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

Source: Media Outreach

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

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

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

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

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

Key value propositions

1. Establishing a powerful UAE-HK wealth corridor

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

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

2. Enhancing digital asset ecosystem

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

Shaping the future of RWA tokenization

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

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

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

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

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

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

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

Hashtag: #FOM

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

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

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

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

Source: Media Outreach

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Elevating Bangkok Design Week as the Creative Hub of Asia

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

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

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

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

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

LiveNews: https://livenews.co.nz/2026/02/12/bangkok-design-week-2026-sets-the-stage-as-asias-creative-hub/

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

Source: EMA

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

MIL OSI

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

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Privatisation – Te Whatu Ora’s embarrassing U-turn over proposed car park plan – NZNO

Source: New Zealand Nurses Organisation

Te Whatu Ora needs to go back to the drawing board and prioritise worker safety after reversing plans to charge hospital workers market rates for car parks, NZNO says.
Tōpūtanga Tapuhi Kaitiaki o Aotearoa NZNO delegate and Christchurch health care assistant Al Dietschin says NZNO members were angered they weren’t consulted on the draft policy.
“Last year there were several shocking attacks on hospital health workers forced to walk to their cars because they can’t park at or near their workplaces. This includes a Palmerston North nurse being carjacked and a Christchurch nurse being left with a concussion.
“Our members provided robust feedback that charging health workers market rates for car parks was not the answer and would leave those unable to pay up to $100 a week even less safe.
“This is an embarrassing U-turn for Te Whatu Ora, but it is heartening they have listened to our members. Te Whatu Ora now has a chance to get this right and consult on and draft a policy that makes car parking for health workers safe, reliable and affordable,” Al Dietschin says. 

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/privatisation-te-whatu-oras-embarrassing-u-turn-over-proposed-car-park-plan-nzno/

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

Source: Banking Ombudsman Scheme

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

MIL OSI

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

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The Decade That Matters: New Research Shows Which Decade Men Must Prioritise Heart Health (it’s their 30s!)

Source: Exercise NZ

“We now know the decade when men should and need to start prioritising heart health as preventative measures, and that decade is their 30s… The actions men take, or don’t take, during this period can determine their cardiovascular health for the rest of their lives.”

“The good news is that even if you missed your 30s, starting now still delivers powerful benefits, right up till your 80s”

“Exercise isn’t just about fitness or appearance, it’s one of the most powerful forms of preventative medicine available… The earlier men prioritise movement, the greater the protective effect. The message is simple: don’t wait for symptoms. Prevention starts now.”

New international research has identified a clear turning point in men’s heart health, and it’s earlier than most expect.

A long-term study from Northwestern University has found that men’s risk of heart disease begins accelerating significantly from around age 35, establishing the mid-30s as a critical decade for prevention.

“We now know the decade when men should and need to start prioritising heart health as preventative measures, and that decade is their 30s,” says Exercise New Zealand Chief Executive Richard Beddie.

“The actions men take, or don’t take, during this period can determine their cardiovascular health for the rest of their lives.”

The study tracked cardiovascular risk across adulthood and found men reach clinically significant risk levels earlier than women, even when traditional risk factors are accounted for. This reinforces the importance of early lifestyle-based prevention, particularly regular physical activity.

International evidence consistently shows exercise improves blood pressure, cholesterol levels, insulin sensitivity, and body composition, while increasing cardiorespiratory fitness, one of the strongest predictors of longevity and reduced heart disease risk.

However, many men reduce their activity levels during their 30s due to work demands, parenting, and time pressures, precisely when prevention is most effective. Importantly, Exercise New Zealand emphasises that while the 30s represent an optimal window for prevention, it is never too late to benefit from exercise.

This ground-breaking research is particularly concerning given current participation levels in Aotearoa. According to the latest Ministry of Health survey, less than half of all adults meet the recommended physical activity guidelines. Additionally, only around half of all men achieve the minimum level of exercise needed to protect their heart health and reduce their risk of chronic disease.

“The good news is that even if you missed your 30s, starting now still delivers powerful benefits,” says Beddie. Research highlighted in ScienceDaily consistently shows that improving fitness at any age, even into your 70s and 80s, can significantly reduce the risk of heart disease and extend quality of life. While the 30s are an ideal time to begin prioritising heart health, the most important thing is simply starting, wherever you are now. The human body responds positively to movement at any age.

What Men Should Be Doing: Before, During, and After Their 30s

Exercise New Zealand is encouraging men to view their 30s as a pivotal opportunity to protect their future health, with clear guidance across life stages:

Before your 30s: Build the habit
Establish regular physical activity as part of your identity and lifestyle. Consistency is more important than intensity.

During your 30s: Protect your future
Prioritise structured exercise, grow muscle mass, and support cardiovascular fitness. This is the decade where prevention has the greatest long-term impact.

After your 30s: Maintain and strengthen
Continue regular exercise to slow age-related decline, protect heart function, prioritise growing/maintaining muscle mass to maintain independence and quality of life.

“Exercise isn’t just about fitness or appearance, it’s one of the most powerful forms of preventative medicine available,” says Beddie. “The earlier men prioritise movement, the greater the protective effect. The message is simple: don’t wait for symptoms. Prevention starts now.”

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/the-decade-that-matters-new-research-shows-which-decade-men-must-prioritise-heart-health-its-their-30s/

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

Source: Media Outreach

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

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

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

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

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

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

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

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

Hotels

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

Spas

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

Restaurants

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Hashtag: #GalaxyMacau

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

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

LiveNews: https://livenews.co.nz/2026/02/12/a-constellation-of-excellence-galaxy-macau-secures-12-forbes-travel-guide-five-star-awards-in-2026/

Posted on

Maritime NZ statement on Vega seafarers

Source: Maritime New Zealand

Maritime NZ takes the welfare of seafarers extremely seriously. We will continue to monitor the situation closely and will take any action necessary to ensure compliance with all applicable international and domestic maritime regulations.

We understand from the vessel’s Master and agent that the crew are adequately provisioned and are doing well. We are making general enquiries with crew and relevant authorities regarding their wellbeing and will continue to monitor the situation.

As is the case for any foreign ship in New Zealand waters, if anyone has concerns about crew welfare, Maritime NZ asks them to notify us. Notifications can be made by seafarers or others via the homepage of our website: .

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/maritime-nz-statement-on-vega-seafarers/

Posted on

NZ-AU: LHM Investor Site Visit Presentation

Source: GlobeNewswire (MIL-NZ-AU)

PERTH, Australia, Feb. 11, 2026 (GLOBE NEWSWIRE) — Paladin Energy Ltd (ASX:PDN, TSX:PDN, OTCQX:PALAF) (“Paladin” or the “Company”) advises that it has released a presentation for the Langer Heinrich Mine (LHM) investor site visit being held on 12 February 2026, in Namibia.

The presentation is available on the Company’s website (https://www.paladinenergy.com.au/investors/asx-announcements/).

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

Contacts

About Paladin

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

– Published by The MIL Network

LiveNews: https://livenews.co.nz/2026/02/12/nz-au-lhm-investor-site-visit-presentation/

Posted on

Milestone health and safety bill passes first reading

Source: New Zealand Government

Workplace Relations and Safety Minister Brooke van Velden has welcomed the passing of the first reading of the Health and Safety at Work Amendment Bill, which will reform New Zealand’s work health and safety law and regulations.  

“The changes in this Bill will make it easier to run a business in New Zealand by increasing certainty and removing fear, helping to ease costs of compliance and improve safety outcomes,” says Ms van Velden. 

The Bill addresses concerns businesses had in two key ways. First, by increasing available guidance and support through a strengthening of Approved Codes of Practice (ACOPs) giving businesses access to guidance that is tailored to their own industries and easier to keep up to date than regulations.  

“ACOPs will now act as ‘safe harbours’ for compliance, meaning that if a business complies with their sector’s ACOP, they have done enough to meet their health and safety requirements.  

“Secondly, the Bill will clarify WorkSafe’s functions.  

“A major theme in the feedback we received from businesses was that they don’t know what they need to do to manage their risks and meet their obligations. I also heard concerns about a lack of guidance, regulations not keeping pace with best practice, and uncertainty about WorkSafe’s approach as the regulator arising due to inconsistency and heavy-handedness in punishment. 

“This all results in a feeling of fear and uncertainty that leads businesses to take unnecessary actions to protect themselves, creating more costs to the business without actually making workers any safer.  

“The Bill will require WorkSafe to move from an approach of expecting everyone to address every possible risk, towards one in which WorkSafe provides guidance on the critical risks a workplace must address to meet their obligations under the Act.  

“I expect this will significantly help businesses to understand their responsibilities and give clarity about the actions they should take to protect their workers,” says Ms van Velden. 

“This new focus will make WorkSafe a more consistent and helpful agency, so that businesses can get the support they need to keep workers safe, without wasting resources on external consultants or excessive paperwork compliance. 

“I’m looking forward to hearing feedback, particularly around whether these changes are clear and workable, once the Bill opens for submissions at select committee. 

“Today is a win for practical, common-sense changes that will set businesses up for success in keeping people safe,” says Ms van Velden.  

Note to Editors: 

Other changes include: 

  • Creating a carve-out for small, low-risk businesses from general Health and Safety at Work Act requirements. These businesses will only have to manage critical risks and provide basic facilities to ensure worker welfare.
  • Clarifying what a director’s health and safety due diligence duty involves and where it stops. 
  • Many directors think they need to do more than they should, and directors and management are also duplicating work. This change clarifies that the day-to-day management of health and safety risks is to be left to managers so directors can focus on governance.
  • Clarifying that businesses do not owe health and safety duties to individuals engaging in recreational activities on their land, unless the business has work happening on the same part of the land at the same time. 
  • This will ensure that landowners will not be responsible if someone is injured on their land while doing recreational activities and that health and safety responsibilities will lie squarely on the organisation running the activities. 

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/milestone-health-and-safety-bill-passes-first-reading/

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

Source: Media Outreach

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

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

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

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

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

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

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

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

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

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

https://me.vinfast.com/en

Hashtag: #VinFast #V8

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

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

LiveNews: https://livenews.co.nz/2026/02/12/vinfast-vf-8-the-just-in-case-electric-suv-for-modern-families/

Posted on

NZ-AU: December 2025 Half Year Financial Results Overview

Source: GlobeNewswire (MIL-NZ-AU)

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

Half Year Highlights

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

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

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

Paul Hemburrow
Managing Director and Chief Executive Officer

Financial Performance

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

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

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

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

Financial Position

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

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

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

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

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

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

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

Contacts

About Paladin

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

Forward-looking statements

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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


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

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

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

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


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

– Published by The MIL Network

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

Posted on

Exploring AI to support breast screening services

Source: New Zealand Government

Artificial Intelligence (AI) is being explored as a way to support breast screening services and improve early detection for women across New Zealand, Health Minister Simeon Brown says.

“AI is providing new opportunities to strengthen our healthcare system and deliver smarter, more responsive care for New Zealanders,” Mr Brown says.

“As part of this, Health New Zealand is inviting organisations with experience in AI image reading to outline how the technology could be safely and effectively used within BreastScreen Aotearoa.

“This exploratory step is about understanding how best to ensure New Zealand women continue to have access to quality, future focused breast screening services.”

Breast cancer is the most commonly diagnosed cancer for women in New Zealand. Around 3400 women are diagnosed each year, and approximately 270,000 women aged 45 to 69 are screened annually through BreastScreen Aotearoa. 

“As demand grows, we need to look at smarter ways to support our workforce and deliver faster, more reliable screening.”

This is the first step in a validation process to understand how AI tools could support radiologists, reduce workload pressures, and improve patient outcomes, while maintaining strong clinical oversight and safety standards.

“This work is focused on future-proofing breast screening so services remain accessible, patient-centred, and responsive to the needs of women.

“AI is already being used internationally to assist with medical imaging. Exploring how it could complement the work of radiologists in New Zealand is an important step toward strengthening early detection and ensuring the long-term sustainability of screening services.”

Health New Zealand will draw on advice from the health technology sector, engage with the breast screening workforce, and assess international examples of AI use in medical imaging.

The work builds on recent improvements to BreastScreen Aotearoa, including extending the screening age range to 74 and transitioning to a population based digital register.

“At the heart of this work is one simple goal: enabling more women to access timely screening and giving them the best possible chance of early detection,” Mr Brown says.

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/exploring-ai-to-support-breast-screening-services/

Posted on

Backing ambition, building growth

Source: New Zealand Government

[Keynote delivered at the New Zealand Economic Forum, 12 February 2026]

Tēnā koutou katoa, and good morning.

Thank you to Professor Jennifer Kerr and the University of Waikato Management School for hosting us. 

It is great to be here in the Waikato – a region that is building capability for the future, from innovation in agritech, to world-class events in the new BNZ Theatre, and soon to producing much-needed doctors and medical research through the new Medical School.

To my parliamentary colleagues, mayors, representatives of local government, members of the diplomatic corps, business leaders, economists, academics, students, and guests from across New Zealand – thank you for being here.

It is a privilege to open the 2026 New Zealand Economic Forum.

The theme of this year’s forum is Big Choices for a Small Nation. And there is one choice I want to be clear about at the outset.

We are fixing the basics and building the future by choosing smart investments that increase performance and decrease debt.

New Zealand does not grow by taxing more and investing less, and our Government is choosing a better course.

We grow by backing ambition, cutting red tape, and rewarding success.
That is the choice this Government is making.

We are meeting at a time when that choice matters.

The global environment is unsettled. Markets are volatile. Geopolitical risks are rising. Climate events are increasing. And the economic recovery has taken time, with real pressure on hardworking Kiwis.

In moments like this, it can be tempting to drift, or to reach for higher spending as an easy answer. But after the last Government more than doubled debt to 41.8 per cent of GDP, New Zealanders know the cost of that band-aid approach – it is simply not sustainable.

Small, open economies succeed by making deliberate choices.

History shows New Zealand’s biggest gains have come from disciplined decisions at home – managing the public finances responsibly, backing investment, staying open to the world, and building institutions that support long-term growth.

That is what this Government is focused on.

This morning I want to set out three things:

  • how we are managing the public finances and restate the case for why fiscal credibility matters;
  • how New Zealand is positioning itself in a more volatile global environment; and
  • how we are strengthening the foundations of growth – by backing ownership, investment, and productivity through a wide-ranging reform agenda.

This is about backing New Zealanders with settings that reward effort.

When we make the right choices, there is no reason New Zealand cannot grow faster, lift incomes, and build resilience – not despite our size, but because of it.

1. Fiscal positioning and economic leadership

Let me begin with the fiscal context.

New Zealand has been through a long and difficult economic adjustment. The post-Covid period brought inflation that lingered too long, interest rates that hurt too many households, and a downturn that took time to unwind.

The most recent Treasury forecasts show the economy has begun to turn a corner. Growth strengthened through the second half of last year, unemployment is stabilising, and confidence is returning. Momentum is building – but sustaining it requires discipline and focus.

At the same time, the Crown’s balance sheet remains under pressure.

Core Crown expenses are still elevated relative to pre-pandemic levels. Debt-servicing costs are significantly higher than they were five years ago. Demographic pressures, particularly in health and superannuation, continue to intensify.

That context explains the fiscal strategy we are pursuing.

Our objectives are clear and worth restating:

  • to return the operating balance to surplus by 2028/29;
  • to place net core Crown debt on a downward track toward 40 per cent of GDP; and
  • to rebuild fiscal resilience so future governments have options when the next shock inevitably arrives.

Those are not arbitrary numbers. They reflect the hard-won credibility New Zealand has built internationally over decades. They underpin our sovereign credit ratings. They protect households from higher interest rates. And they preserve room for governments to respond when crises occur.

They are targets easily forgotten by politicians who wish to spend more in election campaigns. But if we forget those targets, New Zealand’s economic strength will be impugned. And my view here is that fiscal credibility is not ideological. It is practical – and it is essential.

That is why Budget 2026’s operating allowance is $2.4 billion per annum. This is a ceiling, not a floor. Every dollar must be justified. Every new initiative must come with a clear case for value.

Over the past two years, this Government has made decisions delivering around $11 billion a year in savings and revenue measures. Those decisions were not easy. But they have stabilised the public finances, protected frontline services, and enabled investment in long-term growth.

That approach of delivering savings will be continuing in this budget and every future budget I deliver. Fiscal discipline is not the end goal. It is, in fact, the foundation for everything else we wish to achieve, because without it, everything else – growth, investment, resilience – becomes harder.

2. New Zealand’s position in a volatile world

We are making these choices in a world that is more uncertain than at any point in recent decades.

Geopolitical competition is sharper. Supply chains are more fragile. Energy markets remain volatile. And technological change – from artificial intelligence to advanced manufacturing – is accelerating faster than policy systems typically adapt.

Yet New Zealand’s position in this environment is stronger than we sometimes allow ourselves to believe.

We are politically stable in an unstable world. We have strong institutions, high-quality regulation, low corruption, and an independent central bank. 

We produce food, fibre and energy the world genuinely needs. And we continue to generate globally competitive firms across agritech, software, advanced manufacturing and aerospace.

Our challenge is not a lack of potential.

It is whether our policy settings organise that potential, or suppress it through uncertainty, cost, and delay.

Much of what matters for New Zealand’s prosperity remains within our control: predictable policy, efficient infrastructure, credible fiscal management, secure energy supply, and settings that reward ownership and investment.

Resilience is not just about surviving shocks. It is about having the capacity to adapt, recover, and sustain growth.

3. Ownership, investment and productivity: backing growth

This global context brings us directly to the choices we are making at home to back growth 

For decades, New Zealand’s productivity growth has lagged behind comparable economies, and the consequences are clear, lower wages, less fiscal headroom for investment in public services, from medicines through to classrooms, fewer globally scaled firms, and in my view, too much reliance on population growth and house price growth rather than genuine productivity gains. 

And so, the task that our Government faces is not simply to repair the basics which were damaged post Covid, but to build foundations in our economy that allow us to address these long-standing productivity challenges. 

Our Going for Growth agenda, which I published at last year’s forum, is grounded in a simple proposition: productivity responds to incentives. Productivity is not resolved through one silver bullet, but ongoing, substantive, systemic reform.

When people are confident, they own assets, invest in capital, and earn a return without those settings being constantly reopened, they invest more – and they invest earlier.

That is why this Government is explicitly backing ownership, investment, and productivity-enhancing settings.

Not through subsidies or short-term stimulus.

But through durable policy settings that reward productive activity.

The Investment Boost tax policy introduced in Budget 2025 was designed to do just that – change investment behaviour in favour of more capital intensity in our firms. 

And it would have been easy to say at the last budget, we can’t afford a productivity-enhancing tax measure at this point, because that will require us to make difficult savings elsewhere. But the choice we made is that we can’t afford not to. We can’t afford to keep waiting to make productivity enhancing changes to our tax system. 

And so, Investment Boost is not about rewarding investment that would have happened anyway. It is about tipping decisions – bringing investment forward, increasing scale, and anchoring capital in New Zealand.

And we are already seeing that happen.

Early evidence from Inland Revenue shows that among firms that invested recently, 40 per cent say Investment Boost increased their investment spending over the past year, including 11 per cent reporting a significant increase directly because of the policy.

Looking ahead, the impact is even clearer. Nearly half – 49 per cent – of firms intending to invest over the next five years say Investment Boost is positively influencing those plans, with 14 per cent anticipating a large increase in investment as a result.

What matters is not just that businesses are investing more, but how they are investing.

More than half of firms report adjusting the timing, scale and type of investment. Projects are being brought forward. Capital is being prioritised into productivity-enhancing assets. And businesses are choosing to own capital rather than lease it.

We can see that on the ground.

Dunedin-based United Machinists has brought forward investment in robotics and automation, rather than phasing it over several years.

Foot Science International has accelerated investment in automation and renewable energy infrastructure.

Christchurch-based Vynco is investing in advanced manufacturing equipment that will lift efficiency and expand capacity.

These are not abstract policy effects.

They are real businesses making real decisions – earlier, larger, and more productively – because the incentives have changed.

That matters, because capital deepening is how productivity rises. And productivity growth is how wages grow sustainably over time.

But there is a broader issue that needs to be confronted.

Investment Boost only works in the longer term if businesses believe it will endure.

Firms do not invest in long-lived capital – plant, machinery, buildings – if they think the rules may change after the next election.

So, my question to Mr Hipkins is straightforward.

Will they commit to retaining Investment Boost as a permanent fixture of our tax settings to unlock growth or will it be sacrificed to fund higher spending and new taxes?

This Government’s position is clear.

We back ownership.

We back investment.

And we back productivity-enhancing tax settings.

Policy stability, long-term reform and the growth opportunity

I want to make a broader point about policy stability, because this is where long-term growth is won or lost.

Business investment decisions depend on confidence: confidence in the regulatory environment, confidence in the tax system, and confidence that major settings will not be reopened or rewritten after every election.

There is strong evidence, here and overseas, that uncertainty around tax policy has a chilling effect on investment. When businesses hear ongoing debate about capital gains taxes, wealth taxes, inheritance taxes, or new taxes on investment and savings, they delay decisions, reduce scale, or take capital elsewhere.

That uncertainty is not theoretical. It has been lived.

This Government is taking a different approach.

We are committed to stability where stability supports growth. Not because change is never needed, but because constant churn comes at a real economic cost.

Good economic policy is not about novelty or relitigating the same arguments every three years.

It is about credibility, consistency, and giving people the confidence to invest, train, and build for the long term.

That principle runs through our broader reform programme.

If we step back, the question is not just what grows the economy this year, but what kind of economy New Zealand becomes over the next 10 to 20 years.

We have emerging sectors with enormous potential. From agritech and advanced manufacturing to digital services, biotech, clean energy and critical minerals. Unlocking that potential requires more than one-off incentives. It requires long-term settings that endure across economic cycles.

That is why we are backing reforms that strengthen both the economic and human foundations of growth.

Our reform agenda is not Band Aid solutions or quick fixes, but systemic changes, from competition reform to procurement reform to real transformation of the public sector and its delivery of services, digitising public services, enabling housing growth through investing in new funding and financing tools in competitive land markets, infrastructure funding and financing and planning. 

This real reform doesn’t happen overnight, but it is essential, and in too many cases, overturned. Today, I want to focus on just three key areas where that reform agenda is significant. 

The first is education. Here we are lifting performance by fixing the basics, because productivity ultimately depends on skills.

That is why we are:

  • refocusing the system on core skills
  • strengthening curriculum clarity
  • investing in structured literacy and numeracy,
  • and beginning the work to replace NCEA with a more credible, coherent qualification

These reforms are essential to give New Zealanders the skills to succeed, and give employers confidence in the workforce they are investing in. And no one will argue with the fact that achievement of those who are undergoing structured literacy has increased significantly. 

According to our studies that doesn’t just mean that productivity growth, or GDP, will be increased in the next quarter, but that achieving better skills for our students is essential to our 20-year productivity goals. 

The second area where we are strengthening ownership and long-term savings is through our policy to increase KiwiSaver contributions over time. 

As Finance Minister, we made that commitment in last year’s Budget, and KiwiSaver default contributions will now increase half a per cent from this year and rise again in two years. 

As National Party’s finance spokesperson, I’ve been proud to announce our policy of increasing KiwiSaver contributions beyond that over time – lifting domestic capital, strengthening household resilience, and supporting investment in New Zealand businesses.

And the third area is our reforms to the planning system, because growth cannot happen if building is blocked.

Replacing the Resource Management Act is one of the most important economic reforms underway. The two new Bills Chris Bishop has put forward fundamentally rebalance the system by:

  • reducing unnecessary delay
  • clarifying decision-making pathways
  • improving certainty for investors
  • enabling nationally significant infrastructure to proceed, and making growth easier rather than harder

If we are serious about lifting productivity, we cannot continue with a system that makes it harder to build than to object.

And we are making strategic investments in human capital that will strengthen our workforce and our economy for decades. That includes expanding medical education right here with the University of Waikato Medical School.

From 2028, the Waikato Medical School will train an additional 120 doctors each year, focused on primary care and community health, helping reduce reliance on overseas workforce and improving access to timely care for families, especially in rural and provincial areas. 

This is a long-term investment in people – building the pipeline of doctors we need, creating new jobs, and strengthening the health workforce across this region and the country. And significantly, is occurring not just with Government funding, but with the contribution of the university and philanthropy as well.

We are also already seeing what disciplined reform can deliver.

A year into Kāinga Ora’s Turnaround Plan, performance is improving while debt is being brought under control. When this Government came into office, Kāinga Ora’s debt had grown from $2.3 billion to $16.5 billion, with forecasts showing it heading toward almost $25 billion. Clear direction and tighter discipline have changed that trajectory. Operating costs have been cut by $211 million in a single year, and peak debt has been reduced by $9.5 billion, now expected to top out much lower.

Importantly, this has occurred while outcomes have improved. Build costs are falling, renewals are accelerating, rent arrears are down by nearly 3000 households, and tenancy satisfaction has risen to 87 percent. It is a practical example of what happens when government focuses on accountability, value for money, and delivery – lifting performance, while reducing debt.

Taken together, these reforms share a common purpose.

They back ownership.

They reward investment.

They lift productivity.

And they provide the policy consistency New Zealand needs to grow with confidence over the long term.

That is what economic leadership looks like, and it is the platform on which sustainable growth is built.

Closing reflection

Let me finish where I began – with choices.

New Zealand’s future will be shaped by whether we back the people who invest, build, and create opportunity, or burden them with uncertainty and cost.

This Government has made its choice.

We are backing ownership.

We are backing investment.

We are backing productivity.

We are fixing the basics and building the future.

Others may argue for higher taxes and more spending.

But every one of those choices comes with a price – and that price is paid by hard working Kiwis.

If we make disciplined choices grounded in the simple belief: that New Zealand succeeds when people have confidence in the future, clear rules to operate within, and the freedom to invest and grow.

Then New Zealand’s future is not something to be cautious about, 

It is something to be confident in — and something to build. 

Thank you.

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/backing-ambition-building-growth/

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Burglar caught by victim in their own web

Source: New Zealand Police

Please attribute the following to Acting Superintendent Ash Tabb, Christchurch Metro Acting Area Commander:

A quick-thinking member of the public led Police to a burglar after spotting their own stolen tools on Facebook marketplace.

They arranged to meet the seller and viewed the tools which were reported stolen in January. After seeing the engravement they made, the victim knew the tools were theirs. As they left, they snapped a picture of the offender to pass onto Police. 

Police executed a search warrant on the property and located the tools, returning them to the victim. A further three bags and crate of tools were seized for officers to evaluate whether they were stolen.

A firearm was also located and seized from the roof space.

A 33-year-old man will appear in the Christchurch District Court tomorrow on a range of charges including receiving stolen property, unlawfully possessing a firearm, and drugs charges.

Police will continue to investigate to determine whether the seized items have been reported stolen.

To prevent theft and help to recover tools:

  • Store your tools securely in a locked cupboard, out of sight.
  • Engrave the tools to help identify them during recovery.

ENDS

Issued by Police Media Centre

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/burglar-caught-by-victim-in-their-own-web/

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Analysis Reveals Three Major Coverage Misunderstanding for Hong Kong Travelers

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 12 February 2026 – As Hong Kong’s outbound travel market surges, so do the headaches involving insurance claims. A recent deep dive by 10Life, the independent insurance comparison platform, shows a growing rift between what travelers think they bought and what their policies actually cover. Their data suggests that large proportion of disputes are born from simple misunderstandings, with the most significant risks lurking in cruise packages, road trips, and complex cancellation clauses.

Cruises and Road Trips: The Newest Coverage Blind Spots

Many travelers assume a standard policy for Japan or Southeast Asia is a “catch-all,” but 10Life experts warn that cruises and multi-leg journeys often fall through the cracks. A surge in rejected claims has been linked to travelers failing to add specific “Cruise Cover” to their plans. Without this specific add-on, high-cost risks like onboard medical treatment or sudden itinerary shifts are frequently excluded.

The story is similar for self-drive travellers. While most people now know to check for “snow driving” exclusions, a major point of confusion remains the difference between a ruined experience perceived loss and an actual monetary loss. For instance, if bad weather prevents you from visiting a famous hot spring, insurers view this as a non-monetary “loss of experience” and won’t pay out. However, if that same weather forces you to book an extra night at a hotel, those specific accommodation costs may be covered (subject to the policy specificity).

The Depreciation Sting: Why Your Lost Gear Isn’t Fully Covered

Losing personal property is a common travel nightmare, yet the relevant insurance policy terms are also frequently misunderstood. 10Life study showed that most policies compensate based on an item’s depreciated value rather than its original price tag. When you factor in strict sub-limits for high-value tech like iPhones or camera with depreciation, the payout is often much lower than expected.

Documentation remains the biggest hurdle for successful payouts. Many claims are dead on arrival because the travellers failed to secure a police report. Furthermore, travelers are often surprised to find that baggage delay coverage typically only applies to the outbound journey. If your suitcase is damaged, most insurers also insist you squeeze the airline for compensation first, only stepping in to cover the “shortfall” that the airline refuses to pay.

The Fine Print Behind “Cancel for Any Reason”

In a post-pandemic world, everyone wants the flexibility to cancel, but the terms “Trip Cancellation” and “Cancel for Any Reason” (CFAR) are often misunderstood. Traditional plans only trigger for “listed events” like severe illness or natural disasters.

Even specialised CFAR policies come with heavy strings attached. These plans usually require you to buy the insurance within a tight window—such as 7 days—of making your first trip deposit. Crucially, they rarely offer a 100% refund, usually only returning a fixed percentage of your prepaid costs.

Clarity Over Cost: The New Standard for HK Travelers

The tide is turning in how Hong Kongers shop for protection. 10Life’s data shows that over half of their users are now looking past the cheapest premiums to compare medical limits, property caps, and cancellation fine print. It is a clear sign that travelers are becoming more sophisticated and demand transparency over marketing fluff. 10Life concludes that for the market to grow healthily, insurers need to place greater emphasis on policy clarity and transparency in claims processes, especially regarding newer product features like CFAR coverage.

Hashtag: #TravelInsurance #Insurance #10Life

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

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

LiveNews: https://livenews.co.nz/2026/02/12/analysis-reveals-three-major-coverage-misunderstanding-for-hong-kong-travelers/

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Appointments – CAA appoints new Deputy Chief Executive – Gayle Holmes

Source: Civil Aviation Authority (CAA) 

After a thorough recruitment process, the Civil Aviation Authority (CAA) is pleased to announce the appointment of Gayle Holmes as our new Deputy Chief Executive, Regulatory Enablement and Response, to the Executive Leadership Team.

Gayle is currently a member of the executive team as General Manager, Compliance, Monitoring and Enforcement Environmental Protection Authority (EPA), where she’s been since 2020.

During her time at the EPA, Gayle led several significant regulatory and organisational initiatives. These included leading the Hazardous Substances Modernisation Programme, which aligned New Zealand’s hazardous substances classification regime with the UN Globally Harmonised System (GHS) and replacing legacy data systems with a new chemical management database.

She also led the establishment and maturation of the EPA’s Compliance, Monitoring and Enforcement function, bringing together previously separate compliance teams across a range of legislation into a single, integrated group. She led the establishment of the EPAs intelligence function, introduction of a new compliance case management system, and the first prosecutions under both HSNO and the Climate Change Response Act.

Gayle is recognised for her strong, values based leadership, particularly through periods of organisational change and heightened regulatory complexity. She has a strong track record in building capable, multidisciplinary teams, fostering a culture of professionalism, collaboration and continuous improvement. Gayle has also made significant contributions to enterprise wide strategy, programme governance, and health and safety leadership.

We’re looking forward to her joining the team and getting to know the people and the business. Gayle starts in the role on 7 April 2026.

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/appointments-caa-appoints-new-deputy-chief-executive-gayle-holmes/

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Federated Farmers – Government must urgently rule out controversial water tax

Source: Federated Farmers

Federated Farmers is calling on the Government to immediately and categorically rule out any form of ‘water tax’ in its proposed RMA replacement bill.
“There’s absolutely no way we’re going to support any laws that open the door to taxing water,” Federated Farmers RMA reform spokesperson Mark Hooper says.
“A water tax would be a nightmare for farmers and growers, undermining confidence in our productive sectors and pulling a handbrake on economic growth.
“The Government needs to move quickly and strike out any wording that would allow water rights to be auctioned, tendered, levied or taxed.”
In December, the Government released two major pieces of legislation, the Planning and the Natural Environment Bills, to replace the Resource Management Act (RMA).
Federated Farmers policy staff spent the summer break trawling through 744 pages of complex legislation and have serious concerns about what they’ve uncovered.
“It’s incredibly alarming to find clauses that give Ministers sweeping powers to tax water as a tool for managing demand,” Hooper says.
“Based on every conversation we’ve had with the coalition Government, we don’t believe it was ever their intent to impose a water tax on farmers.
“Unfortunately, it seems bureaucrats have snuck this one past Ministers, because that’s exactly what these provisions enable – it’s all there in black and white.”
Previous National Party Prime Ministers, including John Key and Bill English, explicitly ruled out water taxes in their day.
Federated Farmers is now calling on Prime Minister Christopher Luxon to urgently do the same – because rural New Zealand needs to clearly understand his position.
“Federated Farmers strongly supports the objectives of the Government’s RMA reforms: growing productivity and making it easier to get things done,” Hooper says.
“We are in total alignment that there needs to be a stronger focus on property rights, a tighter scope, fewer resource consents, and far less expensive litigation.
“The Government’s messaging has been bang-on but, unfortunately, we don’t think the legislation as currently drafted matches the political rhetoric.”
Hooper says this may be a case of ‘officials gone rogue’, but serious questions remain about how such dangerous provisions have progressed this far.
“The Prime Minister needs to step in now, make a captain’s call, and categorically rule out any possibility of water taxes to give farmers and growers certainty.” 

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/federated-farmers-government-must-urgently-rule-out-controversial-water-tax/

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DOC Community Fund will provide $9.2 million for community-led conservation

Source: NZ Department of Conservation

Date:  12 February 2026

New Zealand has the highest proportion of threatened indigenous species in the world, with more than 1,000 native species currently classified as ‘threatened’ by extinction, and almost two-thirds of our rare ecosystems at risk of collapse.

This new round of the DOC Community Fund will support local conservation activities to deliver tangible outcomes for biodiversity, promote collaboration, and enable meaningful Māori engagement.

Sia Aston, DOC Deputy Director-General Public Affairs and Partnerships, says the contributions of community groups enables greater outcomes for nature.

“Community groups play a pivotal role in protecting our native species and their habitats, and we know they bring a lot to table,” says Sia. “By drawing on the strengths and resources of these groups – like volunteer hours, expertise, or co funding – DOC can amplify the positive change they create.

“This reflects DOC’s goal for New Zealanders to ‘Always Be Naturing’; we can all make a bigger difference through shared effort, with every action adding up to support the nature we all rely on.

“Together we can achieve the best outcomes possible for our very special biodiversity, so I’m really excited to see what this round of applicants will bring to support critical conservation work around New Zealand.”

Community groups, iwi and hapū, as well as private landowners throughout the country can apply for the funding.

The 2026 funding round will open on 31 March and close on 30 April 2026, giving applicants more time to plan and engage with relevant parties. Details on how to apply are available on the DOC website. Successful applications will be announced from July 2026.

Background information

The DOC Community Fund (DOCCF) is a Crown fund established in 2014 that provides contestable funding for community-led biodiversity restoration projects on public and private land.

The DOCCF has an annual appropriation of $4.6 million (the 2026 round is doubled as it includes the 2026/27 appropriation).

Since 2014, the fund has awarded approximately $50 million to over 750 community conservation initiatives across New Zealand.

This round focuses on projects protecting threatened species (defined as Nationally Critical, Nationally Endangered, Nationally Vulnerable or Nationally increasing) and threatened ecosystems (defined as Critically Endangered, Endangered or Vulnerable).

Contact

For media enquiries contact:

Email: media@doc.govt.nz

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/12/doc-community-fund-will-provide-9-2-million-for-community-led-conservation/

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Cyber and Supply Chain Risks Reshaping Japan’s Business Landscape, Aon Survey

Source: Media Outreach

  • “Geopolitical Volatility” is a top five current and future risk, highlighting the growing instability across the region
  • 83 Percent of Firms Report Rising Insurable Risk Costs

TOKYO, JAPAN – Media OutReach Newswire – 12 February 2026 – Aon plc (NYSE: AON), a leading global professional services firm, has released the Japan findings of its 2025 Global Risk Management Survey. The survey reveals that Japanese businesses are navigating a complex landscape marked by persistent cyber threats, supply chain disruptions and weather/natural disasters. The survey, which gathered insights from nearly 3,000 risk managers, C-suite leaders and executives across 63 countries, highlights the unique risks Japan businesses are facing amid global disruption.

Japan’s Top Risks:

“Cyber Attacks/Data Breach” remains the top risk for Japanese businesses, consistent with global trends. “Supply chain or distribution failure” ranks second, as extreme weather events and mounting geopolitical volatility including shifting trade policies force companies to reassess their supply chains. In addition, “Product Liability/Recall” and “Exchange Rate Fluctuation” pose significant risks, reflecting the country’s manufacturing strength and exposure to global market volatility. Notably, 63.6 percent of Japanese respondents reported losses due to product liability or recall issues and 47.6 percent cited losses from exchange rate fluctuations.

Tatsuya Yamamoto, CEO of Japan at Aon, said, “Japanese organisations are operating in an environment of unprecedented complexity. Cyber, weather and geopolitical risks continue to be acute challenges for Japan businesses, underscoring the need for robust risk management frameworks and agile strategies. As market trends shift and competition intensifies, vigilance and adaptability will be key. The interconnectedness of risks – where a cyber attack can disrupt supply chains or geopolitical volatility can trigger regulatory changes – demands a holistic, proactive approach to resilience.”

2025 Top 10 Business Risks in Japan

  1. Cyber Attacks/Data Breach
  2. Supply Chain or Distribution Failure
  3. Weather/Natural Disasters
  4. Geopolitical Volatility
  5. Business Interruption
  6. Economic Slowdown/Slow Recovery
  7. Exchange Rate Fluctuation
  8. Commodity Price Risk/Scarcity of Materials
  9. Product Liability/Recall
  10. Failure to Attract or Retain Top Talent

Risk Management: Formalisation and Focus on Insurable Risks

Japanese organisations demonstrate a strong commitment to risk management, with 74.7 percent having a formal risk management and insurance department, compared to 68.4 percent globally. Additionally, 75.3 percent measure the total cost of insurable risk and 83.3 percent report that these costs are increasing. While risk awareness is rising, most organisations have yet to quantify their exposures or leverage advanced analytics.

Japanese Businesses Risk Management Assessments for Top Three Risks

For “Cyber Attacks/Data Breaches”:

  1. 27.2 percent have assessed the risk
  2. 12.6 percent have developed continuity plans
  3. 22.3 Percent have risk management plans

For “Supply Chain or Distribution Failure”:

  1. 25 percent have assessed the risk
  2. 20 percent have developed continuity plans
  3. 26.7 Percent have risk management plans

For “Weather/Natural Disasters”:

  1. 24.1 percent have assessed the risk
  2. 22.4 percent have developed continuity plans
  3. 13.8 percent have risk management plans

Future Risks: Rapidly Changing Market Trends and Geopolitical Volatility

Looking ahead, Japanese organisations expect “Weather/Natural Disasters” and “Geopolitical Volatility” to remain critical risks, alongside “Rapidly Changing Market Trends,” which is more prominent in Japan than globally. This highlights the country’s exposure to climate events and evolving consumer preferences.

Japan’s Top Five Future Business Risks by 2028:

  1. Cyber Attacks/Data Breach
  2. Weather/Natural Disasters
  3. Geopolitical Volatility
  4. Rapidly Changing Market Trends
  5. Increasing Competition

Shinichi Kandatsu, head of Commercial Risk Solutions for Japan at Aon, said, “Cyber and weather-related risks continue to lead the rankings as top concerns for Japanese businesses today and in the future, with geopolitical volatility also ranking among the top five risks across both periods. This trend reflects the growing instability across the region, with implications for supply chains, regulatory environments and financial performance. In today’s fast-moving market, leveraging advanced data analytics is essential for businesses to anticipate emerging risks, optimise risk capital and build resilience. The findings from Aon’s Global Risk Management Survey provide Japanese businesses with actionable information to benchmark their risk strategies and identify areas for improvement.”

To access the full report and explore how Aon is helping clients navigate today’s disruption dynamic, visit Global Risk Management Survey Japan

Hashtag: #Aon

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

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

LiveNews: https://livenews.co.nz/2026/02/12/cyber-and-supply-chain-risks-reshaping-japans-business-landscape-aon-survey/