Category: Summaries

Source: Radio New Zealand

The Citizens Advice Bureau says people are going to need significant support as fuel prices continue to rise, and is hopeful whatever relief the government is set to offer will include support for those not in paid work.

Cabinet has signed off on what support the government will offer, with details to be released later on Tuesday.

The Finance Minister has hinted it would be targeted towards low and middle income families.

“It must be targeted, it must be timely, and it must be temporary and not drive inflation or debt higher, because as we steer New Zealand through this immediate challenge, we must also continue to look to the future and bend the debt curve down,” Nicola Willis said on Monday.

The fact the Inland Revenue Department and Treasury had been tasked with going over the options, and a previous admission from the government it would use existing mechanisms, indicated it could be looking at changes to Working for Families.

The In-Work Tax Credit (IWTC) was paid out depending on someone’s income, the weeks they worked, and how many children they had.

In April, the government would raise the abatement threshold (the income level at which the credit would reduce) from $42,700 to $44,900.

There was also the Independent Earner Tax Credit (IETC) for people earning between $24,000 and $70,000.

The IETC was designed to help people on lower to middle incomes that were not eligible for Working for Families.

People earning between $24,000 and $66,000 received a tax credit of $10 per week. It decreased by 13 cents for every dollar someone earned over $66,000.

Asked on Monday whether the abatement thresholds would be temporarily changed, Willis said she would wait to comment until the details of the package were announced.

The Citizens Advice Bureau’s national policy advisor Louise May said there were already “high levels of stress” amongst the client base, and the latest hike in the cost of living could plunge people further into hardship.

“We’ve got a lot of clients coming in for help who are just unable to make ends meet. That includes clients with work and those without, and we are really concerned that those clients are going to be in even more dire financial and material hardship situations,” she said.

May hoped both people in work and people receiving income support who did not have paid work were offered relief, and also called for relief for support services such as food banks and emergency accommodation.

“Any measure to increase money coming into the pockets of people who are struggling should definitely be looked at. One thing we’re really concerned about is the fact that there hasn’t been mention of families who don’t have paid work,” she said.

“We think it’s really important that any relief package that’s introduced as a result of this latest crisis also includes families and people who don’t currently have paid employment. They are the ones who are going to be most affected.”

May said it was not just about what people were paying at the pump, but rent and food prices were also high, and people were struggling.

Infometrics chief executive and principal economist Brad Olsen said changes to the IWTC or IETC would be quick and effective.

He said the difficulty of using the tax system was it would not be as easy for households to see the money come into their back pockets compared to a helicopter payment such as the 2022 Cost of Living Payment, but it would mean the government could run it out quickly and then run it back quickly.

“It does seem like probably the best way to move things through is to use the tax system. Whether or not it’s enough, any little bit will help at the moment, given the sorts of pressures that some households are under. I guess the most workable thing using the tax system around the Independent Earner Tax Credit and the In Work Tax Credit is that they can be targeted to those on lower incomes already, and so you are getting the support there through to people who probably need it most.”

Olsen said the government would be trying to balance providing support and limiting the costs.

“There’s no extra money in the system, and to fund whatever package the government is coming out with either requires an increase in debt or something else in the government system to be cut back on,” he said.

“They want to provide as much support as possible, but keep the limitations tight so they’re not sort of spending a huge amount. And for some people, that does mean that they will feel that they’re not getting the support they might expect from government. But equally, the wider you go, the more money it costs, and therefore at some point, the more the country has to repay.”

Olsen said one of the risks of using tax system changes was they were sometimes “so fiendishly complex” that households may not know what they were entitled to, and sometimes neither did the government.

“They get too much or too little, and then you only find out after the fact that they actually either deserve more, or sometimes in the worst case, they have to start paying this money back, which would almost be the complete opposite of what the government wants to try and support at the moment.

“So you want to, from a government point of view, try and balance these changes, to make them as absolutely blunt and simple as possible, to get that money out the door, to support those who need it, but also have it go through enough of a workable system, which is a more complex tax system that we have to try and provide that sort of targeted focus.”

Labour leader Chris Hipkins was reserving judgement on what the government would offer until he had seen the details, but said the “principle” was that it should be offered to all people on low and fixed incomes.

“Anyone on a fixed income or a low income is going to be suffering at the moment because of the high price of fuel. That includes superannuitants, it includes people living on benefits, it includes people caring for others and not currently earning an income, not just those who are on low incomes in the workforce.”

Hipkins would not, however, offer up what Labour would do differently if it was in power, saying it was up to the government to present a plan.

“At the moment, the onus has to be on the current government to lead the country through that,” Hipkins said.

The Green Party has proposed an urgent support package including free public transport, relief payments for low income and rural people to help meet additional transport costs, temporarily expanding eligibility for school buses and reversing cuts to school bus routes, reversing planned cuts to the Total Mobility Scheme, increasing mileage rates to care and support workers who receive well below standard IRD mileage, and a windfall profits tax.

Asked why the Greens could propose policies but Labour could not, Hipkins said minor parties could “promise a lot of things” during election campaigns.

“They get a lot more luxury to promise whatever they want, compared to the bigger parties,” Hipkins said.

In a post on social media on Monday night, Prime Minister Christopher Luxon said he had spoken with Singapore Prime Minister Lawrence Wong about what more they could do to deal with difficulties in fuel and other supply chains.

Luxon said about a third of New Zealand’s fuel was refined in Singapore and the two leaders agreed it was important to keep the trade of essential goods flowing between the two countries.

“We’re working hard to ensure New Zealand’s fuel needs are met amidst the conflict in the Middle East, which is causing disruption to supply and higher prices at the pump,” he said.

“When I visit Singapore in May, we will sign the Agreement on Trade in Essential Supplies, a deal that will help keep supply chains flowing for fuel, food and other products.

“Building on the great platform we’ve built with one another, we also talked about what further work our Governments can do together as we navigate through these supply chain challenges.”

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

Source: Radio New Zealand

Analysis: Christopher Luxon’s personal performance and that of his party is worse, and more people think the country is headed in the wrong direction under his government.

Those are the bleak messages being sent by voters in the latest RNZ-Reid Research poll.

The poll has National on just 30.8 – only just scraping above the death knell threshold of anything with a 2 at the start of it.

For Luxon personally his preferred prime minister score is 17.3 – down from 19.4 in RNZ’s last poll in January.

While there’s been speculation in recent weeks off the back of another bad poll that Luxon’s time as leader could be running out, the RNZ-Reid Research poll doesn’t point to any obvious successors.

Housing Minister Chris Bishop only reached 0.6 percent – down from 1.3, while often tipped future leader and Education Minister Erica Stanford registered 1.4 percent, up slightly from 1.2 at the last poll. Not exactly threatening results.

For Luxon, however, it’s his net favourability – the difference between those who think he’s doing well and those who rate his performance badly – where things really take a dive.

The Prime Minister has a net favourability score of -20.6, even worse than the dismal result he got in the last poll of -14.

If it’s the economy that Luxon will turn to for a brighter outlook, it’s only bad news there too.

Half of respondents – 50 percent – now think the country is headed in the wrong direction under this coalition government, while just 32.3 think it’s headed the right way.

Compare that with January when 46.6 percent picked wrong direction versus 36.3 that picked right and it’s another public sentiment tracking the opposite way to what Luxon and his team would like.

It’s worth noting 72.6 percent of National voters felt the country was headed the right way but a much smaller number for Act – just 57.5 percent – and an even worse showing for New Zealand First – only 26.6 percent – paints a story of coalition supporters also feeling gloomy.

While the net figure for wrong and right direction has been dropping since the first RNZ-Reid Research poll in March 2025, it did lift slightly in the last poll in January, only to plunge to an even lower score this time round.

The grim warnings are hot on the back of another poll that had National on 28 percent.

The Taxpayers’ Union Curia poll that was published on March 6 was a catalyst for questions over Luxon’s leadership and speculation that grew so fevered he had to go on air at the last minute for an unscheduled interview to dampen it down.

On RNZ-Reid Research’s poll numbers Labour, New Zealand First and the Greens had a slight improvement on their party vote while everyone else suffered drops.

Labour has the biggest share with 35.6, while New Zealand First is on 10.6, the Greens 10.1, Act 7 and Te Pati Maori 3.2.

Labour leader Chris Hipkins was also down in his preferred prime minister rating, on 20.7, while his net favourability was comfortably ahead of Luxon’s on +0.3.

While this poll covers the period in which Hipkins was in the media denying a number of allegations made by his ex-wife, which she had posted to social media, at least half of those polled had already been counted before that story broke.

If this poll result played out on election night, both the centre-right and the centre-left blocs would get 60 seats – not enough to form a government, leaving a hung parliament.

It’s been a tough month for New Zealanders already suffering a years-long cost of living crisis, with spiking prices at the pump, at the supermarket, and on other services like flights.

The ongoing war in Iran and no end-date in sight has people feeling nervous about the months ahead.

Winter is also looming, when Kiwis inevitably feel the pressure of sky-rocketing power prices.

It’s a less than rosy outlook and what this poll suggests is that National is wearing a lot of the responsibility for that and people aren’t enamored with Luxon.

Unpopular prime ministers have won elections before and it’s still seven months out from polling day, but the runway for turning the economy around is growing shorter by the week.

The problem with campaigning on getting the country back on track, as National did in 2023, is that sometimes situations well outside of its control can have an overwhelming impact on whether that’s achieved or not.

Rather than quietly cursing the policy-light Opposition at home, it’s political friends (perhaps turned foes) abroad who are causing Luxon the most grief.

*The RNZ-Reid Research poll covered the period of the 12th to the 20th of March and interviewed 1000 respondents online. It has a margin of error of +/- 3.1 percent.

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

Source: Radio New Zealand

The finance minister will reveal “targeted and temporary” support for hard-hit families on Tuesday, as fuel costs continue to rise.

Nicola Willis gave notice of the announcement at Monday’s post-Cabinet media briefing, alongside Prime Minister Christopher Luxon and Associate Energy Minister Shane Jones.

Jones also announced plans to align New Zealand’s fuel standards with that of Australia, allowing the import of fuel destined for Australia to New Zealand instead.

Willis said the decisions on support had been taken at Cabinet, and while some of the details were still being worked out, that would not affect how quickly families could get it.

“This conflict is impacting just about every New Zealander, it has pushed up the price of petrol, diesel and jet fuel and those increases are already hurting our people and our businesses. Unfortunately the government is not in a position to mitigate that impact on everyone,” she said.

“The approach we are taking is consistent with the findings of the Royal Commission of Inquiry into the response to the Covid pandemic, which highlighted the damage that can be done by untimely, untemporary and untargeted spending.”

It was unclear when the support would be rolled out, with Willis saying that would be made clear when it was announced.

Motorists should fuel up as and when they needed to, she said, with the government’s solution set to target income rather than fuel prices.

‘No concerns’ about fuel supply

For now, there were no concerns about fuel supplies in New Zealand, she said.

“To date, all shipments have arrived as scheduled and fuel importers have not raised any concerns about shipments that are due here in future.

“It remains the case that we have to be prepared for the possibility of disruptions in the medium to longer term, particularly because the refineries in Southeast Asia from which we import more than 90 percent of our fuel may have challenges getting the feedstock crude oil that they need.”

Luxon said the country had at least enough fuel for the next seven weeks, although the government was preparing in case of long-term further disruption.

“If you are someone who has just faced a 30 percent increase in your fuel bill or a 60 percent increase in your diesel bill since the actual crisis, since this conflict has commenced, it’s real.

“We cannot do the Covid learnings and mistakes, which was just spray a heap of money around that has short term gain but long term pain – massive long-term pain – and equally we’ve got to find a way to get people support in a temporary, targeted kind of way.

“The reality is that we are not going to be able to alleviate the pressure of rising prices for everyone, but what we’ve been clear about are the parameters for any support that we provide, which is that it must be targeted, it must be timely, and it must be temporary and not drive inflation or debt higher.”

The latest data from Ministry of Business, Innovation and Employment showed stocks for about 47 days of fuel, including about 50 days worth of petrol, 46 days of diesel, and 45 of jet fuel.

The data, accurate to last Wednesday, marks about two days fewer than was reported last week.

One new fuel shipment arrived on Sunday, and two more – carrying between them another 20 days of each kind of fuel – are expected to arrive in the next fortnight.

The next update is due on Wednesday, but the ministry says New Zealand is not yet experiencing the kind of sustained disruption that would justify emergency measures under the national fuel plan.

Luxon said nothing had changed about New Zealand’s position on the Iran conflict, but that Iranians “holding hostage a whole bunch of ships to bring fuel and critical supplies … that’s not acceptable”.

“What we want to see is a quick resolution to this conflict and that means that actually respecting civilians and civilian infrastructure is really important … we think the best thing is de-escalation.”

Willis confirmed some consideration had been given to which industries could be prioritised if fuel rationing was needed, but this would not be revealed until a later date.

“We will not be having to hit the button tomorrow, but we will outline what our proposed phasing of response is … we recognise that it’s useful for people to understand what could be coming under a range of scenarios,” she said.

She noted the high prices would also naturally limit fuel use.

“It is pinching people’s pockets already and that is changing people’s choices. So Auckland transport have reported they had their biggest day of public transport use in seven years, I think that’s people deciding to use their cars a little bit less because it’s pretty expensive right now.”

‘Anzac pact’ in fuel and other standards

Jones outlined the government’s plan to temporarily allow fuel that meets Australian specifications to be supplied to the New Zealand market for up to a year.

Fuel companies had said this could allow them to secure shipments more quickly, and from a wider pool of suppliers.

Jones said long-range vessels typically carried about 120 million litres, and New Zealand consumed about 24 million litres of fuel a day – with about 47 percent of that being diesel, about 35 percent being petrol, and the remainder being aviation fuel.

“Should such a vessel be on its way to Australia then we would have the ability to also benefit from such a vessel.”

He said fuel refined to Australian standards was compatible with New Zealand vehicles, and met safety and quality expectations, pushing back on the suggestion it would allow dirtier fuels than under current standards.

“It’s unkind of us to refer to our Aussie compatriots as dirty,” he said. “There’s two things – whether or not fuel used in a high-temperature northern Australian environment, we are advised that a lot of that fuel is suitable for the North Island … with the South Island the fuel importers assure us that they will have the optionality to service both of those markets.”

He said officials had spoken to Australian counterparts.

“We pushed the idea that at some point in time we should explore and ANZAC pact and I would say to you this is the first step that we’re taking to join forces.

“It’d be fair to say that I’ve got a fair degree of support in our Cabinet to actually move towards permanent harmonisation of not only these standards but a variety of other standards in the economy.”

Willis and the associate ministers of finance would make further improvements, he said.

The government would not follow Australia’s lead in relaxing standards to allow higher-sulphur fuel, he said, at least not yet.

“At this stage it’s not our intention to do so, however, we will take advice should the situation change – and that could be an option that expands our supply.

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

Source: New Zealand Government

Tuvalu Prime Minister Feleti Teo will visit New Zealand this week, Prime Minister Christopher Luxon has announced. 

“We share a warm and close partnership with Tuvalu, underpinned by strong development, cultural, economic, and people to people links,” Mr Luxon says.

“I look forward to discussing how we can deliver on our shared ambitions and regional priorities, and hearing about the Pre-COP31 Leaders’ Event Tuvalu is hosting in October.”

New Zealand has a long-standing development partnership with Tuvalu, including support for education, health, economic development and coastal resilience. 

While in New Zealand, Prime Minister Teo will meet Foreign Affairs Minister Winston Peters, Pacific Peoples Minister Dr Shane Reti and Climate Change Minister Simon Watts. He will also attend community events and engage with the Tuvaluan diaspora.

Prime Minister Teo’s visit to New Zealand will be his first official visit since he was elected Prime Minister in 2024. He will be accompanied by Tuvalu Foreign Minister Paulson Panapa and Tuvalu Minister for Transport, Energy, Communication and Innovation Simon Kofe.

MIL OSI

Source: Radio New Zealand

Both the previous government and the current one kicked the can down the road on making ‘sensible’ changes to road rules, but now the changes are back on the agenda

Every day, across the country, kids break the law by riding their bikes on the footpath.

Every now and again they might get a growling from a grumpy passerby, but for the most part, Kiwis recognise that it’s a safer alternative to a child riding where they’re technically supposed to – in a cycle path, or on the road.

“I think most parents who have got kids riding their bikes will probably be doing it on the footpath,” director of greater Auckland Matt Lowrie said.

But now, the government has proposed changes to road rules that would mean children 12 and under are free to ride where it’s safest – on the footpath.

In a press release, Transport Minister Chris Bishop said the changes were aimed at “fixing the basics” for big and small forms of transport.

They come in two packages with the first including:

• Allowing e-scooters in cycle lanes
• Kids 12 and under being allowed to bike on the footpaths
• Mandatory passing gaps around cyclists and horses
• Drivers in 60 kilometres or under speed zones to allow buses to merge into traffic
• Better signage for berm parking

The second package relates to heavy vehicles.

This article is focused on the first package and what it means for drivers, riders and pedestrians.

These changes aren’t a new concept.

National announced similar rules in 2025 and the previous Labour government proposed changes to footpath rules in 2020.

Matt Lowrie, who is an avid cyclist, said these changes had been a long time coming.

“A lot of these are quite common sense changes and so the government are now getting back to it again and looking to get them approved.”

New Zealand director of road safety charity BRAKE, Caroline Perry, said the organisation welcomed the changes, but would like clearer guidance on some aspects.

“There are some small parts to it that we would like some clarification on in terms of things like children up to the age of 12 being able to cycle on footpaths. What about their parents or guardians?”

Currently e-scooters are allowed to ride on the footpath and the road, but it’s illegal to ride in the cycle lanes, but this would change under new rules.

“In legislation, only bikes can be on cycle lanes, whereas actually in terms of the speed that e-scooters are generally going, they actually match more appropriately the speeds that are on the cycle lanes, so that makes sense that e-scooters could use those lanes rather than footpaths,” Perry said.

The proposed change to this rule could help improve safety for e-scooter riders – especially important with e-scooter-related ACC claims on the rise.

Between 2022 and 2025, new ACC claims involving e-scooters increased by 55 percent across all age groups.

Young people under the age 25 made up close to half of ACC claims between the beginning of 2026 and early February.

Perry said more could be done to minimise riding risks.

“We need more investment in infrastructure, particularly for active modes.

“Part of making it safer to walk and cycle is to have more of those dedicated facilities for them such as bike lanes.”

Despite all the negative commentary that can come with e-scooters, Lowrie says the positives do outweigh the negatives.

“What e-scooters do is open up the first mile, last mile connection.

“E-scooters can really help with addressing those issues and making public transport – walking, cycling – more attractive and [allowing people to] get around our city easier, and often faster.”

These proposed road rules are currently open for consultation and close on the 25th of March.

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

Source: New Zealand Government

The number of electric vehicle (EV) public chargers around New Zealand will more than double thanks to $52.7 million in zero-interest loans from the Government and co-investment from ChargeNet and Meridian, Transport Minister Chris Bishop and Energy & Climate Change Minister Simon Watts say.

“Many New Zealanders have thought about getting an EV, even before the fuel challenges we’re currently facing. But research shows that the lack of public chargers is holding many back from making the switch to an EV,” Mr Bishop says.

“The private sector is reluctant to invest in charging infrastructure until there’s sufficient demand, but demand won’t grow until the lack of public chargers stops putting buyers off. Just as the previous National-led Government did with the ultrafast broadband network rollout, we’re taking action to break that deadlock.”

ChargeNet and Meridian Energy were selected through a contestable, value-for-money bid process. Both companies are co-investing a combined $60 million of their own capital alongside the Government loans, taking the total investment to over $110 million.

“Concessionary loans bring forward private investment in public EV charging infrastructure by lowering the cost of capital, while keeping the taxpayer’s contribution to a minimum,” Mr Bishop says.

“In this case, the average loan per charge point is $20,000, but once repayments are factored in, the net cost to the Crown is around $10,000 per charger, roughly a quarter of what a direct grant would cost.

“We’re also changing our planning rules to make the installation of public EV chargers a permitted activity under the RMA, meaning in most cases no consent is required – another factor that will help to speed up delivery.”

The 2,574 new charge points include 1,374 DC fast chargers and 1,200 AC chargers. DC fast chargers deliver power directly to the battery and can charge a car in 20 to 60 minutes, making them suited to highways and destinations where people stop briefly. AC chargers are slower and better suited to places where cars are parked for longer periods, like shopping centres, workplaces, and residential areas.

“About half the new chargers will be spread across Auckland, Hamilton, Tauranga, the Wellington region, Christchurch, and Dunedin, with the other half throughout the regions, so drivers outside the main centres will benefit too,” Mr Bishop says.

“New Zealand currently has a bit over 1,800 public charge points, which is among the lowest charger-to-EV ratios in the OECD. Another 161 charge points are also in progress. Combined with the investment being announced today, the national total will be around 4,550. The Government is working towards 10,000 charge points by 2030, roughly one for every 40 EVs.”

“Owning an EV in New Zealand already makes strong financial sense. Electricity is cheaper than petrol and almost entirely generated from renewable sources like wind, geothermal, solar, and hydro,” Mr Watts says. 

“Kiwis are already making the shift to electric vehicles as a cost-of-living choice, and we have seen uptake grow. In February 2026, EV sales were up 10.5 per cent on the same month last year – and anecdotal evidence suggests even greater interest over the past couple of weeks as conflict in the Middle East has seen fuel prices increase.

“At a time when global fuel markets are volatile, that matters. 

“A better charging network means more New Zealanders can take advantage of it, and that’s good for household budgets and our emissions profile alike. EVs produce at least 60 percent fewer lifecycle emissions than petrol vehicles.”

Notes to editor: 

• Concessionary loans are loans at below-market interest rates (in this case, zero-interest) which incentivise charge point operators to invest in charging infrastructure ahead of demand. The repaid capital can be used for new loans if co-investment is still required or allocated to other initiatives.
• The loans are administered by National Infrastructure Funding and Financing (NIFFCo), the successor organisation to Crown Infrastructure Partners (which delivered Ultra-Fast Broadband). EECA will provide assistance as required.
• The Government has allocated $66.145m of capital funding for concessionary loans.
• The concessionary loans will fund up to 50 percent of project capital costs, have a zero percent interest rate, and a maximum tenure of 13 years. The loans have been awarded through a contestable co-investment bid process.
• Applications were assessed against value-for-money criteria to ensure loans are awarded to projects of greatest benefit and that New Zealand’s EV charging network grows at pace.
• Consumer monitoring by EECA consistently shows that some of the main perceived disadvantages of EVs include that the driving range is not suitable for long distance travel, and that there are not enough public chargers available. Increasing the availability of public charging infrastructure gives drivers the confidence to switch to an electric vehicle. See EECA’s EV Charging research October 2025 update – EV Charging Research 

MIL OSI

Source: Radio New Zealand

The Government Communications Security Bureau (GCSB) spy agency has taken six times longer than it should have to address questions about lax cyber security identified in a Treasury report.

The report last year mentioned that government data was “being managed or held by unvetted third parties”.

It gave no details, so RNZ sought them.

Director-general Andrew Clark apologised for taking 120 working days to respond, instead of the statutory 20 under the Official Information Act (OIA).

He then refused to answer virtually all of the dozen questions.

Clark said they had to keep incidents and vulnerabilities confidential or people would not share with them, and they needed that information to counter threats.

The Treasury report said government agencies had continued to raise concerns about the security of third-party vendors’ products and services, including poor security controls and unpatched software.

“Some agencies reported that vendors had offshored some services without their prior approval, meaning government data was being managed or held by unvetted third parties,” said the quarterly investment report for the three months to December 2024. Such reports are released publicly many months after they are done.

New Zealand’s small size as a market was biting it, the report suggested.

“Agencies assess that poor service delivery is likely driven by lower competition and less resourcing for comparably smaller contracts in New Zealand versus larger markets,” it said, under the title ‘Other emerging … issues’.

“Low competition, coupled with poor service delivery from some vendors, has also led to high reliance by many Government agencies on the same few vendors, which creates risk to service delivery across the public sector should those vendors suffer a cyber security incident or event.”

Many government agencies had become increasingly reliant on cloud-computing services from US Big Tech companies.

RNZ asked the GCSB, National Cyber Security Centre and Internal Affairs who the problem vendors were. Clark in his response would not name them or say anything about them.

“Providing this information would likely have commercial implications for these vendors” so that was refused on the grounds of unreasonably prejudicing someone’s position.

What about the government agencies that had raised the alarm?

“I am refusing those parts of your request where you have asked for information that has been provided to the GCSB in confidence by agencies,” was the reply, otherwise it might prejudice the supply of such info in future.

The unvetted third parties were not disclosed, and neither were the risks to service delivery that Treasury had told ministers were in play.

The risks information was refused on the grounds the GCSB “does not hold this information in the manner or format you have requested”.

Work was underway on digital investment and procurement, Clark said.

Asked what measures were taken, he said the National Cyber Security Centre provided a range of advice, and they had recently developed “minimum cyber security standards” to focus on the basics and encourage good practices.

The subsequent three quarterly reports after this one did not mention the threat again.

But other weaknesses did come up in them, and in one case Treasury was called out for them, in the latest quarterly report, to September 2025.

It said many data and digital projects did not include information relating to cyber security management or improvement.

It went on to fault the Treasury’s investment management system because it did not recognise the ongoing cost of cyber security, “making it difficult” to upgrade old systems and move away from on-site hardware to ‘as-a-service’ tech “which we know deliver better security results”.

“The current financing rules and settings around capital and operating expenditure are preventing agencies from modernising and improving their cyber security.”

Agencies’ approach to procuring IT systems or services was called “outdated and fragmented” by the government chief digital officer in the September quarterly report, six years after Treasury told the public sector to take an all-of-government approach to try to cut the IT upgrade bill of multi-billions of dollars.

The long wait for the response to the OIA request was put down by the GCSB to consultation and the “volume of information requested” by RNZ.

Most of Clark’s three-page response was taken up outlining the grounds for refusing the information.

RNZ asked for any report that focused on the threat, but did not get one.

Clark apologised for the wait.

“Our response … did not meet the statutory deadline and I do apologise for that. Thank you for your patience while we completed our response.”

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

Source: Auckland Council

Auckland’s Future Housing Plan – Proposed Plan Change 120 – makes important changes to Auckland’s planning rules, and there is discussion happening in communities across the city. 

The plan change strengthens the rules for building new homes in places at risk of flooding and other natural hazards while also meeting central government direction on housing capacity.   

It aims to better protect people and property, while enabling more new homes in well-connected areas near jobs, shops, services and fast, frequent public transport.

But some of the things being shared aren’t accurate, from forcing homeowners and tenants to relocate, new homes being built immediately to comparing Auckland to different situations in different cities.

Here are some quick questions and answers to help you understand what Proposed Plan Change 120 does – and what it doesn’t do.

Question: Does Plan Change 120 make people leave their homes?

Answer: No, it has nothing to do with relocating or moving people out of their homes. Plan Change 120 does not require anyone to leave their home or relocate – that is not how planning rules work. 

Instead, it strengthens rules for building in areas with known hazard risks, like flooding, so future buildings are more resilient or reduced in the most vulnerable areas, meaning people living in these areas are better protected. Existing homes remain and development will still happen but with tougher rules.

Question: Will the whole city be “blanketed” by higher-density homes indiscriminately?

Answer: No, taller buildings are only proposed in certain areas, mostly enabled near train stations, rapid busways (like the Northern Busway), frequent bus routes, and town centres where jobs, shops and services already exist.

These are locations where research shows public transport access and housing demand are strongest, and which help to support higher productivity across Auckland. 

Not every property will be developed that way. What gets built depends on what the market determines, property owner choices, and what can feasibly be built, not just planning rules. Development usually happens gradually, typically over many years and even in areas allowing taller buildings, there will still be a mix of housing types. 

Question: Has Plan Change 120 changed the floodplains? 

Answer: Auckland Council has continuously published information it has on flooding and other natural hazards – Plan Change 120 only introduces updated rules in the Auckland Unitary Plan that manage development in these areas.

Information on natural hazards change over time. This is due to changes in modelling inputs and assumptions, understanding of climate change and improved technology. In recent years new modelling has been undertaken to consistently reflect latest climate change information across the region.

The newer modelling has also been able show a greater level of detail about potential flooding risk than previously understood – for example, anticipated depths and velocities of floodwaters.

Question: Are homes being put into flood plains? 

Answer: Plan Change 120 allows residential development in flood plains in existing developed areas where the hazard is low, medium or high, as long as the risk can be maintained at or reduced to a tolerable level, for example through the provision of a safe evacuation route and a floor above the flood level.

Any new development will need to go through the resource consent process to determine its appropriateness against the relevant policy settings.

For sites that are constrained by very high flood hazard flooding, the zoning has changed to limit development to the Residential – Single House zone.

For all other sites, in some cases the zoning has changed to allow for additional intensification opportunities. However, the level of development that is suitable on those sites will be dependent on a site-specific assessment and the hazard conditions on site.

Question: Didn’t Christchurch push back on intensification, so Auckland should too?

Answer: No, Christchurch made significant changes to its planning rules to meet government’s intensification requirements.  

Christchurch only withdrew from some parts of the government’s housing intensification requirements because it could prove that its updated planning rules enabled enough housing capacity to meet what the legislation required – 30 years of capacity that has been shown to be commercially feasible to build. This is the legal test that applies to Christchurch. 

Auckland’s housing capacity requirement is completely different. The legal test for Auckland is that the new Plan Change 120 must enable at least the same amount of housing as the withdrawn Plan Change 78 (the previous plan change required by central government) would have enabled. 

Christchurch and Auckland are very different cities with different growth-related challenges, different legislation and their legal housing capacity requirements are not calculated in the same way.

Question: Isn’t housing capacity just a target and does leads to more choice?

Answer: No, housing capacity is not a building target, but it does provide more housing choices over time. Housing capacity required by Plan Change 120 is the theoretical number of homes that could be built if every suitable site across Auckland was fully developed to the maximum the rules allowed.

In reality, far fewer homes are built, even over many decades, and not every site will be developed. Plan Change 120 allows for the same housing capacity as the previous planning rules from central government called Plan Change 78. Capacity is not a construction target. Taking-up opportunities for development depends entirely on property owners and developers.

Capacity is set deliberately high, so developers and property owners have more choices in different locations and for different housing types. This flexibility helps to respond to changing market demands and helps improve affordability over the long term, which is supported by economic data and analysis. 

Question: Will I be forced to sell or develop my property?

Answer: No, nothing forces you to sell or develop. Property owners can continue to live in, sell, maintain, improve or redevelop their home as the planning rules allow, what happens with their property is entirely up to them. 

Plan Change 120 sets tougher standards for the future development of new homes or buildings, so they are more resilient, or to limit how much new housing can be built in areas most at risk from hazards like flooding to help reduce future risks to people and property.

There is no requirement to develop. It is entirely up to owners whether they want to sell, develop, or do nothing at all.

Question: Will my suburb change overnight with new buildings appearing?

Answer: No, Plan Change 120 doesn’t trigger immediate development. Planning rules only set out what’s allowed to be built, they do not require that homes get built or that development happens. Plan Change 120 simply enables where different types of housing could go in future. Not every property would be suitable for taller buildings. What actually gets built depends on property owners, what is determined by the market and other rules such as resource consents. 

Homes cannot be built at that speed anyway. When development does occur, it happens gradually, even over decades, and varies widely across neighbourhoods.

Question:  Won’t housing in expensive places still be unaffordable?

Answer: Allowing for more housing density can help make homes more affordable over time. For most homes, land is the biggest cost. Allowing more homes on one property spreads that cost, so each home can be more affordable than a single house on a full section. 

Areas near jobs, shops and transport are in high demand, which pushes up land values, so more homes in these areas provide more housing choices.

While homes won’t suddenly be “cheap,” more choices — like townhouses and apartments — give people more choice at different price points and creates competition in the market, helping ease price pressure over time.

What does Proposed Plan Change 120 do?

Here’s the simple version, plan change 120 proposes to:

• Strengthen rules for building new homes in areas at risk from flooding and other hazards, with the worst-affected areas mainly limited to single houses.
• Enable more homes within walking distances of the city centre, other town centres, train stations, stops on the northern and eastern busways and along some frequent bus routes.
•  Meet central government direction for significantly more housing capacity and taller buildings around key train stations to support investment in the City Rail Link.

This could mean:

• Better protection for people and property by strengthening the rules we already have, reducing exposure to hazards that are becoming more common with climate change.
• More new homes where it makes more sense, in well-connected places close to jobs, shops, and fast, frequent public transport – where demand for housing and transport access is strongest.
• More housing choices in more locations with easier access to everyday services and facilities.
• More transport choice, less congestion, and better access to game-changing infrastructure that all Aucklanders have paid for – helping to get the best return on billons of public investment.

MIL OSI

Source: Radio New Zealand

A cheaper bus or train fare would be far better than working from home to avoid rising fuel prices, say commuters, despite the local government minister ruling it out.

Simon Watts says the government is not looking at any change or incentive model in regards to public transport.

“Public transport usage by New Zealanders has already increased, we’ve seen that flow through in our major urban cities,” he said.

“That’s obviously a result of Kiwis making the conscious decision to take public transport versus driving their vehicle and that’s what you’d expect with prices at the pump being higher.”

He said it should be up to New Zealanders to make their own decisions, based on their own circumstances.

But petrol has sky-rocketed by more than 83 cents a litre and diesel has shot up $1.33 since the US and Israel began attacking Iran.

Auckland Transport, Greater Wellington, and Canterbury Regional Councils are asking the government to encourage people to use more buses, trains, and ferries – rather than work from home.

People RNZ spoke to in central Auckland on Monday said they would prefer that.

“I do like working from home but working in the office is also really nice, it’s more collaborative,” said one commuter.

“I would prefer to have cheaper public transport,” said another.

Shay Peters from Robert Walters Recruitment Agency said a lot of jobseekers preferred to work from home.

“As we’re in tougher economic times, people are probably erring on the side of caution and will like to be in the office but I know a number would also like the opportunity on balance to be able to just save cash and be working from home at the moment.”

Last Tuesday was Auckland’s busiest day on public transport since 2019, and the capital has seen 10 percent more passengers on the train – and six percent on the bus – within the past month.

Greater Wellington Regional Council Public Transport Committee chair Ros Connelly would also like to see subsidised fares.

“There’s no doubt in my mind and from the surveys and customer feedback that we receive that the cost of public transport still is a significant barrier to people. Obviously since we’ve seen the fuel crisis, comparatively the cost of public transport has decreased but still it is extremely expensive.”

She said the train from Masterton to Wellington can cost up to $22.50 each way, per day.

“That is a barrier for many people and so they will look at other options. Working from home is definitely popular but if there was an increased subsidy we’re really confident that we would see more people on public transport and as fuel prices increase this is one way that the government can ensure that people get to work.”

Green Party co-leader Chlöe Swarbrick said it was a no-brainer to make public transport free.

“Fares have gone up by as much as a third in Canterbury, by a quarter in the Manawatū-Whanganui region and Auckland also has seen fare increases in the realm of 15 to 20 percent over the last three years. We need to remove those barriers to access and also be reserving fuel supply for those who actually need it and don’t currently have the option.”

Stacey van der Putten from Auckland Transport would welcome that.

“We’re monitoring it daily so there will be adjustments that are needed but the system does have flex to be able to support it.”

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

Source: New Zealand Government

The Government is taking practical steps to strengthen New Zealand’s fuel resilience by temporarily allowing fuel that meets Australian specifications to be supplied to the New Zealand market, Associate Energy Minister Shane Jones says.

“In a tight global fuel market, flexibility matters. Countries that can access a wider range of shipments are better placed to keep fuel flowing. This decision removes unnecessary technical barriers and helps ensure New Zealand isn’t excluded from available supply our neighbours across the Tasman are accessing,” Mr Jones says.

The temporary alignment will open up more options for fuel importers by allowing fuel refined to Australian specifications to be supplied domestically.

“The change reduces the risk of supply disruptions driven purely by technical specification differences. Fuel companies have told us this could allow them to secure shipments more quickly and from a wider pool of suppliers.

“Our fuel specifications are already very similar to Australia’s. Fuel refined to Australian standards is compatible with New Zealand vehicles and meets safety and quality expectations.”

New Zealand will not, at this stage, be following Australia’s lead and relaxing standards to allow higher sulphur fuel. Australia has made the decision so it can access high-sulphur fuel from its Brisbane refinery.

“However, we will keep an eye on whether further changes to fuel specifications could open up further supply channels if necessary,” Mr Jones says.

“This is a sensible, time‑limited step that gives importers access to a broader range of fuel shipments, including those already in our region.

“We are closely monitoring market conditions and will keep under review any further practical measures that could strengthen New Zealand’s fuel supply resilience while global conditions remain uncertain.”

The temporary alignment with Australian specifications could remain in place for up to 12 months if needed.

Editors’ note:

Fuel specifications set the minimum technical and environmental requirements that petrol, diesel and other transport fuels must meet before they can be supplied in New Zealand. Each country has its own fuel specifications.
Where there are differences in fuel specifications for the purpose of catering to different climatic conditions, this is dealt with by the requirement that fuel sold in New Zealand must still be ‘fit for common purpose’. For example, this means diesel for hot climates cannot be sold in very cold ones. 

MIL OSI

MIL OSI

Source: Media Outreach

HO CHI MINH CITY, VIETNAM – Media OutReach Newswire – 23 March 2026 – On March 20, 2026, in Ho Chi Minh City, Vincom Retail hosted the event “The New Era – Partnering to Shape the Future”, welcoming more than 500 domestic and international partners. The large-scale forum served as a platform for stakeholders to exchange market perspectives, update on emerging trends, and explore collaboration opportunities as Vietnam’s retail sector enters a new growth cycle.

The event brought together 500 key partners, including leading international retail brands such as UNIQLO, MUJI, Decathlon, Pandora, CGV, AEON Beta Cinema, SuperPark, KOHNAN, Central Retail, WinMart, Starbucks, Dookki, Guardian, and MEDICARE, alongside major domestic brands and chains including ACFC, Maison, Phoenix Group, Golden Gate, Aladdin Group, Takahiro, RuNam, Highlands Coffee, and The New Playground…

At the event, Vincom Retail’s leadership emphasized the rapid transformation of the retail industry, where shopping malls and commercial streets are evolving beyond traditional retail spaces to become lifestyle destinations. These destinations integrate immersive experiences, foster community connections, and lead modern consumption trends. This shift reflects changing consumer behavior, with a growing preference for experience, emotion, and interaction over mere purchasing and ownership.

Setting the direction for future growth, Vincom Retail unveiled its strategic vision toward 2030, focusing on developing world-class destinations. The company aims to position itself as a leading retail real estate developer and operator in Asia, setting benchmarks in trend leadership and customer experience, with a diverse and expansive asset portfolio and an extended international footprint supported by a global ecosystem. This unique platform enables pioneering brands and concepts to converge and co-create breakthrough experiences, many of which are being introduced in Vietnam for the first time, delivering fresh value to consumers while shaping the future of retail and establishing new regional standards.

In terms of product strategy, Vincom Retail is focusing on two core formats. Vincom Mega Mall is positioned as a “Mega Shoppertainment Destination”, a large-scale experiential hub that leads market trends. Meanwhile, Vincom Collection is developed as a “Retail-tainment Destination”, combining shopping and tourism, built around five key pillars: Play – Discover – Shop – Savor – Relax.

A prime example is the “super destination” model integrating Retail – Tourism – Entertainment at Vinhomes Green Paradise Can Gio, featuring 15 next-generation retail complexes. Among them, Vincom Mega Mall Can Gio and Vincom Collection Cosmo Bay are the first projects to be unveiled, promising multi-layered experiences that harmonize with nature and prioritize sustainable operations.

Beyond strategic insights, the forum also featured real-world success stories and forward-looking perspectives from pioneering brands that have helped shape Vietnam’s evolving experiential retail landscape. Mr. Vu Ngoc Thuan, Founder of restaurant chains Longwang, Tianlong, Bo To Quan Moc, and GMaster, shared: “Partnering with platforms like Vincom provides a strong launchpad for brands to accelerate growth, expand further, and professionalize according to international standards.”

Mr. Shin Jae Hyuk, representative of Dookki, also highlighted growth strategies to capture market opportunities: “Together with our trusted partner Vincom, we will continue to create new milestones for Vietnam’s F&B market. Our goal is not only to sell tteokbokki, but to deliver the joyful culture of Korean cuisine to customers at an accessible price point.”

Vincom Retail plays a critical role as a developer, platform, and connector, bringing international brands to Vietnam while supporting Vietnamese brands in their journey to expand globally.

Additionally, SuperPark, a global indoor activity park brand, shared insights into the development of family-oriented active entertainment, one of the fastest-growing trends in next-generation shopping malls. These real-world examples highlight the strong opportunities for brands to collaborate with Vincom Retail to scale operations, develop innovative retail concepts, optimize performance, and enhance customer experience.

As the market enters a new phase of growth, the event not only facilitated strategic dialogue but also strengthened sustainable partnerships between Vincom Retail and its stakeholders. As a market pioneer, the company continues to support brands in scaling up, elevating business models, and capturing long-term growth opportunities. Notably, emerging super destinations such as Can Gio – envisioned as a future national tourism hub – are expected to serve as powerful growth drivers, contributing to the transformation of Vietnam’s retail landscape.

Vincom Retail is currently the largest retail real estate developer in Vietnam and ranks among the top three in Southeast Asia by scale. The company operates 90 shopping malls with a total gross leasable area of 1.9 million square meters, and manages 5,500 shophouses totaling 1.5 million square meters across 31 out of 34 provinces and cities nationwide, partnering with more than 1,000 brands.

Hashtag: #VincomRetail

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

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

Source: Radio New Zealand

Attendance services warn rising fuel prices are likely to drive up truancy.

Two service providers, one in rural Northland the other in Auckland, say transport costs are a big driver of student absences and they expect it to get worse.

Meanwhile, one of the providers, Mangere East Family Service Centre, said long-term truants had often lost the physical fitness they needed to cope with a school day and had to be eased back into classes.

The centre was the new attendance service provider for 22 schools in the area after the government regnegoiated 83 contracts last year.

Chief executive Caroline Tana-Tepania said bidding for the contract was a logical progression because its social workers in schools were already working a lot with truants.

Even so she was surprised by the scale of the problem in the area – so far the centre had been charged with tracking down 400 children who were not enrolled in any school, about 230 of them historical cases from last year.

“I knew that it was an issue, but I certainly wasn’t aware of the extent of the numbers,” she said, adding that schools would be starting to alert the service to their chronic truants.

Anika Channa managed the centre’s nine-person attendance team and had previously worked in attendance for three-and-a-half-years.

She said one of the biggest changes she had noticed in the government’s attendance service overhaul was greater involvement of other social services.

“In my experience, there are a lot of factors as to why children are not going to school. It’s actually not just that they don’t want to go. There’s barriers like transport, housing, health. So having those community organisations involved helps us navigate the families into the correct supports for them,” she said.

In addition, the service’s ‘attendance navigators’ now stayed in contact with children after they returned to school to ensure they maintained their attendance and dealt with any new barriers to attendance that might crop up.

“It just means that we’re able to intervene more quickly rather than having to wait for another referral to come through,” she said.

Channa said a major group of chronic truants was the children of families who had moved out of the area, but kept their children enrolled in a Māngere school.

She said many such families struggled to get their children to school every day and the rising price of petrol would make that problem worse.

Channa said finding non-enrolled children took a “bit of investigation”.

Often the family was not at their last recorded address and attendance officers had to ask schools for children’s emergency contacts, often members of their extended family, in order to track them down.

Channa said once children had been found, they had to be eased back into school.

“Going straight back into school for five days is just so much for them, it’s very overwhelming. It’s not just going to school, it’s socialising, it’s being out in the environment,” she said.

She said that was because many truants spent their time “bed surfing”.

“They just stay in bed and so when they go out to do anything, they get really, really tired so it takes them some time to adjust.”

Channa said consistency and “awhi” or support were the keys to a successful return to school.

Transport a massive problem

Ara Whakamaua has been the attendance service for 26 schools across Hokianga and Kaipara for more than three years.

Director Lisa Halvorson said it usually worked with more than 500 students each year, successfully closing 70-80 percent of the cases by returning children to class or finding other education options for them.

She said this year was already “way better”, thanks largely to a new computer system that showed when and where children last attended school.

“Already we’re seeing that the closure rates are reducing and that the active cases are turning around a lot faster. So that’s really pleasing to see,” she said.

“In the past, we have just been chasing kids to look for them. Whereas now we actually have that last point of contact and we’ve got the ability then to see … a little bit of a pattern or to see how often they were attending and what that looked like. So it does make it so much easier,” she said.

Halvorson said there were a lot of reasons families might not send their children to school.

“Some of it can be as simple as the child doesn’t have the right PE uniform or no shoes, they don’t have a school bag or a lunch box or a drink bottle, and so the whakamā about that child walking into a school without that is hard,” she said.

“Transport is a massive one for us in our region, so the ability for our whanau to have warranted and registered cars or to be able to afford to run their children to school – we’re talking some distances of children having to travel 30 kilometres to get to the closest school one way.”

She said some cases had relatively simple solutions while others involved multiple agencies.

“They just don’t have a pair of shoes on their feet then sure, we’ll go to the Warehouse and buy them a pair of shoes and put them into school,” she said.

“If it’s a bit bigger than that, then yes, there are other avenues that we can support whanau to complete application forms or do hardship grants … We also connect with a lot of other social services in our regions.”

She said the job was rewarding when families received the help they needed and created stability for their children.

“To get the kids back to school and have a sense of well-being and self-worth and some mates around them and a bit of social connection, that goes a long way,” she said.

“Once we see the right supports in place, and then you see the attendance stabilise, and then you see the whanau feel a bit more confident, and then everyone’s navigating the system really well. That’s a massive win,” she said.

“Some of those children would never have had that stabilisation in their lives, because sometimes you’re dealing with little six and seven-year-old children, they’re too young, they don’t know any better.”

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

Source: Radio New Zealand

The Citizens Advice Bureau says people are going to need significant support as fuel prices continue to rise, and is hopeful whatever relief the government is set to offer will include support for those not in paid work.

Cabinet has signed off on what support the government will offer, with details to be released later on Tuesday.

The Finance Minister has hinted it would be targeted towards low and middle income families.

“It must be targeted, it must be timely, and it must be temporary and not drive inflation or debt higher, because as we steer New Zealand through this immediate challenge, we must also continue to look to the future and bend the debt curve down,” Nicola Willis said on Monday.

The fact the Inland Revenue Department and Treasury had been tasked with going over the options, and a previous admission from the government it would use existing mechanisms, indicated it could be looking at changes to Working for Families.

The In-Work Tax Credit (IWTC) was paid out depending on someone’s income, the weeks they worked, and how many children they had.

In April, the government would raise the abatement threshold (the income level at which the credit would reduce) from $42,700 to $44,900.

There was also the Independent Earner Tax Credit (IETC) for people earning between $24,000 and $70,000.

The IETC was designed to help people on lower to middle incomes that were not eligible for Working for Families.

People earning between $24,000 and $66,000 received a tax credit of $10 per week. It decreased by 13 cents for every dollar someone earned over $66,000.

Asked on Monday whether the abatement thresholds would be temporarily changed, Willis said she would wait to comment until the details of the package were announced.

The Citizens Advice Bureau’s national policy advisor Louise May said there were already “high levels of stress” amongst the client base, and the latest hike in the cost of living could plunge people further into hardship.

“We’ve got a lot of clients coming in for help who are just unable to make ends meet. That includes clients with work and those without, and we are really concerned that those clients are going to be in even more dire financial and material hardship situations,” she said.

May hoped both people in work and people receiving income support who did not have paid work were offered relief, and also called for relief for support services such as food banks and emergency accommodation.

“Any measure to increase money coming into the pockets of people who are struggling should definitely be looked at. One thing we’re really concerned about is the fact that there hasn’t been mention of families who don’t have paid work,” she said.

“We think it’s really important that any relief package that’s introduced as a result of this latest crisis also includes families and people who don’t currently have paid employment. They are the ones who are going to be most affected.”

May said it was not just about what people were paying at the pump, but rent and food prices were also high, and people were struggling.

Infometrics chief executive and principal economist Brad Olsen said changes to the IWTC or IETC would be quick and effective.

He said the difficulty of using the tax system was it would not be as easy for households to see the money come into their back pockets compared to a helicopter payment such as the 2022 Cost of Living Payment, but it would mean the government could run it out quickly and then run it back quickly.

“It does seem like probably the best way to move things through is to use the tax system. Whether or not it’s enough, any little bit will help at the moment, given the sorts of pressures that some households are under. I guess the most workable thing using the tax system around the Independent Earner Tax Credit and the In Work Tax Credit is that they can be targeted to those on lower incomes already, and so you are getting the support there through to people who probably need it most.”

Olsen said the government would be trying to balance providing support and limiting the costs.

“There’s no extra money in the system, and to fund whatever package the government is coming out with either requires an increase in debt or something else in the government system to be cut back on,” he said.

“They want to provide as much support as possible, but keep the limitations tight so they’re not sort of spending a huge amount. And for some people, that does mean that they will feel that they’re not getting the support they might expect from government. But equally, the wider you go, the more money it costs, and therefore at some point, the more the country has to repay.”

Olsen said one of the risks of using tax system changes was they were sometimes “so fiendishly complex” that households may not know what they were entitled to, and sometimes neither did the government.

“They get too much or too little, and then you only find out after the fact that they actually either deserve more, or sometimes in the worst case, they have to start paying this money back, which would almost be the complete opposite of what the government wants to try and support at the moment.

“So you want to, from a government point of view, try and balance these changes, to make them as absolutely blunt and simple as possible, to get that money out the door, to support those who need it, but also have it go through enough of a workable system, which is a more complex tax system that we have to try and provide that sort of targeted focus.”

Labour leader Chris Hipkins was reserving judgement on what the government would offer until he had seen the details, but said the “principle” was that it should be offered to all people on low and fixed incomes.

“Anyone on a fixed income or a low income is going to be suffering at the moment because of the high price of fuel. That includes superannuitants, it includes people living on benefits, it includes people caring for others and not currently earning an income, not just those who are on low incomes in the workforce.”

Hipkins would not, however, offer up what Labour would do differently if it was in power, saying it was up to the government to present a plan.

“At the moment, the onus has to be on the current government to lead the country through that,” Hipkins said.

The Green Party has proposed an urgent support package including free public transport, relief payments for low income and rural people to help meet additional transport costs, temporarily expanding eligibility for school buses and reversing cuts to school bus routes, reversing planned cuts to the Total Mobility Scheme, increasing mileage rates to care and support workers who receive well below standard IRD mileage, and a windfall profits tax.

Asked why the Greens could propose policies but Labour could not, Hipkins said minor parties could “promise a lot of things” during election campaigns.

“They get a lot more luxury to promise whatever they want, compared to the bigger parties,” Hipkins said.

In a post on social media on Monday night, Prime Minister Christopher Luxon said he had spoken with Singapore Prime Minister Lawrence Wong about what more they could do to deal with difficulties in fuel and other supply chains.

Luxon said about a third of New Zealand’s fuel was refined in Singapore and the two leaders agreed it was important to keep the trade of essential goods flowing between the two countries.

“We’re working hard to ensure New Zealand’s fuel needs are met amidst the conflict in the Middle East, which is causing disruption to supply and higher prices at the pump,” he said.

“When I visit Singapore in May, we will sign the Agreement on Trade in Essential Supplies, a deal that will help keep supply chains flowing for fuel, food and other products.

“Building on the great platform we’ve built with one another, we also talked about what further work our Governments can do together as we navigate through these supply chain challenges.”

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

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 23 March 2026 – DFI Retail Group (DFI or the Group) is pleased to announce its 2025 Sustainability Disclosure, highlighting the Group’s continued progress and commitment to advancing sustainability across Asia.

In 2025, DFI delivered strong progress on key sustainability commitments:

• 22% reduction in Scope 1 and 2 greenhouse gas emissions compared to the 2021 baseline, with a target of 50% reduction by 2030.
• Waste diversion rate improved to 66%, up from 61% in 2024, with a target of achieving 80% by 2030.
• Invested US$3.9 million in community initiatives across markets.

The Group also advanced Scope 3 decarbonisation across supply chain of four key commodities – rice, coffee, dairy and beef. Initiatives included the launch of 380 tonnes of Low-Carbon Rice achieving a minimum 30% on-farm emissions reduction, sourcing 100% deforestation-free certified coffee beans for 7CAFÉ Hong Kong, Macau, and Singapore, and IKEA, and partnering with The Mills Fabrica to launch the DFI Sustainability Innovation Challenge to identify global solutions for beef and dairy emissions.

Scott Price, Group Chief Executive, DFI Retail Group shared, “We remain committed to our purpose of sustainably serving Asia for generations with everyday moments. In 2025, we made clear progress on our pathway to reduce Scope 1 and 2 emissions by 50% by 2030, with investments in refrigerant management, energy efficiency and behaviour change initiatives across our operations. At the same time, we continued to deliver affordable, sustainable products that meet customer expectations, including the introduction of Low-Carbon Rice in Hong Kong and the expansion of our ‘Grounds to Green programme’ at 7Eleven. These efforts, together with disciplined waste and packaging management, keep us firmly on track to meet our 2030 sustainability targets.”

Erica Chan, Group Chief Legal, Sustainability and Corporate Affairs Officer added, “Strong governance and transparency remain central to how we deliver on our sustainability ambitions. By streamlining our disclosure and enhancing our materiality assessment, climate scenario analysis, and transition plan, we are aligning with global standards such as IFRS S1 and S2. This ensures stakeholders gain a clear, holistic view of our progress and priorities, while reinforcing our commitment to creating long-term value across People, Products, and Planet.”

In 2025, DFI continued to be guided by its Sustainability Framework, centred on the three pillars of People, Products and Planet, with Governance as the cornerstone. This framework remains integral to the Group’s approach, ensuring robust leadership and oversight while driving initiatives that empower people, expand sustainable product choices, and reduce environmental impact across operations and supply chains.

Highlights of 2025 Initiatives:

1. People: DFI Group and its business formats continued to support communities through Our Community Giveback initiatives, investing US$3.9 million and reaching 1.25 million beneficiaries across 12 markets. The Health and Beauty segment launched professional health services at Mannings and Guardian, extending access across more than 450 pharmacies in all markets. For team members, capability building was strengthened through major initiatives such as the launch of DFILEARN, enhanced leadership programmes, and structured career development frameworks, empowering growth across all levels of the business. At the same time, DFI upheld rigorous standards for suppliers, maintaining 100% ethical audits of Own Brand factories in high-risk countries and reinforcing responsible practices across supply chains through comprehensive assessments, audits, and engagement.
2. Products: In 2025, 48% in-scope Own Brand products carried third-party sustainability certificates, up from 28% in 2024. At the same time, 83% Own Brand plastic packaging component that is recyclable, reusable or compostable, keeping us on-track to meet the target of at least 85% by 2030. The expansion of the 7Eleven’s ‘Grounds to Green” Coffee Grounds Upcycling Programme further reflected our efforts to embed circularity principles where relevant. The programme repurposed used coffee grounds into natural fertiliser to grow fresh produce, which was then incorporated into 7-SELECT juices and ready-to-eat items.
3. Planet: DFI recorded a 22% reduction in Scope 1 and 2 emissions in 2025, compared to our 2021 baseline, on track towards our 50% reduction target by 2030. As refrigerant leaks remain one of the primary sources of these emissions, the Group continued upgrading refrigeration systems and, in April 2025, commissioned the first CO₂-based natural refrigerant system in Hong Kong’s food retail sector at the Cloudview Market Place store in North Point. This was followed by the installation of a sub-critical CO₂ refrigeration system in Oliver’s The Delicatessen in Central Hong Kong in September 2025, marking important milestones in advancing low-carbon operations across the portfolio. Waste diversion improved from 61% to 66% in 2025, as part of our efforts to achieve 80% waste diversion by 2030.

By embedding sustainability into our strategy, operations, and value chain, we are not only tackling today’s challenges but also building a resilient, responsible business that creates lasting value for our customers, communities, and the environment.

For detailed information on the various sustainability initiatives undertaken by DFI, please refer to the Sustainability Disclosure in the Integrated Annual Report 2025. To learn more about DFI’s efforts, please visit DFI’s website.

https://www.dfiretailgroup.com/en/

Hashtag: #DFIRetailGroup #SustainabilityDisclosure #PeopleProductsPlanet #Mannings #Guardian #7-Eleven #Wellcome #MarketPlace #IKEA #yuu

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

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

Source: Radio New Zealand

Fonterra’s first half result is expected to deliver to expectations, but with a murky outlook as the war in Iran threatens global supply chains, along with rising energy and other costs.

Generate KiwiSaver investment specialist Greg Smith said strong demand for dairy products as well as the low value of the New Zealand dollar would help Fonterra through the ongoing volatility, though there could be some disruption to its cheese exports to places such as the United Arab Emirates, as an example.

“So there are some impacts there, and product that potentially will need to be re-routed,” Smith said.

The market consensus for the six months ended January was for revenue in the order of $11 billion, with an underlying profit of $976 million and a normalised net profit of $445m.

The first half dividend was expected to be about 21 cents per share, in addition to a special Mainland dividend in a range of 14-to-18 cps, following the completion of the sale of Fonterra’s Mainland Group of global consumer and associated business to Lactalis for $4.22b.

Where is the growth coming from?

The company was forecasting growth in its ingredients and food services business to fill any gap left by the sale of the consumer business by the year ending July 2028.

“Unlike other company results, I think the focus this time in particular (will be) less on the numbers… and I think that’s principally reflecting the strategic reset that’s underway,” Forsyth Barr senior equities analyst Matt Montgomerie said.

Two key focuses will be on where Fonterra’s debt levels, following the divestment and how the ingredients and food services businesses were planning to fill the earnings gap left by the sale of the consumer businesses.

Forecasts

• FY26 forecast earnings guidance from continuing operations at between 45 and 65 cents per share.
• Current season forecast Farmgate Milk Price midpoint $9.50 per kgMS – range of $9.20-$9.80 per kgMS.
• Target to close Mainland underlying earnings gap of $300m – FY28 to match FY25.

“Delivery and execution and messaging around that target is the key for the next few years,” Montgomerie said.

Who will lead Fonterra?

Fonterra chief executive Miles Hurrell resigned this month following a 25-year career with Fonterra, including eight years as chief executive after the resignation of the late Theo Spierings in 2019, who failed to connect with farmer-shareholders and left the company in a poor financial position, with high debt levels to deal with.

Montgomerie said farmers will want to see someone who operates in a similar mode to Hurrell, who was able to relate to farmers on a day-to-day business and deliver on the turnaround strategy.

“The farmers are looking for consistency and continuity. Obviously, change can bring about new perspectives, but I would be surprised if there are any notable changes in strategic direction with the new CEO,” he said.

“It feels like there’s a strong desire to provide sort of an opportunity for someone internally to continue the strategic direction of the business. But I think the key thing is that reliability and trust from a farmer point of view, but then also Fonterra’s customers all around the world.”

Smith said the next chief executive will have “big gum boots to fill”.

“I’m sure there’ll be a swathe of high quality internal candidates put forward but also no doubt there’ll be a global benchmark process,” he said.

“I don’t really think there’ll be a significant change in strategy, given all the effort that has gone into refocusing and simplifying the business.”

The bigger picture?

Smith said the sale of the Mainland business will give the New Zealand economy a much needed boost.

“The Mainland sale is going to inject potentially around $3 billion, if not more into the Kiwi economy,” Smith said.

“So that’s a positive story for the second half of the year, economically.”

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

Source: Radio New Zealand

ASB’s latest Regional Economic Scoreboard shows Canterbury leading New Zealand’s regional growth, Auckland making strong gains, and Wellington slipping to the bottom of the rankings.

Canterbury scored back-to-back economic wins in ASB’s latest regional economic survey.

Canterbury finished the final quarter of 2025 on a strong note, once again topping ASB’s Regional Economic Scoreboard as the country’s best‑performing regional economy.

Otago and Waikato tied for second place, while Auckland jumped from seventh to fourth.

ASB said Canterbury secured its third quarterly win of 2025, outperforming the rest of the country in employment, retail spending, housing activity and population growth.

Chief economist Nick Tuffley said the South Island continued to lead New Zealand’s multi‑speed recovery.

“Canterbury has delivered back‑to‑back wins to close out the year, supported by strong dairy incomes, steady jobs growth, resilient consumer spending and the recovery of the tourism sector,” he said.

Otago’s ranking was boosted by a strong tourism rebound, while Waikato benefited from a robust primary sector and an improving labour market.

ASB expects the upcoming Fonterra capital return from the sale of Mainland to further lift dairy farming regions through increased spending and investment.

Auckland’s rise was driven by gains in retail spending, construction activity and consumer confidence, although its labour market remains subdued.

Tuffley said Auckland’s move up the rankings showed the economic upswing was widening beyond the regions that led earlier in the cycle.

At the other end of the table, Wellington finished last, weighed down by ongoing weakness in the housing market, construction activity and discretionary spending, despite relatively strong employment growth.

Tuffley said Wellington’s economy should improve, helped by low interest rates, but emerging challenges could slow the pace of recovery.

Nationally, ASB said the economy showed signs of growth in the final quarter of 2025 as lower interest rates lifted retail spending and employment indicators stabilised.

However, Tuffley warned the conflict in the Middle East would pose fresh headwinds through higher energy costs and rising inflation.

“The situation and extent of any impact to growth and inflation is highly uncertain and will depend on how long the conflict goes on for,” he said.

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

Source: Radio New Zealand

Fonterra delivered a strong first half result, beating market expectations, while lifting its full year earnings outlook and forecast farmgate milk price.

The co-operative said a “favourable product mix and resilient global demand for high value dairy Ingredients and Foodservice products” enabled Fonterra to deliver and better than expected result.

The dairy co-operative’s net profit for the six months ended January rose 3 percent, with group revenue up 9 percent.

Key numbers for the six months ended January compared with a year ago:

• Net profit $750m vs $729m
• Revenue $1.231b vs $1.107b
• Earnings per share 45 cents vs 44cps
• Normalised earnings per share 51 cps vs 47cps
• Return on capital 11.2% vs 10.4%
• Interim dividend 24cps vs 22cps
• Special Mainland dividend 16cps – Capital return of $2 a share – expected to be paid 14 April

Current forecast vs previous forecast

• FY26 forecast earnings guidance from continuing operations between 50 – 65cps vs 45 -65 cps
• Current season forecast Farmgate Milk Price midpoint $9.70 per kgMS vs 9.50 per kgMS.
• Reaffirms target to close Mainland underlying earnings gap of $300m – FY28 to match FY25

Outgoing chief executive Miles Hurrell said the changes to the forecast Farmgate Milk Price and earnings reflected improvement in global commodity prices and the co-op’s strong underlying

margins and cost control.

However, he said significant volatility remained, particularly as the conflict in the Middle East continued.

“The underlying performance of Fonterra’s continuing business is stable, allowing the Co-op to return all earnings associated with the Mainland Group business and lift our forecasts for the remainder of the year ahead,” Hurrell said.

“Demand for our products is strong, and we’re focused on our plan to maximise both the Farmgate Milk Price and earnings.”

The co-op also delivered a return on capital of 11.2 percent, in line with its target range.

“The first half of the year has been shaped by strong milk flows, with the Co-op collecting record milk volumes in the South Island so far this season,” Hurrell said, though several adverse weather events had put pressure on operations.

“Our performance shows that we are growing the high-value parts of our business through optimal allocation of milk solids across our product mix, which is driving a strong return on capital for shareholders and unit holders.”

Managing geopolitical volatility

Hurrell said war in the Middle East was having an impact on its supply chain through the region, with potential to increase Fonterra’s inventory levels and costs over the course of the second half of the year.

There was also the potential for further volatility in global commodity prices, he said.

“The conflict is a complex and dynamic situation that is changing daily, but we are confident that we’re on the right track to get product to customers.”

He said Fonterra’s business was designed to manage volatility.

“Our scale and strong relationships with customers and logistics provider Kotahi will help us to navigate through these challenges better than most.

“With this in mind, we remain focused on delivering on our strategic targets.”

Where the growth is coming from

The company said it was focused on deepending its position as a world-leading provider of dairy ingredients.

“In line with the co-op’s strategy, we have continued to focus on optimising our product mix by allocating milk solids effectively to the highest accessible demand.

“With milk collection tracking at 2.3 percent growth year-on-year, we have leveraged flexibility in our asset network and increased the manufacture of our highest returning product portfolios, such as cheese and proteins,” it said in its interim report.

Fonterra said it was also expanding its Foodservice business in and beyond China to grow earnings.

“Diversifying our cream portfolio and expanding our customer base remains a key focus. Anchor Easy Bakery Cream continues to perform strongly in China, valued for its functionality, quality and accessible price point.

“The cream has now launched in Indonesia and Thailand, with other markets across Southeast Asia to follow.”

In addition the company said it was investing more in operations.

“During the half, we continued to invest in our assets to drive growth in our Foodservice and Ingredients businesses, and in projects intended to improve energy security, operational resilience, and reduce the Co-op’s emissions.”

It was also investing more in science and technology.

“In line with our strategy, the co-op has continued to advance its innovation pipeline across products, processes, data and new business models.

“Our team and dedicated research and development centre remains focused on core dairy and advanced nutrition, manufacturing performance and capability, and strengthening in-market application capability to support long-term growth, efficiency and resilience.”

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

MIL OSI

Source: Radio New Zealand

The finance minister will reveal “targeted and temporary” support for hard-hit families on Tuesday, as fuel costs continue to rise.

Nicola Willis gave notice of the announcement at Monday’s post-Cabinet media briefing, alongside Prime Minister Christopher Luxon and Associate Energy Minister Shane Jones.

Jones also announced plans to align New Zealand’s fuel standards with that of Australia, allowing the import of fuel destined for Australia to New Zealand instead.

Willis said the decisions on support had been taken at Cabinet, and while some of the details were still being worked out, that would not affect how quickly families could get it.

“This conflict is impacting just about every New Zealander, it has pushed up the price of petrol, diesel and jet fuel and those increases are already hurting our people and our businesses. Unfortunately the government is not in a position to mitigate that impact on everyone,” she said.

“The approach we are taking is consistent with the findings of the Royal Commission of Inquiry into the response to the Covid pandemic, which highlighted the damage that can be done by untimely, untemporary and untargeted spending.”

It was unclear when the support would be rolled out, with Willis saying that would be made clear when it was announced.

Motorists should fuel up as and when they needed to, she said, with the government’s solution set to target income rather than fuel prices.

‘No concerns’ about fuel supply

For now, there were no concerns about fuel supplies in New Zealand, she said.

“To date, all shipments have arrived as scheduled and fuel importers have not raised any concerns about shipments that are due here in future.

“It remains the case that we have to be prepared for the possibility of disruptions in the medium to longer term, particularly because the refineries in Southeast Asia from which we import more than 90 percent of our fuel may have challenges getting the feedstock crude oil that they need.”

Luxon said the country had at least enough fuel for the next seven weeks, although the government was preparing in case of long-term further disruption.

“If you are someone who has just faced a 30 percent increase in your fuel bill or a 60 percent increase in your diesel bill since the actual crisis, since this conflict has commenced, it’s real.

“We cannot do the Covid learnings and mistakes, which was just spray a heap of money around that has short term gain but long term pain – massive long-term pain – and equally we’ve got to find a way to get people support in a temporary, targeted kind of way.

“The reality is that we are not going to be able to alleviate the pressure of rising prices for everyone, but what we’ve been clear about are the parameters for any support that we provide, which is that it must be targeted, it must be timely, and it must be temporary and not drive inflation or debt higher.”

The latest data from Ministry of Business, Innovation and Employment showed stocks for about 47 days of fuel, including about 50 days worth of petrol, 46 days of diesel, and 45 of jet fuel.

The data, accurate to last Wednesday, marks about two days fewer than was reported last week.

One new fuel shipment arrived on Sunday, and two more – carrying between them another 20 days of each kind of fuel – are expected to arrive in the next fortnight.

The next update is due on Wednesday, but the ministry says New Zealand is not yet experiencing the kind of sustained disruption that would justify emergency measures under the national fuel plan.

Luxon said nothing had changed about New Zealand’s position on the Iran conflict, but that Iranians “holding hostage a whole bunch of ships to bring fuel and critical supplies … that’s not acceptable”.

“What we want to see is a quick resolution to this conflict and that means that actually respecting civilians and civilian infrastructure is really important … we think the best thing is de-escalation.”

Willis confirmed some consideration had been given to which industries could be prioritised if fuel rationing was needed, but this would not be revealed until a later date.

“We will not be having to hit the button tomorrow, but we will outline what our proposed phasing of response is … we recognise that it’s useful for people to understand what could be coming under a range of scenarios,” she said.

She noted the high prices would also naturally limit fuel use.

“It is pinching people’s pockets already and that is changing people’s choices. So Auckland transport have reported they had their biggest day of public transport use in seven years, I think that’s people deciding to use their cars a little bit less because it’s pretty expensive right now.”

‘Anzac pact’ in fuel and other standards

Jones outlined the government’s plan to temporarily allow fuel that meets Australian specifications to be supplied to the New Zealand market for up to a year.

Fuel companies had said this could allow them to secure shipments more quickly, and from a wider pool of suppliers.

Jones said long-range vessels typically carried about 120 million litres, and New Zealand consumed about 24 million litres of fuel a day – with about 47 percent of that being diesel, about 35 percent being petrol, and the remainder being aviation fuel.

“Should such a vessel be on its way to Australia then we would have the ability to also benefit from such a vessel.”

He said fuel refined to Australian standards was compatible with New Zealand vehicles, and met safety and quality expectations, pushing back on the suggestion it would allow dirtier fuels than under current standards.

“It’s unkind of us to refer to our Aussie compatriots as dirty,” he said. “There’s two things – whether or not fuel used in a high-temperature northern Australian environment, we are advised that a lot of that fuel is suitable for the North Island … with the South Island the fuel importers assure us that they will have the optionality to service both of those markets.”

He said officials had spoken to Australian counterparts.

“We pushed the idea that at some point in time we should explore and ANZAC pact and I would say to you this is the first step that we’re taking to join forces.

“It’d be fair to say that I’ve got a fair degree of support in our Cabinet to actually move towards permanent harmonisation of not only these standards but a variety of other standards in the economy.”

Willis and the associate ministers of finance would make further improvements, he said.

The government would not follow Australia’s lead in relaxing standards to allow higher-sulphur fuel, he said, at least not yet.

“At this stage it’s not our intention to do so, however, we will take advice should the situation change – and that could be an option that expands our supply.

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

MIL OSI

Source: Media Outreach

HO CHI MINH CITY, VIETNAM – Media OutReach Newswire – 23 March 2026 – On March 20, 2026, in Ho Chi Minh City, Vincom Retail hosted the event “The New Era – Partnering to Shape the Future”, welcoming more than 500 domestic and international partners. The large-scale forum served as a platform for stakeholders to exchange market perspectives, update on emerging trends, and explore collaboration opportunities as Vietnam’s retail sector enters a new growth cycle.

The event brought together 500 key partners, including leading international retail brands such as UNIQLO, MUJI, Decathlon, Pandora, CGV, AEON Beta Cinema, SuperPark, KOHNAN, Central Retail, WinMart, Starbucks, Dookki, Guardian, and MEDICARE, alongside major domestic brands and chains including ACFC, Maison, Phoenix Group, Golden Gate, Aladdin Group, Takahiro, RuNam, Highlands Coffee, and The New Playground…

At the event, Vincom Retail’s leadership emphasized the rapid transformation of the retail industry, where shopping malls and commercial streets are evolving beyond traditional retail spaces to become lifestyle destinations. These destinations integrate immersive experiences, foster community connections, and lead modern consumption trends. This shift reflects changing consumer behavior, with a growing preference for experience, emotion, and interaction over mere purchasing and ownership.

Setting the direction for future growth, Vincom Retail unveiled its strategic vision toward 2030, focusing on developing world-class destinations. The company aims to position itself as a leading retail real estate developer and operator in Asia, setting benchmarks in trend leadership and customer experience, with a diverse and expansive asset portfolio and an extended international footprint supported by a global ecosystem. This unique platform enables pioneering brands and concepts to converge and co-create breakthrough experiences, many of which are being introduced in Vietnam for the first time, delivering fresh value to consumers while shaping the future of retail and establishing new regional standards.

In terms of product strategy, Vincom Retail is focusing on two core formats. Vincom Mega Mall is positioned as a “Mega Shoppertainment Destination”, a large-scale experiential hub that leads market trends. Meanwhile, Vincom Collection is developed as a “Retail-tainment Destination”, combining shopping and tourism, built around five key pillars: Play – Discover – Shop – Savor – Relax.

A prime example is the “super destination” model integrating Retail – Tourism – Entertainment at Vinhomes Green Paradise Can Gio, featuring 15 next-generation retail complexes. Among them, Vincom Mega Mall Can Gio and Vincom Collection Cosmo Bay are the first projects to be unveiled, promising multi-layered experiences that harmonize with nature and prioritize sustainable operations.

Beyond strategic insights, the forum also featured real-world success stories and forward-looking perspectives from pioneering brands that have helped shape Vietnam’s evolving experiential retail landscape. Mr. Vu Ngoc Thuan, Founder of restaurant chains Longwang, Tianlong, Bo To Quan Moc, and GMaster, shared: “Partnering with platforms like Vincom provides a strong launchpad for brands to accelerate growth, expand further, and professionalize according to international standards.”

Mr. Shin Jae Hyuk, representative of Dookki, also highlighted growth strategies to capture market opportunities: “Together with our trusted partner Vincom, we will continue to create new milestones for Vietnam’s F&B market. Our goal is not only to sell tteokbokki, but to deliver the joyful culture of Korean cuisine to customers at an accessible price point.”

Vincom Retail plays a critical role as a developer, platform, and connector, bringing international brands to Vietnam while supporting Vietnamese brands in their journey to expand globally.

Additionally, SuperPark, a global indoor activity park brand, shared insights into the development of family-oriented active entertainment, one of the fastest-growing trends in next-generation shopping malls. These real-world examples highlight the strong opportunities for brands to collaborate with Vincom Retail to scale operations, develop innovative retail concepts, optimize performance, and enhance customer experience.

As the market enters a new phase of growth, the event not only facilitated strategic dialogue but also strengthened sustainable partnerships between Vincom Retail and its stakeholders. As a market pioneer, the company continues to support brands in scaling up, elevating business models, and capturing long-term growth opportunities. Notably, emerging super destinations such as Can Gio – envisioned as a future national tourism hub – are expected to serve as powerful growth drivers, contributing to the transformation of Vietnam’s retail landscape.

Vincom Retail is currently the largest retail real estate developer in Vietnam and ranks among the top three in Southeast Asia by scale. The company operates 90 shopping malls with a total gross leasable area of 1.9 million square meters, and manages 5,500 shophouses totaling 1.5 million square meters across 31 out of 34 provinces and cities nationwide, partnering with more than 1,000 brands.

Hashtag: #VincomRetail

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

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

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 23 March 2026 – DFI Retail Group (DFI or the Group) is pleased to announce its 2025 Sustainability Disclosure, highlighting the Group’s continued progress and commitment to advancing sustainability across Asia.

In 2025, DFI delivered strong progress on key sustainability commitments:

• 22% reduction in Scope 1 and 2 greenhouse gas emissions compared to the 2021 baseline, with a target of 50% reduction by 2030.
• Waste diversion rate improved to 66%, up from 61% in 2024, with a target of achieving 80% by 2030.
• Invested US$3.9 million in community initiatives across markets.

The Group also advanced Scope 3 decarbonisation across supply chain of four key commodities – rice, coffee, dairy and beef. Initiatives included the launch of 380 tonnes of Low-Carbon Rice achieving a minimum 30% on-farm emissions reduction, sourcing 100% deforestation-free certified coffee beans for 7CAFÉ Hong Kong, Macau, and Singapore, and IKEA, and partnering with The Mills Fabrica to launch the DFI Sustainability Innovation Challenge to identify global solutions for beef and dairy emissions.

Scott Price, Group Chief Executive, DFI Retail Group shared, “We remain committed to our purpose of sustainably serving Asia for generations with everyday moments. In 2025, we made clear progress on our pathway to reduce Scope 1 and 2 emissions by 50% by 2030, with investments in refrigerant management, energy efficiency and behaviour change initiatives across our operations. At the same time, we continued to deliver affordable, sustainable products that meet customer expectations, including the introduction of Low-Carbon Rice in Hong Kong and the expansion of our ‘Grounds to Green programme’ at 7Eleven. These efforts, together with disciplined waste and packaging management, keep us firmly on track to meet our 2030 sustainability targets.”

Erica Chan, Group Chief Legal, Sustainability and Corporate Affairs Officer added, “Strong governance and transparency remain central to how we deliver on our sustainability ambitions. By streamlining our disclosure and enhancing our materiality assessment, climate scenario analysis, and transition plan, we are aligning with global standards such as IFRS S1 and S2. This ensures stakeholders gain a clear, holistic view of our progress and priorities, while reinforcing our commitment to creating long-term value across People, Products, and Planet.”

In 2025, DFI continued to be guided by its Sustainability Framework, centred on the three pillars of People, Products and Planet, with Governance as the cornerstone. This framework remains integral to the Group’s approach, ensuring robust leadership and oversight while driving initiatives that empower people, expand sustainable product choices, and reduce environmental impact across operations and supply chains.

Highlights of 2025 Initiatives:

1. People: DFI Group and its business formats continued to support communities through Our Community Giveback initiatives, investing US$3.9 million and reaching 1.25 million beneficiaries across 12 markets. The Health and Beauty segment launched professional health services at Mannings and Guardian, extending access across more than 450 pharmacies in all markets. For team members, capability building was strengthened through major initiatives such as the launch of DFILEARN, enhanced leadership programmes, and structured career development frameworks, empowering growth across all levels of the business. At the same time, DFI upheld rigorous standards for suppliers, maintaining 100% ethical audits of Own Brand factories in high-risk countries and reinforcing responsible practices across supply chains through comprehensive assessments, audits, and engagement.
2. Products: In 2025, 48% in-scope Own Brand products carried third-party sustainability certificates, up from 28% in 2024. At the same time, 83% Own Brand plastic packaging component that is recyclable, reusable or compostable, keeping us on-track to meet the target of at least 85% by 2030. The expansion of the 7Eleven’s ‘Grounds to Green” Coffee Grounds Upcycling Programme further reflected our efforts to embed circularity principles where relevant. The programme repurposed used coffee grounds into natural fertiliser to grow fresh produce, which was then incorporated into 7-SELECT juices and ready-to-eat items.
3. Planet: DFI recorded a 22% reduction in Scope 1 and 2 emissions in 2025, compared to our 2021 baseline, on track towards our 50% reduction target by 2030. As refrigerant leaks remain one of the primary sources of these emissions, the Group continued upgrading refrigeration systems and, in April 2025, commissioned the first CO₂-based natural refrigerant system in Hong Kong’s food retail sector at the Cloudview Market Place store in North Point. This was followed by the installation of a sub-critical CO₂ refrigeration system in Oliver’s The Delicatessen in Central Hong Kong in September 2025, marking important milestones in advancing low-carbon operations across the portfolio. Waste diversion improved from 61% to 66% in 2025, as part of our efforts to achieve 80% waste diversion by 2030.

By embedding sustainability into our strategy, operations, and value chain, we are not only tackling today’s challenges but also building a resilient, responsible business that creates lasting value for our customers, communities, and the environment.

For detailed information on the various sustainability initiatives undertaken by DFI, please refer to the Sustainability Disclosure in the Integrated Annual Report 2025. To learn more about DFI’s efforts, please visit DFI’s website.

https://www.dfiretailgroup.com/en/

Hashtag: #DFIRetailGroup #SustainabilityDisclosure #PeopleProductsPlanet #Mannings #Guardian #7-Eleven #Wellcome #MarketPlace #IKEA #yuu

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

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

Source: Radio New Zealand

Fonterra’s first half result is expected to deliver to expectations, but with a murky outlook as the war in Iran threatens global supply chains, along with rising energy and other costs.

Generate KiwiSaver investment specialist Greg Smith said strong demand for dairy products as well as the low value of the New Zealand dollar would help Fonterra through the ongoing volatility, though there could be some disruption to its cheese exports to places such as the United Arab Emirates, as an example.

“So there are some impacts there, and product that potentially will need to be re-routed,” Smith said.

The market consensus for the six months ended January was for revenue in the order of $11 billion, with an underlying profit of $976 million and a normalised net profit of $445m.

The first half dividend was expected to be about 21 cents per share, in addition to a special Mainland dividend in a range of 14-to-18 cps, following the completion of the sale of Fonterra’s Mainland Group of global consumer and associated business to Lactalis for $4.22b.

Where is the growth coming from?

The company was forecasting growth in its ingredients and food services business to fill any gap left by the sale of the consumer business by the year ending July 2028.

“Unlike other company results, I think the focus this time in particular (will be) less on the numbers… and I think that’s principally reflecting the strategic reset that’s underway,” Forsyth Barr senior equities analyst Matt Montgomerie said.

Two key focuses will be on where Fonterra’s debt levels, following the divestment and how the ingredients and food services businesses were planning to fill the earnings gap left by the sale of the consumer businesses.

Forecasts

• FY26 forecast earnings guidance from continuing operations at between 45 and 65 cents per share.
• Current season forecast Farmgate Milk Price midpoint $9.50 per kgMS – range of $9.20-$9.80 per kgMS.
• Target to close Mainland underlying earnings gap of $300m – FY28 to match FY25.

“Delivery and execution and messaging around that target is the key for the next few years,” Montgomerie said.

Who will lead Fonterra?

Fonterra chief executive Miles Hurrell resigned this month following a 25-year career with Fonterra, including eight years as chief executive after the resignation of the late Theo Spierings in 2019, who failed to connect with farmer-shareholders and left the company in a poor financial position, with high debt levels to deal with.

Montgomerie said farmers will want to see someone who operates in a similar mode to Hurrell, who was able to relate to farmers on a day-to-day business and deliver on the turnaround strategy.

“The farmers are looking for consistency and continuity. Obviously, change can bring about new perspectives, but I would be surprised if there are any notable changes in strategic direction with the new CEO,” he said.

“It feels like there’s a strong desire to provide sort of an opportunity for someone internally to continue the strategic direction of the business. But I think the key thing is that reliability and trust from a farmer point of view, but then also Fonterra’s customers all around the world.”

Smith said the next chief executive will have “big gum boots to fill”.

“I’m sure there’ll be a swathe of high quality internal candidates put forward but also no doubt there’ll be a global benchmark process,” he said.

“I don’t really think there’ll be a significant change in strategy, given all the effort that has gone into refocusing and simplifying the business.”

The bigger picture?

Smith said the sale of the Mainland business will give the New Zealand economy a much needed boost.

“The Mainland sale is going to inject potentially around $3 billion, if not more into the Kiwi economy,” Smith said.

“So that’s a positive story for the second half of the year, economically.”

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

Source: Radio New Zealand

Fonterra delivered a strong first half result, beating market expectations, while lifting its full year earnings outlook and forecast farmgate milk price.

The co-operative said a “favourable product mix and resilient global demand for high value dairy Ingredients and Foodservice products” enabled Fonterra to deliver and better than expected result.

The dairy co-operative’s net profit for the six months ended January rose 3 percent, with group revenue up 9 percent.

Key numbers for the six months ended January compared with a year ago:

• Net profit $750m vs $729m
• Revenue $1.231b vs $1.107b
• Earnings per share 45 cents vs 44cps
• Normalised earnings per share 51 cps vs 47cps
• Return on capital 11.2% vs 10.4%
• Interim dividend 24cps vs 22cps
• Special Mainland dividend 16cps – Capital return of $2 a share – expected to be paid 14 April

Current forecast vs previous forecast

• FY26 forecast earnings guidance from continuing operations between 50 – 65cps vs 45 -65 cps
• Current season forecast Farmgate Milk Price midpoint $9.70 per kgMS vs 9.50 per kgMS.
• Reaffirms target to close Mainland underlying earnings gap of $300m – FY28 to match FY25

Outgoing chief executive Miles Hurrell said the changes to the forecast Farmgate Milk Price and earnings reflected improvement in global commodity prices and the co-op’s strong underlying

margins and cost control.

However, he said significant volatility remained, particularly as the conflict in the Middle East continued.

“The underlying performance of Fonterra’s continuing business is stable, allowing the Co-op to return all earnings associated with the Mainland Group business and lift our forecasts for the remainder of the year ahead,” Hurrell said.

“Demand for our products is strong, and we’re focused on our plan to maximise both the Farmgate Milk Price and earnings.”

The co-op also delivered a return on capital of 11.2 percent, in line with its target range.

“The first half of the year has been shaped by strong milk flows, with the Co-op collecting record milk volumes in the South Island so far this season,” Hurrell said, though several adverse weather events had put pressure on operations.

“Our performance shows that we are growing the high-value parts of our business through optimal allocation of milk solids across our product mix, which is driving a strong return on capital for shareholders and unit holders.”

Managing geopolitical volatility

Hurrell said war in the Middle East was having an impact on its supply chain through the region, with potential to increase Fonterra’s inventory levels and costs over the course of the second half of the year.

There was also the potential for further volatility in global commodity prices, he said.

“The conflict is a complex and dynamic situation that is changing daily, but we are confident that we’re on the right track to get product to customers.”

He said Fonterra’s business was designed to manage volatility.

“Our scale and strong relationships with customers and logistics provider Kotahi will help us to navigate through these challenges better than most.

“With this in mind, we remain focused on delivering on our strategic targets.”

Where the growth is coming from

The company said it was focused on deepending its position as a world-leading provider of dairy ingredients.

“In line with the co-op’s strategy, we have continued to focus on optimising our product mix by allocating milk solids effectively to the highest accessible demand.

“With milk collection tracking at 2.3 percent growth year-on-year, we have leveraged flexibility in our asset network and increased the manufacture of our highest returning product portfolios, such as cheese and proteins,” it said in its interim report.

Fonterra said it was also expanding its Foodservice business in and beyond China to grow earnings.

“Diversifying our cream portfolio and expanding our customer base remains a key focus. Anchor Easy Bakery Cream continues to perform strongly in China, valued for its functionality, quality and accessible price point.

“The cream has now launched in Indonesia and Thailand, with other markets across Southeast Asia to follow.”

In addition the company said it was investing more in operations.

“During the half, we continued to invest in our assets to drive growth in our Foodservice and Ingredients businesses, and in projects intended to improve energy security, operational resilience, and reduce the Co-op’s emissions.”

It was also investing more in science and technology.

“In line with our strategy, the co-op has continued to advance its innovation pipeline across products, processes, data and new business models.

“Our team and dedicated research and development centre remains focused on core dairy and advanced nutrition, manufacturing performance and capability, and strengthening in-market application capability to support long-term growth, efficiency and resilience.”

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

Source: Radio New Zealand

The finance minister will reveal “targeted and temporary” support for hard-hit families on Tuesday, as fuel costs continue to rise.

Nicola Willis gave notice of the announcement at Monday’s post-Cabinet media briefing, alongside Prime Minister Christopher Luxon and Associate Energy Minister Shane Jones.

Jones also announced plans to align New Zealand’s fuel standards with that of Australia, allowing the import of fuel destined for Australia to New Zealand instead.

Willis said the decisions on support had been taken at Cabinet, and while some of the details were still being worked out, that would not affect how quickly families could get it.

“This conflict is impacting just about every New Zealander, it has pushed up the price of petrol, diesel and jet fuel and those increases are already hurting our people and our businesses. Unfortunately the government is not in a position to mitigate that impact on everyone,” she said.

“The approach we are taking is consistent with the findings of the Royal Commission of Inquiry into the response to the Covid pandemic, which highlighted the damage that can be done by untimely, untemporary and untargeted spending.”

It was unclear when the support would be rolled out, with Willis saying that would be made clear when it was announced.

Motorists should fuel up as and when they needed to, she said, with the government’s solution set to target income rather than fuel prices.

‘No concerns’ about fuel supply

For now, there were no concerns about fuel supplies in New Zealand, she said.

“To date, all shipments have arrived as scheduled and fuel importers have not raised any concerns about shipments that are due here in future.

“It remains the case that we have to be prepared for the possibility of disruptions in the medium to longer term, particularly because the refineries in Southeast Asia from which we import more than 90 percent of our fuel may have challenges getting the feedstock crude oil that they need.”

Luxon said the country had at least enough fuel for the next seven weeks, although the government was preparing in case of long-term further disruption.

“If you are someone who has just faced a 30 percent increase in your fuel bill or a 60 percent increase in your diesel bill since the actual crisis, since this conflict has commenced, it’s real.

“We cannot do the Covid learnings and mistakes, which was just spray a heap of money around that has short term gain but long term pain – massive long-term pain – and equally we’ve got to find a way to get people support in a temporary, targeted kind of way.

“The reality is that we are not going to be able to alleviate the pressure of rising prices for everyone, but what we’ve been clear about are the parameters for any support that we provide, which is that it must be targeted, it must be timely, and it must be temporary and not drive inflation or debt higher.”

The latest data from Ministry of Business, Innovation and Employment showed stocks for about 47 days of fuel, including about 50 days worth of petrol, 46 days of diesel, and 45 of jet fuel.

The data, accurate to last Wednesday, marks about two days fewer than was reported last week.

One new fuel shipment arrived on Sunday, and two more – carrying between them another 20 days of each kind of fuel – are expected to arrive in the next fortnight.

The next update is due on Wednesday, but the ministry says New Zealand is not yet experiencing the kind of sustained disruption that would justify emergency measures under the national fuel plan.

Luxon said nothing had changed about New Zealand’s position on the Iran conflict, but that Iranians “holding hostage a whole bunch of ships to bring fuel and critical supplies … that’s not acceptable”.

“What we want to see is a quick resolution to this conflict and that means that actually respecting civilians and civilian infrastructure is really important … we think the best thing is de-escalation.”

Willis confirmed some consideration had been given to which industries could be prioritised if fuel rationing was needed, but this would not be revealed until a later date.

“We will not be having to hit the button tomorrow, but we will outline what our proposed phasing of response is … we recognise that it’s useful for people to understand what could be coming under a range of scenarios,” she said.

She noted the high prices would also naturally limit fuel use.

“It is pinching people’s pockets already and that is changing people’s choices. So Auckland transport have reported they had their biggest day of public transport use in seven years, I think that’s people deciding to use their cars a little bit less because it’s pretty expensive right now.”

‘Anzac pact’ in fuel and other standards

Jones outlined the government’s plan to temporarily allow fuel that meets Australian specifications to be supplied to the New Zealand market for up to a year.

Fuel companies had said this could allow them to secure shipments more quickly, and from a wider pool of suppliers.

Jones said long-range vessels typically carried about 120 million litres, and New Zealand consumed about 24 million litres of fuel a day – with about 47 percent of that being diesel, about 35 percent being petrol, and the remainder being aviation fuel.

“Should such a vessel be on its way to Australia then we would have the ability to also benefit from such a vessel.”

He said fuel refined to Australian standards was compatible with New Zealand vehicles, and met safety and quality expectations, pushing back on the suggestion it would allow dirtier fuels than under current standards.

“It’s unkind of us to refer to our Aussie compatriots as dirty,” he said. “There’s two things – whether or not fuel used in a high-temperature northern Australian environment, we are advised that a lot of that fuel is suitable for the North Island … with the South Island the fuel importers assure us that they will have the optionality to service both of those markets.”

He said officials had spoken to Australian counterparts.

“We pushed the idea that at some point in time we should explore and ANZAC pact and I would say to you this is the first step that we’re taking to join forces.

“It’d be fair to say that I’ve got a fair degree of support in our Cabinet to actually move towards permanent harmonisation of not only these standards but a variety of other standards in the economy.”

Willis and the associate ministers of finance would make further improvements, he said.

The government would not follow Australia’s lead in relaxing standards to allow higher-sulphur fuel, he said, at least not yet.

“At this stage it’s not our intention to do so, however, we will take advice should the situation change – and that could be an option that expands our supply.

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

Source: Radio New Zealand

US President Donald Trump has vowed to ‘obliterate’ Iran energy facilities if it doesn’t’ open the Strait of Hormuz.

The threat has added to worries in global markets.

Meanwhile, Finance Minister Nicola Willis said on Sunday New Zealand’s fuels stocks remain at seven weeks’ worth, including stockpiles.

Fuel price app Gaspy has altered features in an attempt to avoid errors and deliberate misinformation about current prices of petrol.

And the government has announced a $50 million plan to double electric EV chargers in New Zealand.

Follow all the updates in our live blog at the top of this page.

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

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Source: Media Outreach

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

Source: Radio New Zealand

The finance minister says New Zealand’s fuel stocks remain at seven weeks worth, including stockpiles.

But Nicola Willis concedes that keeping that buffer was still “dependent on ships like this continuing to turn up”.

Speaking on Sunday afternoon at Channel Infrastructure’s Marsden Point Energy Precinct, Willis said she wanted to provide more information to address peoples’ concerns about delays in that supply.

She said New Zealand had a number of places fuel supplies arrive into the country, but Marsden Point is the largest.

Today’s visit comes amid fears of an energy crisis, with the global price of oil skyrocketing in the wake of the US and Israel’s attack on Iran.

Iran’s response has included threatening ships passing through the Strait of Hormuz, a key channel for the transportation of fuel exports from the Middle East, and strikes on US-friendly neighbours’ energy infrastructure.

Marsden Point is New Zealand’s fuel import terminal, and until 2022 also had an oil refining facility. New Zealand now relies on imported refined fuels, without a facility to refine raw products.

Senior coalition politicians are at odds over whether the facility should have been closed.

Willis told Morning Report on Friday price increases were extremely tough and affecting all New Zealanders, but some were feeling it more than others.

“I can’t solve the pain for everyone. The cost of doing that would potentially involve levels of spending that would drive inflation higher, and certainly would put us in a more fragile position in terms of debt.

“So what we are looking at, is there something very targeted and temporary that we could do to assist those workers in particular who are most acutely impacted by these household budget squeezes?”

IRD and Treasury have been asked to come up with a package that could be implemented with urgency ahead of the Budget.

Willis will talk to the media at 2pm – watch it live here.

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

Source: Radio New Zealand

Analysis: Christopher Luxon’s personal performance and that of his party is worse, and more people think the country is headed in the wrong direction under his government.

Those are the bleak messages being sent by voters in the latest RNZ-Reid Research poll.

The poll has National on just 30.8 – only just scraping above the death knell threshold of anything with a 2 at the start of it.

For Luxon personally his preferred prime minister score is 17.3 – down from 19.4 in RNZ’s last poll in January.

While there’s been speculation in recent weeks off the back of another bad poll that Luxon’s time as leader could be running out, the RNZ-Reid Research poll doesn’t point to any obvious successors.

Housing Minister Chris Bishop only reached 0.6 percent – down from 1.3, while often tipped future leader and Education Minister Erica Stanford registered 1.4 percent, up slightly from 1.2 at the last poll. Not exactly threatening results.

For Luxon, however, it’s his net favourability – the difference between those who think he’s doing well and those who rate his performance badly – where things really take a dive.

The Prime Minister has a net favourability score of -20.6, even worse than the dismal result he got in the last poll of -14.

If it’s the economy that Luxon will turn to for a brighter outlook, it’s only bad news there too.

Half of respondents – 50 percent – now think the country is headed in the wrong direction under this coalition government, while just 32.3 think it’s headed the right way.

Compare that with January when 46.6 percent picked wrong direction versus 36.3 that picked right and it’s another public sentiment tracking the opposite way to what Luxon and his team would like.

It’s worth noting 72.6 percent of National voters felt the country was headed the right way but a much smaller number for Act – just 57.5 percent – and an even worse showing for New Zealand First – only 26.6 percent – paints a story of coalition supporters also feeling gloomy.

While the net figure for wrong and right direction has been dropping since the first RNZ-Reid Research poll in March 2025, it did lift slightly in the last poll in January, only to plunge to an even lower score this time round.

The grim warnings are hot on the back of another poll that had National on 28 percent.

The Taxpayers’ Union Curia poll that was published on March 6 was a catalyst for questions over Luxon’s leadership and speculation that grew so fevered he had to go on air at the last minute for an unscheduled interview to dampen it down.

On RNZ-Reid Research’s poll numbers Labour, New Zealand First and the Greens had a slight improvement on their party vote while everyone else suffered drops.

Labour has the biggest share with 35.6, while New Zealand First is on 10.6, the Greens 10.1, Act 7 and Te Pati Maori 3.2.

Labour leader Chris Hipkins was also down in his preferred prime minister rating, on 20.7, while his net favourability was comfortably ahead of Luxon’s on +0.3.

While this poll covers the period in which Hipkins was in the media denying a number of allegations made by his ex-wife, which she had posted to social media, at least half of those polled had already been counted before that story broke.

If this poll result played out on election night, both the centre-right and the centre-left blocs would get 60 seats – not enough to form a government, leaving a hung parliament.

It’s been a tough month for New Zealanders already suffering a years-long cost of living crisis, with spiking prices at the pump, at the supermarket, and on other services like flights.

The ongoing war in Iran and no end-date in sight has people feeling nervous about the months ahead.

Winter is also looming, when Kiwis inevitably feel the pressure of sky-rocketing power prices.

It’s a less than rosy outlook and what this poll suggests is that National is wearing a lot of the responsibility for that and people aren’t enamored with Luxon.

Unpopular prime ministers have won elections before and it’s still seven months out from polling day, but the runway for turning the economy around is growing shorter by the week.

The problem with campaigning on getting the country back on track, as National did in 2023, is that sometimes situations well outside of its control can have an overwhelming impact on whether that’s achieved or not.

Rather than quietly cursing the policy-light Opposition at home, it’s political friends (perhaps turned foes) abroad who are causing Luxon the most grief.

*The RNZ-Reid Research poll covered the period of the 12th to the 20th of March and interviewed 1000 respondents online. It has a margin of error of +/- 3.1 percent.

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

Source: Radio New Zealand

The finance minister will reveal “targeted and temporary” support for hard-hit families on Tuesday, as fuel costs continue to rise.

Nicola Willis gave notice of the announcement at Monday’s post-Cabinet media briefing, alongside Prime Minister Christopher Luxon and Associate Energy Minister Shane Jones.

Jones also announced plans to align New Zealand’s fuel standards with that of Australia, allowing the import of fuel destined for Australia to New Zealand instead.

Willis said the decisions on support had been taken at Cabinet, and while some of the details were still being worked out, that would not affect how quickly families could get it.

“This conflict is impacting just about every New Zealander, it has pushed up the price of petrol, diesel and jet fuel and those increases are already hurting our people and our businesses. Unfortunately the government is not in a position to mitigate that impact on everyone,” she said.

“The approach we are taking is consistent with the findings of the Royal Commission of Inquiry into the response to the Covid pandemic, which highlighted the damage that can be done by untimely, untemporary and untargeted spending.”

It was unclear when the support would be rolled out, with Willis saying that would be made clear when it was announced.

Motorists should fuel up as and when they needed to, she said, with the government’s solution set to target income rather than fuel prices.

‘No concerns’ about fuel supply

For now, there were no concerns about fuel supplies in New Zealand, she said.

“To date, all shipments have arrived as scheduled and fuel importers have not raised any concerns about shipments that are due here in future.

“It remains the case that we have to be prepared for the possibility of disruptions in the medium to longer term, particularly because the refineries in Southeast Asia from which we import more than 90 percent of our fuel may have challenges getting the feedstock crude oil that they need.”

Luxon said the country had at least enough fuel for the next seven weeks, although the government was preparing in case of long-term further disruption.

“If you are someone who has just faced a 30 percent increase in your fuel bill or a 60 percent increase in your diesel bill since the actual crisis, since this conflict has commenced, it’s real.

“We cannot do the Covid learnings and mistakes, which was just spray a heap of money around that has short term gain but long term pain – massive long-term pain – and equally we’ve got to find a way to get people support in a temporary, targeted kind of way.

“The reality is that we are not going to be able to alleviate the pressure of rising prices for everyone, but what we’ve been clear about are the parameters for any support that we provide, which is that it must be targeted, it must be timely, and it must be temporary and not drive inflation or debt higher.”

The latest data from Ministry of Business, Innovation and Employment showed stocks for about 47 days of fuel, including about 50 days worth of petrol, 46 days of diesel, and 45 of jet fuel.

The data, accurate to last Wednesday, marks about two days fewer than was reported last week.

One new fuel shipment arrived on Sunday, and two more – carrying between them another 20 days of each kind of fuel – are expected to arrive in the next fortnight.

The next update is due on Wednesday, but the ministry says New Zealand is not yet experiencing the kind of sustained disruption that would justify emergency measures under the national fuel plan.

Luxon said nothing had changed about New Zealand’s position on the Iran conflict, but that Iranians “holding hostage a whole bunch of ships to bring fuel and critical supplies … that’s not acceptable”.

“What we want to see is a quick resolution to this conflict and that means that actually respecting civilians and civilian infrastructure is really important … we think the best thing is de-escalation.”

Willis confirmed some consideration had been given to which industries could be prioritised if fuel rationing was needed, but this would not be revealed until a later date.

“We will not be having to hit the button tomorrow, but we will outline what our proposed phasing of response is … we recognise that it’s useful for people to understand what could be coming under a range of scenarios,” she said.

She noted the high prices would also naturally limit fuel use.

“It is pinching people’s pockets already and that is changing people’s choices. So Auckland transport have reported they had their biggest day of public transport use in seven years, I think that’s people deciding to use their cars a little bit less because it’s pretty expensive right now.”

‘Anzac pact’ in fuel and other standards

Jones outlined the government’s plan to temporarily allow fuel that meets Australian specifications to be supplied to the New Zealand market for up to a year.

Fuel companies had said this could allow them to secure shipments more quickly, and from a wider pool of suppliers.

Jones said long-range vessels typically carried about 120 million litres, and New Zealand consumed about 24 million litres of fuel a day – with about 47 percent of that being diesel, about 35 percent being petrol, and the remainder being aviation fuel.

“Should such a vessel be on its way to Australia then we would have the ability to also benefit from such a vessel.”

He said fuel refined to Australian standards was compatible with New Zealand vehicles, and met safety and quality expectations, pushing back on the suggestion it would allow dirtier fuels than under current standards.

“It’s unkind of us to refer to our Aussie compatriots as dirty,” he said. “There’s two things – whether or not fuel used in a high-temperature northern Australian environment, we are advised that a lot of that fuel is suitable for the North Island … with the South Island the fuel importers assure us that they will have the optionality to service both of those markets.”

He said officials had spoken to Australian counterparts.

“We pushed the idea that at some point in time we should explore and ANZAC pact and I would say to you this is the first step that we’re taking to join forces.

“It’d be fair to say that I’ve got a fair degree of support in our Cabinet to actually move towards permanent harmonisation of not only these standards but a variety of other standards in the economy.”

Willis and the associate ministers of finance would make further improvements, he said.

The government would not follow Australia’s lead in relaxing standards to allow higher-sulphur fuel, he said, at least not yet.

“At this stage it’s not our intention to do so, however, we will take advice should the situation change – and that could be an option that expands our supply.

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

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

Source: New Zealand Government

Tuvalu Prime Minister Feleti Teo will visit New Zealand this week, Prime Minister Christopher Luxon has announced. 

“We share a warm and close partnership with Tuvalu, underpinned by strong development, cultural, economic, and people to people links,” Mr Luxon says.

“I look forward to discussing how we can deliver on our shared ambitions and regional priorities, and hearing about the Pre-COP31 Leaders’ Event Tuvalu is hosting in October.”

New Zealand has a long-standing development partnership with Tuvalu, including support for education, health, economic development and coastal resilience. 

While in New Zealand, Prime Minister Teo will meet Foreign Affairs Minister Winston Peters, Pacific Peoples Minister Dr Shane Reti and Climate Change Minister Simon Watts. He will also attend community events and engage with the Tuvaluan diaspora.

Prime Minister Teo’s visit to New Zealand will be his first official visit since he was elected Prime Minister in 2024. He will be accompanied by Tuvalu Foreign Minister Paulson Panapa and Tuvalu Minister for Transport, Energy, Communication and Innovation Simon Kofe.

MIL OSI

Source: New Zealand Government

The number of electric vehicle (EV) public chargers around New Zealand will more than double thanks to $52.7 million in zero-interest loans from the Government and co-investment from ChargeNet and Meridian, Transport Minister Chris Bishop and Energy & Climate Change Minister Simon Watts say.

“Many New Zealanders have thought about getting an EV, even before the fuel challenges we’re currently facing. But research shows that the lack of public chargers is holding many back from making the switch to an EV,” Mr Bishop says.

“The private sector is reluctant to invest in charging infrastructure until there’s sufficient demand, but demand won’t grow until the lack of public chargers stops putting buyers off. Just as the previous National-led Government did with the ultrafast broadband network rollout, we’re taking action to break that deadlock.”

ChargeNet and Meridian Energy were selected through a contestable, value-for-money bid process. Both companies are co-investing a combined $60 million of their own capital alongside the Government loans, taking the total investment to over $110 million.

“Concessionary loans bring forward private investment in public EV charging infrastructure by lowering the cost of capital, while keeping the taxpayer’s contribution to a minimum,” Mr Bishop says.

“In this case, the average loan per charge point is $20,000, but once repayments are factored in, the net cost to the Crown is around $10,000 per charger, roughly a quarter of what a direct grant would cost.

“We’re also changing our planning rules to make the installation of public EV chargers a permitted activity under the RMA, meaning in most cases no consent is required – another factor that will help to speed up delivery.”

The 2,574 new charge points include 1,374 DC fast chargers and 1,200 AC chargers. DC fast chargers deliver power directly to the battery and can charge a car in 20 to 60 minutes, making them suited to highways and destinations where people stop briefly. AC chargers are slower and better suited to places where cars are parked for longer periods, like shopping centres, workplaces, and residential areas.

“About half the new chargers will be spread across Auckland, Hamilton, Tauranga, the Wellington region, Christchurch, and Dunedin, with the other half throughout the regions, so drivers outside the main centres will benefit too,” Mr Bishop says.

“New Zealand currently has a bit over 1,800 public charge points, which is among the lowest charger-to-EV ratios in the OECD. Another 161 charge points are also in progress. Combined with the investment being announced today, the national total will be around 4,550. The Government is working towards 10,000 charge points by 2030, roughly one for every 40 EVs.”

“Owning an EV in New Zealand already makes strong financial sense. Electricity is cheaper than petrol and almost entirely generated from renewable sources like wind, geothermal, solar, and hydro,” Mr Watts says. 

“Kiwis are already making the shift to electric vehicles as a cost-of-living choice, and we have seen uptake grow. In February 2026, EV sales were up 10.5 per cent on the same month last year – and anecdotal evidence suggests even greater interest over the past couple of weeks as conflict in the Middle East has seen fuel prices increase.

“At a time when global fuel markets are volatile, that matters. 

“A better charging network means more New Zealanders can take advantage of it, and that’s good for household budgets and our emissions profile alike. EVs produce at least 60 percent fewer lifecycle emissions than petrol vehicles.”

Notes to editor: 

• Concessionary loans are loans at below-market interest rates (in this case, zero-interest) which incentivise charge point operators to invest in charging infrastructure ahead of demand. The repaid capital can be used for new loans if co-investment is still required or allocated to other initiatives.
• The loans are administered by National Infrastructure Funding and Financing (NIFFCo), the successor organisation to Crown Infrastructure Partners (which delivered Ultra-Fast Broadband). EECA will provide assistance as required.
• The Government has allocated $66.145m of capital funding for concessionary loans.
• The concessionary loans will fund up to 50 percent of project capital costs, have a zero percent interest rate, and a maximum tenure of 13 years. The loans have been awarded through a contestable co-investment bid process.
• Applications were assessed against value-for-money criteria to ensure loans are awarded to projects of greatest benefit and that New Zealand’s EV charging network grows at pace.
• Consumer monitoring by EECA consistently shows that some of the main perceived disadvantages of EVs include that the driving range is not suitable for long distance travel, and that there are not enough public chargers available. Increasing the availability of public charging infrastructure gives drivers the confidence to switch to an electric vehicle. See EECA’s EV Charging research October 2025 update – EV Charging Research 

MIL OSI

Source: Radio New Zealand

A cheaper bus or train fare would be far better than working from home to avoid rising fuel prices, say commuters, despite the local government minister ruling it out.

Simon Watts says the government is not looking at any change or incentive model in regards to public transport.

“Public transport usage by New Zealanders has already increased, we’ve seen that flow through in our major urban cities,” he said.

“That’s obviously a result of Kiwis making the conscious decision to take public transport versus driving their vehicle and that’s what you’d expect with prices at the pump being higher.”

He said it should be up to New Zealanders to make their own decisions, based on their own circumstances.

But petrol has sky-rocketed by more than 83 cents a litre and diesel has shot up $1.33 since the US and Israel began attacking Iran.

Auckland Transport, Greater Wellington, and Canterbury Regional Councils are asking the government to encourage people to use more buses, trains, and ferries – rather than work from home.

People RNZ spoke to in central Auckland on Monday said they would prefer that.

“I do like working from home but working in the office is also really nice, it’s more collaborative,” said one commuter.

“I would prefer to have cheaper public transport,” said another.

Shay Peters from Robert Walters Recruitment Agency said a lot of jobseekers preferred to work from home.

“As we’re in tougher economic times, people are probably erring on the side of caution and will like to be in the office but I know a number would also like the opportunity on balance to be able to just save cash and be working from home at the moment.”

Last Tuesday was Auckland’s busiest day on public transport since 2019, and the capital has seen 10 percent more passengers on the train – and six percent on the bus – within the past month.

Greater Wellington Regional Council Public Transport Committee chair Ros Connelly would also like to see subsidised fares.

“There’s no doubt in my mind and from the surveys and customer feedback that we receive that the cost of public transport still is a significant barrier to people. Obviously since we’ve seen the fuel crisis, comparatively the cost of public transport has decreased but still it is extremely expensive.”

She said the train from Masterton to Wellington can cost up to $22.50 each way, per day.

“That is a barrier for many people and so they will look at other options. Working from home is definitely popular but if there was an increased subsidy we’re really confident that we would see more people on public transport and as fuel prices increase this is one way that the government can ensure that people get to work.”

Green Party co-leader Chlöe Swarbrick said it was a no-brainer to make public transport free.

“Fares have gone up by as much as a third in Canterbury, by a quarter in the Manawatū-Whanganui region and Auckland also has seen fare increases in the realm of 15 to 20 percent over the last three years. We need to remove those barriers to access and also be reserving fuel supply for those who actually need it and don’t currently have the option.”

Stacey van der Putten from Auckland Transport would welcome that.

“We’re monitoring it daily so there will be adjustments that are needed but the system does have flex to be able to support it.”

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

Source: New Zealand Government

The Government is taking practical steps to strengthen New Zealand’s fuel resilience by temporarily allowing fuel that meets Australian specifications to be supplied to the New Zealand market, Associate Energy Minister Shane Jones says.

“In a tight global fuel market, flexibility matters. Countries that can access a wider range of shipments are better placed to keep fuel flowing. This decision removes unnecessary technical barriers and helps ensure New Zealand isn’t excluded from available supply our neighbours across the Tasman are accessing,” Mr Jones says.

The temporary alignment will open up more options for fuel importers by allowing fuel refined to Australian specifications to be supplied domestically.

“The change reduces the risk of supply disruptions driven purely by technical specification differences. Fuel companies have told us this could allow them to secure shipments more quickly and from a wider pool of suppliers.

“Our fuel specifications are already very similar to Australia’s. Fuel refined to Australian standards is compatible with New Zealand vehicles and meets safety and quality expectations.”

New Zealand will not, at this stage, be following Australia’s lead and relaxing standards to allow higher sulphur fuel. Australia has made the decision so it can access high-sulphur fuel from its Brisbane refinery.

“However, we will keep an eye on whether further changes to fuel specifications could open up further supply channels if necessary,” Mr Jones says.

“This is a sensible, time‑limited step that gives importers access to a broader range of fuel shipments, including those already in our region.

“We are closely monitoring market conditions and will keep under review any further practical measures that could strengthen New Zealand’s fuel supply resilience while global conditions remain uncertain.”

The temporary alignment with Australian specifications could remain in place for up to 12 months if needed.

Editors’ note:

Fuel specifications set the minimum technical and environmental requirements that petrol, diesel and other transport fuels must meet before they can be supplied in New Zealand. Each country has its own fuel specifications.
Where there are differences in fuel specifications for the purpose of catering to different climatic conditions, this is dealt with by the requirement that fuel sold in New Zealand must still be ‘fit for common purpose’. For example, this means diesel for hot climates cannot be sold in very cold ones. 

MIL OSI

Source: Radio New Zealand

Oceans and Fisheries Minister Shane Jones has called critics of his Fisheries Amendment Bill “a range of noisy voices” and invited them to have their say at the select committee.

The bill, which is scheduled to have it’s first reading on Tuesday, has been welcomed by the commercial sector but condemned by recreational fishing groups.

Fishing Host Matt Watson – probably the country’s most famous recreational fisher – is dismayed by the proposals in the fishing amendment bill.

He told First Up the bill’s “designed purely to prioritise the profits of the seafood industry”.

“If these go through unchecked, it is disaster. It’s beginning of the end for our fish stocks, and that’ not over dramatising it.”

Among Watson’s concerns is the proposal to remove the minimum size limits for commercial fishers from a number of popular species, including snapper.

He said it wouldn’t encourage commercial fishers to avoid undersized fish and would decrease overall fish stocks.

The current recreational size limit for snapper is between 25cm and 30cm depending on location, while the commercial size limit is 25cm.

Minimum size limits are imposed to ensure fish can reach sexual maturity before being caught.

“If you start killing fish before they’ve had a chance to breed, you’re going to run out of fish and you don’t need to be a genius to figure that out,” Watson said.

Jones argued that allowing the commercial sector to land and sell undersize fish would prevent wastage.

Currently commercial fishers must dump undersize fish dead or alive, and it doesn’t count against their quota.

“The new provision is that if you catch them, you pay for them,” Jones said.

“With the commercial industry, we know every single kilo that they take and their conduct is now captured by cameras.”

But if Jones’ bill passes, the footage taken by cameras on board commercial boats can no longer be accessed under the official information act, effectively making it off limits to the public.

Anyone who leaks the footage faces a $50,000 fine.

“If you’ve got nothing to hide, why on earth would you behave like that,” Sam Woolford of recreational advocacy group Legasea said.

“When cameras on boats were introduced, we know that the rate of discarding, or notified discards, went up about 46 percent. For snapper and kingfish, it was closer to 1000 percent.”

Jones, a self described apostle of industry, brushed off the concerns about snapper stocks, telling First Up the “amount of snapper in our waters is almost biblical in its profundity”.

“You can almost walk on the water we’ve got so many snapper.”

Coalition support means the Fisheries Amendment Bill should easily pass it’s first reading, but Labour’s fisheries and Oceans spokesperson Rachel Boyack said she would make her concerns heard at the select committee stage.

She said her party would do their “best to make changes to the bill so that it’s not as bad as what it could be.”

Although with commercial fishing a strong feature of her Nelson electorate, Boyack was choosing her words carefully .

“It creates jobs in my local community and it’s important that we are able to produce fish for food and for export, but we also have to ensure that the fishery is sustainable”.

Conservation Minister Tama Potaka’s office didn’t respond to requests for comment, but in a facebook post Northland MP Grant McCallum said he met with Legasea and the sports fishing council over the weekend and would strongly represent the views of the recreational sector in the party’s caucus this week.

Seafood New Zealand’s Inshore Policy Manager Tamar Wells said the commercial sector was trying to make the industry more sustainable.

“Fishers do change their methods. In terms of their selectivity of their nets, they’ll have larger mesh to let smaller fish out.

“There’s also new methods coming in, like Flowmo, which is a type of net that can keep fish kind of contained underwater so they have a higher survivability.”

The Fisheries Amendment Bill won’t require commercial fishers to change their methods though and Jones said there was no plan to outlaw trawling.

“It’s evident to me that the vast majority of the activists opposed to trawling are really seeking to undo the Māori fisheries settlement and terminate the commercial fishing industry and that’s just never, ever going to happen for as long as I’m in politics, and I look forward to being in politics for a long, long time.”

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

Source: Radio New Zealand

The government is providing interest free loans of $52.7 million to two companies to boost the number of electric vehicle public chargers around the country.

The zero-interest loans will go to ChargeNet and Meridian Energy, who are investing $60m in capital, and would see 2574 new charge points, 1374 DC fast chargers and 1200 AC chargers.

The move will more than double the country’s chargers, to around 4550.

New Zealand has about 1800 public charge points currently, among the lowest charger-to-EV ratios in the OECD.

In 2023, the National Party promised electric vehicle chargers by 2030 if elected.

Transport Minister Chris Bishop said the loans kept the taxpayer’s contribution to a minimum.

“In this case, the average loan per charge point is $20,000, but once repayments are factored in, the net cost to the Crown is around $10,000 per charger, roughly a quarter of what a direct grant would cost.

Bishop said it was a chicken and egg situation, with some electric vehicle charger providers reluctant to roll out chargers until there were more EVs on the road, but concerns about the driving range of electric vehicles and a lack of public chargers was one of the main perceived disadvantages of EVs for potential buyers.

“Many New Zealanders have thought about getting an EV, even before the fuel challenges we’re currently facing. But research shows that the lack of public chargers is holding many back from making the switch to an EV,” Bishop said.

“The private sector is reluctant to invest in charging infrastructure until there’s sufficient demand, but demand won’t grow until the lack of public chargers stops putting buyers off. Just as the previous National-led Government did with the ultrafast broadband network rollout, we’re taking action to break that deadlock.”

He said the below-market interest rate loans were preferable to grants.

“It’s a more commercial model, a more sophisticated model, bringing forward that private sector investment.”

“In this case, the average loan per charge point is $20,000, but once repayments are factored in, the net cost to the Crown is around $10,000 per charger, roughly a quarter of what a direct grant would cost.”

Some requirements were placed on the loans, such requiring an urban-rural split, but exactly where they went was a commercial decision for the companies, Bishop said.

“About half the new chargers will be spread across Auckland, Hamilton, Tauranga, the Wellington region, Christchurch, and Dunedin, with the other half throughout the regions, so drivers outside the main centres will benefit too,” he said.

“We’re also changing our planning rules to make the installation of public EV chargers a permitted activity under the RMA, meaning in most cases no consent is required – another factor that will help to speed up delivery.”

Work on the grants had been underway for some time, but that the timing was “fortuitous” given the increased interest in electric vehicles in the wake of surging fuel costs caused by the conflict in the Middle East, he said.

“People look at a petrol price of three bucks, three bucks twenty, and potentially going higher, and they say, jeepers creepers, now’s the time to go electric because the running costs are just so much lower,” Mr Bishop said.

The 10,000 chargers by 2030 target was ambitious, he said.

It was on its way to meeting it, but would require additional Crown investment which would be considered as part of the budget process, he said.

Chair of EV lobby group Drive Electric Kirsten Corston welcomed the news, but said much more needed to be done.

She said the government had promised more than $200m to go towards fast chargers several years ago, and this project only accounted for $52m.

“We’re interested to see what the other commitments are going to be.”

It seemed very unlikely the government would achieve its target of 10,000 chargers before 2030, she said.

New Zealand was falling behind other countries in [https://www.rnz.co.nz/news/thedetail/586362/the-ev-slowdown-how-government-decisions-changed-the-road-ahead

EV uptake] following a sharp decline in purchases following the government’s cancellation of the clean car subsidy.

EVs accounted for around 27 percent of new vehicle sales in 2023, or at least one in four cars sold. Only one in nine cars sold are electric now.

“And you look at Australia, one in five cars sold are electric. In China, one in two cars sold are electric. The global average is one in four cars sold are electric.”

There had been a three-fold increase of inquiries into second-hand and new EVs in recent weeks, she said.

“The challenge for us, though, is we’ve got a country that is still very dependent on importing fossil fuels and we’ve got a government that whilst this is fantastic to see this investment into charging infrastructure we also need investment into electric vehicles to drive uptake.”

Colston said reducing road user charges – which are the same for electric vehicles as for diesel vehicles – would be one way to do that.

Other levers included a Fringe Benefit Tax for light vehicles such as Australia has, or accelerated depreciation for commercial and heavy vehicles.

Drive EV wanted to see investment in making EVs more accessible to more people, she said.

“At the moment, when the average purchase of a car for a Kiwi is around $7000, yes, they can go and access a Nissan Leaf for $5000 – $10,000. But if they’ve got four kids and they need a 200 kilometre range to get around town for the day, that’s not going to meet their needs.

“So we have to create that second, third, fourth hand market for Kiwis to bring that price down – that’s a really critical piece to make EVs available for everyone in our community.”

Getting more people into electric vehicles promised a huge financial opportunity for New Zealanders, Colston said.

“The average household spends $3000 to $4000 a year paying for their petrol or diesel, and if they could electrify, it would be around $1000 a year.”

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

Source: Green Party

The Green Party is offering its votes to the National Party to get on with passing a sensible and urgent fossil fuel crisis relief package. With the Greens’ and National’s combined 63 votes, no other political party’s support is necessary.

The Green’s proposed package includes:

• Making public transport free for users;
• A Relief Payment for low income people or people who live rurally to help meet additional transport costs;
• A Windfall Profits Tax to prevent corporate price gouging;
• Reversing changes to school bus eligibility and routes, and temporary expansion of eligibility for school buses;
• Reversing the Government’s intended reduction in Total Mobility Support for disabled people; and
• Increase mileage rates to the 23,000 care and support workers to meet their actual travel costs.

“We agree with the Prime Minister that hope is not a plan. That’s why the Green Party is presenting our plan to support our country through the fossil fuel crisis, targeting support to those who need it most, and reducing demand for petrol,” said Green Party Co-leader Chlöe Swarbrick.

“New Zealanders expect politicians to do everything we can to support people through this immediate crisis, and to minimise future vulnerability by reducing fossil fuel dependence. That’s why we have written to the Prime Minister and Minister of Finance offering our votes to make these obvious solutions a reality, urgently.

“Free public transport is a no-brainer. We remove the barriers to access, reduce congestion, and free up fuel supply for those who don’t have a public transport option.

“If the Government means what it says about ‘preparing for the worst’, now is the time to pull the plug on exorbitantly expensive, low-value projects like the Roads of National Significance and LNG import facility. The Green Party is ready, willing and able to provide the support necessary to invest in building real resilience through renewable energy generation.

“The Green Party’s Fossil Fuel Crisis Relief Payment would be targeted at adults earning under the median income and also people living rurally, where public transport is not available,” said Green Party Co-leader Marama Davidson.

“The Fossil Fuel Crisis Relief Payment will put money in the pockets of those being squeezed the hardest and those with few other transport options, easing stretched household budgets right now.”

“Petrol companies shouldn’t be unreasonably profiting from this or any economic crisis. A windfall tax would mean any exorbitant profits are redirected to our communities.”

“We need to ensure that corporations aren’t profiting while people in our communities who are struggling or have no alternative transport options pay the price. The Green’s package will provide immediate help for those who need it, reduce demand for petrol, and keep a check on corporate greed,” said Davidson.

Read the letter here.

MIL OSI

Source: Radio New Zealand

National has slipped further behind Labour in the latest RNZ-Reid Research poll, falling to 30.8 percent support.

While a better result than the 28.4 percent it recorded in the most recent Taxpayers’ Union Curia poll, it still makes grim reading for Prime Minister Christopher Luxon, who has recorded his lowest personal approval rating yet.

If replicated on polling day, the numbers would leave the country in limbo, producing 60 seats each for the coalition and opposition blocs.

The poll, published Monday, puts Labour in the top spot on 35.6 percent, up 0.6 points from January, while National is down 1.1 points to 30.8 percent.

New Zealand First continues its upward trajectory, climbing 0.8 points to 10.6 percent, its highest score since July 2017.

The Greens are on 10.1 percent (up 0.5 points), ACT is on 7 percent (down 0.6 points), and Te Pāti Māori sits at 3.2 percent (up 0.2 points).

The poll surveyed 1000 eligible voters online between 12-20 March. Half of the respondents, however, were surveyed before 14 March, meaning the result won’t fully reflect the public response to the dispute between Labour leader Chris Hipkins and his ex-wife.

Undecided or non-voters made up 7.1 percent of those polled.

If the results were repeated at a general election, National would win 38 seats, NZ First 13 and ACT nine. On the left, Labour would bring in 44 MPs, the Greens 12 and Te Pati Māori four.

That would make a 60-60 deadlock in a 120-seat Parliament, likely sparking negotiations across the aisle to try secure a majority and prevent an election re-run.

The party vote is reflected in the preferred prime minister measure, with Hipkins leading on 20.7 percent, down 0.4 points.

Luxon has dropped 2.1 points to 17.3 percent, while NZ First leader Winston Peters sits at 13.1 percent, up 0.5 points.

More than 19 percent of voters declined to name a preferred prime minister.

Half of respondents – 50.4 percent – say Luxon is performing poorly as prime minister, compared with 29.8 percent who rate him well.

That gives Luxon a net score of -20.6 (down 6.6 points), his weakest result in the Reid Research series since becoming National leader in 2021. (Note: Reid Research did not run any public polls between November 2023 and March 2025.)

Former National leaders, however, received worse scores while in opposition: Judith Collins recorded a net rating as low as -37.9 in mid-2020 and Simon Bridges dropped to -39 in mid-2019.

Hipkins’ net performance score remains stronger, though it too is trending down.

With 35.9 percent rating him well and 35.6 percent poorly, his net rating has slipped to just 0.3 (down 0.6 points), also his lowest as Labour leader.

The poll also shows worsening public sentiment, with 50 percent (up 3.4 points) of respondents saying New Zealand is heading in the wrong direction, compared with 32.3 percent (down 4 points) who think it is on the right track

That gives a net score of -17.7, down 7.4 points from January.

About 16 percent of voters are undecided, while another 2 percent say they do not know.

National supporters are the most optimistic with a net score of +63.1, followed by ACT supporters on +24.1.

NZ First voters are much more pessimistic, recording a net score of -24.6.

This poll of 1000 people was conducted by Reid Research, using quota sampling and weighting to ensure representative cross section by age, gender and geography. The poll was conducted through online interviews between 12-20 March 2026 and has a maximum margin of error of +/- 3.1 percent at a 95 percent confidence level.

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

Source: Media Outreach

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

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

Financial Results

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

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

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

Operational Summary

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

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

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

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

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

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

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

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

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

Outlook

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

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

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

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

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

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

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

Hashtag: #LiNing

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

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

Source: Media Outreach

Cushman & Wakefield Interpretation Report Highlights Eight Impact Areas for Real Estate Market

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

Source: Radio New Zealand

In the early afternoon of 19 March, 2025, a small group of the country’s most powerful ministers joined an online meeting to discuss the future of 180,000 New Zealand workers.

Forty-five minutes later, they logged off having made decisions that would impact women’s earnings for years to come.

Those choices formed the backbone of the government’s overhaul of the once “world-leading” Equal Pay Act – retrospectively stripping nurses, teachers, carers and other female-dominated workforces of the right to pursue pay equity claims under the existing law.

Within five weeks of that meeting, Parliament had passed the Equal Pay Amendment Act under urgency – a move the people’s select committee last month described as “a flagrant and significant abuse of power”.

The legislation was announced then passed all stages of Parliament within three days in May, meaning the public had no opportunity to make submissions through the usual select committee process.

Dozens of in-train claims were stopped. The rules governing future claims were significantly tightened. And $12.8 billion originally earmarked to fix decades of systemic gender discrimination was instead returned to the Crown’s Budget allowances.

The changes severely curtailed the ability of workers in predominantly female industries to prove their work had been historically undervalued. In some sectors, unions said the new law may make future claims almost impossible.

NZEI Te Riu Roa, which had spent four years working on a pay equity claim covering tens of thousands of education workers, warned the new framework effectively shut down any pathway for many education roles to ever achieve pay equity.

“For teacher aides, winning our claim was huge. Women were giving up second jobs and getting to spend time with their families – that was the most amazing thing,” said teacher aide and NZEI negotiator Ally Kingi.

“But the new law cuts out every single person who is a teacher in the country from making the same claim. Primary, secondary, early childhood, te kura, principals, everyone. And teacher aides – whose pay has already slipped backwards – won’t get a review.”

Documents obtained under the Official Information Act show that the most consequential decisions in the Equal Pay Act overhaul were made during that 45-minute March meeting. In several cases, ministers chose to implement harder thresholds than officials had proposed, tightening the law even further.

The government said the changes were necessary to ensure the pay equity system focused on genuine cases of sex-based discrimination and remained sustainable for taxpayers.

But the detail of how ministers reached their decisions – what evidence they relied on, what modelling informed the most restrictive changes, or why the final law was made harsher than officials recommended – remains hidden.

Despite repeated Official Information Act requests, the 19 March meeting remains, in large part, a black box.

How pay equity became law

To understand the impact of that March meeting, it helps to step back.

The Equal Pay Act was originally passed in 1972 and intended to eliminate gender-based wage discrimination – ensuring women were paid the same as men for doing the same job.

Over time, the issue shifted. The problem was no longer only women being paid less than men in identical roles. It was that work historically performed by women – caring, teaching, cleaning, administration – had been systematically undervalued compared to male-dominated occupations requiring comparable skill, effort and responsibility.

That broader concept is known as pay equity.

In 2014, the courts confirmed in the landmark TerraNova case that the Equal Pay Act allowed workers to argue their jobs had been historically undervalued because they were mainly performed by women, including by comparing their roles to those beyond the immediate workplace.

In response, a Joint Working Group – convened under a National government and including unions, business and officials – spent two years designing a process for assessing pay equity claims. Their recommendations formed the basis of the 2020 amendments to the Act.

The 2020 model created a structured process where a claim could proceed if it was “arguable” that the work in question was predominantly performed by women and may have been historically undervalued.

Once a claim passed that threshold, the parties would identify “comparators” – male-dominated occupations requiring similar levels of skill, responsibility and working conditions.

Comparators could be drawn from outside the employer or even the sector if necessary.

The low threshold was meant to allow claims to be investigated rather than filtered out early.

Cross-sector comparators were permitted because, in many female-dominated industries such as aged care, administration or early childhood education, there are simply no male-dominated roles within the same workplace to compare against.

If undervaluation was established, employers were required to negotiate pay adjustments.

By 2023, settlements had been reached for nurses, midwives, care and support workers and others. For many, the pay increases were life-changing.

“We had women who could finally afford to have their grandchildren for the holidays because they could buy food for them, women who could at last buy a lawnmower, or book a flight,” NZEI’s Kingi said. “All these women were able to live their lives, to relax. And that’s what is right and just.”

‘Significant concerns’ about cost

While the settlements were widely celebrated by workers, officials inside government were increasingly focused on their cost.

As early as November 2023, the Equal Pay Act, once described internationally as ‘world-leading’, was being framed internally not as a human rights mechanism correcting structural discrimination, but as a fiscal exposure problem.

Treasury and Ministry of Business Innovation and Employment (MBIE) briefings warned about the cost and structure of pay equity claims, including the idea the regime was “too permissive”.

In its first briefing to the incoming minister, MBIE said questions had been raised about processes for decision-making and the fiscal consequences of pay equity settlements.

Officials later argued the system provided little incentive to “negotiate hard”, pushing costs higher.

Treasury warned that pay equity costs were being treated differently from other wage pressures because of their size and uncertainty, directly affecting the Crown’s operating balance.

It expressed “significant concerns” about the comparators used in the care and support workers’ claim, suggesting they may have produced significantly higher cost outcomes.

Officials described New Zealand as “unusual” in allowing comparators from outside the workplace or sector, and questioned whether the threshold for claims was too low.

MBIE suggested other ministers may wish to discuss options to change current processes, and said it could provide further advice if required.

Pay equity specialist Amy Ross, the former head of the pay equity taskforce, said those briefings exposed what she said was a longheld, ideological view among the agencies: that pay equity was nothing but a risk to the government.

“They never thought about it for what it really was – an evidence-based market correction that had massive downstream benefits for communities – money flowing into households, services improving and the country retaining workers,” Ross said. “They only ever talked about the ‘cost’ of pay equity. But the ‘cost’ is women subsidising labour. It’s actually a cost to women.”

Enter Brooke van Velden

The agencies’ briefings clearly resonated with the new minister for workplace relations. In the first week of December 2023, Brooke van Velden, an ACT MP, sought a briefing on what she called “pay parity”.

Officials responded with a screenshot from MBIE’s website explaining that pay parity and pay equity were two different things, and both were legislated requirements in the Equal Pay Act.

Van Velden’s advisory followed up with questions wanting to know the broader “consequences” of the interaction between pay parity and pay equity.

On 29 January, 2024 van Velden wrote to Prime Minister Christopher Luxon questioning the pay equity framework and signalling her interest in reform.

At that point she was yet to have a full briefing on pay equity.

The letter was not released under OIA, but van Velden said she had written that she was concerned about the “robustness and reliability” of comparing remuneration between different professions in a bargaining framework, and that the pay equity bargaining system had resulted in “significant labour market distortions and high costs to the Crown”.

Critics noted the letter’s framing – painting comparators as distortive, bargaining as unreliable – echoed longstanding BusinessNZ concerns and earlier National Party proposals from 2017, which had included a tighter hierarchy of comparators and a higher threshold for claims.

In March, van Velden received her first full briefing on the issue – a MBIE PowerPoint presentation titled “Pay equity: a short history”.

This briefing was highly critical of the system, pointing to the 2020 amendments by the previous government as the problem. It also framed New Zealand as an international “outlier” for allowing cross-sector comparators; and casted doubt on the validity of current claims, particularly the low threshold for entry to the system; and the way comparators were chosen.

In response to follow-up questions about the comparators from van Velden’s advisor, officials noted anecdotal examples of fisheries officers, corrections officers and customs officers being used repeatedly as benchmarks.

These anecdotes that would later become central National and Act Party talking points after the pay equity reform was announced, were held up as an example of a “wasteful” system that had gone too far.

Fuel on the fire

If ideology lit the fire for reform, the fiscal implications provided the fuel.

Soon after the 2023 election, Finance Minister Nicola Willis also began receiving detailed briefings from Treasury, focused on the scale of potential pay equity liabilities.

The largest claims, particularly teachers and care and support workers, were expected to cost the government – as employer – billions of dollars, Treasury said.

Officials assumed pay increases of roughly 20 percent based on earlier settlements.

Throughout 2024, Willis sought increasingly detailed information about the potential fiscal exposure: how much funding had been set aside, how claims might evolve and how New Zealand’s system compared internationally.

Treasury estimated that $3.193 billion from the public-sector pay equity contingency alone could be returned to Budget allowances if the system was changed.

Across the public and funded sectors combined, as much as $12.8 billion could be freed up, significantly boosting the government’s books.

By the end of 2024, Willis had made the case to Cabinet that changes were needed. Cabinet’s Strategy Committee then directed officials from MBIE, Treasury, the Public Service Commission and Crown Law to develop options.

In late February 2025, ministers were presented with several approaches – ranging from pausing the system to redesigning it entirely.

But a full redesign was expected to take more than a year. Instead, ministers chose speed.

By 4 March, officials had been directed to prepare amendments for Cabinet approval by the end of the month, just in time for Budget 2025.

A draft Cabinet paper was circulated on 14 March. Five days later, ministers met to finalise the policy settings.

19 March

Attendance records show six ministers and a group of senior officials joined the 2pm online meeting on 19 March.

Those invited included Workplace Relations Minister Brooke van Velden, Finance Minister Nicola Willis, Public Service Minister Judith Collins, Health Minister Simeon Brown and Women’s Minister Nicola Grigg. Education Minister Erica Stanford was overseas but sent a staff member.

Officials attending included MBIE chief executive Carolyn Tremain and deputy secretary Nic Blakeley, Treasury Secretary Iain Rennie and official Struan Little, Public Service Commissioner Sir Brian Roche, associate commissioner Arati Waldgrave and Department of Prime Minister and Cabinet (DPMC) chief executive Ben King.

Together they reviewed the policy options outlined in the draft Cabinet paper.

That draft already proposed significantly tightening the pay equity regime – including raising the threshold for work to qualify as “predominantly female” from 60 percent to 66 percent, introducing a stricter hierarchy of comparators, and limiting the re-raising of claims.

But during the meeting ministers chose to go further.

They lifted the threshold to 70 percent. They also initially discussed a 20-year ban on workers re-raising settled claims, a figure eventually changed to 10 years in the final Bill. And they removed the final tier of cross-sector comparators entirely – meaning workers must now find comparisons within their own sector.

Officials noted the risk that some workforces might not be able to identify an appropriate comparator at all. The change was left anyway.

At the same time, ministers killed all 33 existing claims mid-process, some of which had been in progress for years. Those claims collectively covered around 180,000 workers across sectors including education, health, social services and the public sector.

Pay equity specialist Amy Ross said the changes went further than any framework previously proposed.

“If you cut off cross-sector comparators, you’re effectively comparing historically underpaid work with other historically underpaid work,” she said. “You embed undervaluation.”

By raising the threshold of “predominantly female” from 66 to 70 percent, the government effectively legislated several professions out of contention including librarians, probation officers and – the largest group – teachers, which have a 68 percent female workforce.

NZEI believes that was deliberate. “Why else would you pick that number? I can’t see any other reason for that shifting and they can’t provide any other reason as to why it’s 70 percent,” said Kingi.

Marilyn Waring, the chair of the People’s Select Committee which investigated the change, agreed.

“They would have known the exact percentage at which they lost another claimant group,” Waring said. “I think they were greedy. Those ministers just had dollar signs in their eyes.”

Taken together, the changes fundamentally reshaped how pay equity claims could be brought in New Zealand.

A black box

Documents show what happened immediately after the meeting. Within hours, officials were rewriting the Cabinet paper to “better reflect the Minister’s feedback overnight” and scrambling to gather examples to support the changes.

Emails marked “SENSITIVE” show agencies being asked urgently to confirm that they were comfortable with claims that comparators such as fisheries or corrections officers had been used inappropriately, and to provide examples of “broadly scoped claims” and review clauses that went beyond sex-based undervaluation.

The DPMC’s Policy Advisory Group was heavily involved in the process, and the Prime Minister was briefed repeatedly on progress.

A DPMC official who attended the meeting wrote to MBIE afterwards saying ministers had been “universally impressed” with the “clear answers and direction” provided by officials.

Yet, when RNZ filed Official Information Act requests for the records of the discussion, the paper trail was limited.

Treasury, the Public Service Commission, and the offices of Willis, Brown, and Grigg all claimed they had no contemporaneous minutes, records or notes. Collins and Stanford’s offices refused to release their records. MBIE confirmed an official took handwritten notes but also refused to release them under the Official Information Act’s “free and frank” provision.

Requests for modelling underpinning key decisions – including raising the threshold to 70 percent – produced nothing. RNZ has been unable to confirm if this information exists and is being withheld, or if no such modelling of the far-reaching, late change was considered by ministers before making their decision.

Officials have already acknowledged no Regulatory Impact Statement was prepared for the reforms. The policy was developed within a “severely compressed timeframe”, with limited opportunity to assess evidence or test assumptions, MBIE said.

A spokesman for Willis said the absence of detailed minutes from the meeting was “not unusual for meetings where decisions are recorded via papers”. The papers prepared for the meeting and capturing the decisions taken at it were released and are publicly available online.

In its report released this month, the People’s Select Committee was scathing of the policy development process. As part of its investigation it examined what little material was made public, and found it severely lacking. “No minister was ever fully briefed on the measure’s human rights consequences,” the report said.

“Every piece of information is bite-sized, simplistic and undeveloped – a slide show. No one is ever required to read anything meaningful or comprehensive.”

The committee said the process left serious questions about how ministers were able to assess the impact of the reforms before the law was passed.

“My belief is they don’t want the information to be public because they know they don’t have a leg to stand on because their analysis was so poor,” Waring told RNZ this week. “But of course we should be able to see the evidence.”

A group of unions is taking a High Court case to argue the law change breached the Bill of Rights Act, which Waring believed would flush out further information on the process.

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

MIL OSI

Source: Radio New Zealand

One of Corrections’ most senior staff is under investigation over allegations of bullying.

RNZ can reveal that Corrections commissioner of custodial services Leigh Marsh is facing an employment investigation.

In response to questions about the inquiry into Marsh, Corrections chief executive Jeremy Lightfoot told RNZ he expected “high standards of all our staff and take any allegations raised about their conduct extremely seriously”.

“Corrections can confirm that concerns have been raised about one senior leader that will be investigated by an external independent investigator.

“The concerns raised relate to alleged conduct around management processes and bullying within the employment relationship.”

Do you know more? Email sam.sherwood@rnz.co.nz

The staff member who raised the concerns with Lightfoot was “being supported while this employment matter is ongoing”.

“As an employer, Corrections must ensure any employment investigation follows the requirements of the Employment Relations Act 2000 and that it upholds procedural integrity. We do not want to compromise this process in any way.

“It is also important our staff feel confident raising any concerns, and as an employer I have a duty of care to ensure the ongoing privacy and wellbeing of those involved.”

Lightfoot said it would not be appropriate for Corrections to provide further details about the employment matter at this time.

“I acknowledge the public interest in the conduct of our senior leaders and Corrections is committed to being transparent about the findings of this investigation at the appropriate time and in line with our obligations under the Official Information Act and Privacy Act.”

He also confirmed three operational deputy chief executives would be undertaking six-month secondments into different DCE roles within Corrections.

“I had already been considering moving the operational DCEs into each other’s areas later this year. This is because I believe these secondments will allow each operational DCE to deepen their understanding of each other’s respective areas so we can continue building a coherent, cohesive organisation. Their employment agreements were developed to allow such secondments to take place.

“The decision to do this now was brought forward to ensure that a thorough and fair employment process for both parties in relation to the above complaint can be carried out.”

He said Corrections had worked hard to “create a culture where people feel comfortable to speak up”.

“Anyone with concerns is encouraged to raise them with me, our Integrity team, or another staff member they trust so we can ensure that appropriate action is taken.”

The secondment sees Marsh move to DCE of Pae Ora.

Shortly before the statement was released to RNZ, Lightfoot sent an email to staff about the secondments and telling them he had been considering the changes for some time.

“However, the decision to do this now has been brought forward following concerns raised with me about one of our senior leaders. I expect high standards of all our staff and take any concerns seriously.”

He said staff would likely see reporting of this in the media.

Corrections Minister Mark Mitchell told RNZ any allegations of this nature were an employment matter for Corrections.

“I have confidence that they will manage them in an appropriate way.”

According to the Department of Corrections website, Marsh became Acting National Commissioner in late 2022 and in 2024 was appointed as Commissioner Custodial Services.

“Custodial Services focuses on the safe, fair, and humane management of those in prison. As Commissioner Custodial Services, Leigh is responsible for ensuring the effective oversight and operational delivery of the Custodial Services national network.”

Marsh became a Corrections officer at Hawke’s Bay Regional Prison in 2005.

“During his time in the custodial environment, he has held management positions and oversaw the delivery of rehabilitation programmes across multiple prison sites.

“Since then, Leigh has held roles advising on prison practice, risk management, prison safety and criminal justice system innovation. He has also held responsibility for operational teams delivering electronic monitoring, community and custodial frontline services, and incident management.”

Corrections said Marsh was “passionate about delivering a safe and effective prison system and equitable access to justice for all New Zealanders”.

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

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

MIL OSI

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 20 March 2026 – CREGIS, a leading Hong Kong-based digital asset infrastructure provider, recently announced that its privatized deployment solution, CREGIS Nexus, has officially been honored with the “Excellent Brand of Enterprise Digital Asset Infrastructure” award. The award was presented by Mr. Joseph Chan Ho-lim, Under Secretary for Financial Services and the Treasury of the Government of Hong Kong, to CREGIS Founder and CEO, Shawn Yan. This distinction not only recognizes CREGIS’s technical prowess but also marks its standing alongside industry leaders such as HSBC, AXA Hong Kong, ICBC (Asia), Bank of China(Hong Kong), and CITIC Bank (International) in driving innovation within Hong Kong’s financial ecosystem.

In the convergence of traditional finance and digital assets, fiduciaries—represented by custodian banks and trust companies—have long faced challenges regarding security, compliance, and high technical barriers. Relying solely on third-party services often means forfeiting critical control, while building internal systems entails prohibitive costs and risks. The CREGIS Nexus solution provides global licensed custodians, trust companies, and professional trustees with institutional-grade infrastructure that aligns with existing compliance and risk control frameworks, ensuring they maintain absolute “Asset Control.”

“We are standing at a turning point in the evolution of financial infrastructure,” said Shawn Yan, Founder and CEO of CREGIS. “For institutions bearing fiduciary responsibilities, asset security and compliant governance are paramount. Privatized deployment offers the highest level of autonomy, transparency, and business resilience.”

CREGIS serves over 3,500 corporate clients and manages over $300 billion in transaction assets. The company has maintained a record of zero incidents over the years, with its business among financial institution clients growing at an annual rate of over 50%. This is because “Security Autonomy” and “Compliance Controllability” are at the core of CREGIS’s mission.

The core advantage of the CREGIS Nexus solution lies in its reshaping of the underlying trust model. It deeply integrates TEE (Trusted Execution Environment) technology and seamlessly incorporates bank-grade Hardware Security Modules (HSM) compliant with FIPS 140-2/3 standards. This ensures that private keys are never exposed throughout their lifecycle, and all critical computations are completed within a client-controlled physical environment or a hardware-protected TEE secure zone, eliminating single points of failure and external interference.

CREGIS also addresses the complexities of operational and governance compliance. Its unique Declarative Intent Gateway (DIG) technology allows institutions to transform internal risk policies, compliance mandates, and trust agreement terms into programmable, immutable business logic. This ensures that every asset operation is not only cryptographically secure but also automatically executed at the business intent and compliance levels, with full auditability. This “Rules-as-Code” capability aligns perfectly with Hong Kong’s maturing digital asset regulatory regime.

As a company with its global strategic headquarters in Hong Kong, CREGIS has introduced a “Tripartite Oversight” logical architecture for licensed institutions. This framework technically separates asset operational rights, ownership, and audit supervision rights, providing custodians and trustees with a ready-to-use digital upgrade solution that meets licensing requirements.

“CREGIS is closely monitoring the legislative progress of the licensing regime for digital asset custody service providers by the Financial Services and the Treasury Bureau(FSTB) and the Securities and Futures Commission(SFC),” Yan added. “Once the relevant regulatory framework is formally implemented, we plan to officially submit our application for a Hong Kong digital asset custody service license, leveraging the institutional-grade security and compliance capabilities built upon the CREGIS Nexus solution.”

https://www.cregis.com
https://www.linkedin.com/company/cregis
https://x.com/0xCregis

Hashtag: #cregis #cregisnexus #CEOShawnYan

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

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

Source: Media Outreach

Nobel Laureate affirms Hong Kong’s strengths in attracting global high-calibre talent, contributing to the country’s drive to become a high-technology hub

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

MIL OSI

MIL OSI

Source: Radio New Zealand

In the early afternoon of 19 March, 2025, a small group of the country’s most powerful ministers joined an online meeting to discuss the future of 180,000 New Zealand workers.

Forty-five minutes later, they logged off having made decisions that would impact women’s earnings for years to come.

Those choices formed the backbone of the government’s overhaul of the once “world-leading” Equal Pay Act – retrospectively stripping nurses, teachers, carers and other female-dominated workforces of the right to pursue pay equity claims under the existing law.

Within five weeks of that meeting, Parliament had passed the Equal Pay Amendment Act under urgency – a move the people’s select committee last month described as “a flagrant and significant abuse of power”.

The legislation was announced then passed all stages of Parliament within three days in May, meaning the public had no opportunity to make submissions through the usual select committee process.

Dozens of in-train claims were stopped. The rules governing future claims were significantly tightened. And $12.8 billion originally earmarked to fix decades of systemic gender discrimination was instead returned to the Crown’s Budget allowances.

The changes severely curtailed the ability of workers in predominantly female industries to prove their work had been historically undervalued. In some sectors, unions said the new law may make future claims almost impossible.

NZEI Te Riu Roa, which had spent four years working on a pay equity claim covering tens of thousands of education workers, warned the new framework effectively shut down any pathway for many education roles to ever achieve pay equity.

“For teacher aides, winning our claim was huge. Women were giving up second jobs and getting to spend time with their families – that was the most amazing thing,” said teacher aide and NZEI negotiator Ally Kingi.

“But the new law cuts out every single person who is a teacher in the country from making the same claim. Primary, secondary, early childhood, te kura, principals, everyone. And teacher aides – whose pay has already slipped backwards – won’t get a review.”

Documents obtained under the Official Information Act show that the most consequential decisions in the Equal Pay Act overhaul were made during that 45-minute March meeting. In several cases, ministers chose to implement harder thresholds than officials had proposed, tightening the law even further.

The government said the changes were necessary to ensure the pay equity system focused on genuine cases of sex-based discrimination and remained sustainable for taxpayers.

But the detail of how ministers reached their decisions – what evidence they relied on, what modelling informed the most restrictive changes, or why the final law was made harsher than officials recommended – remains hidden.

Despite repeated Official Information Act requests, the 19 March meeting remains, in large part, a black box.

How pay equity became law

To understand the impact of that March meeting, it helps to step back.

The Equal Pay Act was originally passed in 1972 and intended to eliminate gender-based wage discrimination – ensuring women were paid the same as men for doing the same job.

Over time, the issue shifted. The problem was no longer only women being paid less than men in identical roles. It was that work historically performed by women – caring, teaching, cleaning, administration – had been systematically undervalued compared to male-dominated occupations requiring comparable skill, effort and responsibility.

That broader concept is known as pay equity.

In 2014, the courts confirmed in the landmark TerraNova case that the Equal Pay Act allowed workers to argue their jobs had been historically undervalued because they were mainly performed by women, including by comparing their roles to those beyond the immediate workplace.

In response, a Joint Working Group – convened under a National government and including unions, business and officials – spent two years designing a process for assessing pay equity claims. Their recommendations formed the basis of the 2020 amendments to the Act.

The 2020 model created a structured process where a claim could proceed if it was “arguable” that the work in question was predominantly performed by women and may have been historically undervalued.

Once a claim passed that threshold, the parties would identify “comparators” – male-dominated occupations requiring similar levels of skill, responsibility and working conditions.

Comparators could be drawn from outside the employer or even the sector if necessary.

The low threshold was meant to allow claims to be investigated rather than filtered out early.

Cross-sector comparators were permitted because, in many female-dominated industries such as aged care, administration or early childhood education, there are simply no male-dominated roles within the same workplace to compare against.

If undervaluation was established, employers were required to negotiate pay adjustments.

By 2023, settlements had been reached for nurses, midwives, care and support workers and others. For many, the pay increases were life-changing.

“We had women who could finally afford to have their grandchildren for the holidays because they could buy food for them, women who could at last buy a lawnmower, or book a flight,” NZEI’s Kingi said. “All these women were able to live their lives, to relax. And that’s what is right and just.”

‘Significant concerns’ about cost

While the settlements were widely celebrated by workers, officials inside government were increasingly focused on their cost.

As early as November 2023, the Equal Pay Act, once described internationally as ‘world-leading’, was being framed internally not as a human rights mechanism correcting structural discrimination, but as a fiscal exposure problem.

Treasury and Ministry of Business Innovation and Employment (MBIE) briefings warned about the cost and structure of pay equity claims, including the idea the regime was “too permissive”.

In its first briefing to the incoming minister, MBIE said questions had been raised about processes for decision-making and the fiscal consequences of pay equity settlements.

Officials later argued the system provided little incentive to “negotiate hard”, pushing costs higher.

Treasury warned that pay equity costs were being treated differently from other wage pressures because of their size and uncertainty, directly affecting the Crown’s operating balance.

It expressed “significant concerns” about the comparators used in the care and support workers’ claim, suggesting they may have produced significantly higher cost outcomes.

Officials described New Zealand as “unusual” in allowing comparators from outside the workplace or sector, and questioned whether the threshold for claims was too low.

MBIE suggested other ministers may wish to discuss options to change current processes, and said it could provide further advice if required.

Pay equity specialist Amy Ross, the former head of the pay equity taskforce, said those briefings exposed what she said was a longheld, ideological view among the agencies: that pay equity was nothing but a risk to the government.

“They never thought about it for what it really was – an evidence-based market correction that had massive downstream benefits for communities – money flowing into households, services improving and the country retaining workers,” Ross said. “They only ever talked about the ‘cost’ of pay equity. But the ‘cost’ is women subsidising labour. It’s actually a cost to women.”

Enter Brooke van Velden

The agencies’ briefings clearly resonated with the new minister for workplace relations. In the first week of December 2023, Brooke van Velden, an ACT MP, sought a briefing on what she called “pay parity”.

Officials responded with a screenshot from MBIE’s website explaining that pay parity and pay equity were two different things, and both were legislated requirements in the Equal Pay Act.

Van Velden’s advisory followed up with questions wanting to know the broader “consequences” of the interaction between pay parity and pay equity.

On 29 January, 2024 van Velden wrote to Prime Minister Christopher Luxon questioning the pay equity framework and signalling her interest in reform.

At that point she was yet to have a full briefing on pay equity.

The letter was not released under OIA, but van Velden said she had written that she was concerned about the “robustness and reliability” of comparing remuneration between different professions in a bargaining framework, and that the pay equity bargaining system had resulted in “significant labour market distortions and high costs to the Crown”.

Critics noted the letter’s framing – painting comparators as distortive, bargaining as unreliable – echoed longstanding BusinessNZ concerns and earlier National Party proposals from 2017, which had included a tighter hierarchy of comparators and a higher threshold for claims.

In March, van Velden received her first full briefing on the issue – a MBIE PowerPoint presentation titled “Pay equity: a short history”.

This briefing was highly critical of the system, pointing to the 2020 amendments by the previous government as the problem. It also framed New Zealand as an international “outlier” for allowing cross-sector comparators; and casted doubt on the validity of current claims, particularly the low threshold for entry to the system; and the way comparators were chosen.

In response to follow-up questions about the comparators from van Velden’s advisor, officials noted anecdotal examples of fisheries officers, corrections officers and customs officers being used repeatedly as benchmarks.

These anecdotes that would later become central National and Act Party talking points after the pay equity reform was announced, were held up as an example of a “wasteful” system that had gone too far.

Fuel on the fire

If ideology lit the fire for reform, the fiscal implications provided the fuel.

Soon after the 2023 election, Finance Minister Nicola Willis also began receiving detailed briefings from Treasury, focused on the scale of potential pay equity liabilities.

The largest claims, particularly teachers and care and support workers, were expected to cost the government – as employer – billions of dollars, Treasury said.

Officials assumed pay increases of roughly 20 percent based on earlier settlements.

Throughout 2024, Willis sought increasingly detailed information about the potential fiscal exposure: how much funding had been set aside, how claims might evolve and how New Zealand’s system compared internationally.

Treasury estimated that $3.193 billion from the public-sector pay equity contingency alone could be returned to Budget allowances if the system was changed.

Across the public and funded sectors combined, as much as $12.8 billion could be freed up, significantly boosting the government’s books.

By the end of 2024, Willis had made the case to Cabinet that changes were needed. Cabinet’s Strategy Committee then directed officials from MBIE, Treasury, the Public Service Commission and Crown Law to develop options.

In late February 2025, ministers were presented with several approaches – ranging from pausing the system to redesigning it entirely.

But a full redesign was expected to take more than a year. Instead, ministers chose speed.

By 4 March, officials had been directed to prepare amendments for Cabinet approval by the end of the month, just in time for Budget 2025.

A draft Cabinet paper was circulated on 14 March. Five days later, ministers met to finalise the policy settings.

19 March

Attendance records show six ministers and a group of senior officials joined the 2pm online meeting on 19 March.

Those invited included Workplace Relations Minister Brooke van Velden, Finance Minister Nicola Willis, Public Service Minister Judith Collins, Health Minister Simeon Brown and Women’s Minister Nicola Grigg. Education Minister Erica Stanford was overseas but sent a staff member.

Officials attending included MBIE chief executive Carolyn Tremain and deputy secretary Nic Blakeley, Treasury Secretary Iain Rennie and official Struan Little, Public Service Commissioner Sir Brian Roche, associate commissioner Arati Waldgrave and Department of Prime Minister and Cabinet (DPMC) chief executive Ben King.

Together they reviewed the policy options outlined in the draft Cabinet paper.

That draft already proposed significantly tightening the pay equity regime – including raising the threshold for work to qualify as “predominantly female” from 60 percent to 66 percent, introducing a stricter hierarchy of comparators, and limiting the re-raising of claims.

But during the meeting ministers chose to go further.

They lifted the threshold to 70 percent. They also initially discussed a 20-year ban on workers re-raising settled claims, a figure eventually changed to 10 years in the final Bill. And they removed the final tier of cross-sector comparators entirely – meaning workers must now find comparisons within their own sector.

Officials noted the risk that some workforces might not be able to identify an appropriate comparator at all. The change was left anyway.

At the same time, ministers killed all 33 existing claims mid-process, some of which had been in progress for years. Those claims collectively covered around 180,000 workers across sectors including education, health, social services and the public sector.

Pay equity specialist Amy Ross said the changes went further than any framework previously proposed.

“If you cut off cross-sector comparators, you’re effectively comparing historically underpaid work with other historically underpaid work,” she said. “You embed undervaluation.”

By raising the threshold of “predominantly female” from 66 to 70 percent, the government effectively legislated several professions out of contention including librarians, probation officers and – the largest group – teachers, which have a 68 percent female workforce.

NZEI believes that was deliberate. “Why else would you pick that number? I can’t see any other reason for that shifting and they can’t provide any other reason as to why it’s 70 percent,” said Kingi.

Marilyn Waring, the chair of the People’s Select Committee which investigated the change, agreed.

“They would have known the exact percentage at which they lost another claimant group,” Waring said. “I think they were greedy. Those ministers just had dollar signs in their eyes.”

Taken together, the changes fundamentally reshaped how pay equity claims could be brought in New Zealand.

A black box

Documents show what happened immediately after the meeting. Within hours, officials were rewriting the Cabinet paper to “better reflect the Minister’s feedback overnight” and scrambling to gather examples to support the changes.

Emails marked “SENSITIVE” show agencies being asked urgently to confirm that they were comfortable with claims that comparators such as fisheries or corrections officers had been used inappropriately, and to provide examples of “broadly scoped claims” and review clauses that went beyond sex-based undervaluation.

The DPMC’s Policy Advisory Group was heavily involved in the process, and the Prime Minister was briefed repeatedly on progress.

A DPMC official who attended the meeting wrote to MBIE afterwards saying ministers had been “universally impressed” with the “clear answers and direction” provided by officials.

Yet, when RNZ filed Official Information Act requests for the records of the discussion, the paper trail was limited.

Treasury, the Public Service Commission, and the offices of Willis, Brown, and Grigg all claimed they had no contemporaneous minutes, records or notes. Collins and Stanford’s offices refused to release their records. MBIE confirmed an official took handwritten notes but also refused to release them under the Official Information Act’s “free and frank” provision.

Requests for modelling underpinning key decisions – including raising the threshold to 70 percent – produced nothing. RNZ has been unable to confirm if this information exists and is being withheld, or if no such modelling of the far-reaching, late change was considered by ministers before making their decision.

Officials have already acknowledged no Regulatory Impact Statement was prepared for the reforms. The policy was developed within a “severely compressed timeframe”, with limited opportunity to assess evidence or test assumptions, MBIE said.

A spokesman for Willis said the absence of detailed minutes from the meeting was “not unusual for meetings where decisions are recorded via papers”. The papers prepared for the meeting and capturing the decisions taken at it were released and are publicly available online.

In its report released this month, the People’s Select Committee was scathing of the policy development process. As part of its investigation it examined what little material was made public, and found it severely lacking. “No minister was ever fully briefed on the measure’s human rights consequences,” the report said.

“Every piece of information is bite-sized, simplistic and undeveloped – a slide show. No one is ever required to read anything meaningful or comprehensive.”

The committee said the process left serious questions about how ministers were able to assess the impact of the reforms before the law was passed.

“My belief is they don’t want the information to be public because they know they don’t have a leg to stand on because their analysis was so poor,” Waring told RNZ this week. “But of course we should be able to see the evidence.”

A group of unions is taking a High Court case to argue the law change breached the Bill of Rights Act, which Waring believed would flush out further information on the process.

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

Source: Radio New Zealand

The government is ordering a complete review of the decades-old Dog Control Act after sustained criticism the current law is not enough.

It comes after a spate of incidents, including the death of a woman in Northland last month after she was attacked by a pack of dogs.

The SPCA says it has been calling for changes for more than a decade.

Council animal control officers have also been calling for more powers.

Local Government Minister Simon Watts says recent attacks have been horrific.

“New Zealanders are appalled by recent attacks by aggressive and out-of-control dogs. People are reporting that they are avoiding areas in their neighbourhood because they have been attacked or have reason to believe they will be,” he said.

“Kiwis should be able to walk, run, or take their kids to the park without worrying about being harmed.”

Watts said the government has heard clearly from Local Government NZ and councils that the Dog Control Act is outdated and stopping them doing their jobs.

This was putting unnecessary strain on the wider system he said.

The scope of the review is still being worked out but will look at areas that may be putting barriers in place.

It will also delve into penalties and consequences for dog owners who are not compliant and obligations around desexing.

“We are also updating enforcement guidelines so dog control officers have a consistent approach to their work, with clarity on how they should respond and what tools are available to them,” the minister said.

But Watts said dog control issues were best managed locally by councils, which already have enforcement powers under the existing law.

He has sent a letter to every council outlining what he says are his expectations, and to encourage them to make full use of the powers they have now.

“As we review the Act, I want councils to be able to confidently say they are using every power available to tackle this issue,” Watts said.

Police Minister Mark Mitchell said while the review is underway, police will support dog control officers when they need help.

“Police have a role to play in dog control when council staff have safety concerns while dealing with dangerous and high-risk dogs. Police will accompany council staff where Police-only powers are required or there are significant safety risks,” Mitchell said.

Conservation Minister Tama Potaka said th Department of Conservation will step up monitoring on conservation land and expand its professional hunter response so cases involving feral or uncontrolled dogs can be dealt with quickly.

Speaking to RNZ’s Checkpoint before the Northland death, Simon Watts said there would not be time for law changes before the election.

However the prime minister later said he was open to the government intervening.

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

Source: Radio New Zealand

Analysis – An unexpected address from the Prime Minister in Wellington this week spoke volumes about the economic crisis the government is staring down the barrel of.

Finance Minister Nicola Willis and the minister responsible for fuel security, Shane Jones, have been doing the heavy lifting on what the impacts may or may not be for New Zealand’s economy if the conflict in Iran drags on.

Already suffering a cost of living crisis, New Zealanders are really starting to feel the pinch from the United States and Israel’s attacks as fuel prices soar past $3 at the pump and the flow-on effects mean almost everything else – food, services, flights – also climb to unaffordable levels.

It’s an attack on the economy and that’s an issue National has pinned its electoral hopes on in November after promising in 2023 to get the country back on track.

Late last year Labour surpassed National as the party most trusted to respond to the economic challenges, and in the most recent Ipsos Monitor this month the two parties were neck-and-neck on the issue.

Labour is also seen as more capable on inflation and cost of living.

That’s no small concern for the major governing party as it prepares for a tightly-contested election, while simultaneously dealing with an economic shock not of its own making.

Enter Christopher Luxon.

While the foreign affairs’ nuances of the war in Iran are certainly not Luxon’s forte, on the economy he feels more comfortable and has a reputation at least as a former chief executive for knowing what he’s talking about on that front.

But until Thursday he wasn’t doing the talking – Willis and Jones were.

Luxon had tasked the pair with leading the work and then jumped on a plane for four days to the Pacific at about the exact time the situation reports got bleaker back home.

The ministerial advisory group is having online meetings every morning to get updates from officials, and Willis has been doing blanket coverage media interviews and press conferences for the past couple of weeks.

Jones has taken the lead on the fuel security element and has been very much second in command.

So not surprising Luxon chose to high-tail it down to the Beehive for a face-to-face meeting with his officials on Thursday morning about what the state of play is.

For the seven days prior he’d only been receiving updates via reports and phone calls and was keen to hear the lay of the land from those at the coal face of the government’s response.

It led to a last-minute decision to hold a media conference at Parliament, alongside Willis, where the substance of what the government was doing hadn’t changed but the tone certainly had.

The purpose of the media conference was two-fold: tell New Zealanders they need to be realistic about what might be coming down the line and how bad it might get, and put the prime minister in charge of a looming crisis.

The hope for National is that it can claw back the narrative of being a safe pair of hands when the economy is in choppy seas, but the flip side is that if things do get worse before they get better and things haven’t improved at all for Kiwis’ backpockets come the election, then it’s Luxon and Willis who will wear all of it.

The war coming to an end soon is crucial to their success because even if it does end in the next week or three, the lag effect is such that it will still take time for the economy to bounce back.

With an election just shy of eight months away, it isn’t a lot of runway.

The biggest take-away from Thursday’s update was the work being done to prepare cost-of-living relief for some people if the pain at the pump, the supermarket, and almost everywhere else, continues.

Willis has signalled she’s tasked Inland Revenue with finding the best way to get targeted, temporary, and timely funding to those working Kiwis who will be impacted the most.

The biggest problem she has isn’t how to administer it, but when to pull the trigger on it.

Go too early and the government books end up looking worse for longer, but go too late and voters feel like they’ve been abandoned.

Expect discussions on the specifics of that payment to be high on the agenda at Monday’s Cabinet meeting.

National has talked a big game on being fiscally prudent.

If there’s even a whiff of Willis and Luxon sliding into cost-of-living relief creep to try keep as many voters as possible happy in the months ahead, it will be deputy prime minister and Act leader David Seymour shouting the loudest.

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Source: Radio New Zealand

With the cost of fuel and other essentials rising due to the conflict in the Middle East, the government is looking at ways to ease the cost pressure for those feeling it the most.

Finance Minister Nicola Willis told Morning Report the price increases are extremely tough and affecting all New Zealanders, but said some are feeling it more than others.

“I can’t solve the pain for everyone. The cost of doing that would potentially involve levels of spending that would drive inflation higher, and certainly would put us in a more fragile position in terms of debt.

“So what we are looking at, is there something very targeted and temporary that we could do to assist those workers in particular who are most acutely impacted by these household budget squeezes?”

Willis said she doesn’t want to see a situation where people can’t drive to work, and has instructed the IRD and Treasury to come up with a package that could be implemented with urgency ahead of the Budget, but Cabinet will ultimately decide on timing.

Willis wouldn’t say what the income thresholds would be, but said the package would take into account household income and number of children.

“We’re also looking at forecasts at the moment and putting together a budget, all of which involves questions that we have to address on the way through. But I do want to stick to our fiscal strategy,” Willis said.

Fuel supply disruption

Willis also discussed rising fuel prices, and said the message remains the same, “this is not the time to panic, we’ve got plenty of fuel in the country and on its way.”

On Thursday, Prime Minister Christopher Luxon acknowledged a “big shift” in the government’s messaging around the war in the Middle East, warning New Zealanders the fuel situation could get worse before it gets better.

Willis said the government was preparing for scenarios where supply from Singapore and South Korea, where New Zealand gets petrol, diesel, jet fuel from, could be disrupted.

“We know that they are having challenges getting crude oil out of the Middle East and so are either reducing the amount of products they’re refining or, in South Korea’s case, looking to prioritise domestic customers.

“So what we’re anticipating is there could be a point down the line where that makes it harder for our fuel importers to get the refined products they need out of Asia.”

Willis also defended the government’s LNG plans, despite the attacks on Iran’s South Pars gas field and [https://www.rnz.co.nz/news/world/590133/oil-prices-surge-stocks-sink-on-energy-shock-fears Qatar’s Ras Laffan.

Willis said the focus was still for New Zealand’s energy to be “largely renewable”, but having LNG as a back up remained the government’s strategy.

Not our conflict

Willis said the fighting in the Middle East was “not our conflict”, and reiterated calls for a humanitarian end.

“What we want to see is that the rules of international engagement are upheld, which involves not targeting civilians and protecting human life.

“We are not involved, we haven’t been asked for authorisation, we haven’t been asked for support, we haven’t been asked for assistance.

“Our opinion has not been relevant to the events that are unfolding in that region of the world.”

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MIL OSI

Source: Auckland Council

Auckland Council has welcomed the government’s announcement of a ‘comprehensive review’ of the ageing Dog Control Act 1996 and urges that this progress with urgency, and a firm timeline, given the significant issues many regions are facing.

The council’s Director of Community Rachel Kelleher says Minister Watts’ letter to mayors, chairs and chief executives this morning is a welcome step in the right direction. In particular it acknowledges that the Dog Control Act is not fit for purpose, signals the potential for a much-needed overhaul of the legislation and highlights work on enforcement, guidelines and existing tools – that Auckland Council is already throwing all available resources at.

“In the last year alone Auckland Council has invested an additional $10m in region-wide initiatives to tackle our burgeoning dog problem in Tāmaki Makaurau.

“Every cent collected from responsible dog owners’ licence fees along with infringement fees and anything else we can appropriately allocate, has gone back into trying to make our streets safe places for children, families, older Aucklanders, visitors, dog owners and their pets. But we need more.

“The current legislation is not enabling us to get on top of the increasing number of dogs roaming our streets or to take action in circumstances where we know a dog poses a risk to public safety.

“Mayor Wayne Brown, Councillor Josephine Bartley the Chair of our Regulatory and Safety Committee (whose own dog was attacked this week by an aggressive roaming dog) and all of our councillors have supported us to do everything we can to bolster council’s Animal Management services, under the powers currently available to us.

“They have added their voices, on behalf of their communities, to our appeals to government to strengthen those powers – I expect that we will continue to make our voices heard to ensure that this commitment doesn’t get forgotten,” says Kelleher.

What can we do to help?

In frequent correspondence with policy makers and Ministers, Auckland Council has signalled its commitment to add its knowledge, expertise and resources to a review of the Act.

“We have already carried out an extensive review of the legislation in our efforts to see what more we could do to address the challenges Auckland is facing.  We have reached out to our counterparts in government, at other councils and in the local government sector’s professional bodies to share what we have been doing, how our work to date might be used to inform change, and have offered to take on a leadership role in a review process. 

“Thorough work takes resource and momentum. We don’t want either of those things to stand in the way of our ability to keep our communities safe, so we’ve made it clear that we will do all we can to help the government and the sector do this work and would like to see this progressed with urgency and clear timeframes.” 

Our commitment to Aucklanders

In its announcement today the government emphasised its expectation that councils must use all powers available to them under the current Act.

“Ministers have made a fair point about councils ensuring they’re already using all tools available to them. Auckland Council’s Policy on Dogs was last reviewed in 2025 and strengthens every lever available to us. 

“We agree that council policies must include tools like requiring menacing breeds be desexed – ours does,” says Kelleher.

Auckland Council’s additional $10m funding has increased capacity at shelters, including through the introduction of a new dog adoption centre; enhanced all of our existing programmes and enforcement capabilities, including recruiting more Animal Management Officers and veterinary staff; and delivered new hard-hitting campaigns to try to make this problem resonate with more dog owners.  

“We have established an in-house dog desexing clinic, where we will desex around 2,000 dogs this year from high-risk areas ourselves, expanded our shelters and run campaigns to appeal to irresponsible dog owners to step up and be better citizens.  

“We have also stepped up our own game, by coming down hard on enforcement. Infringement actions have increased from 6,000 in 2024 to 17,000 in 2025 in an effort to tackle irresponsible ownership behaviours,” she says.

Where owners are repeatedly failing to meet their obligations, we pursue probationary ownership or disqualification.  This can be a lengthy process and what we frequently seeing is probationary owners continuing to infringe despite the risk of losing their dogs.  

“In 2025 we were able to disqualify 50 owners and put 123 owners on probation – these numbers don’t capture the complexity behind carrying out the lengthy disqualification process set out under the Act; nor monitoring the probationary conditions.

“We currently have 160 active cases going through our court prosecution process for attacks on people and pets.

“What remains is having stronger tools to compel owners who repeatedly ignore the rules to manage, contain and desex their dogs, to do so. Or for us to be able to do it for them.” 

MIL OSI

Source: New Zealand Government

The Government has ordered a comprehensive review of the Dog Control Act to crack down on roaming and uncontrolled dogs, following a number of horrific attacks.

“New Zealanders are appalled by recent attacks by aggressive and out-of-control dogs. People are reporting that they are avoiding areas in their neighbourhood because they have been attacked or have reason to believe they will be,” Mr Watts says.

“Kiwis should be able to walk, run, or take their kids to the park without worrying about being harmed. 

“Dog owners must take responsibility and keep their animals under control to protect their families and visitors, as well as the wider public, wildlife and pets.”

Reviewing the Dog Control Act

“We have heard clearly from Local Government New Zealand and councils that the Dog Control Act is outdated and is preventing them from doing their jobs effectively. This is putting unnecessary strain on resources and the wider system,” Mr Watts says.

“That’s why the Government has ordered a comprehensive review of the Dog Control Act to ensure the law empowers councils to keep communities safe.” 

While the scope of the review is still being considered, it will include looking at clauses which may be imposing barriers or resource pressure on councils, as well as penalties and consequences for non-compliant dog owners, desexing obligations, and stronger powers for council officers.

“We are also updating enforcement guidelines so dog control officers have a consistent approach to their work, with clarity on how they should respond and what tools are available to them,” Mr Watts says.

“Alongside the review and updated guidelines, I have sent a letter to every council outlining my expectations around dog control and encouraging them to make full use of their powers.

“Dog control issues are best managed locally and councils already have enforcement powers under the Dog Control Act.

“As we review the Act, I want councils to be able to confidently say they are using every power available to tackle this issue.

“The letter also reinforces that the Government wants to work alongside them as we review the Act and continue to update the dog control enforcement guidelines.”

Other measures in the response 

While the review is underway, there are several measures in place to respond to dog attacks and support public safety.

Police Minister Mark Mitchell says the police will continue to work with local councils and to provide ongoing support to dog control officers where assistance is required.

“Police have a role to play in dog control when council staff have safety concerns while dealing with dangerous and high-risk dogs. Police will accompany council staff where Police-only powers are required or there are significant safety risks.”

Conservation Minister Tama Potaka says on public conservation land, DOC will step up monitoring in high-risk areas and expand its professional hunter response so incidents involving feral or uncontrolled dogs can be dealt with quickly.

“This will focus on places where dogs pose a risk to people or vulnerable native wildlife, with DOC working closely with councils, iwi, landowners and communities to support early detection and coordinated action where problems arise,” Mr Potaka says.

Earlier this week the Government announced a targeted $468,000 grant to the SPCA for dog desexing. The SPCA will contribute a further $700,000 bringing the total investment to almost $1.2 million.

“Dog overpopulation is a significant problem and is often linked to irresponsible breeding. This grant funding supports a practical, preventative measure to help reduce the number of unwanted dogs,” Mr Watts says.

“The Government’s response is about backing councils to keep their communities safe and holding dog owners responsible for their animals.”

MIL OSI

Source: Radio New Zealand

The government is seeking proposals from operators to restore and operate the historic Chateau Tongariro hotel in the Central North Island at the base of Mt Ruapehu.

The heritage building has been sitting empty since it was closed in February 2023 due to earthquake risk, after more than 90 years in business.

Conservation Minister Tama Potaka has announced the new process will identify operators capable of restoring the building, while also respecting the area’s unique conservation values.

Ruapehu mayor Weston Kirton says it’s a significant step forward for saving the heritage building and bringing more tourists to the district.

It’s situated near the Tongariro Crossing Alpine Walk which brings in around 100,000 visitors each year for the spectacular 19 kilometre volcanic hike.

“We’ve got two parts to it, one is that we’ve got the tender process for the Chateau,” Kirton said

“The other is to see what the government is saying about the concessions, meaning that anyone that is going to bid for the Chateau needs to have certainty that they’ve got it for a reasonable period – some were suggesting 100 years.”

The Chateau was built in 1929 within the boundaries of the Tongariro National Park to encourage tourism within the park.

The conservation minister said it has long been an iconic destination for visitors and was an important part of the region’s identity.

“The Request for Proposals (RFP), opening on 19 March 2026, invites interested parties to put forward plans that recognise both the heritage significance of the Chateau and the cultural importance of Tongariro National Park,” Potaka said.

“The Chateau is a landmark many New Zealanders have visited for holidays to school trips and international visitors experiencing Tongariro for the first time.”

Restoring the building will help ensure the area continues to attract visitors while supporting local businesses and tourism in the wider region.

“We are looking for proposals that balance commercial viability with conservation values, respect for tangata whenua aspirations, and the unique character of Tongariro National Park.”

The RFP process will help identify operators capable of restoring the building while ensuring it remains consistent with the values of one of New Zealand’s most important national parks.

National Party MP for Whanganui Carl Bates has welcomed the announcement calling it “great news”.

“The Chateau is a landmark many New Zealanders have visited for holidays to school trips and international visitors experiencing Tongariro for the first time. Restoring the building will help ensure the area continues to attract visitors while supporting local businesses and tourism in the wider region.”

Kirton said it showed the government was serious about restoring the building and bringing certainty around the lease of the land.

“We know now that the government is serious about looking for potential bidders – those who have balance sheets to revitalise the Chateau.”

He was aware of companies that could bring the heritage-listed building back to its former glory.

“There are people around. We’ll be meeting one of them this weekend,” he said.

“I think it’s a long way towards saving it, but there’s a lot of work to be done on behalf of the Department of Conservation and the National Park Acts of Parliament need to be adjusted.

“The government could well work through the existing legislation to allow this to proceed. All I can do is relay to the government that it’s important for our district and the country to save the chateau because of its heritage status.”

Tenders are open from 19 March to 21 April 2026.

Potaka said a panel will assess all proposals it receives.

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Source: Radio New Zealand

Winston Peters will be making his State of the Nation address in Tauranga on Sunday, purposely timed after the release of the quarterly GDP figures.

It also comes off the back of heavy questioning by the New Zealand First leader about the previous Labour government’s decisions during the Covid-19 pandemic, following the release of the second phase of the royal commission of inquiry.

Peters has been accusing Labour ministers of not passing on critical vaccine information to the public, which Labour strongly denies.

Currently, NZ First is trending upward in the polls. In the latest RNZ Reid Research poll, the party sat at 9.8 percent in the party vote, which would result in 12 seats in parliament – four more than what it currently holds.

Peters was third in the preferred prime minister ranking, at 12.6 percent. Labour’s Chris Hipkins was at 21.1 percent, with Christopher Luxon on 19.4 percent.

Last year, Peters faced disruptions from hecklers during his State of the Nation speech to a packed crowd on a range of topics, including the “war on woke”, diversity targets, water fluoridation and the Paris Climate Agreement.

This year, it was expected Peters would address the cost of living and the state of the economy, as well as make an election policy announcement.

Recently at Parliament, he said he would not make his State of the Nation speech until after the GDP figures were released. He noted other party leaders were premature making their speeches before this information was available.

On Thursday, Stats NZ data showed gross domestic product (GDP), the broad measure of economic growth, rose an anaemic 0.2 percent in the three months ended December, to be 1.3 percent higher than a year ago. On an annual average basis, the economy grew 0.2 percent over the year.

Expectations were for quarterly growth in a range of 0.2 to 0.5 percent, although the growth of the previous quarter was revised lower to 0.9 percent from 1.1 percent.

Late last year, Peters signalled he was willing to criticise his coalition partners after he savaged National’s suggestion of asset sales as a “tawdry silly argument”, which he said it was falling back on after having failed to fix the economy fast enough.

“Because they’ve failed to run the economy properly, they want to go to the assets of a time when the country was run properly, when we were number two in the world and built up by our forefathers and to start to flog those off … to so-called balance their books,” Peters said.

The recent attack on Iran by the United States and Israel had the government monitoring developments, along with how fuel and supply chains could be disrupted in New Zealand.

And last week the finance minister indicated the worst-case scenario Treasury had outlined was a rise in inflation to 3.7 percent.

Peters will likely address the global instability, and how that will impact New Zealanders.

He will also likely take a swipe at the opposition. In 2024, Peters used roughly half of his State of the Nation speech to criticise the previous Labour government, along with the media and the Green Party, before outlining New Zealand First’s plans for the country.

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Source: Auckland Council

MIL OSI

MIL OSI

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 19 March 2026 – In 2026, KCM Trade proudly celebrates its 10th anniversary — a significant milestone made possible by the continued trust and support of its valued clients. To mark this special occasion, the company has announced its sponsorship of a premium sailing event in Sydney.

In partnership with the renowned yacht charter company Sydney by Sail, the event is themed “2026 KCM Trade Sailing Sydney | A Decade of Progress, A New Chapter Ahead.” Designed as an exclusive celebration at sea, the private sailing gathering will bring together distinguished clients for an unforgettable experience that seamlessly blends festivity with meaningful connection.

Premium Yachts and an Elegant Atmosphere

To honour the occasion, KCM Trade has carefully selected high-specification sailing yachts renowned for their exceptional performance and superior comfort. Thoughtfully designed to balance elegance with practicality, each vessel is fully equipped with premium leisure amenities and comprehensive onboard facilities.

Set against the crystal-clear waters and expansive blue skies of Sydney, guests will enjoy the gentle sea breeze and the sight of graceful sails while engaging in relaxed conversation. The refined yet natural setting creates the ideal environment to strengthen relationships and foster deeper connections.

A Decade of Dedication and Industry Recognition

Since its establishment, KCM Trade has remained committed to professionalism, with innovation at the heart of its development. Over the past ten years, the company has steadily expanded its presence across the global financial markets, earning widespread recognition for its quality products and services, cutting-edge technological infrastructure, and comprehensive client protection.

Throughout this journey, KCM Trade has launched proprietary intelligent trading tools and actively supported a range of financial education initiatives, strengthening its brand influence while fulfilling its corporate social responsibilities.

Advancing Together Towards the Future

This sailing event not only reflects the achievements of KCM Trade’s first decade but also serves as an important opportunity to deepen client relationships and look ahead to the future together.

Moving forward, KCM Trade will continue to uphold its win–win philosophy, delivering enhanced services, forward-thinking innovation, and unwavering commitment. Together with its clients, the company will confidently navigate the evolving industry landscape and craft the next chapter of shared success.

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

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

Source: Radio New Zealand

Health New Zealand (HNZ) has been warned that keeping financial control is “one of the thorniest” aspects of the government’s rapid push to devolution.

The government blamed loss of financial control when it sacked the central agency’s board two years ago.

Health Minister Simeon Brown on Tuesday promised regions and districts would get more say over budgets and hiring from 1 July so that decisions on medical care were made closer to the patient.

Late last year he ordered HNZ to decentralise rapidly, and this week he said, “This is the most significant structural change our government is making to improve how the health system operates.”

But the latest HNZ internal report on devolution said “people capability is an extreme risk” in the finance and operations area, with centralisation diverting resources.

“Many local teams are under-resourced in financial management,” said the report done in January for a new devolution committee.

Brown on Wednesday said there was a “huge” amount of work underway to build back the local leadership disempowered by over-centralisation.

“We are making sure we’ve got the capability around operations, around finance, human resources, all of those things are being looked at.”

The January report by consultants Deloitte laid that out, he said.

The report has not been publicly released though RNZ has seen parts of it.

‘Clearly underpowered’

Former HNZ Te Whatu Ora board chair Rob Campbell expressed serious misgivings.

“They quickly need to get some financial resources into those regions and districts which are clearly underpowered in this respect,” Campbell said on Wednesday. “That’s the first thing they have to do.”

The devolution plan puts executive regional directors in charge of rebuilding the capability but at a time when money was exceedingly tight said the report.

“The financial challenges are going to increase in 2026/27, meaning there will be even more pressure on financial controls to reduce the deficit …. from $200m to breakeven.

“Currently there will be little to no capacity remaining within the baseline next year without significant productivity improvements and prioritisation decisions,” it said.

Campbell said it was an unenviable task.

“They’re being told they’re getting more autonomy. The truth is they’re really not, and they don’t have the money to do that anyway.”

‘Fully coming into effect’ on 1 July

The devolution report contains self-assessments by Health NZ’s various business units showing some progress, and a lot of risks, around devolving key clinical and service decisions back to the four health regions and 20 districts.

One section on “reduced financial visibility” said, “One of the thorniest aspects of devolution is financial control – ‘who holds the purse strings’ and how to prevent overspending or inequities.”

Financial visibility was fragmented across 20 health boards before 2022’s centralisation, then smeared after it by “confusion … and weak controls” at Health NZ Te Whatu Ora. It then began its nosedive towards a forecast billion-dollar-plus deficit.

The centralisation also pulled experience and skills into the centre in Wellington, the report said.

This was compounded by hundreds of cuts to support jobs since 2024 in a savings drive.

The January report outlined “critical” current gaps and “staff churn” in the workforce, such as in data and digital, analysis and finance, that supports the frontline doctors and nurses.

Under a heading ‘Options to accelerate devolution’ it said, “There is a risk of not understanding cost structures or nuances between districts, further compounding the risk that pushing the funding allocation and management of each region and district to the lower levels quickly may result in loss of financial visibility across the sector again.”

It said some fixes might take 18 months to three years.

However, Brown said on Tuesday the changes underway would “ensure a nationally planned, locally and regionally delivered health system, will come into effect on 1 July”.

Hospitals would be able to recruit and deploy staff without central sign-off but with delegated budgets and responsibility to meet targets in the district or region.

On Wednesday Brown reiterated the 1 July delivery date.

The Deloitte report talked about the many initiatives being done by HNZ “to make sure that districts and regions are ready for 1 July when the devolved operating model … is fully coming into effect”, he said.

“Of course there’s risks in changing an operating model but at the same time the last government … left local clinicians not able to make some of the key decisions.”

Globally, health ran better when a devolved operating model split decision-making between national, regional and local levels, Brown said.

New policy on who decides what

The devolution plan depended on four executive regional directors at the top being “best placed to manage performance and build capability, which can vary significantly between districts”.

Already, a new policy on who gets to decide on hiring and firing, and on spending, was being rolled out.

Papers RNZ has seen showed the policy was approved by the board in December.

They showed there must be consultation with the regional or national head of human resources for all hires, or for creating new positions within budget; and to create any new positions outside budget needed “consultation/approval” from either of these heads or from the executive leadership team.

Campbell said, “You start off looking like they’ve got a lot of power, and then when you really read through it, they don’t.

“Even on items that are within budget and full-time equivalent allocations, there is a need for … consultation, and in a hierarchical organisation like this consultation means getting approval.”

The biggest difference was a bigger regional element compared to what HNZ was building at the time he was sacked in 2023 for a political attack on National’s water infrastructure policy.

Yet it was “still very tightly controlled” and regional and district managers were “in a no-win situation”, Campbell said.

‘Divergent approaches’

In addition to lack of finance staff, the January report added “fragmentation” to the hurdles for devolution.

“Without strong governance structures and clear national guardrails, regions and districts risk adopting divergent approaches, weakening system-wide alignment and equity in service delivery,” it said.

Those governance structures were still being set up.

Campbell said good governance meant having a business model everyone grasped. “People throughout the organisation still find it very hard to understand what the responsibility for particular issues is.”

The report said Health NZ had had to build national financial guardrails after its lurch towards a big deficit.

“If HNZ devolves too quickly or carelessly, they risk losing the opportunity to use its current … structure and scale” to address system problems, it said.

On the plus side, devolution could help districts take more responsibility for day-to-day spending and not expect topdown bailouts, citing how Australian state hospitals used to have a “rollercoaster of budget blowouts and rescues”.

Brown’s plan retained the Wellington-based bureaucracy for strategy, planning, policies, standards and system integration.

However, the report said many of the national plans existed in name but “have not yet been developed or published, and the decision-making framework to support accountability is still developing”.

Building districts’ financial capability an ongoing focus – HNZ

Late on Wednesday Health New Zealand told RNZ that according to the Deloitte report the agency’s budgeting, planning, reporting, and performance management disciplines had been strengthened since a review of financial management at the end of 2024.

“These improvements have ‘reduced the risk of a loss of financial control levers’,” it quoted.

Building financial capability of districts and regions was an ongoing focus, said executive national director of strategy performance improvement, Jess Smaling.

“Regions and districts will have clear budgets, and delegated authority to make decisions based on the unique local needs,” she said in a statement.

“Budgets will be based on expected activity to meet those local needs, within the resources available to Health New Zealand.”

A national funding board and human resources oversight committee had been replaced by four regional investment committees and “people and culture committees”, along with a national version of that to consider human resource policies so there was national consistency.

A new national investment committee would make funding decisions above the authority of the four executive regional directors.

“Hiring decisions will be made in the regions and districts, within available budgets,” said Smaling.

Those within existing FTE and budget would only require the approval of the hiring manager’s immediate manager.

Decision-makers using delegated authority had to stay within approved budgets and limits, and comply with Health NZ policies and legislation, she added.

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

Source: Radio New Zealand

The Government Communications Security Bureau (GCSB) spy agency has taken six times longer than it should have to address questions about lax cyber security identified in a Treasury report.

The report last year mentioned that government data was “being managed or held by unvetted third parties”.

It gave no details, so RNZ sought them.

Director-general Andrew Clark apologised for taking 120 working days to respond, instead of the statutory 20 under the Official Information Act (OIA).

He then refused to answer virtually all of the dozen questions.

Clark said they had to keep incidents and vulnerabilities confidential or people would not share with them, and they needed that information to counter threats.

The Treasury report said government agencies had continued to raise concerns about the security of third-party vendors’ products and services, including poor security controls and unpatched software.

“Some agencies reported that vendors had offshored some services without their prior approval, meaning government data was being managed or held by unvetted third parties,” said the quarterly investment report for the three months to December 2024. Such reports are released publicly many months after they are done.

New Zealand’s small size as a market was biting it, the report suggested.

“Agencies assess that poor service delivery is likely driven by lower competition and less resourcing for comparably smaller contracts in New Zealand versus larger markets,” it said, under the title ‘Other emerging … issues’.

“Low competition, coupled with poor service delivery from some vendors, has also led to high reliance by many Government agencies on the same few vendors, which creates risk to service delivery across the public sector should those vendors suffer a cyber security incident or event.”

Many government agencies had become increasingly reliant on cloud-computing services from US Big Tech companies.

RNZ asked the GCSB, National Cyber Security Centre and Internal Affairs who the problem vendors were. Clark in his response would not name them or say anything about them.

“Providing this information would likely have commercial implications for these vendors” so that was refused on the grounds of unreasonably prejudicing someone’s position.

What about the government agencies that had raised the alarm?

“I am refusing those parts of your request where you have asked for information that has been provided to the GCSB in confidence by agencies,” was the reply, otherwise it might prejudice the supply of such info in future.

The unvetted third parties were not disclosed, and neither were the risks to service delivery that Treasury had told ministers were in play.

The risks information was refused on the grounds the GCSB “does not hold this information in the manner or format you have requested”.

Work was underway on digital investment and procurement, Clark said.

Asked what measures were taken, he said the National Cyber Security Centre provided a range of advice, and they had recently developed “minimum cyber security standards” to focus on the basics and encourage good practices.

The subsequent three quarterly reports after this one did not mention the threat again.

But other weaknesses did come up in them, and in one case Treasury was called out for them, in the latest quarterly report, to September 2025.

It said many data and digital projects did not include information relating to cyber security management or improvement.

It went on to fault the Treasury’s investment management system because it did not recognise the ongoing cost of cyber security, “making it difficult” to upgrade old systems and move away from on-site hardware to ‘as-a-service’ tech “which we know deliver better security results”.

“The current financing rules and settings around capital and operating expenditure are preventing agencies from modernising and improving their cyber security.”

Agencies’ approach to procuring IT systems or services was called “outdated and fragmented” by the government chief digital officer in the September quarterly report, six years after Treasury told the public sector to take an all-of-government approach to try to cut the IT upgrade bill of multi-billions of dollars.

The long wait for the response to the OIA request was put down by the GCSB to consultation and the “volume of information requested” by RNZ.

Most of Clark’s three-page response was taken up outlining the grounds for refusing the information.

RNZ asked for any report that focused on the threat, but did not get one.

Clark apologised for the wait.

“Our response … did not meet the statutory deadline and I do apologise for that. Thank you for your patience while we completed our response.”

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

Source: Auckland Council

MIL OSI

Source: Radio New Zealand

Higher fuel costs mean higher transport costs, and that means higher prices across the board – and that’s a hard pill to swallow for Kiwis three years into a cost-of-living crisis.

Kiwis are already feeling the expensive ripple effects of the war in Iran – and economists are warning that the real impact is only just beginning.

What started as a distant geopolitical conflict has quickly landed squarely on our country’s economy, driving up fuel costs, squeezing household budgets, and threatening to slow growth.

If it continues, New Zealand could be staring down the barrel of another recession.

“So this sort of shock, if it gets worse, will definitely increase the risk of a recession here,” Kiwibank chief economist Jarrod Kerr tells The Detail.

“And we have only just gotten out of recession, so to fall back in would be horrendous for households and businesses.”

At the centre of the crisis is oil.

Global prices have surged past US$100 a barrel as fighting disrupts supply routes through the Strait of Hormuz – a chokepoint for about 20 percent of the world’s oil.

And for New Zealand, which imports almost all of its fuel, the effect has been immediate.

Petrol prices are already climbing rapidly, with forecasts that they could push toward $4 a litre – or higher – if the conflict escalates.

And when fuel costs rise, everything that relies on transport follows – from groceries to clothing to construction materials.

“The direct impact that we are seeing right now is the rise in petrol prices, and that affects, I would say, every household, particularly those on lower incomes who are forced to drive to work,” Kerr says.

“It is just another cost that they have to wear. And they have been in a cost-of-living crisis for the past three years.”

He warns that the conflict could push inflation higher while slowing growth, with Kiwi households already tightening spending, cutting discretionary purchases, and reducing travel and fuel use. Delaying big buys and trading down to cheaper brands are likely on the horizon.

“Yes, we are going to see a spike in inflation, but what I don’t agree with is the commentary that that automatically leads to a rate hike. I disagree.

“That is only going to put greater pressure on a household that is already under pressure. That would be the exact thing not to do … for me, the bigger risk is that households get hurt, the economy doesn’t recover, and the central bank may be needed to come in and provide support.”

He said economists entered the year “quite optimistic, because we had been banging the table for a long time, because the Reserve Bank had not cut interest rates to a level that was actually stimulatory and helpful for the recovery.

“They finally got there in November last year, took them far too long to get there, but they got there. We came into this year saying, ‘this is it, we are going to recover, the settings are about right, let’s go, c’mon let’s get some growth happening’, and mid-way through that sentence, we were cut off with missile strikes in Iran.

“It’s just another international shock that we have to deal with, and it’s just another headwind that all households and businesses have to face into.

“It’s hard for households to pay the food bill and power bill, which is up 35 percent on the year, petrol prices, which will be up a similar sort of amount, it is very, very difficult.

“We need to see policymakers stepping in to help, not hinder. So calls for rate hikes from the RBNZ [Reserve Bank] are tone deaf.”

On this episode, The Detail also speaks to Retail NZ chief executive Carolyn Young, who says retailers and consumers throughout the country are feeling the fallout of the war.

She says prices for goods and services will increase and “we will see that relatively soon”.

“We are seeing increases in insurance … increases in the fuel to get the ships to New Zealand,” she says. “Those additional costs are being passed on to the retailers and, at some point, those costs will be passed on to consumers.”

She says, right now, it’s “a really uncertain time for everyone”.

“Ultimately, uncertainty is not good for business. And I think that’s the thing we have to remember, and right now everyone is in a state of flux and uncertainty.

“And for any business owner, whether you are a retailer or other business, it’s going to have an impact on your sense of how you are going to move forward, and therefore it will have an impact on your profitability and ability to spend money in other areas.”

She fears some businesses might not survive the war.

“It will be difficult for people, and we will see some people who are perhaps a bit more pessimistic about what the future holds and may decide to close the store, and there will be others who will try to hang in there.”

She says recovery will depend on how long the conflict lasts.

Economists say a short conflict will see a sharp but temporary spike in prices, while a prolonged war will mean sustained inflation, weaker growth, and reduced spending.

And an escalation? Enter the risk of recession.

For now, the message from economists is simple: New Zealand may be far from the conflict, but it is not insulated from its consequences, because a war a world away involving oil doesn’t stay overseas for long.

Check out how to listen to and follow The Detail here.

You can also stay up-to-date by liking us on Facebook or following us on Twitter.

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

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

Source: Radio New Zealand

Higher fuel costs mean higher transport costs, and that means higher prices across the board – and that’s a hard pill to swallow for Kiwis three years into a cost-of-living crisis.

Kiwis are already feeling the expensive ripple effects of the war in Iran – and economists are warning that the real impact is only just beginning.

What started as a distant geopolitical conflict has quickly landed squarely on our country’s economy, driving up fuel costs, squeezing household budgets, and threatening to slow growth.

If it continues, New Zealand could be staring down the barrel of another recession.

“So this sort of shock, if it gets worse, will definitely increase the risk of a recession here,” Kiwibank chief economist Jarrod Kerr tells The Detail.

“And we have only just gotten out of recession, so to fall back in would be horrendous for households and businesses.”

At the centre of the crisis is oil.

Global prices have surged past US$100 a barrel as fighting disrupts supply routes through the Strait of Hormuz – a chokepoint for about 20 percent of the world’s oil.

And for New Zealand, which imports almost all of its fuel, the effect has been immediate.

Petrol prices are already climbing rapidly, with forecasts that they could push toward $4 a litre – or higher – if the conflict escalates.

And when fuel costs rise, everything that relies on transport follows – from groceries to clothing to construction materials.

“The direct impact that we are seeing right now is the rise in petrol prices, and that affects, I would say, every household, particularly those on lower incomes who are forced to drive to work,” Kerr says.

“It is just another cost that they have to wear. And they have been in a cost-of-living crisis for the past three years.”

He warns that the conflict could push inflation higher while slowing growth, with Kiwi households already tightening spending, cutting discretionary purchases, and reducing travel and fuel use. Delaying big buys and trading down to cheaper brands are likely on the horizon.

“Yes, we are going to see a spike in inflation, but what I don’t agree with is the commentary that that automatically leads to a rate hike. I disagree.

“That is only going to put greater pressure on a household that is already under pressure. That would be the exact thing not to do … for me, the bigger risk is that households get hurt, the economy doesn’t recover, and the central bank may be needed to come in and provide support.”

He said economists entered the year “quite optimistic, because we had been banging the table for a long time, because the Reserve Bank had not cut interest rates to a level that was actually stimulatory and helpful for the recovery.

“They finally got there in November last year, took them far too long to get there, but they got there. We came into this year saying, ‘this is it, we are going to recover, the settings are about right, let’s go, c’mon let’s get some growth happening’, and mid-way through that sentence, we were cut off with missile strikes in Iran.

“It’s just another international shock that we have to deal with, and it’s just another headwind that all households and businesses have to face into.

“It’s hard for households to pay the food bill and power bill, which is up 35 percent on the year, petrol prices, which will be up a similar sort of amount, it is very, very difficult.

“We need to see policymakers stepping in to help, not hinder. So calls for rate hikes from the RBNZ [Reserve Bank] are tone deaf.”

On this episode, The Detail also speaks to Retail NZ chief executive Carolyn Young, who says retailers and consumers throughout the country are feeling the fallout of the war.

She says prices for goods and services will increase and “we will see that relatively soon”.

“We are seeing increases in insurance … increases in the fuel to get the ships to New Zealand,” she says. “Those additional costs are being passed on to the retailers and, at some point, those costs will be passed on to consumers.”

She says, right now, it’s “a really uncertain time for everyone”.

“Ultimately, uncertainty is not good for business. And I think that’s the thing we have to remember, and right now everyone is in a state of flux and uncertainty.

“And for any business owner, whether you are a retailer or other business, it’s going to have an impact on your sense of how you are going to move forward, and therefore it will have an impact on your profitability and ability to spend money in other areas.”

She fears some businesses might not survive the war.

“It will be difficult for people, and we will see some people who are perhaps a bit more pessimistic about what the future holds and may decide to close the store, and there will be others who will try to hang in there.”

She says recovery will depend on how long the conflict lasts.

Economists say a short conflict will see a sharp but temporary spike in prices, while a prolonged war will mean sustained inflation, weaker growth, and reduced spending.

And an escalation? Enter the risk of recession.

For now, the message from economists is simple: New Zealand may be far from the conflict, but it is not insulated from its consequences, because a war a world away involving oil doesn’t stay overseas for long.

Check out how to listen to and follow The Detail here.

You can also stay up-to-date by liking us on Facebook or following us on Twitter.

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

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

Source: Privacy Commissioner

17 Mar 2026, 09:00

It’s great to be here today to:

• share some observations, from my perspective as Privacy Commissioner, about the place of cyber security in the minds of decision-makers, organisations, and the everyday person in the street, and
• talk about the linkages between privacy, stewardship of personal information, and cyber security.

But, before I get into that – a pop quiz …

Who said, less than a month ago, “It’s a reason why I have been advocating very strongly that we need to strengthen our cyber security laws here in NZ and also make sure that we are not laid back … I think in 2026 sometimes our New Zealand business environment has been way too laid back, and not taking the risks and the threats seriously enough.”

Yes, that was Prime Minister Chris Luxon.

And who said, again less than a month ago, “digital threats are growing and New Zealand must strengthen its defences … Every New Zealander who provides data to a government agency, or to a company contracted by one, is entitled to the same standard of care. When that data is breached, it is a violation of trust … We could improve incentives for entities holding New Zealanders’ data. We could increase penalties for hackers and scammers. We should also question whether it is even reasonable to demand New Zealanders provide sensitive information or digital identification for everyday activities.”

Yes, that was Deputy Prime Minister, David Seymour.

Now, like a lot of organisations, at my work we subscribe to a media alerts service, for media and other stories about privacy and related matters – including cyber. I arrived at work a week ago, the morning email from the service had just popped into my in-box … no privacy breach stories this time … but every story was a cyber one … every story!

‘NZ cyber strategy criticised as least bold in Five Eyes‘ … ‘Kordia releases latest cyber report‘ … ‘Expanding ransomware reach intensifies sector-wide cyber exposure‘ … ‘Rising sophisticated cyber-attacks aimed at advisors‘ … and ‘Increased DoS and brute force activity.’  

One morning’s worth of media stories on one day!

It seems that the public policy and media spotlights have swung their beams of light on to you.

You have to wonder, given this sort of political, public, and media interest, if we are on the cusp of cyber security leaving the wings, and coming to centre stage.

The question is, are we ready – and if we are, what are we going to do next?

Surveys and attitudes to cyber security

It’s always instructive to take ourselves out of our busy day to day context, and see how other organisations, and even other countries, are seeing cyber-security, and cyber threats.

Each year the Institute of Directors conducts a Directors’ Sentiment Survey and publishes the results with some commentary.  

In the 2025 report, the IoD noted, and I quote, that:

“Technology epitomises this shift from curiosity to commitment. Six in ten boards are now working with management on how AI and automation can lift productivity – the second-highest result since records began. Digital oversight has re-entered the mainstream, no longer the preserve of tech committees or early adopters. But the enthusiasm is tempered by uneven assurance: cyber vigilance has plateaued, with the proportion of boards discussing risk or receiving breach reporting barely moving in three years. In effect, boards are accelerating innovation without upgrading the brakes.”

While 57.2% of directors said their board discusses cyber risks, this figure has softened slightly from 2024, which was 62.2%. 

Likewise, 55.2% of boards report receiving comprehensive data breach or cyber-risk reporting, largely unchanged for three years after a sharp rise in 2023. 

Privacy and data protection show similar stagnation; 57.2% of directors said their board regularly reviews privacy risks, a figure largely unchanged from 2024.

Internet NZ’s recent survey results show New Zealanders continue to have concerns in the data space.

65% of those surveyed were extremely concerned or very concerned about the security of personal data.

Kordia have just released their 2026 NZ Business Cyber Security Report.

Some key take outs from that:

• 44% of large businesses were subjected to a cyber attack or incident in the past 12 months
• 17% of cyber incidents resulted in personal information being accessed or stolen
• 61% of businesses impacted by a cyber incident suffered a serious business disruption
• 30% of businesses surveyed said they lacked confidence that they could recover from a major cyber-attack.
• 25% said they had no cyber security awareness or training programme for their employees, and
• Around half had not practiced their incident response plans.

That’s not a brilliant picture.

Hence, the International Telecommunication Union’s global cybersecurity index last year ranked New Zealand in the third of five tiers, as an ‘establishing’ nation along side the likes of Kiribati and Myanmar.

The heightened cyber security risk environment has seen countries like Australia and Singapore among others, implement new cyber security legislation.

New regulatory frameworks are also increasingly being backed up with tools and manuals to support businesses to aim for and stay on the right side of the regulatory line.

And that is something the New Zealand Office of the Privacy Commissioner is also focused on.

Privacy and cyber security

It’s clear that there are many linkages between privacy and cyber security – and I want to begin by acknowledging that while my focus is on the stewardship of personal information, those working in cyber security are concerned about keeping all information – personal, financial, commercial, legal, marketing, the list goes on – safe and secure from harm. 

Some of you here today will of course be working in or managing the IT/IS/cyber teams in organisations, ensuring systems are hardened against cyber-attack, and that your work colleagues engage in cyber smart practices.

Some of you will be advisors, providing organisations with advice on the latest developments in cyber threats and defences. 

Some of you will be involved in research and development, seeking to get ahead of the cyber criminals and threat actors in the never-ending cyber war we all seem to be engaged in these days.

And some – like my Office – are focused on the risks to personal information.

My focus is making privacy a core focus for your agencies – in order to protect New Zealanders from harm, to enable organisations to achieve their own objectives, and to safeguard our free and democratic society.  

And when things go wrong – when there’s a serious privacy breach which might see personal information exfiltrated, or deliberately corrupted – we ask questions about what happened and why, and  – if it’s needed – we can hold agencies to account. 

Security of information and IT infrastructure is a critical component of a robust privacy programme. 

Both security and privacy staff must work together to identify external and internal risks, and to ensure that security is prioritised and resourced accordingly.

The Privacy Act 2020 is built around 13 privacy principles that govern how agencies (organisations and businesses) can collect, store, use and share personal information. 

The Privacy Act makes sure that:

• you know when your information is being collected
• your information is used and shared appropriately
• your information is kept safe and secure
• you can get access to your information.

As many of you will know, Principle 5 is concerned with storage and security of information.

It states that organisations must ensure there are safeguards in place, that are reasonable in the circumstances, to prevent loss, misuse or disclosure of personal information.

There are a number of different aspects to consider, including physical security, electronic security, operational security, security during transmission and during destruction.

What steps are appropriate will depend entirely on the circumstances, including:

• How sensitive is the personal information involved?
• What are you using the personal information for?
• What security measures are available, and how will using these measures impact on your agency’s functions?
• What might the consequences be for the individual if the information is not kept secure?

I thought you might be interested to get a sense of the state of play with privacy breaches in New Zealand.

So, this morning, I have the latest breaking stats and news for you.

• In the most recent quarter, 61% of serious privacy breaches were due to intentional or malicious activity, and 36% were due to human error … the days of most breaches being due to an email whoopsie seem to be long gone.
• For the reporting year to date, 21% were unauthorised access breaches (including ransomware), and 28% were unauthorised sharing or employee browsing.  

Employee browsing

Can I take the opportunity to touch on an increasingly serious privacy risk: that is, employee browsing.

The greatest threat to your workplace information security could be sitting in the office next to you at work.

Employee browsing or the unauthorised access and misuse of personal information is becoming one of the most common privacy breaches.

NZ is a small place, and there’s a good chance a familiar name will crop up in a database or on a file at work, and it can prove very tempting for some to have a look.

In some circumstances employees look up information and then pass it on for the explicit purpose of causing harm of some sort.

If your business or organisation holds sensitive personal information that your customers or clients would really, really not want to be revealed to someone else, like a violent former partner, or revealed to the public if someone happens to be a bit of a celebrity – then your organisation’s employees will, one day, come under pressure from others to access and hand over that information.

Attempts will be made to coerce, bribe, blackmail or threaten employees to access and misuse the personal information the organisation holds.  

So, my question for you is, has your organisation invested in the systems, regular database audit checks, employee induction processes, and so on, to deter and, if it happens, identify unauthorised access and misuse of personal information? 

Poupou Matatapu 

See our free online privacy toolkit.

Of course, my Office doesn’t always want to occupy the space of the privacy “ambulance at the bottom of the cliff”; increasingly, our focus is on working with people like you to “build the fence at the top”.

As I think I mentioned at last year’s conference, Poupou Matatapu is guidance on our website to help New Zealand agencies do privacy well – you can find it at privacy.org.nz.

It sets our expectations about what good privacy practice looks like and then helps organisations toward achieving that.

One of the components of this guidance focuses on security and internal access controls.  

The obligation to keep information safe and secure applies to information that is held by the organisation (for example, in on-premises servers) and information that is held on the organisation’s behalf by a service provider (for example, a cloud-based data storage provider). 

Remember, organisations are liable under the Privacy Act for the personal information stored and processed on their behalf.

The most effective strategy is having a well-thought-out security plan for all personal information you hold.

At a high level, this component of Poupou Matatapu describes key security controls across three areas – physical, technical, and organisational.

These controls are not exhaustive and are continually evolving. 

Organisations need to ensure that they update their knowledge on security risks, including seeking advice from external experts where necessary, and implement all reasonable security safeguards in a timely way.

I don’t need to tell this audience that there’s a world of cyber security guidance and standards out there. 

Providing security and IT advice is not a core function of my Office, so, in our guidance, we have provided links to advice and resources from other authoritative sources, such as NCSC, and others.

But, of course, like you, I have seen commentary around how to assess whether an organisation had reasonable security safeguards in place at the time of a security or privacy incident.

Reasonable security safeguards are those that are proportionate to an organisation’s role, scale, and risk exposure.

They reflect recognised national expectations at the time the safeguards were implemented and operating prior to the breach. 

This approach does not require best-in-class or exhaustive controls, instead focusing on intent, decision-making, and proportionality.

It anchors reasonableness in nationally recognised frameworks, uses well-understood national standards like the NCSC Minimum Cyber Security Standards as a defensible baseline, and applies sectoral-specific standards – such as those applying to the health sector – as contextual overlays.

This approach provides a clear basis for determining whether reasonable security safeguards were in place at a given point in time.

The other day I was reminded of a comment from Misti Landtroop, the NZ country manager for cybersecurity company Palo Alto Networks.

She said that many cyber breaches were preventable, with things like security culture, level of knowledge, and willingness to invest, all factors that left organisations vulnerable to cyber-attack.
Organisations also make mistakes because they either don’t understand the value of privacy, or don’t care. 

Sometimes privacy is as easy as just ensuring your IT systems are up to scratch and making sure you’ve thought about access, have got the permissions set correctly, and have tested them.

For example, a while back the UK Information Commissioner issued a 4.4million pound fine to a company which, in the Commissioner’s view, failed to follow up on the original alert about some suspicious activity, used outdated software systems and protocols, and had a lack of adequate staff training and insufficient risk assessments – all of which ultimately left them vulnerable to a cyber-attack.

The Commissioner commented at the time: “The biggest cyber risk businesses face is not from hackers outside of their company, but from complacency within their company.  If your business doesn’t regularly monitor for suspicious activity in its systems, and fails to act on warnings, or doesn’t update software, and fails to provide training to staff, you can expect a similar fine from my Office.”

From my perspective, and reflecting on all this commentary, since taking up my role I have made it clear that agencies need to keep front of mind that, in the case of a cyber security incident resulting in a data privacy breach, one of the first questions I will ask is “has the agency undertaken all reasonable security safeguards” to protect the personal information under their care.  

Health sector

Turning to the cyber elephant in the room, recent events in NZ would suggest that one sector which is well and truly facing some cyber security challenges, is the health sector.

Just a reminder: on 22 February, MediMap — a private portal used by aged-care homes, hospices, disability services and community health providers to coordinate prescriptions and record medication histories — was taken offline after it was discovered that some patient records had been tampered with by an unauthorized actor. 

MediMap’s early investigations identified changes to fields including names, birthdates, assigned prescriber, and location of care and resident status, with some living patients incorrectly marked as “deceased.”

This event was unsettling not only because of the direct impact on individuals and clinical operations, but also because it followed another high-profile breach —the Manage My Health breach in late 2025, which involved the exfiltration of hundreds of thousands of medical documents. 

One of New Zealand’s leading privacy commentators, Daimhin Warner, commented at the time:

“Taken together, these events suggest a broader pattern of cyber risk in health tech that goes beyond isolated vendor errors.”

“Several key themes are starting to emerge. First is the need for clarity of expectations. What baseline technical and organizational safeguards should be required for systems handling highly sensitive health information? Mandatory controls — for example, multifactor authentication, encryption at rest and in transit, regular independent security audits and incident response obligations — could help raise the floor of protection.”

“Second is making sure the health sector understands who is really accountable for ensuring these baseline safeguards are in place. It is alarmingly clear from these recent breaches that many organizations in the health sector do not fully understand their accountabilities and responsibilities.”

Daimhin Warner notes that the recent publication of the National Cyber Security Strategy has occurred at a time when some of the government agencies tasked with cyber security are making it clear that New Zealand has a long way to go before we can say our standards and approach meet international good practice.

And by the same token, then, we have a long way to go before we can assure New Zealanders, whoever they are … customers, clients, citizens … that their privacy is being protected and respected.

GCSB Director-General Andrew Clark said recently that “unfortunately, there are … pockets, including in our critical infrastructure, where cybersecurity is barely meeting that foundational level that we would expect.”

AI

And of course, AI is only making the challenge facing the cyber security industry even harder.

Reports show increasingly that AI agents are supercharging cyber-attacks by industrialising the scale of them.  

In the Internet NZ survey I referred to earlier, 59% of those surveyed were very or extremely concerned about the use of AI to violate privacy.

And the Kordia survey found that a quarter of medium to large businesses now rank staff misuse of AI among their biggest cyber challenges, and that attacks involving AI-related vulnerabilities have more than doubled year on year.

Director-General Clark also noted that while smaller organisations might not meet the critical infrastructure description, many still hold a lot of sensitive personal information that needs protection.

So, no matter the sector, and no matter the size, there are questions we all need to be asking, and expectations that need to be met, in today’s increasingly super-charged threat environment: 

From where I sit, those expectations include:

• Security controls are specific to the type and sensitivity of information held across the organisation, rather than a ‘one size fits all’ approach.
  Regular auditing of systems is undertaken to ensure appropriate access.
• An organisation follows industry guidelines and security standards relevant to its business context.
• There is a remediation plan for managing and/or replacing legacy systems (where necessary).
• Identified risks are proactively managed – for example, by incorporating them into the organisation’s risk and assurance reporting processes to ensure visibility, and
  Organisational controls – policies, procedures, and decisions – are regularly reviewed and fit for purpose.

Conclusion

People of cyber … at this time in New Zealand’s history you face your greatest challenge, and your greatest opportunity.

It’s your time to shine!

MIL OSI

MIL OSI

Source: Radio New Zealand

Tasman District ratepayers are facing a rates increase of almost 10 percent, as the council grapples with the costs of last years floods and three waters infrastructure, on top of its core business.

Last week, the Tasman District Council elected members were split on moving forward with its draft annual plan which had an average rates increase of 9.9 percent, with sent staff back to the drawing board to consider how to further cut costs.

The split vote of 7-7 forced the council to seek legal advice after the plan failed to progress.

At an emergency meeting today, elected members voted 10-4 to put the draft annual plan out for consultation. The average rates increase for the 2026-27 remained at 9.9 percent, with an end of year debt of $320 million, $8m less than what was proposed at the last meeting.

The increase includes 2.3 percent for the costs of last year’s weather events, 5.3 percent for three waters cost increases and 2.3 percent for the rest of council business, which is below the government’s proposed 4 percent rates cap.

Council chief executive Leonie Rae told elected members that it had taken the direction to lower rates and had come back with options that could be exercised within the annual plan boundaries, with clarity on what the impact on the community would be.

She said the organisation was running lean, the salary budget had been reduced by $1.4m and it was running with around 40 staff under its FTE, and there were “continuing efforts to find efficiencies, savings and extra revenue where possible”.

Rae said in comparison to other councils, Tasman’s rates per capita were $1673, while the average was $1898. The district’s rates per rating unit were $3668, compared to an average of $3876.

“We are doing work and continuing to try and improve our financial position because we’re ratepayers too and no one wants to come to you with big figures, least of all of us.

“I do want to stress to you that further cuts into the operations will have to make significant cuts to levels of service because everyone is very, very busy.”

At last week’s meeting, elected members debated how the proposed storm recovery rate should be set, how much of the roading renewals should be funded by debt, and whether several community facility projects should be paused or not.

At today’s meeting, there was further discussion about the council’s debt in the short term, and whether to increase depreciation to get some debt relief.

One of the more contentious recommendations from last week was that a targeted weather event recovery rate of $125 be introduced for five years to fund $14.6m of the council’s recovery costs from the two winter floods last year.

Councillor Timo Neubauer proposed an amendment that the rate be set on capital value, instead of being a fixed amount per rating unit, which was lost 8-6, with staff agreeing it could be included as an option in the consultation document though the fixed charge would remain the preferred option.

Neubauer said the council had spent the last few months looking for savings, which hadn’t been easy and he hoped the process could be refined in the future, so elected members had more detail about major capital projects, earlier in the process.

He said he and others had asked for more detail around significant increases in the Three Waters infrastructure projects, and aggregated figures made it hard to understand what was driving the costs and where prioritisation could have occurred.

Mayor Tim King said the region was facing continued pressure in many areas, as was the rest of the country.

“That is the situation we are in all the time, pretty much the whole time I have been in this seat, things have come from left field, Covid, floods, it has been never ending the challenges.”

He said “uncertainty was the name of the game” and the council needed to be adaptable and flexible as it faced those challenges.

King said the council was not a business but instead had to provide a mix of community services, act as a regulator and be an infrastructure provider while also promoting growth.

“We have all of these roles and all of these hats and they don’t fit neatly into a tidy financial package.”

Councillor Trindi Walker asked whether there was any room for movement, if the feedback from the community after consultation was that they could not afford a 9.9 percent rates rise.

“Do we have room to suddenly stop, pause, look and acknowledge what our community is saying? Or are we so far in now that we have to wait for the long-term plan?”

Deputy Mayor Brent Maru supported the motion and said the diversity around the council table was a good thing.

“The debate and the different views and the different suggestions isn’t unhealthy for the system.”

“As we work through this, we will compromise, we will check the decisions we make on behalf of the communities we represent and come up with a collective decision.”

Councillors Mark Greening, Mark Hume, Dean McNamara and Paul Morgan voted against moving the updated draft annual plan to consultation.

McNamara said he wanted to see more action taken to reduce costs.

“This plan’s still going out with building nice-to-haves when we’re borrowing money to pay for our business as usual, all which increase both our debt and our ongoing costs.”

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

Source: Media Outreach

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

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

Financial Results

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

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

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

Operational Summary

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

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

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

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

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

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

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

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

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

Outlook

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

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

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

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

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

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

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

Hashtag: #LiNing

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

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

Source: Media Outreach

Cushman & Wakefield Interpretation Report Highlights Eight Impact Areas for Real Estate Market

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

Source: Radio New Zealand

In the early afternoon of 19 March, 2025, a small group of the country’s most powerful ministers joined an online meeting to discuss the future of 180,000 New Zealand workers.

Forty-five minutes later, they logged off having made decisions that would impact women’s earnings for years to come.

Those choices formed the backbone of the government’s overhaul of the once “world-leading” Equal Pay Act – retrospectively stripping nurses, teachers, carers and other female-dominated workforces of the right to pursue pay equity claims under the existing law.

Within five weeks of that meeting, Parliament had passed the Equal Pay Amendment Act under urgency – a move the people’s select committee last month described as “a flagrant and significant abuse of power”.

The legislation was announced then passed all stages of Parliament within three days in May, meaning the public had no opportunity to make submissions through the usual select committee process.

Dozens of in-train claims were stopped. The rules governing future claims were significantly tightened. And $12.8 billion originally earmarked to fix decades of systemic gender discrimination was instead returned to the Crown’s Budget allowances.

The changes severely curtailed the ability of workers in predominantly female industries to prove their work had been historically undervalued. In some sectors, unions said the new law may make future claims almost impossible.

NZEI Te Riu Roa, which had spent four years working on a pay equity claim covering tens of thousands of education workers, warned the new framework effectively shut down any pathway for many education roles to ever achieve pay equity.

“For teacher aides, winning our claim was huge. Women were giving up second jobs and getting to spend time with their families – that was the most amazing thing,” said teacher aide and NZEI negotiator Ally Kingi.

“But the new law cuts out every single person who is a teacher in the country from making the same claim. Primary, secondary, early childhood, te kura, principals, everyone. And teacher aides – whose pay has already slipped backwards – won’t get a review.”

Documents obtained under the Official Information Act show that the most consequential decisions in the Equal Pay Act overhaul were made during that 45-minute March meeting. In several cases, ministers chose to implement harder thresholds than officials had proposed, tightening the law even further.

The government said the changes were necessary to ensure the pay equity system focused on genuine cases of sex-based discrimination and remained sustainable for taxpayers.

But the detail of how ministers reached their decisions – what evidence they relied on, what modelling informed the most restrictive changes, or why the final law was made harsher than officials recommended – remains hidden.

Despite repeated Official Information Act requests, the 19 March meeting remains, in large part, a black box.

How pay equity became law

To understand the impact of that March meeting, it helps to step back.

The Equal Pay Act was originally passed in 1972 and intended to eliminate gender-based wage discrimination – ensuring women were paid the same as men for doing the same job.

Over time, the issue shifted. The problem was no longer only women being paid less than men in identical roles. It was that work historically performed by women – caring, teaching, cleaning, administration – had been systematically undervalued compared to male-dominated occupations requiring comparable skill, effort and responsibility.

That broader concept is known as pay equity.

In 2014, the courts confirmed in the landmark TerraNova case that the Equal Pay Act allowed workers to argue their jobs had been historically undervalued because they were mainly performed by women, including by comparing their roles to those beyond the immediate workplace.

In response, a Joint Working Group – convened under a National government and including unions, business and officials – spent two years designing a process for assessing pay equity claims. Their recommendations formed the basis of the 2020 amendments to the Act.

The 2020 model created a structured process where a claim could proceed if it was “arguable” that the work in question was predominantly performed by women and may have been historically undervalued.

Once a claim passed that threshold, the parties would identify “comparators” – male-dominated occupations requiring similar levels of skill, responsibility and working conditions.

Comparators could be drawn from outside the employer or even the sector if necessary.

The low threshold was meant to allow claims to be investigated rather than filtered out early.

Cross-sector comparators were permitted because, in many female-dominated industries such as aged care, administration or early childhood education, there are simply no male-dominated roles within the same workplace to compare against.

If undervaluation was established, employers were required to negotiate pay adjustments.

By 2023, settlements had been reached for nurses, midwives, care and support workers and others. For many, the pay increases were life-changing.

“We had women who could finally afford to have their grandchildren for the holidays because they could buy food for them, women who could at last buy a lawnmower, or book a flight,” NZEI’s Kingi said. “All these women were able to live their lives, to relax. And that’s what is right and just.”

‘Significant concerns’ about cost

While the settlements were widely celebrated by workers, officials inside government were increasingly focused on their cost.

As early as November 2023, the Equal Pay Act, once described internationally as ‘world-leading’, was being framed internally not as a human rights mechanism correcting structural discrimination, but as a fiscal exposure problem.

Treasury and Ministry of Business Innovation and Employment (MBIE) briefings warned about the cost and structure of pay equity claims, including the idea the regime was “too permissive”.

In its first briefing to the incoming minister, MBIE said questions had been raised about processes for decision-making and the fiscal consequences of pay equity settlements.

Officials later argued the system provided little incentive to “negotiate hard”, pushing costs higher.

Treasury warned that pay equity costs were being treated differently from other wage pressures because of their size and uncertainty, directly affecting the Crown’s operating balance.

It expressed “significant concerns” about the comparators used in the care and support workers’ claim, suggesting they may have produced significantly higher cost outcomes.

Officials described New Zealand as “unusual” in allowing comparators from outside the workplace or sector, and questioned whether the threshold for claims was too low.

MBIE suggested other ministers may wish to discuss options to change current processes, and said it could provide further advice if required.

Pay equity specialist Amy Ross, the former head of the pay equity taskforce, said those briefings exposed what she said was a longheld, ideological view among the agencies: that pay equity was nothing but a risk to the government.

“They never thought about it for what it really was – an evidence-based market correction that had massive downstream benefits for communities – money flowing into households, services improving and the country retaining workers,” Ross said. “They only ever talked about the ‘cost’ of pay equity. But the ‘cost’ is women subsidising labour. It’s actually a cost to women.”

Enter Brooke van Velden

The agencies’ briefings clearly resonated with the new minister for workplace relations. In the first week of December 2023, Brooke van Velden, an ACT MP, sought a briefing on what she called “pay parity”.

Officials responded with a screenshot from MBIE’s website explaining that pay parity and pay equity were two different things, and both were legislated requirements in the Equal Pay Act.

Van Velden’s advisory followed up with questions wanting to know the broader “consequences” of the interaction between pay parity and pay equity.

On 29 January, 2024 van Velden wrote to Prime Minister Christopher Luxon questioning the pay equity framework and signalling her interest in reform.

At that point she was yet to have a full briefing on pay equity.

The letter was not released under OIA, but van Velden said she had written that she was concerned about the “robustness and reliability” of comparing remuneration between different professions in a bargaining framework, and that the pay equity bargaining system had resulted in “significant labour market distortions and high costs to the Crown”.

Critics noted the letter’s framing – painting comparators as distortive, bargaining as unreliable – echoed longstanding BusinessNZ concerns and earlier National Party proposals from 2017, which had included a tighter hierarchy of comparators and a higher threshold for claims.

In March, van Velden received her first full briefing on the issue – a MBIE PowerPoint presentation titled “Pay equity: a short history”.

This briefing was highly critical of the system, pointing to the 2020 amendments by the previous government as the problem. It also framed New Zealand as an international “outlier” for allowing cross-sector comparators; and casted doubt on the validity of current claims, particularly the low threshold for entry to the system; and the way comparators were chosen.

In response to follow-up questions about the comparators from van Velden’s advisor, officials noted anecdotal examples of fisheries officers, corrections officers and customs officers being used repeatedly as benchmarks.

These anecdotes that would later become central National and Act Party talking points after the pay equity reform was announced, were held up as an example of a “wasteful” system that had gone too far.

Fuel on the fire

If ideology lit the fire for reform, the fiscal implications provided the fuel.

Soon after the 2023 election, Finance Minister Nicola Willis also began receiving detailed briefings from Treasury, focused on the scale of potential pay equity liabilities.

The largest claims, particularly teachers and care and support workers, were expected to cost the government – as employer – billions of dollars, Treasury said.

Officials assumed pay increases of roughly 20 percent based on earlier settlements.

Throughout 2024, Willis sought increasingly detailed information about the potential fiscal exposure: how much funding had been set aside, how claims might evolve and how New Zealand’s system compared internationally.

Treasury estimated that $3.193 billion from the public-sector pay equity contingency alone could be returned to Budget allowances if the system was changed.

Across the public and funded sectors combined, as much as $12.8 billion could be freed up, significantly boosting the government’s books.

By the end of 2024, Willis had made the case to Cabinet that changes were needed. Cabinet’s Strategy Committee then directed officials from MBIE, Treasury, the Public Service Commission and Crown Law to develop options.

In late February 2025, ministers were presented with several approaches – ranging from pausing the system to redesigning it entirely.

But a full redesign was expected to take more than a year. Instead, ministers chose speed.

By 4 March, officials had been directed to prepare amendments for Cabinet approval by the end of the month, just in time for Budget 2025.

A draft Cabinet paper was circulated on 14 March. Five days later, ministers met to finalise the policy settings.

19 March

Attendance records show six ministers and a group of senior officials joined the 2pm online meeting on 19 March.

Those invited included Workplace Relations Minister Brooke van Velden, Finance Minister Nicola Willis, Public Service Minister Judith Collins, Health Minister Simeon Brown and Women’s Minister Nicola Grigg. Education Minister Erica Stanford was overseas but sent a staff member.

Officials attending included MBIE chief executive Carolyn Tremain and deputy secretary Nic Blakeley, Treasury Secretary Iain Rennie and official Struan Little, Public Service Commissioner Sir Brian Roche, associate commissioner Arati Waldgrave and Department of Prime Minister and Cabinet (DPMC) chief executive Ben King.

Together they reviewed the policy options outlined in the draft Cabinet paper.

That draft already proposed significantly tightening the pay equity regime – including raising the threshold for work to qualify as “predominantly female” from 60 percent to 66 percent, introducing a stricter hierarchy of comparators, and limiting the re-raising of claims.

But during the meeting ministers chose to go further.

They lifted the threshold to 70 percent. They also initially discussed a 20-year ban on workers re-raising settled claims, a figure eventually changed to 10 years in the final Bill. And they removed the final tier of cross-sector comparators entirely – meaning workers must now find comparisons within their own sector.

Officials noted the risk that some workforces might not be able to identify an appropriate comparator at all. The change was left anyway.

At the same time, ministers killed all 33 existing claims mid-process, some of which had been in progress for years. Those claims collectively covered around 180,000 workers across sectors including education, health, social services and the public sector.

Pay equity specialist Amy Ross said the changes went further than any framework previously proposed.

“If you cut off cross-sector comparators, you’re effectively comparing historically underpaid work with other historically underpaid work,” she said. “You embed undervaluation.”

By raising the threshold of “predominantly female” from 66 to 70 percent, the government effectively legislated several professions out of contention including librarians, probation officers and – the largest group – teachers, which have a 68 percent female workforce.

NZEI believes that was deliberate. “Why else would you pick that number? I can’t see any other reason for that shifting and they can’t provide any other reason as to why it’s 70 percent,” said Kingi.

Marilyn Waring, the chair of the People’s Select Committee which investigated the change, agreed.

“They would have known the exact percentage at which they lost another claimant group,” Waring said. “I think they were greedy. Those ministers just had dollar signs in their eyes.”

Taken together, the changes fundamentally reshaped how pay equity claims could be brought in New Zealand.

A black box

Documents show what happened immediately after the meeting. Within hours, officials were rewriting the Cabinet paper to “better reflect the Minister’s feedback overnight” and scrambling to gather examples to support the changes.

Emails marked “SENSITIVE” show agencies being asked urgently to confirm that they were comfortable with claims that comparators such as fisheries or corrections officers had been used inappropriately, and to provide examples of “broadly scoped claims” and review clauses that went beyond sex-based undervaluation.

The DPMC’s Policy Advisory Group was heavily involved in the process, and the Prime Minister was briefed repeatedly on progress.

A DPMC official who attended the meeting wrote to MBIE afterwards saying ministers had been “universally impressed” with the “clear answers and direction” provided by officials.

Yet, when RNZ filed Official Information Act requests for the records of the discussion, the paper trail was limited.

Treasury, the Public Service Commission, and the offices of Willis, Brown, and Grigg all claimed they had no contemporaneous minutes, records or notes. Collins and Stanford’s offices refused to release their records. MBIE confirmed an official took handwritten notes but also refused to release them under the Official Information Act’s “free and frank” provision.

Requests for modelling underpinning key decisions – including raising the threshold to 70 percent – produced nothing. RNZ has been unable to confirm if this information exists and is being withheld, or if no such modelling of the far-reaching, late change was considered by ministers before making their decision.

Officials have already acknowledged no Regulatory Impact Statement was prepared for the reforms. The policy was developed within a “severely compressed timeframe”, with limited opportunity to assess evidence or test assumptions, MBIE said.

A spokesman for Willis said the absence of detailed minutes from the meeting was “not unusual for meetings where decisions are recorded via papers”. The papers prepared for the meeting and capturing the decisions taken at it were released and are publicly available online.

In its report released this month, the People’s Select Committee was scathing of the policy development process. As part of its investigation it examined what little material was made public, and found it severely lacking. “No minister was ever fully briefed on the measure’s human rights consequences,” the report said.

“Every piece of information is bite-sized, simplistic and undeveloped – a slide show. No one is ever required to read anything meaningful or comprehensive.”

The committee said the process left serious questions about how ministers were able to assess the impact of the reforms before the law was passed.

“My belief is they don’t want the information to be public because they know they don’t have a leg to stand on because their analysis was so poor,” Waring told RNZ this week. “But of course we should be able to see the evidence.”

A group of unions is taking a High Court case to argue the law change breached the Bill of Rights Act, which Waring believed would flush out further information on the process.

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

MIL OSI

Source: Radio New Zealand

One of Corrections’ most senior staff is under investigation over allegations of bullying.

RNZ can reveal that Corrections commissioner of custodial services Leigh Marsh is facing an employment investigation.

In response to questions about the inquiry into Marsh, Corrections chief executive Jeremy Lightfoot told RNZ he expected “high standards of all our staff and take any allegations raised about their conduct extremely seriously”.

“Corrections can confirm that concerns have been raised about one senior leader that will be investigated by an external independent investigator.

“The concerns raised relate to alleged conduct around management processes and bullying within the employment relationship.”

Do you know more? Email sam.sherwood@rnz.co.nz

The staff member who raised the concerns with Lightfoot was “being supported while this employment matter is ongoing”.

“As an employer, Corrections must ensure any employment investigation follows the requirements of the Employment Relations Act 2000 and that it upholds procedural integrity. We do not want to compromise this process in any way.

“It is also important our staff feel confident raising any concerns, and as an employer I have a duty of care to ensure the ongoing privacy and wellbeing of those involved.”

Lightfoot said it would not be appropriate for Corrections to provide further details about the employment matter at this time.

“I acknowledge the public interest in the conduct of our senior leaders and Corrections is committed to being transparent about the findings of this investigation at the appropriate time and in line with our obligations under the Official Information Act and Privacy Act.”

He also confirmed three operational deputy chief executives would be undertaking six-month secondments into different DCE roles within Corrections.

“I had already been considering moving the operational DCEs into each other’s areas later this year. This is because I believe these secondments will allow each operational DCE to deepen their understanding of each other’s respective areas so we can continue building a coherent, cohesive organisation. Their employment agreements were developed to allow such secondments to take place.

“The decision to do this now was brought forward to ensure that a thorough and fair employment process for both parties in relation to the above complaint can be carried out.”

He said Corrections had worked hard to “create a culture where people feel comfortable to speak up”.

“Anyone with concerns is encouraged to raise them with me, our Integrity team, or another staff member they trust so we can ensure that appropriate action is taken.”

The secondment sees Marsh move to DCE of Pae Ora.

Shortly before the statement was released to RNZ, Lightfoot sent an email to staff about the secondments and telling them he had been considering the changes for some time.

“However, the decision to do this now has been brought forward following concerns raised with me about one of our senior leaders. I expect high standards of all our staff and take any concerns seriously.”

He said staff would likely see reporting of this in the media.

Corrections Minister Mark Mitchell told RNZ any allegations of this nature were an employment matter for Corrections.

“I have confidence that they will manage them in an appropriate way.”

According to the Department of Corrections website, Marsh became Acting National Commissioner in late 2022 and in 2024 was appointed as Commissioner Custodial Services.

“Custodial Services focuses on the safe, fair, and humane management of those in prison. As Commissioner Custodial Services, Leigh is responsible for ensuring the effective oversight and operational delivery of the Custodial Services national network.”

Marsh became a Corrections officer at Hawke’s Bay Regional Prison in 2005.

“During his time in the custodial environment, he has held management positions and oversaw the delivery of rehabilitation programmes across multiple prison sites.

“Since then, Leigh has held roles advising on prison practice, risk management, prison safety and criminal justice system innovation. He has also held responsibility for operational teams delivering electronic monitoring, community and custodial frontline services, and incident management.”

Corrections said Marsh was “passionate about delivering a safe and effective prison system and equitable access to justice for all New Zealanders”.

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

MIL OSI

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 20 March 2026 – CREGIS, a leading Hong Kong-based digital asset infrastructure provider, recently announced that its privatized deployment solution, CREGIS Nexus, has officially been honored with the “Excellent Brand of Enterprise Digital Asset Infrastructure” award. The award was presented by Mr. Joseph Chan Ho-lim, Under Secretary for Financial Services and the Treasury of the Government of Hong Kong, to CREGIS Founder and CEO, Shawn Yan. This distinction not only recognizes CREGIS’s technical prowess but also marks its standing alongside industry leaders such as HSBC, AXA Hong Kong, ICBC (Asia), Bank of China(Hong Kong), and CITIC Bank (International) in driving innovation within Hong Kong’s financial ecosystem.

In the convergence of traditional finance and digital assets, fiduciaries—represented by custodian banks and trust companies—have long faced challenges regarding security, compliance, and high technical barriers. Relying solely on third-party services often means forfeiting critical control, while building internal systems entails prohibitive costs and risks. The CREGIS Nexus solution provides global licensed custodians, trust companies, and professional trustees with institutional-grade infrastructure that aligns with existing compliance and risk control frameworks, ensuring they maintain absolute “Asset Control.”

“We are standing at a turning point in the evolution of financial infrastructure,” said Shawn Yan, Founder and CEO of CREGIS. “For institutions bearing fiduciary responsibilities, asset security and compliant governance are paramount. Privatized deployment offers the highest level of autonomy, transparency, and business resilience.”

CREGIS serves over 3,500 corporate clients and manages over $300 billion in transaction assets. The company has maintained a record of zero incidents over the years, with its business among financial institution clients growing at an annual rate of over 50%. This is because “Security Autonomy” and “Compliance Controllability” are at the core of CREGIS’s mission.

The core advantage of the CREGIS Nexus solution lies in its reshaping of the underlying trust model. It deeply integrates TEE (Trusted Execution Environment) technology and seamlessly incorporates bank-grade Hardware Security Modules (HSM) compliant with FIPS 140-2/3 standards. This ensures that private keys are never exposed throughout their lifecycle, and all critical computations are completed within a client-controlled physical environment or a hardware-protected TEE secure zone, eliminating single points of failure and external interference.

CREGIS also addresses the complexities of operational and governance compliance. Its unique Declarative Intent Gateway (DIG) technology allows institutions to transform internal risk policies, compliance mandates, and trust agreement terms into programmable, immutable business logic. This ensures that every asset operation is not only cryptographically secure but also automatically executed at the business intent and compliance levels, with full auditability. This “Rules-as-Code” capability aligns perfectly with Hong Kong’s maturing digital asset regulatory regime.

As a company with its global strategic headquarters in Hong Kong, CREGIS has introduced a “Tripartite Oversight” logical architecture for licensed institutions. This framework technically separates asset operational rights, ownership, and audit supervision rights, providing custodians and trustees with a ready-to-use digital upgrade solution that meets licensing requirements.

“CREGIS is closely monitoring the legislative progress of the licensing regime for digital asset custody service providers by the Financial Services and the Treasury Bureau(FSTB) and the Securities and Futures Commission(SFC),” Yan added. “Once the relevant regulatory framework is formally implemented, we plan to officially submit our application for a Hong Kong digital asset custody service license, leveraging the institutional-grade security and compliance capabilities built upon the CREGIS Nexus solution.”

https://www.cregis.com
https://www.linkedin.com/company/cregis
https://x.com/0xCregis

Hashtag: #cregis #cregisnexus #CEOShawnYan

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

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

Source: Media Outreach

Nobel Laureate affirms Hong Kong’s strengths in attracting global high-calibre talent, contributing to the country’s drive to become a high-technology hub

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

MIL OSI

MIL OSI

Source: Media Outreach

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

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

Financial Results

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

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

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

Operational Summary

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

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

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

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

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

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

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

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

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

Outlook

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

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

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

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

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

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

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

Hashtag: #LiNing

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

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

Source: Media Outreach

Cushman & Wakefield Interpretation Report Highlights Eight Impact Areas for Real Estate Market

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

Source: Radio New Zealand

In the early afternoon of 19 March, 2025, a small group of the country’s most powerful ministers joined an online meeting to discuss the future of 180,000 New Zealand workers.

Forty-five minutes later, they logged off having made decisions that would impact women’s earnings for years to come.

Those choices formed the backbone of the government’s overhaul of the once “world-leading” Equal Pay Act – retrospectively stripping nurses, teachers, carers and other female-dominated workforces of the right to pursue pay equity claims under the existing law.

Within five weeks of that meeting, Parliament had passed the Equal Pay Amendment Act under urgency – a move the people’s select committee last month described as “a flagrant and significant abuse of power”.

The legislation was announced then passed all stages of Parliament within three days in May, meaning the public had no opportunity to make submissions through the usual select committee process.

Dozens of in-train claims were stopped. The rules governing future claims were significantly tightened. And $12.8 billion originally earmarked to fix decades of systemic gender discrimination was instead returned to the Crown’s Budget allowances.

The changes severely curtailed the ability of workers in predominantly female industries to prove their work had been historically undervalued. In some sectors, unions said the new law may make future claims almost impossible.

NZEI Te Riu Roa, which had spent four years working on a pay equity claim covering tens of thousands of education workers, warned the new framework effectively shut down any pathway for many education roles to ever achieve pay equity.

“For teacher aides, winning our claim was huge. Women were giving up second jobs and getting to spend time with their families – that was the most amazing thing,” said teacher aide and NZEI negotiator Ally Kingi.

“But the new law cuts out every single person who is a teacher in the country from making the same claim. Primary, secondary, early childhood, te kura, principals, everyone. And teacher aides – whose pay has already slipped backwards – won’t get a review.”

Documents obtained under the Official Information Act show that the most consequential decisions in the Equal Pay Act overhaul were made during that 45-minute March meeting. In several cases, ministers chose to implement harder thresholds than officials had proposed, tightening the law even further.

The government said the changes were necessary to ensure the pay equity system focused on genuine cases of sex-based discrimination and remained sustainable for taxpayers.

But the detail of how ministers reached their decisions – what evidence they relied on, what modelling informed the most restrictive changes, or why the final law was made harsher than officials recommended – remains hidden.

Despite repeated Official Information Act requests, the 19 March meeting remains, in large part, a black box.

How pay equity became law

To understand the impact of that March meeting, it helps to step back.

The Equal Pay Act was originally passed in 1972 and intended to eliminate gender-based wage discrimination – ensuring women were paid the same as men for doing the same job.

Over time, the issue shifted. The problem was no longer only women being paid less than men in identical roles. It was that work historically performed by women – caring, teaching, cleaning, administration – had been systematically undervalued compared to male-dominated occupations requiring comparable skill, effort and responsibility.

That broader concept is known as pay equity.

In 2014, the courts confirmed in the landmark TerraNova case that the Equal Pay Act allowed workers to argue their jobs had been historically undervalued because they were mainly performed by women, including by comparing their roles to those beyond the immediate workplace.

In response, a Joint Working Group – convened under a National government and including unions, business and officials – spent two years designing a process for assessing pay equity claims. Their recommendations formed the basis of the 2020 amendments to the Act.

The 2020 model created a structured process where a claim could proceed if it was “arguable” that the work in question was predominantly performed by women and may have been historically undervalued.

Once a claim passed that threshold, the parties would identify “comparators” – male-dominated occupations requiring similar levels of skill, responsibility and working conditions.

Comparators could be drawn from outside the employer or even the sector if necessary.

The low threshold was meant to allow claims to be investigated rather than filtered out early.

Cross-sector comparators were permitted because, in many female-dominated industries such as aged care, administration or early childhood education, there are simply no male-dominated roles within the same workplace to compare against.

If undervaluation was established, employers were required to negotiate pay adjustments.

By 2023, settlements had been reached for nurses, midwives, care and support workers and others. For many, the pay increases were life-changing.

“We had women who could finally afford to have their grandchildren for the holidays because they could buy food for them, women who could at last buy a lawnmower, or book a flight,” NZEI’s Kingi said. “All these women were able to live their lives, to relax. And that’s what is right and just.”

‘Significant concerns’ about cost

While the settlements were widely celebrated by workers, officials inside government were increasingly focused on their cost.

As early as November 2023, the Equal Pay Act, once described internationally as ‘world-leading’, was being framed internally not as a human rights mechanism correcting structural discrimination, but as a fiscal exposure problem.

Treasury and Ministry of Business Innovation and Employment (MBIE) briefings warned about the cost and structure of pay equity claims, including the idea the regime was “too permissive”.

In its first briefing to the incoming minister, MBIE said questions had been raised about processes for decision-making and the fiscal consequences of pay equity settlements.

Officials later argued the system provided little incentive to “negotiate hard”, pushing costs higher.

Treasury warned that pay equity costs were being treated differently from other wage pressures because of their size and uncertainty, directly affecting the Crown’s operating balance.

It expressed “significant concerns” about the comparators used in the care and support workers’ claim, suggesting they may have produced significantly higher cost outcomes.

Officials described New Zealand as “unusual” in allowing comparators from outside the workplace or sector, and questioned whether the threshold for claims was too low.

MBIE suggested other ministers may wish to discuss options to change current processes, and said it could provide further advice if required.

Pay equity specialist Amy Ross, the former head of the pay equity taskforce, said those briefings exposed what she said was a longheld, ideological view among the agencies: that pay equity was nothing but a risk to the government.

“They never thought about it for what it really was – an evidence-based market correction that had massive downstream benefits for communities – money flowing into households, services improving and the country retaining workers,” Ross said. “They only ever talked about the ‘cost’ of pay equity. But the ‘cost’ is women subsidising labour. It’s actually a cost to women.”

Enter Brooke van Velden

The agencies’ briefings clearly resonated with the new minister for workplace relations. In the first week of December 2023, Brooke van Velden, an ACT MP, sought a briefing on what she called “pay parity”.

Officials responded with a screenshot from MBIE’s website explaining that pay parity and pay equity were two different things, and both were legislated requirements in the Equal Pay Act.

Van Velden’s advisory followed up with questions wanting to know the broader “consequences” of the interaction between pay parity and pay equity.

On 29 January, 2024 van Velden wrote to Prime Minister Christopher Luxon questioning the pay equity framework and signalling her interest in reform.

At that point she was yet to have a full briefing on pay equity.

The letter was not released under OIA, but van Velden said she had written that she was concerned about the “robustness and reliability” of comparing remuneration between different professions in a bargaining framework, and that the pay equity bargaining system had resulted in “significant labour market distortions and high costs to the Crown”.

Critics noted the letter’s framing – painting comparators as distortive, bargaining as unreliable – echoed longstanding BusinessNZ concerns and earlier National Party proposals from 2017, which had included a tighter hierarchy of comparators and a higher threshold for claims.

In March, van Velden received her first full briefing on the issue – a MBIE PowerPoint presentation titled “Pay equity: a short history”.

This briefing was highly critical of the system, pointing to the 2020 amendments by the previous government as the problem. It also framed New Zealand as an international “outlier” for allowing cross-sector comparators; and casted doubt on the validity of current claims, particularly the low threshold for entry to the system; and the way comparators were chosen.

In response to follow-up questions about the comparators from van Velden’s advisor, officials noted anecdotal examples of fisheries officers, corrections officers and customs officers being used repeatedly as benchmarks.

These anecdotes that would later become central National and Act Party talking points after the pay equity reform was announced, were held up as an example of a “wasteful” system that had gone too far.

Fuel on the fire

If ideology lit the fire for reform, the fiscal implications provided the fuel.

Soon after the 2023 election, Finance Minister Nicola Willis also began receiving detailed briefings from Treasury, focused on the scale of potential pay equity liabilities.

The largest claims, particularly teachers and care and support workers, were expected to cost the government – as employer – billions of dollars, Treasury said.

Officials assumed pay increases of roughly 20 percent based on earlier settlements.

Throughout 2024, Willis sought increasingly detailed information about the potential fiscal exposure: how much funding had been set aside, how claims might evolve and how New Zealand’s system compared internationally.

Treasury estimated that $3.193 billion from the public-sector pay equity contingency alone could be returned to Budget allowances if the system was changed.

Across the public and funded sectors combined, as much as $12.8 billion could be freed up, significantly boosting the government’s books.

By the end of 2024, Willis had made the case to Cabinet that changes were needed. Cabinet’s Strategy Committee then directed officials from MBIE, Treasury, the Public Service Commission and Crown Law to develop options.

In late February 2025, ministers were presented with several approaches – ranging from pausing the system to redesigning it entirely.

But a full redesign was expected to take more than a year. Instead, ministers chose speed.

By 4 March, officials had been directed to prepare amendments for Cabinet approval by the end of the month, just in time for Budget 2025.

A draft Cabinet paper was circulated on 14 March. Five days later, ministers met to finalise the policy settings.

19 March

Attendance records show six ministers and a group of senior officials joined the 2pm online meeting on 19 March.

Those invited included Workplace Relations Minister Brooke van Velden, Finance Minister Nicola Willis, Public Service Minister Judith Collins, Health Minister Simeon Brown and Women’s Minister Nicola Grigg. Education Minister Erica Stanford was overseas but sent a staff member.

Officials attending included MBIE chief executive Carolyn Tremain and deputy secretary Nic Blakeley, Treasury Secretary Iain Rennie and official Struan Little, Public Service Commissioner Sir Brian Roche, associate commissioner Arati Waldgrave and Department of Prime Minister and Cabinet (DPMC) chief executive Ben King.

Together they reviewed the policy options outlined in the draft Cabinet paper.

That draft already proposed significantly tightening the pay equity regime – including raising the threshold for work to qualify as “predominantly female” from 60 percent to 66 percent, introducing a stricter hierarchy of comparators, and limiting the re-raising of claims.

But during the meeting ministers chose to go further.

They lifted the threshold to 70 percent. They also initially discussed a 20-year ban on workers re-raising settled claims, a figure eventually changed to 10 years in the final Bill. And they removed the final tier of cross-sector comparators entirely – meaning workers must now find comparisons within their own sector.

Officials noted the risk that some workforces might not be able to identify an appropriate comparator at all. The change was left anyway.

At the same time, ministers killed all 33 existing claims mid-process, some of which had been in progress for years. Those claims collectively covered around 180,000 workers across sectors including education, health, social services and the public sector.

Pay equity specialist Amy Ross said the changes went further than any framework previously proposed.

“If you cut off cross-sector comparators, you’re effectively comparing historically underpaid work with other historically underpaid work,” she said. “You embed undervaluation.”

By raising the threshold of “predominantly female” from 66 to 70 percent, the government effectively legislated several professions out of contention including librarians, probation officers and – the largest group – teachers, which have a 68 percent female workforce.

NZEI believes that was deliberate. “Why else would you pick that number? I can’t see any other reason for that shifting and they can’t provide any other reason as to why it’s 70 percent,” said Kingi.

Marilyn Waring, the chair of the People’s Select Committee which investigated the change, agreed.

“They would have known the exact percentage at which they lost another claimant group,” Waring said. “I think they were greedy. Those ministers just had dollar signs in their eyes.”

Taken together, the changes fundamentally reshaped how pay equity claims could be brought in New Zealand.

A black box

Documents show what happened immediately after the meeting. Within hours, officials were rewriting the Cabinet paper to “better reflect the Minister’s feedback overnight” and scrambling to gather examples to support the changes.

Emails marked “SENSITIVE” show agencies being asked urgently to confirm that they were comfortable with claims that comparators such as fisheries or corrections officers had been used inappropriately, and to provide examples of “broadly scoped claims” and review clauses that went beyond sex-based undervaluation.

The DPMC’s Policy Advisory Group was heavily involved in the process, and the Prime Minister was briefed repeatedly on progress.

A DPMC official who attended the meeting wrote to MBIE afterwards saying ministers had been “universally impressed” with the “clear answers and direction” provided by officials.

Yet, when RNZ filed Official Information Act requests for the records of the discussion, the paper trail was limited.

Treasury, the Public Service Commission, and the offices of Willis, Brown, and Grigg all claimed they had no contemporaneous minutes, records or notes. Collins and Stanford’s offices refused to release their records. MBIE confirmed an official took handwritten notes but also refused to release them under the Official Information Act’s “free and frank” provision.

Requests for modelling underpinning key decisions – including raising the threshold to 70 percent – produced nothing. RNZ has been unable to confirm if this information exists and is being withheld, or if no such modelling of the far-reaching, late change was considered by ministers before making their decision.

Officials have already acknowledged no Regulatory Impact Statement was prepared for the reforms. The policy was developed within a “severely compressed timeframe”, with limited opportunity to assess evidence or test assumptions, MBIE said.

A spokesman for Willis said the absence of detailed minutes from the meeting was “not unusual for meetings where decisions are recorded via papers”. The papers prepared for the meeting and capturing the decisions taken at it were released and are publicly available online.

In its report released this month, the People’s Select Committee was scathing of the policy development process. As part of its investigation it examined what little material was made public, and found it severely lacking. “No minister was ever fully briefed on the measure’s human rights consequences,” the report said.

“Every piece of information is bite-sized, simplistic and undeveloped – a slide show. No one is ever required to read anything meaningful or comprehensive.”

The committee said the process left serious questions about how ministers were able to assess the impact of the reforms before the law was passed.

“My belief is they don’t want the information to be public because they know they don’t have a leg to stand on because their analysis was so poor,” Waring told RNZ this week. “But of course we should be able to see the evidence.”

A group of unions is taking a High Court case to argue the law change breached the Bill of Rights Act, which Waring believed would flush out further information on the process.

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

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Source: Radio New Zealand

One of Corrections’ most senior staff is under investigation over allegations of bullying.

RNZ can reveal that Corrections commissioner of custodial services Leigh Marsh is facing an employment investigation.

In response to questions about the inquiry into Marsh, Corrections chief executive Jeremy Lightfoot told RNZ he expected “high standards of all our staff and take any allegations raised about their conduct extremely seriously”.

“Corrections can confirm that concerns have been raised about one senior leader that will be investigated by an external independent investigator.

“The concerns raised relate to alleged conduct around management processes and bullying within the employment relationship.”

Do you know more? Email sam.sherwood@rnz.co.nz

The staff member who raised the concerns with Lightfoot was “being supported while this employment matter is ongoing”.

“As an employer, Corrections must ensure any employment investigation follows the requirements of the Employment Relations Act 2000 and that it upholds procedural integrity. We do not want to compromise this process in any way.

“It is also important our staff feel confident raising any concerns, and as an employer I have a duty of care to ensure the ongoing privacy and wellbeing of those involved.”

Lightfoot said it would not be appropriate for Corrections to provide further details about the employment matter at this time.

“I acknowledge the public interest in the conduct of our senior leaders and Corrections is committed to being transparent about the findings of this investigation at the appropriate time and in line with our obligations under the Official Information Act and Privacy Act.”

He also confirmed three operational deputy chief executives would be undertaking six-month secondments into different DCE roles within Corrections.

“I had already been considering moving the operational DCEs into each other’s areas later this year. This is because I believe these secondments will allow each operational DCE to deepen their understanding of each other’s respective areas so we can continue building a coherent, cohesive organisation. Their employment agreements were developed to allow such secondments to take place.

“The decision to do this now was brought forward to ensure that a thorough and fair employment process for both parties in relation to the above complaint can be carried out.”

He said Corrections had worked hard to “create a culture where people feel comfortable to speak up”.

“Anyone with concerns is encouraged to raise them with me, our Integrity team, or another staff member they trust so we can ensure that appropriate action is taken.”

The secondment sees Marsh move to DCE of Pae Ora.

Shortly before the statement was released to RNZ, Lightfoot sent an email to staff about the secondments and telling them he had been considering the changes for some time.

“However, the decision to do this now has been brought forward following concerns raised with me about one of our senior leaders. I expect high standards of all our staff and take any concerns seriously.”

He said staff would likely see reporting of this in the media.

Corrections Minister Mark Mitchell told RNZ any allegations of this nature were an employment matter for Corrections.

“I have confidence that they will manage them in an appropriate way.”

According to the Department of Corrections website, Marsh became Acting National Commissioner in late 2022 and in 2024 was appointed as Commissioner Custodial Services.

“Custodial Services focuses on the safe, fair, and humane management of those in prison. As Commissioner Custodial Services, Leigh is responsible for ensuring the effective oversight and operational delivery of the Custodial Services national network.”

Marsh became a Corrections officer at Hawke’s Bay Regional Prison in 2005.

“During his time in the custodial environment, he has held management positions and oversaw the delivery of rehabilitation programmes across multiple prison sites.

“Since then, Leigh has held roles advising on prison practice, risk management, prison safety and criminal justice system innovation. He has also held responsibility for operational teams delivering electronic monitoring, community and custodial frontline services, and incident management.”

Corrections said Marsh was “passionate about delivering a safe and effective prison system and equitable access to justice for all New Zealanders”.

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

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Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 20 March 2026 – CREGIS, a leading Hong Kong-based digital asset infrastructure provider, recently announced that its privatized deployment solution, CREGIS Nexus, has officially been honored with the “Excellent Brand of Enterprise Digital Asset Infrastructure” award. The award was presented by Mr. Joseph Chan Ho-lim, Under Secretary for Financial Services and the Treasury of the Government of Hong Kong, to CREGIS Founder and CEO, Shawn Yan. This distinction not only recognizes CREGIS’s technical prowess but also marks its standing alongside industry leaders such as HSBC, AXA Hong Kong, ICBC (Asia), Bank of China(Hong Kong), and CITIC Bank (International) in driving innovation within Hong Kong’s financial ecosystem.

In the convergence of traditional finance and digital assets, fiduciaries—represented by custodian banks and trust companies—have long faced challenges regarding security, compliance, and high technical barriers. Relying solely on third-party services often means forfeiting critical control, while building internal systems entails prohibitive costs and risks. The CREGIS Nexus solution provides global licensed custodians, trust companies, and professional trustees with institutional-grade infrastructure that aligns with existing compliance and risk control frameworks, ensuring they maintain absolute “Asset Control.”

“We are standing at a turning point in the evolution of financial infrastructure,” said Shawn Yan, Founder and CEO of CREGIS. “For institutions bearing fiduciary responsibilities, asset security and compliant governance are paramount. Privatized deployment offers the highest level of autonomy, transparency, and business resilience.”

CREGIS serves over 3,500 corporate clients and manages over $300 billion in transaction assets. The company has maintained a record of zero incidents over the years, with its business among financial institution clients growing at an annual rate of over 50%. This is because “Security Autonomy” and “Compliance Controllability” are at the core of CREGIS’s mission.

The core advantage of the CREGIS Nexus solution lies in its reshaping of the underlying trust model. It deeply integrates TEE (Trusted Execution Environment) technology and seamlessly incorporates bank-grade Hardware Security Modules (HSM) compliant with FIPS 140-2/3 standards. This ensures that private keys are never exposed throughout their lifecycle, and all critical computations are completed within a client-controlled physical environment or a hardware-protected TEE secure zone, eliminating single points of failure and external interference.

CREGIS also addresses the complexities of operational and governance compliance. Its unique Declarative Intent Gateway (DIG) technology allows institutions to transform internal risk policies, compliance mandates, and trust agreement terms into programmable, immutable business logic. This ensures that every asset operation is not only cryptographically secure but also automatically executed at the business intent and compliance levels, with full auditability. This “Rules-as-Code” capability aligns perfectly with Hong Kong’s maturing digital asset regulatory regime.

As a company with its global strategic headquarters in Hong Kong, CREGIS has introduced a “Tripartite Oversight” logical architecture for licensed institutions. This framework technically separates asset operational rights, ownership, and audit supervision rights, providing custodians and trustees with a ready-to-use digital upgrade solution that meets licensing requirements.

“CREGIS is closely monitoring the legislative progress of the licensing regime for digital asset custody service providers by the Financial Services and the Treasury Bureau(FSTB) and the Securities and Futures Commission(SFC),” Yan added. “Once the relevant regulatory framework is formally implemented, we plan to officially submit our application for a Hong Kong digital asset custody service license, leveraging the institutional-grade security and compliance capabilities built upon the CREGIS Nexus solution.”

https://www.cregis.com
https://www.linkedin.com/company/cregis
https://x.com/0xCregis

Hashtag: #cregis #cregisnexus #CEOShawnYan

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

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

Source: Media Outreach

Nobel Laureate affirms Hong Kong’s strengths in attracting global high-calibre talent, contributing to the country’s drive to become a high-technology hub

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

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