and themed lighting effects turn the entire street into a dreamy open-air “art gallery.”

At historic sites such as Dongyue Temple and Ritan Park, Chaoyang District leverages local cultural heritage to create all-ages-friendly fairs combining exhibitions, fun activities, markets, and performances. This is not just a revival and celebration of Chinese New Year but also a cultural exchange that bridges tradition and modernity, folk customs and fashion, the local and the global.

Chaoyang’s “Trendy Temple Fair” welcomes everyone, no matter where you are from, with open arms, creative and heart-warming celebrations, inviting all to experience a Chinese New Year that is tangible, interactive, and full of surprises and happy memories.

Hashtag: #TrendyTempleFair

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

LiveNews: https://livenews.co.nz/2026/02/13/trendy-toys-gather-at-trendy-temple-fair-come-and-enjoy-the-chinese-new-year-in-chaoyang/

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Vingroup and Vinhomes named to Time’s Asia-Pacific’s Best Companies of 2026

Source: Media Outreach

HANOI, VIETNAM – Media OutReach Newswire – 12 February 2026 – Vingroup and Vinhomes have been recognized by TIME (USA) in the ranking of ASIA-PACIFIC’S BEST COMPANIES OF 2026, placing both companies among the Top 500 enterprises in the region.The simultaneous presence of Vingroup and Vinhomes with impressive rankings in TIME’s prestigious list not only affirms the global scale and stature of their ecosystem, but also underscores the growing influence of Vietnam’s economy on the international stage.

Vingroup and Vinhomes have been named among the Top 500 Best Companies in Asia-Pacific 2026 by TIME Magazine.

This year’s ranking honors 500 outstanding companies that are elevating the Asia-Pacific region’s role on the global economic map under the title ASIA-PACIFIC’S BEST COMPANIES OF 2026. Vingroup achieved a total score of 89.68, ranking 57th. Vinhomes ranked 352nd with a score of 80.69.

The results are based on a rigorous and transparent evaluation process conducted by TIME in collaboration with Statista. The assessment draws on comprehensive data collection and in-depth analysis across three key criteria: Financial Performance, Sustainability Transparency (ESG), and Employee Satisfaction.

Under the Financial Performance criterion, Vingroup received high recognition from TIME, recording consolidated net revenue of VND 332.77 trillion in 2025, up 76% year-on-year, the highest in the Group’s history. This exceptional performance was driven by the simultaneous launch of large-scale real estate mega-projects nationwide, alongside strong breakthroughs in its technology and industrial segments.

Vinhomes reported consolidated net revenue of VND 154.102 trillion in 2025. Its total consolidated net revenue (adjusted) reached VND 183.923 trillion, while consolidated profit after tax amounted to VND 42.111 trillion, representing year-on-year increases of 30% and 20%, respectively, compared to 2024. These figures not only exceeded business targets but also set new records, securing Vinhomes’ place among the region’s most prestigious Top 500 companies.

Under Sustainability Transparency (ESG), Vingroup continued to demonstrate meaningful contributions across environmental, governance, and social dimensions. ESG principles are integrated across all of the Group’s operations, from advancing green industrial development and building a comprehensive electric vehicle ecosystem centered on VinFast, to developing Vinhomes’ large-scale urban projects based on sustainable planning standards from inception.

A standout example is Vinhomes’ mega-project, Vinhomes Green Paradise, located in Can Gio. The project aims to achieve international certifications including BREEAM Communities and ISO 37122. Beyond merely adhering to global standards, Vinhomes Green Paradise pioneers an upgraded ESG++ urban model built upon five pillars: Environment – Social – Governance – Regeneration – Climate Change Adaptation. This ESG++ framework is set to become the benchmark for all future Vinhomes developments.

With a forward-looking vision, Vinhomes Green Paradise has also become the first Official Participant in the “7 Wonders of Future Cities” campaign initiated by New7Wonders, affirming its global aspiration in shaping a model city of the future.

Under the Employee Satisfaction criterion, Vingroup ranked 55th globally, while Vinhomes placed 335th, reflecting a dynamic working environment that fosters creativity, dedication, and continuous personal development.

In Vietnam, Vingroup and Vinhomes have consistently led national rankings of “Best Workplaces” announced by independent organizations, reinforcing their human capital strategy as a core foundation for sustainable, long-term growth.

This marks the third consecutive year that Vingroup and its subsidiaries have been honored by TIME in prestigious global rankings. Previously, VinFast was named among the world’s Most Influential Companies 2024 and included in ASIA-PACIFIC’S BEST COMPANIES OF 2025. Also in 2025, Vingroup became the first and only Vietnamese company to be honored among the World’s Best Companies 2025.

The continued recognition of Vingroup and its ecosystem companies by TIME underscores the rising strength and expanding global influence of Vietnamese enterprises.

TIME, headquartered in New York, USA, is one of the world’s most respected publications, with a history spanning 103 years and a broad international presence. Its annual rankings are widely regarded for their objectivity, rigorous evaluation methodology, and comprehensive criteria, earning strong credibility within the global business community.

Hashtag: #Vingroup #Vinhomes

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/2026/02/13/vingroup-and-vinhomes-named-to-times-asia-pacifics-best-companies-of-2026/

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Melco attains world’s most Forbes Travel Guide Five-Star Awards in 2026 for any integrated resort operator

Source: Media Outreach

Melco, with its American depositary shares listed on the Nasdaq Global Select Market (Nasdaq: MLCO), is a developer, owner and operator of integrated resort facilities in Asia and Europe. The Company currently operates City of Dreams ( www.cityofdreamsmacau.com) and Altira Macau ( www.altiramacau.com), integrated resorts located in Cotai and Taipa, Macau, respectively. In addition, the Company operates Studio City ( www.studiocity-macau.com), a cinematically-themed integrated resort in Cotai, Macau. In the Philippines, the Company operates and manages City of Dreams Manila ( www.cityofdreamsmanila.com), an integrated resort in the Entertainment City complex in Manila. In Europe, the Company operates City of Dreams Mediterranean, an integrated resort in Limassol, in the Republic of Cyprus ( www.cityofdreamsmed.com.cy). In South Asia, the Company manages the Nüwa hotel at City of Dreams Sri Lanka ( www.cityofdreamssrilanka.com), an integrated resort in Colombo, Sri Lanka. For more information about the Company, please visit www.melco-resorts.com.

Melco is majority owned by Melco International Development Limited, a company listed on the Main Board of The Stock Exchange of Hong Kong Limited, which is in turn majority owned and led by Mr. Lawrence Ho, who is the Chairman, Executive Director and Chief Executive Officer of the Company.

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

LiveNews: https://livenews.co.nz/2026/02/12/melco-attains-worlds-most-forbes-travel-guide-five-star-awards-in-2026-for-any-integrated-resort-operator/

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Cregis at Consensus Hong Kong 2026: Redefining the Standards of Digital Asset Operations with Enterprise-Grade Solutions

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 12 February 2026 – In February 2026, global attention across the blockchain and crypto industry once again converged on Hong Kong. At the highly anticipated Consensus Hong Kong 2026, Cregis made a strong presence as a core exhibitor, emerging as a focal point for institutional clients, partners, and industry experts. With a full-stack product suite spanning payments, custody, and wallets, Cregis sparked in-depth discussions around the future paradigm of digital asset infrastructure.

Showcasing Core Products to Deliver End-to-End Enterprise Solutions

Located in the main exhibition hall, the Cregis booth (Booth 1808) remained a hub of engagement throughout the event. The team highlighted four cornerstone infrastructure offerings: the Crypto Payment Engine, the Digital Asset Business Operations Suite, MPC Wallet Infrastructure, and Enterprise-Grade Self-Custody Solutions. Together, these components form a comprehensive, closed-loop system covering fund flows, secure custody, and refined operational management.

During on-site discussions, Aaron, CTO at Cregis, shared:

‘What we’re seeing today is that the biggest challenge for enterprises adopting digital assets is no longer a single technical hurdle. It’s a systems-level problem—how to seamlessly, securely, and compliantly integrate complex on-chain operations into existing business workflows. This is exactly what Cregis is built to solve. By creating a secure, flexible, and compliance-first infrastructure layer, we transform fragmented technical challenges into standardized solutions that enterprises can easily integrate and manage.’

Industry Consensus: Compliance and Flexibility Are Critical

Throughout the conference, the Cregis team held extensive discussions with financial institutions, trading platforms, asset managers, and Web3-native projects from around the world. Live demonstrations and real-world use cases reinforced a clear market signal: demand is accelerating for solutions that not only meet stringent security and regulatory requirements, but also deliver high levels of customization and operational efficiency.

Sharing his broader industry perspective, Aaron added that the market has reached a pivotal inflection point. Institutional capital and mainstream use cases are entering at scale, but the maturity of underlying infrastructure will determine how smoothly this transition unfolds. Cregis aims to serve as a trusted partner for institutions at this critical juncture—reducing uncertainty through robust technology and enabling clients to move forward with confidence into the next phase of growth.

Beyond Tools: Cregis as a Strategic Enabler

Consensus Hong Kong 2026 was not only a product showcase, but also a clear statement of Cregis’ enterprise strategy. Through its presence at the event, Cregis reaffirmed its positioning as a one-stop provider of enterprise-grade digital asset management and operational solutions.

Cregis believes the future of digital assets lies in large-scale enterprise adoption. Anchored in security, structured around compliance, and powered by flexible, modular products, Cregis will continue to work alongside global innovators to build a more efficient, interconnected, and trustworthy next-generation digital asset operating ecosystem.

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/2026/02/12/cregis-at-consensus-hong-kong-2026-redefining-the-standards-of-digital-asset-operations-with-enterprise-grade-solutions/

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Lever Style Reports Full Year 2025 Financial Results

Source: Media Outreach

Full Year 2025 Financial Results Summary

  • US Tariffs wreaked havoc on industry in 2025;
  • 2025 Revenues: $200.2 million down 10.2% while proactively managing down business from 2 largest clients in 2024; 2025 revenue on balance of business would have grown 2.7% when excluding these 2 clients;
  • Record-high 7.9% net profit margin despite 10.2% reduction in revenue;
  • Debt free with record-high US$41.5 million cash balance;
  • Acquisition of activewear maker AAG’s business positions us for growth in 2026;
  • Early success of digitalization and platformization helping competitiveness and profitability going forward;
  • Final dividend to remain at HK$7.0 cents despite the 7.4 % reduction in net profit.

HONG KONG SAR – Media OutReach Newswire – 12 February 2026 – Lever Style Corporation (HKEX: 1346, “Lever Style”), the world’s premier apparel production platform, today reported financial results for the full year ended December 31, 2025.

For the full year 2025, Lever Style reported revenues of US$200.2 million (a decrease of 10.2% from the prior year) and a net profit of US$ 15.9 million (down 7.4% from 2024). The group also reported a record-high 7.9% net profit margin and maintained gross profit margin of 28.5%. Further, the group was debt-free once again and had a record net cash position of US$41.5 million at the end of the full year 2025.

“In a year when Trump’s Liberation Day tariffs wreaked havoc on the industry, we managed down our business to safeguard our current and future financial health. Revenues retreated 10.2% from the prior year to US$200.2 million for the 2025 reporting period, which was a result of applying stringent credit risk control on our former top two clients from 2024 rather than an across-the-board weakening of demand.” said Stanley Szeto, Executive Chairman of Lever Style.

“Against the tariff backdrop, we did well to have achieved record-high net profit margin and registered growth for the rest of our customer portfolio outside of the former two top clients from 2024. This is a testament to the strength of our versatile, asset-light business model” Mr. Szeto added.

Commenting on Lever Style’s inorganic growth strategy in 2025, Szeto said, “We put more focus on pursuing inorganic growth through acquisitions. In December 2025, we announced our largest acquisition to date, the acquisition of certain assets and businesses of Active Apparel Group (“AAG“), an Australia-based supplier of activewear such as golf shirts, running shorts and yoga leggings. This acquisition is our seventh since our 2019 IPO and will continue to strengthen our activewear capability in a segment important to our growth. As is customary from our past 6 acquisitions, we acquired AAG’s business but not its factory to safeguard our asset-light business model … By concluding the AAG acquisition in late 2025, we put ourselves back on the growth path for 2026 in spite of the challenging economic environment.

Future Prospects

On future prospects, Szeto commented “Even though US tariffs on most garment-producing countries have come down to the 20% range, the US economy remains on edge … There is a growing trend of retail bankruptcies, which have knock-on effects on brands and the supply chain.”

“Despite such headwinds, we feel confident that we’ll once again out-perform the industry due to the sustainable competitive advantage provided by our asset-light business model…We are continuing to explore other strategic merger and acquisition opportunities to further strengthen our product category portfolio, expand our production base, and gain scale that creates synergies and operating leverage…With little relief in sight from a US-tariff impacted world, we expect there will be more merger and acquisition opportunities at reasonable valuations.”

Digitalization and Platformization

Executive Chairman Stanley Szeto said Lever Style has “embarked on a new phase of digitalization,” using automation and AI for “fully automated factory invoice handling” and “reading purchase orders and translating tech packs,” “saving processing time on some mundane tasks by up to 90%.”

On platformization, he said, “Transforming into a digital two-way marketplace platform which automatically computes costing and digitally matches the optimal factory for each order is a long journey.” and noted “We are enjoying early success with more than 35 factories having joined this platform …”

For more details, please visit: https://www1.hkexnews.hk/listedco/listconews/sehk/2026/0212/2026021200299.pdf

https://www.leverstyle.com/en/home/
https://www.linkedin.com/company/lever-style-inc./
https://www.facebook.com/leverstyleofficial
https://www.instagram.com/leverstyle/
https://www.youtube.com/channel/UC2xFoI4FpTh5SOU6O63nNUQ

Hashtag: #LeverStyle

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/2026/02/12/lever-style-reports-full-year-2025-financial-results/

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FutureOne MENA (FOM) and Dubai Multi Commodities Centre (DMCC) Forge Strategic Partnership to Accelerate Real World Asset (RWA) Tokenization and Establish a Wealth Corridor Linking the Middle East and Hong Kong

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 12 February 2026 – As real‑world asset (RWA) tokenization shifts from niche pilots to core infrastructure for institutional wealth management, it is redefining how capital flows across borders, asset classes, and generations. On February 9, 2026, FutureOne MENA (“FOM”), a pioneering enterprise focused on connecting family offices with future technology, with a particular emphasis on tokenization and RWAs, enabling them to access, structure, and invest in next-generation finance, and the Dubai Multi Commodities Centre (“DMCC”), a Government of Dubai authority and the region’s leading global business hub, signed a Memorandum of Understanding (MOU) during an exclusive family office dinner themed “The Future of Tokenizing Wealth” at Rosewood Hong Kong.

The partnership will create a strategic wealth corridor between Dubai and Hong Kong, enabling institutional‑grade RWA tokenization that connects Middle Eastern capital with Asia‑Pacific opportunities. By combining FOM’s AI‑driven investment intelligence and family‑office expertise with DMCC’s regulated, commodity‑rich ecosystem, the collaboration aims to unlock fractional, cross‑border ownership of high‑value assets, enhance liquidity for traditionally illiquid holdings, and accelerate the adoption of compliant, on‑chain wealth solutions for ultra‑high‑net‑worth investors and family offices.

The event, hosted by FOM with the support of InvestHK, convened over 100 high‑profile representatives from global family offices and institutional investors, including notable participants from Sunwah Group, CT Bright (CP Group), Keyestone Group, Lee Kum Kee Group, MindWorks Capital, Park Capital Group, E Fund Asset Management Hong Kong, K. Wah, and many others.

Dr. Anina Ho, Founder & CEO, FOM, stated “Today we formalize our collaboration on cross-border digital asset and RWA initiatives between Dubai and Hong Kong. This partnership bridges two of Asia’s leading financial hubs, creating institutional-grade solutions for family offices navigating digital wealth transformation.”

Belal Jassoma, Senior Director of Tech Ecosystems, DMCC, added, “This partnership reflects the next phase of digital asset adoption – moving beyond experimentation to institutional‑grade infrastructure. By connecting Dubai and Hong Kong as twin hubs for regulated real‑world asset tokenization, we are strengthening the framework through which family offices and institutional players can operate with confidence. Through DMCC’s Crypto Centre, Wealth Hub and other ecosystems and Dubai’s regulatory frameworks, combined with FOM’s strong family offices network, this collaboration establishes a practical wealth corridor that enhances cross‑border collaboration, transparency, and long‑term business expansion across two of the world’s most dynamic trade centers.”

Key value propositions

1. Establishing a powerful UAE-HK wealth corridor

Under the MOU, FOM and DMCC will collaborate to integrate the Middle East and Hong Kong financial ecosystems, leveraging DMCC’s specialized licensing, corporate structuring capabilities, and free‑trade zone advantages alongside FOM’s cutting‑edge digital asset solutions and connectivity to Hong Kong. This strategic alliance is poised to help family offices and high‑net‑worth individuals (HNWIs) in Dubai and Hong Kong capture the surging demand for compliant, institutional‑grade digital asset and alternative investment solutions, while maintaining strong governance and operational efficiency.

The initiative positions Dubai and Hong Kong as twin hubs for regulated RWA tokenization, connecting Middle Eastern capital with Asia‑Pacific opportunities through secure, transparent, and institutionally robust digital asset infrastructure. For family offices, this means greater diversification, improved risk‑adjusted returns, and streamlined access to global opportunities without compromising regulatory compliance.

2. Enhancing digital asset ecosystem

Through the strategic partnership, FOM and DMCC will develop robust frameworks for tokenizing RWAs including real estate, commodities, and other institutional-grade assets, thereby establishing standards for asset custody, settlement, compliance, and cross-border tokenization operations. This UAE-Hong Kong wealth corridor will not only facilitate capital flows but also provide a transparent and compliant environment for digital asset issuance, trading, and reporting, empowering family offices and institutional investors with confidence and clarity in private‑market deal‑making and public‑market participation.

Shaping the future of RWA tokenization

Following the MOU signing, the event featured insightful panel discussions titled “Turning Real‑World Assets into Digital Wealth” and “Everyday Digital Wealth: Stablecoins, Payments and Tokenized Income,” along with a fireside chat on “The Future of Digital Asset Platforms.” These discussions examined how Dubai and Hong Kong can collaboratively advance regulated structures, stable‑wealth solutions, and real‑world applications for institutional and family capital.

Distinguished panelists and speakers included Dr. Anina Ho, Founder & CEO, FOM; Mr. Belal Jassoma, Senior Director of Tech Ecosystems, DMCC; Mr. Ben Zhou, Co-Founder & CEO, Bybit; Mr. Bernard Charnwut Chan, GBM, GBS, JP; Ms. Denise Zhou, Chief Strategy Officer, FOM; Mr. Henri Arslanian, Co‑Founder, Nine Blocks Capital; Mr. Jesse Guild, Vice President, Product Management, Crypto & Digital Assets, Mastercard; Mr. Lennix Lai, Chief Commercial Officer, OKX; Ms. Lingling Jiang, Partner, DWF Labs; and Mr. Yat Siu, Co‑Founder & Executive Chairman, Animoca Brands. Together, these leaders exchanged insights on how emerging technologies, including blockchain, AI, and quantum computing are reshaping asset management and cross‑border investment frameworks. The event showcased the powerful synergy between Hong Kong’s innovation ecosystem and Dubai’s regulatory excellence, creating the foundation for global RWA leadership.

The strategic partnership between FOM and DMCC unites cutting-edge technology with world-class regulatory framework to establish a UAE-Hong Kong wealth corridor, connecting cross-border capital flows, enabling compliant digital transformation, and powering institutional-grade RWA opportunities for family offices and institutional investors.

Photos and photo captions:
https://drive.google.com/drive/folders/1FfQLNGYvDLKEoHWqKNxKyIK64tGU0aAC?usp=sharing

  1. Belal Jassoma (left), Senior Director of Tech Ecosystems, DMCC and Dr. Anina Ho (right), Founder & CEO, FOM sign a MOU during an exclusive family office dinner themed “The Future of Tokenizing Wealth” on February 9, 2026.
  2. Belal Jassoma (left), Senior Director of Tech Ecosystems, DMCC and Dr. Anina Ho (right), Founder & CEO, FOM shake hands after the MOU signing.
  3. Dr. Anina Ho, Founder & CEO, FOM delivers welcome remarks and introduces the event theme “From Theory to Real Use Cases in Tokenizing Wealth Between Dubai and Hong Kong.”
  4. Belal Jassoma, Senior Director of Tech Ecosystems, DMCC shares insights on “Bridging Physical Commodities & Digital Assets as a Global Trade Hub.”
  5. During the panel discussion titled “Turning Real World Assets into Digital Wealth,” moderated by Ms. Denise Zhou (left), Chief Strategy Officer, FOM, Mr. Lennix Lai (center), Chief Commercial Officer, OKX, and Mr. Belal Jassoma (right), Senior Director of Tech Ecosystems, DMCC share their insights on how tokenization is transforming traditional asset ownership and access.
  6. During the panel discussion titled “Everyday Digital Wealth: Stablecoins, Payments and Tokenized Income,” moderated by Mr. Henri Arslanian (first from the left), Co‑Founder, Nine Blocks Capital, Mr. Jesse Guild (second from the left), Vice President, Product Management, Crypto & Digital Assets, Mastercard, Ms. Lingling Jiang (second from the right), Partner, DWF Labs, and Mr. Yat Siu (first from the right), Co‑Founder & Executive Chairman, Animoca Brands explore how digital assets and tokenized products are taking shape in everyday finance.
  7. During the fireside chat moderated by Ms. Denise Zhou (left), Chief Strategy Officer, FOM, Mr. Ben Zhou (right), Co-Founder & CEO, Bybit shares insights on the future of digital asset platforms.

General Disclaimer
The press release is distributed solely as a corporate announcement of a strategic partnership and event recap, and not as an offer or solicitation to acquire any specific investment product, token, fund, or securities.

The information herein is based on sources believed reliable but not guaranteed as to accuracy or completeness. Recipients should conduct their own due diligence and consult qualified advisors before investing. No liability is accepted for decisions based on this material.

Hashtag: #FOM

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/2026/02/12/futureone-mena-fom-and-dubai-multi-commodities-centre-dmcc-forge-strategic-partnership-to-accelerate-real-world-asset-rwa-tokenization-and-establish-a-wealth-corridor-linking-the-middle-east-and/

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Bangkok Design Week 2026 Sets the Stage as Asia’s Creative Hub

Source: Media Outreach

Uniting Networks from Over 17 Countries to Drive Cross-Border Collaboration and Sustainable Regional Growth

BANGKOK, THAILAND – Media OutReach Newswire – 12 February 2026 – As design increasingly proves its power to transform creativity into a strategic force of macroeconomic competitiveness, Bangkok Design Week 2026 (BKKDW2026), organized by the Creative Economy Agency (Public Organization) or CEA, together with its partners, enters its ninth edition with a bold ambition — evolving from a national design festival into a leading creative platform for Asia. By uniting networks of designers and international partners from more than 17 countries across Asia and Europe, the festival plays a pivotal role in positioning Bangkok as Asia‘s Creative Festival Hub (Creative Hub of Asia).

Under the theme “DESIGN S/O/S,” Bangkok Design Week 2026 highlights design and creativity as practical tools to help societies act, adapt, and survive amid global challenges. The festival significantly expands its international partnerships, opening new spaces for designers, artists, and creative entrepreneurs to exchange knowledge, technology, and business models. These collaborations aim to foster a new creative business ecosystem as one that leads to investment opportunities, business matching, and the development of Thai creative products capable of competing in global markets.

Explore perspectives from international partners, who shed light on the role of design as a universal language — a borderless bridge between cultures that generates tangible opportunities for Thailand’s creative economy in the global arena.

FROM LEGACY TO THE FUTURE. RESTORATION AS A DESIGN PROJECT
Sustainable Cultural Asset Management for Future Generations
by Embassy of Italy in Bangkok

The first international highlight comes from Italy, through the project Italia Reloaded, presented by the Italian Cultural Institute and the Embassy of Italy in Thailand. The initiative introduces the concept of “Restoration as Sustainability.”

Maria Sica, Director of the Italian Cultural Institute, explains “Restoration is not about the past, it lies at the heart of sustainability. It focuses on reusing existing resources rather than producing new ones, guided by the principle of ‘Not Fake’- repairing without imitation. By integrating innovation, restoration preserves the authenticity and living value of cultural heritage. The project also draws on the historical relationship between Florence and Bangkok, inspired by the legacy of Silpa Bhirasri, serving as a foundation for knowledge transfer and hands-on workshops. These activities aim to elevate Thai craftsmanship to international standards while supporting high-quality cultural tourism. Together, these efforts frame restoration as a strategic pillar of urban cultural asset management — revitalizing historic districts, generating economic vitality, and strengthening a creative business ecosystem that grows sustainably from the city’s existing foundations.

LAHI (Heritage): The Philippine Fashion Exhibition
Fashion as Cultural Diplomacy and a New Economic Bridge in ASEAN
by the Philippine Embassy in Thailand

Representing the Philippines, Bangkok Design Week 2026 serves as the launch platform for “LAHI (Heritage): The Philippines Fashion Exhibition,“ presented through a collaboration between the Department of Trade and Industry (DTI), the Philippine Trade and Investment Center in Bangkok, and the Philippine Embassy in Thailand. Using fashion as a tool of both economic development and creative diplomacy, the initiative underscores Thailand’s role as a strategic partner for the Philippines within ASEAN.

A representative from DTI noted “Bangkok Design Week is a key platform for showcasing Philippine design capabilities to regional and global markets. It also serves as a gateway for cross-border business and investment opportunities, particularly through co-creation.The collaboration explores hybrid products that combine Thailand’s strength in international-standard manufacturing with Philippine design and craftsmanship. This approach not only strengthens the ASEAN brand and elevates products into high-value market segments, but also demonstrates how fashion — when rooted in cultural heritage — can become a competitive economic asset on the global stage.”

Ephemeral Sounds of the Gulf
Listening to Impermanence Through Design That Is Meant to Dissolve

The project “Ephemeral Sounds of the Gulf“ by Japanese mixed-media artist and producer Erika Tsuchiya (VCUarts Qatar) examines the tension between permanence and impermanence in contemporary production and consumption. The work experiments with biomaterial records, using physical media as a sonic and conceptual platform.

Erika Tsuchiya explains “The project reflects the continued economic potential of the physical format market even in a digital era — especially in Bangkok, where vinyl culture is experiencing a revival. At the same time, the project functions as research and development for a future green supply chain in the music industry. By recording natural soundscapes from the Arabian Gulf region and distributing them globally through biodegradable records, the work challenges conventional expectations of sonic perfection, while raising awareness of digital pollution and resource-intensive mass reproduction.

“Presently, designers and creators must be conscious of where materials come from and the impact of their choices. Understanding costs and consequences from the very beginning of the supply chain is the foundation of business models that grow not only in profit, but in long-term sustainability.” Tsuchiya concludes.

People Pavilion: Reimagining Streetlights as Urban Landmarks
Shade, Light, and Inclusive Design for the Tropical City

Another tangible example of urban innovation is People Pavilion, or Lan Prakai Muang, a collaboration between Urban Ally and HAS design and research, led by Jenchieh Hung and Kulthida Songkittipakdee. The project reinterprets “the Streetlight Pole” an existing piece of urban infrastructure transforming it into a functional and inclusive public architecture.

The design is grounded in a shared perspective that “the tropical climate is not a constraint, but an urban resource.” Drawing from everyday life in Bangkok where people seek shade during the day and light at night, the pavilion upgrades existing infrastructure into usable public space. This approach reduces construction waste while adding value to existing urban assets through the concept of infrastructure upcycling.

The core of the project goes beyond creating a new space. People Pavilion functions as an urban prototype for sustainable city-making, offering alternative solutions to public space challenges without relying on large-scale budgets. Through cross-sector collaboration and inclusive design, underutilized or neglected areas are transformed into places of tangible social and economic impact supporting a more resilient, adaptive, and people-centered city. Ultimately, the project demonstrates that meaningful urban transformation can be achieved through strategic design, rather than heavy financial investment.

HONG KONG: Projecting Future Heritage
When Everyday Architecture Becomes Tomorrow‘s Blueprint

The exhibition “HONG KONG: Projecting Future Heritage,“originally presented at the Venice Biennale Architettura in 2025, arrives in Bangkok curated by Hong Kong architects and urbanists Sunnie S.Y. Lau and Fai Au. It offers a perspective on social innovation by re-examining architecture embedded in everyday life. Moving beyond iconic landmarks, it invites critical reflection on ordinary buildings and familiar urban structures.

The two creators explain “Under the concept of Future Heritage, we explore strategic commonalities among historic port cities such as Hong Kong, Venice, and Bangkok. Those highlight the role of urban water systems as foundational infrastructures that have shaped these cities’ transformation from historic settlements into economic centers. We also present local architectures that reflect real everyday life, which may become valuable historical heritage in the next 20 – 30 years.”

From a sustainability perspective, the exhibition proposes an approach to urban development that integrates traditional wisdom with contemporary technology. Rather than viewing existing buildings as obsolete or burdensome, it advocates adaptive reuse — reimagining and repurposing structures without demolition — so they can continue to support living, working, and everyday life in meaningful ways. The exhibition underscores that looking back at what already exists is a crucial key to transforming cultural heritage into economic and intellectual capital capable of sustainable growth in the future.

Elevating Bangkok Design Week as the Creative Hub of Asia

These collaborations represent only a fraction of what unfolds at Bangkok Design Week 2026, taking place from 29 January – 8 February 2026. Through CEA’s strategic direction, the festival is being elevated as an international creative platform connecting designers, cities, businesses, and investors from Thailand and abroad. The goal is clear to transform cultural capital into measurable economic value, while firmly establishing Bangkok as one of Asia’s leading creative festival hubs. Driven by the power of the creative economy and sustained through long-term cross-border collaboration, Bangkok Design Week continues to advance a vision of inclusive, competitive, and sustainable growth for the region and beyond.

Website: www.bangkokdesignweek.com
X: @BKKDesignWeek
Facebook/Instagram: bangkokdesignweek
Line: @bangkokdesignweek

Hashtag: #CEA #BKKDW2026 #BangkokDesignWeek #DesignSOS #PowerOfDesign #PowerOfThaiDesign

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/2026/02/12/bangkok-design-week-2026-sets-the-stage-as-asias-creative-hub/

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EMA backs broad direction of new Health and Safety Bill – but warns key gaps must be fixed

Source: EMA

The Employers and Manufacturers Association (EMA) says the government’s new Health and Safety at Work Amendment Bill takes a constructive step towards a modern, risk-based system – but warns several significant issues must be addressed through the submission and select committee process.
EMA Manager of Employment Relations and Safety Paul Jarvie says a risk-focused framework is the right direction. However, there are flaws and inconsistencies that could undermine its intent.
“A modern, risk-based approach is different to what we currently have, but the current approach isn’t working. So it’s worth trying this – a framework successfully used in other jurisdictions around the world.
“We do have concerns about the proposed exemptions for smaller businesses (fewer than 20 employees), as size has no bearing on risk, and some of the proposed exemptions could create new problems rather than solving old ones.”
The proposed bill limits these businesses’ requirements to identify and manage critical risks. Businesses with more than 20 workers, however, would continue to be responsible for managing all risks, not just critical ones.
However, the greatest cause of workplace injuries across all sectors is strains, sprains, and back injuries. These would not meet the critical-risk criteria and therefore would not be required to be identified or managed.
Jarvie says this creates a problematic disconnect.
“It’s vital that businesses collect all this data – for example, incident and near-miss reports – to understand what is potentially going to happen next. Low-level injuries can often help identify a more significant issue. Workplace violence, fatigue, and stress are other examples of issues employers need to identify and manage but which would not meet the critical-risk criteria,” he says.
“Creating a distinction between a small business and a large business doesn’t make any sense when both could have the same risks and injury profiles.”
Another challenge is allowing other legislation to override health and safety requirements if those duties are already covered elsewhere.
Jarvie says this creates uncertainty and could lead to unintended consequences.
“We already see conflicting requirements between agencies – for example, between land transport rules and health and safety guidance. Without clearer definitions, the bill risks widening those gaps.”
The EMA strongly supports the bill’s proposed industry-led Approved Codes of Practice (ACOPs) and its clearer distinction between governance and operational duties.
However, Jarvie says the absence of draft regulations could add confusion.
“We urgently need regulations to support the current Health and Safety at Work Act. It’s critical that we see them and that they align with and direct the bill’s intent.”
Jarvie says the success of the reforms will rely on a well-resourced, modern regulator that works collaboratively with business, similar to the Swedish system.
“Employers need confidence that they’ll receive consistent, practical advice. Without that, the risk-based model won’t deliver the improvements we all want.”
“Overall, we support the Bill’s intent,” Jarvie says. “But several significant issues need to be addressed to avoid unintended consequences. If we get this right, it will help New Zealand finally shift its stubborn health and safety performance.”
The EMA will continue reviewing the legislation in detail and will provide further guidance to its members in the coming weeks.

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/ema-backs-broad-direction-of-new-health-and-safety-bill-but-warns-key-gaps-must-be-fixed/

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Banking Ombudsman puts property partnerships under the spotlight this Valentine’s Day

Source: Banking Ombudsman Scheme

12 February 2026 – Partnering with friends or family members can be a great way to get on the property ladder, but it can come with risks, warns the Banking Ombudsman.
Nicola Sladden said a recent dispute investigated by the scheme was a timely reminder for people buying property with others to have a firm understanding of their rights in a partnership.
“Shared financial arrangements can work well when everyone is in agreement about goals and timeframes. But problems can arise when circumstances unexpectedly change,” said Ms Sladden.
“When relationships end, joint accounts, loans and partnerships can become tricky. It’s crucial to understand how your accounts are set up, and what your rights and obligations are. This knowledge can prevent a difficult situation from becoming even more stressful.”
In 2008, Sonia helped her son Nicholas and his wife Laura buy a home. The three formed a partnership to buy the property and jointly borrowed $320,000 from the bank.
When Nicholas and Laura separated in 2023, Sonia and Laura wanted to sell the property, but Nicholas told the bank they were in disagreement about what to do. The bank then refused to act on any instructions from the borrowers until the dispute was resolved. It also refused Sonia’s offer to repay the loan in full so the mortgage could be discharged.
The Banking Ombudsman scheme considered the bank had acted wrongly in refusing to discharge the mortgage. The loan terms allowed any of the three borrowers to repay the loan. Under section 97 of the Property Law Act 2007, a mortgagor has the right to repay a mortgage in full and “redeem” the property. The disagreement between the borrowers did not affect the partnership’s ability to give instructions to the bank because Sonia was able to pass resolutions without the others’ agreement and therefore instruct the bank on the partnership’s behalf.
The bank offered Sonia $10,000 to resolve her complaint, an offer she accepted.
Ms Sladden said the scheme’s guide on relationship breakdowns and banking recommends banking customers:

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/banking-ombudsman-puts-property-partnerships-under-the-spotlight-this-valentines-day/

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A Constellation of Excellence – Galaxy Macau Secures 12 Forbes Travel Guide Five-Star Awards in 2026

Source: Media Outreach

The luxury integrated resort extends its record-setting run, raising the bar for the fourth consecutive year with three new five-star awards; distinguishing its singular vision for world-class hospitality with the most Forbes Travel Guide five-star hotels under one roof

MACAU SAR – Media OutReach Newswire – 12 February 2026 – In the ever-evolving world of luxury hospitality, consistency is the true measure of distinction. For the fourth consecutive year, Galaxy Macau has not only met this standard, but has redefined it, securing an unprecedented 12 Five-Star awards in the highly anticipated 2026 Forbes Travel Guide. This achievement reaffirms its position as a global leader and marks the fourth consecutive year it has broken its own record for having the most Five-Star hotels under a single roof. It’s a move that underscores a steadfast dedicated to quality and service, further burnishing Macau’s credentials as a World Centre for Tourism and Leisure.

Galaxy Macau achieves a remarkable industry-leading milestone with 12 Five-Star accolades in Forbes Travel Guide Five-Star Awards 2026.

This year’s distinction is bolstered by the inclusion of three notable new additions to its decorated roster: Capella at Galaxy Macau, the newly-opened, penthouse-leaning all-suite hotel offering a new tier of cloistered luxury; Sushi Kissho by Miyakawa, the first international outpost for the celebrated Master Chef Masaaki Miyakawa, located at Raffles at Galaxy Macau; and Lai Heen, the renowned Cantonese fine-dining destination on the 51st floor of The Ritz-Carlton, Macau.

Officially opening its doors to the most discerning guests, Capella at Galaxy Macau has been recognised with a Forbes Five-Star Award upon the hotel’s official launch.

Two years into its operation, Sushi Kissho by Miyakawa, the first and only overseas outpost of Sushi Miyakawa in Hokkaido, has received its first Forbes Five-Star Award in 2026.

A sanctum of Cantonese fine-dining and the highest of its kind in Macau, Lai Heen – winner of Forbes Five-Star Award 2026 – showcases the pinnacle of exquisite dining.

The 2026 Forbes Travel Guide Five-Star Awards Roll Call:

Hotels

  • Capella at Galaxy Macau (Five-Star Award winner on official opening)
  • Raffles at Galaxy Macau (Five-Star Award winner for the second consecutive year)
  • Galaxy Hotel (Five-Star Award winner for the fourth consecutive year)
  • Banyan Tree Macau (Five-Star Award winner for the 13th consecutive year)
  • The Ritz-Carlton, Macau (Five-Star Award winner for the 10th consecutive year)
  • Hotel Okura Macau (Five-Star Award winner for the fifth consecutive year)

Spas

  • Banyan Tree Spa Macau (Five-Star Award winner for the 13th consecutive year)
  • The Ritz-Carlton Spa, Macau (Five-Star Award winner for the 10th consecutive year)

Restaurants

  • Sushi Kissho by Miyakawa (Inaugural Five-Star Award winner)
  • Lai Heen (Five-Star Award winner for six years)
  • Yamazato (Five-Star Award winner for the second consecutive year)
  • 8½ Otto e Mezzo BOMBANA (Five-Star Award winner for the fourth year in a row)

Winning Forbes a Five-Star Award for the fourth year at Galaxy Hotel.

Raffles at Galaxy Macau boasts exceptionally refined and personalised services – a reason for its second-consecutive-year victory in Forbes Five-Star Awards.

Years of providing luxury experiences at Galaxy Macau, The Ritz-Carlton, Macau earns its 10th Forbes Five-Star Award this year.

The independent global authority on luxury, Forbes Travel Guide evaluates and rates top-tier hotels, restaurants, and spas around the world, employing a professional review team that assesses properties across hundreds of exacting criteria and stringent standards, making Galaxy Macau’s record-breaking 12 Five-Star Awards all the more impressive.

Banyan Tree Macau is home to refined Thai luxury at Galaxy Macau for more than a decade.

Detail-oriented service is key to the success of Hotel Okura Macau, winner of Forbes Five-Star Award for the fifth year in a row at Galaxy Macau.

“For our discerning guests, the experience is paramount,” remarked Mr Kevin Kelley, Chief Operating Officer – Macau at Galaxy Entertainment Group. These new accolades are a reflection of our team’s commitment to our ‘World-Class Asian Heart’ service philosophy. It’s about delivering sincere, detailed service that defines a new standard for luxury, not just in Macau but globally.”

Signature in its authentic fine Italian cuisine, 8½ Otto e Mezzo BOMBANA is proud to win a Five-Star Award for the fourth consecutive year.

The achievement not only highlights Galaxy Macau’s singular vision, but bolsters Macau’s standing as a premier global destination for tourism and gastronomy; a ‘World Centre for Tourism and Leisure’ and a UNESCO Creative City of Gastronomy.

Forbes Travel Guide, the independent authority in evaluating luxury, noted Galaxy Macau’s singular commitment. “The team at Galaxy Macau has demonstrated an unwavering commitment to elevating the guest experience,” notes Ms Amanda Frasier, President of Standards & Ratings at Forbes Travel Guide. “Their staff are as passionate as they are exacting, a quality that distinguishes them, year after year.”

Japanese fine-dining at Hotel Okura Macau, sees Yamazato attain its second consecutive Forbes Five-Star Award this year.

Serene retreat best describes The Ritz-Carlton Spa, Macau – winner of Forbes Five-Star Award for the 10th consecutive year.

Galaxy Macau continues its constant evolution to expand its visionary footprint, offering a plethora of service touchpoints throughout the luxury district, driven by a vision to create a world-class resort experience catering to today’s global guests in their pursuit of quality, variety and personalised service. Galaxy Macau’s stand out recognition by Forbes Travel Guide is testament to this visionary achievement.

Banyan Tree Spa Macau is Galaxy Macau’s tranquil sanctuary earning a Forbes Five-Star Award for the 13th consecutive year.

Hashtag: #GalaxyMacau

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/2026/02/12/a-constellation-of-excellence-galaxy-macau-secures-12-forbes-travel-guide-five-star-awards-in-2026/

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Reserve Bank review set for completion in September, originally due to be done by March

Source: Radio New Zealand

The independent review will look at the Reserve Bank’s response to the pandemic. RNZ / Alexander Robertson

A review into the Reserve Bank’s monetary policy decisions during the Covid-19 pandemic was originally intended to be completed by March.

The Finance Minister says the delay was due to how long it took to appoint the right people to lead the review.

On Wednesday, Nicola Willis confirmed she had commissioned an independent review into the Reserve Bank’s response to the pandemic, including cuts to the Official Cash Rate, and the Large Scale Asset Purchase programme.

The opposition has criticised the government for the timing of the review, given it is set to be published in September, just weeks before the election.

The review will be led by monetary policy experts Athanasios Orphanides and David Archer.

Orphanides was a former governor of the Central Bank of Cyprus, and member of the Governing Council of the European Central Bank.

Archer was a former Reserve Bank assistant governor and former head of the Central Banking Studies Unit at the Bank for International Settlements in Basel, Switzerland.

On Thursday, the Treasury released a series of documents related to the review’s establishment, which show Willis first informed the Reserve Bank in July 2025 she was considering a review, and took the matter to Cabinet for sign-off in August 2025.

At the time, Willis expected the review would be completed by March 2026.

The documents also show parts of the review’s terms of reference were changed to factor in the benefits of its decisions, after a suggestion from the Reserve Bank.

Why the delay?

Willis told RNZ the hold-up was due to the appointment of the international reviewer.

She said following the Cabinet mandate, it was her job to find the appropriate reviewers, with Treasury making recommendations.

“First, people we approached weren’t available in the appropriate timeframe. We then had a challenge where one reviewer we proposed was available in the timeframe, but another wasn’t. And so we were both trying to balance getting a balance of someone with domestic perspective and international perspective, the appropriate international credentials, and being available for their time period,” she said.

“So there was a bit of a back and forth on finding appropriate reviewers. And at all times, I was very mindful of Treasury advice on the credentials that they needed to fulfil.”

Finance Minister Nicola Willis says the delay was due to the appointment of the international reviewer. RNZ / Samuel Rillstone

Willis said it was “frustrating,” but ultimately felt the most important thing for the credibility of the review was the quality of the reviewers.

“I’m satisfied that we’ve landed on very credible reviewers. No one’s questioning their authority, their credibility. Clearly, these are people who are independent. There’s not a political bone about them.”

The Cabinet minute shows Willis had the authorisation to approve the selection of the experts and make changes to the terms of reference, in consultation with the associate finance ministers.

What do the documents say?

In a letter dated 10 July 2025 and sent to then-Reserve Bank chair Neil Quigley and Governor Christian Hawkesby, Willis said the Monetary Policy Committee took “unprecedented” actions in response to the “significant economic challenges” caused by the pandemic.

She acknowledged the Bank’s review and assessment of its monetary policy performance between 2020 and 2022, which commissioned independent experts to provide peer review but was not independent of the Bank.

“As such, I am considering an external review to provide the Government with an independent perspective on the MPC’s performance during 2020 to 2022. This will ensure there is appropriate transparency over the MPC’s performance during a period of significant economic challenges, and will help identify lessons for future episodes of instability,” she wrote.

Feedback from then Governor Christian Hawkesby about changing the terms of reference were taken on board. RNZ / Dom Thomas

In response, Hawkesby said the Bank had made “significant progress” in implementing the recommendations of the 2022 review, but would fully cooperate with the external review if Willis chose to proceed with it.

Hawkesby had suggested the draft terms of reference be amended, particularly a section on whether the “stimulus” provided by the Large Scale Asset Purchase and Funding for Lending programmes “justified the risks to the public balance sheet and other costs”.

“We note that this frames the benefits and costs associated with these tools in narrow terms and should be widened to capture the impact LSAPs played in stabilising markets, and their broader fiscal benefits through lowering Crown borrowing costs and increasing tax revenue,” he wrote.

This feedback was taken onboard, with the final terms of reference changed to reviewing whether the “benefits” provided by the programmes “justified the risks and costs”.

Hawkesby also raised another section which referred to the review making “recommendations to improve the monetary policy response to future shocks, including commentary around potential changes to the frameworks, having regard to the benefits of hindsight”.

He said the Monetary Policy Committee’s remit was an important part of the policy framework, and while it could be reviewed at any time there were benefits to stability in the objectives of monetary policy.

“We suggest that any recommendations related to the objectives of monetary policy would be best addressed as part of the 5-yearly formal review of the MPC Remit, which is due by mid-2028.”

This was not changed.

On 9 February she told the new chair Rodger Findlay and new Governor Anna Breman that the government had finalised the establishment of the review, with the final terms of reference showing the new expected completion date of August.

“Independent monetary policy is a central pillar of New Zealand’s macroeconomic frameworks. The review strengthens this by supporting accountability and public confidence in the operational independence of monetary policy and informing its ongoing effectiveness,” Willis wrote.

She told Findlay and Breman she had adopted the Bank’s suggestion to broaden the review’s assessment of the costs and benefits of alternative monetary policy.

Willis told RNZ she thought it was important to engage with the Bank about how to get the best lessons out of the review.

“I think the final terms of reference allow for a full and penetrating review. So the questions will be asked, the information will be furnished, and those reviewers will be able to reach conclusions.”

She said it was up to former governor Adrian Orr and former chair Neil Quigley to decided if they wanted to front up to the inquiry, but said “if they’re wise, they will.”

Sign up for Ngā Pitopito Kōrero, a daily newsletter curated by our editors and delivered straight to your inbox every weekday.

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

LiveNews: https://livenews.co.nz/2026/02/12/reserve-bank-review-set-for-completion-in-september-originally-due-to-be-done-by-march/

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VinFast VF 8: The ‘Just In Case’ Electric SUV for Modern Families

Source: Media Outreach

Built for growing families and unpredictable schedules, the VinFast VF 8 combines spaciousness, towing capacity, advanced safety features, and long-term warranty coverage in an electric SUV that handles daily routines and unexpected detours alike.

DUBAI, UAE – Media OutReach Newswire – 12 February 2026 – In the Middle East, families rarely plan only for what is certain. A typical week can shift quickly from school runs and office commutes to last minute road trips, extended family visits, or a spontaneous decision to tow something sizeable across town.

The VinFast VF 8 is positioned as a “just in case” SUV, engineered to address these varied and dynamic demands.

Firstly, the VF 8’s 2,950 mm wheelbase provides ample rear legroom, not the kind that appears generous only in images. The cabin accommodates child seats, growing teenagers, or visiting relatives without compromise. When additional cargo space is needed, the 60:40 split folding rear seats allow the space to adapt quickly.

In terms of capability, the VF 8 can tow up to 1,800 kg when properly equipped. For families with boats, trailers, or desert camping equipment, that figure translates into practical reassurance that the man of the house will not have to decide which items stay behind. The vehicle demonstrates that electric powertrains do not inherently limit utility.

On open highways between cities, the VF 8 delivers composed and confident performance. Plus variant, equipped with all-wheel drive, produces up to 402 horsepower and provides smooth, immediate acceleration for overtaking. The Eco version offers up to 493 km of range under NEDC standards, sufficient for most daily routines and many intercity drives without constant planning around charging stops.

Comfort, particularly in the Middle Eastern climate, is essential. The VF 8’s dual zone automatic climate control system, with integrated air quality management, ensures that cooling is evenly distributed and adjustable to different preferences.

For safety, the VF 8 comes equipped with 11 airbags and a comprehensive Level 2 driver assistance suite that includes Adaptive Cruise Control and Lane Keeping Assist. These technologies support the driver during heavy traffic or long highway stretches, reducing fatigue and providing added reassurance for parents.

Ownership confidence is a significant advantage of the VF 8. VinFast addresses reliability concerns with a 10-year/200,000-km vehicle warranty and a 10-year unlimited kilometer battery warranty. The vehicle also includes 5 years or 100,000 km of free service, whichever comes first. For families considering their first electric vehicle, these commitments shift the conversation from hesitation to practicality.

The VinFast VF 8 does not attempt to reinvent family SUV expectations. Instead, it focuses on enhancing daily usability while remaining prepared for unexpected needs. It is a “Just In Case” vehicle, handling routines, road trips, and everything that arrives unannounced.

https://me.vinfast.com/en

Hashtag: #VinFast #V8

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/2026/02/12/vinfast-vf-8-the-just-in-case-electric-suv-for-modern-families/

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NZ-AU: December 2025 Half Year Financial Results Overview

Source: GlobeNewswire (MIL-NZ-AU)

PERTH, Australia, Feb. 11, 2026 (GLOBE NEWSWIRE) — Paladin Energy Ltd (ASX:PDN, TSX:PDN, OTCQX:PALAF) (“Paladin” or the “Company”) advises that it has released its December 2025 Half Year Financial Accounts and Management Discussion and Analysis (MD&A) for Paladin Energy Ltd and its controlled entities for the three and six month periods ended 31 December 2025 (“FY2026 Interim Financial Results”).

Half Year Highlights

  • Revenue of US$138.3M driven by strong sales of 1.96Mlb U₃O₈ at an average realised price of US$70.5/lb U₃O₈1, reflecting the quality of the Langer Heinrich Mine (LHM) contract book and strengthening uranium pricing environment
  • Cost of sales totalled US$112.3M in the period, reflecting the continued ramp up of production at LHM
  • Gross profit of US$26.0M for the period, a significant increase from previous period
  • Net loss after tax of US$6.6M driven by the ongoing production ramp-up at LHM, business expansion following the Fission Uranium Corp (now Paladin Canada Inc.) acquisition and TSX listing and financing activities
  • Successful completion of a fully underwritten A$300M equity raising and a A$100M share purchase plan (SPP), primarily to advance the development of the Patterson Lake South (PLS) Project towards a final investment decision alongside the ongoing ramp up of the LHM
  • Enhanced balance sheet following completion of the equity offering, and the restructure of the syndicated debt facility with cash and investments of US$278.4M and an undrawn US$70M Revolving Credit Facility at year end

“The first half of the year demonstrated strong and continually improving performance at Langer Heinrich Mine as our team increased its knowledge and experience of how to optimise the production process, including the mining activities that were gathering pace at the start of this financial year. With the remaining mining fleet arriving on site, the foundations are now in place to successfully complete our ramp-up at Langer Heinrich Mine during the remaining months of the year.

The half year results also highlight the robust financial position of Paladin Energy with increasing revenue from strong sales augmented by a successful equity raising and a restructure of the debt portfolio that will enable us to complete our ramp-up activities at the LHM and continue to progress the PLS Project in Canada, including our winter drilling program.”

Paul Hemburrow
Managing Director and Chief Executive Officer

Financial Performance

Key Operational and Financial Metrics Units Six Months Ended
31 December 2025		  
OPERATIONS2    
U₃O₈ Sold Mlb 1.96  
Average Realised Price1 US$/lb 70.5  
Cost of Production3 US$/lb 40.5  
EARNINGS    
Sales Revenue US$M 138.3  
Cost of Sales US$M 112.3  
Gross Profit US$M 26.0  
Loss After Tax US$M (6.6)  

LHM sold 1.96Mlb of U₃O₈ at an average realised price of US$70.5/lb, generating sales revenue of US$138.3M. Cost of sales totalled US$112.3M, reflecting the continued ramp up of production, with a higher proportion of mined ore fed into the plant resulting in higher production and sales volumes.

This resulted in an increased gross profit for the period of US$26.0M (H1FY2025: US$0.9M).

Net loss after tax of US$6.6M (H1FY2025:US$15.1M) was driven by the ongoing production ramp-up at LHM, business expansion following the Fission Uranium Corp (now Paladin Canada Inc.) acquisition, TSX listing and financing activities.

Financial Position

    31 December 2025 30 June 2025 Change
%
Cash and cash equivalents US$M 121.0   89.0   36%  
Short-term investments US$M 157.4   –   n.m4  
Total unrestricted cash and investments US$M 278.4   89.0   213%  
Debt Facility (Drawn)5 US$M (40.0)   (86.5)   54%  
Net Cash/(Debt)6 US$M 238.4   2.5   9,260%  
Total Equity US$M 1,051.9   801.6   31%  

Total unrestricted cash and investments increased by 213% during the period to US$278.4M (30 June 2025: US$89.0M), following the successful completion of a fully underwritten A$300M equity offering and a A$100M share purchase plan (SPP) (both before transaction costs).

On 19 December 2025, Paladin completed the restructure of its Debt Facility with its lenders, Nedbank Ltd (acting through its Nedbank Corporate and Investment Banking division), Nedbank Namibia Ltd and Macquarie Bank.

The restructure aimed to right-size the overall debt capacity, reducing it from US$150M to US$110M leveraging Paladin’s enhanced liquidity position following the successful completion of the equity raise and SPP. The restructure also reflects Paladin’s increasing maturity as a uranium producer as it continues to progress the ramp up at LHM, while providing greater undrawn debt capacity and balance sheet flexibility.

The restructure provides Paladin with a US$110M Debt Facility including a US$40M Term Loan Facility (following a repayment of US$39.8M as part of the restructure) and an undrawn Revolving Credit Facility of US$70M (US$50M prior to the restructure). No additional debt was drawn during the period.

Presentation of information
This announcement should be read in conjunction with the Condensed Interim Financial Report lodged on 11 February 2026 and available on Paladin’s website (https://www.paladinenergy.com.au/investors/asx-announcements/). The Condensed Interim Financial Report relates to the six month period ended 31 December 2025. This Condensed Interim Financial Report also includes information relating specifically to the three month period ended 31 December 2025, which has been included in this Condensed Interim Financial Report to comply with quarterly reporting disclosure requirements of the Toronto Stock Exchange. Further information regarding the inclusion of the 31 December 2025 quarterly information is included in Note 1 to the Condensed Interim Financial Report.

This announcement has been authorised for release by the Board of Directors of Paladin Energy Ltd.

Contacts

About Paladin

Paladin Energy Ltd (ASX:PDN TSX: PDN OTCQX:PALAF) is a globally significant independent uranium producer with a 75% ownership of the world-class long life Langer Heinrich Mine located in Namibia. In late 2024 the Company acquired Fission Uranium Corp. in Canada, resulting in a dual-listing on the both the ASX and TSX. With the integration of Fission’s operations, the Company now owns and operates an extensive portfolio of uranium development and exploration assets across Canada, which include the Patterson Lake South (PLS) Project in Saskatchewan and the Michelin project in Newfoundland and Labrador. Paladin also owns uranium exploration assets in Australia. Paladin is committed to a sustainability framework that ensures responsible, accountable and transparent management of the uranium resources the Company mines – both now and in the future. Through its Langer Heinrich Mine, Paladin is delivering a reliable uranium supply to major nuclear utilities around the world, positioning itself as a meaningful contributor to baseload energy provision in multiple countries and contributing to global decarbonisation.

Forward-looking statements

This document contains certain “forward-looking statements” within the meaning of Australian securities laws and “forward-looking information” within the meaning of Canadian securities laws (collectively referred to in this document as forward-looking statements). All statements in this document, other than statements of historical or present facts, are forward-looking statements and generally may be identified by the use of forward-looking words such as “anticipate”, “expect”, “likely”, “propose”, “will”, “intend”, “should”, “could”, “may”, “believe”, “forecast”, “estimate”, “target”, “outlook”, “guidance” and other similar expressions. These forward-looking statements include, but are not limited to, statements regarding continued development of the PLS Project; permitting approvals and community engagement; advancement of the PLS Project through to FID; development and ramp-up of operations at the LHM; LHM guidance for FY2026; the equity offering; debt and related restructurings and the receipt of all necessary regulatory approvals.

Forward-looking statements involve subjective judgment and analysis and are subject to significant uncertainties, risks and contingencies including those risk factors associated with the mining industry, many of which are outside the control of, change without notice, and may be unknown to Paladin. These risks and uncertainties include but are not limited to liabilities inherent in mine development and production, geological, mining and processing technical problems, the inability to obtain any additional mine licences, permits and other regulatory approvals required in connection with mining and third party processing operations, Indigenous Peoples’ engagement, competition for amongst other things, capital, acquisition of reserves, undeveloped lands and skilled personnel, incorrect assessments of the value of acquisitions, changes in commodity prices and exchange rates, currency and interest fluctuations, various events which could disrupt operations and/or the transportation of mineral products, including labour stoppages and severe weather conditions, the demand for and availability of transportation services, the ability to secure adequate financing and management’s ability to anticipate and manage the foregoing factors and risks. Readers are also referred to the risks and uncertainties referred to in the Company’s “2025 Annual Report” released on 28 August 2025, in Paladin’s Annual Information Form for the year ended June 30, 2025 released on 12 September 2025, and in Paladin’s Management’s Discussion and Analysis for the quarter ended December 31, 2025, released on 11 February 2026, each of which is available to view at paladinenergy.com.au and on www.sedarplus.ca.

Although as at the date of this document, Paladin believes the expectations expressed in such forward-looking statements are based on reasonable assumptions, such statements are not guarantees of future performance and actual results or developments may differ materially from the expectations expressed in such forward-looking statements due to a range of factors including (without limitation) fluctuations in commodity prices and exchange rates, exploitation and exploration successes, environmental, permitting and development issues, political risks including the impact of political instability on economic activity and uranium supply and demand, Indigenous Peoples engagement, climate risk, operating hazards, natural disasters, severe storms and other adverse weather conditions, shortages of skilled labour and construction materials, equipment and supplies, regulatory concerns, continued availability of capital and financing and general economic, market or business conditions and risk factors associated with the uranium industry generally. There can be no assurance that forward-looking statements will prove to be accurate.

Readers should not place undue reliance on forward-looking statements, and should rely on their own independent enquiries, investigations and advice regarding information contained in this document. Any reliance by a reader on the information contained in this document is wholly at the reader’s own risk. Recipients are cautioned against placing undue reliance on such projections without conducting their own due diligence with appropriate professional support. The forward-looking statements in this document relate only to events or information as of the date on which the statements are made. Paladin does not assume any obligation to update or revise its forward-looking statements, whether as a result of new information, future events or otherwise. No representation, warranty, guarantee or assurance (express or implied) is made, or will be made, that any forward-looking statements will be achieved or will prove to be correct. Except for statutory liability which cannot be excluded, Paladin, its officers, employees and advisers expressly disclaim any responsibility for the accuracy or completeness of the material contained in this document and exclude all liability whatsoever (including negligence) for any loss or damage which may be suffered by any person as a consequence of any information in this document or any error or omission therefrom. Except as required by law or regulation, Paladin accepts no responsibility to update any person regarding any inaccuracy, omission or change in information in this document or any other information made available to a person, nor any obligation to furnish the person with any further information. Nothing in this document will, under any circumstances, create an implication that there has been no change in the affairs of Paladin since the date of this document. To the extent any forward-looking statement in this document constitutes “future-oriented financial information” or “financial outlooks” within the meaning of Canadian securities laws, such information is provided to demonstrate Paladin’s internal projections and to help readers understand Paladin’s expected financial results. Readers are cautioned that this information may not be appropriate for any other purpose and readers should not place undue reliance on such information. Future-oriented financial information and financial outlooks, as with forward-looking statements generally, are, without limitation, based on the assumptions, and subject to the risks and uncertainties, described above.

Non-IFRS measures
Paladin uses certain financial measures that are considered “non-IFRS financial information” within the meaning of Australian securities laws and/or “non-GAAP financial measures” within the meaning of Canadian securities laws (collectively referred to in this announcement as Non-IFRS Measures) to supplement analysis of its financial and operating performance. These Non-IFRS Measures do not have a standardised meaning prescribed by IFRS and therefore may not be comparable to similar measures presented by other issuers.

The Company believes these measures provide additional insight into its financial results and operational performance and are useful to investors, securities analysts, and other interested parties in understanding and evaluating the Company’s historical and future operating performance. However, they should not be viewed in isolation or as a substitute for information prepared in accordance with IFRS. Accordingly, readers are cautioned not to place undue reliance on any Non-IFRS Measures. The Non-IFRS Measures used in this announcement are described below.

Average Realised Price
Average Realised Price (US$/lb U3O8) is a Non-IFRS Measure that represents the average revenue received per pound of uranium sold during a given period. It is calculated by dividing total revenue from U₃O₈ sales (before royalties and after any applicable discounts) by the total volume of U₃O₈ pounds sold. This measure provides insight into the actual pricing achieved under the Company’s uranium sales contracts and spot sales during the reporting period, taking into account the mix of base-escalated, fixed-price and market-related pricing mechanisms within contracts. The Company uses Average Realised Price to assess revenue performance relative to market prices, contractual pricing structures, and production costs. It is also a key measure used by investors and analysts to evaluate price exposure, contract performance, and profitability potential.

It is important to note that Average Realised Price is distinct from both the spot market price and the term market price for uranium, and it may vary significantly from quarter to quarter based on timing of deliveries, customer contract structures, and the prevailing market environment.

Revenue from uranium sales is reported in the Company’s financial statements under IFRS. The Average Realised Price is derived directly from IFRS revenue figures and disclosed sales volumes.

The table below reconciles the Average Realised Price for the quarters ended 31 December 2025 and 31 December 2024:

    Three Months
Ended
31 December
2025		 Six Months
Ended
31 December
2025		 Three Months
Ended
31 December
2024		 Six Months
Ended
31 December
2024
Sales revenue US$M 102.4 138.3 33.5 77.3
U3O8 Sold lb 1,426,820 1,960,6091 500,1432 1,123,2072
Average Realised Price US$/lb 71.8 70.5 66.9 68.8

1.   Includes 85,000lb loan material delivered into existing contracts
2.   Includes 200,000lb loan material delivered into existing contracts

Cost of Production 
The Cost of Production per pound represents the total production costs divided by pounds of U₃O₈ produced. The Cost of Production is calculated as the total direct production expenditures incurred during the period (including mining, stockpile rehandling, processing, site maintenance, and mine-level administrative costs), excluding costs such as cost of ore stockpiled, deferred stripping costs, depreciation and amortisation, general and administration costs, royalties, exploration expenses, sustaining capital and the impacts of any inventory impairments or impairment reversals. This measure helps users assess Paladin’s operating efficiency.

Cost of Production per lb = Cost of Production ÷ U₃O₈ Pounds Produced.

Cost of Production is a unit cost measure that indicates the average production cost per pound of U₃O₈ produced. This is not an IFRS measure but is widely used in the mining industry as a benchmark of operational efficiency and cost competitiveness. Paladin’s Cost of Production metric is calculated as the total direct production expenditures as defined above (in US dollars) incurred during the period, divided by the volume of U₃O₈ pounds produced in the same period. The Company uses Cost of Production per pound to track progress of operational performance, to assess profitability at various uranium price points, and to identify trends in operating costs. It is also a key metric for investors and analysts to evaluate how efficiently the Company is producing uranium, independent of depreciation and accounting adjustments.

This measure allows stakeholders to monitor trends in direct production costs and to assess the Company’s operating breakeven threshold relative to uranium market prices. Investors are cautioned that our Cost of Production metric may not be comparable with similarly titled “C1 cash cost” metrics of other uranium producers, as there can be differences in methodology (e.g., treatment of royalties or certain site costs). Paladin’s Cost of Production figure as defined above, focuses strictly on the on-site cost to produce uranium concentrate in the current period. All figures are in US$/lb U₃O₈. We provide this information in good faith to enhance understanding of our operations; however, the IFRS financial statements (particularly the Cost of Sales line in the income statement) should be considered alongside this metric for a complete picture of our cost structure.

The table below reconciles the Cost of Production for the for the quarters ended 31 December 2025 and 30 December 2024:

    Three Months
Ended
31 December
2025		 Six Months
Ended
31 December
2025		 Three Months
Ended
31 December
2024		 Six Months
Ended
31 December
2024
Cost of Production US$M 48.9 93.2 26.9 53.7
U3O8 produced lb 1,233,128 2,299,624 638,409 1,278,088
Cost of Production/lb US$/lb 39.7 40.5 42.3 42.1


Net Cash/(Debt)
Net Cash/(Debt) is a non-IFRS liquidity measure that represents the surplus of cash and cash equivalents over total interest-bearing debt. It is calculated by subtracting gross debt (including face value and accrued interest on borrowings) from unrestricted cash and cash equivalents. The Company uses Net Cash/(Debt) as an indicator of the Company’s net liquidity position at a point in time, providing a simple measure of financial flexibility after accounting for existing debt obligations. This measure is useful to investors and analysts because it isolates the Company’s net cash or net debt balance, enabling better assessment of balance sheet strength and funding capacity, particularly as it relates to capital allocation decisions and ability to finance operations and growth.

Net Cash/(Debt) is distinct from individual IFRS line items as it combines and offsets gross financial liabilities and cash balances into a single figure. As such, it is classified as a non-IFRS measure.

The table below reconciles the Net Cash/(Debt) at the end of the quarters ended 31 December 2025 and 30 June 2025:

US$M As at 31 December 2025   As at 30 June 2025  
Cash and Investments 278.4   89.0  
Borrowings – syndicated debt facility (40.0)   (86.5)  
Net Cash/(Debt) 238.4   2.5  


_______________________________________
1 Average Realised Price is a Non-IFRS Measure. See “Non-IFRS Measures” for more information
2 Refers to LHM’s operational results on a 100% basis
3 Cost of Production is a Non-IFRS Measure. See “Non-IFRS Measures” for more information
4 The percentage movement is not meaningful due to nil balance in the prior period
5 Excludes shareholder loans from CNNC Overseas Limited (CNOL) and capitalised transaction costs
6 Net Cash/(Debt) is a Non-IFRS measure. See “Non-IFRS Measures” for more information

– Published by The MIL Network

LiveNews: https://livenews.co.nz/2026/02/12/nz-au-december-2025-half-year-financial-results-overview/