Green SM Launches All-Electric Taxi Service in Bali with Taksi Komotra

Source: Media Outreach

DENPASAR, BALI – Media OutReach Newswire – 27 February 2026 – Green SM has launched its operations in Bali through a strategic partnership with Taksi Komotra, introducing an all-electric taxi service to support the island’s sustainable tourism and urban mobility agenda. To celebrate the 238th anniversary of Denpasar City, Green SM is offering a limited-time 25 percent fare promotion, with discounts of up to IDR 238,000 per trip.

Green SM’s professional drivers are ready to provide high-quality, safe, and eco-friendly service.

Under the partnership structure, Green SM provides the technology platform, all-electric vehicle fleet, operational standards, and driver development system, while Taksi Komotra contributes its established local expertise and network across Bali. The collaboration integrates electric mobility technology with on-the-ground operational capabilities to deliver a scalable, governance-driven transportation model.

Operations in Bali are implemented under Green SM’s “5 Green Promises” service commitment framework. Established as a foundational operating standard since the company’s inception, the framework ensures that each ride delivers an excellent customer experience, professional drivers, high-quality and safe vehicles, fair and transparent pricing, and a meaningful contribution to environmental sustainability.

The service operates an all-electric fleet that produces no exhaust emissions or fuel combustion. All vehicles are maintained under strict technical and safety protocols to ensure consistent service performance while contributing to cleaner air and quieter urban environments.

A central pillar of the launch is the Green SM Driver ecosystem. Drivers are positioned as professional green mobility ambassadors guided by five core values: Respect, Professionalism, Dedication, Discipline, and Competitive Income with Stable Career Pathways. Structured training, transparent earnings mechanisms, and disciplined service governance aim to elevate driving into a respected profession while maintaining safety and reliability as foundational standards. This framework aligns income stability with environmental responsibility, reinforcing the role of drivers in supporting Bali’s sustainable tourism trajectory.

The launch comes amid rising mobility demand driven by tourism growth and daily transportation needs across the island. The Indonesia Tourism Outlook 2025 report notes a sustained shift toward environmentally responsible travel, underscoring the relevance of electric mobility in long-term development planning. According to projections from Indonesia’s National Development Planning Agency (Bappenas), green employment nationwide is expected to reach 4.8-5.3 million by 2029, reflecting the broader economic potential of sustainable industries.

Mr. Deny Tjia – Green SM Indonesia Managing Director (third from left), Mr H. Hasbi – Chairman of Komotra Taxi Bali (second from left), along with representatives from government agencies at the launch ceremony.

Mr. Deny Tjia, Managing Director of Green SM Indonesia, said: “The partnership with Taksi Komotra reflects our long-term commitment to building a high-quality, well-governed mobility ecosystem in Indonesia. By combining electric vehicles with professional driver development and clear operational standards, we aim to support Bali’s sustainable tourism ambitions while delivering safe, reliable, and comfortable rides for the community.”

H. Hasbi, Chairman of Koperasi Komotra, said: “We are proud to partner with Green SM to introduce electric taxis in Bali. Electric mobility will become part of the new standard for tourism and daily transportation on the island, and this collaboration helps us better serve local residents and visitors while preparing for the future of sustainable transport.”

The Bali launch marks another strategic milestone in Green SM’s expansion in Indonesia, following earlier operations in key markets including Jakarta, Makassar, Bekasi, and Surabaya. In these cities, the service has been positively received by local residents and international visitors alike, who value its clean electric fleet, professional drivers, and structured safety standards that enhance travel confidence.

With its growing presence across the country, Green SM continues to build a scalable electric mobility ecosystem that balances environmental responsibility, service excellence, and inclusive economic growth.

Hashtag: #GreenSM

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

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

LiveNews: https://livenews.co.nz/2026/02/28/green-sm-launches-all-electric-taxi-service-in-bali-with-taksi-komotra/

Benefiting from Property Sales Growth, Sino Land Interim Revenue Increases by 34.5% to HK$5,185 Million

Source: Media Outreach

Solid Fundamentals and Prudent Financial Management Positioned to Capture Opportunities

Summary of 2025/2026Interim Results

  • The Group’s revenue for the six months ended 31 December 2025 (“Interim Period”) was HK$5,185 million (2024: HK$3,854 million), representing an increase of 34.5% year-on-year. The Group’s unaudited underlying profit attributable to shareholders, excluding the effect of fair-value changes on investment properties, was HK$2,220 million (2024: HK$2,241 million).
  • Steady interim dividend at HK15 cents per share (2024: HK15 cents per share).
  • Attributable revenue from property sales for the Interim Period, including share from associates and joint ventures, was HK$6,912 million (2024: HK$2,448 million), representing an increase of 182.4% year-on-year. The recent positive sales momentum was driven by the well-received launches of Villa Garda, Grand Mayfair III, and ONE PARK PLACE, as well as the sales of residential units and car parking spaces at St. George’s Mansions.
  • Attributable gross rental revenue, including share from associates and joint ventures, was HK$1,708 million (2024: HK$1,748 million).
  • Attributable hotel revenue, including share from associates and joint ventures, was HK$822 million (2024: HK$794 million).
  • Over the past six months, the Group acquired two land parcels in Tuen Mun and Jordan Valley, demonstrating our confidence in Hong Kong’s long-term prospects and our disciplined and strategic approach to land bank replenishment.

Financial Highlights

For the six months ended 31 December: 2025 2024 Change
Revenue HK$5,185 million HK$3,854 million +34.5%
Underlying profit HK$2,220 million HK$2,241 million -0.9%
Profit attributable to shareholders HK$1,533 million HK$1,820 million -15.8%
Dividend per share
Interim HK15 cents HK15 cents

Results and Business Highlights

HONG KONG SAR – Media OutReach Newswire – 27 February 2026 – Sino Land Company Limited (Stock Code: 83) today announced its interim results for the six months ended 31 December 2025 (the “Interim Period”). The Group’s unaudited underlying profit attributable to shareholders, excluding the effect of fair-value changes on investment properties for the Interim Period, was HK$2,220 million (2024: HK$2,241 million). Underlying earnings per share was HK$0.24 (2024: HK$0.26).

Mr. Daryl Ng Win Kong, Chairman of Sino Land, and the Group’s management will continue to uphold prudent financial management while striving to enhance operational efficiency and productivity to capture future opportunities.

After taking into account the revaluation loss (net of deferred taxation) on investment properties of HK$682 million (2024: revaluation loss of HK$407 million), which is a non-cash item, the Group reported a net profit attributable to shareholders of HK$1,533 million for the Interim Period (2024: HK$1,820 million). Earnings per share was HK$0.17 (2024: HK$0.21). As at 31 December 2025, the Group had net cash of HK$51,402 million.

Property Sales – Accelerated sales momentum drives strong segment performance

Total revenue from property sales for the Interim Period, including property sales of associates and joint ventures, attributable to the Group was HK$6,912 million (2024: HK$2,448 million). Market sentiment improved notably in the second half of 2025, supported by the interest rate cut cycle, stronger financial market performance, and the inflow of talent and overseas students, all of which helped underpin housing demand.

The Group has won two government land tenders over the past six months, namely Tuen Mun Town Lot No. 569 on Hoi Chu Road in Tuen Mun and New Kowloon Inland Lot No. 6674 on Choi Hing Road in Jordan Valley. These acquisitions continue to reflect our confidence in Hong Kong’s long‑term prospects and our disciplined and strategic approach to replenishing the land bank with projects offering good development value.

Two new projects are scheduled for launch in 2026, namely La Mirabelle in Tseung Kwan O and the Wing Kwong Street/Sung On Street Development Project in To Kwa Wan. Total units sold from 1 July 2025 to 13 February 2026 reached 2,325 (attributable units: 1,052), mainly driven by the well‑received launches at Villa Garda, Grand Mayfair III and ONE PARK PLACE.

A diversified and balanced investment property portfolio reinforces long-term resilience

For the Interim Period, the Group’s attributable gross rental revenue, including share from associates and joint ventures, was HK$1,708 million (2024: HK$1,748 million), representing a decrease of 2.3% year-on-year. This decline was mainly due to the soft retail environment at the beginning of 2025, which put pressure on rental reversions, although retail sentiment improved sequentially. Overall occupancy of the Group’s investment property portfolio remained stable during the Interim Period.

Hong Kong remains well positioned to leverage its status as an international hub and financial centre, highlighted by the 119 new listings that ranked the city first globally in IPO fundraising in 2025. Supported by the HKSAR Government, the strong uptake of talent schemes and robust financial market activity strengthen overall market sentiment and lay a solid foundation for sustained business growth. The Group is actively implementing targeted marketing and promotional campaigns to stimulate foot traffic to its malls and drive retail consumption.

As at 31 December 2025, the Group has approximately 13.5 million square feet of attributable floor area of investment properties and hotels in the Chinese Mainland, Hong Kong, Singapore and Sydney.

Hotel Operations – Continuous improvement in occupancy rates

For the Interim Period, the Group’s hotel revenue, including attributable share from associates and joint ventures, was HK$822 million compared to HK$794 million in the last interim period, and the corresponding operating profit was HK$289 million (2024: HK$261 million).

Hong Kong continued to see a solid tourism rebound in 2025, with visitor arrivals recovering amid an increasingly vibrant event calendar. With a diverse pipeline of events scheduled for 2026, including the Asia-Pacific Economic Cooperation (APEC) Finance Ministers’ Meeting, the Group remains confident in the outlook for Hong Kong’s tourism sector.

With solid fundamentals and balance sheet, the Group is well-positioned to capitalise on opportunities

The Group continues to make steady strides on its sustainability journey. In the Interim Period, Sino Land was recognised in CDP’s Climate Change A List and named Global Sector Leader in the Residential category of the Global Real Estate Sustainability Benchmark, achieving the highest five‑star rating in both Development Benchmark and Standing Investment Benchmark. The Company also received MSCI’s top ‘AAA’ ESG rating, up from ‘AA’. These recognitions reaffirm Sino Land’s commitment to promoting ESG and sustainability.

‘As the Chinese Mainland and Hong Kong are poised to attract increasing global capital inflows from investors, I am encouraged by the notable improvement in the economic and operating environment since the second half of 2025. Supported by the Government’s measures, more than 270,000 talent have been attracted to Hong Kong to date, while visitor arrivals and the establishment of family offices have both recorded double‑digit growth in recent years. Hong Kong also ranked first globally in IPO fundraising last year, which has helped strengthen market sentiment and support the upward trajectory. The newly announced Budget is closely aligned with the nation’s development strategy and the 15th Five‑Year Plan across key priority areas. It fosters the development of the Northern Metropolis and innovation and technology, further highlighting Hong Kong’s close connectivity with Chinese Mainland and the world, as well as its large pool of talent. These initiatives are expected to help draw additional talent, enterprises and capital, and to reinforce international investors’ confidence in the Hong Kong market.

Amid expectations of further interest rate cuts and a solid recovery in tourism, the Group remains optimistic about the overall outlook and expects the residential market to retain its momentum. We will continue to uphold prudent financial management while striving to enhance operational efficiency and productivity. With a solid financial position and forward‑looking strategies, we are well positioned to capture future opportunities and deliver sustainable long‑term value for our investors,’ said Mr. Daryl Ng Win Kong, Chairman of Sino Land.

Please download photos from here.

Hashtag: #SinoLand

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

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

LiveNews: https://livenews.co.nz/2026/02/27/benefiting-from-property-sales-growth-sino-land-interim-revenue-increases-by-34-5-to-hk5185-million/

Summerset reports record underlying profit, lower net profit on valuations

Source: Radio New Zealand

Summerset chief executive Scott Scoullar said the company’s strategy continued to deliver results. Google Maps

Retirement village operator Summerset has posted a record underlying profit, although weaker property values weighed on its bottom line.

Key numbers for the year ended 31 December compared with a year ago:

  • Net profit $259.7m v $332m
  • Revenue $361.8m v $319.9m
  • Underlying profit $234.2m v $206.4m
  • Final dividend 13.2 cents per share

Summerset chief executive Scott Scoullar said the company’s strategy continued to deliver results, with underlying profit growth, strong sales and the company meeting its build targets.

“We’ve continued to achieve despite another year where the business environment and property market has been subdued,” he said.

The company sold a record 1560 homes during the year – 805 new sales and 755 resales, with a focus on selling down stock at two major developments: Summerset Boulcott in Lower Hutt and Summerset St Johns in Auckland.

Both were among the company’s top‑performing new‑sales villages.

“Boulcott and St Johns are unique villages for us, due to the land and style of build we delivered large numbers of new homes at once,” he said.

“Selling these down has been a priority this year and we’re pleased to see both villages performing well.”

Sales of care suites also boosted results, with care operating profit rising to $18.8 million, up from $2.7m the previous year.

Summerset delivered 637 homes in New Zealand and 56 in Australia, in line with guidance, and was currently building on 22 sites in both countries.

Progress in Australia

Scoullar said the company continued its measured and deliberate growth plan in Australia and was now gaining momentum.

“We delivered our first village centre building at Cranbourne North in Victoria, marking a key milestone as we prepare to deliver aged care for the first time in Australia.”

It was building two villages in Victoria state and seeking planning permission for a third.

Summerset did not provide earnings guidance for 2026, but Scoullar remained optimistic about demand in both markets.

“Even in constrained trading conditions we have continued to see extremely high demand, record sales numbers and have continued to deliver on our expected build rate in both Australia and New Zealand.”

He said the company had continued to reduce debt and intended to keep strengthening its balance sheet in the coming year.

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

LiveNews: https://livenews.co.nz/2026/02/27/summerset-reports-record-underlying-profit-lower-net-profit-on-valuations/

Port of Tauranga delivers $70.2 million half-year profit

Source: Radio New Zealand

Port of Tauranga. RNZ / Cole Eastham-Farrelly

Higher cargo volumes driven by a rebound in imports have delivered a strong half-year profit for the country’s biggest port.

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

  • Net profit $70.2 million vs $60.2m
  • Revenue $244m vs $225m
  • Cargo vols 12.6m tonnes vs 12.4m tonnes
  • Forecast FY underlying profit between $142m-152m vs actual 2025 $126m
  • Interim dividend 8 cents per share vs 7 cps

Port of Tauranga chairperson Julia Hoare said the result had been achieved through operational efficiency and control of costs, as a rise in imports made up for a dip in export trade.

“Export volumes were affected by subdued export log demand and a later-than-usual start to the dairy export season, this was offset by strong import demand and improved performance across our subsidiary and joint venture businesses.”

Cargo volumes rose just over 1 percent, with the number of containers handled up nearly 3 percent.

Export volumes were down slightly because of a late start to the dairy season and lower logs exports, but the improving economy drove an increase in imports.

The port’s various subsidiaries including interests in the Timaru Port, Northport, inland cargo handling hubs and logistics, increased their contributions by more than a quarter to $6.2m.

Chief executive Leonard Sampson said the port was putting much effort into improving its resilience and efficiency.

“We are investing in capacity, improving productivity and service delivery to our customers, as well as expanding our network to prepare for future growth.”

That included faster handling of containers, automating some functions, along with ordering equipment and tugs, and dredging the harbour to handle bigger ships in the future.

The port expected a continuation of the first half’s momentum into the rest of the year.

“The later start to the dairy export season, combined with a strong kiwifruit export season from March, is expected to support continued strong volumes in the second half of the financial year.”

Meanwhile, the company has been fast tracked for a consent hearing for a new container berth and is waiting for a hearing.

Sampson said the port was into its seventh year in the planning process to get the Stella Passage project approved and the delay has forced the port to turn away shipping services which would have saved businesses tens of millions of dollars.

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

LiveNews: https://livenews.co.nz/2026/02/27/port-of-tauranga-delivers-70-2-million-half-year-profit/

Wel-Bloom Navigates Malaysia’s 2026 Sugar Tax Through Innovative Functional Jelly Technology

Source: Media Outreach

KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 26 February 2026 – With the Ministry of Health (MOH) Malaysia prioritizing the suppression of Non-Communicable Diseases (NCDs) in the 2026 budget, the domestic food industry is grappling with unprecedented ‘formulation anxiety.’ As the potential expansion of the Sugar Tax and stricter Nutri-Grade systems loom, experts view 2026 as a definitive tipping point. Mirroring Singapore’s regulatory model, products labeled ‘Grade D’ (high sugar) face immediate advertising bans, effectively silencing their brand voice. As tax thresholds broaden to include categories like powder sachets, sugar reduction has shifted from a health trend to a non-negotiable requirement for profitability and retail viability.

While brands strive to balance flavor with health, reducing sugar poses formidable technical challenges. Removing sucrose often introduces a medicinal aftertaste that compromises the consumer experience. Furthermore, in functional jellies and gummies, sugar is essential for structural stability; without it, products frequently suffer from syneresis (water separation). In the high-temperature climates of Southeast Asia, this structural failure leads to ‘bursting juice’ upon opening—a critical quality defect.

To navigate these complexities, Wel-Bloom—Taiwan’s leader of jelly supplements—unveils the FRESH-Jelly® technology. Utilizing advanced physical structural reorganization, FRESH-Jelly® ensures a moisture-locked, resilient texture that withstands the rigors of tropical climates. Rather than relying on artificial sweeteners, Wel-Bloom leverages its proprietary ‘Healthy Sweetness Strategic Library’ of natural alternatives to maintain a superior flavor profile. Furthermore, this innovation disrupts traditional OEM reliance on preservatives, achieving a clean-label, preservative-free product without compromising the integrity of its sugar-reduction goals.

As a premier dietary supplement manufacturer—backed by both NSF-GMP and comprehensive HALAL supply chain certifications—Wel-Bloom empowers Malaysian brands to navigate MOH regulations with precision during early-stage development. Our expertise ensures that products bypass ‘Grade D’ risks, seamlessly transforming health-conscious formulations into the ‘great flavor’ that drives consumer loyalty. As the 2026 policy landscape tightens, Wel-Bloom is committed to helping clients across Malaysia and Singapore convert regulatory challenges into a sustainable competitive advantage.

Hashtag: #Wel-Bloom

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

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

LiveNews: https://livenews.co.nz/2026/02/26/wel-bloom-navigates-malaysias-2026-sugar-tax-through-innovative-functional-jelly-technology/

David Seymour renews call to sell government’s Air NZ shares after half-year loss

Source: Radio New Zealand

Deputy Prime Minister David Seymour criticised the airline, saying it should go back to the basics. RNZ / Mark Papalii

Deputy Prime Minister David Seymour has renewed his call for the government to sell its 51 percent stake in Air New Zealand after it reported a significant half-year loss.

The airline posted a bottom-line loss of $40 million in the six months ended December, compared to last year’s profit of $106m.

Revenue was up just over 1 percent to $3.44b, compared to $3.4b a year ago.

Seymour, also the leader of the ACT Party, criticised the airline, saying it should go back to the basics.

“The taxpayer has to have a purpose for having all that capital tied up. My question is, what is that purpose if they’re not providing a service that is affordable and timely? Instead, they seem to have been distracted by a million other objectives.”

Seymour said Air NZ had been doing “politically motivated stuff” when it couldn’t take off and land on time for a decent price.

“Get woke, go broke. We hear about electric planes, glossy reports on climate change, paper cups in the Koru Lounge. What they can’t seem to do is take off and land on time,” he said.

“I’m fortunate that as an MP I don’t have to pay for work flights, but whenever I look at one privately, they’re looking at $600 to go from Wellington to Invercargill one way. That’s crazy.”

Seymour’s comments come as the airline continues to face severe disruption due to grounded aircraft.

Air NZ said the half-year loss was largely driven by global engine maintenance delays, slower-than-expected recovery in domestic demand, increasing costs, and a weaker New Zealand dollar.

It said that while capacity would likely increase modestly in the second half with aircraft returning to service and new aircraft, the airline was cautious on whether it would translate to earnings uplift.

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

LiveNews: https://livenews.co.nz/2026/02/26/david-seymour-renews-call-to-sell-governments-air-nz-shares-after-half-year-loss/

David Seymour renews call to sell government Air NZ’s shares after half-year loss

Source: Radio New Zealand

Deputy Prime Minister David Seymour criticised the airline, saying it should go back to the basics. RNZ / Mark Papalii

Deputy Prime Minister David Seymour has renewed his call for the government to sell its 51 percent stake in Air New Zealand after it reported a significant half-year loss.

The airline posted a bottom-line loss of $40 million in the six months ended December, compared to last year’s profit of $106m.

Revenue was up just over 1 percent to $3.44b, compared to $3.4b a year ago.

Seymour, also the leader of the ACT Party, criticised the airline, saying it should go back to the basics.

“The taxpayer has to have a purpose for having all that capital tied up. My question is, what is that purpose if they’re not providing a service that is affordable and timely? Instead, they seem to have been distracted by a million other objectives.”

Seymour said Air NZ had been doing “politically motivated stuff” when it couldn’t take off and land on time for a decent price.

“Get woke, go broke. We hear about electric planes, glossy reports on climate change, paper cups in the Koru Lounge. What they can’t seem to do is take off and land on time,” he said.

“I’m fortunate that as an MP I don’t have to pay for work flights, but whenever I look at one privately, they’re looking at $600 to go from Wellington to Invercargill one way. That’s crazy.”

Seymour’s comments come as the airline continues to face severe disruption due to grounded aircraft.

Air NZ said the half-year loss was largely driven by global engine maintenance delays, slower-than-expected recovery in domestic demand, increasing costs, and a weaker New Zealand dollar.

It said that while capacity would likely increase modestly in the second half with aircraft returning to service and new aircraft, the airline was cautious on whether it would translate to earnings uplift.

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

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

LiveNews: https://livenews.co.nz/2026/02/26/david-seymour-renews-call-to-sell-government-air-nzs-shares-after-half-year-loss/

Child material hardship climbs to 10-year high – CPAG

Source: Child Poverty Action Group

The number of children living in material hardship has reached a 10-year high, with 14.3% of children, nearly 170,000 children, living in material hardship.
Figures released by Stats NZ this morning show the number of children living in material hardship hasn’t been this high since 2015, and marks the third consecutive annual rise in child material hardship.
“Today’s figures are worrying but not surprising,” says Child Poverty Action Group Executive Officer Lyn Amos.
“Child poverty rises when incomes at the bottom fall behind the cost of living. We know what works: lift incomes, index supports to wages, and properly fund services. New Zealand has reduced child poverty before and can do so again.”
Analysis:
14.3% of children, around 169,300, are living in material hardship, which from this year is measured using the MH18 index rather than the DEP17 index.
This year’s material hardship rate is the highest number Stats NZ has on record since 2015, and has seen a significant increase since 2022, when the rate was 10.6%, or around 121,800.
It remains higher than the baseline year of June 2018, when the rate was 13.3%, or around 150,900.
The BHC50 figure, which measures the number of children growing up in households that earn less than half of a normal family income, is around 12.6%, or 148,700 chuldren.
This has remained roughly similar for the last three years, but is lower than the baseline year of 2017/18, when the rate was 16.5%, or around 183,400 children.
The AHC50 (fixed) figure, which measures the number of children growing up in households that don’t have enough money left to live on once rent is paid (compared to what counted as a basic living standard in 2017/18), is 17.8%, around 210,600 children. This is down from the baseline year of 22.8%, around 253,800 children.
The organisation’s research and programme officer, Dr Yu Shi, says inflation’s silent cuts to incomes are making families’ experience of material hardship tougher.
“Indexing income support to general inflation rather than wage growth means families are being punished by the costs of housing, utilities and food, which are all rising faster than average inflation,” says Dr Shi.
Even if the Government isn’t actively cutting income support, rising rents have meant the real value of accommodation supplements are falling, and with thresholds for Best Start and Family Tax Credits remaining largely frozen since 2018 [CR1] , inflation is effectively performing cuts to families’ incomes.
“The Government’s Budget Policy Statement leaves practically no fiscal headroom for the wealth transfers needed to reduce child poverty this year. As a result, its statutory child poverty targets are mathematically impossible to achieve under these settings.”
The Child Poverty Reduction Act 2018 introduced a target to reduce material hardship rates among children to 6% by 2028.
Despite reaching a recorded low of 10.6% in 2022, today’s announcement by Stats NZ, showing material hardship rates to the year ended June 2025 are at 14.3%, all but confirms the Government will not reach this target.
It also set targets to lower the percentage of children growing up in families that earn less than half of a normal family income, not counting housing costs (BHC50) to 5%, and reduce the rate of children in families that don’t have enough money left to live on once rent is paid, compared to what counted as a basic living standard in 2017/18 (AHC50) to 10%.
It is worth noting that the scale of poverty continues to rise for two years. The number of children living in a family with little money left after paying rent is over 353,000, comparable with the former peak in 2008, the Global Financial Crisis.
Today’s figures show the weight of poverty is being predominantly carried by tamariki Māori, Pasifika children and children in households with disabilities, whose experience of poverty is consistently higher than the average New Zealand population.
“A quarter of tamariki Māori are living in material hardship. Nearly a third of Pasifika children are, too. Where is the urgent action needed from the Government?”, asks Child Poverty Action Group’s Isaac Gunson.
“How many more generations of tāngata whenua, tagata moana, and tāngata whaikaha must bear the deeply unjust weight of poverty before the Government steps up and gives them a fair shot at life?”
“Young people with disabilities face higher, lifelong costs due to healthcare needs, and are being penalised in their formative years by poverty. There is no decision being made in by children experiencing poverty that prolongs their hardship more than the decisions made for them in Wellington,” Gunson says.
“The solutions are clear because they’ve worked: in the initial years after the Child Poverty Reduction Act came into law, we saw significant reductions in child poverty rates.”
“All we need now is for that action to be sustained, and the same political will to meet the moment and ensure our youngest generations can flourish free from poverty.”

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/26/child-material-hardship-climbs-to-10-year-high-cpag/

Deputy PM David Seymour renews call to sell govt shares after Air NZ’s big half-year loss

Source: Radio New Zealand

Deputy Prime Minister David Seymour criticised the airline, saying it should go back to the basics. RNZ / Samuel Rillstone

Deputy Prime Minister David Seymour has renewed his call for the government to sell its 51 percent stake in Air New Zealand after it reported a significant half-year loss.

The airline posted a bottom-line loss of $40 million in the six months ended December, compared to last year’s profit of $106m.

Revenue was up just over 1 percent to $3.44b, compared to $3.4b a year ago.

Seymour, also the leader of the ACT Party, criticised the airline, saying it should go back to the basics.

“The taxpayer has to have a purpose for having all that capital tied up. My question is, what is that purpose if they’re not providing a service that is affordable and timely? Instead, they seem to have been distracted by a million other objectives.”

Seymour said Air NZ had been doing “politically motivated stuff” when it couldn’t take off and land on time for a decent price.

“Get woke, go broke. We hear about electric planes, glossy reports on climate change, paper cups in the Koru Lounge. What they can’t seem to do is take off and land on time,” he said.

“I’m fortunate that as an MP I don’t have to pay for work flights, but whenever I look at one privately, they’re looking at $600 to go from Wellington to Invercargill one way. That’s crazy.”

Seymour’s comments come as the airline continues to face severe disruption due to grounded aircraft.

Air NZ said the half-year loss was largely driven by global engine maintenance delays, slower-than-expected recovery in domestic demand, increasing costs, and a weaker New Zealand dollar.

It said that while capacity would likely increase modestly in the second half with aircraft returning to service and new aircraft, the airline was cautious on whether it would translate to earnings uplift.

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

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

LiveNews: https://livenews.co.nz/2026/02/26/deputy-pm-david-seymour-renews-call-to-sell-govt-shares-after-air-nzs-big-half-year-loss/

Sky TV trumpets major turnaround with $52.4m half-year profit

Source: Radio New Zealand

RNZ / Dan Cook

Sky TV has made a strong first-half profit and is on track to pay shareholders a full year dividend of at least 30 cents a share.

While it expects trading conditions to remain challenging, Sky TV chief executive Sophie Moloney said earnings growth would continue into the next financial year.

“The first half of FY26 marks an important step forward for Sky,” she said.

  • Net profit $52.4m* vs $1.7m loss
  • Revenue $415.4m vs $385m
  • Underlying profit $78.2m* vs $60.7m
  • Operating expenses $346.8m vs 347.9m
  • Interim dividend 15 cents per share vs 8.5 cps

*includes purchase of Sky Free

Moloney said Sky’s half-year performance reflected the execution of Sky’s multi-year strategy] and the financial and strategic benefits of the Sky Free purchase of Three owner Discovery NZ for $1.

“The Discovery NZ acquisition was a well-structured deal for Sky,” she said.

“It’s not often you get to acquire an asset for $1 and significantly strengthen the balance sheet at the same time – as is also evidenced by the gain on bargain purchase of $34.4 million we report today, reflecting the fair value of the assets acquired.”

Moloney said the combined business was already demonstrating benefits for Sky.

The company expected to report a full year underlying profit in a range of $145m and $160m, with revenue in a range of $820m and $835m and a dividend of at least 30 cps.

“Although the economic environment remains uncertain, earnings growth is expected to continue from FY27, and we remain confident in our ability to deliver at least $10m of incremental EBITDA (underlying profit) by FY28 through delivery of synergies across the group.”

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

LiveNews: https://livenews.co.nz/2026/02/26/sky-tv-trumpets-major-turnaround-with-52-4m-half-year-profit/

Milestone Systems expands Singapore footprint with the launch of Asia Experience Centre, strengthening regional leadership in video technology

Source: Media Outreach

SINGAPORE – Media OutReach Newswire – 25 February 2026 – Milestone Systems, a world leader in data-driven video technology, today announced the opening of its new Experience Centre in Singapore, representing a major expansion of the company’s regional footprint in Asia. The Centre will serve as a next-generation hub for solution design, cross-industry collaboration, and real-world testing of video innovations enabled by data analytics, hybrid-cloud architectures, and AI. It directly complements the Singapore government’s national agenda, announced at 2026 Budget by PM Lawrence Wong, by creating a stronger foundation for safe, industry-ready AI adoption in critical sectors.

Milestone Systems Singapore Experience Centre

The new facility underscores Milestone’s long-term commitment to Asia and supports the region’s rapid transition toward intelligent, automated and increasingly interconnected operational environments. It is designed to help governments, enterprises, and critical infrastructure operators accelerate deployments of video-driven solutions that enhance safety, efficiency, and resilience while ensuring that innovation aligns with global standards of responsible AI adoption.

“Asia is the world’s most dynamic security and smart infrastructure market, and enterprises are expecting deeper operational intelligence and more adaptable system architectures,” said Kiean Khoo, Asia Business Head, Milestone Systems. “Our expanded Singapore hub gives the region the capabilities, collaboration space, and expertise required to address these new opportunities and scale innovation.”

Asia’s security and smart infrastructure market accelerates

Asian growth in demand for intelligent video and integrated security solutions is being driven by rapid urbanisation, infrastructure expansion, and rising expectations for real-time operational insights across airports, transport hubs, hospitality, critical infrastructure, and public spaces.

“Our expanded presence in Singapore reflects two clear realities: the scale and pace of demand across Asia, and the importance of scaling through open ecosystems and responsible innovation,” said Morten Illum, Chief Revenue Officer, Milestone Systems. The Experience Centre will play a pivotal role in helping partners and customers build AI-enabled solutions that are trustworthy, interoperable and ready for real-world complexities.”

The Asia-Pacific Physical Security Market size is estimated at USD 42.25 billion in 2025, and is expected to reach USD 59.54 billion by 2030, at a CAGR of 7.1% during the forecast period (2025-2030).[1] It is increasingly defined by intelligent video, access control, and integrated security solutions. Market trends show a significant migration from legacy CCTV systems to IP-based, hybrid, and cloud-enabled platforms, with an emphasis on interoperability, analytics, and AI-driven decision-making.

“As the region accelerates into the AI-era, our customers are looking for trusted, high-quality data to power autonomous decision-making,” Khoo added. “The new Experience Centre is built to help organisations validate AI-driven workflows safely and responsibly. It lets businesses experiment, optimise and innovate with the confidence that their systems meet the highest standards of governance, transparency and human oversight. “

A strategic hub for the era of Agentic AI

As organisations adopt AI—systems capable of planning, reasoning and autonomously executing tasks—video technology is becoming a core source of trusted, high-value data. The Asia Experience Centre will act as a proving ground for businesses seeking to explore how video, sensors, and multimodal data can be integrated to support e.g. AI agents in performing complex operational workflows.

The Centre features an expanded environment for scenario testing, multi-vendor integration, and modelling of high-density, real-time environments such as airports, urban transport, critical infrastructure, manufacturing floors, retail ecosystems, hospitality facilities and smart city districts. It can evaluate how AI workflows interact with real operational conditions, including video quality, data continuity, cybersecurity controls, and compliance requirements.

Driving innovation for a more connected and resilient Asia

Illum added further: “Milestone Systems is deepening its role as a catalyst for innovation across the region’s evolving security and smart-infrastructure landscape with the launch of the Asia Experience Centre. By combining open-platform video technology, responsible AI principles, and a strong partner ecosystem, the Centre will help accelerate Asia’s transition toward safer, smarter and more data-driven environments.”

Hashtag: #MilestoneSystems

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

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

LiveNews: https://livenews.co.nz/2026/02/25/milestone-systems-expands-singapore-footprint-with-the-launch-of-asia-experience-centre-strengthening-regional-leadership-in-video-technology/

Tech Security – What to Do After a Data Breach

Source: Source: Botica Butler Raudon Partners

A data breach is when an unauthorised third-party accesses sensitive or confidential information. Think: login details, NHI and IRD numbers, or financial information. Breaches can stem from cyberattacks, like phishing or malware, but also from insider threats or system flaws.

If your data was exposed through a breach the risks are largely the same. If only your email or phone number are involved, the impact may be limited to spam, scams, or unwanted contact. But if financial details or NHI numbers are exposed, you could face stolen funds, credit damage, and even identity theft.

1. Confirm if your data was compromised

When a company suffers a data breach, they’re legally required to notify affected customers. But even without an official notice, unusual account activity may signal trouble. That’s why it’s important to check proactively for signs of a data breach instead of waiting for confirmation.

·       Check your accounts: Look for weird transactions, password changes, altered settings, or new login alerts.

·       Review your credit reports: Scan your credit reports for unfamiliar accounts or inquiries.

·       Watch for suspicious login alerts.

·       Try a data breach checker: Plug your information into a breach detection tool to see if your data has surfaced on the dark web – the hidden part of the internet where leaked data is often posted or sold.

2. Determine what data was exposed

Different kinds of data exposure lead to different risks.

·       Personally identifiable information (PII): Exposure of PII, like your full name, address, or birth date can make you a more vulnerable scam target.

·       NHI number: This is a significant security concern, as an NHI number can be exploited for identity theft, insurance claims, and phishing scams.

·       IRD number: This is among the most serious breaches, since IRD number can be used for identity theft and fraud.

·       Email address: If your email appears in a data breach, you’re likely to see an uptick in spam and phishing messages.

·       Passwords: If your password or account credentials are leaked, you are at heightened risk of account takeovers.

·       Credit card details: If your credit card details are exposed in a data breach, you’re at risk of credit card fraud.

3. Secure vulnerable accounts

After a data breach, attackers may try to break into your accounts or lock you out of them.

·       Change your passwords.

·       Set up multi-factor authentication (MFA).

·       Remove unfamiliar devices.

4. Freeze or lock your credit

If highly sensitive information like your IRD number is exposed in a data breach, criminals could try to open new lines of credit in your name. Placing a credit freeze on your credit reports prevents lenders from accessing them.

5. Set up fraud alerts

Fraud alerts give lenders a heads-up that you may be a victim of fraud when they run your credit. If you were involved in a breach or suspect you may have been, request the standard one-year fraud alert. If you actually fell victim to identity theft, look into an extended fraud alert, which protects you for seven years.

6. Monitor your reports

Continue to monitor your reports closely for at least a year after a data breach – potentially longer if you notice suspicious activity.

·       Bank statements: Review transactions for unauthorised or unfamiliar charges.

·       Credit reports: Look for unfamiliar accounts or credit checks that could signal fraud.

7. Warn people you know

If your accounts or contact details were exposed in a data breach, attackers may try to use that information to scam your friends, family, or coworkers. To reduce the risk, give your contacts a heads-up so they know to be cautious with unusual messages. Remind them not to click suspicious links, download unexpected attachments, or share sensitive information without confirming it’s really from you. A quick warning can go a long way.

How to protect yourself from future data breaches

No one can fully guarantee protection from a data breach, but good security habits can reduce your risk and limit the damage if one occurs.The key is to protect your accounts, share less information, and stay alert for scams:

·       Use multiple email accounts.

·       Strengthen your passwords: Create unique, complex passwords for every account.

·       Look out for signs of scams.

·       Verify before you click.

·       Limit information sharing.

·       Sign up for identity theft protection.

MIL OSI

LiveNews: https://livenews.co.nz/2026/02/25/tech-security-what-to-do-after-a-data-breach/

Scales corporation profits off the scale

Source: Radio New Zealand

Harvest of Posy apples is under at Mr Apple’s Meeanee orchard near Napier. SUPPLIED/Mr Apple

Strong sales of premium apple varieties into Asia and the Middle East has led Scales Corporation to report a massive jump in profit.

The company’s net profit for the 2025 financial year was $117.7 million – a 137 percent lift on the year before.

Revenue was $899.9 million, up 54 percent on 2024.

The company’s horticulture division, Mr Apple, produced an underlying result of $65.2 million up 73 percent on the year before.

Managing director Andy Borland said horticulture delivered an outstanding result driven by increased apple export volumes and average prices.

“Mr Apple’s own-grown export volume was 21 percent up on last year, with our strategically important markets of Asia and Middle East comprising 84 percent of total fruit sold.

“Premium volumes accounted for approximately 74 percent of total export sale volumes, with significant growth in Dazzle and Posy as well as Red Sports varieties. We estimate that Premium apple varieties will account for around 80 percent of export volumes by 2027.”

Last year Scales also bought 240 hectares of apple orchards from Hawke’s Bay company Bostock.

Borland said the acquisition was a key component of this result, allowing it to fast-track its long-term strategy of investing in apple varieties targeted to the Asia and Middle East markets.

He said the company’s juice business, Profuit delivered another exceptional performance underpinned by strong sales prices in export markets.

Scales pet food business saw increased sales to South East Asia and The United States – the underlying result lifted 33 percent to $73.9 million.

It’s logistics arm which provides international freight services delivered another record underlying result of $7.6 million, an increase of 10 percent.

Borland noted logistics processed a significant increase in volumes due to strong volumes from the dairy sector and a positive cherry season, providing an extremely robust result for the division. It also benefited from strong apple volumes.

The outlook for the year ahead remains positive.

Company chair Mike Petersen said In FY2026, global proteins is expected to perform strongly and continue to realise the benefits of its increased investments.

“Mr Apple has commenced picking and packing for the 2026 apple season, with a crop of around 3.5 million TCEs forecast. Pricing is expected to be favourable.

“Logistics is expected to contribute positively and has seen continued strong air freight demand in the year to date,” he said.

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

LiveNews: https://livenews.co.nz/2026/02/25/scales-corporation-profits-off-the-scale/

SICPA secures major European award for UK Vaping Duty Stamps Program

Source: Media Outreach

Swiss technology company SICPA secured a landmark traceability contract, in partnership with Spectra Systems Corporation’s subsidiary, Cartor Security Printers (Cartor), reinforcing its global leadership in secure track and trace (T&T) technology. The program will deliver robust traceability solutions to His Majesty’s Revenue and Customs (HMRC) for vape products in the United Kingdom.

PRILLY, SWITZERLAND – EQS Newswire – 23 February 2026 – Building on SICPA’s proven experience in deploying secure T&T systems for excisable products and leveraging Cartor’s advanced security printing capabilities, the consortium will deliver a robust solution combining banknote-grade security features with state-of-the-art digital systems to effectively combat the illicit trade of vape products.

The solution will enable HMRC to support excise duty collection, enhance market compliance, protect consumers, and further strengthen its fight against illicit trade.
Following a multistage procurement process launched by HMRC in July 2025, the consortium was appointed upon detailed assessment of technical and financial submissions. The project will run for an initial five-year term, with an option for a further one-year extension. The system will be implemented in phases, beginning with a transitional duty stamp from April 2026, followed by an enhanced stamp supported by a full track and trace solution from October 2026.

Cartor will be responsible for the printing of tax stamps with the provision of core security features. SICPA will complement these with additional material and digital security features that further reinforce the system’s robustness, while also managing tax stamp coding and the track and trace software solutions. Its role also includes managing stakeholder and product registration, tax stamp ordering and payments processes, as well as data collection and compliance monitoring for HMRC across the vape products supply chain. SICPA’s advanced digital market intelligence capabilities will further enable the identification of suspicious patterns and potential fraud hotspots, while audit devices for enforcement authorities and consumer verification applications will support in tackling fraud and fakes.

“We are glad to support His Majesty’s Revenue and Customs in its mission to secure the market against illicit trade, building on decades of experience in excisable products secure traceability systems and the successes of our program throughout the world,” said Philippe Amon, Chairman and CEO of SICPA.

“Cartor is proud to work alongside SICPA to deliver this important program for HMRC,” said Andrew Brigham, Cartor’s Managing Director. “By combining our complementary strengths, this partnership delivers a trusted solution for our customer and the UK vapes market, while supporting the UK’s efforts to protect both public revenues and consumers.”

Hashtag: #SICPA

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

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

LiveNews: https://livenews.co.nz/2026/02/23/sicpa-secures-major-european-award-for-uk-vaping-duty-stamps-program/

Old pressures to blame for number of companies going broke

Source: Radio New Zealand

123RF

  • Insolvencies rise in fourth quarter, annual rate highest in 10 years
  • Failures reflect companies weakened some time ago
  • Signs of economic improvement too late for some companies
  • Construction biggest insolvency group, broad hospitality second

The number of companies going broke has surged to its highest level in 10 years as past economic and commercial problems catch up with a growing number of firms, despite signs of economic recovery.

The latest report from BWA Insolvency for the December quarter showed a 31.5 percent rise in the number of insolvencies to 933 on the previous quarter, and 11 percent higher than the same period in 2024.

BWA Insolvency principal Bryan Williams said the number of insolvencies reflected old pressures coming to the surface.

“The insolvencies we are seeing today are rooted in earlier events. Old debt, thin margins and stalled projects are what ultimately undermine a company’s viability.”

“The improvements we are seeing now in interest rates, building activity and export returns arrive too late for those already in deep financial trouble,” Williams said.

There was a total of 3132 insolvencies last year, involving more liquidations, a slight rise in voluntary administration, but a fall in receiverships. It was the highest annual tally since 2015 following the global financial crisis.

Williams said the figures showed by the end of 2025 more firms had reached “terminal distress” where there was little or nothing left to save and they had accepted the inevitable.

The high level of insolvencies in the past year has been put down, in part, to a more aggressive approach by Inland Revenue in collecting unpaid tax and other payments.

Better economy won’t save the weak

Williams said there was still a reasonable number of companies to fail even as economic conditions improved.

“A bit of extra revenue can provide temporary relief, but it is rarely enough to overcome the weight of historic debt. The cost of those past problems is often greater than the benefit of any new earnings.”

Construction had the most insolvencies, but the rate of failure was slowing. There were now also substantial increases coming through in food and beverage, repair and maintenance, personal services, retail trade, transport and delivery, and manufacturing.

Williams said the high level of insolvencies should not affect the broader economic rebound currently underway, and there were some positives to be taken.

“Employees from these companies can be absorbed into sectors that are strengthening. Moving these workers into growing industries is a helpful result from what is otherwise a tough situation.”

He said directors of struggling companies should seek advice and not hope that improving sentiment will save them.

“It is natural to hope that better times will solve current problems but continuing to fight a battle that cannot be won without new capital is exhausting and often futile.”

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

LiveNews: https://livenews.co.nz/2026/02/20/old-pressures-to-blame-for-number-of-companies-going-broke/

Auckland Airport posts ‘positive’ half-year result

Source: Radio New Zealand

Auckland Airport has posted a steady half-year result. RNZ / Kim Baker-Wilson

Auckland Airport has posted a steady half-year result, with the company cautiously optimistic about passenger growth in the near term.

Key numbers for the six months ended December 2025 compared with a year ago:

  • Net profit $177m vs $187.3m
  • Revenue $519.6m vs $499.9m
  • Underlying profit $157.1m vs $148.1m
  • Passenger numbers 9.64m vs 9.46m
  • Interim dividend 6.5 cents per share v 6.25 cps

Its bottom line profit decreased 5 percent amid a jump in depreciation expenses reflecting new assets the airport commissioned. Stripping aside one-offs, underlying profit increased 6 percent.

Chief executive Carrie Hurihanganui said the passenger demand trend was “positive”, and singled out the China Eastern Shanghai-Auckland-Buenos Aires service as a highlight, which she said was proving popular.

“While the passenger demand trajectory is certainly positive, we expect the ongoing global fleet shortages to continue to weigh on the availability of new seat capacity supply and the pace of growth in the near term,” she said.

The airport said it had been a promising start to the 2026 financial year for international travel, with seat capacity up 1.8 percent from a year ago, lifting non-transit passenger movements to 93 percent of pre-Covid levels.

“Travellers on North American routes continue to be exceptionally well served with seven airlines competing in the market, and we’re welcoming more inbound visitors to New Zealand on these routes than ever before,” Hurihanganui said.

Temporary disruption as work continues on terminal

Hurihanganui said construction of the integrated domestic jet terminal remained on track for completion in 2029.

Construction activity at the international terminal over the next 18 months would become more visible to travellers with the opening of a temporary check-in facility.

“This next stage of the build, where we are upgrading the check-in area at the international terminal, is an essential step in delivering the long-term capacity, resilience and improved customer experience travellers have been asking for at Auckland Airport,” she said.

“Travellers can expect some temporary disruption as this complex work gets underway, particularly in international departures.”

Hurihanganui said the airport was working with airlines and government agency partners to minimise

The airport forecast full-year underlying profit of between $295 million and $320m, and forecast capital expenditure guidance of between $1 billion and $1.2b.

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

LiveNews: https://livenews.co.nz/2026/02/19/auckland-airport-posts-positive-half-year-result/

How much tax do influencers pay?

Source: Radio New Zealand

Influencers must stay on the right side of the tax rules. (File photo) Supplied/123rf

Emily Holdaway, or Officially Em, as she is known to her thousands of online followers, says she is running a constant type of mental tally when it comes to what is a “business” expense and what is just the cost of normal life.

While Holdaway had more recently moved her focus to offering social media workshops and building an online community, she was previously best known for her blog Raising Ziggy and related work as a social media influencer.

Some of the admin questions she had to address as part of her business highlight the complexities the influencing industry navigates when it comes to staying on the right side of the tax rules.

Generally, self-employed people could claim their business costs in their tax returns, which reduced the amount of income on which they must pay tax. But people usually cannot claim deductions for personal expenses.

When your income comes from sharing your life, that can be a problem.

Holdaway said she claimed all the business-related expenses any other type of business would. “My computer, my phone, and then we have a percentage of our living expenses that we’re allowed to claim based on the floor area ratio of our office space compared to our house space.

“But for things like when I’m in my car and I’m sharing on my [social media] stories, I’m thinking is this work or is this not?”

She said she did not claim food costs or clothing, whereas other social media influencers might.

“I don’t claim my clothes but I also shop at secondhand shops. If I’m running an event or if I’m somewhere that’s because of work or I’m going to something I’m going to create content with, then yes.

“If I’m going out and getting lunch and sharing that I went to McDonalds I’m not going to claim that because it’s still part of your everyday living. But if I have an event where I’m getting together with a whole heap of people within the community then it’s a business expense.”

She said it was complicated for self-employed people, and particularly influencers.

“Is work the influencing or what you’re getting paid to influence? Is it work when you’re showing up because you’ve got a campaign for someone… or it just the get ready with me, hey I’m having my coffee let’s go for a walk. You could argue both ways, I think. Does my coffee become a work expense if I show that on my story every morning?”

Hnry chief executive James Fuller said, based on the 2023 census, influencers in New Zealand were paying up to $50 million a year in tax but that figure was fluid and growing.

Hnry co-founder James Fuller. (File photo) Supplied/Hnry

“It’s a really interesting development over the last 10 to 15 years in the economy that we have a whole group on the sole trader spectrum who are earning income in content creation and as influencers.

“That can stretch from everything from micro influencers who have a couple of thousand followers all the way through to people who have a couple of hundred thousand.

“I think often when people say ‘influencer’ they imagine someone with millions and millions of followers. But what we are seeing is actually the rise of content creators who are able to generate an audience, bring in brand deals, partnerships, sponsorships and then managing revenue effectively as a sole trader.”

He said people needed to be aware that if they were generating revenue, even if it was just from talking about life, that would come with the same obligations as any other business.

“As such there are things to consider such as the taxes, but also the expenses side of things.”

In the 2023 Census, 2646 people selected “multimedia designer” or “multimedia specialist” from the available occupation options, 228 of whom were self-employed.

“It can be quite tricky to work out, you know, actually is this my life? Am I being paid for being in business or am I being paid for being on social media? But, you know, in the eyes of IRD, it’s very clear that if you’re if you’re generating revenue from it, then it is a taxable activity and therefore you are in business and you have all of the opportunities that come from being in business when it comes to expenses, tax management, those sorts of things.”

Expenses that influencers would often be able to claim would include home office costs, travel expenses, music, the cost of giveaways or the games used by gaming creators.

Inland Revenue said people could claim expenses even in years where they spent more than they earned but there needed to be an intention to make a profit.

“If you monetise content and receive regular amounts from subscribers or platforms, then the amounts are likely income and taxable,” the department said.

Deloitte tax partner Robyn Walker said small scale social media use could sometimes be considered a hobby if there was not a clear intention of making a profit or there was not a lot of activity happening.

But there would always be a level at which it had to be treated as a business.

She said expenses claimed would need to have a sufficiently direct connection to the income-earning activity.

“The other thing to be aware of is that if you are buying assets and then you stop doing content creation that might have implications. If you bought a phone or a camera or a computer and you claim that deduction – normally as depreciation depending on the cost of the asset, if you stop doing then you will have to make tax adjustments to reverse out or effectively sell the asset back to yourself.”

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

LiveNews: https://livenews.co.nz/2026/02/19/how-much-tax-do-influencers-pay/

Appier Delivers Record Results Driven by Agentic AI Innovation

Source: Media Outreach

E-Commerce and Online Travel Dual Engines Reinforce Robust Expansion. Strong Guidance Underscores Optimistic Outlook for FY26

Highlights and achievements for fiscal year 2025

  • Delivered record high revenue of JPY 43.7 billion, up 28% YoY. (JPY 45.0 billion, up 32% YoY on an FX neutral basis)
  • Substantial growth in E-commerce (49% YoY) and Other Internet Services (59% YoY) led by the Travel sector, reflects dual engine growth, driving high revenue quality
  • All key regions demonstrate strong growth. NEA and US & EMEA both achieved 36% YoY revenue growth on an FX-neutral basis
  • Profitability improved consistently, operating profit hit a record JPY 3.0 billion, up 50% YoY with a 6.8% margin (JPY 3.8 billion with an 8.5% margin on an FX-neutral basis)
  • Gross profit achieved 32% YoY rise, driven by revenue scale, technology differentiations and a high-margin product mix
  • Q4 FY25 revenue growth accelerated to 34% (up from 26% in Q3), reached the highest level in the past 9 quarters, fueled by a strong E-commerce peak season

Guidance for fiscal year 2026

  • Core organic growth is expected to accelerate, with revenue projected to JPY 54 billion, up 24% YoY, driven by Agentic AI advancement and dual-engine market penetration
  • Gross profit expected to grow 25% YoY to JPY 29.4 billion, with 54.5% gross margin, propelled by sustained technology-led efficiency and margin expansion
  • Operating income is expected to grow 45% YoY to JPY 4.3 billion (8.0% margin) and EBITDA to grow 37% YoY to JPY 9.4 billion (17.4% margin)
  • Proven track record in leading enterprise-wide transformations, transitioning from legacy software and manual workflows to a future of Agentic AI-driven operational excellence

Scaling new heights: A landmark year of Agentic AI–led growth acceleration

TAIPEI, TAIWAN – Media OutReach Newswire – 13 February 2026 – Appier Group Inc. (TSE: 4180), hereafter referred to as “Appier,” today announced its financial results for the fiscal year ended December 31, 2025, and issued guidance for FY26. The company achieved record revenue of JPY 43.7 billion, a 28% YoY increase (JPY 45.0 billion, up 32% YoY on an FX-neutral basis). This stellar performance was fueled by dual growth engines: core E-commerce grew 49% YoY, and Other Internet Services surged 59% YoY, led by the Travel sector. Since FY19, Appier has delivered a sixfold surge in total revenue, a record performance anchored by consistent expansion in incremental revenue.

Profitability surged to a record high, with operating income growing 50% YoY to JPY 3.0 billion, representing a 6.8% operating margin (JPY 3.8 billion with an 8.5% margin on an FX-neutral basis). Gross profit outpaced revenue growth, reaching a historical high of JPY 23.5 billion, up 32% YoY. Gross margin climbed to 53.8% (53.9% FX-neutral), bolstered by increased revenue scale, technological differentiation, and a high-margin product mix. This upward trajectory underscores Appier’s ability to scale customer value while driving operational leverage.

Balanced regional expansion and deepening vertical penetration drive quality growth

In FY25, all key regions delivered strong growth. Northeast Asia (68%) and the U.S. & EMEA (19%) both achieved 36% YoY growth (FX-neutral). NEA was supported by balanced expansion in E-commerce and continued vertical diversification, while the U.S. & EMEA benefited from solid momentum across E-commerce and Other Internet Services. Together, this regional strength and deeper vertical penetration reflect the effective scaling of Agentic AI-first strategy, driving sustained, high-quality, and resilient growth.

Revenue growth remains balanced, with 56% of incremental revenue driven by ROI-led upsells to existing E-commerce customers and 44% fueled by new customers, primarily from Online Travel. By leveraging Agentic AI to secure large enterprise catalysts, Appier delivered 13% YoY growth in both its customer base and FX-neutral ARPC. This strategic focus—coupled with disciplined OPEX—drove operating leverage. Furthermore, the operational productivity surged, driven by a 23% YoY growth in gross profit per headcount.

Entering FY26 with strong profitable momentum

Appier projects revenue growth to reaccelerate in FY26, with organic revenue expected to outpace total growth, driven by our dual-vertical growth engines. Forecasting revenue to reach JPY 54 billion, up 24% YoY and gross profit to hit JPY 29.4 billion, up 25% YoY, with a 54.5% margin. This optimistic outlook is anchored by a Q4 FY25 inflection point, where revenue growth surged to 34%, validating Appier’s strategic focus on key accounts and high-growth verticals. Operating income is projected to rise 45% YoY to JPY 4.3 billion, while EBITDA is expected to grow 37% YoY to JPY 9.4 billion—representing a 17.4% margin fueled by disciplined investment and operational leverage.

“2025 marks a defining year for Appier as we evolve into a global leader in Agentic AI as a Service. Our record profitability and consistent customer wins validate the strong momentum heading into FY26,” said Chih-Han Yu, CEO and Co-founder of Appier. “By combining differentiated Agentic AI with deep domain expertise, we have moved beyond single-point solutions to deploy coordinated multi-agent intelligence that delivers trusted, enterprise-grade performance. We are transforming our organization and customers’ workflows, replacing legacy software and manual processes with an autonomous, AI-led execution engine while scaling a highly efficient foundation for long-term, profitable growth.

Agentic AI empowers dual success of customer ROI and profitable growth

Appier’s Agentic AI competitive edge stems from a unique combination of proprietary data and vertical-specific and customer-centric AI models. This foundation empowers it to develop domain-specific agents that help leading organizations transition from traditional software to autonomous, ROI-driven Agentic workflows. The company’s AI capabilities also enable it to rapidly build Agentic AI models that adapt to customer workflows at enterprise level to drive broader market penetration and strengthen customer stickiness.

Powered by a world class Generative AI research team, Appier’s Agentic AI platform goes beyond conventional automation through proprietary LLM calibration and self-aware reasoning. This foundation of Trustworthy AI accelerates deployment, autonomously self-corrects, and delivers enterprise-grade safeguards, superior cost efficiency, and the reliability required for large-scale production. Together, these strengths position Appier to lead the next era of enterprise AI—turning autonomous intelligence into measurable, scalable business impact for customers worldwide.

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

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

LiveNews: https://livenews.co.nz/2026/02/14/appier-delivers-record-results-driven-by-agentic-ai-innovation/

Lever Style Reports Full Year 2025 Financial Results

Source: Media Outreach

Full Year 2025 Financial Results Summary

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

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

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

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

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

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

Future Prospects

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

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

Digitalization and Platformization

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

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

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

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

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LiveNews: https://livenews.co.nz/2026/02/12/lever-style-reports-full-year-2025-financial-results/

NZ-AU: December 2025 Half Year Financial Results Overview

Source: GlobeNewswire (MIL-NZ-AU)

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

Half Year Highlights

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

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

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

Paul Hemburrow
Managing Director and Chief Executive Officer

Financial Performance

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

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

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

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

Financial Position

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

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

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

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

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

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

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

Contacts

About Paladin

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

Forward-looking statements

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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


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

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

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

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


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

– Published by The MIL Network

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