Auckland’s digital library – a story of growth, access, and community

Source: Auckland Council

Across Tāmaki Makaurau reading has quietly transformed. You can see it on the morning train where someone is listening to an audiobook, in a café where a student scrolls through an e magazine, at home where a parent downloads a picture book for bedtime, and during a late-night shift where someone finally gets a moment to read on their phone. The library is not only a place you visit – it’s something you carry with you.

The rise of e content has reshaped how Aucklanders connect with stories, learning, and information. As the collection continues to grow – over 800k items across three different platforms – there really is something for everyone and it’s free for all Aucklanders.

What makes this shift so powerful is how naturally it fits into the rhythm of modern life. People read when and where they can, and the digital library grows in response. As Aucklanders borrow more, the collection expands, creating a cycle of use and growth that reflects the habits of a busy, diverse city.

“We’re a city of readers and of extraordinary diversity,” says Deputy Mayor of Auckland, Desley Simpson.

“People of all ages, backgrounds, ethnicities, and abilities are embracing new ways to learn, explore, and connect. E content lets Aucklanders access stories and knowledge wherever they are, in the languages and formats that work for them. I think that’s just fantastic.

“Every digital checkout represents someone discovering a story, gaining knowledge, or finding joy. It shows who we are – a curious, multilingual, and connected city – and it’s something we should all be proud of,” says Deputy Mayor Simpson.

Digital borrowing has surged over the past five years, with strong, steady growth and record breaking use. Today, more than a third of all library loans in Auckland are digital – a higher share than in many comparable regions. Auckland now sits among the world’s major digital lending library systems with more than six million digital checkouts last year alone. On a global scale, we sit at number 11 for e-lending which puts us together with a small group of the very largest big city and regional library systems in the world – think Los Angeles, New York and Toronto!

In the past year alone, Aucklanders borrowed material in 36 different languages and children’s reading has climbed sharply – with a significant increase in digital checkouts over the past two years. Readers come from every Local Board area and represent at least 25 ethnic communities. The digital library has become a mirror of Auckland’s diversity, offering stories and information that speak to many cultures, ages, and experiences.

E content also removes barriers that physical libraries can’t always overcome. It supports people with vision impairments through screen reader compatibility, helps dyslexic readers with specialised fonts, and offers multilingual families access to books in their home languages. It serves roster workers who read at various hours, commuters who squeeze in a chapter on the go, and residents who live far from a physical outlet.

This shift has strengthened equity of access across the region. Aucklanders who might once have struggled to reach a library can now participate fully in reading and learning. The digital collection has become a vital part of service delivery, extending the reach of the library without the need for new buildings or physical infrastructure.
Ultimately, the rise of e content is a story about Auckland – one of the most diverse cities in the world and one whose people read widely and in many languages. Together we’re shaping a future where the library in Auckland is always open and always accessible.

Aucklanders can download the app here: https://www.aucklandlibraries.govt.nz/en/books-movies-audio/ecollections/ebooks.html
And/or sign up for a membership if you don’t already belong to the library: https://www.aucklandlibraries.govt.nz/en/join-the-library.html

MIL OSI

LiveNews: https://livenews.co.nz/2026/03/20/aucklands-digital-library-a-story-of-growth-access-and-community/

Statement – Home support workers must be front of queue for fuel fix Nicola Willis – PSA

Source: PSA

The PSA is urging the Finance Minister to make 23,000 home support workers a priority when delivering urgent support to low income workers hit by sharply rising petrol prices.
Nicola Willis told media today she wants a ‘very targeted and temporary’ fix for those ‘acutely impacted’, adding she doesn’t want to see a situation where ‘people can’t drive to work.’
“We agree with Nicola Willis – and home support workers should be at the front of the queue – and right now there’s a fast, ready fix available that could be done today by raising their mileage allowance,” said Fleur Fitzsimons, National Secretary for the Public Service Association Te Pūkenga Here Tikanga Mahi.
The Finance Minister is seeking advice from Inland Revenue and Treasury about using the tax and transfer system to deliver support – tax credits under Working for Families or the Independent Earner Tax Credit. But neither may help many home support workers.
“These workers drive their own cars between clients every day, and are the only publicly funded workers required to do so with such a miserable mileage reimbursement. They have no choice but to drive and rising petrol prices are hitting them directly in the pocket with every shift.
“But there’s a simple, fast fix right now for these essential workers. The Home and Community Support (Payment for Travel Between Clients) Settlement Act 2016 requires Health NZ Te Whatu Ora to pay a mileage rate to these workers. The Health Minister can direct that rate to be lifted immediately, no complicated fiddling with the tax and transfer system required, no delay, just fast, real help.”
The allowance was last adjusted four years ago so should be being reviewed right now.
Fleur Fitzsimons said: “These are low-paid, predominantly female workers providing critical care to elderly and disabled New Zealanders. If the Government is serious about protecting working people from the fuel crisis, it can today deliver the support they need right now.
“The PSA urges the Government to do the right thing by these workers, today. They can’t afford to wait.”
Previous statement
The Public Service Association Te Pūkenga Here Tikanga Mahi is Aotearoa New Zealand’s largest trade union, representing and supporting more than 95,000 workers across central government, state-owned enterprises, local councils, health boards and community groups.

MIL OSI

LiveNews: https://livenews.co.nz/2026/03/20/statement-home-support-workers-must-be-front-of-queue-for-fuel-fix-nicola-willis-psa/

Recognition – Safeguarding Children wins New Zealand Community of the Year 2026

Source: Safeguarding Children

A nationwide movement that has trained more than 93,000 advocates to recognise and respond early to signs of child abuse has been awarded the Mitre 10 New Zealand Community of the Year 2026.

Safeguarding Children CEO Willow Duffy accepted the award at the Kiwibank New Zealander of the Year Awards ceremony, reflecting on how the initiative has grown to have far-reaching impact around Aotearoa after starting “as an idea over a cup of coffee with three nurses and a detective.”

“Recognising that the rates of child abuse in New Zealand was one of the biggest public health issues, we put this idea together that we could inspire people to speak up for children, do the best for them and take steps to protect our tamariki not just in their homes but in their communities and places children go,” Duffy said.

Duffy said what continues to motivate her are the harrowing stories of child abuse, such as those from The Abuse in Care, Royal Commission of Inquiry, and firsthand accounts where the opportunities for adults to step in and prevent abuse are strikingly apparent, yet not taken.

“Protecting our precious taonga, our nation’s tamariki, is everyone’s responsibility. Safeguarding Children will continue to advocate for better safeguards to prevent abuse in New Zealand, as well as equip people with the knowledge and tools to step in and do the right thing.”

Duffy said she is humbled by the recognition the award brings. “The team behind the initiative make me so proud every day. We are supported by an incredible voluntary board who work so hard to give their time and make it happen, and sponsors who donate so we can do this work.

“Thank you, from the bottom of my heart.”

Duffy said she hopes the recognition will help draw further attention to New Zealand’s shocking record of child abuse and support calls for change. “It requires a collective response from all levels to prevent abuse and create change for our vulnerable tamariki. Our work is far from done.”

About Safeguarding Children:  

Safeguarding Children’s vision is for the children and young people of Aotearoa New Zealand to be safe from abuse and neglect. 

 

Safeguarding Children is a registered charity and a leading provider of safeguarding and child protection education and guidance in New Zealand. It has trained over 50,000 New Zealanders on how to implement prevention measures within their organisations, work with vulnerable families and children, and recognise and respond to child abuse and neglect. Safeguarding Children believes a proactive, preventative approach produces the best outcomes for children, organisations and staff. It offers a range of services to suit the needs of any individual or organisation that works with children and young people. 

MIL OSI

LiveNews: https://livenews.co.nz/2026/03/20/recognition-safeguarding-children-wins-new-zealand-community-of-the-year-2026/

Auckland resident contests council’s ‘broad brush model’ for flooding designations

Source: Radio New Zealand

The council publishes multiple different flood maps, which provide broad information about flood risks across the city. Auckland Council

An Auckland homeowner disputes her property is flood-prone, despite it being designated as such on Auckland Council’s online maps.

The council publishes multiple different flood maps, which provide broad information about flood risks across the city.

Stephanie Burgess said the council’s flood modelling used a “broad brush model”, but it had a real impact on value of her Glendowie property and other properties in those areas.

Auckland Council’s flood mapping was based off aerial Light Detection and Ranging (LiDAR) from 2016, which did not accurately reflect the real risk on her land, she said.

“There’s never been any flooding at my property. It requires a pipe to block and a 100-year flood to both happen together.”

The flood-prone marking from the Auckland council maps she had seen was not yet on her Land Information Memorandum (LIM) report, but she was concerned it would be, she added.

Auckland Council’s natural hazard map designates half of Stephanie Burgess’s Glendowie property as flood-prone. Auckland Council

Looking to sell her house, she was worried by the impact this flood-prone designation would have.

“I’m fearful that our property will be devalued because a lot of buyers will not be interested, because they see this notation.”

She was also concerned that people did not understand the difference between a flood-prone area and a flood plane, and the different risk levels between them.

Working in real estate, she said some people would not even enter the open home if there was flood notation on the LIM.

She was calling for the council to factor in site-specific information to more accurately represent the flood risk at properties in designated flood-prone areas.

“I’d like a letter that I can give to buyers that explains the real risk.”

‘Literally within centimetres’

Auckland Council head of planning networks Nick Vigar said the councils across the country were working to provide better information about flood risks, but contested the claim that LiDAR was not an accurate measurement.

“Modern LiDAR is getting within centimetres on your property. Yes, it makes some assumptions where there’s trees and where there’s buildings, but it’s literally within centimetres.”

It was, to an extent, “broad brush”, he conceded, but it was the best information the council had.

“If you want to go and develop your house you should absolutely get someone to come in and survey it accurately,” he said.

The council assessment was only based on the land, so flood mitigation work would generally not be acknowledged in its data, Vigar said.

“If there’s some mitigation in which the landform is changed then, next time we run the LiDAR, that will get brought into the model. But I think the important thing here is: its triggering an assessment of the house on the property.”

The flood-prone designation would need to appear on the LIM report, he said.

“If you get a LIM on that property then you have to understand if there’s one of these triggers across you property … because you need to understand that if you’re developing, the presence of one of those will trigger a flood risk assessment.”

He acknowledged that using decade-old LiDAR was not necessarily fair, but said new data had been gathered in 2024 and would soon be available.

That data was already being applied to landowners who had contested their designation, he said.

“Where we have more accurate information in the new LiDAR, we have inserted it for customers already.”

But getting a property survey would not remove the flood-prone overlay from Burgess’s property, Vigar said.

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

LiveNews: https://livenews.co.nz/2026/03/20/auckland-resident-contests-councils-broad-brush-model-for-flooding-designations/

Last chance to save globally rare plants from rabbits

Source: NZ Department of Conservation

Date:  20 March 2026

It’s part of a wider goal to have a pest free Kaitorete Spit which is internationally recognised for its ecological value and contains many globally unique plants.

DOC Mahaanui Operations Manager Andy Thompson says the plan is to restore more than 300 hectares and bring back rare plant species which have been decimated by rabbits and hares.

“We’ve seen a huge increase in rabbit numbers, and they’re destroying incredibly special plants like native broom which has beautiful lilac flowers. Kaitorete is the only place in the world this plant exists. This could be our last chance to save it,” Andy Thompson says.

DOC is working with partners Pest Free Banks Peninsula and Tāwhaki. Tāwhaki was established in 2021 as a partnership between Te Taumutu Rūnanga, Wairewa Rūnanga, and the New Zealand Government, with a dual kaupapa (purpose) to advance Aotearoa’s aerospace sector and rejuvenate the unique whenua at Kaitorete.

Tāwhaki Head of Whenua Planning and Rejuvenation Julian Phillips says Kaitorete is a significant cultural landscape renowned for its mahinga kai, taonga species, and history.

“Kaitorete is home to rare and threatened flora and fauna species, including tororaro and pīngao which plays an important role in dune health and is coveted by weavers due to its brilliant yellow colour,” he says.

“This whenua is part of an ancestral travel route for tīpuna travelling north and south along the east coast of Te Waipounamu. It’s home to some of Aotearoa New Zealand’s largest concentrations of middens and pre-historic archaeological sites.

“Whānau from Wairewa and Taumutu, through Tāwhaki, have been completing observational monitoring across Kaitorete for four years to track the health of this whenua – including the land, water, taonga species as well as our connection to the taiao.

“What we’ve seen is increasing evidence of damage caused by rabbits and hares, despite the incredible work of DOC and Pest Free Banks Peninsula.

“Left unchecked, rabbit populations strip vegetation, de-stabilise dunes and put pressure on already vulnerable species,” says Julian Phillips.

Pest Free Banks Peninsula Team Leader Tim Sjoberg says DOC’s rabbit control work supports the multi pest elimination programme on Kaitorete.

“By working together, we have a much greater chance of creating a truly pest-free environment, which will allow the precious and rare plants and animals to thrive here,” he says.

Today, a helicopter with under slung cereal bait sowing equipment, and GPS tracking navigation will be used. The loading zone is at the Tāwhaki National Aerospace Centre with the helicopter transporting the bait to trickle feed across the DOC scientific reserve. The cereal bait contains the pesticide pindone.

Andy Thompson says due to the rabbit numbers and the size of the terrain and vegetation, the aerial operation was the best way to eliminate the rabbits with ground-based bait laying and night shooting as a follow up if necessary. A rabbit proof fence has also been constructed to keep the pests out long term.

“We”ve got this one chance to save this precious landscape which has enormous cultural and biodiversity values. We are so lucky to have a community so committed to naturing and helping us restore this area.”

Contact

For media enquiries contact:

Email: media@doc.govt.nz

MIL OSI

LiveNews: https://livenews.co.nz/2026/03/20/last-chance-to-save-globally-rare-plants-from-rabbits/

Counties Manukau youth to get faster support

Source: New Zealand Government

A new dedicated child mental health service in Counties Manukau was officially opened today by Mental Health Minister Matt Doocey, marking an important step in ensuring our young people have faster access to support.

“Mental health is one of the biggest challenges facing our youth today. Every New Zealander deserves access to support, when and where they need it. By expanding the help available, we can ensure no one is left stuck on a waitlist,” Mr Doocey says. 

The new specialist child mental health team –Te Ooritetanga oo ngaa Ratonga moo ngaa Tamariki | The Equality of Services for all Children – will operate within the Infant, Child and Adolescent Mental Health Services (ICAMHS) at Counties Manukau Mental Health and Addiction Services. It has been established to support young people up to intermediate school age, along with their families, who are experiencing, or are at risk of developing, moderate to severe mental health challenges.

“We know the massive difference that early intervention can make. By identifying needs early and providing the right support before issues escalate, we can give our young people the tools they need to live the lives they deserve,” Mr Doocey says. 

Counties Manukau is home to one of New Zealand’s fastest-growing populations. Of the estimated total population in 2021, more than 20 per cent were under 15 years old, that’s around 123,400 children and young people.

“I am pleased that this new dedicated team will strengthen our specialist services, help meet the needs of this rapidly growing community, and ensure young people get support at the top of the cliff, rather than waiting for the ambulance at the bottom.” 

The multi-disciplinary team will provide wraparound support and includes a senior medical officer, registered nurses, two clinical psychologists, two occupational therapists, and two social workers. Recruitment is underway for whānau workers. 

The service is funded through the Government’s $18.7 million investment to expand and enhance ICAMHS. 

“We have all seen the startling youth suicide statistics in New Zealand and, quite simply, this is not good enough. What keeps me awake at night is knowing that some young people aren’t getting the support they need. I do not want any young person to fall through the cracks.
 
“Nationally, we have seen our focused efforts pay off. The frontline Health NZ mental health workforce grown by over 11 per cent since we came into Government. We have also seen increases in key workforces such as the child and adolescent workforce which has grown by 19 per cent.

“This is part of the Government’s plan to deliver faster access to support, more frontline workers, and a better crisis response.” 
 

MIL OSI

LiveNews: https://livenews.co.nz/2026/03/20/counties-manukau-youth-to-get-faster-support/

Too expensive to smile: Calls grow for universal, Te Tiriti-consistent dental care

Source: Radio New Zealand

A dentist provides dental care to a girl. AFP/ Thibaut Durand/ Hans Lucas

Nearly half of adults in Aotearoa are avoiding dental care because they cannot afford it, leaving many in chronic pain, at risk of serious infection, or in need of hospital treatment.

New research and frontline experiences are painting what advocates describe as a system failing to meet basic health needs, with growing calls for dental care to be fully integrated into the public health system.

Dental for All, a coalition of health workers, unions, community organisations and advocates travelled the country last year speaking directly with whānau about their experiences.

Dental for All campaigner Max Harris said the stories they heard were confronting.

“We heard about the shame and pain people face when they can’t get to the dentist, and how problems get worse over time,” he told RNZ.

“We also heard about the home remedies people resort to, things like using pliers or fishing wire to pull teeth, or relying on painkillers just to get through.”

There are growing calls for dental care to be fully integrated into the public health system.

A system built without teeth

According to the latest Ministry of Health survey, 47 percent of adult New Zealanders reported not visiting a dentist due to cost, with even higher rates among Māori and Pasifika.

Research commissioned by Dental for All also estimated untreated oral disease was costing the country around $2.5 billion each year in lost productivity and $3.1b in reduced quality of life.

“That is people missing work, missing job interviews, or living with constant pain and stigma,” Harris said.

“When you compare that with estimates that universal dental care could cost between $1 and $2 billion a year, it starts to make economic sense as well as human sense.”

According to a Talbot Mills poll in 2023, 74 percent of New Zealanders agreed that adult dental care should be funded in the same way it is funded for tamariki. So why wasn’t it?

Harris said that gap dated back to the system’s foundations.

“When the public healthcare system was set up in 1938, some dentists lobbied to carve teeth out of the system and it has essentially stayed that way ever since.”

Auckland City Mission opened the doors of its new onsite dental clinic in July 2025, delivering lifechanging dental care for those that need it most, free of charge. Supplied / Auckland City Mission

Across the country, demand for affordable dental care continues to grow.

At teaching clinics run by the University of Otago Faculty of Dentistry, patients could receive reduced cost treatment from senior dental students under supervision.

In Auckland, the waitlist for student led care sat at around 950 people and was currently closed due to capacity.

Across both Auckland and Dunedin clinics, more than 14,800 patients were treated in 2025, delivering nearly 60,000 appointments.

Director of Dental Hospital and Clinics Janine Cochrane said demand had remained strong in recent years, reflecting wider national trends.

But even with those services, need continued to outstrip supply.

In July last year, Auckland City Mission opened a free dental clinic aimed at people who had struggled to access care.

In its first seven months, the clinic treated around 380 people and built a waitlist of more than 100.

Director of housing and health Brendan Short told RNZ that many patients had gone years without treatment.

“The people that we support have been marginalised from mainstream and public health care for a very long time,” he said.

“It is really clear that there is not enough funding for oral care in New Zealand for the general population. Dental care is essential healthcare and it seems that this is a blind spot for us as a nation.”

Auckland City Mission director of housing and health Brendan Short. RNZ / Layla Bailey-McDowell

Living with pain

Short said the impact of untreated dental issues went far beyond physical pain.

“Avoiding social situations, hiding one’s smile, or even missing job opportunities are everyday realities,” he said.

He said many people had normalised living with pain.

“It is quite common for people to live with pain, to think that what they are putting up with is normal or is okay, and it is not.”

The Auckland City Mission dental clinic operated three days a week and relied heavily on volunteer dentists.

“This is not possible or achievable for us without those volunteer dentists. They are superstars,” Short said, adding that some even travelled from outside Auckland, including as far as Taranaki.

Volunteer dentist Roger Tiang told RNZ that demand was constant at the clinic, highlighting the need for these spaces.

“Every time I come in my shift is fully booked,” he said.

Tiang said cost and sometimes discomfort with mainstream services were key barriers and that delaying care allowed small issues to escalate.

“If we do not catch things early, problems get bigger and we end up dealing with much bigger issues than we would have if we had seen them earlier.”

After more than 25 years in dentistry, he believed oral healthcare should be treated like any other part of the health system.

“People might not realise it, but if you cannot chew your food properly or you are living with infections in your mouth, that can affect your overall health.

“It is part of your health. Just like the rest of the health system in New Zealand, there is public healthcare and dentistry should be part of that as well.”

ActionStation and Dental for All campaigner Jasmine Taankink says poor oral health is “just another negative implication of colonisation” and Māori not being able to exercise tino rangatiratanga. Supplied / Jasmine Taankink

Longstanding inequities for Māori

For Māori, barriers to dental care were often compounded by cost, distance, and access, layered on top of longstanding inequities within the health system.

ActionStation and Dental for All advocate Jasmine Taankink said poor oral health outcomes for Māori could not be separated from colonisation.

“We know that upon arrival to Aotearoa, English settlers were really impressed with the overall physical health of our tūpuna Māori, especially their oral health. That’s quite widely documented,” she said.

“Our tūpuna Māori didn’t have cavities, they didn’t have massive oral health problems. So poor oral health is just another negative implication of colonisation and us not being able to exercise our tino rangatiratanga”

She said solutions must be grounded in Māori led approaches.

“We have the expertise within our own communities to develop solutions that work for us.”

Tumuaki of Te Ao Mārama (New Zealand Māori Dental Association) Leeann Waaka says whānau should not have to suffer in silence any longer. Supplied / Leeann Waaka

Leeann Waaka, dental therapist at Hauora a Toi and Tumuaki of Te ao Mārama (New Zealand Māori Dental Association) said the situation had remained largely unchanged for decades – with many left suffering in silence.

“The current suffering for our people is real, and it has not got any better since, well, what, 30 years?”

Waaka said while cost was a major issue for whānau, accessibility, especially in rural areas, remained a problem.

“When you are looking at a current structure and your lens is a holistic lens, it really does not fit.

“Whenever you need something, you should be able to access it, right there and then. Unfortunately that is not the case for dental.”

After travelling the country with the Dental for All kaupapa, she said the stories shared were confronting.

“Many have suffered in silence for a long time, It’s heartbreaking.

“I come from up north. I knew it was bad up there, but when we went up there for the roadshow, I don’t even think we could have imagined just how bad it is … It is inhumane.”

Waaka, alongside Dental for All and Te Ao Mārama, was pushing for a Te Tiriti consistent system – which would mean properly resourcing Māori providers and enabling iwi and hapū to design services that meet the needs of their people.

“It is reimagining the system and starting to rebuild it to what it needs to be to serve our whānau. Our people deserve better.”

Dental for All campaign set out on a national roadshow last year, hearing concerns from whānau and building public support over communities. Supplied / Dental for All

Looking overseas for solutions

Dental for All’s latest research pointed to countries including Niue, Japan, Brazil, Canada and the United Kingdom, where dental care was integrated into public health systems.

Harris said those models showed change was achievable.

“It ultimately comes down to political will,” he said.

“We have seen other countries make the decision that oral health is part of overall health and design their systems accordingly.”

Dental for All was now developing a detailed policy proposal outlining how such a system could be introduced in Aotearoa.

“This could be something we look back on as a once in a generation change to strengthen our healthcare system.”

Waaka said the focus must remain on equity and wellbeing.

“All knowledge systems matter, and coming together to bring the best of those knowledge systems is key for when we are serving our people,” she said.

“Our people deserve the best and nothing less.”

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

LiveNews: https://livenews.co.nz/2026/03/20/too-expensive-to-smile-calls-grow-for-universal-te-tiriti-consistent-dental-care/

Rising cost of fuel forces Kiwis to consider alternative transport to save money

Source: Radio New Zealand

Cost-of-living pressures are picking up again, driven in part by sharp increases in fuel prices linked to the conflict in the Middle East.

So, are people ditching their cars, dusting off their bikes, or turning to public transport to save money?

At Auckland’s Waitematā Station, commuters poured off trains into the central city, with buses and the downtown ferry terminal just steps away, making it one of the city’s busiest transport hubs.

One commuter said they’ve noticed a clear shift.

“I notice on the train it’s getting really busy. Yeah, a lot more people are using it, which is good.”

They said rising fuel and parking costs were even changing how they think about short trips.

RNZ / Nick Monro

“I’m even thinking … where I normally work, I’m only probably a 10-minute drive away … maybe I’ll start using my e-bike … between parking and the petrol … you’re still using a lot of gas. And I’d rather save it for doing trips I really want to do in the car.”

But another Auckland commuter said public transport still didn’t work for everything.

“Yeah, we use the cars to get around because convenience-wise, public transport’s no good. You can’t really pop down the road and do the shopping effectively… so we still need the cars.”

He said the flexibility of working from home was a bonus when it came to beating petrol prices.

Meanwhile, a third commuter in Auckland said cost was already shaping their routine.

“Choosing that option specifically because of the cost is the main reason … it just sort of reinforces it further with the cost of living and the petrol prices going up.”

In the capital, some people were already leaving the car at home.

RNZ / Nick Monro

“I walked to work today because I thought, ‘I’d better not use the car’,” said this commuter.

Another Wellington commuter estimated the savings were adding up.

“I would be driving in, but it’s too expensive a lot of the time, so public transport is better. I can save around $100 a week.”

Others said they’re cutting back on extra trips.

“I probably won’t drive up to the Kāpiti Coast like I used to, just to go to the market. You need to be more thoughtful in each trip you plan.”

But not everyone was convinced habits have fully changed yet.

“Energy prices have definitely moved up, but I’m not sure that’s changing people’s habits yet. It might have [to] if petrol goes to $3.20.”

And for some, it’s not just fuel prices dictating new commuting habits.

RNZ / Nick Monro

“I train in, then I walk to work, and it’s mainly because of higher parking, actually,” said one man.

In Christchurch, some commuters said they didn’t have the flexibility to change. A woman RNZ spoke to said she was still driving despite the cost and was worried about how to keep managing it within her budget.

“I am still driving, but it’s using up a lot of my gas … I don’t know what I’m going to do next … I assume I’m just going to keep driving because I have to get places … I have to get my kids to school.”

Another commuter in Christchurch said public transport simply wasn’t viable for their route.

“It’s really hard to get public transport to where I work because it’s just out of Rolleston … I have to drive there all the time, so it’s eating a lot of fuel.”

In Queenstown, where petrol was sitting between $3.15 and $3.19 per litre, commuters say the cost is biting.

RNZ / Nick Monro

“I travel daily from Glenorchy to Queenstown, so does my husband. It’s just getting so hard to cope.”

Another said they have no alternative.

“Where I live, I have no public transport in the morning. The only way I can get to work before 6 o’clock is using my car, so I have been dealing with the increase as I can manage. At the end of the day, you’ve got to pay it.”

Some were trying to adapt where they can.

A Queenstown commuter said they’re biking more often.

“I do drive occasionally, but more recently biking has become a cheaper alternative … you just have to limit where you go, don’t you? Because it’s just so expensive, and it’s already expensive enough to live in Queenstown.”

Others were making bigger changes.

“I just bought a hybrid car … that was sort of prompted by obviously the fuel prices and the war in Iran … I thought, ‘right, now’s the time’,” said a man who commuted daily from Cromwell to Queenstown.

He was also looking for ways to cut costs day-to-day.

“I’ve got the [fuel price] app on my phone, so I normally stick to the cheapest fuel station in Cromwell, but I’ll definitely be looking for new strategies,” he said.

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

LiveNews: https://livenews.co.nz/2026/03/20/rising-cost-of-fuel-forces-kiwis-to-consider-alternative-transport-to-save-money/

“The Majestic Han: A Golden Age of Vigour and Cultural Integration” exhibition opens

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 19 March 2026 – The opening ceremony of the exhibition titled “The Majestic Han: A Golden Age of Vigour and Cultural Integration” was held today (March 19) at the Hong Kong Heritage Discovery Centre. The exhibition is jointly organised by the Development Bureau (DEVB) and the National Cultural Heritage Administration (NCHA). It features significant archaeological finds unearthed on the Chinese Mainland and in Hong Kong, showcasing the dynamic and innovative Han dynasty, a golden era that made profound contributions to promoting exchanges between Chinese and Western civilisations.

The opening ceremony of the exhibition titled “The Majestic Han: A Golden Age of Vigour and Cultural Integration” was held today (March 19) at the Hong Kong Heritage Discovery Centre. Photo shows the Secretary for Development, Ms Bernadette Linn (centre); the Director of Art Exhibitions China, Mr Tan Ping (second right); the Second-level Inspector of the Department of Publicity, Cultural and Sports Affairs of the Liaison Office of the Central People’s Government in the Hong Kong Special Administrative Region, Mr Chen Xinyu (second left); the Chairman of the Antiquities Advisory Board, Professor Desmond Hui (first right); and the Chairman of the Advisory Committee on Built Heritage Conservation, Professor Douglas So (first left), officiating at the opening ceremony.

Speaking at the opening ceremony, the Secretary for Development, Ms Bernadette Linn, said that the Han and Tang dynasties were both golden eras in Chinese history, leaving behind a wealth of important historical legacies for the Chinese nation. Following the success of the “Tang Vogue Beyond the Horizons: A Golden Era of Multicultural Integration and Openness” exhibition jointly organised by the DEVB and the NCHA last year, both parties collaborated again to present a large-scale Han dynasty-themed artefact exhibition this year. She eagerly anticipates that through these precious artefacts, members of the public and tourists will learn more about the glorious history of the Han dynasty and appreciate the remarkable virtues of traditional Chinese culture. They will also discover a fresh perspective through the narratives conveyed by the artefacts from Hong Kong and the Chinese Mainland.

Other officiating guests at the opening ceremony of the exhibition were the Director of Art Exhibitions China, Mr Tan Ping; the Second-level Inspector of the Department of Publicity, Cultural and Sports Affairs of the Liaison Office of the Central People’s Government in the Hong Kong Special Administrative Region, Mr Chen Xinyu; the Chairman of the Antiquities Advisory Board, Professor Desmond Hui; and the Chairman of the Advisory Committee on Built Heritage Conservation, Professor Douglas So.

The exhibition is presented in six thematic sections, covering political system, economic development, culture and beliefs, scientific and technological development, social life and external exchanges. It features 252 pieces/sets of invaluable exhibits. Among them, 203 pieces/sets, including 40 grade-one cultural relics, come from 29 museums and cultural institutions in 14 provinces and autonomous regions on the Chinese Mainland, and most of them are being shown in Hong Kong for the first time. The remaining 49 pieces/sets are significant archaeological finds dating to the Han period unearthed in Hong Kong, painstakingly selected by the Antiquities and Monuments Office of the DEVB.

The star exhibits from the Chinese Mainland highlight the Han precious bronze horse-leading figurine and bronze horse; an eaves end tile with Chinese characters Han Bing Tian Xia (Han unifies the realm); a seven-storey painted pottery granary house with linked pavilion; the Yi Li (Etiquette and rites) wooden slips, a bronze fang vessel of Inner Treasury of Zhongshan, a gold linzhi hoof, the silk letter from Yuan to Zifang and arithmetical slips unearthed at the Xuanquan relay station site in Dunhuang; a silk manuscript of Yinyang Wuxing (Yinyang and the Five Elements) Article B; a silk padded robe with Chang Shou (longevity) embroidery on a crimson purple juan (plain weave silk) ground; gloves with lozenge pattern; padded socks; and a lacquered wooden plate with leopard cat motif and Chinese characters Jun Xing Shi (food for the honoured guest) and a silver box with garlic pattern. Other exhibits cover a variety of categories, ranging from Han bamboo slips, coins, bronze vessels, clothes and ornaments to pottery figurines, pottery houses and agricultural tools, which present the daily lives of various social strata in the Han period.

The key exhibits unearthed in Hong Kong include a pottery house unearthed at Lei Cheng Uk Han Tomb, as well as the Han period artefacts excavated at local significant archaeological sites such as Tung Wan Tsai in Ma Wan, So Kwun Wat in Tuen Mun and Kau Sai Chau in Sai Kung, covering Wuzhu bronze coins, a textile fragment, a stone seal, a bronze ear-cup, jade slotted rings and glass beads. These relics reflect that the Han culture had long been rooted in Hong Kong, and showcase the city’s connection with the country, the pluralistic nature of the Chinese culture and Hong Kong’s links with the early Maritime Silk Road trade.

Admission to the exhibition is free. Details are as follows:

Date: March 20 to September 20
Opening hours:
Monday to Wednesday and Friday: 10am to 6pm
Saturday, Sunday and public holidays: 10am to 7pm
Closed on Thursdays (except public holidays)
Venue: Hong Kong Heritage Discovery Centre, Kowloon Park, Haiphong Road, Tsim Sha Tsui
Note: Docent services in Cantonese, Putonghua and English are available on Saturday, Sunday and public holidays. Enrolment on-site is welcome and no advance booking is required.

For more details about the exhibition and docent services, as well as a highlight video of the exhibition, please visit the Antiquities and Monuments Office website (www.amo.gov.hk/en/visitor-centre/exhibitions/heritage-discovery-centre/han-exhibition/index.html).

Download key exhibition information and images HERE
Click here to download high- resolution photo

Captions:

1. The opening ceremony of the exhibition titled “The Majestic Han: A Golden Age of Vigour and Cultural Integration” was held today (March 19) at the Hong Kong Heritage Discovery Centre. Photo shows the Secretary for Development, Ms Bernadette Linn (centre); the Director of Art Exhibitions China, Mr Tan Ping (second right); the Second-level Inspector of the Department of Publicity, Cultural and Sports Affairs of the Liaison Office of the Central People’s Government in the Hong Kong Special Administrative Region, Mr Chen Xinyu (second left); the Chairman of the Antiquities Advisory Board, Professor Desmond Hui (first right); and the Chairman of the Advisory Committee on Built Heritage Conservation, Professor Douglas So (first left), officiating at the opening ceremony.
2. Photo shows the Secretary for Development, Ms Bernadette Linn, delivering a speech at the opening ceremony.
3. Photo shows the Director of Art Exhibitions China, Mr Tan Ping, delivering a speech at the opening ceremony.
4. Photo shows the Secretary for Development, Ms Bernadette Linn (first right); the Director of Art Exhibitions China, Mr Tan Ping (second right); the Chairman of the Antiquities Advisory Board, Professor Desmond Hui (second left); and the Chairman of the Advisory Committee on Built Heritage Conservation, Professor Douglas So (first left), touring the exhibition.
5. Photo shows the Secretary for Development, Ms Bernadette Linn (right); the Director of Art Exhibitions China, Mr Tan Ping (centre); and other guests, touring the exhibition.
6. Photo shows the Han precious bronze horse-leading figurine and bronze horse.
7. Photo shows an eaves end tile with Chinese characters Han Bing Tian Xia (Han unifies the realm).
8. Photo shows a seven‑storey painted pottery granary house with linked pavilion.
9. Photo shows the Yi Li (Etiquette and rites) wooden slips.
10.Photo shows the silk letter from Yuan to Zifang unearthed at the Xuanquan relay station site in Dunhuang.
11.Photo shows the arithmetical slips unearthed at the Xuanquan relay station site in Dunhuang.
12. Photo shows a silk-padded robe with Chang Shou (longevity) embroidery on a crimson-purple juan (plain weave silk) ground.
13.Photo shows a lacquered wooden plate with leopard cat motif and Chinese characters Jun Xing Shi (food for the honoured guest).
14.Photo shows a silver box with garlic pattern.
15. Photo shows a pottery house unearthed at Lei Cheng Uk Han Tomb in Hong Kong.
16. Photo shows a Wuzhu bronze coin unearthed at the So Kwun Wat site in Tuen Mun.

Hashtag: #TheMajesticHan

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

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

LiveNews: https://livenews.co.nz/2026/03/20/the-majestic-han-a-golden-age-of-vigour-and-cultural-integration-exhibition-opens/

‘I feel let down’: Complainants to sport integrity agency wait 15 months for resolution

Source: Radio New Zealand

Yachting NZ was the first national sports body to come under investigation by the Sport Integrity Commission. AFP/NICOLAS TUCAT

When multihull sailor Liz Alonzi first spoke to investigators from the Sport Integrity Commission, she was asked if she would like to add her complaint to the “melting pot” of allegations about the culture of yachting in New Zealand.

At the time Alonzi drew comfort from knowing she was one of many from within the sport to blow the whistle. There was power in numbers, she thought.

“I felt hopeful. I walked away from that conversation thinking something would be done about it,” Alonzi said of her March 2025 interview with investigators.

Three months earlier, the commission had opened an investigation into Yachting New Zealand following a raft of complaints including allegations of aggressive behaviour, unfair and unsafe selection processes, and serious misconduct among both athletes and staff.

The investigation was considered the first major test of the new watchdog agency’s muscle.

More than a year later, the inquiry into Yachting NZ continues to drag on, leaving dozens of complainants in the dark.

The unresolved process ultimately drove Alonzi away from the sport.

“It’s been really detrimental,” she said.

“Because the behaviour problems from my original complaint have never been addressed, and the people involved faced no repercussions and continued targeting me, I chose to take a pretty big step away from yacht racing in Auckland.”

Alonzi is not alone – concerns about delays have emerged across other sports.

In a separate inquiry into Boxing NZ and its head coach Billy Meehan, launched in May last year, concerns have been raised that the lack of a timely resolution has further harmed athletes. 1News reported last month that several top athletes had pulled out of Commonwealth Games contention while they awaited the commission’s findings.

The drawn-out investigations were fuelling broader concerns about whether the agency, established in July 2024 to provide independent oversight of New Zealand sport, was equipped to respond effectively to serious complaints.

Several complainants told RNZ the length of time it was taking for cases to be investigated was eroding confidence in the commission.

Concerns had also been raised about the level of buy-in from the wider sports sector, with just four national sport and recreation bodies having adopted the commission’s National Code of Integrity.

The criticism comes as the commission this week held its inaugural wānanga in Auckland, as it seeks to build support for its work and lift engagement across the sector. The event, which was attended by around 250 sports leaders, included a keynote speech from former world number four tennis star Jelena Dokic, who had spoken publicly about abuse in sport.

Sport Integrity Commission chief executive, Rebecca Rolls, said investigations could take time because of the number and complexity of complaints, but it was committed to a thorough and fair process.

“Public confidence takes a while to get, and it’s quickly lost,” said Rolls.

“I know how important it is to have matters resolved at the earliest point and as quickly as possible, and that’s definitely my objective.

“But rushing can risk some flawed outcomes that will further cause harm or present legal frailties. We know that confidence comes from good sustainable outcomes, independence and fairness.”

Rebecca Rolls, who heads up the Sport Integrity Commission, said lengthy investigations are sometimes unavoidable when serious complaints are involved. RNZ / Cole Eastham-Farrelly

Both the Yachting NZ and Boxing NZ investigations were launched under section 32 of the Sport and Recreation Act, which gives the commission special investigatory powers if it considers there is a threat to integrity.

Rolls said this legal lever was only used for the most serious and complex cases.

“That power [under section 32] was intended to be for a small number of cases that met high public interest threshold and by their nature are big and complex with multiple complainants. And that’s exactly what’s happened.

“The investigations have ticked those boxes well and truly.”

A “melting pot” of complaints is difficult to distill into findings.

Career-defining delays

For disaffected members of the high performance sailing community, the timing felt significant.

The establishment of the Sport Integrity Commission in July 2024 coincided with mounting frustration over Yachting NZ’s handling of Olympic selections.

A series of messy selection disputes had highlighted what former top windsurfer Bruce Trotter described as “deeply troubling process issues” and a “complete disregard” for best practice – allegations forcefully denied by Yachting NZ at the time.

It also brought to the surface other long-standing grievances in the sport, including allegations of sexism, harassment and bullying.

Following the Paris Games, in which the NZL sailing team brought home two medals, Yachting NZ initiated an “independent evaluation” of the Olympic cycle, dubbed Project Arotake.

Isaac Mchardie and William Mckenzie celebrate after winning the silver medal in the men’s 49er skiff event at the Paris 2024 Olympic Games. AFP/CLEMENT MAHOUDEAU

But questions over the scope and design of that review, led by former NZ Olympic Committee boss Kereyn Smith, saw many seek the intervention of the Sport Integrity Commission.

Olympic boardsailor turned elite coach JP Tobin was among the initial wave of complainants to the commission.

He believed his complaint “paled in comparison” to some of the other allegations brought forward, and was particularly concerned about the impact the delays were having on athletes.

Tobin warned the delays were untenable in a high performance environment.

In the time since complainants first stepped forward with their concerns to the commission, Yachting NZ completed its own review of its Olympic sailing programme, and had forged ahead in implementing the recommendations from it.

As the mid-way point in the LA Olympic cycle nears, selection policies were being developed and campaign plans enacted.

For complainants, there was a sense the sport had moved on without them – with no clear accountability for those accused of wrongdoing.

“The high performance environment shifts fast – it’s super dynamic. So an organisation that’s tasked with this mandate needs to be able to respond,” Tobin said.

“So from where I’m sitting, this is not an organisation that’s fit for the purpose, because some of these complaints are seriously affecting people’s lives.

“It’s potentially career-defining because people are walking away, or choosing not to campaign in certain classes because the people they’ve complained about are still around.”

JP Tobin competed at the London Olympics, and has since gone on to coach at the elite level. NZOC

Tobin was also frustrated at what he saw as a lack of transparency and communication from the commission. He claimed over the past year he had received only a few, vague updates on the status of the investigation.

That criticism had been echoed by club stalwart Allan Roper, who lodged a complaint with the commission in January last year over alleged breaches of competition rules and Yachting NZ’s disputes processes.

Roper, who had competed internationally, said when the commission was first established he was hopeful that what he saw as long-standing issues within his sport would be resolved.

“I thought, here we go, we’ve finally got an independent body with teeth,” Roper said.

“But we’re now 15 months down the track [since the investigation started] and it seems like nothing’s happened. I do feel let down.”

Earlier this year Roper wrote to the minister for sport and recreation, Mark Mitchell, to express his concerns with the process.

“Significant public funding has been allocated to support the Commission’s work. Given this level of taxpayer investment, I believe there is a strong public interest in ensuring that investigations are conducted efficiently, transparently, and brought to a timely conclusion,” he wrote.

It was not the first time the minister had been called upon to step in.

Following last month’s media reports that some of the country’s leading women boxers had pulled out of Commonwealth Games contention as a result of delays with the investigation into Boxing NZ, Mitchell requested a briefing with the commission.

Minister for sport and recreation Mark Mitchell. RNZ / Samuel Rillstone

Mitchell told RNZ that at the meeting he had impressed upon the commission’s leaders the need for transparency with all parties involved in investigations.

“The Integrity Commission is still very new. It’s only just been formed and stood up, so they’re still building their own cadence and momentum,” said Mitchell.

“But I think that it is critically important that there’s transparency in keeping parties informed, keeping them apprised of what’s happening with the investigation, at what stage they’re at, any of the challenges that they’re facing inside it, and just being completely transparent around that.”

Talking code

Rebecca Rolls did not accept that the commission was falling short.

The chief executive said in cases of both sailing and boxing – the commission’s two publicly notified investigations – volume and wide-ranging nature of complaints had made investigations difficult to resolve quickly.

She argued that was, in part, by design.

Rolls said the commission’s work marked a shift from the more limited, often sport-led reviews into elite sports environments such as cycling, hockey, football and canoe racing that have played out in the past.

“If we go back a few years, while there was some really great work done, a lot of the investigations back in the day were by consent and pursuant to a terms of reference,” she said.

“So the investigations were quite confined. I guess that was in a box and that’s all it could be, but it wasn’t necessarily covering all the right things or in the right direction.”

The Sport Integrity Commission was set up in 2024 after a string of damning reviews into the country’s elite sporting environments, including the 2021 inquiry into Cycling NZ following the death of Olympian Olivia Podmore. Dianne Manson / Composite RNZ

While the high-profile investigations had captured the headlines, Rolls said they did not paint the full picture.

In its first year of operation, the commission received 283 complaints across 70 sport and recreation organisations.

More than half were resolved early through facilitation, mediation or warning letters, while 26 percent remained active and 16 percent were deemed out of scope.

“If you think about it in that context, it’s a very, very small number that end up in a section 32 investigation.”

Under the commission’s broad remit it is also responsible for the anti-doping work previously carried out by Drug Free Sport NZ, which was folded into the new agency, including drug testing, investigations and education.

According to reports published by the Sport Integrity Commission, in its first year of operation it carried out more than 1100 drug tests, with six athletes sanctioned for rule violations.

Two sports integrity experts, who spoke to RNZ on background, said the concerns emerging from sailing and boxing pointed to deeper structural tensions within the model itself.

They questioned whether the commission’s broad remit was workable – particularly the way its safeguarding role, dealing with complaints such as bullying and abuse, sat alongside its regulatory functions like anti-doping and competition manipulation, where clear rules and evidential thresholds apply.

The vast majority of complaints fell into the former category, in which behaviour was often difficult to define, prove and resolve.

The experts also pointed to the background of many investigators, noting policing experience did not always translate neatly to workplace or safeguarding inquiries.

Rolls, however, was confident the issue was not resourcing.

“I’m really confident that if I look across the investigations we have, hiring more people, for example, wouldn’t necessarily change the timing.

“We also have the ability to bring in, and we have done in some cases, external support to help with that resourcing.”

The challenges facing the commission were not unique to New Zealand.

In Australia, Sport Integrity Australia was inundated with more than 600 complaints in its first year, with administrators later acknowledging they were unprepared for the volume and complexity.

In the United States, the Center for SafeSport has faced sustained criticism over delays, transparency and independence.

Back here, a low uptake of sports adopting the commission’s National Code of Integrity was also hampering efforts for speedier resolutions.

The code, which was introduced in June last year, set out minimum standards to help organisations manage integrity issues.

Rolls said it also provided the commission with a separate set of powers that could be used to address integrity breaches.

“They’ll be a bit quicker, can be earlier in the process, and we will have additional information gathering powers under that regime,” said Rolls.

“So it means we can get through cases a bit quicker and then at the end we can use a disciplinary panel to make some decisions.”

Weightlifting NZ is the only Olympic sport to have adopted the national code. supplied / Facebook / Weighlifting NZ

The problem is, only four national sport and recreation organisations – NZ Esports Federation, Scouts Aotearoa, Weightlifting New Zealand and Ice Hockey New Zealand – have adopted the code. 

This week the commission announced a fifth adoptee, mountain-biking charity WORD Youth.

The low uptake on the code, which was finalised in the middle of last year, has led to further questions about the agency’s effectiveness.

Rolls said she expected uptake to increase over the coming year, noting larger organisations faced more complex adoption processes.

Sailing on

Earlier this month, complainants in the sailing investigation received an update from the commission.

“We have continued to make substantial progress, including engagement with Yachting NZ regarding the information obtained and the allegations raised, and they have cooperated with our enquiries.”

The letter went on to say the commission was in the final phase of drafting the report and concluding the investigation.

It is understood Yachting NZ received a similar letter.

The organisation, now under the leadership of Steve Armitage following the departure of long-serving chief executive David Abercrombie last year, said it had continued to cooperate with the investigation.

“We’re committed to carefully considering the outcomes as part of our ongoing efforts to strengthen how we support and serve the yachting and boating community,” the organisation said in a statement.

For Liz Alonzi, she had come to terms that she would not find closure in the pages of a report.

“I know people who managed the integrity investigation into Gymnastics New Zealand [in 2018]. From talking to them and telling them what I was experiencing with the commission and what’s been going on, their recommendation to me has literally been just focus on healing yourself because you’re not going to get anything out of this,” she said.

“But I’d like to think that I’ve helped make it better for others.”

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

LiveNews: https://livenews.co.nz/2026/03/20/i-feel-let-down-complainants-to-sport-integrity-agency-wait-15-months-for-resolution/

Employment Issues – MBIE still fighting to cut flexible work as third mediation looms and Employment Relations Authority hearing set – PSA

Source: PSA

MBIE’s controversial and unlawful crackdown on flexible work arrangements protected under its collective agreement with workers will be subject to a third round of mediation with the PSA in Wellington today.
If mediation fails, a three-day hearing before the Employment Relations Authority will follow on 31 March to 2 April.
“Flexible work is more important than ever with household budgets hit by rising petrol price – MBIE needs to stop defending its new Flexible Work Policy which is out of step with modern workplaces,” said Fleur Fitzsimons, National Secretary for the Public Service Association Te Pūkenga Here Tikanga Mahi.
“MBIE cannot simply tear up collective agreements that provide for flexible work.
“The policy rides roughshod over its obligations under the collective agreement which binds MBIE to support flexible work. If mediation fails, we will be seeking a determination from the ERA that MBIE is violating the ‘flexible by default’ approach which forms part of its collective agreement with members.
‘Flexible by default’ means employees at MBIE have a right to flexible work arrangements which suit their individual circumstances unless there is a good business reason not to.
“MBIE should be leading the way on flexible work, as should all public sector employers where it’s practical to do so, not spending public money fighting in the ERA to take it away. ACC heard its workers and backed down. It’s time for MBIE to do the same.”
MBIE introduced its new Flexible Work Policy last year to align with the Government’s directive to restrict working from home across the public service. The policy requires all existing flexible work arrangements to be renegotiated and reviewed every six months with the explicit aim of reducing days worked from home.
“We urge MBIE and all government agencies to take heed of the times. With petrol prices rising, working from home is one of the most practical ways public servants can ease the pressure on their household budgets. Every day working from home is a real saving on fuel and commuting costs,” Fitzsimons said.
The PSA is also challenging the Government’s broader flexible work restrictions at the ERA through separate proceedings against Te Kawa Mataaho Public Service Commission.
“Public sector employers need to see flexible work as a win-win, and the way of modern workplaces the world over,” Fitzsimons said.
ENDS
Background: The PSA filed ERA proceedings against MBIE in July 2025 after a first mediation failed. A second ERA-ordered mediation was held in December 2025. A third mediation is scheduled for 20 March 2026. If unresolved, a three-day ERA hearing follows on 31 March to 2 April 2026 in Wellington.
Previous statements
The Public Service Association Te Pūkenga Here Tikanga Mahi is Aotearoa New Zealand’s largest trade union, representing and supporting more than 95,000 workers across central government, state-owned enterprises, local councils, health boards and community groups.

MIL OSI

LiveNews: https://livenews.co.nz/2026/03/20/employment-issues-mbie-still-fighting-to-cut-flexible-work-as-third-mediation-looms-and-employment-relations-authority-hearing-set-psa/

Li Ning Company Limited Announces 2025 Annual Results

Source: Media Outreach

Anchored in a “Single Brand, Multi-categories, Diversified Channels” Strategy
Technology and Premium Sports Resources Drive Our Competitive Edge

FINANCIAL HIGHLIGHTS

  • During the year, the Group recorded the following operating results:
    • Revenue rose by 3.2% to RMB29,598 million; gross profit margin declined by 0.4 percentage points to 49%
    • Net operating cash inflow was RMB4,852 million
    • Net profit attributable to equity holders was RMB2,936 million with net profit margin of 9.9%, and EBITDA margin was 20.8%
  • Working capital remained at a healthy level:
    • The percentage of gross average working capital to revenue was 7.7%
    • The cash conversion cycle was at 37 days, two days longer than last year
  • The Board has recommended the payment of final dividend of RMB23.36 cents per ordinary share for the year ended 31 December 2025, together with the interim dividend of RMB33.59 cents per ordinary share paid in September 2025, the total dividend for the year ended 31 December 2025 will amount to RMB56.95 cents per ordinary share or a total dividend payout ratio of 50%.

OPERATIONAL HIGHLIGHTS

  • The retail sell-through for the overall platform remained flat, including online and offline channels.
  • Offline new product sell-through accounted for 83% of overall offline sell-through, maintaining at healthy and reasonable level.
  • The overall channel inventory turnover was at 4 months, channel inventory level and ageing structure remained healthy.

HONG KONG SAR – Media OutReach Newswire – 19 March 2026 – Li Ning Company Limited (the “Company” or “Li Ning Company”; together with the subsidiaries, the “Group”; stock codes: 2331 (HKD counter) and 82331 (RMB counter)) today announced its audited annual results for the year ended 31 December 2025 (the “Year”).

Financial Results

In 2025, the Group continued to enhance the technological features of its products, optimising channel efficiency, and strengthening the brand’s professional positioning, delivering stable operating performance. During the year, the Group’s revenue amounted to RMB29,598 million, representing an increase of 3.2% compared with 2024 (2024: RMB28,676 million). Gross profit amounted to RMB14,489 million, up 2.4% from 2024 (2024: RMB14,156 million). The overall gross profit margin decreased by 0.4 percentage points to 49.0% (2024: 49.4%).

During the year, the net profit attributable to equity holders was RMB2,936 million (2024: RMB3,013 million). The margin of net profit attributable to equity holders was 9.9% (2024: 10.5%). Return on equity attributable to equity holders was 10.9% (2024: 11.9%). Basic earnings per share was RMB113.91 cents (2024: RMB116.98 cents). The Board has recommended the payment of a final dividend of RMB23.36 cents per ordinary share for the year ended 31 December 2025. Together with the interim dividend of RMB33.59 cents per ordinary share paid in September 2025, the total dividend for the year ended 31 December 2025 will amount to RMB56.95 cents per ordinary share or a total dividend payout ratio of 50% (2024: 50%).

In cash flow management, the Group’s net cash generated from operating activities during the year amounted to RMB4,852 million (2024: RMB5,268 million). As at 31 December 2025, cash and cash equivalents (including cash at banks and on hand, and fixed-term deposits with an original maturity of no more than three months) amounted to RMB16,717 million, an increase of RMB9,218 million compared with 31 December 2024. Adding back the amount recorded as fixed-term deposits held at banks, cash balance at 31 December 2025 amounted to RMB19,973 million, representing a net increase of RMB1,833 million compared with 31 December 2024. During the year, revenue increased year-on-year, while cash-based expenses including marketing costs and tax payments rose, coupled with the settlement time lag of e-commerce platforms, leading to a year-on-year decrease in net cash generated from operating activities. Meanwhile, the maturity and redemption of time deposits led to a significant increase in net cash generated from investing activities. The Group will continue to place extra emphasis on cash flow management to ensure the stable development of the Company in the long term.

Operational Summary

In 2025, the Group remained anchored in its “Single Brand, Multi-categories, Diversified Channels” strategy, advancing development through product upgrades, channel optimisation, and brand marketing.

The Group focused on six core categories—running, basketball, training, badminton, table tennis and sports casual—while actively pursuing opportunities in emerging fields and exploring new sports subcategories, such as outdoor, tennis and pickleball. During the year, the Group continued to upgrade its products through technological innovation and enhance the deployment of professional sports resources, guided by three key pillars: reinforcing a professional sports mindset, showcasing sports-fashion aesthetics, and honouring Chinese cultural heritage. In addition, it worked proactively to strengthen brand influence and increase brand recognition and visibility through diversified, and comprehensive marketing campaigns.

As the official partner of the Chinese Olympic Committee, the Group leveraged its deep expertise and strong professional sports credibility to blend sportsmanship with cutting-edge technology and Eastern aesthetics—all under the narrative theme “China’s Glory, Together with LI-NING.” During the year, it opened the world’s first LI-NING “Loong Store” and launched the “Glory Gold Label” product series, transforming exclusive, top-tier scarce sports resources into a driving force for brand reputation and market recognition, continuously strengthening consumers’ perception of LI-NING’s professional capabilities and product reliability.

In terms of channel development, the Group continued to advance a multi-dimensional channel network layout to expand market coverage while enhancing operational efficiency. In high-end markets, the Group deepened synergistic collaborations with top-tier commercial complexes and leading outlet malls, jointly promoting the planning and implementation of innovative stores. During the year, the Group successfully launched an independent outdoor store “COUNTERFLOW”, marking an important milestone for the brand’s official entry into the outdoor segment. The Group actively carried out cross-industry collaborations, partnering with top IPs embodying Chinese cultural heritage such as the Palace Museum, and launched marketing campaigns by collaborating with channel partners through diverse initiatives, effectively improving brand reach and conversion. In terms of efficiency enhancement, the Group continued to optimize the channel structure and improved rental structures and cooperation models, enhancing overall channel health and operational sustainability through a series of strategic optimization measures. As of 31 December 2025, the LI-NING brand (including LI-NING Core Brand and LI-NING YOUNG) operated a total of 7,609 conventional stores, flagship stores, China LI-NING stores, factory outlets, and multi-brand stores, representing a net increase of 24 POS compared with 31 December 2024.

In terms of retail operations, the Group built a highly profitable, efficient, and replicable single-store operating model. In high-level markets, targeted brand strategies were implemented across key regions, strengthening brand image and improving product operation efficiency through optimised channel structure, store product mix, and shopping experience. The Group established a distribution management model to improve operational efficiency and sustainable development capabilities of the distribution system. In addition, the Group strengthened the efficient coordination between retail outlets and the logistics system. Through refined planning systems, flexible supply chain construction and digital support, channel inventory turnover and full lifecycle product management were realised, thereby comprehensively improving operational quality and efficiency.

In terms of e-commerce operations, the Group made precise deployments that effectively enhanced consumer awareness and market share during major e-commerce campaigns such as Tmall Celebration Day and Tmall Super Product Day. During the year, core IP products such as “Zhui Feng”, “DLO”, “ULTRALIGHT” and “LI REN” delivered outstanding performance, successfully penetrating multiple consumer segments including Gen Z, professional sports and trendy fashion, ranking highly in both sales and reputation across segmented markets. By leveraging top athletes, celebrities, trending events and channel resources, the Group not only enhanced product exposure and achieved traffic acquisition and promotional sales conversion, helping inventory optimisation, but also supported offline business and drove overall revenue growth.

In terms of supply chain, the Group continuously optimised the supplier matrix, aligning high-quality supplier resources for high-end sports, outdoor, premium and sponsored product lines. Meanwhile, the Group aligned with its major product plan by adopting segmented production planning and data-driven management to achieve high-level coordination among product planning, supply chain, logistics, and retail outlets. To improve operational efficiency, the Group adopted multiple measures such as integration of fabric resources, optimization of process structures, large-scale procurement of materials and staggered production scheduling, further improving the cost structure, while enhancing production efficiency. In addition, the Group continued to integrate sustainable development into supply chain management and promoted green products, with the proportion of eco-friendly products exceeding annual targets during the year.

In terms of logistics, the Group launched a channel logistics project to connect the order system with logistics operations, improving product circulation efficiency and fulfilment timeliness. On the digital front, the Group introduced a warehouse coordination system and adopted SKU-level refined management. In terms of automation, automated equipment was introduced into various warehouses, enabling multi-scenario coverage and data visualization management. In December 2025, the East China and North China warehouses took the lead in adopting RFID full-process warehouse management, achieving full-process traceability of logistics data, greatly strengthening inventory management precision, and deployment across all warehouses is expected to be completed in the first quarter of 2026 to continuously drive cost reduction and efficiency improvement.

In terms of its kidswear business, LI-NING YOUNG continued to focus on professional sports and children’s developmental needs, advancing product optimization and exclusive IP creation. In terms of channel strategy, the Group continued to strengthen outlet channel development, improve single-store efficiency and optimize overall channel structure while accelerating its e-commerce deployment. LI-NING YOUNG maintained a coordinated development of wholesale and direct retail. Through refined management and strategic layout, both scale and quality were improved. In terms of marketing, LI-NING YOUNG centred its efforts around three core pillars “Event Cooperation + User Stories + IP Collaboration” to build professional recognition and accumulate its user foundation, successfully expanding its influence among youth and family demographics. As at 31 December 2025, the total number of LI-NING YOUNG POS was 1,518, representing a net increase of 50 POS since 31 December 2024.

Outlook

Entering 2026, the Group will seize the development opportunities arising from the continuous release of domestic demand potential. The Group will remain committed to its core value of “serving the public with sportsmanship,” meticulously refine its “LI-NING’s experience value,” and strive to become the preferred professional sports brand.

1. Technology-driven product upgrades: The Group will firmly implement the development strategy of “Single Brand, Multi-categories, Diversified Channels”, empowering product iterative upgrades with technology to build core competitiveness and market differentiation barriers. Relying on the technical accumulation and R&D of the LI-NING technology innovation platform, the Group will focus on deep cultivation of core categories and actively expand into emerging segments such as outdoor sports. The Group aims to respond to increasingly diversified and personalised consumer demands, achieving full-scenario coverage from professional competitive sports to daily wear. By promoting the ingenious integration of cutting-edge technology and fashion design, the Group will create a product system that combines excellent functionality, technological texture, and aesthetic value. Furthermore, the Group will continuously strengthen the efficiency of transforming scientific and technological achievements, promoting the rapid realization of frontier technologies into product competitiveness.

2. Olympic marketing empowering the brand: The Group will drive value creation through sports marketing, establish emotional connections with consumers, and facilitate the steady enhancement of brand value. By continuously deepening the cooperation with the Chinese Olympic Committee, the Group will seize the development window of the Olympic cycle and promote the brand to achieve a leap from resource cooperation to value co-creation. LI-NING will fully explore the diversified value of the cooperation with the Chinese Olympic Committee. Through systematic marketing layout and technological equipment support, it will convey the story of the mutual growth of LI-NING and Chinese sports, highlighting the technological strength and cultural confidence of the national brand.

3. Dual improvement in quality and efficiency of business operations: The Group will continue to focus on improving quality and efficiency across all aspects of its business. By deepening channel layout, strengthening product operations, and optimising supply chain management, the Group aims to build an efficient operational system, achieve simultaneous improvements in operational quality and efficiency, and lay a solid foundation for the high-quality growth of the enterprise. Offline channels will focus on improving efficiency in high-tier markets and penetrating emerging markets, while exploring new business models. Online channels will strengthen domain synergy and resource integration, promoting complementarity between online and offline channels. In terms of product operations, the Group will optimize the precision of full-chain planning and flexible supply capabilities, and accelerate inventory turnover. The supply chain will achieve coordinated optimization of cost, quality, and delivery time across the entire chain, thereby enhancing overall operational efficiency.

4. Consolidating the foundation to safeguard development: The Group will continuously strengthen three core support capabilities: talent, finance, and digital intelligence, to lay a solid bedrock for high-quality development. In terms of talent strategy, talent development will focus on selection, incentives, and efficiency. In terms of financial management, emphasis will be placed on precise resource allocation and risk control. In terms of digitalization, the Group will promote the deep integration of AI and big data with business operations, enhance operational efficiency and the scientific nature of decision-making, and provide systematic safeguards for the long-term development of the Group.

Mr. Li Ning, Executive Chairman and Joint CEO of the Group, concluded: “2026 marks the first year of the 15th Five-Year Plan. With the strategic goal of accelerating the development of a sports powerhouse, the nation will further unlock sports consumption potential while driving the transformation and upgrading of the sporting goods manufacturing industry. We expect this to release domestic demand potential and create both strong support and a vast stage for the sports industry to thrive.”

“We will remain rooted in the local market while looking ahead, seizing opportunities of the era with greater foresight and more efficient execution. We will continue to deepen the Group’s ‘Single Brand, Multi-categories, Diversified Channels’ strategy, optimising and upgrading our core category matrix while exploring emerging segments. Most importantly, we will keep strengthening the core advantages of our products—professional performance, technological capability, and sports experience—by empowering them with innovative technology and design aesthetics to reward consumer trust.”

Hashtag: #LiNing

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

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

LiveNews: https://livenews.co.nz/2026/03/20/li-ning-company-limited-announces-2025-annual-results/

Cushman & Wakefield Ranked No.1 Real Estate Investment Brokerage Firm in Greater China, Hong Kong, and Chinese Mainland Industrial Market in 2025 by MSCI

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 19 March 2026 – Cushman & Wakefield has been recognized as the top real estate investment brokerage firm in the Greater China* All-sector, Hong Kong All-sector, Hong Kong Office market and Chinese Mainland Industrial market for 2025 by MSCI based on sell-side sales volume. These top rankings highlight the firm’s continued dominance and exceptional performance in the region’s commercial real estate sector.

According to MSCI 2025 Global Broker Rankings, based on sales volume, Cushman & Wakefield represented 28% of all-sector sell-side investment brokerage transactions in Greater China totaling US$2.2 billion. In Hong Kong, the firm secured 36% of all-sector sell-side brokerage volume, worth US$1.2 billion, and 69% of the office sell-side brokerage volume. Furthermore, the team captured a commanding 77% share of the Chinese Mainland Industrial sell-side brokerage market, accounting for US$887 million in transaction value.

*Rankings in Greater China are based on the sum of sell-side brokerage transaction volume in the Chinese Mainland, Hong Kong China and Taiwan China.

KK Chiu, International Director and Chief Executive, Greater China at Cushman & Wakefield, said, “The MSCI global brokerage ranking reinforces our leading market share in Greater China and in Hong Kong. We stand out from our peers in our deep local market knowledge and connections with both international and domestic capital, which enables us to serve our investor clients throughout market cycles. In addition, we have fostered strong collaboration between our teams in the Chinese mainland and in Hong Kong, enabling us to swiftly capitalize on cross-border opportunities and ensure seamless deal execution for our clients.”

The Hong Kong market experienced a significant rebound late last year, driven by major end-user acquisitions. Francis Li, International Director, Vice President and Head of Capital Markets, Greater China at Cushman & Wakefield, detailed the market’s momentum. “We saw strong liquidity coming back to Hong Kong in 2H last year, including the acquisition by Alibaba and Ant Group of multiple floors at One Causeway Bay for use as their Hong Kong headquarters, a landmark deal brokered by us,” said Li. “Our data shows that full-year commercial real estate investment volume in Hong Kong grew by 33% year-over-year in 2025. At the same time, Hong Kong’s residential and student housing markets are also garnering significant interest from investors.”

In addition to the success in Hong Kong, Li mentioned, “The Cushman & Wakefield Capital Markets team has completed several large logistics deals in the Chinese mainland in the last three years, totaling more than RMB10 billion. These significant transactions reinforce our strong local team capability and resilience when navigating complex market challenges.”

In addition to en-bloc logistics transactions, Cushman & Wakefield has also played a significant role in facilitating industrial investments, including factories and R&D centers, and particularly in assisting leading international companies in establishing a presence in China. Tony Su, Managing Director, National Head of Industrial & Logistics Property Services, China, said: “Despite the challenges faced by China’s logistics and industrial sectors, our team delivered an exceptional performance in 2025. We successfully completed transactions with numerous high-profile, industry leading clients, particularly in the biopharmaceuticals, new materials, and premium food sectors. These partnerships stimulated the local economy, set new industry benchmarks, and inspired a wave of policy innovations. I am extremely proud of the growth and resilience demonstrated by Cushman & Wakefield’s Industrial team in navigating a complex market environment.”

About MSCI

MSCI is a leading provider of critical decision support tools and services for the global investment community. With over 50 years of expertise in research, data and technology, MSCI power better investment decisions by enabling clients to understand and analyze key drivers of risk and return and confidently build more effective portfolios. MSCI creates industry-leading research-enhanced solutions that clients use to gain insight into and improve transparency across the investment process.

Hashtag: #Cushman&Wakefield

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

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

LiveNews: https://livenews.co.nz/2026/03/19/cushman-wakefield-ranked-no-1-real-estate-investment-brokerage-firm-in-greater-china-hong-kong-and-chinese-mainland-industrial-market-in-2025-by-msci/

PT Danantara Investment Management opens DPT registration for PSEL partners

Source: Media Outreach

JAKARTA, INDONESIA – Media OutReach Newswire – 19 March 2026 – In its efforts to accelerate the energy transition while addressing the growing challenge of urban waste, the government has tapped PT Danantara Investment Management (DIM) to seek capable partners in developing waste-to-energy (WtE) power plant projects, locally known as Pengolahan Sampah Menjadi Energi Listrik (PSEL).

The PSEL program is supported by Presidential Regulation (Perpres) No. 109/2025, which governs urban waste management through environmentally sustainable renewable energy solutions.

The initiative begins with the establishment of a verified providers list (Daftar Penyedia Terverifikasi or DPT), a pre-qualification mechanism designed to identify companies with proven track records, strong financial capacity and technical expertise in WtE.

To that end, collaboration with private partners scheme reflects the government’s intention to share risks with the private sector while leveraging its expertise, ensuring that projects are not only delivered but also remain operationally sustainable.

Participation in the DPT is open to single entities and consortiums, both local and foreign, provided their countries maintain diplomatic relations with Indonesia.

In addition, DIM has appointed an independent registration and verification (R&V) agent to ensure a credible and transparent process, ensuring that prospective partners included in the list undergo a structured and transparent evaluation.

“The program is designed to ensure that the establishment of the DPT is carried out in a transparent and systematic manner, in line with good governance principles,” PT Danantara Investment Management said in an official statement.

The submission period for verification documents will run from March 25 to April 25, with DIM set to hold virtual technical discussions (aanwijzing) in two cycles to provide further clarity on technical requirements. The first cycle is scheduled for March 26, followed by the second on April 1. Each cycle will include two sessions to accommodate across different time zones.

While attendance at the aanwijzing sessions is not mandatory, they are expected to serve as an important forum for prospective participants to better understand the application requirements before submitting final documents through the official channel.

Interested companies can write indication of interest by email through registrationwte@danantaraindonesia.com

For further information, providers may refer to

https://www.danantaraindonesia.co.id/media-center/highlight/dim-waste-to-energy-verified-participants-list-registration-2026

Hashtag: #Danantara

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

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

LiveNews: https://livenews.co.nz/2026/03/19/pt-danantara-investment-management-opens-dpt-registration-for-psel-partners/

Pioneering Māori broadcaster and journalist Moari Stafford dies

Source: Radio New Zealand

Pioneering Māori journalist Moari Stafford. Moari Stafford

Pioneering Māori broadcaster and journalist Moari Stafford, who cultivated opportunity and empowered generations of Māori journalists for more than 20 years, has died.

He was 74.

Hailing from Waikato, Hauraki, Ngāti Maniapoto, Ngāti Apakura and Ngāti Te Wehi, Stafford spent much of his life in Kawhia situated on the east coast, under the shadow of Maunga Pirongia – the tallest peak in Waikato.

Stafford grew up speaking te reo in a community that recognised the language as a tāonga that must be preserved and protected.

He joined Te Karere as a reporter in 1987, the year te reo Māori was recognised as an official language in New Zealand.

At a pivotal time in history, he became part of a generation that championed Māori journalism through challenging times.

Veteran broadcaster Tini Molyneux worked closely with Stafford for many years in broadcasting and said it was a challenging time but his dedication to te reo was relentless.

“He didn’t pursue a career in broadcasting but had a calibre of reo that was becoming hard to find at the time, so he was encouraged to get involved,” Molyneux said.

“Throughout his career he prioritised te reo in his decision making which created opportunities for people who didn’t fit the status quo of mainstream journalism.”

Stafford was appointed editor of Te Karere in 1991 and over the next 20 years he played a vital role in launching the careers of award-winning journalists and broadcasters.

Māori broadcaster and journalist Mihingarangi Forbes remembers Stafford as an “incredible boss” and respected figure in the newsroom.

“I started at Te Karere in 1994, we were the last of the cadetships for Te Karere… we were so excited and we had a whakatau in the marae there at Māori and Pacific programmes. There would have been about 50 people who worked there at the time,” Forbes said.

“Moari was an incredible boss, so supportive: mātanga reo, mātanga tikanga, mātanga kawa. He had a huge heart, he believed in people.

“He would always see something in us. He would guide us through our hapa and our mistakes that we made which, when you work at Te Karere and Te Ao Māori, making a mistake can be fatal. He would always guide us through that and pull us out the other side.”

Forbes said Stafford would travel between Kawhia and the TVNZ office in Auckland weekly – a distance of around 200 kilometres.

“He was an amazing family man”, she said.

“He’d always bring us kai Māori, rewana bread or a boil up or any kind of Māori kai that he’d bring from home, kai moana, and he’d share it with everybody.”

“I’ll dearly miss him. I’ll miss his texts. He kept in touch with me for my last 32 years, encouraging me every time he saw me out there or doing something good, he’d let me know.”

Another veteran Māori broadcaster to work under Stafford was Julian Wilcox who, alongside Māori media mogul Bailey Mackey, joined Te Karere as a reporter in the late 1990s.

Wilcox told RNZ Stafford was a “quiet and humble” man whose time working manual jobs gave him a dogged work ethic.

“Moari just was worried about filling the half hour that we had on Te Karere… but he got into the gig because of, I found out later on, the encouragement of one of the great tohunga of Tainui, Henare Tuwhangai, who was a main orator for Te Arikinui Te Ataarangikaahu in his time, and one of the great tohunga of Māoridom,” he said.

“It was always about doing the gig, filling the half hour, making sure you had a kaupapa, and turning that kaupapa into a story, filling it out for two and a half minutes – which I know is a long time in news – but that was the average story length for Te Karere… he had that kind of discipline.”

Wilcox said Stafford was always interested in the voices of those the mainstream would leave out of the regular 6pm bulletin.

“How I figured out to please Moari was that if I could get kaumātua and kuia that people often didn’t see in news, particularly in mainstream, talking about news of the day, whatever it might have been at that time, the happier he’d be.

“I’d always turn up to work, and he would always say, ‘What’s your story?’ and I would tell him, ‘Well, I’ve got this kuia…’”

“He’d say ‘Kapai! Go get it’,” Wilcox said.

Stafford was part of a cohort of some of the first Māori broadcasters and journalists to appear regularly on New Zealand television screens like Hinerangi Goodman, Martin Rakuraku, Whai Ngata, Derek Fox, Tini Molyneux and Hirini Henare.

Wilcox remembers them all as “icons”.

“These were people who grew up watching… he was a cool, lovely, lovely man and [without] him I probably wouldn’t have a media career. We owe him a lot and we’re going to miss him.”

Former Te Karere journalist Dean Nathan joined Te Karere in the early 2000s. He told RNZ he met Stafford much earlier life as boy when Stafford worked in Forestry around the small, isolated town of Te Kao in the Far North.

“Who would have thought you would have met a forestry manager in television, right? Editing a national programme and obviously with turning over news it’s a demanding job and the team’s got to be out there and, you know, on the ball every day,” he said.

“I remember him as a really supportive editor and producer, a beautifully natured man.”

Nathan said Stafford gave him huge work opportunities.

“I’m grateful for Moari because he supported me and that was pretty much the starting of my career in television. He was the first editor to send me to repot internationally in America and North America, Canada and Hawaii and all over the South Pacific.

“Those are opportunities that really broadened my my skills and ability and I’m really grateful for that. I love Moari,” Nathan said.

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

LiveNews: https://livenews.co.nz/2026/03/19/pioneering-maori-broadcaster-and-journalist-moari-stafford-dies/

Can Gio: The Emerging Catalyst in Southern Vietnam’s Tourism Transformation

Source: Media Outreach

HCMC, VIETNAM – Media OutReach Newswire – 19 March 2026 – Southern Vietnam consistently stands out as one of the country’s most dynamic gateways for international travelers. Anchored by Ho Chi Minh City, Vietnam’s economic and financial nucleus, this region benefits from year-round tropical weather and a richly diverse marine ecosystem, positioning it as a natural tourism hub.

In 2025, Ho Chi Minh City recorded the highest visitor volume nationwide, welcoming over 53.5 million arrivals, including approximately 8.5 million international tourists. Yet, a persistent paradox remains. Despite its status as the country’s primary entry point, the city largely functions as a transit node rather than a destination where visitors choose to linger. Many travelers stay only briefly before continuing to established coastal destinations such as Vung Tau, Phu Quoc, or Phan Thiet.

Ho Chi Minh City has yet to fully evolve into a tourism ecosystem capable of sustaining extended stays. The limitation is not solely due to the absence of large-scale, destination-defining developments, but also stems from a more fundamental constraint, connectivity infrastructure. For years, the southern region’s interprovincial transport network has developed unevenly, resulting in prolonged travel times and overreliance on a limited number of arterial routes.

That landscape, however, is entering a period of inflection.

A new wave of infrastructure investment – arguably the most extensive in the region’s history – is being deployed, with Can Gio at its epicenter. The convergence of strategic transport corridors is not only reducing travel friction between economic and tourism centers, but also unlocking the long-overlooked potential of Can Gio, gradually reshaping the broader economic and tourism geography of southern Vietnam.

The city’s long-term vision positions Can Gio as a new growth pole, with projected capacity to attract approximately 40 million visitors annually. This ambition contributes to Vietnam’s national target of welcoming 30-35 million international tourists and 160-180 million domestic travelers by 2030.

A 40-Million-Visitor Hub and the Transformation of Southern Tourism

Historically, Can Gio has been recognized as the “green lung” of Ho Chi Minh City, home to a vast mangrove ecosystem and a UNESCO-recognized biosphere reserve spanning approximately 75,000 hectares. Under a new development vision, the district is gradually repositioning itself as “Saigon’s seaside”, a large-scale coastal tourism center located just beyond a metropolitan population of over 10 million.

A series of major infrastructure projects is now converging to redefine Can Gio’s accessibility. For the first time, the area will benefit from a multi-layered transport network, effectively dismantling the geographic isolation that has persisted for decades.

On the aviation axis, Can Gio will connect directly to Long Thanh International Airport, designed to handle up to 100 million passengers annually, via Rung Sac Road and the Ben Luc – Long Thanh Expressway.

On the urban rail axis, the Ben Thanh – Can Gio metro line, expected to commence operations in Q3 2028, will reduce travel time from the city center to the coast to just 13 minutes, shorter than a typical coffee break, effectively integrating Can Gio into the daily living, working, and leisure radius of both residents and visitors.

On the road network, the Can Gio Bridge, scheduled for completion in 2029, will replace the existing Binh Khanh ferry and establish seamless connectivity with regional expressways, embedding Can Gio into both domestic and international logistics networks.

Meanwhile, the Can Gio – Vung Tau sea-crossing route, targeted for completion in early 2029, will open a new coastal tourism corridor, enabling Can Gio to capture a share of the more than 18 million annual visitors currently traveling to Vung Tau.

Complementing this infrastructure backbone, the emergence of Vinhomes Green Paradise is widely viewed as a catalytic force, one capable of activating a new “southern economic and tourism super-map.”

Conceived as an ESG mega-urban development, the project is designed not only to deliver integrated hospitality, entertainment, and lifestyle offerings, but also to function as a central gateway and distribution hub for regional tourist flows.

A True ‘Must-play’ Destination

Commenting on the Vinhomes Green Paradise project in Can Gio, Mike Gorman, Senior Project Architect at RTJ II Golf Course Architects, remarked: This is going to be completely unique to Vietnam. It will become something people from around the world travel to experience, a true ‘must-play’ destination.”

Its large-scale, experience-driven ecosystem includes: VinWonders Can Gio, envisioned as one of the region’s leading entertainment complexes; two international-standard 18-hole golf courses; a network of 5–6 star hotels and boutique properties totaling nearly 7,000 rooms; the 7-hectare Song Xanh Theater; a five-star Vinmec hospital in collaboration with Cleveland Clinic (USA); and Vin New Horizon, a senior living urban model. This diversified offering enables year-round operations, catering to a wide spectrum of visitor demographics and preferences.

Vinhomes Green Paradise has been conceptualized to align with evolving tourism trends, urban utility integration, and experiential demand, while leveraging Can Gio’s ecological assets to create distinctive, place-based experiences for both visitors and residents. Among hundreds of global participant, Vinhomes Green Paradise has been selected as the first official participant in the “7 Wonders of Future Cities” campaign organized by New7Wonders. Jean-Paul de la Fuente, Director of New7Wonders and President of the campaign, described the project as a compelling model for the concept of a future city, where progress is measured by quality of living across generations.

From an investment perspective, the formation of this “southern economic and tourism super-map” signals not only expanded headroom for the tourism sector, but also the influx of capital and the prospect of sustained real estate value appreciation.

For context, Singapore welcomed approximately 16.5 million international visitors in 2025, generating around SGD 29 billion (equivalent to USD 22.6 billion) in tourism revenue. Against this benchmark, Can Gio’s target of 40 million annual visitors serves as a foundation for long-term asset value growth, as the area evolves into a leading coastal economic and tourism urban center in Vietnam and the wider region.

Hashtag: #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/2026/03/19/can-gio-the-emerging-catalyst-in-southern-vietnams-tourism-transformation/

Takitimu North Link Stage 2 Fast-tracked

Source: New Zealand Government

A major transport upgrade for the Western Bay of Plenty has received Fast-track approval, Infrastructure Minister Chris Bishop says. 

NZTA lodged its application in August 2025 to build about 7.7 kilometres of new highway in the Bay of Plenty.  

“Approval has taken just five months following the commencement of the expert panel,” says Mr Bishop.

“The Government is committed to building a long-term pipeline of transport infrastructure investments to redress New Zealand’s infrastructure deficit and build jobs and growth for Kiwis.

“The Takitimu North Link – Stage 2 Road of National Significance will be a four lane, median-divided highway between Te Puna and Ōmokoroa, improving safety and reliability on one of the region’s busiest routes. 

“Takitimu North Link Stage 1 is now four years into construction, with major structures largely complete. All bridge construction is scheduled to finish in 2026, and the project is expected to be fully completed in 2028.

“The new road will provide a safer and more reliable trip between Te Puna and Ōmokoroa, supporting regional growth and productivity. It will improve travel times for all transport modes and enhanced reliability and safety for commuters.

“NZTA estimates the project could deliver around $610 million in economic output for the Bay of Plenty region and provide more than 4,800 jobs over the development period.

“It’s part of the Government’s work to ensure New Zealand has a credible pipeline of high value infrastructure projects extending into the future, and that they’re ready to go as funding becomes available.

“This is the 14th project approved through the Fast-track process and the first roading project.” 

Notes to editors:

For more information about the project: Takitimu North Link – Stage 2

Fast-track by the numbers:

  • 14 projects approved by expert panels.
  • 20 projects with expert panels appointed.
  • 149 projects are listed in Schedule 2 of the Fast-track Approvals Act, meaning they can apply for Fast-track approval.
  • 46 projects currently progressing through the Fast-track process.
  • 34 projects have been referred to Fast-track by the Minister for Infrastructure.
  • On average, it has taken 128 working days for decisions on substantive applications from when officials determine an application is complete and in-scope.

Fast-track projects approved by expert panels:

  • Arataki [Housing/Land]
  • Homestead Bay [Housing/Land]
  • Sunfield [Housing/Land]
  • Bledisloe North Wharf and Fergusson North Berth Extension [Infrastructure]
  • Drury Metropolitan Centre – Consolidated Stages 1 and 2 [Housing/Land]
  • Drury Quarry Expansion – Sutton Block [Mining/Quarrying]
  • Green Steel [Infrastructure]
  • Kings Quarry Expansion – Stages 2 and 3 [Mining/Quarrying]
  • Maitahi Village [Housing/Land]
  • Milldale – Stages 4C and 10 to 13 [Housing/Land]
  • Rangitoopuni [Housing/Land]  
  • Tekapo Power Scheme – Applications for Replacement Resource Consents [Renewable energy]
  • Takitimu North Link – Stage 2 [Infrastructure]
  • Waihi North [Mining/Quarrying]

 

Expert panels have been appointed for:

  • Ashbourne
  • Ayrburn Screen Hub
  • Bendigo-Ophir Gold Project
  • Delmore
  • Haldon Solar Farm
  • Hananui Aquaculture Project
  • Kaimai Hydro-Electric Power Scheme
  • Lake Pūkaki Hydro Storage and Dam Resilience Works
  • Mahinerangi Wind Farm
  • Pound Road Industrial Development
  • Ryans Road Industrial Development
  • Southland Wind Farm Project
  • State Highway 1 North Canterbury – Woodend Bypass Project (Belfast to Pegasus)
  • Stella Passage Development (Port of Tauranga)
  • The Downtown Carpark Site Development
  • The Point Mission Bay
  • The Point Solar Farm
  • Waitaha Hydro
  • Waitākere District Court – New Courthouse Project
  • Wellington International Airport Southern Seawall Renewal

MIL OSI

LiveNews: https://livenews.co.nz/2026/03/19/takitimu-north-link-stage-2-fast-tracked/

New survey shows drop in crime

Source: New Zealand Ministry of Justice

Headline: New survey shows drop in crime

Fewer people are becoming victims of crime in New Zealand, according to new data published today.

The latest results from the New Zealand Crime and Victims Survey (NZCVS) show that in the eight years to 2025, the proportion of victims of crime has dropped from 30% in 2018 to 28% in 2025.

The number of victims in 2025 equates to 1.2 million adults.

“This is the lowest level of people experiencing crime since the NZCVS began in 2018. The result was driven by drops in both personal and household offences,” says Ministry of Justice General Manager Sector Insights, Rebecca Parish.

For the first time since the NZCVS began, the proportion of adults who were victims of interpersonal violence fell significantly below 2018 levels – five percent in 2025 compared to seven percent in 2018.

Burglary was experienced by nine percent of households (184,000) – also a significantly lower rate than in 2018 (12 percent or 210,000 households).

Other household offences, such as trespass and vehicle-related offences, were also at their lowest levels since the survey began.

The proportion of adults who were victims of fraud and cybercrime has been on a downward trend since peaking in 2022, though it remains significantly higher at 10 percent (440,000) in 2025 compared to eight percent in 2018.

The proportion of adults who were victims of violent offences was significantly lower in 2025 (three percent) than in both 2024 and 2018 (four percent). 

“While these results are positive, we are also mindful that behind each statistic is a real person, some of whom have experienced crime and victimisation, and assisted us by providing valuable insights through their responses,” Ms Parish says.

Today’s results are for the whole of the NZCVS, while data released in February focused on violent crime. This showed there were 49,000 fewer victims of violent crime in the year to October 2025 than two years previously.

Full New Zealand Crime and Victims Survey results can be found here.

About the New Zealand Crime and Victims Survey

  • The New Zealand Crime and Victims Survey (NZCVS) is a nationwide, annual, face to face, sample survey that interviews about 8,000 people every year.
  • This report is based on data collected between October 2024 and October 2025.
  • 8,008 people shared their experiences of crime and victimisation.
  • The NZCVS helps assess the true rate of crime in New Zealand by asking participants about both reported and unreported experiences of crime.
  • A Key Stories report will be published in May and provide further analysis and context for some of the trends found in this report.

High resolution infographics from the NZCVS are available on request.

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LiveNews: https://livenews.co.nz/2026/03/19/new-survey-shows-drop-in-crime/

Football Ferns named for World Cup Oceania Qualifiers Finals in NZ

Source: Radio New Zealand

Kate Taylor is back for the Football Ferns. Shane Wenzlick / Phototek.nz

The Football Ferns squad has been named for the Oceania Qualifiers finals in Aotearoa next month, where the side will aim to book a ticket to the FIFA Women’s World Cup 2027 in Brazil.

The squad sees Ferns’ regulars Ally Green, Jacqui Hand, Gabi Rennie, and Kate Taylor, added to the group, who won all three Oceania Qualifiers games in the Solomon Islands earlier this month without conceding a goal.

The Football Ferns will first face Fiji in the semi-finals on Sunday, 12 April at FMG Stadium Waikato in Hamilton.

The winner of that game will then take on the winner of Papua New Guinea v American Samoa on Wednesday, 15 April at North Harbour Stadium in Auckland, with the victorious side securing qualification to the FIFA Women’s World Cup 2027.

Football Ferns head coach Michael Mayne said because the games come so quickly after the group stage, the decision was made to retain the vast majority of that squad.

“So we have real consistency and can hit the ground running once the players are back home,” Mayne said.

“The tournament in the Solomon Islands was a great start to the year, and while the scores reflected the difference in quality we have over those OFC nations, what was pleasing was the way in which we stayed connected to what we wanted to get from the fixtures in the way we played and approached those matches very professionally as a group.”

“The reality is, we have not played in New Zealand in over a year, so being back in Aotearoa is a real privilege and the prospect of qualifying for the FIFA Women’s World Cup 2027 in front of our home fans and families is very special and not something we get to do very often.”

Full squad

Liz Anton

Hannah Blake

Kelli Brown

Claudia Bunge

Milly Clegg

Victoria Esson

Michaela Foster

Ally Green

Maya Hahn

Jacqui Hand

Deven Jackson

Grace Jale

Katie Kitching

Charlotte Lancaster

Meikayla Moore

Emma Pijnenburg

Gabi Rennie

Indiah-Paige Riley

Alina Santos

Rebekah Stott

Kate Taylor

Pia Vlok

Grace Wisnewski

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

LiveNews: https://livenews.co.nz/2026/03/19/football-ferns-named-for-world-cup-oceania-qualifiers-finals-in-nz/

Serious Fraud Office looking at Chatham Islands Council spending

Source: Radio New Zealand

A scathing Auditor General report said former council chief executive Paul Eagle’s actions over a project to upgrade his own accommodation were unacceptable and misleading. RNZ / Te Aniwa Hurihanganui

The Serious Fraud Office is evaluating a scathing Auditor General report into spending by former Chatham Islands boss Paul Eagle.

The Auditor General’s report, released last week, said former council chief executive Eagle’s actions over a project to upgrade his own accommodation were unacceptable and misleading, after costs blew out by more than $250,000.

A spokesperson for the office said it was assessing the report to determine whether there are sufficient grounds to open an enquiry or criminal investigation into the issues raised.

“At this stage, no further information can be given, including whether the SFO will open an enquiry or investigation.”

The council has referred concerns raised in a scathing Auditor General’s report to the Serious Fraud Office.

In a post on its Facebook page this week, the council said it had formally received the report and had unanimously resolved to refer it to the appropriate authority for consideration.

“We are committed to responding responsibly, transparently, and in the best interests of our community,” Mayor Greg Horler said.

The Auditor General’s report, released last week, said former council chief executive Paul Eagle’s actions over a project to upgrade his own accommodation were unacceptable, after costs blew out by $250,000.

Eagle’s handling of documents was misleading and showed exceptionally poor judgement, the report said.

It said the former Wellington MP edited or created quotes and contracts for the project, and did not make “moderate” or “conservative” funding choices.

The original budget was set at $200,000 and blew out to $460,001.65. Another $37,739.19 was also spent on rent to house Eagle and his family as the work went ahead.

“We saw little sign of any consideration of containing costs during the project. We also consider that the chief executive made spending choices that were not moderate and conservative,” the report said.

“Purchasing expensive appliances for the kitchen and carrying out extensive electrical work that suppliers working on the project widely considered to be excessive were particularly questionable.”

The report also uncovered “serious integrity questions” for the council to contend with, including its policies relating to procurement, conflicts of interest, staff expenses and fiscal reporting.

It said Eagle had sole oversight over the project, and because the cost of the upgrade could be perceived as benefiting Eagle, his family should have instigated approval by the council, mayor or deputy mayor, in line with council policy.

The report was tabled in Parliament last Thursday.

“We have not reached a view on the legality of the chief executive’s actions. In this case, we consider it sufficient to draw the council, Parliament, and the public’s attention to the matter.”

In a letter included in the report findings, Eagle, who resigned last month, apologised and said his actions did not meet the standards expected of himself and his role.

“I started as chief executive of the council in late 2023, three months earlier than planned and, because of the illness of the outgoing chief executive, did not receive a formal, structured induction process covering the policies, processes, systems and documentation expected of the role.

“I wholeheartedly accept now that I should have sought clarity and support for this process.”

Interim council chief executive Bob Penter declined to be interviewed.

Paul Eagle has been contacted for comment.

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

LiveNews: https://livenews.co.nz/2026/03/19/serious-fraud-office-looking-at-chatham-islands-council-spending/