There has been no real improvement in compliance with the National Care Standards (NCS) Regulations, six years after coming into effect. The regulations are the minimum standard the more than 5,600 tamariki (children) and rangatahi (young people) in care should receive. Oranga Tamariki has custody of nearly 99 percent of those in care.
The latest Experiences of Care in Aotearoa for the period 1 July 2024 – 30 June 2025 was published by Aroturuki Tamariki | Independent Children’s Monitor today.
Aroturuki Tamariki Chief Executive Arran Jones says this is the fifth full report on compliance with the regulations. The key reasons for there not being more improvement are that social workers need more help, and tamariki and rangatahi in care are still not sufficiently prioritised for government services.
“The three most common reasons tamariki and rangatahi enter care are parental alcohol and drug use, family violence, and neglect. They need to be well cared for and they need stability,” Mr Jones said.
The report found:
· 28 percent of tamariki and rangatahi in care had a change in caregiver. Half of these changes were unexpected. The most common reason for change was because the caregiver was unable or unwilling to continue providing care
· nearly 250 tamariki and rangatahi in care spent time in motels in the last year, a total of more than 4,000 nights – 1,000 more than the previous year. The median length of stay was four days.
· one third of tamariki and rangatahi were still not being visited by their social worker as often as they should. Tamariki and rangatahi still have an average of 11 social workers during their time in care
· 530 tamariki and rangatahi were found to have been abused in care – a continued increase. Those in secure residences or who had been returned home to live with their parent were more likely to experience abuse
· one in 10 tamariki and rangatahi of compulsory school age were not enrolled in school. Those who were enrolled had a lower rate of regular attendance than those not in care – particularly at secondary school (34% regular attendance)
· tamariki and rangatahi in care have high mental health support needs and accessing services is a struggle. The rate of hospitalisation for self-harm is much higher for those in care
· only 11 percent of eligible rangatahi had a completed life skills assessment and only one third received help from Oranga Tamariki to obtain identity documents (such as a birth certificate) and set up a bank account.
The report again highlights challenges accessing health and education services, and the need for greater prioritisation of tamariki and rangatahi in care.
“Ultimately Oranga Tamariki is responsible for securing health and education services for tamariki and rangatahi in its care. But it is tamariki and rangatahi who are missing out when government agencies waste time debating who should fund them. Improved communication and clearer prioritisation across government will help Oranga Tamariki meet its obligations – and ensure tamariki and rangatahi get the help they need.”
Mr Jones said Oranga Tamariki also has a duty to ensure rangatahi who are in care and getting ready to live independently at the age of 18 have the basics they need.
“There has been a concerted effort to improve the referral rate to transition support services – this is good to see. However, nearly one quarter of rangatahi are still not being offered this help. And they need to be referred earlier – of those offered, only 63 percent of rangatahi were referred at age 16.
“In early 2025 Oranga Tamariki developed a National Care Standards Action Plan. This is the first time it has had a clear plan with specific targets for improving compliance with the regulations. Our next report will reflect any improvement that results from this plan,” Mr Jones said.
Social worker visits are required in accordance with the child’s plan, or at least every eight weeks if there is no frequency specified. This is the requirement set out in the NCS Regulations. The operational data measure Oranga Tamariki uses for its quarterly reporting is if the child has been visited once in the previous eight weeks.
The National Care Standards Regulations came into effect in 2019 and set out the minimum standards required when a child comes into care. These regulations apply to Oranga Tamariki, Open Home Foundation and any other agency with custody and care responsibilities. The lead indicators Oranga Tamariki uses to measure its own performance do not necessarily align with what the NCS regulations require.
Aroturuki Tamariki | Independent Children’s Monitor checks that organisations supporting and working with tamariki, rangatahi and their whānau are meeting their needs, delivering services effectively, and improving outcomes. We monitor compliance with the Oranga Tamariki Act and the associated regulations, including the National Care Standards. We also look at how the wider system (such as early intervention) is supporting tamariki and rangatahi under the Oversight of Oranga Tamariki System Act.
Aroturuki Tamariki works closely with its partners in the oversight system, Mana Mokopuna – Children’s Commissioner and the Ombudsman.
New Zealand and Uruguay have reaffirmed their natural partnership as small, open democracies, Foreign Minister Winston Peters says.
“Today’s discussions in Montevideo have underlined that New Zealand and Uruguay have much in common, as small, export-oriented countries buffeted by global forces over which we have little control,” Mr Peters says.
“In these uncertain and challenging times, it’s vital that small, like-minded countries such as New Zealand and Uruguay work together to protect and advance our mutual interests.
“We should be promoting democracy, human rights and the international, rules-based system, and deepening our long-standing and mutually beneficial bilateral cooperation. There is broad scope for doing more together, including on trade policy, education, sport, science and culture.”
Mr Peters held official talks today with Uruguay’s President Yamandú Orsi and Foreign Minister Mario Lubetkin – after which the two Foreign Ministers released a Joint Statement. Mr Peters is accompanied in Uruguay by a Parliamentary and business delegation.
“Our discussions with the President and Foreign Minister highlighted how much Uruguay welcomes the significant New Zealand business engagement here – and the potential for this to grow further, especially in high value-added sectors, such as forestry and agribusiness technology. Uruguay and New Zealand also have an abiding interest in trading arrangements that boost exports,” Mr Peters says.
“We also talked about major international issues, including developments in Iran, Ukraine, and Venezuela and the geo-strategic environments in both Latin America and the Indo-Pacific.”
Mr Peters will also attend a New Zealand-Uruguay friendship dinner in Montevideo tonight where he and the accompanying business and parliamentary delegation will meet and exchange perspectives with government officials and private sector representatives. He will also acknowledge the contribution of New Zealand Honorary Consul to Uruguay, Ricardo Shaw, for his 13 years of distinguished service.
Mr Peters and the Parliamentary and business delegation leave for Brazil tomorrow, before programmes later in the week in Chile (Santiago and Rapa Nui) and French Polynesia.
The procurement of a new Chatham Islands supply vessel has hit another major milestone with the signing of a ship delivery agreement, paving the way for its construction to begin.
Associate Transport Minister James Meager says the milestone ensures the 77-metre-long vessel’s delivery by the end of 2027, ahead of the current Southern Tiare ship’s retirement.
“The vessel is an economic and community lifeline for the Chatham Islands. The new ship meets locals’ needs and ensures a reliable, long-term service which can be scaled up to grow alongside the Chathams over the next 20 years,” Mr Meager says.
“The ship, which will be bigger than the nearly 40-year-old Southern Tiare, has been designed to cover all freight requirements. This includes the ability to carry livestock, fuel, vehicles, general and bulk freight.
“This increase in capacity and service reliability will strengthen sectors such as fishing, farming and tourism. Importantly, it provides certainty to businesses and the community.”
The contract with 44 South Shipping Limited Partnership, the joint venture of McCallum Bros Ltd and Nova Marine Carriers, follows last year’s preferred supplier decision.
“I want to thank the Chatham Islands community for its patience and cooperation throughout this process. With negotiations concluded, we now have certainty around cost, delivery timeframes, and performance expectations,” Mr Meager says.
“With this agreement, we have secured reliable and affordable shipping services between the Chatham Islands and mainland New Zealand for the coming decades.
“This is a great outcome for the people in our most remote community, and is another example of our commitment to fixing the basics and building the future.”
Notes to Editor:
The Government began a procurement process in March 2025. It selected the joint venture involving McCallum Bros Ltd and Nova Marine Carriers SA (44 South Shipping Limited Partnership) as the preferred supplier in September 2025.
The Crown is funding $24.3 million towards the cost of the new vessel. The ship’s total cost is commercially sensitive.
The new ship’s length was previously reported to be 78 metres. This has now been confirmed to be 77 metres, following the vessel’s design finalisation.
Hunting in Fiordland National Park. Photo: George Ledgard.
Hunting is part of New Zealand’s outdoor heritage. For many people, it’s how they were first introduced to the bush. Early starts, learning to read the land and weather, the thrill of the chase, spending time with friends and family, passing knowledge down through generations, and enjoying the harvest.
Hunting also offers something more. It’s a way to connect with nature, to understand the places we care about, and to play a part in protecting them for the future.
Seeing the forest up close
When you’re hunting, you see animal sign, hear birdsong, and notice where the good feed and habitat is, or isn’t. This is naturing. Many hunters can tell which areas are recovering, and which are under pressure from browsing wild animals like deer and goats. Hunters’ observations often match what monitoring shows: where browsing is high, the forest is less diverse and preferred plants struggle to regenerate; where deer numbers are lower, those same plants recover 1–3. Hunters also see that reflected in the condition of the animals they harvest, animals are in better condition in when numbers are low.
That observation is one reason many hunters value healthy ecosystems and support conservation outcomes. Across the country, hunters already give back in practical ways by trapping predators, maintaining huts, reporting wild animal sightings, and contributing to local conservation projects.
For many, hunting is both recreation and stewardship.
Introduced wild animals such as deer, pigs, tahr, and goats are becoming more widespread and abundant across New Zealand. When numbers are high, they browse heavily on seedlings and understory plants. Over time, this can change forest structure and reduce the ability of native plants to regenerate and replenish the canopy. This then puts pressure on the habitats our native species depend on.
Recreational hunters help reduce numbers across many parts of the country. More than 7 million hectares of public conservation land is available for hunting, and hunter effort plays a part in managing wild animal numbers across this wider landscape.
But there’s an important reality to be clear about. Recreational hunting on its own isn’t enough to reduce animal numbers to levels that protect forest health in many areas. Research and expert commentary in New Zealand indicate relying on recreational hunting alone, without additional targeted control, often isn’t sufficient to reduce animals to low numbers that allow species preferred by introduced wild deer and goats to regenerate in our forests. It’s not a criticism of hunters. It reflects the scale of the ecological challenge.
In our own monitoring, sites with high deer numbers, like Ruahine Forest Park, show clear signs of browsing pressure on key plant species.
Why DOC needs to do intensive, targeted management
Some populations of introduced wild animals, particularly wild deer, are breeding faster than they’re being hunted. Current estimates suggest there are over 1 million wild deer in New Zealand. With a reproductive rate of around 20-30%, that means more than 300,000 new wild deer are added to the population each year. It takes a coordinated effort to keep numbers at levels that protect forest health. In many areas, the annual offtake needed just to stop populations growing is beyond what recreational hunting can achieve on its own. That’s why collective, targeted work is needed in high priority places to make a difference.
Red deer. Photo: John Neilsen.
DOC focuses intensive management on around 1.4 million hectares of high-priority conservation land, where biodiversity values are highest. Including, about 1.2 million hectares where the aim is to reduce browsing pressure from wild goats at priority sites.
Healthy forests aren’t just about trees. They provide food and shelter for birds, insects, and other native species. Every plant and animal plays a role in keeping ecosystems balanced and more resilient to changing conditions, including climate change. When introduced wild animals browse heavily, key plants struggle to survive, and the animals that depend on them are affected. Protecting biodiversity ensures these ecosystems can continue to function, thrive, and be enjoyed by future generations.
In these areas, the level of control needed is beyond what recreational hunting alone can usually achieve. That’s why New Zealand needs to use a mix of tools, selected to suit the location, terrain, and ecological values involved:
Professional ground hunting – trained teams targeting specific populations in specific areas
Aerial control – necessary in remote and rugged areas
Exclusion fencing – to protect sensitive ecological sites
Management hunts – community-led management hunting projects that contribute to the overall effort to manage animals
Commercial Wild Animal Recovery Operations (WARO) – as part of wider management and a contribution to reducing numbers
Recreational hunting – as part of wider management and a contribution to reducing numbers
All of these tools are used together where and when they’re needed. No single approach will work everywhere.
We need to use a mosaic approach, applying different tools in different places in a coordinated manner. In some areas, sustained and intensive work is required over many years to reduce browsing pressure to levels that allow high priority forests to recover. In some locations, management may include fencing to protect sensitive ecological or land-use values by keeping animals out. In other areas, recreational hunting, or commercial recovery can contribute to reducing numbers across the wider landscape.
Animal exclosure plot in Ruahine Forest Park showing the effect of browsing. Photo: DOC.
DOC ranger hunting. Photo: Karl Drury
Working together for healthy forests
The message is straightforward: hunters are part of the solution and so is targeted DOC management. Protecting New Zealand’s landscapes requires a mix of approaches informed by monitoring and science. Many of DOC’s efforts also involve iwi and hapū, hunters, and local communities working together to get better outcomes for biodiversity.
For example, in Molesworth’s ecologically sensitive Turk’s Head area, we teamed up with volunteers from the Marlborough NZ Deerstalkers Association to give wild goat control a real lift. With us providing coordination, some helicopter support and ammunition, the wide-open country became the perfect place for recreational hunters to make a meaningful contribution. In just a few days, volunteers removed more than 1,000 goats, and our DOC team followed soon after also removing over 1000. Working side by side in the right terrain, this combined effort made a noticeable dent in goat numbers and is part of ongoing work aiming to ease pressure on the rare plants and fragile landscapes that make Molesworth so special.
Lake McRae, Turk’s Head, Molesworth. Photo: DOC.
Get outdoors. Go hunting. Make sure you have a permit. Enjoy the places you care about and be part of looking after them, so nature and everything that depends on it can thrive. And if every hunter knocks over just a few extra animals while they’re out, maybe one for the freezer and one for the forest, it can help reduce numbers across the wider landscape.
1. Nugent, G., Forsyth, D. M., Smith-Flueck, J.-A. M. & Latham, A. D. M. Non-Native Deer: Origins, Status, Impacts, and Management. in Deer of the World: Ecology, Conservation and Management (eds Melletti, M. & Focardi, S.) 887–912 (Springer Nature Switzerland, Cham, 2025). doi:10.1007/978-3-031-17756-9_60.
2. Tanentzap, A. J. et al. Landscape‐level vegetation recovery from herbivory: progress after four decades of invasive red deer control. (2009).
3. Nugent, G., Fraser, W. & Sweetapple, P. Top down or bottom up? Comparing the impacts of introduced arboreal possums and ‘terrestrial’ ruminants on native forests in New Zealand. Biological Conservation 99, 65–79 (2001).
4. Allen, K. et al. Long‐term exclusion of invasive ungulates alters tree recruitment and functional traits but not total forest carbon. Ecological Applications 33, e2836 (2023).
5. Latham, A. D. M. & Nugent, G. Introduction, impacts, and management of non-native deer and other hunted ungulates in New Zealand. Journal of Japan Deer Studies 2017, 41–57 (2017).
6. Fraser, W. The Effect of Recreational Hunters on Deer Populations in Pureora Conservation Park. Science for Conservation 38 (1996).
7. Nugent, G. & Choquenot, D. Comparing cost-effectiveness of commercial harvesting, state-funded culling, and recreational deer hunting in New Zealand. Wildlife Society Bulletin 32, 481–492 (2004).
8. Fraser, K. W. Status and Conservation Role of Recreational Hunting on Conservation Land.
9. Forsyth, D. M., Allen, R. B., Marburg, A. E., MacKenzie, D. I. & Douglas, M. J. Population dynamics and resource use of red deer after release from harvesting in New Zealand. New Zealand journal of ecology 277–287 (2010).
Investor confidence has lifted to 11% according to ASB’s latest Investor Confidence Survey for the fourth quarter to December 31 2025, a slight increase from 10% in Q3. The lower North Island reported the most significant rise, jumping from 3% in Q3 to 10% in Q4, up 7%.
The survey reveals a shift in New Zealanders’ perceptions of where the strongest investment returns lie. For the first time in years, owning your own home or having a property investment are no longer seen as providing the best returns on balance among those surveyed.
Instead, KiwiSaver and managed funds have emerged as the top two performers in the eyes of investors, reflecting growing confidence in diversified and professionally managed investment options.
ASB senior economist Chris Tennent-Brown explains, “While property has long been considered the gold standard for investment, Kiwi are increasingly recognising the value and convenience of managed funds and the long-term benefits of KiwiSaver, favouring the flexibility and potential for growth.
The under 30s have been leading the way in this shift in sentiment for some time, however this quarter’s findings show a change in sentiment among most other age groups.
“The generational divide is apparent with the over 60s holding steady in their belief that your own home is still the best investment, which is unsurprising. Gen Z on the other hand believe the best returns currently lie in investing in shares of publicly listed companies, signalling the rise of the DIY investor as an accessible path to growing your portfolio,” says Chris.
“Despite this shift, New Zealanders continue to be interested in buying homes to live in, as indicated in the increase in confidence in our Housing Confidence survey. It just means perception of property as an investment is evolving.”
The survey underscores the importance of financial education and the evolving needs of investors as they seek robust and reliable options in a dynamic economic environment.
Notes:
ASB has tracked investor confidence in the NZ market since 1997. This analysis is based on 672 online interviews in Q4 2025 with adults aged 18 years and older throughout New Zealand. A sample of this size has a maximum margin of error of 3.8% at the 95% confidence level. Fieldwork occurred between 1st October – 16th December 2025.
DFI Retail Group (the Group) is a leading Asian retailer, driven by its purpose to ‘Sustainably Serve Asia for Generations with Everyday Moments’.
At 31 December 2025, the Group and its associates operated 7,580 outlets across 12 markets, of which 5,529 stores were operated by subsidiaries. The Group, together with associates, employed over 79,000 people, with some 42,000 people employed by subsidiaries. The Group had reported revenue of US$8.9 billion in 2025.
The Group is dedicated to delivering quality, value and service to Asian consumers through a compelling retail experience, supported by an extensive store network and highly efficient supply chains.
The Group and its associates, operates a portfolio of well-known brands across five key divisions. The principal brands are:
Health and Beauty
• Mannings on the Chinese mainland, Hong Kong and Macau S.A.R.; Guardian in Brunei, Indonesia, Malaysia, Singapore and Vietnam.
Convenience
• 7-Eleven in Hong Kong and Macau S.A.R., Singapore and Southern China.
Food
• Wellcome and Market Place in Hong Kong S.A.R.; San Miu in Macau S.A.R.; Lucky in Cambodia.
Home Furnishings
• IKEA in Hong Kong and Macau S.A.R., Indonesia and Taiwan.
Restaurants
• Hong Kong Maxim’s group on the Chinese mainland, Hong Kong and Macau S.A.R., Cambodia, Laos, Malaysia, Singapore, Thailand and Vietnam.
The Group’s parent company, DFI Retail Group Holdings Limited, is incorporated in Bermuda and has a primary listing in the equity shares (transition) category of the London Stock Exchange, with secondary listings in Bermuda and Singapore. The Group’s businesses are managed from Hong Kong. DFI Retail Group is a member of the Jardine Matheson group.
Tourism satellite account: Year ended March 2025 – information release
3 March 2026
The tourism satellite account (TSA) provides an overview of tourism’s role in the New Zealand economy, highlighting the changing levels and impact of tourism activity. It presents information on tourism’s contribution to the economy in terms of expenditure and employment.
This release covers provisional figures for the year ended March 2025 and final detailed results for 2024.
Key provisional estimates
For the year ended March 2025 (expressed in nominal terms):
total tourism expenditure was $46.6 billion, up 3.3 percent ($1.5 billion) from 2024
international tourism expenditure was $18.1 billion, up 7.0 percent ($1.2 billion) from 2024
as a percentage of total exports, international tourism expenditure was 17 percent, down 0.2 percentage points from 2024
international student expenditure (studying less than 12 months) was $4 billion, up 4.8 percent ($184 million)
domestic tourism expenditure was $28.5 billion, up 1.0 percent ($0.3 billion or $293 million)
HANOI, VIETNAM – Media OutReach Newswire – 3 March 2026 – Vinhomes Green Paradise – Can Gio has officially launched its Smart City Certification Project in collaboration with Korea Management Association Consulting (KMAC), the World Council on City Data (WCCD), and the Standardized Urban Metrics (SUM) initiative. Through this initiative, Vinhomes Green Paradise aims to become the first internationally certified smart city in Vietnam, thereby establishing new global standards for sustainable and intelligent urban development.
Vinhomes Green Paradise features an exceptional collection of world-class amenities, setting a new standard of living for a future-ready urban development.
The partnership is designed to support the mega development in achieving the WCCD/SUM Custom ISO 37122 Smart City Certification. This certification is based on a customized indicators framework derived from the internationally recognized ISO 37122 indicators, tailored specifically for greenfield development projects and urban areas.
Under the partnership, KMAC will provide strategic consulting and technical advisory services to align the city’s development with the ISO 37122 indicators across key domains such as mobility, energy, environment, safety, and digital infrastructure.
The WCCD and SUM, headquartered in Toronto, Canada, is preparing a new customized indicators framework for greenfield development, based on the strategic smart city goals in the Vinhomes Green Paradise development. The WCCD/SUM teams, will oversee the assessment and smart city certification process, ensuring compliance with the ISO international standards and best practices.
The consortium agreed on a roadmap to deliver an Interim Certification within 2026, paving the way for full certification in subsequent phases.
“This project symbolizes a landmark collaboration between Vietnam and Korea in advancing global smart city standards,” said Mr. Chulse Oh, Head of AX Group at KMAC. “By combining Vinhomes’ visionary urban development with KMAC’s consulting expertise and WCCD/SUM’s global certification framework, VinhomesGreen Paradise will become a model for data-driven governance, sustainability, and smart innovation.”
“Vietnam is emerging as one of the most promising leaders in smart and sustainable city development. The Vinhomes Green Paradise is a remarkable new development in Vietnam that deserves global recognition,” said Dr. Patricia McCarney, President & CEO of the World Council on City Data (WCCD) and Director of SUM. “We are honored to partner with Vinhomes and KMAC to ensure that Vinhomes Green Paradise achieves global recognition through our WCCD/SUM ISO 37122 Custom Certification.”
Vinhomes Green Paradise benefits from a rare geographical setting, surrounded by the Can Gio Sea and the UNESCO-recognized Can Gio Mangrove Biosphere Reserve spanning over 75,000 hectares. The project features a 121-kilometer coastline, a total scale of 2,870 hectares, and a construction density of only 16%. It pioneers an upgraded ESG++ model, structured around five pillars: Environment, Social, Governance, Regeneration, and Climate Adaptation.
Upon full operation, the entire urban management system will be comprehensively greened with the following objectives: 100% clean electricity sourced from offshore wind farms, solar energy systems, and battery storage; 100% net-zero emission transportation, including electric cars, electric scooters, electric buses, electric bicycles, electric boats, and a high-speed railway system directly connecting to central Ho Chi Minh City.
In addition to strict compliance with environmental protection standards, Vinhomes Green Paradise places strong emphasis on biodiversity conservation and ecosystem regeneration throughout the development process, aligned with Ho Chi Minh City’s long-term climate adaptation strategy. A Forest Regeneration and Climate Adaptation Fund has been established to support research, restoration, and long-term resilience initiatives, with a core focus on mangrove restoration in Can Gio to establish a protective green belt for the entire development.
With its pioneering ESG vision, Vinhomes Green Paradise has become the first official participant in the “7 Wonders of the Future Cities” campaign initiated by New7Wonders, reinforcing its global recognition as a benchmark model for sustainable, AI-ready, and data-driven urban innovation.
Hashtag: #Vinhomes
The issuer is solely responsible for the content of this announcement.
There were 36,944 new homes consented in Aotearoa New Zealand in the year ended January 2026, up 9.3 percent compared with the year ended January 2025, according to figures released by Stats NZ today.
“New home consents increased over the year, with multi-unit homes continuing to play a significant role in the annual rise,” economic indicators spokesperson Michelle Feyen said.
Of the multi-unit homes consented in the year ended January 2026, compared with the year ended January 2025, there were:
16,175 townhouses, flats, and units (up 14 percent)
2,436 apartments (up 26 percent)
1,585 retirement village units (down 7.7 percent).
The number of stand-alone houses consented was 16,748, up 5.0 percent over the year.
Visit our website to read the full news story and information release and to download CSV files:
KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 3 March 2026 – Across major sale periods, Malaysians are increasingly turning to content-led shopping to discover products and secure deals. During the Raya Bersama Shopee sale in 2025, shoppers tuned in to Shopee Live for real-time demonstrations and livestream-exclusive drops, generating over 1 billion views and driving more than 132 billion items sold via livestream. Over 67 billion vouchers were also claimed as households stacked brand and platform deals alongside Free Shipping to stretch festive budgets.
Shopee Bazar Hebat Raya
With Raya approaching once again, content-led shopping continues to influence how homes are refreshed, gifts are selected and outfits are planned. Running from now until 25 March, Shopee Bazar Hebat Raya taps into this shopping trend with creator-driven fashion inspirations and 50% Off Shopee Live vouchers for the season.
Discover Raya Fashion Trends with #GetReadyWithShopee
Raya styling now unfolds on-screen, where demos and virtual consultations inspire shoppers to decide their looks before adding to cart. EveryFriday 12PM to 2PM, alongside additional sessions on key campaign dates, #GRWS Raya Fashion Hacks on Shopee Live features popular fashion creators Farah Deluna, Sharifah Rose, and Qisthena breaking down trendy Raya looks and sharing styling tips – from colour pairing to tudung techniques – for chic festive outfits. Featured pieces can be secured instantly with upsized 50% Off Shopee Live vouchers, stackable with brand deals.
Fans of top local labels such as Adnaa, Siti Khadijah, and Haera HQ can also shop their latest collections through Shopee’s Raya Best Sellers and New Arrivals, restocked daily at 50% Off. Meanwhile, Shopee’s Super Brand Day live sessions on weekends, 1PM to 2PM will highlight labels such as Naelofar and My Ballerine, featuring exclusive drops and additional vouchers.
For even greater savings, shoppers can score midday RM10 Fashion & Beauty Flash Deals from 12PM to 2PM on key campaign dates not to be missed:
3 March: Jualan Persiapan Raya
10 March: Jualan Istimewa Raya
15 March: Jualan Hebat Raya
25 March: Jualan Akhir Raya
Plan Every Raya Open House with Shopee Live
As households finalise their open house checklists, Shopee Live becomes a touchpoint for festive inspiration. Streaming daily at12PM and 8PM, hosts spotlight Shopee Lagi Murah essentials across groceries, Muslim fashion, health and beauty, and electronics — featuring brands such as ZUS Coffee, Wardah, and PerySmith.
Livestream purchases unlock Daily 50% Off Shopee Live vouchers, on top of Shopee Lagi Murah deals and RM10 Knockout Deals from selected brands like Haier, Dreame and Gintell — so shoppers can stack their Shopee Live vouchers and save even more, with Free Shipping No Minimum Spend and Shopee Coins. For larger purchases, SPayLater’s reduced 12-month interest fee offers added flexibility when managing festive budgets.
Those hoping to perfect their Raya dishes and walk away with rewards can tune in to Khairul Aming on Shopee Live on 3 March at 5PM, where he shares his fan-favourite sambal and dendeng recipes alongside host Shopee’s Exclusive Sampul Raya Giveaway. Later that evening at 8.30PM, Shopee Brand Ambassadors Mimi Fly and Hael Husaini will take the spotlight in a special Raya livestream, featuring an exclusive interview and interactive game segment as they share how they’re celebrating the season.
Shopee Bazar Hebat Raya
Get inspired for every Raya moment and enjoy 50% Off Raya Fashion Trends, daily 50% Off Shopee Live vouchers as well as Free Shipping No Minimum Spend – all in one place at Shopee Bazar Hebat Raya. Discover more at: https://shopee.com.my/m/raya-sale
Hashtag: #Shopee
The issuer is solely responsible for the content of this announcement.
HANOI, VIETNAM – Media OutReach Newswire – 3 March 2026 –VinFast announced the completion of its strategic structuring into three automotive brand linesand officially unveiled two new flagship ultra-luxury models: the Lac Hong 800S and the Lac Hong 900S. The two vehicles join the Lac Hong line– VinFast’s ultra-luxury marque– alongside its established VF mass-market passenger vehicle range and Green commercial mobility brand.
Lac Hong 900S
Under this clearly defined brand structure, Lac Hong represents the pinnacle of ultra-luxury, conceived to honor national pride and currently comprising the 900 LX, 900S and 800S models. The VF line encompasses a comprehensive portfolio of mass-market passenger EVs across segments, from VF 3 to VF 9, including the seven-seat VF MPV 7. Meanwhile, the Green brand is purpose-developed for commercial and service mobility solutions, featuring models such as Limo Green, Herio Green, Nerio Green and Minio Green.
Alongside the structured and clearly defined development of its three strategic brand lines, VinFast has officially unveiled two new ultra-luxury models, the Lac Hong 800S and 900S. These additions expand the Lac Hong ultra-luxury collection, complementing the flagship 900 LX (including a world-leading advanced armored version) introduced in 2025.
Inspired by Vietnam’s cultural heritage and embodying the courage, intellect and stature of the nation, the new models deliver design and craftsmanship on par with the world’s most prestigious ultra-luxury vehicles. The Lac Hong 800S projects a bold, powerful and refined aesthetic, while the Lac Hong 900S reflects timeless, classical values expressed through enduring elegance.
Both models share a cohesive, brand-specific design language enriched with symbolic detailing and premium materials. The grille features straight vertical slats inspired by the resilience of Vietnamese bamboo, while the wing-shaped emblem evokes the Lac bird in ascent. Decorative motifs derived from the Dong Son bronze drum and terraced rice fields are thoughtfully integrated and intentionally repeated across exterior and interior elements, celebrating cultural heritage and national pride. Notably, the “Lac Hong” wordmark is crafted in a calligraphic style and rendered in genuine gold-plated alloy, creating a distinctive and sophisticated brand signature.
Lac Hong 800S
Inside the cabin, the Lac Hong 800S and 900S are meticulously appointed with top-tier materials including Nappa leather, rare woods and refined gold-plated accents.
Both vehicles integrate advanced intelligent technologies and comprehensive safety systems, complemented by ultra-luxury amenities such as zero-gravity executive seating, automatic power-assisted doors and premium entertainment systems from globally renowned brands. The Lac Hong 900S further enhances exclusivity with a privacy partition separating the cockpit and rear cabin, a starlight headliner, a large-format projection entertainment system and a foldable executive workstation for second-row occupants. Together, these features transform each vehicle into a sophisticated mobile environment for travel, productivity and immersive leisure.
In terms of performance, both models are equipped with an all-new fully active suspension system engineered to deliver exceptional ride comfort and dynamic stability. They can be configured with a tri-motor powertrain comprising one front motor and two rear motors, generating a combined output of up to 460 kW and ensuring commanding performance aligned with their ultra-luxury positioning.
The Lac Hong 800S and 900S are scheduled for commercial launch in 2027.
Ms. Duong Thi Thu Trang, Deputy CEO of Global Automotivesat VinFast, stated: “Following a period of accelerated growth– achieving the No.1 position in Vietnam and establishing our presence in key regional markets– the completion of our three-brand structure lays the foundation for our next phase of development: structured, professional and breakthrough-driven. The Lac Hong 800S and 900S stand as further proof of VinFast’s technological mastery, product development capability and advanced manufacturing expertise. We believe products created by Vietnamese intellect, craftsmanship and resilience not only inspire national pride but also convey a powerful message about Vietnam’s cultural heritage and technological stature in this new era of global advancement.”
To date, VinFast has developed and introduced more than 15 electric vehicle models and has maintained an undisputed leadership position in Vietnam for the past 16 consecutive months. In 2025 alone, the Company set a national sales record with 175,099 vehicles delivered in Vietnam, further solidifying its status as the country’s most beloved automotive brand./.
Hashtag: #VinFast
The issuer is solely responsible for the content of this announcement.
SINGAPORE – Media OutReach Newswire – 3 March 2026 – AgileAsia has recently entered into a lifelong learning partnership with SMU Academy to deliver practitioner-led sustainability and ESG programmes, hosted by SMU Academy.
As part of this partnership, AgileAsia will contribute its deep industry expertise in ESG strategy, sustainability transformation, and organisational change. At the same time, SMU Academy will bring its applied learning framework and established professional training infrastructure. By combining industry-grounded insight with academic rigour, the collaboration will deliver sustainability-focused programmes that equip organisations and working professionals with structured, credible pathways to develop real-world sustainability capabilities.
Delivering Sustainability Education Through SMU Academy AgileAsia’s industry specialists and the academic leadership of SMU Academy co-develop certified sustainability courses. AgileAsia provides sustainability professionals with hands-on industry experience as trainers, while SMU Academy serves as the academic host and programme platform. This integrated model allows participants to gain applied industry insight within a recognised university-backed learning environment.
The collaboration is structured to help organisations move beyond sustainability intent towards practical execution. Programme content emphasises equipping professionals with practical skills that respond to climate risk, ESG reporting requirements, regulatory awareness, and the operational realities of cross-functional organisational change.
This approach responds to growing demand from organisations seeking structured, SkillsFuture-supported sustainability training that is both implementation-focused and academically grounded.
Responding to Industry and Regulatory Needs The partnership was shaped by a convergence of industry demand, evolving regulatory expectations, and increasing client need for formal ESG upskilling. Organisations across sectors are navigating sustainability disclosure requirements, decarbonisation targets, and stakeholder scrutiny, while often lacking the internal capability to translate strategy into action.
“SMU Academy was a natural academic partner for us due to its strong emphasis on applied learning, sustainability thought leadership, and close engagement with industry and government stakeholders,” said Sharan Mangalore, CEO of AgileAsia. “Its focus on professional education aligns closely with our delivery philosophy, making this lifelong learning partnership a strong strategic fit for advancing practical sustainability capability-building.”
Programmes Hosted Under the Partnership The collaboration has launched two certification programmes hosted by SMU Academy: the Sustainability Project Management and the Certified Climate Resilient Officer (CRO) programme. Both of these sustainability management courses are SkillsFuture-supported and aligned with SkillsFuture Singapore (SSG) frameworks.
The Sustainability Project Management course addresses common execution gaps faced by organisations, equipping professionals with structured project governance, stakeholder management, and delivery approaches tailored to ESG initiatives. The CRO programme, on the other hand, focuses on building practical capability in climate risk assessment, resilience planning, and organisational adaptation to climate-related disruption.
Across both programmes, participants engage with applied case studies, practical tools, and methodologies that can be directly contextualised to their organisations.
Audience and Organisational Impact This partnership builds on AgileAsia’s experience in enterprise transformation and leadership development, translating sustainability principles into structured execution frameworks that address real organisational challenges.
What’s Next for the Partnership As a long-term collaboration, it reflects a shared commitment to developing future-ready sustainability professionals through applied, university-hosted education pathways.
Organisations and professionals seeking to strengthen sustainability and ESG execution capabilities can explore AgileAsia’s upcoming programmes or browse SMU Academy’s professional course offerings.
Hashtag: #AgileAsia, #sustainability
The issuer is solely responsible for the content of this announcement.
HANOI, VIETNAM – Media OutReach Newswire – 3 March 2026 – Driven by growing affluence and a more discerning clientele, the Vietnamese real estate landscape is shifting toward a new paradigm of luxury. MIK Group’s The Magnolia project represents one of the most deliberate efforts in this transition, underscored by a strategic alliance with three international firms: design architect Benoy, interior designer Studio HBA, and construction manager Turner International. This partnership, built around a unified long-term vision, signals a move beyond cosmetic luxury toward an integrated development framework.
The Magnolia, developed under MIK Group’s M Series platform, integrates spatial discipline, privacy and long-term quality into its architectural framework. Photo courtesy of MIK
Raising the standard of luxury development
For years, Vietnam’s high-end residential market has been driven by ambition. Yet many projects have remained focused on premium materials and eye-catching architecture, without fully meeting deeper international benchmarks in long-term livability, operational consistency and disciplined execution.
Against that backdrop, a growing group of developers has begun adopting a more globally integrated model – prioritising process, partnerships and standards over visual spectacle. MIK Group stands among the notable names within this shift.
Founded in 2014, MIK Group has steadily established itself as one of Vietnam’s leading real estate developers. Guided by its vision of ‘creating prosperous living communities’, the company has developed a diverse portfolio spanning urban residential and high-end resort properties, including The Matrix One, Imperia Signature Co Loa, Imperia Sky Garden, Imperia Garden, Imperia Smart City, Mövenpick Resort Waverly Phu Quoc, Sol by Meliá Phu Quoc and Crowne Plaza Phu Quoc Starbay etc.
Its Imperia line, in particular, has maintained strong and consistent demand over many years, providing a stable foundation for the company’s move into a higher segment.
Building on that base, MIK Group introduced the M Series as a structured luxury platform.
Nguyen Dung Minh, Deputy Chief Executive Officer of MIK Group, said: “Today’s luxury buyers are not simply looking for square meters. They are seeking depth, refinement and privacy. Location and amenities matter, but lifestyle matters more.”
The M Series therefore represents not just an expansion into a higher tier, but an elevation of development standards – from site selection and density planning to design philosophy, construction discipline and long-term operational management.
Representatives of MIK Group working with international partners during the development of The Magnolia. Photo courtesy of MIK
Global partnerships: aligning vision, design and execution
To translate these standards into reality, MIK Group partnered with three international firms: Benoy for architecture and master planning, Studio HBA for interior design, and Turner International for construction and project management. The collaboration reflects not only technical capability but a shared long-term development philosophy.
Benoy, ranked among the world’s top 50 design firms, is known for shaping large-scale developments with strong identity, including The 18 Cross in Singapore, The Mural in Dubai and Lotte Mall West Lake in Hanoi. For The Magnolia, Benoy approached the project through spatial discipline and environmental rhythm rather than architectural spectacle.
According to Azaria Lee, Project Director at Benoy, what distinguished MIK Group was its clarity of intent from the outset.
“We quickly understood that this was not a project seeking immediate visual impact,” Lee said.
“MIK Group spoke about rhythm of life, privacy and the feeling of ‘coming home.’ That created a very clear foundation for architectural thinking.”
When surveying the site in Long Bien, the design team noted a perceptible transition from central Hanoi’s intensity to a calmer spatial atmosphere.
“We saw the opportunity to create an urban oasis – connected to the city, yet sufficiently tranquil to allow residents to recharge,” Lee added.
Benoy also highlighted MIK Group’s openness and disciplined approach, which enabled ideas to develop beyond short-term considerations.
For interiors, MIK Group appointed Studio HBA, the global hospitality design firm behind projects for Hilton, JW Marriott, Ritz-Carlton Macau, Shangri-La and Four Seasons. The decision reflected alignment around the philosophy of ‘quiet luxury’.
“MIK Group was not pursuing extravagance,” said Joris Angevaare, Project Director at Studio HBA. “They were seeking balance, restraint and longevity.”
The Magnolia was therefore conceived not as a residence designed to impress at first glance but as one intended to sustain comfort and emotional equilibrium over time. The ‘Canvas’ concept was developed as a refined framework that allows residents to shape their own living narrative.
According to Angevaare, the most distinctive aspect of working with MIK Group was its emphasis on durability of aesthetics and lived experience, rather than surface-level visual impact.
Construction and project management were entrusted to Turner International, whose global portfolio includes Taipei 101, The Armani Hotel & Residences Dubai at Burj Khalifa, The Ritz-Carlton Residences Bangkok and JW Marriott Hanoi.
Bojan Petkovic, Project Manager at Turner, noted that MIK Group’s definition of success stood out.
He said: “In many projects, success is measured by floor area or delivery speed. With MIK Group, enhancing the resident experience is the definitive benchmark against which every decision is measured.”
He added that this mindset shaped the implementation process.
“Our role goes beyond managing timelines and budgets. We are safeguarding a vision,” Bojan said.
Turner views The Magnolia as reflecting a life-cycle approach to luxury real estate development – integrating ESG standards, operational efficiency and long-term asset value preservation from the outset.
The collaboration between Benoy, Studio HBA and Turner International therefore represents more than a collection of global names. It reflects an integrated framework in which vision, design and execution are aligned within a coherent development structure.
“Luxury is not about being seen,” Nguyen Dung Minh concluded.
“It is about living well, quietly, for a very long time.”
The Magnolia stands as the most mature expression of the M Series platform -where elevated standards are translated into a tangible residential environment. From architecture shaping spatial rhythm, to interiors sustaining emotional comfort, to disciplined execution ensuring long-term quality, the project illustrates MIK Group’s capacity for integrated delivery.
As Vietnam’s property market continues to mature, developments such as The Magnolia signal a new phase for the luxury segment – one where value lies not in immediate visibility, but in the ability to sustain quality of living over time.
Hashtag: #MIKGroup #MIK
The issuer is solely responsible for the content of this announcement.
HONG KONG SAR – Media OutReach Newswire – 3 March 2026 – World Obesity Day is celebrated on the 4th of March every year. Hong Kong Obesity Society (HKOS), in collaboration with the Tuen Mun District Health Centre, hosted the “Let’s Join, Let’s Be Healthy” Community Carnival to raise public awareness of obesity. With over 50% of Hong Kong’s adults suffering from overweight and obesity, alongside rising childhood obesity rates, the Society stresses the urgent need to confront this health challenge head-on.
Measuring Waistlines, Breaking World Records It has been known for a long time that BMI alone does not accurately measure the amount and distribution of fat in the body. Waist circumference is an important measure of central obesity and metabolic risk and has recently been incorporated into the diagnosis of obesity. HKOS and over six hundred Hong Kong residents set a world record for the “Most People Measuring Their Waist Circumference in a Carnival,” turning a symbolic feat into a powerful public health message. The Society hosted a full day of multi-disciplinary activities, including expert talks on healthy dining and Traditional Chinese Medicine for weight management. Tuen Mun District Health Centre also provided free health screenings for sarcopenia, vision, and blood glucose. Interactive booths made learning about nutrition and exercise fun and accessible for the community.
A Call to Action from HKOS “As we approach World Obesity Day 2026, we must recognise that obesity is not just a personal issue, but a complex medical condition that requires a societal response,” said Dr. See Wing Shan, President of the Hong Kong Obesity Society. “For nearly a decade, our Society has worked to dismantle harmful stigmas, such as correcting the misconception that ‘chubby children are healthy children.’ Our record-breaking event today proves that when we empower people with knowledge, they are ready to take charge of their health. We will continue to work with community partners and policymakers to ensure that obesity prevention and management remain a top priority in Hong Kong.”
The Society urges the public to take proactive steps, utilise the health risk assessment services available at District Health Centres, and seek professional guidance for weight management when needed.
16-Hour U.S. Stock Trading Session*, Money Market Funds with T+0 Settlement
HONG KONG SAR – Media OutReach Newswire – 3 March 2026 – PAO Bank Limited (“PAObank”) is pleased to announce the official launch of wealth service, debuting a dual-advantage wealth solution. This service empowers customers to flexibly switch between investing or earning interest, offering unmatched flexibility and control over their finances. The wealth service combines the agility of a brokerage with the security of a bank, enabling customers to seamlessly manage investments, insurance, deposits, and more through a single account. Customers can flexibly allocate funds and trade a wide range of products, including U.S. stocks, Hong Kong stocks, funds and money market funds, at any time.
PAObank’s existing retail banking customers can open an investment account in as fast as 3 minutes, while new customers can open both savings and investment accounts in one-go, greatly simplifying the onboarding process. Customers can instantly deploy funds from their savings account to purchase stocks and funds directly, without the need for additional transfers. Investment returns can be credited back into the savings account to earn interest, supporting both the pursuit of timely market opportunities and steady interest income, all within one single PAObank account.
Mr. Ronald Iu, Chief Executive of PAObank, said, “The launch of wealth service marks a significant milestone in PAObank’s retail banking development. Retail banking at PAObank is rooted in user-friendliness. Our team believes that if we can save each customer one single step, we collectively save 10,000 steps for 10,000 customers. The design of our wealth service is customer-centric — streamlining procedures and eliminating unnecessary fund transfers, allowing customers to SWITCH flexibly between investment and deposit services. We will continue to upgrade our retail banking services, striving to become one of Ping An Group’s integrated financial platforms in Hong Kong, delivering a more comprehensive and user-friendly wealth management experience, and being recognised as the preferred digital bank in the minds of customers.”
U.S.& Hong Kong StocksTrading: Broker-LevelAnalyticsToolsforCapturingOpportunities PAObank’s wealth service offers broker-level professional analytics tools, providing comprehensive insights from macro market trends to detailed stock information to help customers seize every investment opportunity. Key features include:
40+ Technical Indicators: Multi-angle market analysis, covering company performance, market trends, stock price movements, and peer comparisons to support deeper investment insights and discover potential opportunities.
Free Level 1Real-TimeQuotes: Instant access to real-time indices and quotes, enabling customers to make informed decisions and act quickly.
Industry Heatmap & Real-TimeTradingRankings: Intuitive visualisations of industry momentum and real-time rankings of active stocks, helping customers track market hotspots and pinpoint focus stocks with ease.
Flexible TradingCapabilities:
Up to 16Hours ofU.S.Stock Trading Sessions: Trade U.S. stocks day and night to maximise market opportunities, with flexible pre-market and after-hour trading sessions in response to major news or unexpected events.
Unlimited 24-hour Real-Time Quotes: Access the latest market information around the clock.
Multiple Order Types: Support for limit orders, stop-limit orders and more, empowering customers to respond flexibly to market volatility.
Money Market Funds: T+0 Settlement, $0 Subscription & Redemption Fees, Same-Day Liquidity PAObank’s money market funds offer a reliable and flexible way for cash management solutions, offering customers a stable and adaptable platform for capital growth. These funds primarily invest in short-term deposits and high-quality money market instruments, targeting lower risk and stable returns. Featuring: “T+0” same-day settlement, $0 subscription & redemption fees, low entry threshold, investors enjoy 24X7 access to subscriptions and redemptions, with proceeds credited to bank accounts as soon as the same day. Funds are available 365 days a year, enabling efficient and always-on cash management regardless of public holidays.
CuratedSelectionof Funds from Top-tierGlobalFund Houses: Popular ThematicRankingsIncluding “Monthly Dividend Funds” PAObank partners with leading global fund houses, including Ping An of China Asset Management (Hong Kong), Allianz Global Investors, Invesco, and Schroders, to curate nearly 60 global funds spanning popular themes such as technology, Asia and consumer sectors. The platform provides diverse, thematic fund rankings, including a dedicated “Monthly Dividend Funds” category tailored for dividend lovers. Transparent fund performance and data-driven analytics give customers the flexibility to adjust their portfolios in response to market trends, seizing global investment opportunities with ease.
*U.S. market trading sessions are based on Hong Kong time: Summer time – Pre-market: 16:00 – 21:30; Market opening: 21:30 – 04:00; After-hours: 04:00 – 08:00. Winter time – Pre-market: 17:00 – 22:30; Market opening: 22:30 – 05:00; After-hours: 05:00 – 09:00. Total trading hours are 16 hours.
Investment involves risk. The price of investments fluctuates, sometimes dramatically. The price of investments may move up or down, and may become valueless. There is an inherent risk that losses may be incurred rather than profit made as a result of buying and selling investment products. Foreign investments carry additional risks not generally associated with the domestic market. You should carefully consider whether any investment products or services mentioned herein are appropriate for you in view of your investment experience, objectives, financial resources and circumstances.
Singapore’s credit and charge card payments market is projected to grow by 9.2% to reach SGD116.8 billion ($88.4 billion) in 2026. This growth is being driven by a confluence of factors including widespread card acceptance, a near-100% banked population, and increasing adoption of contactless cards, according to GlobalData, a leading intelligence and productivity platform.
GlobalData’s Payment Cards Analytics reveals that the credit and charge card payment value in Singapore registered an estimated growth rate of 7.6% in 2025, to reach SGD107 billion ($80.9 billion), driven by the rise in consumer spending.
Poornima Chinta, Senior Banking and Payments Analyst at GlobalData, comments: “While debit cards also enjoy strong usage, especially in everyday transactions, credit and charge cards have pulled ahead through superior value-added benefits, instalment options, cashback, and rewards programs. Regulatory backing, high public awareness of payment cards, robust merchant acceptance, and infrastructural enhancements including broader contactless card penetration are all reinforcing their lead.”
Rewards, discounts, and flexible payment schemes play a key role in driving credit and charge card usage in Singapore. Banks such as UOB offer instalment plans for online purchases over three, six, 12 or 24-month periods with 0% interest at partner merchants, while Citibank’s Citi SMRT card delivers up to 5% cashback on purchases in stores and online.
A well-developed POS infrastructure is also supporting the rise of credit and charge cards. Singapore boasts one of the highest number of POS terminals per million inhabitants in the Asia-Pacific region, which stood at 62,551 in 2025, significantly higher compared to some of its peers such as Malaysia (29,093), Hong Kong (27,992), and Thailand (13,017).
Regulatory and policy developments are also enhancing the environment for credit and charge card payments. Initiatives such as the Productivity Solutions Grant support SMEs with subsidized POS installations (up to 50% funding from April 2023), increasing merchant acceptance.
Chinta concludes: “Credit and charge card payments in Singapore are poised for steady growth over the next five years, underpinned by the expanding e-commerce adoption, a well-developed payment infrastructure, attractive rewards and instalment offers, and robust regulatory support. The credit and charge card market is expected to grow at a CAGR of 7.8% between 2025 and 2029 to reach SGD144.2 billion ($109.1 billion) in 2029.”
Notes
Quotes provided by Poornima Chinta, Senior Banking and Payments Analyst at GlobalData Information is based on GlobalData’s Payment Cards Analytics
About GlobalData
GlobalData operates an intelligence platform that empowers leaders to act decisively in a world of complexity and change. By uniting proprietary data, human expertise, and purpose-built AI into a single, connected platform, we help organizations see what’s coming, move faster, and lead with confidence. Our solutions are used by over 5,000 organizations across the world’s largest industries, delivering tailored intelligence that supports strategic planning, innovation, risk management, and sustainable growth.
Utilities Disputes, the independent disputes resolution service, is welcoming today’s decision by the Electricity Authority Te Mana Hiko on improvements to electricity billing, especially the limiting of back bills.
The change to back bills, which Utilities Disputes has been advocating for, will ensure there is greater consistency amongst electricity retailers, and will bring New Zealand into line with international best practice.
“This is a significant reform and fixes a big gap in consumer protection,” said Utilities Disputes Commissioner Neil Mallon.
“Back bills, sometimes covering years of accumulated charges, can cause enormous financial shock and distress for households and businesses alike. It shouldn’t be up to retailers to decide how far back to go.”
The Electricity Authority will limit retailers going back more than six months. A retailer charges back bills or catch-up bills when there have been faults in meter readings and other issues, which are generally not the fault of the customer. Often bills are large dating back to a year, even longer, before the fault has been detected.
“Today’s decision is welcome as it sets a clear, fair limit and gives consumers and retailers much greater certainty.
“We also submitted for retailers to have standardised billing information so consumers can easily find the info they need and welcome that as part of these changes which will be in place by 30 October 2026”.
Utilities Disputes is the free and independent resolution service for electricity, gas, telecommunications, and water complaints.
In the past year, Utilities Disputes considered 183 deadlocked complaints about back bills, making up 12 percent of all deadlocked energy complaints, those where the retailer and consumer have not been able to agree on a solution. The average value of all back bills complained about was $5,130, with residential back bills averaging $2,290 and commercial back bills averaging $18,280. Twenty percent of complaints involved back bills covering more than 14 months of usage, with the average value in that category reaching $9,760.
Utilities Disputes data shows a significant inconsistency in how retailers have approached back-billing, with some going back 14 months, others much longer, and in one case as far as 72 months. Consumers are often unaware that their bills have been based on estimates, leaving them blindsided when a large catch-up bill arrives. In some cases, retailers have then attempted to direct debit the entire amount in a single transaction.
“We have seen cases where businesses have been hit with back bills of $75,000 or more with the retailer attempting to debit the full amount from a customer’s account in one go without any warning or discussion. That is simply not acceptable. The consumer has little to no control over the errors that cause these bills, so it is right that the law now sets a clear limit on how far back retailers can go,” Neil Mallon said.
The reform will also create a more level playing field across the industry. Some retailers had already voluntarily limited their back-billing timeframes in response to the concerns of Utilities. Putting this into the Electricity Industry Participation Code means all retailers are held to the same standard.
New Zealand has lagged comparable markets on this issue. Victoria limits back-billing to four months, New South Wales to nine months, and the United Kingdom to 12 months.
“Six months is a significant reduction, but it can still mean a substantial bill for some customers. We encourage retailers to work proactively with them well before a back bill is issued, and to offer flexible payment plans where large amounts are involved. The goal here is ensuring customers are treated fairly throughout the process,” Neil Mallon said.
The Government is providing further contributions to Mayoral Relief Funds to help communities impacted by recent severe weather events, Minister for Emergency Management Mark Mitchell announced today.
“The impact of the weather events in January and February has been significant, and we want to make sure communities have the support they need,” Mr Mitchell says.
“The government has agreed to provide additional contributions to the Mayoral Relief Funds established by Whangārei District Council, Thames-Coromandel District Council, Gisborne District Council, Tauranga City Council and Western Bay of Plenty District Council. These $100,000 top-ups follow the initial contributions made to those funds in January.
“We are also providing $100,000 to each of the Ōpōtiki District Council, Ōtorohanga District Council, and Waipa District Council Mayoral Relief Funds and $30,000 to the Christchurch City Council Mayoral Relief Fund.
“These contributions will help local authorities tackle the most immediate areas of need within their communities, while the broader recovery efforts get underway.
“Local communities and councils understand where the immediate needs are and how to help. Mayoral Relief Funds help local communities to support individuals, families, community organisations and marae after an emergency.
“Mayoral Relief Funds have previously been used for activities such as cleaning septic tanks, filling water tanks, and clearing debris from properties.”
Associate Emergency Management and Recovery Minister Chris Penk says the government is working to ensure the recovery is well supported at the national level.
“We have established a National Recovery Office within the National Emergency Management Agency to ensure there is a joined-up approach across government agencies and the impacted regions.
“A wide range of government agencies are involved with the recovery efforts, such as the Ministry for Primary Industries who are supporting growers and farmers through Rural Support Trusts, Te Puni Kōkiri who are supporting marae to strengthen resilience and emergency preparedness for community responses to future events, and the Ministry for the Environment who are helping local authorities clear emergency waste.
“There can be a long tail to these events in recovery, but I am committed to ensuring any barriers are addressed quickly and effectively so impacted people, businesses and communities can get back on their feet as quickly as possible.”
Note to editors
Government contributions to Mayoral Relief Funds are intended to help fill gaps quickly where an immediate need exists. It’s not a replacement for insurance and costs covered by other funding sources.
The contribution is not intended to cover recovery costs which may already be the responsibility of central government agencies or local authorities. It is a fund that allows Mayors and councils the discretion to dispense relief where there is urgent need and other assistance is not available.
By Councillor Josephine Bartley, Chair of the Regulatory and Safety Committee
Like most people, I was extremely sad to read about last week’s fatal dog attack in Northland – the fourth in the country in four years.
In my role as the chair of Auckland Council’s regulatory and safety committee, I hear about vicious dog bite injuries from our staff regularly: toddlers who will never smile in the same way again, adults whose limbs are so badly mauled they require amputation and older people whose bodies won’t heal like they used to. I know how brutal dog attacks can be and the trauma they leave on victims.
I also felt frustration. Just hours before the news broke, our staff received a letter from the Department of Internal Affairs. It was a response to yet another plea from the council to work with us on updating New Zealand’s 30-year-old dog control laws – changes that could help prevent attacks like the one that killed Mihiata Te Rohe.
Escalating problems in Auckland
In Auckland, we have not yet lost a life to a dog attack, but our Animal Management staff fear getting that call every day. Since 2021, the number of roaming dogs and reported attacks has climbed steeply – a flow-on effect of Covid lockdowns, when there was a boom in puppy ownership and a corresponding lack of desexing and socialisation. Throw in a cost-of-living crisis and we are left with a large population of dogs whose owners lack either the means or the will to care for them properly.
The council is doing everything it can to keep our region safe. In the past year, we have invested an extra $10 million into tackling dog-related issues: expanding shelter space, bringing on more staff and standing up an in-house vet service to ramp up free desexing of dogs in high-risk areas. These initiatives go well beyond the council’s core remit as a regulator, but the council is doing its best to reduce the risk to our communities with the tools available.
Last year, Auckland Council impounded a record 10,000 dogs, only half of which were claimed by owners. And while council staff, along with many rescue groups, are doing their best to rehome dogs where possible, many dogs have significant behavioural issues that mean they cannot be safely rehomed. There are also many more dogs than there are people willing to adopt. High euthanasia rates are the last thing our staff of dog-lovers want to see happening, but there is literally nowhere for these dogs to go.
Efforts not enough to curb trends
Despite the staff doing all they can, our streets still aren’t safe. Every day, Animal Management gets around 100 requests from the public for help with dog-related issues, most related to roaming dogs, which carry the risk of turning into attacks. I hear about people in our communities being scared to walk to school or the shops, and those experiencing blindness being unable to access guide dogs because the risk to them is too high. I’ve even witnessed my own senior shih tsu, Milo, being badly injured in an attack while I was walking him in Glen Innes.
As challenging as the situation in Auckland is, we are fortunate to be relatively well resourced compared with other regions across the country. There are councils facing the same pressures with far less capacity to respond, and that is why we are leading the charge for national reform. Introducing a local bill (as has been suggested) is not the right solution as these issues are not unique to Auckland. Nor do we need additional guidance or reporting. We need law change.
Law reform must come next
The Dog Control Act 1996 has not had a substantial review in almost 30 years and is no longer fit for purpose. Auckland Council has carried out significant policy work, backed up by years of data, and come up with clear, practical changes that could be enacted quickly – measures people might be surprised to learn are not already in place. Allowing councils to desex roaming dogs that pass through shelters, for example, or to require owners of dogs that repeatedly roam to install secure fencing.
We also need stronger powers to detain or seize dogs that pose a threat. Under current law, it is very difficult for councils to seize dogs, or to detain claimed dogs past a seven-day holding period, even when it is clear they’re going to offend again. Even after attacks, in many cases, they must give the dogs back to their owners, the alternative being a lengthy and costly prosecution process that can take years to go through the courts.
Despite last week’s letter, we are hopeful that the Government is now reviewing this position. I was pleased to hear the Prime Minister’s comments on RNZ on Monday morning – which followed three more people being critically injured in Christchurch in a dog attack over the weekend – when he said the Government will do what it can to give councils more powers.
As well as the loved ones of Mihiata Te Rohe and the wider Kaihu community, I feel for our neighbours at Kaipara District Council. I know they’ll be gutted that they couldn’t have done more to prevent Tuesday’s death. But here’s the hard truth: until we overhaul our outdated dog control laws, there will be an increasing number of tragedies like this one. The kind our officers can often see coming and still lack the power to stop.
Strategic alliance with the leading Thai brokerage and advisory firm will see both companies expand capabilities to provide institutional-grade wealth management solutions in the country
HONG KONG / SINGAPORE/MAINLAND CHINA – Media OutReach Newswire – 3 March 2026 – WRISE Wealth Management (“WRISE”), one of Asia’s fastest-growing independent wealth platforms, today announced its landmark strategic alliance with IFCG Public Company Limited (“IFCG”). By combining WRISE’s wealth management solutions with IFCG’s local footprint, the partnership will offer Thai investors access to global investment and insurance solutions*.
Thailand’s private wealth market, which is expected to exceed USD 1 trillion by 2028, is undergoing a structural shift. While more High-Net-Worth (HNW) and mass affluent investors seek greater transparency and sophisticated investment solutions, these individuals also face fragmented advisory services and limited access to global investment opportunities.
The WRISE-IFCG alliance addresses this market gap by integrating WRISE’s institutional-grade platform, global investment access, and proprietary technology with IFCG’s deep local expertise and extensive distribution network.
WRISE will provide its platform to enable financial advisory and capital solutions powered by technology, while delivering sophisticated wealth solutions that go beyond what traditional banks typically offer. Complementing this infrastructure, IFCG brings a robust network of over 400 professional wealth advisors, with a proven track record of engaging HNW, mass affluent and corporate clients across property, wealth, and health sectors.
Derrick Tan, Group Executive Chairman of WRISE, said: “Thailand is a strategic cornerstone in Southeast Asia’s wealth management landscape. We are seeing a new generation of Thai investors who are global in their outlook but underserved by fragmented local services. By partnering with IFCG, we look forward to combining our global reach with their in-market strength—further democratising access to institutional-grade wealth solutions for clients. Our goal is to provide Thai clients with the same borderless investment capabilities that our clients enjoy in Singapore, Hong Kong and Dubai.”
Withoon Lertpanomwan, CEO of IFCG, added: “Partnering with WRISE allows us to bring world-class investment solutions, integrated technology, and institutional-grade advisory to our clients. Together, we are building a wealth management platform that bridges global expertise with local knowledge, enabling Thailand’s investors to access scalable, sophisticated wealth solutions designed to support compliance with applicable regulations.”
The expansion in Thailand marks a significant milestone in WRISE’s regional growth strategy, following the opening of a new Client Service Centre in Taiwan earlier this year.
*This announcement is for informational purposes only and does not constitute an offer, solicitation, or recommendation of any securities, investment products or services in any jurisdiction. Any services in Thailand will be provided by IFCG and/or other appropriately licensed entities, as applicable. WRISE does not hold a securities licence in Thailand and does not provide regulated securities services in Thailand.
Hashtag: #WRISE
The issuer is solely responsible for the content of this announcement.
