Category: Taxation

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NZ-AU: LHM Guidance Revision – Increase FY2026 Production Range

Source: GlobeNewswire (MIL-NZ-AU)

PERTH, Australia, April 16, 2026 (GLOBE NEWSWIRE) — Paladin Energy Ltd (ASX:PDN, TSX:PDN, OTCQX:PALAF) (“Paladin” or the “Company”) provides an operations and guidance update for the Langer Heinrich Mine (LHM) in advance of its March 2026 Quarterly Report, which is scheduled for release on 22 April 2026.

The LHM ramp-up and transition to full mining operations has progressed well during the first nine months of FY2026. The combination of successful mobilisation of the mining fleet, improved feed grade and high recovery rates from the processing plant have resulted in year-to-date FY2026 production of 3.6Mlb U3O8.

As a result of the strong performance in the first nine months of FY2026, Paladin has revised its FY2026 guidance as follows:

LHM FY2026 Guidance Update (100%1)   FY20262 Revised Guidance
U3O8 Produced Mlb 4.0 – 4.4 4.5 – 4.8
U3O8 Sold Mlb 3.8 – 4.2 No change
Cost of Production3 US$/lb 44 – 48 No change
Capital & Exploration Expenditure4 US$M 26 – 32 15 – 17

LHM recorded 3.0Mlb U3O8 in sales in the first nine months of FY2026. Full year sales guidance remains unchanged.

Cost of production is expected to materially align with previous guidance pending the duration of the current conflict in the Middle East and any further associated impacts on forecast cost.

The capital and exploration expenditure guidance range has been reduced to US$15M to US$17M (previously US$26M – US$32M) due to reprioritisation and deferral of capital and exploration expenditure.

The revised guidance is based on current operating conditions and assumptions and may be impacted by disruptions arising from current geopolitical events. Paladin is closely monitoring the potential impact of these events.

Paladin continues to expect LHM to transition to full mining and processing plant operations by the end of FY2026.

The following results were achieved in the first nine months of FY2026:

Langer Heinrich Mine (100%1)   Q3
FY2026		 Q2
FY2026		 Q1
FY2026		 YTD
FY2026
U3O8Produced Mlb 1.29 1.23 1.07 3.59
U3O8Sold5 Mlb 1.03 1.43 0.53 3.00
Average Realised Price6 US$/lb 68.3 71.8 67.4 69.8
Cost of Production3 US$/lb 40.3 39.7 41.6 40.4
Capital and Exploration Expenditure4 US$M 3.4 2.4 1.1 7.0

The Company will hold a conference call on Wednesday, 22 April 2026, at 11.00am AEST7 (Tuesday, 21 April 2026, at 9.00pm EDT8), following the release of its March 2026 Quarterly Report. To participate in the live teleconference, please register at the link below:

https://s1.c-conf.com/diamondpass/10054216-fmpl36.html

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

Contacts

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 about Paladin’s expectations for FY2026.

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 licenses, permits and other regulatory approvals required in connection with mining and third party processing operations, 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, rising energy costs, inflationary pressures, 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 and Paladin’s Management Discussion and Analysis for the year ended 30 June 2025, each released on 28 August 2025 and in the Company’s Annual Information Form for the year ended 30 June 2025 released on 15 September 2025.

Although 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, permitting and development issues, political risks including the impact of political instability on economic activity and uranium supply and demand, Indigenous Nations engagement, climate risk, operating hazards, natural disasters, severe storms and other adverse weather conditions, shortages of skilled labour and construction materials, equipment and supplies, energy costs, inflation, 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. 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.

Non-IFRS financial information

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 International Financial Reporting Standards (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 the sale of U3O8 is reported in the Company’s financial statements under IFRS. The Average Realised Price is derived directly from statutory revenue figures and disclosed sales volumes.

Cost of Production

The Cost of Production per pound is a unit cost measure that indicates the average production cost per pound of U₃O₈ produced, and is calculated as:

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

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.

The Cost of Production per pound is a Non-IFRS Measure that 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. Management 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.

Notes

1 Paladin has a 75% interest in the LHM
2 Refer to Stock Exchange announcement entitled “Langer Heinrich Mine FY2026 Guidance” dated 23 July 2025
3 Cost of Production is a Non-IFRS Measure. See “Non-IFRS financial information” for more information
4 Capital and Exploration Expenditure does not include capitalised stripping costs
5 September quarter sales include 85,000lb loan material delivered under existing contracts. Total material loans outstanding amounted to 450,000lb at the quarter end. March quarter sales include a further 130,000lb sourced through a purchase & sale back arrangement and 155,000lb through product swap. These arrangements were entered to meet customer deliveries during the quarter due to a shipping delay and have been closed out subsequent to quarter end.
6 Average Realised Price is a Non-IFRS Measure. See “Non-IFRS financial information” for more information
7 AEST: Australian Eastern Standard Time (Sydney)
8 EDT: Eastern Daylight Time (Toronto time)

– Published by The MIL Network

LiveNews: https://livenews.co.nz/2026/04/17/nz-au-lhm-guidance-revision-increase-fy2026-production-range/

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Tax Reform – Local govt GST policy just more cuts by another name, says tax reform groups

Source: Tax Justice Aotearoa (TJA)

17 April 2026, 10:00 am – The hint from David Seymour about a new policy for councils to receive a portion of the GST collected on construction projects in their areas, has been criticised by tax reform groups Tax Justice Aotearoa (TJA) and the Better Taxes for a Better Future Campaign. TJA and Better Taxes say this is just an excuse to further cut government public services, without properly tackling the issue of local government funding.

“There may be some merit in sharing GST raised in an area with the local council but, according to media reports, this policy has been costed at $5b over 4 years. Unless central government raises revenue from other forms of taxation, that will just mean further cuts to our already stretched public services,” says Glenn Barclay, spokesperson for TJA and Better Taxes.

“Minister Seymour is quite explicit about that when he said that government needs to get smaller. That really means that there will be more cuts to services that New Zealanders rely on like health and housing, and further moves to private services and user pays, in the middle of a cost of living crisis.”

“We invite the Minister to review our recently launched Tax Policy Statement to see the kind of policies that could be used to offset this loss of central government revenue,” says Barclay. “If they were willing to bring New Zealand into line with the rest of the OECD by taxing capital gains, or look at a net wealth tax on the very wealthy, then policies like this might become affordable.”

TJA and Better Taxes also point out this policy appears to have been developed without consideration of the wider issue of local government funding.

“A number of interesting ideas for the funding of local government have been raised over the years and this could be one of them, but the Government needs to take a holistic look at local government revenue raising tools,” says Barclay.

“Local Government funding is constrained and rate payers are feeling the pressure of increasing rates. Councils need to be properly funded for the functions they’re required to perform, no strings attached. This policy runs the risk of councils cutting corners on the enforcement of important building regulations in order to boost their revenue. We have been through the leaky buildings’ disaster, so we know what cutting regulatory corners can look like.”

TJA and Better Taxes will be watching the budget closely to see whether the Government coalition partners National and NZ First have just fallen into line with yet another policy driven by ACT Party dogma, or whether there are conditions built in that will ameliorate the worst effects of it.

MIL OSI

LiveNews: https://livenews.co.nz/2026/04/17/tax-reform-local-govt-gst-policy-just-more-cuts-by-another-name-says-tax-reform-groups/

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New Research from ST Telemedia Global Data Centres Reveals Asia’s AI Ambitions Hampered by Infrastructure and Talent Gaps

Source: Media Outreach

Singapore leads the region in maturity but faces critical scaling bottlenecks.

SINGAPORE – Media OutReach Newswire – 15 April 2026 – ST Telemedia Global Data Centres (STT GDC), one of the world’s fastest-growing data centre colocation service providers headquartered in Singapore, today announced the findings of a new regional research study, Mind the Gap: Bridging the AI Infrastructure Readiness Divide, examining how organisations across Asia are progressing from AI ambition to execution. Commissioned by STT GDC with research partner Ecosystm, the study surveyed more than 600 enterprise and digital-native leaders across nine Asian markets: India, Indonesia, Japan, Malaysia, the Philippines, Singapore, South Korea, Thailand and Vietnam.

High adoption, limited readiness across Asia

The report reveals that AI ambition across Asia is high, with nearly 90% of organisations having embarked on their AI journeys. However, a significant 71% remain in the “Builder” stage of maturity, where initial AI pilots struggle to scale into production environments capable of delivering consistent and measurable return on investment (ROI). In contrast, only 17% of organisations are considered “future ready”, having invested in scalable infrastructure, mature data governance and specialised operational expertise, highlighting a widening readiness gap across the region.

Challenges faced by the Builders

Across Asia, the research identifies a reinforcing cycle that keeps many organisations stuck in pilot mode. AI initiatives are often launched on infrastructure that cannot scale to production, limiting their ability to demonstrate measurable ROI and making it harder to justify further investment in purpose-built, high-density environments. This challenge is compounded by gaps in in-house expertise, with many organisations lacking the specialist operational skills required to manage increasingly complex AI infrastructure at scale.

“Across Asia, organisations are moving quickly from experimentation to implementation, but many are discovering that AI success now depends less on training models and more on foundations,” said Chris Street, Group Chief Revenue Officer of ST Telemedia Global Data Centres. “Without scalable infrastructure and operational readiness in place, it becomes difficult to convert early AI ambition into consistent business value.”

The Sustainability Blind Spot

Despite rising energy and cooling demands driven by AI workloads, sustainability considerations remain secondary for most organisations when evaluating infrastructure options. Although 27% of organisations say ESG goals will actively shape or be central to their future plans, 64% of organisations across Asia continue to prioritise performance or cost, even as power density, thermal efficiency and long‑term total cost of ownership become increasingly critical factors in scaling AI responsibly.

A disconnect between what organisations want and what they need

The study also highlights a persistent disconnect between how organisations evaluate infrastructure partners and the capabilities they actually need to scale AI. Across Asia, organisations continue to prioritise baseline requirements like security and reliability, despite identifying operational expertise, scalability and cost efficiency as their most significant challenges.

Singapore: ahead of the region, but facing a new constraint

These challenges are visible across the region, but they manifest differently in more mature markets. Singapore stands out against the regional baseline with a significantly larger share of organisations having progressed beyond early-stage pilots. While only 17% of organisations across Asia are considered future‑ready, 40% of Singapore organisations have reached the Integrator stage, reflecting stronger early execution and deployment capability.

However, the study also finds that the final step to leadership remains the most difficult. Only 3% of Singapore organisations have reached the “Leader” stage of AI infrastructure maturity, signalling that even in Asia’s most mature AI market, the transition from integration to full leadership remains difficult.

Scaling, not adoption, is now the key challenge

In Singapore, where adoption is more advanced, the constraints have shifted. Limited infrastructure headroom, shortages in specialised operational expertise and continued investment discipline are now emerging as the primary barriers to scaling AI workloads and sustaining leadership.

“For Singapore, AI adoption is relatively mature; the defining challenge now is scaling deployments fast enough to support real‑world demand,” said Mingcheng Lim, Country Head – Singapore, ST Telemedia Global Data Centres. “Whether the country can maintain its lead in the region will depend on whether infrastructure capacity, specialist expertise and investment approaches can evolve at the same pace as AI workloads.”

Sustainability awareness has yet to shape infrastructure choices

In Singapore, regulatory expectations have driven relatively high awareness of sustainability issues. However, sustainability continues to rank among the lowest priorities when organisations evaluate infrastructure providers, highlighting a gap between awareness and action, even as power density, thermal efficiency and long‑term cost efficiency become increasingly important to scaling AI responsibly.

The mismatch between wants and needs persists

As with the wider region, Singapore organisations continue to evaluate infrastructure providers based on familiar baseline criteria, even as their scaling challenges point to a growing need for specialist expertise, speed to scale and sustainable, high‑density infrastructure capability.

These findings suggest that Asia’s next phase of AI progress will be defined not by ambition alone, but by execution capability. For Singapore, sustaining regional leadership will depend on infrastructure strategies that support scale, resilience and speed, enabling organisations to convert early AI momentum into enduring competitive advantage.

To download the report, Mind the Gap: Bridging the AI Infrastructure Readiness Divide, please visit: https://www.sttelemediagdc.com/resources/ai-readiness-assessment-report.

Hashtag: #STTelemedia #STTGDC

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/2026/04/15/new-research-from-st-telemedia-global-data-centres-reveals-asias-ai-ambitions-hampered-by-infrastructure-and-talent-gaps/

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Tax Reform – Rebalancing our tax system to deliver for ordinary New Zealanders

Source: Tax Justice Aotearoa (TJA)

15 April 2026 – Tax Justice Aotearoa (TJA) has today released its Tax Policy Statement setting out a mix of proposals that together could rebalance our tax system so that it delivers for ordinary New Zealanders.

“Our policy statement shows that a tax system that works for everyone in Aotearoa New Zealand is possible,” says TJA spokesperson, Glenn Barclay.

“It is not a policy prescription, but sets a clear direction. We’re keen to have the conversation with Aotearoa about how we gather the revenue we need to address the challenges we face – like increasing inequality and an ageing population; and gather that revenue more fairly – ensuring that those who have most to contribute make that contribution and addressing the impact of tax on the least well off.”

“But as successive polls have shown, there is solid support for tax reform and properly funding our public services, New Zealanders realise maintaining the status quo is not an option,” says Barclay.

“NZ is a low tax country compared to many other developed nations, and we’re not gathering enough revenue to fund the things that matter for us to live good lives, like fully staffed hospitals and affordable housing, resilient infrastructure and nutritious school lunches.”

“We rely very heavily on income tax and GST, so working people are carrying more of the load of funding our public services. And our failure to properly tax wealth and big corporates directly contributes to increasing inequality, erodes living standards and opportunities for ordinary people, like working towards owning your own home,” says Barclay.

“As we confront yet another crisis, TJA is calling on the Government, and all political parties, to catch up with public sentiment, and to stop offering bandaids like tax cuts. It’s time to embrace real solutions that will ensure we’re gathering enough revenue to fund the things that matter, gathering it more fairly, and laying the foundation for a recovery that supports everyone in Aotearoa to have a better future,” says Barclay.

TJA’s Tax Policy Statement sets out practical changes we can make to our tax system to catch-up with other developed countries’ investment in public goods, services and infrastructure, to tackle inequality and to support a more productive and resilient economy. The proposed changes would close the gaps in tax on big corporates and ensure the wealthiest are paying their fair share, and include:

Tax surcharge on big corporates, for example a levy on major banks (as in the UK and Australia), a surcharge on sectors managing vital infrastructure or where there is a lack of competition, like supermarkets and gentailers.
Excess/windfall profits taxes, for example, on big corporates to discourage price gouging and excessive profits arising from the current fossil fuel crisis.
Taxing Big Tech and other multinationals by enforcing existing tax obligations and changing the law to require these corporate giants to be more transparent about the profits they’re making, like the Public Country-by-Country Reporting adopted in Australia.
Close the shareholder loans tax loophole, to prevent tax avoidance and reduce financial risk to small and medium size businesses (e.g. using the UK model).
Tax wealth more, not work, through a comprehensive capital gains tax (as in most OECD countries), high-wealth tax, trusts tax, and wealth transfer tax (as in Ireland).
Adjust income tax settings to better reflect ability to pay, by introducing a tax free band, making tax bands more progressive and raising the tax rate on the highest income earners. Most workers would pay less or the same tax under this proposal.
Addressing the impact of GST on the least well off, by reducing the rate of GST or introducing rebate system for people on low incomes (like in Canada).

Other important areas for reform in the TPS include: health, environmental and other remedial taxes; international taxation; transparency and administration of the tax system.

The full policy statement can be accessed here: https://assets.nationbuilder.com/tja/pages/3281/attachments/original/1776134165/TJA_Tax_Policy_Statement.pdf?1776134165

MIL OSI

LiveNews: https://livenews.co.nz/2026/04/15/tax-reform-rebalancing-our-tax-system-to-deliver-for-ordinary-new-zealanders/

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SC Unveils Bold Rebrand, Shifts “Beyond Residential” to Three-Engine Growth Model

Source: Media Outreach

Targets Over 30% Profit from Non-Residential Businesses by 2030
Strong Backlog Supports 2026 Revenue Target of THB 25.5 Billion

BANGKOK, THAILAND – Media OutReach Newswire – 8 April 2026 – SC has announced its first major rebrand in 20 years, repositioning the brand as “Beyond Residential”. The company is moving forward with the strategy “Reform to Perform” to rebalance its business portfolio through three business engines, diversifying revenue sources, increasing recurring income, and building new S-curves for future growth. SC has set a total revenue target of THB 25.5 billion for 2026 and aims to achieve a new profit high by 2030.

Mr. Nuttaphong Kunakornwong, Chief Executive Officer of SC Asset Corporation Public Company Limited or SC, said that the fragile global economic environment has prompted the company to proactively adapt over the past two to three years. These efforts include organizational restructuring, financial discipline, expanding joint investment partnerships, and initiating new businesses in line with its risk diversification strategy. The company has gradually reshaped its business structure into a portfolio built around three business engines. These include Engine 1 Residential Property, Engine 2 Recurring Income Property, and Engine 3 New Businesses for a Better Future.

SC is also targeting to increase the profit contribution from Engine 2 and Engine 3 to more than 30 percent in order to drive the company’s overall profit to reach a new high again by 2030, while ensuring that all businesses continue to create value for people and the planet.

In 2026, the company will implement a comprehensive rebrand, including a new logo and refreshed corporate identity, marking its first such transformation in 20 years. The move reinforces SC’s position as “Beyond Residential,” supported by a more flexible and diversified portfolio, enabling the company to engage more effectively with customers, employees, partners, investors, and stakeholders.

2026 Business Targets and Plans

  • SC targets total revenue of THB 25.5 billion in 2026, representing 21% growth year-on-year, with a capital expenditure budget of THB 8 billion to drive all three business engines. The Interest-Bearing Debt to Equity ratio (IBD/E) is expected to decline to below 1.2 times.
  • Engine 1: Residential Property, targeting sales of THB 27 billion, up approximately 33% from 2025, and transfers of THB 23 billion, with backlog of more than THB 18.5 billion as of end-2025, of which around 40% is expected to be recognized in 2026.

– Low-rise housing: Revitalizing of eight single-detached home series across 17 projects under a concept focused on deeply understanding life needs.
– Condominium: Launch of a new ultra-luxury branded residence and a new riverside project, with a combined value of THB 25.5 billion across two projects.

– Introduction of “GenSCription” (Living Subscription Program by SC), responding to the growing shift toward renting instead of homeownership among younger generations, increasing accessibility and flexibility in housing.

  • Engine 2: Recurring Income Property, covering operations across hotels, warehouses, office buildings, and rental apartments in the U.S. The business targets revenue growth of around 70 percent to THB 2 billion.

– Expansion of hospitality portfolio by 450 rooms in key seaside destinations such as Pattaya and Phuket.
– Development of an additional 170,000 square meters of warehouse space in the Bangna–EEC zone.
– Investment in alternative energy businesses to support data center growth under SCX 360.

  • Engine 3: New Businesses for a Better Future, covering after-sales services, digital platforms, and health related businesses. The company targets revenue of THB 400 million this year, representing growth of around 60 percent from 2025.

– After-sales services will expand from 150 projects to 260 projects, alongside the launch of LINTON, a concierge service designed for ultra luxury residents.
– SC has allocated an investment budget of THB 1 billion over the next three years to support the growth of this business segment.

  • SC also introduced “SC Green Mark,” a green building development standard encompassing environmental performance and residents’ quality of life. The standard will be applied across all engines and projects to ensure sustainable growth aligned with long-term environmental responsibility.
  • Sustainable business operations

– The company continues to operate in accordance with international sustainability assessment standards of FTSE Russell.
– SC is advancing its greenhouse gas reduction efforts in line with its five-year target of reducing 100,000 tons of carbon emissions from 2025 to 2030.
– The company is also introducing SC Green Mark, a green building development standard covering environmental performance and residents’ quality of life, which will be applied across all engines and projects.

“Brands are like living things. They survive through evolution, and brands that fail to adapt will eventually become extinct. SC therefore continues to evolve. Rebranding and organizational reform are part of that evolution. A more flexible and diversified business portfolio will enable SC not only to survive but to grow sustainably in the highly volatile and challenging real estate industry, while creating greater value for people more broadly,” Nuttaphong said.

Hashtag: #SC #SCisQuality #SCBusinessDirection2026 #ReformtoPerform

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/2026/04/08/sc-unveils-bold-rebrand-shifts-beyond-residential-to-three-engine-growth-model/

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Fossil fuel crisis response opportunity to rebalance tax system for fairer, more sustainable future

Source: Tax Justice Aotearoa

8 April 2026, 2:30 pm – New Zealand’s response to the fossil fuel crisis must provide immediate relief to communities and local businesses, and enable a recovery that is equitable and sustainable, building our resilience for future shocks. Some practical measures to rebalance our tax system would make a significant contribution to such a response, says Tax Justice Aotearoa (TJA), and the Better Taxes for a Better Future Campaign (Better Taxes).

“Despite the potential of a ceasefire, there are tough times ahead for many of us already struggling with the cost of living. We need an effective immediate response that provides meaningful support to those worst affected, including small businesses, those on low incomes, Māori, Pacific and rural communities,” says TJA and Better Taxes spokesperson Glenn Barclay.

“But this crisis also provides us with an opportunity to make a meaningful shift towards a low carbon economy, and energy sovereignty. It is also an opportunity to rebuild a more resilient and productive economy that rewards hard work and shares our wealth more fairly.”

“The Government seems to want to respond within its self-imposed fiscal limits, but it is likely to have to do more. There is an urgent need to grow government revenue to fund both the immediate response and the longer-term recovery,” says Glenn Barclay. “This must be done in a way that protects the least well off, while ensuring that those who can afford it, and those who benefit from it, contribute the most.”

TJA and Better Taxes are calling for the Government to immediately adopt the following measures:

  • Introduce a windfall tax, targeting industries, companies or sectors that make unusually high profits during the crisis. This should apply to fuel companies, but also other sectors that may make windfall profits, such as the banks, supermarkets and energy companies. Revenue gathered via this mechanism should be earmarked for the immediate costs of the crisis response.
  • Require fuel companies to report profit margins to ensure  the Government has sufficient information from fuel companies and other relevant sectors to monitor windfall profits. Information on the margins of each fuel company should be published on a regular basis (e.g. weekly) throughout the crisis.
  • A one off wealth tax. The crisis will hit those on low incomes much harder than the ultra wealthy. The Government should consider the one off application of a wealth tax on those who earn, or own assets, above a high threshold.
  • Target investment boost to green energy. The Government’s investment boost should be amended immediately to target private investment in green energy infrastructure that will reduce our dependence on fossil fuels and make our economy more resilient (e.g. solar panels, company EVs).
  • Establish recovery corporate surcharges on sectors that are vulnerable to shocks, manage critical infrastructure and services, and/or lack competition (e.g. major banks, supermarket chains, electricity gentailers) to discourage excessive profits and generate revenue to build our resilience for future crises. 

TJA and Better Taxes do not support any temporary reduction of the fuel excise. It would do nothing to reduce demand for fuel and the financial advantage would flow to big corporations, and the ultra-wealthy, as much as the least well off. The measures outlined above focus on delivering relief to those least able to weather the crisis, while supporting a transition to a more equitable, resilient and productive economy.

“A windfall tax on fossil fuel companies and transparency around their profit margins will discourage price gouging, and generate the revenue we need to provide immediate support to struggling whānau and local small and medium businesses,” says Glenn Barclay. “Other tax reform measures proposed will both generate much needed revenue, and enable us to take advantage of this moment to start to rebalance our tax system to support a more sustainable, fairer future for everyone in Aotearoa.”

Tax reform is the primary focus of TJA and Better Taxes, but increased borrowing is also a legitimate way to fund crisis response, particularly when accompanied by the recommended tax measures. Further, borrowing for immediate and medium term investment to build green energy sovereignty and resilience to future shocks is appropriate; a failure to make sufficient investments would be reckless.

MIL OSI

LiveNews: https://livenews.co.nz/2026/04/08/fossil-fuel-crisis-response-opportunity-to-rebalance-tax-system-for-fairer-more-sustainable-future/

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Education – Ground-breaking Indian migrant graduate shaping fairer AI in New Zealand

Source: Manukau Institute of Technology & Unitec

8 April 2026 – An Indian-origin researcher is gaining national recognition in New Zealand’s rapidly evolving technology sector, after graduating with a Master of Applied Technologies from Unitec in Auckland on 1 April 2026.

Manochitra Loganathan, who moved from Tamil Nadu, India in 2024, is being recognised for her pioneering research into reducing bias in artificial intelligence (AI) systems—work that is increasingly relevant as AI adoption accelerates across government, education, and industry.

Now working as a data analyst at Land Information New Zealand, Loganathan has developed a practical framework aimed at identifying and mitigating bias in AI decision-making systems, with a particular focus on improving outcomes for Māori and historically disadvantaged communities in Aotearoa New Zealand.

“AI is increasingly shaping decisions that affect people’s lives,” she says. “My goal is to ensure those systems are fair, transparent and inclusive, especially for communities that are historically underrepresented.”

From rural India to New Zealand’s innovation ecosystem

Loganathan’s journey reflects the growing contribution of migrant talent to New Zealand’s knowledge economy. Raised in Othikkadu, a rural village in Tamil Nadu with limited access to higher education, she became the first in her family to study engineering before building a 12-year career in global technology companies.

Her decision to move to New Zealand was shaped by both family and opportunity.

“My decision to come to New Zealand was strongly influenced by my husband, who previously studied here,” she explains. “He often spoke about the welcoming culture, the high quality of education, and the opportunities the country offers. When I started considering my Master’s degree, New Zealand felt like the right place—not only for academic growth but also for building a meaningful future for our family.”

For migrant communities, her story highlights the role of education as a pathway to both professional advancement and long-term settlement.

Making education accessible for working parents

Choosing Unitec was a practical and personal decision. As a working professional and mother of a young child, flexibility was critical.

“When I began this journey, my child was only three years old,” Loganathan says. “Returning to a traditional full-time study environment wasn’t realistic. What drew me to Unitec was the flexibility. It allowed me to continue learning while balancing my family and studies.”

She adds that this accessibility is vital for non-traditional learners: “For someone managing work, family, and study, Unitec truly makes education accessible.”

Her experience is likely to resonate with vocational and university audiences, particularly mature students and those balancing multiple responsibilities.

Research with real-world impact

Loganathan’s Master’s research tackled one of the most pressing challenges in modern AI: fairness.

Working with real-world datasets from Stats NZ—including census, housing, ACC, and IRD data—her work was conducted within secure environments and aligned with strict privacy protocols.

“My research examined how AI systems can unintentionally produce biased outcomes and explored fairness-aware approaches to identify and reduce those risks,” she explains. “Because these datasets represent real people, there is a responsibility to ensure the outcomes are equitable.”

She emphasises the importance of cultural context in New Zealand’s data landscape:
“Building fair AI in Aotearoa means respecting the people, cultures, and communities whose lives are represented in the data.”

Her work earned national recognition, including third place at the Falling Walls Lab Aotearoa national final hosted by the Royal Society Te Apārangi.

Professor Hamid Sharifzadeh from Unitec says Loganathan’s research exemplifies the real-world impact of postgraduate study in New Zealand. “Her achievement demonstrates how Unitec’s postgraduate research addresses real-world challenges with societal impact and shows the potential of our students’ work to resonate on the global stage,” he says.

The human side of data and technology

At the heart of Loganathan’s work is a philosophy that challenges purely technical approaches to AI.

“Data is not just numbers,” she says. “Behind every dataset are real people, real stories, and real lives.”

This perspective has shaped both her research and career path, reinforcing the need for ethical and inclusive innovation.

“I believe that technology becomes truly powerful when it is built with both intelligence and empathy.”

Professor Sharifzadeh adds that this mindset is exactly what is needed in today’s technology landscape, noting that Loganathan’s work reflects a deeper awareness of the societal responsibilities tied to data and AI.

Support, resilience, and community

Loganathan credits her success to a combination of institutional support and personal resilience. She received a Unitec scholarship for academic excellence and was supported to present her research at national and international forums.

She also highlights the importance of mentorship and cultural guidance during her studies, particularly in understanding the responsibilities tied to working with community data.

“Sometimes the hardest journeys become the most meaningful achievements,” she reflects, recalling the challenge of balancing postgraduate study with raising a young child in a new country.

Professor Sharifzadeh, who mentored Loganathan during her research, says her determination and commitment stood out throughout her studies, particularly in how she connected technical research with meaningful societal outcomes.

Contributing to New Zealand’s future

In her current role at Land Information New Zealand, Loganathan applies her expertise to national data systems that inform land management, environmental planning, and infrastructure decisions.

“What makes this role meaningful is knowing that the systems we build help support national services and contribute to informed decision-making that affects communities and the environment across Aotearoa.”

Her work underscores the value of aligning advanced technical skills with public good—an increasingly important focus for both higher education and government sectors.

Inspiring the next generation

Chosen as a keynote speaker for Unitec’s graduation ceremony at Auckland’s Aotea Centre in April 2026, Loganathan represented not just her own journey, but that of many students navigating complex pathways.

“Graduation represents years of perseverance, learning, and personal growth,” she says. “I represent the journey of many students who worked hard, overcame challenges, and believed in their dreams.”

Her advice to aspiring students—particularly those from migrant and non-traditional backgrounds—is grounded in curiosity and purpose:

“Stay curious and authentic in your journey… Be clear about the impact you want to create… and embrace the challenges along the way, as they often become the experiences that shape your growth.”

Loganathan’s story puts a spotlight on migration, vocational education, and innovation—demonstrating how inclusive learning environments, strong mentorship, and globally minded research can help shape a more equitable technological future for New Zealand and beyond.

MIL OSI

LiveNews: https://livenews.co.nz/2026/04/08/education-ground-breaking-indian-migrant-graduate-shaping-fairer-ai-in-new-zealand/

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Watch live: Christopher Luxon faces questions about Iran, fuel and polls

Source: Radio New Zealand

Prime Minister Christopher Luxon is set to face questions about Iran, fuel prices and National’s poll numbers after a meeting of the government’s top ministers.

Luxon is expected to speak about 3pm. You can watch the livestream at the top of this page.

It follows an eventful week in politics, including the latest Taxpayers’ Union/Curia poll put National slightly up but still below 30 percent.

Fuel prices have continued to surge, with no sign yet the US, Israel and Iran will stop fighting – US President Donald Trump instead threatening to take out civilian infrastructure and send the country to “hell”.

Luxon earlier on Tuesday called Trump’s comments “unhelpful”.

Also up for discussion perhaps will be Luxon’s Cabinet reshuffle, which saw an apparent demotion for a senior minister who was rumoured to have considered a leadership challenge late last year; the lifting of Easter alcohol restrictions; diplomacy with the US; and the banning of greyhound racing.

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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/2026/04/07/watch-live-christopher-luxon-faces-questions-about-iran-fuel-and-polls/

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Tatauranga umanga Māori – Statistics on Māori businesses: December 2025 quarter – Stats NZ information release

MIL OSI

LiveNews: https://livenews.co.nz/2026/04/02/tatauranga-umanga-maori-statistics-on-maori-businesses-december-2025-quarter-stats-nz-information-release/

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Much-needed relief for hospitality businesses in time for Easter

Source: New Zealand Government

A member’s bill reforming alcohol laws comes into force at midnight tonight, providing much-needed regulatory relief and clarity for the hospitality sector just in time for the Easter long weekend, says Associate Justice Minister Nicole McKee.

The Sale and Supply of Alcohol (Sales on Anzac Day Morning, Good Friday, Easter Sunday, and Christmas Day) Amendment Bill, put forward by Hon. Kieran McAnulty, received Royal Assent today.

“As the Minister responsible for the Sale and Supply of Alcohol Act, I want to provide clear guidance to hospitality businesses about what this change means in practice,” says Mrs McKee.

The Ministry of Justice has published guidance on their website for the benefit of those involved in the alcohol regulatory system. 

“Thanks to this law, and a common-sense amendment from ACT MP Cameron Luxton, bars and pubs will no longer be forced to close at midnight tonight, or wait until 12.01am on Saturday morning to open.

“This is a practical fix that removes confusion and inconsistency between alcohol laws and shop trading restrictions.

“It also removes outdated requirements at restaurants and cafes for customers to order a ‘substantial meal’, and restrictions preventing alcohol from being served more than an hour before or after eating.

“Businesses that hold an on-licence can now operate under their normal licence conditions across Good Friday and Easter Sunday, as well as Anzac Day morning and Christmas Day.

“We are aware of some businesses that have been planning to open or host events this weekend, but have had concerns raised about whether doing so would be lawful, or whether they can even promote events that are conditional on the law being passed.

“This change makes it clear: those businesses can now proceed with confidence that they can operate under their normal licence conditions, without fear of falling foul of the law.

“Regulatory agencies are aware of the changes and will apply the new law from midnight tonight.

“Any business experiencing difficulties or being advised otherwise is encouraged to contact my office directly via my email N.McKee@ministers.govt.nz which will be monitored over the weekend.”

Mrs McKee says the change provides long-overdue certainty for the sector.

“This is huge for hospitality, especially after a rough few years, and something I’ve been keen to see fixed for some time.

“In practical terms, it means treating Kiwis like adults. These days are important to many New Zealanders, but people should be free to recognise them in their own way.

“No business will be forced to open, and no one will be required to drink. This is about restoring choice.”

ACT MP Cameron Luxton was responsible for the amendment ensuring bars and pubs can continue trading past midnight.

“I put forward this amendment after realising that the opening night of Christchurch’s new Te Kaha Stadium would have been cut short by outdated alcohol laws on Anzac weekend,” says Mr Luxton.

“This change will also benefit hospitality businesses on other restricted trading days, including Good Friday and Easter Sunday this weekend.

“Taxpayers and Christchurch ratepayers have invested hundreds of millions of dollars into this stadium, in part to drive economic activity and showcase the city.

“It would have made no sense to undermine that opportunity during the opening weekend, when 10 Super Rugby teams and tens of thousands of supporters will be in town, simply because the day after opening falls on Anzac Day.”

Mrs McKee says the change will also improve public safety.

“The last thing we want is large numbers of people being pushed out onto the streets all at once at midnight. That creates unnecessary risk, particularly with large crowds and international visitors who may not understand what’s going on.

“Allowing venues to operate under their normal trading hours means people can leave gradually and safely, rather than all at once.

“This is a good example of MPs across Parliament working together to fix what matters and solve practical problems for New Zealanders. I hope to see more of this.”

Notes to editors:

  • The Ministry of Justice has published the attached fact sheet here: https://www.justice.govt.nz/about/news-and-media/news/changes-to-alcohol-sales-on-restricted-trading-days/
  • As originally drafted, Kieran McAnulty’s member’s bill would allow businesses to sell alcohol under their normal licence conditions every day of the year – but only if their principal business is selling food (i.e. restaurants and cafes). Many bars and pubs don’t fit this requirement and therefore would be forced to remain closed under separate Shop Trading Hours Act restrictions relating to alcohol. Cameron Luxton’s amendment overrides the Shop Trading Hours Act restrictions in this narrow situation.

MIL OSI

LiveNews: https://livenews.co.nz/2026/04/02/much-needed-relief-for-hospitality-businesses-in-time-for-easter/

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Speech to Sprout Summit on prioritisation in New Zealand’s science, innovation and technology system

Source: New Zealand Government

It’s a pleasure to be here at the Sprout Summit, surrounded by people who are quite literally designing the future of agrifood, ag‑tech and deep‑tech innovation in New Zealand.

The theme of this year’s summit “The Catalyst: Connecting Industry, Innovation, and Investment”, is timely. 

It speaks to the kind of system New Zealand needs to build: one where science, ideas, and capital connect seamlessly, and where innovation can move quickly from concept to commercial reality.

New Zealand is at an important economic turning point.

After several difficult years, marked by high inflation, weak productivity and declining business confidence, the economy is slowly turning a corner, notwithstanding external shocks.

Strengthening that recovery, and our ability to rebound after shocks, and lifting New Zealand’s long-term economic performance is a priority for the Government. 

That is why two of this Government’s major agendas – Going for Growth and the Science, Innovation and Technology System Reforms – are deeply intertwined; the latter being one of the five key mechanisms in the Going for Growth agenda.

Nowhere is that more obvious than in the sectors represented here today: agritech, agrifoodtech, deep tech, and biotechnology, sectors where New Zealand has natural advantages, deep expertise and global potential. 

We need smarter, more resilient technologies in energy, transport, and food production. Agritech and agrifood innovation are important components to resilience.

Opportunities in advanced technologies 

Advanced technologies are already reshaping the agrifood economy — from AI enabled automation, to climate resilient crop systems and precision fermentation.

We also see it through companies like Halter, which is demonstrating how locally developed technology can scale globally while delivering tangible productivity gains on farm. 

As you know, Halter has pioneered virtual fencing and precision livestock management through its solar-powered smart collars and software platform, enabling farmers to herd, monitor and manage cattle remotely without physical fences. 

Adoption across New Zealand’s dairy and beef sectors has been rapid, driven by clear benefits including reduced labour pressure, improved animal welfare, better pasture utilisation and increased farm system flexibility. 

Backed by significant venture capital – just last week the business attracted funding valuing it at more than $2 billion – and led by a strong, farmer-focused product vision, it has become a flagship example of agritech commercialisation. It shows how advanced technology, when deeply grounded in real farm needs, can achieve strong market traction and global growth potential.

I am pleased to have Halter founder and chief executive Craig Piggott on the PIMSITAC board, which I will speak more of shortly. 

A further example of agritech success is last year’s Prime Minister’s Science Prize awards that went to AgResearch for developing an endophyte microorganism which enhances the health and productivity of the ryegrass common on New Zealand farms.

We need more of these stories across the economy. 

Innovation is critical to resilience

Our ability to turn research into innovation, and innovation into growth is going to be critical to economic resilience and building our future success.

In Denmark – a country like New Zealand of around five million people – recent pharmaceutical breakthroughs have delivered a modern economic miracle – creating a tidal wave of growth, employment, and opportunity.

When I came into this role, one thing was immediately clear: New Zealand produces excellent science, but our system does not consistently turn those ideas into commercial success.

The Science Advisory Group report identified this as one of many problems to fix, including too much competition, too little competition, underutilisation, poor collaboration, poor connection with industry, poor alignment with government priorities, complex disconnected funding panels, and poor commercialisation. Apart from that, everything was fine! 

Too many promising ventures stall at the research and proof of concept stages and cannot develop to a stage in which they can access venture capital. 

They can also lack the capability support and capital they need to scale.

Too much intellectual property is left on the shelf, including IP disclosures that become effectively dormant.

Comparing public science funding with Australia suggests we do well at the discovery phase but do not push on into spinouts and start-ups, as well as they do. 

Changes to science system

Part of this is in our hands, where capital flows in our economy have been misaligned for years. Not enough investment has been targeted at the creation of new technologies, new products, and new companies.

That is why the Government is undertaking the most significant modernisation of the science, innovation and technology system in more than three decades.

Our goal is simple: A science system that produces world‑class research and turns it into world‑class companies.

Key reforms in the past year alone show the huge amount of work that’s been done in just one year holding the portfolio, including:

  • A shift to a strategy‑driven funding system that aligns public investment with national research priorities
  • A new national intellectual property framework to strengthen incentives and pathways for researchers to commercialise breakthrough ideas.
  • Consolidation of the seven CRIs into three Public Research Organisations, including the Bioeconomy PRO, which will be pivotal for agrifood and agritech innovation.
  • Creation of PMSITAC as the national strategic science council.
  • Creation of Research Funding New Zealand, aligning investment with national priorities and economic opportunity.
  • Establishment of the New Zealand Institute for Advanced Technology, backed by $231 million, with a statutory mandate to commercialise frontier technologies such as quantum, AI and synthetic biology.

Our science reforms must be matched with strong support for businesses at every stage of the commercialisation pipeline.

At the early stage, our revamped science system will ensure public R&D investment is maximised.

At the scaling stage, tools like Elevate, the R&D Tax Incentive, InvestNZ and NZTE are helping firms grow globally.

In the middle, the critical point between proof of concept and investability, we see great opportunity for improvement.

This is where capability support such as incubators, accelerators, commercialisation coaches; and early capital such as PreSeed‑ Accelerator Fund, Technology Incubators, Aspire; must be aligned. 

We are now working to ensure a joined‑up, coherent pathway so founders can get the right support at the right time.

Role of PMSITAC 

Last year in his state of the nation speech, the Prime Minister also announced the establishment of the Science, Innovation and Technology Advisory Council (PMSITAC) to set research priorities and ensure funding is targeted for maximum impact. I chair that council and acknowledge deputy chair and chief science advisor John Roche from MPI who is also in the room.

Earlier this year, the Prime Minister asked the Council to be bold; to tell the Government how to build a system that is focused, effective and equipped for the future. 

He said that the prize – if we can get it right – could be game-changing for New Zealand.

The council’s role was not simply to diagnose long-standing issues, but to chart a path forward. 

The Council has done just that and delivered recommendations which the Government is backing.

Today, I am pleased to announce the release of the Prime Minister’s Science, Innovation and Technology Advisory Council (PMSITAC) Report on Prioritisation in New Zealand’s Science, Innovation and Technology System.

It sets out how we will refocus science investment into areas that will make the biggest difference for New Zealand. 

This report focuses on science funding in the portfolio and not the almost equal amount of science funding in other portfolios including MPI, DoC, TEC, Centres of Research Excellence, and TREF – previously PBRF. Those funds are outside this report.

This report focuses on science funding in the SIT portfolio, and not the almost equal amount of science funding elsewhere, including MPI, DoC, Callaghan, TEC and MoE funded centres of research excellence, and TREF previously known as PBRF, the $315 million a year which funds university research. Those funds are outside this report. 

The key elements of the report are:

  1. Four priority pillars
  2. Investigator-mission led reweighting
  3. Rebalancing agriculture and environmental investment with advanced technology
  4. A simplified strategic and funding pathway with reduced bureaucracy.

1 – Priority pillars 

The Council’s report signals four areas, or pillars, where Government’s science investment can make the biggest difference for New Zealand. 

These are:

  • Primary Industries and Bioeconomy
  • Technology for Prosperity
  • Environmental Sustainability and Resilience
  • Healthy People and a Thriving Society

These four pillars reflect where New Zealand has existing strengths and capability, but also where there is opportunity for us to do more. The SAG report consistently focused on science prioritisation that we are or should be good at.

For investors, the PMSITAC report is a strong signal of long-term‑ policy alignment.

The Council’s advice is clear:

New Zealand under invests in advanced technology research, and is overweighted in agricultural and environmental research, compared to similar economies, including taking into account the primacy of our agricultural sector.

Some of this reflects how our system and economy has evolved. 

However, if we want science and innovation to more strongly drive economic performance, wellbeing and national resilience, we need a different balance of investment.

At the heart of the report is a new Technology for Prosperity pillar, which will crosscut across all science endeavours.

It is not designed to grow a single sector, but to build national capability. 

Investments in areas such as quantum technologies, AI modelling, next generation sensing and engineered biological systems, will enable innovation across all four pillars, including agrifood and agritech.

2 – Investigator/mission-led reweighting 

The Council recommends adjusting the funding balance within these pillars to be 60 per cent mission-led (aligned to national priorities and outcomes) and 40 per cent investigator-led (competitively funded, curiosity-driven research).

This replaces the current approximate 45 per cent mission-led and 55 per cent investigator-led balance, and positions New Zealand alongside other leading small, advanced economies who are similarly positioning towards more mission-led science.

3 – Rebalancing agriculture and environmental investment with advanced technology

The Council recommends that we increase investment in advanced technology through a gradual reallocation of some of the agriculture and environmental research funding. 

Cross cutting will clearly position some of this funding back into those areas, just from a different pillar and with an emerging technology lens. For example, through something like AI-driven robotic harvesting technology. 

This does not mean starting again or discarding what we do well.  Rather, it is to build on our existing strengths and direct more investment toward areas where New Zealand has a genuine comparative advantage, where we need research that addresses the unique needs and challenges of New Zealanders, and where emerging technologies are shaping future opportunities.

In short, redirect resources for an outsized impact.

Will humanities and social sciences still be supported? 

Yes. It is a whole pillar in itself; one of the four.

Is matauranga still supported?

Yes. The $42 million biodiversity platform is evidence of that. 

Will investigator-led, foundational research still be supported?

Yes. Up to 40 per cent of research funding would still fit into this category. 

4 – Simplified science funding with less bureaucracy

The fourth key to the report is simplified science funding with less bureaucracy. The PMSITAC Priorities Report provides a clear path forward. It will inform the development of the Science Investment Plan or SIP, which will set New Zealand’s long‑term research priorities and align public investment with national missions. This plan will be released later this year.

The upcoming Science Investment Plan is the response to this report and will direct Research Funding New Zealand – RFNZ – as the one-stop-shop that operationalises the the PMSATIC strategy. This will be done through Pillar Investment Plans – PIPS.

The simplified system then has:

  • PMSITAC, sets out national priorities
  • SIP, to detail the strategy
  • RFNZ, to operationalise the national strategy
  • PIP, to operationalise pillar strategies.

I know that is a few new acronyms, but this aligns with simplified science funding structures in other small, advanced economies. That is less bureaucracy and more funding for researchers. 

This more aligned approach will help ensure New Zealand’s deep‑tech, agrifood and advanced‑technology sectors are positioned to take full advantage of future opportunities, here and globally.

Shifting investment priorities

This transition must be supported by the foundations of the system — our workforce, our research infrastructure, our commercialisation pathways, and our global partnerships.

It strengthens the fundamentals of New Zealand’s agrifoodtech opportunity by shifting investment toward the data, biology, engineering and automation layers that form the foundation of globally scalable agritech companies.

This moves public investment toward platform technologies, for example AI, genomics, sensors, synthetic biology and digital twins, that can generate intellectual property and global revenue. 

For the investment community, this alignment reduces policy risk and increases confidence that New Zealand will continue to produce agri-tech companies at scale capable of competing in large international markets.

The changes also aim to improve the efficiency of the innovation-to-commercialisation pipeline. A more mission-led system, clearer national priorities and simplified funding architecture mean fewer fragmented projects and more concentrated effort behind technologies with real market pull. 

These proposals improve the risk–return profile of agri-tech investment. Stronger upstream public investment lowers technical and regulatory risk, clearer priorities support better capital allocation, and a growing advanced-technology talent base strengthens the founder pipeline. 

This aims to translate into higher-quality deal flow, faster time to scale, and increased potential for international partnerships, follow-on capital and exits. 

Shifting our funding in this way will mean we see more of the benefits that investments in advanced technology is already delivering – boosting farm productivity, reducing environmental impacts, and enabling smarter, data-driven decisions that improve health, resilience and sustainability across New Zealand.

In a tight fiscal environment, public investment must be targeted, efficient and evidence-based‑. Every dollar must do real work.

Funding needs confidence

This report describes reprioritisation and not a reduction in science funding. 

We all agree that more funding is important if we are to retain research capability and deliver on the potential New Zealand has. That funding needs to come from both private and public sources.

As you all know, funding for any venture requires a business case. 

In a sense, the science and research reforms we are undertaking is part of a developing “business case” that the Government needs, to give it the confidence to consider putting more funding into the sector. 

It’s a highly competitive process getting the attention and time of politicians that is needed for consideration of any new money. The case has to be strong.

We all need to prove that we are fixing the basics – by establishing these new entities, having them running smoothly, making sensible and informed decisions that support the national interest and the priorities laid out. 

The Government is committed to building a prosperous future.

We can make policy and create interventions, but it will also require evidence, to build confidence that the sector is contributing and worth investing more in.

Evidence that is easy to digest, links to national benefit and demonstrates that it is delivering real results and returns.

Close 

In closing, I want to thank the Council for their expertise and contribution. Their advice is helping ensure New Zealand’s science and innovation investments deliver enduring value for the country.

To everyone here today, founders, CEOs, researchers, farmers, investors — thank you for the ambition, creativity and drive you bring to this sector. You are building the future of New Zealand’s bioeconomy and delivering solutions the world needs.

Alongside you, I have built the second largest biotechnology Institute in the world and a focused, simplified funding mechanism to advance those goals. 

With a modernised, prioritised science and innovation system, aligned investment signals, and a growing advanced technology capability base, I am confident that New Zealand can remain a global leader in agrifood and agritech-‑innovation.

MIL OSI

LiveNews: https://livenews.co.nz/2026/04/01/speech-to-sprout-summit-on-prioritisation-in-new-zealands-science-innovation-and-technology-system/

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Ingdan, Inc. Announces 2025 Annual Results

Source: Media Outreach

Ingdan Posts Landmark Full-Year Results with 50.1% Revenue Growth, Backed by Robust AI Chip Demand and Expanding Proprietary Product Portfolio

Highlights of the Annual Results for the Year Ended December 31, 2025:

  • Robust Revenue Growth: Group revenue surged by 50.1% year-on-year to RMB15,206.7 million, driven by heightened demand for AI computing power and a strategic expansion into high-growth AI application markets.
  • Strong Profitability: Gross profit increased by 24.1% to RMB1,104.2 million. Net profit was approximately RMB310.2 million, up 13.4%; profit attributable to equity shareholders of the Company grew by a robust 13.1% to RMB214.8 million, demonstrating effective monetization of its platform and operational efficiency.
  • Building on the substantial investments made in large-scale AI computing power and proprietary products in 2025, the Company is confident that its revenue growth trajectory will accelerate in 2026.

HONG KONG SAR – Media OutReach Newswire – 1 April 2026 – Ingdan, Inc. (“Ingdan” or the “Company,” Stock Code: 400.HK; together with its subsidiaries, the “Group”), an innovative technology services platform group, today announced its audited consolidated results for the year ended December 31, 2025 (“2025” or “the Year”). The results reflect a landmark year of performance, further cementing the Company’s position at the core of the AI industry value chain. The Group serves as an ecosystem services platform anchored in AI chips, with a strategic focus on AI computing power centers and AI smart terminals. The Company is dedicated to building an AI industry connector with broad industrial linkages. Its core positioning is to bridge upstream AI chip technology with the needs of downstream innovation enterprises. The Group has established deep partnerships with world-leading chip manufacturers including NVIDIA, Xilinx, Intel, AMD, and SanDisk. Leveraging chip distribution as its gateway, the Group provides customers with an integrated, full-chain service covering technology solutions, supply chain services, technical training, and after-sales operation and maintenance — connecting the ecosystem service chain from chip supply to end-application deployment, and empowering the industrialization of AI technology.

2025 Full Year Financial Highlights

Benefiting from continued robust AI computing power demand and a significant uptick in chip requirements across AI technology-related industries, the Group’s revenue for the year reached approximately RMB15,206.7 million, comprising 62.6% from technology solutions, 37.0% from distribution business, and 0.4% from proprietary products — representing a year-on-year increase of approximately 50.1% from RMB10,129.1 million in 2024. The Group’s gross profit was approximately RMB1,104.2 million, up 24.1% year-on-year. Operating profit was approximately RMB532.4 million, up 24.4% year-on-year. Net profit after tax was approximately RMB310.2 million, up 13.4% year-on-year. Profit attributable to equity shareholders of the Company was approximately RMB214.8 million, up 13.1% year-on-year.

As at December 31, 2025, the Group’s cash and bank balances (including pledged deposits) amounted to RMB1,264.3 million, bank loans stood at RMB2,628.0 million. The total number of issued ordinary shares was 1,644,262,732 shares, with basic weighted average shares of 1,582,928,000 shares.

Deepening AI Computing Power Supply Chain: Comtech Continuously Empowering Industry Innovation

In the current strategic growth phase of the global semiconductor industry, the synergistic evolution of AI, cloud computing, and IoT technologies — combined with breakthroughs in humanoid robotics — is driving exponential growth in global computing power demand. This trend is not only spurring iterative demand for high-performance computing chips such as GPUs and ASICs, but also accelerating technological upgrades across the entire industry chain, including high-speed storage chips and intelligent networking equipment.

Against this backdrop, the Group’s core business unit, Comtech (“Comtech”) — a technology services platform for the chip industry — serves as a core supplier in the AI computing power supply chain, and is deeply engaged in the development of global computing power networks, with its service coverage spanning data centers, AI servers, AI switches, optical modules, and a wide range of AI application sectors. Comtech collaborates closely with leading global chip manufacturers, acting as an authorized distributor for over 80 core suppliers, including NVIDIA, Xilinx, Intel, AMD, and SanDisk, and many leading domestic chipmakers.

Leveraging years of deep market expertise, Comtech has accumulated extensive technical experience and industrial resources, enabling it to provide chip application solutions and supply chain management services to tens of thousands of downstream clients. Utilizing proprietary AI technologies, large language models (LLMs), and specialized knowledge bases, Comtech delivers intelligent and automated solutions in chip selection, hardware design, software development, and system integration, significantly enhancing product performance and reliability.

Comtech’s proprietary product line is entering a new era of AI acceleration. The Company holds multiple proprietary intellectual property rights in AI chip applications and intelligent supply chain, including an intelligent algorithm library, industry-specific large language models, an intelligent hardware design platform, an adaptive system architecture, and a broad portfolio of innovative technology patents. Its subsidiary, Kepler Lab, has successfully developed SOM-level proprietary products based on core chips including NVIDIA Jetson and Xilinx FPGA. Benchmarked against international advanced standards, these domestically developed AI edge computing products have achieved mass shipments to customers including customs authorities and banks, and are being actively expanded into emerging sectors such as robotics, medical devices, and autonomous driving. With high gross margins and a customer base that naturally overlaps with the Company’s traditional distribution business, this proprietary product line is poised to establish a second growth curve — marking the Company’s strategic transformation from a supply chain service provider to a technology value-added service provider, and opening compelling new possibilities for the Group’s long-term value creation.

As at December 31, 2025, Comtech’s adjusted distribution cost (“ADC”) inventory amounted to approximately RMB772.0 million. For the year ended December 31, 2025, ADC inventory turnover for Comtech was approximately 21 days.

Ingdan Technology Accelerates Strategic Positioning: AI Servers and Talent Development Advancing in Tandem

AI Computing Center Business: Precisely Capturing Domestic Computing Power Demand

In view of accelerating global AI technological advancement and sustained growth in domestic computing power demand, universities, medical schools, and research institutions have an increasingly urgent need for self-controllable, high-performance AI computing power. The Group’s intelligent computing power technology and services platform Ingdan Technology (“Ingdan Technology”), is capitalizing on the import-substitution opportunity by strategically deploying its AI server business and making large-scale investments in AIDC (AI Data Center) computing power center operations and proprietary product development.

Through deep collaboration with Huawei and leveraging the Ascend 910 chip, Ingdan Technology has launched the DeepSeek all-in-one workstation to precisely address the core computing power needs of scientific researchers. The DeepSeek all-in-one workstation features stable computing performance, robust data security, and full technological autonomy — achieving a distinctive competitive advantage through the combination of leading manufacturer endorsement and customized services.

Ingdan Academy: Talent Development Surges More Than Fourfold, Supporting National Semiconductor Strategy

Leveraging the Group’s extensive resources and technological expertise in the chip industry, Ingdan Academy introduces world-leading chip application technologies and is dedicated to developing talent in chip application and AI. To date, Ingdan Academy has cumulatively trained over 9,000 chip application engineers — surpassing the previous milestone of 2,000 by more than fourfold — serving over 1,200 enterprises and supplying a large number of high-quality professionals to the chip and AI industries. Through continuous talent training and technical support, Ingdan Academy is working to help Shenzhen become a global center for chip application and AI, contributing to the development of the nation’s semiconductor industry.

Chief Executive Officer’s Outlook

Mr. Jeffrey Kang, Chairmanand CEO of Ingdan, Inc., commented: “2025 has been a year of profound milestone significance in the Company’s development journey. Building on the substantial investments made in large-scale AI computing power and proprietary products throughout 2025, we are confident that our revenue growth trajectory will accelerate in 2026.The astonishing growth in AI computing power demand has fully validated the Group’s forward-looking strategic positioning across the AI chip application value chain.Looking ahead, we anticipate significant performance improvement driven by robust and sustained growth in demand for AI chips, GPUs, and storage networking chips. Supported by a robust bank financing framework, we expect sales to major customers to grow substantially — injecting powerful momentum into the Group’s exceptional performance growth in 2026 and laying a solid foundation.

We are full of confidence in the Group’s future development, and we extend our sincere gratitude to every shareholder, customer, and business partner for their continued trust and support.”

Cautionary Statement

The information contained herein has not been independently verified. No representation, warranty or undertaking, express or implied, is made as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or the opinions contained herein by the Company or any of its affiliates, advisers or representatives. The information contained herein should be considered in the context of the circumstances prevailing at the time and is subject to change without notice. The Company does not undertake to update the information contained herein to reflect events or circumstances occurring after the date hereof.

This document is not intended to provide, and you should not rely upon it for, a complete or comprehensive analysis of the Company’s financial or operating condition or prospects. Neither the Company nor any of its affiliates, advisers or representatives shall have any liability whatsoever (in negligence or otherwise) for any loss howsoever arising from any use of this document or its contents or otherwise arising in connection therewith.

This document may contain forward-looking statements that reflect the Company’s current intentions, beliefs and expectations regarding future events as of the dates indicated herein. Such forward-looking statements are not guarantees of future performance and are based on numerous assumptions regarding the Company’s present and future business strategies and the environment in which the Company will operate in the future, and are subject to significant risks and uncertainties. In light of these risks, uncertainties and assumptions, actual results may differ materially from those expressed or implied by such forward-looking statements. The Company and its affiliates, advisers and representatives undertake no obligation and make no commitment to update any forward-looking statements to reflect events or circumstances occurring after the relevant date.

https://ingdangroup.com/

Hashtag: #Comtech #Ingdan #AI #IC #Chips #humanoid #Intel #AMD #Sandisk #NVIDIA #Tech #RevenueGrowth #TechGrowth #AIInvestment #ProprietaryProducts #KeplerLab #Comtech #IngdanTechnology #IngdanAcademy #AIAcceleration #TechTransformation

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/2026/04/01/ingdan-inc-announces-2025-annual-results/

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Linklogis Releases 2025 Annual Results: Total Volume of Processed Supply Chain Assets Exceeds RMB500 Billion, Unveiling the “SC+ Platform”

Source: Media Outreach

SHENZHEN, CHINA – Media OutReach Newswire – 31 March 2026 – On March 31, 2026, Linklogis Inc. (09959.HK, “Linklogis”) released its 2025 annual results. During the year, the total revenue and income amounted to RMB983 million. Revenue and income in the second half of the year increased significantly by 62% compared with the first half of the year, reaching RMB608 million. In 2025, the total volume of supply chain assets processed by its technology solutions reached RMB508.1 billion, representing a 27% year-on-year increase, while the number of anchor enterprises served increased to 3,145. As of the end of 2025, Linklogis had cumulatively served more than 430,000 SMEs with efficient and convenient digital inclusive fintech services. The company maintained a solid financial position, with cash reserves reaching RMB4.9 billion, while liquidity remained ample.

In addition, Linklogis has always placed shareholder interests at the core of its corporate governance, rewarding investors’ trust through sustained and tangible actions. In August 2025, the Board approved a new share repurchase program of no less than US$80 million to be implemented over a one-year period. Under this repurchase program, the company has cumulatively repurchased shares totaling HK$365 million (approximately US$47 million), demonstrating its confidence in its long-term value through concrete actions.

Focusing on Core Business, Accelerating Business Structure Optimization

In 2025, Linklogis remained focused on its core business and accelerated the optimization of its business structure. The total volume of supply chain assets processed by its technology solutions reached RMB508.1 billion, up 27% year-on-year. With a market share of 22%, the company ranked first in the industry for the sixth consecutive year. The number of anchor enterprises served increased to 3,145, including 54 of China’s Top 100 enterprises and 151 of China’s Top 500 enterprises, while the number of financial institution partners reached 428, further improving the efficiency of industry-finance collaboration.

Linklogis’ supply chain finance technology solutions include Anchor Cloud, which consists of Multi-tier Transfer Cloud, AMS Cloud and Treasury Cloud, as well as FI Cloud, which consists of ABS Cloud and eChain Cloud. In 2025, the total volume of supply chain assets processed by Anchor Cloud reached RMB369.6 billion, representing a year-on-year increase of 31%. The total volume of supply chain assets processed by Multi-tier Transfer Cloud reached RMB304.2 billion, surging 47% year-on-year, with its contribution to the group’s total asset volume rising from 52% in 2024 to 60% in 2025. The total volume of supply chain assets processed by AMS Cloud, however, was RMB65.4 billion, down 13% year-on-year due to the continued decline in issuance volume in the supply chain asset securitization market.

The total volume of supply chain assets processed by FI Cloud reached RMB128.9 billion, up 20% year-on-year. Both ABS Cloud and eChain Cloud recorded solid double-digit growth in transaction volume, contributing to a 25% year-on-year increase in FI Cloud revenue. In the ABS Cloud segment, the total volume of supply chain assets processed reached RMB69.1 billion, rising 28% year-on-year. In the eChain Cloud segment, the total volume of supply chain assets processed reached RMB59.7 billion, increasing 13% year-on-year.

Linklogis focused on six key industries, including infrastructure and construction, new energy and advanced manufacturing, and worked with its subsidiary Bytter Technology to deepen targeted cross-selling, achieving breakthroughs in high-quality customer acquisition. Leveraging its one-stop comprehensive industrial-finance solutions and innovative scenario-based applications, Linklogis worked with a number of central and state-owned enterprises and leading private enterprises, including Shougang Group, China Coal Mine Construction Group Corporation and JA Solar Technology, to launch integrated industrial-finance platform projects. At the same time, it provided targeted support to 17 high-quality enterprises, including Shanghai Construction Group, Yunnan Construction and Investment Holding Group and Luzhou Laojiao, covering scenarios such as order financing, bill collateral, and supply chain bill transfer, supporting coordinated growth in both scale and value creation.

Building the “Second Growth Curve”, Unlocking Global Trade Finance Potential

2025 marked a pivotal year for Linklogis’ international business as the company embarked on a new chapter and accelerated the development of its “second growth curve.” During the year, Linklogis officially launched a comprehensive rebranding of its international business, introducing “Unloq” as its new identity for the global market, reflecting its vision of unlocking the potential and efficiency of global trade finance. Guided by a core strategy centered on cross-border trade corridors, scenario-based finance and technology-driven risk management, Unloq is committed to building a globally connected digital supply chain finance platform with strong local execution capabilities.

In line with its core strategy, the company has leveraged its cloud-native technology to launch the innovative “SC+ Platform”, designed to connect global real-world trade with digital finance. The “SC+” signifies its core function of connecting smart contracts with compliant digital payment instruments, forming a technology-enabled solution for global trade finance. The platform is dedicated to building the next-generation digital infrastructure for global trade finance and addressing systemic challenges in cross-border trade, including credit verification, fund turnover, and clearing and settlement efficiency. Through the platform, funders can utilize various compliant payment methods to purchase trade receivables.

To date, Unloq has completed the deployment of the core architecture of the SC+ Platform. Working with multiple commercial partners, Unloq has advanced the rollout of innovative applications leveraging compliant digital payment methods. In 2025, Linklogis successfully secured the bid for a Web3.0-based supply chain finance platform project for a leading central state-owned enterprise, marking a new milestone in its technological capabilities and industry recognition in the field of digital trade infrastructure.

In its international business, Unloq accelerated the expansion of cross-border trade services. In addition to traditional B2B goods trade, cross-border e-commerce and online travel agencies, it also expanded into cross-border logistics, bringing the total number of platform customers to 1,550, representing a net year-on-year increase of 451. With the deeper penetration of the SC+ Platform in cross-border trade finance, the continued expansion of its global localized service network, and the accelerated integration of solutions supporting Chinese enterprises’ overseas expansion, Linklogis’ cross-border and international business is expected to enter a phase of exponential growth in both asset volume and revenue in 2026, embarking on a new chapter of high-quality and sustainable development.

Advancing the “AI-powered Industrial Finance” Strategy: From Internal Empowerment to Industry Value Co-Creation

Linklogis remains committed to its “AI-powered Industrial Finance” strategy and continues to promote the deep integration of AI with supply chain finance across the entire value chain. Built on years of technological expertise and scenario-based refinement, its AI capabilities have evolved from internal productivity tools into a sophisticated intelligence engine that empowers the entire industrial ecosystem. By deeply integrating leading domestic large language models with its proprietary supply chain finance scenario knowledge graph and multimodal business elements, the company has systematically advanced the ongoing iteration and capability enhancement of its self-developed vertical model, LDP-GPT. Building on this foundation, Linklogis has developed the “BeeLink AI Agent” product matrix, covering more than ten core scenarios including intelligent trade document checking, intelligent PBOC registration, intelligent KYC, and intelligent risk management.

In 2025, BeeLink AI Agent continued to deliver breakthroughs in market penetration and commercialization. The number of customers served rose to 42, including domestic and overseas financial institutions and industry leaders such as Standard Chartered Bank, Bank of Hangzhou, and China Electrical Equipment Finance. Processing efficiency improved by 20 times, while accuracy in key processes reached 99%. As AI continues to evolve toward an agent-based paradigm, Linklogis will take “AI Agent+” as a strategic lever to comprehensively upgrade BeeLink AI Agent from functional tools to intelligent collaboration. It will prioritize breakthroughs in advanced capabilities such as cross-system task coordination, natural-language interactive decision-making, and adaptive workflow optimization, enabling customers to move from point intelligence to enterprise-wide intelligence, and from business insights to intelligent decision-making, thereby delivering end-to-end value across the entire value chain.

Linklogis actively responded to China’s “dual carbon” strategy and high-quality development agenda by embedding ESG principles into product innovation and the entire service lifecycle, leveraging technology to advance green finance, inclusive finance, and sustainable development. In 2025, the volume of sustainable supply chain assets served by the company exceeded RMB66.8 billion, representing a year-on-year increase of 80%, with its share of total serviced assets rising from 9% in 2024 to 13% in 2025. During the year, SMEs that obtained financing through Linklogis Supply Chain Multi-tier AR Transfer Platform benefited from an average financing cost of only 2.85%. The company continued to deepen its presence in four key sectors—renewable energy, rural revitalization, environmental protection, and public health—while further expanding into sustainable sectors such as the new energy vehicle supply chain, green buildings, and the circular economy. Through these initiatives, it directed financial resources more precisely to key segments that generate both green and low-carbon benefits and strong social impact, gradually building a broader and more influential sustainable development ecosystem that integrates industry and finance.

Expanding Full-scenario Deployment, Enhancing the Smart Industrial Finance Treasury Product Matrix

Through the acquisition of Bytter Technology, Linklogis made a strategic entry into the corporate treasury management sector. By synergizing management teams and business operations, the company successfully established the Treasury Cloud product line, providing diverse customers with end-to-end treasury management services covering settlement operations, cash planning, financing management, risk monitoring, and intelligent decision-making. As a key component of Linklogis’ “Smart Industrial Finance Treasury” strategy, Treasury Cloud is anchored by a dual-engine approach powered by AI and data, and has established a comprehensive product matrix, including the F1 treasury management system and T6 cash management system for anchor enterprises, the bank treasury system for financial institutions, and the Yingzilian SaaS platform for SMEs.

Since September 11, 2025, Bytter Technology has been consolidated into the group’s financial statements. The integration of the Treasury Cloud business has been fully completed. Linklogis will continue to deepen resources integration and business collaboration between Treasury Cloud and the group’s other supply chain finance technology businesses in areas such as product R&D, channel expansion and customer service. The company will accelerate the development of an integrated, intelligent and scalable Smart Industrial Finance Treasury platform, providing customers with one-stop digital solutions covering treasury management and industrial-finance collaboration.

Charles Song, founder, Chairman and CEO of Linklogis, said: “The year 2026 marks the tenth anniversary of Linklogis. As we stand at the threshold of a new decade, we will remain firmly committed to a core strategy of being technology-driven and globally connected, while steadfastly advancing our dual-engine approach of deepening domestic industrial finance and expanding global digital trade. We will seize opportunities amid transformation and strengthen our competitive advantages through innovation. In the domestic market, we will continue to advance the “AI-powered Industrial Finance” strategy. Anchored by the comprehensive upgrade of BeeLink AI Agent, we will accelerate AI’s evolution from scenario-based enablement to ecosystem-level collaboration. At the same time, leveraging our full-stack capabilities in Smart Industrial Finance Treasury solutions, we will continue to refine our integrated one-stop solutions, consolidate our market leadership, and ensure the steady growth of our core business. In international markets, we will accelerate the expansion of global cross-border digital trade networks through Unloq and roll out the SC+ Platform along key global trade corridors. We aim to become a key builder and connector in the ongoing digital and intelligent transformation of global trade finance. The future is already unfolding. Only the adaptable can prevail, and only the persistent can go the distance. With technology as our oar and industry as our vessel, Linklogis will continue to join forces with our partners, embarking together on the magnificent journey toward a digital and intelligent future for global industrial finance.”

Hashtag: #Linklogis

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/2026/04/01/linklogis-releases-2025-annual-results-total-volume-of-processed-supply-chain-assets-exceeds-rmb500-billion-unveiling-the-sc-platform/

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Meitu 2025 Annual Results: Adjusted Net Profit Surges 64.7% YoY to a Record RMB 965 Million, Driven by AI Transformation

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 28 March 2026 – In 2025, Meitu, Inc. (Meitu) adhered to its “Productivity and Globalisation” strategy, with total revenues from continuing operations surging 28.8% YoY to RMB 3.86 billion. The company’s core business – Photo, Video and Design Products – generated RMB 2.95 billion in revenue, a robust 41.6% YoY increase, accounting for 76.6% of total revenues. Non-IFRS Adjusted Net Profit – a key indicator of core operational performance – soared 64.7% YoY to RMB 965 million. The revenue and profit growth were primarily driven by the rapid adoption of AI Agents integrated into its product portfolio, leading to a significant surge in global paying subscribers.

As of December 31, 2025, total paying subscribers reached an all-time high of 16.91 million, a substantial 34.1% YoY increase, with a subscription rate of 6.1%, up 1.4 percentage points from 2024.

AI Agent-Integrated Products Gain Explosive Popularity, Driving Strong Penetration and Monetization Growth

Following the July launch of RoboNeo (Meitu’s flagship AI visual design agent), Meitu integrated AI Agent capabilities across most of its product portfolio to enhance workflow automation and user experience.

As such, Meitu’s productivity tools segment achieved an all-time high 9% subscription rate, up 3.1 percentage points YoY. Paying subscribers of this segment grew to 2.16 million, representing a significant 67.4% YoY growth, with international paying subscribers more than doubling.

The segment comprises three core tools: DesignKit specializing in AI workflows for e-commerce design,Kaipai and Vmake specializing in AI workflows for video production.

Backed by AI Agent empowerment, in 2025, DesignKit established strategic partnerships with leading global e-commerce platforms including Alibaba, JD.com, and Amazon. Kaipai focuses on verticals including healthcare, education, beauty, insurance, and real estate, empowering industry users to create professional talking videos. In 2025, Kaipai’s MAU nearly doubled, and paying subscribers tripled. Vmake targets fitness and wellness markets, achieving rapid MAU growth in the U.S., with Annual Recurring Revenue (ARR) reaching approximately USD 3 million.

Meitu’s leisure product segment including the Meitu app, BeautyCam and Wink maintained robust user engagement. The paying subscribers for the leisure segment grew 30.3% YoY to 14.75 million, driving the segment’s subscription rate to a solid 5.9%.

Globalisation Milestones: Expanding Footprint in High-ARPU Regions

Meitu’s Globalisation strategy achieved significant progress, with MAU in markets outside Mainland China surpassing the 100 million milestone, a 6.3% YoY increase. International paying subscriber growth accelerated in the second half of 2025, with the majority of new additions coming from high-ARPU regions including Europe, the Americas and East Asia, enhancing the sustainability of international monetization.

AI Technology Advancement & Industry Recognition

Following the training of its self-developed large vision model’s foundational capabilities in 2024, the company has since shifted its R&D priorities towards vertical-specific model training and application-level optimization to better address targeted user needs, consistent with its model-agnostic strategy. In 2025, the company’s total R&D expenses grew moderately by 3.8% YoY.

Meanwhile, on Andreessen Horowitz (a16z)’s “Global Top 50 Gen AI Mobile Apps” list, Meitu ranked first in the photo, video and design category by the number of featured products, with four apps selected. This external recognition reinforces Meitu’s position as a leading global AI application company in imaging, video and design.

Fueled by sustained R&D investment, Meitu is systematically deploying AI Agents into scalable productivity workflows. Going forward,Meitu will continue expanding diverse imaging skills to empower global developers and users with professional-grade AI creation experiences.

Hashtag: #Meitu

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

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

LiveNews: https://livenews.co.nz/2026/03/28/meitu-2025-annual-results-adjusted-net-profit-surges-64-7-yoy-to-a-record-rmb-965-million-driven-by-ai-transformation/

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Speech to Project Auckland

Source: New Zealand Government

Check against delivery

Kia ora, and thank you so much for inviting me here today. It is great to be with you all.

Can I start by thanking Fran O’Sullivan for her hard work in organising and supporting this annual event, and also NZME and the NZ Herald for sponsoring the event as always.

I would also like to acknowledge our Deputy Mayor Desley Simpson, Councillor Richard Hills, and Councillor Andy Baker.

I also wish to acknowledge the opposition spokesperson for Auckland and Shanan Halbert. Lovely to see you here today.

And I want to acknowledge everyone in this room for the role you play in leading our great city. We are proud to be Aucklanders. We are proud of all this city has to offer, and we are all committed to making it a better place. That shared commitment mirrors our Government’s focus on fixing the basics and building the future of Auckland.

Conflict in Iran

Before I speak about the Government’s priorities, I want to acknowledge the global context we are all operating in. Everything has changed in the past four weeks with the conflict in Iran.

The Strait of Hormuz, the narrow stretch of water between Iran and Oman, carries around 20 percent of the world’s daily oil supply, and the conflict in Iran is leading to significant disruption in global oil markets. Kiwis are feeling that right now at the pump.

Our Government is responding quickly and decisively with two key priorities. First, ensuring New Zealand has continued access to fuel supplies. Second, providing targeted support to those who need it most.

As Finance Minister Nicola Willis has confirmed, we continue to have a stable fuel supply, with combined jet, petrol and diesel stocks equating to around 48.6 days of cover nationwide, meaning there is no need for immediate concern. But we are taking every action we can to shore up our position.

We have aligned our fuel standards with Australia to ensure we have access to more markets to purchase fuel products from. We are working with Australia and other nations to secure the supplies we need. And the Minister of Finance has today announced our Fuel Response Plan, which sets out clearly how we will act if we begin to face disruption in our supply chains.

There are four phases to this plan, of which we have already announced phases one and two in detail. For phases three and four, we will consult closely with industry and sector groups, as these phases would require additional restrictions. As the Minister of Finance has made clear, though, success means not having to move to phases three or four. Our focus remains on our priority: ensuring a secure fuel supply for New Zealanders.

Alongside this, we have announced targeted support for working families. We cannot control global oil markets or international conflicts, but we can soften the impact on working families who cannot easily avoid higher fuel costs. From 7 April, around 143,000 working families with children will receive an extra fifty dollars a week through a boost to the in-work tax credit. That targeted increase will be temporary, lasting for one year or until the price of 91 octane petrol drops below three dollars a litre for four consecutive weeks.

That is what responsible, temporary and targeted relief looks like.

Improvements in Auckland under National

Turning now to Auckland. While what is happening internationally will continue to occupy our attention, today is also an opportunity to take stock of the real progress this city has made over the past two years.

When National came into office, Auckland had been through an extraordinarily difficult stretch. The COVID-19 lockdowns had closed this city repeatedly, as the Royal Commission found, and we now know they went longer than the public health advice supported. The economic toll of those decisions fell hardest here. Businesses that had fought to survive were then hit by inflation peaking at over seven percent, mortgage repayments that had doubled for some families, and a cost-of-living squeeze felt right across the city. And if that was not enough, there were the ram raids. Retailers were boarding up their shopfronts, and a city that had, for a time, lost its footing.

That was the Auckland we inherited. And it is why the work of the past two years has been so focused on getting back to basics: restoring economic stability, restoring law and order, and restoring confidence in our public services.

And we have delivered:

We abolished the 11.5 cents per litre Auckland Regional Fuel Tax, putting money back in the pockets of Auckland households and businesses.
Our water reforms are saving Aucklanders hundreds of dollars on their water bills.
We have made meaningful Auckland governance changes to restore democratic decision-making.
We are progressing time-of-use schemes to improve flow across our motorways.
We’re negotiating a regional deal that gives Auckland a genuine partnership with central government.

The results speak for themselves. The NZIER Business Confidence survey shows the strongest equal result since 1994. The Consumer Sentiment Index has risen to 107, reflecting more optimism than pessimism for the first time in several years. Building activity is up, with a 13 percent increase in new dwellings consented in the year to January. Interest rates have come down meaningfully, which is real relief for homeowners and businesses alike. And the International Convention Centre is now open, already hosting 120 events over the year and generating international visitor spend that flows through the whole Auckland economy.

These are not small things. They are the product of a clear plan focused on fixing the basics and building the future.

Opportunities We Must Seize

With that foundation in place, the question now is: what do we do with it? Because Auckland’s best days are not behind us, they are ahead of us, and there are real opportunities in front of us that we must seize together.

The City Rail Link will open this year. It is the largest infrastructure project in New Zealand’s history, started under a National Government and delivered by a National Government. When it opens, it will transform how people move around Auckland, cut travel times, and unlock development opportunities along the rail corridor. But we need to make sure we capture the full benefit. That means using the planning tools available to us to ensure housing growth happens around the stations, with density in the right places and of the right kind. A rail network only delivers its full potential when the city grows intelligently around it, and we are working to make sure our planning settings support exactly that.

On transport more broadly, the CRL is just the beginning. We are progressing the next generation of projects that will define Auckland’s connectivity for decades to come: Mill Road, Northwestern Rapid Transit, and completing the Eastern Busway. 

On safety, the progress in our city centre has been real and measurable. Through our Housing First initiative, 188 people have been placed into housing by March, up from just 33 when the plan was announced in November. Crime victimisations have fallen from 1,010 in January 2024 to 638 in December 2025. A new Police Station in the CBD and officers increasingly on the beat are making a tangible difference. New move-on powers for Police will give them an important additional tool to address the antisocial behaviour that drives people away from our city centre. Our approach balances support with accountability: helping those who need housing and mental health services, while taking firm action against behaviour that makes people feel unsafe.

On health, waiting times skyrocketed following Labour’s decisions to remove the previous National Government’s health targets, and Health New Zealand was left managing $28 billion on a single Excel spreadsheet following the decisions to restructure our healthcare system in the middle of a pandemic. National has brought back the health targets, and we are seeing encouraging improvements across the board, with Kiwis spending less time in emergency departments, more children being fully immunised by the age of 24 months, and waitlists for elective surgeries and first specialist assessments coming down. 

There is still more work to do, however, our focus on fixing the basics is delivering results.

As part of this continued focus, today I am pleased to announce that Health New Zealand is issuing a Request for Proposal to identified landowners for land in Drury, to support the development of a future South Auckland hospital. This is the next concrete step towards a major new hospital health precinct for one of the fastest-growing parts of this country, and it is a step that has been a long time coming. South Auckland carries some of the highest health burdens in New Zealand, with elevated rates of infectious disease, diabetes, cardiovascular and chronic respiratory conditions, and a population projected to grow by hundreds of thousands by 2050. Drury is the right location. It sits alongside our Roads of Regional Significance and planned public transport infrastructure, meaning patients, staff and visitors can actually get there. Securing the right site now means Health New Zealand can plan with confidence, and future investment goes to the right place, at the right scale.

Conclusion

When I look at the full picture, Auckland has real momentum behind it. Inflation is down. Interest rates are down. Business confidence is up. Crime is down. We are delivering in health and in education. The Convention Centre is open and the City Rail Link is coming. These are the results of a clear plan that is working, and we need to stick to it.

We also need to work in genuine partnership with Auckland Council to deliver on these objectives. We have devolved decision-making to the Council in a number of areas, and that makes sense. But this is not an Auckland versus Wellington thing. The majority of Cabinet Ministers come from Auckland. We live here, we shop here, we sit in the same traffic as everyone else in this room. Ministers are constantly engaging with the Mayor and the Council. We are not here to serve Auckland Council. We are here to deliver for Aucklanders.

Yes, we are living in challenging times. The conflict in Iran is a reminder that we cannot always control what arrives on our doorstep. But what we can control is how prepared we are, how resilient we are, and how well we have set Auckland up to seize the opportunities ahead of it.

Auckland’s best days lie ahead of us. The plan is working. Let’s continue to fix the basics and build the future.

Thank you very much.

MIL OSI

LiveNews: https://livenews.co.nz/2026/03/28/speech-to-project-auckland-2/

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YesAsia Holdings Achieves Record-Breaking Revenue and Net Profit in 2025

Source: Media Outreach

Dual Engines, Global Reach: B2C-B2B Synergy Drives Market Expansion

Results Highlights

  • Revenue hit a new high of US$501.54 million, representing a strong YoY growth of 45.0%
  • Gross profit rose by 40.9% to US$148.50 million; operating profit increased by 28.2% to US$31.90 million
  • Net profit grew by 21.5% to US$23.14 million
  • The Board has proposed a final dividend of HK10 cents per share, up 33.3% year-on-year
  • Business-to-consumer (B2C) platform YesStyle recorded revenue of US$347.48 million, up 30.8%, accounting for 69.3% of the Group’s total revenue
  • Revenue of business-to-business (B2B) platform AsianBeautyWholesale (ABW) surged by 91.7% to US$148.89 million, accounting for 29.7% of the Group’s total revenue
  • Non-core markets (excluding the US, UK, Canada, Australia) accounted for over 60% of the Group’s total revenue for the first time, with Latin America and the Middle East achieving remarkable growth
  • The Group strengthened its global logistics network to improve economies of scale, opened a second AMR warehouse in Hong Kong and a new warehouse in South Korea, reducing freight costs as a percentage of revenue to 18.7%

HONG KONG SAR – Media OutReach Newswire – 27 March 2026 – YesAsia Holdings Limited (“YesAsia Holdings”, together with its subsidiaries, the “Group”) (02209.HK), a leading e-commerce platform operator recognized for its expertise in curating Asian beauty and lifestyle products, announced today its annual results for the year ended 31 December 2025 (the “Year”).

The Group’s revenue rose by 45.0% to US$501.54 million, boosted by the global K-Beauty momentum and the scaled expansion of its B2B platform, which accounted for nearly 30% of the Group’s revenue. Gross profit increased by 40.9% to US$148.50 million, and gross profit margin remained relatively stable at 29.6%. Operating profit also grew by 28.2% to US$31.90 million. Net profit for the Year climbed 21.5% to US$23.14 million, with a net profit margin of 4.6%. Basic earnings per share was US5.62 cents (2024: US4.74 cents).

As at 31 December 2025, the Group maintained a solid financial position with bank and cash balances amounting to US$15.94 million. In the view of YesAsia Holdings’ solid operating performance, healthy cash reserves and future capital requirements, the Board has proposed a final cash dividend of HK10 cents per share (2024: HK7.5 cents per share).

Market diversification pays off as non-core markets lead global growth

Building on stable revenue from its core markets (the US, UK, Canada, and Australia), the Group accelerated its expansion into mainland Europe, Latin America, the Middle East, and other emerging markets. In 2025, non-core markets accounted for over half of the Group’s total revenue, significantly outpacing core markets in growth and becoming the primary catalyst of its business across the globe. Among these regions, Latin America and the Middle East recorded the strongest upward trend, with growth of 224.4% and 75.5% respectively, while Europe and Associated Countries remained the Group’s largest regional market.

Social media marketing and influencer engagement remain core drivers of YesStyle‘s growth strategy. During 2025, the number of YesStyle influencers increased to over 502,000, representing a year-on-year growth rate of approximately 24.6%. Revenue generated from influencer referrals reached approximately US$104.8 million, up approximately 43.0% year‑on‑year, and accounted for approximately 30% of YesStyle‘s total revenue, highlighting the continued strengthening of the YesStyle influencer ecosystem.

Meanwhile,YesStyle bolstered its localization efforts to capture opportunities in non-English-speaking markets. In July 2025, it launched a Polish-language website, expanding its language offerings to nine. Combined with social-media-driven marketing, regional campaigns via a robust network of influencers, and AI-powered solutions, the Group extended K-Beauty’s reach to a broader audience worldwide. This momentum is further amplified by the opening of Yesful Land in Seoul, South Korea, a physical hub where influencers and the K-Beauty community can converge and create authentic content, bridging digital engagement with real-world experience.

B2C-B2B synergy fuels performance with ABW business scaling rapidly

YesAsia Holdings is an authorized distributor for over 475 K-Beauty brands, serving both B2C and B2B channels. The dual-growth-engine strategy continued to bear fruit in 2025, fortifying the Group’s overall market influence and ongoing advancement.

Notably, ABW maintained its vigorous growth trajectory in 2025, with the newly launched ABW Offline business generating almost US$50 million in revenue in its debut year, underscoring the strong international retail demand for K-Beauty products. During the Year, ABW established distribution networks for 56 leading retailers across 26 markets, spanning North America, Europe, Latin America, the Middle East and Asia. Prominent partners include Target, Costco, Primark, Douglas, Sally Beauty, Watsons, and Nykaa. These collaborations have enabled the Group and its K-Beauty brand partners to reach millions of consumers through established offline retail networks, effectively tapping into a market segment that remains significantly larger than its online counterpart.

Mr. Joshua Lau, Founder, Executive Director and Chief Executive Officer, said: “Looking ahead, we are confident that K-Beauty’s global development impetus will only gather steam as it has transitioned from a niche category into a mainstream retail staple. To capture the opportunities that arise, we will deepen engagement in non-core markets through targeted and localized digital initiatives. At the same time, we are accelerating our B2B business by connecting K-Beauty brands with international retailers, and leveraging our logistics network and AI-driven capabilities. With dual growth engines in B2C and B2B, advanced technology, and a dedicated team, YesAsia Holdings is well-positioned to soar to new heights and deliver long-term value to shareholders and stakeholders.”

Hashtag: #YesAsiaHoldings

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

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

LiveNews: https://livenews.co.nz/2026/03/28/yesasia-holdings-achieves-record-breaking-revenue-and-net-profit-in-2025/

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Best Mart 360 Announces 2025 Annual Results

Source: Media Outreach

Recorded Continuous Growth in Revenue, Proposed a final dividend of HK9.0 cents per share

Highlights:

  • Revenue increased by 2.2% to approximately HK$2,867.7 million.
  • Gross profit increased by 0.7% to approximately HK$1,035.1 million.
  • Profit attributable to owners of the Company recorded approximately HK$219.7 million.
  • As at 31 December 2025, the Group operated a total of 183 chain retail stores (2024: 176), including 178 retail stores in Hong Kong and 5 retail stores in Macau.
  • Basic earnings per share was approximately HK22.0 cents. The Board recommended the payment of final dividend of HK9.0 cents per share.

Financial Highlights:

HK$’000

 Year ended

31 Dec 2025

 Year ended

31 Dec 2024

(Restated)

 Change
Revenue 2,867,695 2,805,146 +2.2%
Gross profit 1,035,074 1,027,997 +0.7%
Gross profit margin 36.1% 36.6% -0.5 p.p.
Profit attributable to owners of

the Company

219,730

245,901

-10.6%

HONG KONG SAR – Media OutReach Newswire – 27 March 2026 – Best Mart 360 Holdings Limited (“Best Mart 360” or the “Company”, together with its subsidiaries, the “Group”; stock code: 2360.HK), a leisure food retailer in Hong Kong, announced its results for the year ended 31 December 2025. During the year, the revenue recorded by the Group amounted to approximately HK$2,867,695,000 (2024: HK$2,805,146,000), representing an increase of approximately 2.2%.

During the Financial Year under Review, gross profit was approximately HK$1,035,074,000 (2024: HK$1,027,997,000), representing an increase of 0.7%. The Group’s gross profit margin for the year was approximately 36.1%, compared to approximately 36.6% in 2024. This contraction in margin was primarily attributable to the strategic implementation of enhanced promotional campaigns designed to navigate the ongoing trend of consumption downgrading and intensified market competition.

Profit attributable to owners of the Company for the year was approximately HK$219,730,000 (2024 (Restated): approximately HK$245,901,000), primarily due to a slight reduction in average revenue per store and a contraction in gross profit margin, which collectively impacted overall profitability. The net profit margin (before interest and tax) moderated to approximately 9.8%, down from approximately 11.2% for the year ended 31 December 2024 (Restated).

For the Financial Year under Review, basic earnings per share was approximately HK22.0 cents. The Board recommended the payment of final dividend of HK9.0 cents per share.

BUSINESS REVIEW
Strategy Adjustment & Opened 10New Retail Stores
As at 31 December 2025, the Group operated a total of 183 chain retail stores, including 178 chain retail stores (31 December 2024: 170 stores) in Hong Kong and 5 chain retail stores (31 December 2024: 6 stores) in Macau respectively. During the Financial Year under Review, the Group opened 10 new retail stores and closed 3 stores upon expiration of their respective lease terms in alignment with the Group’s strategy adjustment.

The ratio of rental expense (cash basis) to sales revenue of retail stores for the year ended 31 December 2025 was approximately 9.6%, which was similar to that of approximately 9.6% for the year ended 31 December 2024.

Introduced Popular Brands & Launched on Grocery Delivery Platform
Hong Kong residents’ growing propensity to spend in Mainland China, coupled with inbound visitors’ preference for in-depth experiences, more rational and prudent consumption patterns, as well as the intensified competition in the local market from Mainland China e-commerce players leveraging economies of scale, the Hong Kong retail market is undergoing a structural long-term transformation, with the industry’s competitive landscape and consumption behaviour being reshaped.

In response to the challenging business environment, the Group adopted a series of timely and targeted measures to navigate these difficulties. These included optimizing product mix and strengthening the offering of basic foodstuffs covering cereals, noodles, canned food, milk, chilled and frozen food, daily necessities as well as basic groceries. The Group also introduced popular Mainland brands as well as imported a wide range of specialty food from around the world to meet the needs and expectations of local consumers and visiting tourists. To further strengthen its business, the Group launched on the Foodpanda grocery delivery platform during 2025 to expand its online sales channels, and rolled out a variety of promotional initiatives including shopping vouchers. These initiatives collectively contributed to the Group’s sales growth during the Financial Year under Review.

The Group procured quality products from overseas suppliers as well as brand owners or importers in Hong Kong. For the year ended 31 December 2025, the Group offered a total of approximately 3,425 stock keeping units (“SKU”) of products (for the year ended 31 December 2024: approximately 3,653 SKU) from suppliers principally from (but not limited to) Japan, Mainland China, Europe, Vietnam, Korea, the United States and other Asia-Pacific countries.

The Group sourced the most popular and trendy food products from various regions, striving to provide customers with diverse, multi-brand, and multi-category global product choices.

As at 31 December 2025, the total amount of inventories of the Group amounted to approximately HK$316,841,000 (31 December 2024: approximately HK$339,513,000), representing a decrease of approximately 6.7% year-on-year. The decrease in the Group’s total inventories was mainly attributable to optimised inventory management and the timing shift of the Lunar New Year holiday from January to February.

During the Financial Year under Review, the Group continued to actively develop private label products that on one hand allowed the Group to capture pricing advantages and exercise a higher level of quality control over its products and on the other hand further uplift its brand awareness and strengthen customers’ loyalty. For the Financial Year under Review, sales derived from private label products were approximately HK$520,821,000 (for the year ended 31 December 2024: approximately HK$477,222,000), accounted for approximately 18.2% of the Group’s revenue for the Financial Year under Review (for the year ended 31 December 2024: approximately 17.0%).

Expanded Customer Base & Enhanced Loyalty
To further deepen customer stickiness and broaden customers coverage, the Group used big data analysis and reformulated its marketing strategy to launch a new three-tier membership scheme and a second-generation mobile app in mid-June 2020. The new membership scheme helps to elevate brand positioning and market recognition, and the membership rewards have been fully optimised and enhanced, with more member benefits such as stamp reward for multiple-item purchase, special offers for selected products and access to the latest market information. During the Financial Year under Review, the number of the Group’s members increased from approximately 2,280,418 as at 31 December 2024 to approximately 2,395,862 as at 31 December 2025, representing an increase of approximately 5.1%.

The Group launched various marketing and promotional activities during the Financial Year under Review including the “Best Price” promotional campaign, which provided customers with a series of special offers for selected quality products from time to time to enhance customer loyalty. Meanwhile, the Group continued to advertise through television, newspapers, social media platforms and other media, which successfully attracted new customers encouraged repeat purchases and significantly enhanced market awareness of the Group.

PROSPECTS
Looking ahead, uncertainties in Sino-US relations, geopolitical risks and other factors will introduce further variables to economic recovery, and economic growth in Hong Kong and globally is expected to remain under pressure. The Board anticipates that the retail sector in Hong Kong will remain challenging in the near term. Nevertheless, the Group will continue to operate in a cautiously optimistic manner, closely monitor the development of various adverse factors that may impact the Group’s performance, and timely implement necessary and appropriate measures through refined operations and management to adapt to the ever-changing market environment.

The Group will continue to prioritize the Hong Kong market as its core focus, optimize its product mix and enhance the development of its private label products, with a wider range of staple foods and necessities to better meet consumer demand and enhance the Group’s competitiveness in the retail market.

To maintain sound operational efficiency, the Group will timely review the regional distribution of its brand stores, implement a moderate expansion policy and flexible leasing strategies, and actively pursue suitable opportunities to expand the retail network for its core retail brand “Best Mart 360º” and global gourmet brand “FoodVille” in Hong Kong and Macau, targeting a net increase of 10 retail stores annually under its dual-brand model, catering to the diverse needs of different customer segments for quality food products.

Mr. Hui Chi Kwan, Chief Executive Officer of the Group, said, “Faced with an increasingly complex operating environment, the Group will maintain a prudent and pragmatic approach in its operations and continue to work closely with its employees, customers and other stakeholders, striving to improve business performance and deliver stable returns to shareholders.”

Hashtag: #BestMart360 #優品360 #AnnualResults #業績 #全年業績

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

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

LiveNews: https://livenews.co.nz/2026/03/28/best-mart-360-announces-2025-annual-results/

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Uni-Bio Science Group Limited Announces 2025 Annual Results

Source: Media Outreach

Record-Breaking Revenue of HK$586.2M and EPS Surged to HK$1.56 Cents
Dividends Distributed for Two Consecutive Years
Embarks on Innovation-Driven Transformation to Become a Global Pioneer in Regenerative Medicine


HONG KONG SAR – EQS Newswire – 27 March 2026 – A fully integrated biopharmaceutical company – Uni-Bio Science Group Limited (“Uni-Bio Science”, together with its subsidiaries referred to as the “Group”, stock code: 0690.HK), is pleased to announce its annual results for the year ended 31 December 2025 (the “Year”).

Key Accomplishments in 2025
During the Year, the Group achieved a spectrum of accomplishments, for both of its marketed products and innovative biologics. The key highlights include:

  1. During the Year, the Group delivered record-breaking financial results, with revenue recorded a 6.0% year-on-year (“YoY”) increase, reaching approximately HK$586.2 million. Profit for the year soared by 12.7% YoY to approximately HK$93.3 million, and net profit margin increased by 1.0 percentage points YoY to 15.9%, marking a historic high. The earnings per share reached approximately HK$1.56 cents, reflecting a growth of 15.5% YoY or a CAGR of 18.55% from 2023 to 2025.
  2. The Group generated solid cash from operations in the Year, operating cash flow and free cash flow increased by 32.7% and 27.3% YoY, respectively. Cash ratio increased from 0.53 times at the end of 2024 to 1.63 times at the end of 2025. The cash conversion cycle improved from 124 days to 107 days, highlighting greater operating efficiency. Backed by sustainable earnings and a healthy cash flow, the board of directors (“Board”) has declared a dividend payment for 2025 of HK$0.313 cents per share.
  3. Since its official launch in March 2024, Bogutai® has sustained strong growth momentum, driven by a solid commercialization strategy and successful academic engagement. In 2025, Bogutai® demonstrated rapid market adoption in China, achieving a remarkable year-on-year revenue growth of 111.0%.
  4. In May 2025, the Group’s second ophthalmology product, 金因康® (Diquafosol Sodium Eye Drops), received marketing approval from the China National Medical Products Administration (“NMPA”), marking a significant milestone in expanding the Group’s ophthalmic portfolio following GeneSoft®. The Group is actively preparing its launch and marketing strategy. In addition to leveraging synergy with GeneSoft® and its established online and offline distribution network for rapid market penetration, 金因康® will specifically target the mid-to-high-end segment of dry eye patients outside the hospital setting, those who prioritize long-term efficacy and premium product quality.
  5. In June 2025, the Group officially launched the high-end series GeneQueens® of 肌顏態® and the medical device brand 金因敷®, marking two key milestones in its strategic expansion into the integrated”Drug, Medical Device, and Aesthetics”field. These product launches reflect the Group’s commitment to enhancing its skin health product matrix and addressing evolving consumer needs for efficacy-driven, medical-grade skincare in both functional skincare and post-aesthetic recovery.
  6. In July 2025, the marketing application of Isavuconazonium sulfate capsules were officially accepted by the NMPA. Isavuconazonium sulfate capsules are expected to be approved for launch as early as the fourth quarter of 2026, offering a safer, more effective, and high-quality treatment option for patients suffering from invasive fungal infections.
  7. In 2025, the Group established a strategic partnership with Wenzhou Medical University to explore a thermosensitive gel formulation combining EGF and bFGF, leveraging the university’s proven expertise in bFGF production. As a key growth factor in regenerative medicine, bFGF is highly effective in promoting granulation and angiogenesis.
  8. Towards the end of 2025, the Group repositioned its long-term strategy from “Stable Growth” to “Innovation-Driven,” signifying a bold transformation from an integrated pharmaceutical company into a global pioneer in regenerative medicine. The Group is advancing a transformative R&D strategy spanning four key areas: muscular-skeletal regeneration, skin regeneration, ocular regeneration, and ENT regeneration.

Annual Results
For 2025, the Group recorded a revenue of approximately HK$586.2 million, representing an increase of 6.0% YoY. Revenue from Bogutai® increased from approximately HK$ $63.5 million to approximately HK$ 134.0 million, representing a significant increase of 111.0%. Revenue generated from GeneTime® was approximately HK$220.4 million, representing an increase of 10.9% YoY. GeneSoft® recorded a 7.9% YoY decrease in revenue from approximately HK$41.9 million to approximately HK$38.6 million due to intense market competition. Pinup® recorded a decrease of 29.4% in revenue from approximately HK$244.2 million to approximately HK$172.5 million for the Year. In 2025, the Group adopted a more disciplined and selective hospital-supply strategy under volume-based procurement (VBP) to safeguard margins, particularly in regions where policy adjustments intensified price competition. At the same time, the Group accelerated diversification into pharmacy networks beyond traditional hospital channels and optimized its supply chain to improve cost and profitability. In 2024, Boshutai® was successfully included in the VBP by the Henan Seventeen Provinces Alliance and the procurement validity period is set for two years. Hospitals in many provinces began procuring Boshutai® in 2025. Following the destocking and a low base in 2024, revenue from Boshutai® increased from approximately HK$10.2 million to approximately HK$15.5 million, representing a significant increase of 51.9%. 肌顏態® generated approximately HK$2.8 million in revenue in its early stage. The limited revenue scale reflected several factors, including a relatively small number of products approved and launched during the Year, and the fact that specialized marketing and distribution teams were still being built and optimized.

Gross profit was approximately HK$487.6 million, representing an increase of 5.7% as compared with approximately HK$461.1 million in 2024, and gross profit margin increased by 0.2 percentage points YoY to 83.2%. The Group delivered another year of record-breaking profit, achieving approximately HK$93.3 million for the Year, representing an increase of 12.7% YoY. Net profit margin increased by 1.0 percentage points YoY to 15.9%. These results demonstrate the Group’s success in converting product innovation into market value through strong commercialization execution and financial discipline. The earnings per share reached approximately HK$1.56 cents, reflecting a growth of 15.5% YoY.

Prospects
Regenerative medicine has emerged as a rapidly developing field, focused on repairing, replacing, or regenerating damaged tissues or organs using cells, tissues, or genetic material. The sector has the potential to treat and address the underlying causes of chronic and advanced diseases. The global regenerative medicine market was approximately USD51.7 billion in 2025. It is projected to grow from USD63.0 billion in 2026 to USD555.6 billion by 2034, representing a compound annual growth rate (CAGR) of 31.3%. The increasing prevalence of chronic and hereditary diseases, together with rising healthcare expenditure in both developed and emerging markets, is expected to support continued growth in the regenerative medicine industry.

Mr. Kingsley Leung, Chairman of Uni-Bio Science, commented, “In 2025, we are proud to have delivered another year of record profitability, marking a significant milestone in our growth journey. During the year, we entered a new phase of strategic development. In anticipation of an increasingly favorable market environment, we advanced our strategic transition from ‘stable growth’ to ‘innovation-driven’ development, with a clear focus on four diversified therapeutic areas: musculoskeletal regeneration, skin regeneration, ocular regeneration, and ENT regeneration.

With multiple products progressing through our pipeline and accelerating toward commercialization, the Group has continued to broaden its marketing channels. In addition to strengthening our established offline hospital networks, deepening partnerships with local distributors, and hosting academic conferences, we have actively expanded into online e-commerce platforms to enhance product accessibility and extend our market reach. Our ambitions extend well beyond China. During the year, we formed a strategic partnership with Kexing Biopharm to accelerate the global expansion of Bogutai®. Through this collaboration, we have granted Kexing Biopharm exclusive commercialization rights for Bogutai® in six international markets—Saudi Arabia, Egypt, Morocco, Colombia, Argentina, and Mexico—laying a solid foundation for global growth. We expect these markets to begin contributing revenue as early as the end of 2026. At the same time, we are advancing the FDA approval process for Bogutai® in the United States, aiming for approval as early as 2027.

In December, we also entered into a strategic collaboration with Wenzhou Medical University and the People’s Government of Ouhai District, Wenzhou, to foster a synergistic ‘government–university–enterprise’ model, further strengthening our capabilities in regenerative medicine. Supported by strong partnerships with local governments and leading academic institutions, we are well positioned to build a world-class biomedical ecosystem and enhance our end-to-end innovation capabilities.”
Hashtag: #Uni-BioScience

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

About Uni-Bio Science Group Limited

Uni-Bio Science Group Limited is an innovative biopharmaceutical enterprise listed on the Main Board of The Stock Exchange of Hong Kong Limited in 2001 (Stock Code: 00690.HK). The Group is committed to powering the advancement of regenerative medicine with next-generation synthetic biology and complex peptide innovation. Focusing on four core research areas—muscular-skeletal regeneration, skin regeneration, ocular regeneration, and ENT regeneration—the Group has built a diversified product pipeline encompassing innovative biologics, high-value generic drugs, and medical aesthetics. The Group operates GMP-compliant production bases in Beijing, Dongguan, and Shenzhen, with fully integrated capabilities spanning R&D, manufacturing, and commercial sales. Uni-Bio Science Group is dedicated to be the global leader in regenerative medicine, redefining how science restores and extends human life.

For further information, please contact: ir@uni-bioscience.com

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LiveNews: https://livenews.co.nz/2026/03/28/uni-bio-science-group-limited-announces-2025-annual-results/

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Singapore-Led Alliance Launches Professional Services Centre in Nanjing to Support Chinese Enterprises’ Expansion across Southeast Asia

Source: Media Outreach

SINGAPORE – Media OutReach Newswire – 27 March 2026 – The Institute of Singapore Chartered Accountants (ISCA), together with its Professional Services (PS) Centre Alliance partners, comprising Association of Small & Medium Enterprises, Institute of Valuers & Appraisers, Singapore Business Federation (SBF), Singapore Chinese Chamber of Commerce & Industry (SCCCI), Singapore Manufacturing Federation, Tax Academy of Singapore and the Law Society of Singapore, has launched the PS Centre in Nanjing. This marks the Alliance’s second PS Centre in China and its third globally, strengthening a growing network to support enterprises expanding across China, Singapore and Southeast Asia.

Amid rising demand from businesses seeking overseas growth, the PS Centre was established as a trusted platform to connect enterprises with trusted professional services expertise and in-market networks, enabling smoother and more effective cross-border expansion. Nanjing is strategically positioned, with strong linkages to universities that support talent pipelines, as well as ecosystem builders such as the Singapore-Nanjing Eco Hi-tech Island that help businesses establish and maintain operational presence in the market.

Since its inception, the PS Centres in China and Vietnam have provided on-the-ground support and facilitated opportunities for over 100 businesses. Prior to the launch in Nanjing, the PS Centre has already supported several Small and Medium-sized Enterprises (SMEs) in establishing operations and building local teams. One such example is BIPO, a HR solutions provider, which successfully set up its presence in Nanjing with support from the PS Centre ecosystem.

Mr Michael Chen, CEO of BIPO (Asia) shared: “The launch of the Professional Services Centre marks an important step in enabling more efficient and scalable global expansion for enterprises. As companies expand across markets, what they increasingly need is not just individual services, but an integrated ecosystem of professional capabilities. At BIPO, we are proud to partner with ISCA and the broader professional community to provide the HR technology and operational infrastructure that supports this ecosystem, helping businesses build sustainable, compliant, and tech-enabled global operations.”

The launch took place at the forum titled “Bridging Singapore and Nanjing, Charting Opportunities from ASEAN to China“, organised by the PS Alliance and co-hosted by China-Singapore Nanjing Eco-Tech Island Investment Development Co., Ltd. The forum brought together government representatives, professional bodies, financial institutions and business leaders from both Singapore and China.

Mr Xu Feng, Vice Mayor of Nanjing, highlighted the growing economic linkages between China and Southeast Asia: “Nanjing and Singapore share a long-standing friendship built upon a strong foundation of cooperation. We recognise that the international expansion of enterprises relies on the support of professional services. As a global hub for professional services, Singapore offers complementary strengths, and the prospects for collaboration between our two sides are vast. Nanjing will continue to foster a world-class international business environment, enhance its end-to-end support systems for enterprises expanding overseas, and promote mutually beneficial partnerships between enterprises and Singapore’s professional institutions.”

Mr Ernie Koh, Council Member, SBF / Vice-Chairman, Research & Publications Committee, SCCCI said: “Singapore and China share strong and enduring economic ties, and platforms like the Nanjing PS Centre play a critical role in deepening these linkages. By bringing together business networks and professional expertise, the Alliance can better support enterprises in navigating new markets, strengthening their capabilities, and unlocking opportunities across Southeast Asia. This collaboration reflects our shared commitment to enabling sustainable, cross-border growth.”

Mr Daniel Koh, Vice-President, The Law Society of Singapore, said: “As businesses expand across borders, navigating legal and regulatory complexities becomes increasingly critical. The establishment of the PS Centre provides a valuable platform for enterprises to access trusted legal expertise alongside other professional services. By strengthening cross-border collaboration, we can help businesses operate with greater confidence, manage risks effectively, and build resilient foundations for international growth.”

Mr Darren Ku, Council Member, ASME, said: “For many SMEs, internationalisation presents both significant opportunities and challenges. The Nanjing PS Centre offers a practical and structured gateway for businesses to access the professional support they need, from compliance to market entry strategies. By lowering barriers and providing coordinated expertise, the Alliance will empower more SMEs to expand into Southeast Asia with greater confidence and clarity.”

Beyond facilitating business expansion, the Nanjing PS Centre will also anchor talent development and cross-border capabilities. ISCA has established partnerships with key institutions including Nanjing University of Finance and Economics, Nanjing Audit University, and Jiangsu Certified Public Accountants, laying the foundation for a sustainable pipeline of internationally-ready accounting professionals.

ISCA President Mr Teo Ser Luck said: “The Professional Services Centre in Nanjing shows our commitment to helping Chinese and Singapore businesses grow with good governance, proper compliance, and sound financial management as they expand across the region. Through working together, we can help businesses grow with confidence and in a sustainable way. We plan to bring this model to other parts of the world, so we can continue sharing knowledge and networks with businesses operating across borders.”

With regions such as Shenzhen, Johor Bahru, and Bangkok earmarked for new PS Centres, the PS Alliance has highlighted their commitment to supporting businesses in their cross-border endeavours and operations. By providing a platform for them to explore new opportunities for growth and talent development, these PS Centres play a vital role in cross-border professional development.

The launch of Nanjing PS Centre will serve as a platform to integrate professional resources from Singapore and Jiangsu, supporting enterprises investing in Singapore and across ASEAN. This initiative, coupled with future expansion into other regions, further underscores ISCA’s continued role in strengthening cross-border collaboration and enabling resilient, future-ready business growth.

Hashtag: #ISCA #DifferenceMakers #Accounting #Accountancy #CharteredAccountants #ChooseAccountancy #Singapore #China #Nanjing #PSCentre #Alliance

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

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

LiveNews: https://livenews.co.nz/2026/03/27/singapore-led-alliance-launches-professional-services-centre-in-nanjing-to-support-chinese-enterprises-expansion-across-southeast-asia/

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SetupHK Launches Free Corporate Tax Diagnosis Service — Limited to 20 Slots — Helping Hong Kong SMEs Navigate Tax Filing Season

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 27 March 2026 – Professional accounting services firm SetupHK(朗峰會計) today announced the immediate launch of its “One-Hour Free Corporate Tax Diagnosis” service, designed exclusively for Hong Kong small and medium-sized enterprises (SMEs). Available to the first 20 applicants only, the service covers account health assessment, tax filing arrangement clarification, and tax risk analysis. Appointments are now open via WhatsApp.

The service launches in alignment with Hong Kong’s annual tax filing season, during which the Inland Revenue Department (IRD) begins issuing Profits Tax returns to businesses from April onwards. SetupHK stated that the initiative aims to help SME owners gain a clear picture of their financial records before formally engaging tax filing services, reducing the risk of missed deadlines and unnecessary tax complications.

Service Details

The free corporate tax diagnosis is conducted on a one-to-one basis by SetupHK’s professional advisors. Each session runs approximately one hour and covers three key areas:

Account Health Assessment — A review of the completeness and accuracy of the company’s existing financial records, identifying potential issues that require attention.

Tax Filing Arrangement Clarification — Based on the company’s structure and financial year-end, advisors will outline the required filing steps and timeline.

Tax Risk Analysis — A preliminary identification of tax-related risks, including late submission exposure, discrepancies in financial records, and common filing errors.

Availability is strictly limited to the first 20 applicants on a first-come, first-served basis. To book an appointment: WhatsApp 852-9248-5734.

Background

Under the Hong Kong Inland Revenue Ordinance, limited companies are required to submit an annual Profits Tax return (BIR51) together with audited financial statements prepared by a certified public accountant. Late submission may result in a fine of up to HK$10,000 plus a penalty of three times the tax assessed. Based on SetupHK’s experience serving SMEs, a significant number of business owners do not begin preparing their financial records until after receiving their tax return, leaving insufficient time to complete the mandatory audit process before the filing deadline.

Marx Chan, Director of SetupHK, commented: “Many business owners have little visibility into the actual state of their company’s accounts. By the time they receive their tax return and realise there are problems, they are already under pressure. The purpose of this free diagnosis is to give owners a clear picture of where they stand — what needs to be done and how much time they have — so they can respond with confidence rather than scramble at the last minute.”

Hashtag: #SetupHK

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

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

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