Growing international demand, strengthened long-haul connectivity, and the continued evolution ofLaguna Phuketare reinforcing Thailand’s largest island as a stable, private, and internationally accessible place to live and invest.
PHUKET, THAILAND – Media OutReach Newswire – 20 March 2026 – Phuket’s evolution from a world-renowned holiday island into a mature international residential community is entering a new phase, supported by expanding long-haul connectivity and sustained global confidence in Thailand as a safe and welcoming destination.
The island has recorded consistent growth in long-term residents and international property buyers, reflecting a broader shift among globally mobile families seeking stability, quality of life and secure residency pathways. Phuket offers privacy, natural beauty and international-standard infrastructure within a country known for hospitality and political stability.
Thailand welcomed more than 35 million international visitors in 2025. Long-haul arrivals exceeded 11 million, rising 13% year-on-year and generating approximately 668 billion baht in tourism revenue. Despite short-term geopolitical fluctuations, long-term demand for Thailand as a stable and accessible destination has remained resilient.
Connectivity continues to strengthen with new direct long-haul services from Europe, including Paris, London and Scandinavia. Improved access is driving interest in extended stays, family relocation and residential investment, as visitors increasingly explore long-term living options.
Phuket offers international-standard healthcare, leading international schools, yacht marinas, championship golf courses and well-developed infrastructure. High-speed connectivity and direct air links to more than 80 cities ensure seamless access to global business and travel networks while maintaining privacy and lifestyle comfort.
Industry research ranks Phuket among the world’s leading destinations for branded residences, alongside Dubai, Miami and New York. Foreign buyers account for more than 60% of condominium purchases, underscoring sustained international confidence.
Thailand’s structured long-term visa framework provides renewable residency pathways for retirees, investors, entrepreneurs and remote professionals. For buyers of select premium residences, Banyan Group facilitates Thailand Elite long-term residency visas, offering multi-year entry privileges.
At the centre of this evolution is Laguna Phuket, developed by Banyan Group. Over 35 years it has grown into one of Asia’s most established integrated resort and residential communities. Spanning more than 1,000 acres along Bang Tao Beach, Laguna Phuket includes six hotels, an award-winning golf course, wellness facilities, RAVA beach club and more than 3,000 branded residences linked by scenic lagoons. Residents from over 70 nationalities call it home.
The next phase includes approximately 5,000 additional residences across Laguna Phuket and neighbouring Laguna Lakelands, reflecting sustained confidence in Phuket’s long-term residential future.
Banyan Group Residences, ranked fifth worldwide and number one in Asia in branded residences, plans to launch approximately US$1 billion in new residential projects in Phuket, reinforcing its commitment to the island’s continued development.
Phuket today represents more than a luxury retreat. It has matured into a secure, internationally integrated residential market offering stability, privacy and long-term clarity for globally minded families.
Hashtag: #BanyanGroup
The issuer is solely responsible for the content of this announcement.
Growing international demand, strengthened long-haul connectivity, and the continued evolution ofLaguna Phuketare reinforcing Thailand’s largest island as a secure, globally connected and structurally mature place to live and invest.
PHUKET, THAILAND – Media OutReach Newswire – 20 March 2026 – Phuket’s transformation from a leisure destination into an established international residential market continues to gain momentum, supported by expanding air connectivity and rising interest from globally mobile investors and families.
The island has seen steady growth in long-term residents and international property buyers, reflecting a broader shift toward geographic diversification and lifestyle-driven asset allocation. Increasingly, Americans are exploring markets that combine quality of life with infrastructure reliability and clear long-term residency pathways.
Compared with many major U.S. coastal cities, Phuket offers significantly lower living costs while maintaining international-standard healthcare, hospitality infrastructure and strong global connectivity.
Thailand welcomed more than 35 million international visitors in 2025, including approximately 1.2 million from the United States. Long-haul arrivals exceeded 11 million, up 13% year-on-year and generating approximately 668 billion baht in tourism revenue, underscoring continued international confidence.
Thailand is accessible from the U.S. via major hubs including Tokyo, Seoul, Hong Kong, Singapore and Bangkok, with travel times comparable to many trans-Pacific routes. Expanding airline networks are further improving access through key Asian gateways.
Improved connectivity is driving interest in extended stays, remote work flexibility and international property ownership, with more visitors exploring long-term residency alongside leisure travel.
Phuket offers international-standard healthcare, leading international schools, yacht marinas, championship golf courses, premium retail and dining, and reliable high-speed connectivity. The island combines resort-style living with the infrastructure required for full-time residence.
Industry research ranks Phuket among the world’s leading destinations for branded residences, alongside Dubai, Miami and New York. Foreign buyers account for more than 60% of prime condominium purchases, reflecting broad global participation. Direct air links to more than 80 cities reinforce integration into global travel networks.
Thailand’s long-term visa framework provides renewable pathways for retirees, investors, entrepreneurs and remote professionals. For buyers of select premium residences, Banyan Group facilitates Thailand Elite long-term residency visas, aligning property ownership with multi-year entry privileges.
At the centre of this evolution is Laguna Phuket, developed by Banyan Group. Over 35 years it has grown into one of Asia’s most established integrated resort and residential communities. Spanning more than 1,000 acres along Bang Tao Beach, it includes six hotels, an award-winning golf course, wellness facilities, RAVA beach club and more than 3,000 branded residences. Approximately 5,000 additional residences are planned across Laguna Phuket and neighbouring Laguna Lakelands.
Banyan Group Residences, ranked fifth worldwide and number one in Asia in branded residences, plans to launch approximately US$1 billion in new residential projects in Phuket.
Phuket today represents more than a resort destination. It has matured into a stable, internationally integrated residential market offering infrastructure reliability and long-term growth potential for American families and investors seeking global diversification.
Hashtag: #BanyanGroup
The issuer is solely responsible for the content of this announcement.
Cushman & Wakefield Interpretation Report Highlights Eight Impact Areas for Real Estate Market
HONG KONG SAR – Media OutReach Newswire – 20 March 2026 – Global real estate services firm Cushman & Wakefield has released its China’s Two Sessions 2026: Interpreting the Government Work Report publication. Against a backdrop of increasingly complex domestic and international conditions, the 2026 government work report outlines more flexible and adaptive targets for national economic development. These policy directions will have a profound influence on the real estate sector. The market’s transition from focusing on incremental expansion to revitalizing and optimizing existing assets — combined with the accelerating integration of artificial intelligence across industries —will reshape market structures, redefine asset values, and reconfigure spatial development patterns in far-reaching ways.
Macroeconomic Stability Strengthens the Foundation for Commercial Real Estate Stabilization
China’s core economic targets for 2026 are clearly defined, with GDP growth set between 4.5%–5%, balancing the dual objectives of stabilizing growth and adjusting structure. This forms a strong macro foundation for the stabilization and gradual recovery of the commercial real estate sector. Between 2024 and 2025, GDP growth remained steady at around 5.0%. For 2026, the fiscal deficit ratio is maintained at a relatively high 4.0%, with RMB4.4 trillion in local special‑purpose bonds. The quota for ultra‑long‑term special treasury bonds is further expanded to RMB1.3 trillion. Coordinated fiscal and monetary policies will continue to support leasing demand recovery and improved business sentiment in the commercial property market.
Accelerated Industry Transformation Sees Quality Enhancement of Existing Assets Become the Core Theme
The report emphasizes a three‑pronged approach of “city‑specific policies to control new supply, reduce inventory, and improve quality”, while encouraging diverse channels to revitalize existing housing stock and advancing the construction of “good homes.” This marks an accelerated shift from incremental expansion to quality enhancement of existing assets. In 2024, China’s real estate value‑added as a proportion of GDP was just 6.3%, far below the 12.56% average of developed economies. This reflects a structural imbalance characterized by heavy investment in development and insufficient focus on services and leasing. The ongoing transition will make asset management, property services, and leasing operations increasingly central to asset valuation.
Consumption‑Driven Momentum Creates a New Growth Window for Retail Properties
Consumption‑boosting policies are injecting new vitality into the retail property market. The government work report allocates RMB250 billion of ultra‑long‑term special treasury bonds to support product upgrades and replacement, complemented by RMB100 billion in coordinated fiscal‑financial funds — creating a RMB350 billion consumption stimulus package. In 2025, China’s total retail sales of consumer goods exceeded RMB50 trillion, with per‑capita GDP reaching USD13,953, signaling a critical inflection point where service‑oriented consumption accelerates. With services currently accounting for just 46.1% of consumption, there remains significant room for growth. Policies promoting “high‑quality service consumption” and “new consumption scenarios,” combined with the promotion of staggered school holidays in spring and autumn, will create opportunities for high‑quality shopping centers focused on experiential and social retail formats.
AI‑Powered Intelligent Economy Drives an Upgrade in Office Market Demand
The rapid evolution of the intelligent economy is reshaping office market demand. The work report calls for expansion of “AI+,” wider deployment of intelligent agents, and accelerated development of large‑scale computing clusters, indicating the transition of AI into commercialized and scaled applications. In 2025, China’s core digital economy industries accounted for more than 10.5% of GDP, with the target set at 12.5% during the 15th Five‑Year Plan. AI‑related companies are expected to become key new leasing drivers in 2026. This will also stimulate a fresh investment cycle for data centers and industrial parks, with core computing hub cities — in the Beijing‑Tianjin‑Hebei region, Yangtze River Delta, and the Guangdong‑Hong Kong‑Macao Greater Bay Area — set to benefit first.
Capital Market Reforms Expand, Enabling a Full “Investment–Financing–Management–Exit” Cycle for Commercial Real Estate
Capital market reforms continue to support expansion in commercial real estate investment. The work report calls for deepened reform of comprehensive investment and financing mechanisms, expanded exit channels for private equity and venture capital, and accelerated growth of the public REITs market. By 2025, China’s public REITs issuance exceeded RMB210 billion, making it the largest REITs market in Asia. In 2026, commercial public REITs enter their first year of development, with pilots extended to hotels and commercial offices. This establishes a “dual‑engine” landscape of “infrastructure + commercial real estate” and enables a more complete investment‑financing‑management‑exit cycle
Further Opening‑Up Boosts Cross‑Border Logistics and Foreign Investment Demand
China’s opening‑up objectives in 2026 feature two core characteristics: expanding services sector openness to attract foreign investment, and promoting standardized, high‑quality development of cross‑border e‑commerce. In 2025, China’s cross‑border e‑commerce imports and exports totaled RMB2.75 trillion, with growth outpacing overall trade for the fourth consecutive year. The sector’s demand for high‑specification warehouses — characterized by high density and rapid turnover —continues to rise. Cushman & Wakefield data shows that the warehouse market is experiencing volume growth alongside price adjustment, with notable regional differences. As cross‑border e‑commerce becomes more regulated, and cold‑chain logistics demand continues to expand, green‑certified, intelligent high‑spec warehouses are expected to gain a competitive advantage.
Advancement of New Urbanization Brings Opportunities for Urban Clusters and Urban Renewal
A notable highlight among 2026 urbanization policies is the first‑ever proposal to build “innovation‑driven industrial communities and business communities.” This concept breaks the traditional boundary between industrial parks and business districts, fostering integrated complexes that combine office, commercial, and residential functions. The report also supports the development of world‑class city clusters in the Beijing‑Tianjin‑Hebei region, the Yangtze River Delta, and the Greater Bay Area, while enhancing the dual‑city Chengdu‑Chongqing Economic Circle and accelerating growth in the middle‑Yangtze city cluster — further intensifying regional differentiation in the commercial property market. Urban renewal and revitalization of existing stock assets are core pillars of the current urbanization strategy. Policies promoting the reuse of existing land and idle buildings align closely with efforts to revitalize existing housing stock. For owners and operators of prime urban assets, regeneration projects offer strategic opportunities for repositioning and value enhancement.
Green Transformation Prompts Sustainability Certifications to Become a Key Competitive Advantage
The work report dedicates a standalone section to the green transition, announcing dual controls on total carbon emissions and intensity, as well as new policy tools such as zero‑carbon parks and a national low‑carbon transition fund. In 2025, China’s national carbon market saw 235 million tons of allowances traded, with transaction value reaching RMB14.63 billion, up approximately 24% year‑on‑year. Carbon costs have become an increasingly important factor in corporate leasing and location decisions. With 97.9% of newly built urban buildings in 2024 meeting green standards, green retrofits of existing buildings are gaining momentum. Commercial properties certified under LEED, WELL, and China’s Green Building Label standard enjoy notable advantages in rental premiums and tenant attraction.
Sabrina Wei, Chief Policy Analyst and Head of Research, North China, Cushman & Wakefield, said, “The 2026 government work report outlines a clear development vision for commercial real estate characterized by macroeconomic stability, targeted policies, and structural transformation. A GDP growth rate of 4.5%-5% will provide market stability, a RMB350 billion consumption stimulus will activate demand for retail properties, “AI+” will reshape the office market; capital market reforms and public REITs will enable a full “Investment–Financing–Management–Exit” cycle, urban renewal will unlock values of existing assets, and green certification will define new competitiveness for the industry. As the real estate industry transitions from a construction‑focused model to one centered on operations and services, institutions with strong capabilities in asset management and high‑quality operational service delivery will be best positioned to capture the emerging opportunities of this transformative new cycle.”
To access the full report please click here.
Hashtag: #CushmanWakefield
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BEIJING, CHINA – Media OutReach Newswire – 20 March 2026 – China’s multifaceted strategy to end the tuberculosis epidemic—ranging from high-tech local innovations to global humanitarian missions—is providing a new blueprint for international public health. CGTN published an article analyzing how this integrated prevention model, highlighted by Peng Liyuan, wife of Chinese President Xi Jinping and also the WHO goodwill ambassador for tuberculosis (TB) and HIV/AIDS, leverages AI-driven screening in provinces like Jiangsu and the expertise of Chinese medical teams abroad to transform the vision of a TB-free world into a tangible reality.
In a written statement to a virtual event commemorating the World Health Organization (WHO) World Tuberculosis Day 2026 on Wednesday, Peng Liyuan, wife of Chinese President Xi Jinping and also the WHO goodwill ambassador for tuberculosis (TB) and HIV/AIDS, called for international support and participation in global TB prevention and treatment.
Peng said that the event’s theme, “Led by countries, powered by people,” is of great significance for facilitating joint international action against TB as a public health challenge.
Peng noted that with a firm commitment to protecting people’s health and the goal of ending the TB epidemic, the WHO has done a great deal of effective work and reversed the recent upward trend in global cases. She highlighted that China’s progress is rooted in a multi-sectoral approach, leveraging technological innovation and a comprehensive healthcare network serving over 1.4 billion people.
This year also marks the 15th year of China’s large-scale volunteer campaign for TB prevention and control, involving over 1 million volunteers who have carried out over 80,000 programs.
“I have been joining many of them on visits to local neighborhoods, schools and healthcare facilities,” Peng said, adding that she is a “proud witness” to their compassion and the progress made in China’s fight against TB. She called on people from all walks of life to share warmth and care to “build a community of health for all.”
A proven model for incidence decline
China’s progress is exemplified by the practical efforts in Jiangsu Province, where the reported TB incidence rate fell to 21.17 per 100,000 in 2025. A key factor in this progress is a smart screening system that brings advanced technology to the grassroots level.
“In the past, we had to review every single record manually. Now, AI-assisted screening has drastically improved our diagnostic efficiency,” Wang Yangzhu, deputy chief physician of radiology at a community health center in Nanjing’s Jiangning District, told China Media Group (CMG).
Beyond AI-assisted diagnostics, which now cover over 100 medical institutions in the province, Jiangsu has pioneered a new short-course treatment that slashes the recovery period for drug-resistant TB from 18 months to just six. Complementing this technology is a robust policy safety net: the government provides free drug-resistance screening for all suspected cases and free second-line medications for those in need, ensuring patients can afford the care they require.
This localized practice is a reflection of a broader national achievement. Since 2012, both the incidence and mortality rates of TB in China have dropped by approximately 30%, a decline rate nearly double the global average, according to the National Disease Control and Prevention Administration. With a treatment rate consistently above 90%, China has transitioned into the ranks of countries with moderate-to-low TB prevalence while continuing to refine its integrated prevention and control system.
Global responsibility and humanitarian action
China’s expertise is also being shared through its commitment to international medical aid. Recently, the 23rd Chinese medical team in Zimbabwe successfully treated a 22-year-old patient suffering from TB with pleural effusion. By combining standard protocols with Traditional Chinese Medicine (TCM) to alleviate side effects and boost immunity, the team provided a practical model for TB control in resource-limited settings.
This assistance is part of a long-standing commitment to international humanitarian aid. In 2025, the Chinese government dispatched 1,061 medical personnel to 57 countries, serving over 2.06 million patients, according to China’s National Health Commission.
Since 1963, China has sent a total of 31,000 medical team members to 77 countries and regions, treating an estimated 300 million people. These teams have also helped strengthen local medical capacity, including performing first-of-their-kind laparoscopic procedures in countries such as Equatorial Guinea and Djibouti, enabling access to modern minimally invasive surgical techniques.
Extending their reach beyond hospital walls, Chinese medical teams frequently travel to remote, resource-scarce regions to provide essential care. In Simandou, the team provided health check-ups, hygiene training and medical lectures to thousands of Chinese and Guinean employees. They also visited a local orphanage, performing physical exams for over 70 children and donating essential school supplies.
“We go deep into remote areas, bringing much-needed health knowledge and infectious disease prevention methods to help establish a long-term barrier against illness,” Wang Bin, captain of the 31st Chinese medical team to Guinea, told CMG.
By integrating innovative technology with grassroots volunteerism and international aid, China continues to work alongside the global community to transform the goal of a TB-free world into a tangible reality.
For more information, please click here: https://news.cgtn.com/news/2026-03-19/Tackling-the-TB-epidemic-From-local-innovation-to-global-cooperation-1LDNzGeLwdO/p.html
Hashtag: #CGTN
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SHENZHEN, CHINA – Media OutReach Newswire – 20 March 2026 – On March 18, Qianhai, a flagship hub for institutional opening-up, high-end services and technological innovation in southern China, officially opened the application portal for the Qianhai OPC (One-Person Company) International Community and launched its global OPC Mavericks Program. Adhering to the philosophy of “All Innovation, Zero Distraction”, the initiative aims to build the world’s leading ecosystem for AI-driven one-person companies.
Qianhai OPC (One-Person Company) International Community officially opens for applications
Widely recognized as a pioneering zone for China’s institutional opening-up and a key innovation node in the Guangdong-Hong Kong-Macao Greater Bay Area, Qianhai leads the country in piloting cross-border cooperation, regulatory innovation and business-friendly reforms. It has grown into a highland for advanced services, tech research and development, and entrepreneurial ecosystems, connecting global talents, capital and technologies with the massive market of the Greater Bay Area.
The OPC Mavericks Program targets six elite groups: academic pioneers, tech veterans, global AI competition winners, elite prodigies, influential open-source contributors, and outstanding graduates in AI and computer science. Eligible projects should leverage generative AI, large language models, AI agents and automation to build sustainable closed-loop businesses.
As the world’s first vertical accelerator dedicated to OPCs, the community provides a tailor-made AI launchpad with the SENSE ecosystem and the “Eight Zeros” guarantee to remove startup barriers: supported office space up to 200㎡ for two years, talent housing up to 50㎡ per person, annual free computing power up to 50P, free LLM trials, Greater Bay Area market access, collateral-free loans, high-risk-tolerance seed funding, annual talent rewards up to 600,000 RMB, and one-stop services for visas, finance, IP, taxation and global internet access.
To help global innovators experience opportunities in the region, Qianhai offers the Shenzhen-Hong Kong 72-Hour Experience Pass, which was officially launched in 2025. This pass provides streamlined entry arrangements, guided visits to tech platforms, enterprises and research institutions in both cities, and on-site insights into the OPC entrepreneurship environment. It serves as a key channel for global talents to fully explore cooperation and development prospects in the Greater Bay Area.
The program supports AI solopreneurs to turn ideas into scalable businesses. Qualified applicants can submit core founder resumes and project pitch decks to inqianhai@qhidg.com to join the program and embrace new opportunities in the Greater Bay Area.
Campaign highlights wellness, culture and meaningful travel across the Kingdom featuring international creators including British singer-songwriter Henry Moodie.
BANGKOK, THAILAND – Media OutReach Newswire – 20 March 2026 – The Tourism Authority of Thailand (TAT) invites travellers worldwide to rediscover balance through the global Healing Journey Thailand campaign, guided by the communication concept Healing is the New Luxury. Launched in January 2026, the campaign reflects Thailand’s tourism strategy focused on high-value, wellness-led, purpose-driven travel, positioning the Kingdom as a destination where travellers reconnect with themselves through cultural encounters and restorative journeys.
Henry Moodie plays a central role, with his storytelling shaping the campaign narrative. His journey, featured in the campaign film premiered at The Cinema at Selfridges London, follows travels through Krabi and Trang, from Ko Muk and Ko Kradan to the Na Muen Sri community, highlighting Thailand’s living culture and spirit.
The campaign presents creator-led experiences in the Kingdom, reflecting a global shift in luxury from material to meaningful engagement.
In southern Thailand, Swedish creators Malin & Jules (@Malinandjules) explored “hidden luxury” in Chumphon and Ranong through slow living, coffee culture, island life on Ko Phayam, hot springs and a garden lunch.
In northern Thailand, Casey Pickup (@howtotravelfulltime) and Kseniia Kalenyk (@kseniia.journey) explored Chiang Mai‘s heritage through Lanna arts and craft workshops, including Nuat Fon, Lanna massage inspired by Fon Leb dance, Yam Khang massage, concluding with a Ping River dinner cruise and sound healing meditation.
In the historic Sukhothai, Aytan Abbasli (@aytanabbasil) and Mia Emilie Persson (@miaemiliepersson) explored UNESCO-listed sites, Sukhothai silver craftsmanship, Tin Chok textiles and community life at Baan Na Ton Chan, concluding with merit-making at Wat Traphang Thong.
Nature and adventure shaped the Khao Yai journey of Naziha Banu Fathima (@the_fatimablejournal) and Khaled Mohamed Abdulla Hamad Aljneibi (@alsinaani_khalid000), combining sustainability with outdoor activities including park trekking, forest glamping and dialogue at Khao Yai Art Forest.
In Phang-Nga, Patrick James Mitchell and Meghan Celina McPhee (@megsandpat) experienced harmony with nature at Samed Nangshe Viewpoint, Surin Islands diving, bamboo rafting, and in Khao Lak with a fire show and sound healing by the Andaman Sea.
Together, these journeys reflect Thailand’s identity, where travel is shaped by quality and sustainability. Guided by Healing is the New Luxury, the campaign advances TAT’s Value over Volume strategy, encouraging travellers to engage with landscapes, culture and communities, fostering support for sustainable tourism growth.
Fifty-seven graduates crossed the stage at the War Memorial Theatre in Gisborne today, in the first EIT Tairāwhiti graduation since the polytechnic re-established itself as a standalone institution.
The ceremony brought together graduates, whānau and community leaders from across the region to celebrate academic achievement and the journeys behind each qualification.
EIT Tairāwhiti graduates, led by CEO Lucy Laitinen, paraded through Gisborne.
In total, 443 qualifications were achieved in 2025 by students who studied at EIT’s Tairāwhiti-based locations. Of those, 73 were bachelor’s degrees or diplomas, while a further 370 certificates were awarded at other ceremonies throughout the year.
The average age of graduates was 30, with students ranging in age from 16 to 76.
A total of 993 students enrolled at EIT Tairāwhiti in 2025. While not all were expected to complete their studies within the year, the completion rate for those due to finish was 86 per cent – ahead of the overall EIT completion rate of 84 per cent across Hawke’s Bay and Tairāwhiti.
Of those enrolled at EIT Tairāwhiti in 2025, 69 per cent identified as Māori and 7 per cent as Pasifika.
EIT Chief Executive Lucy Laitinen delivered opening remarks at her first Tairāwhiti graduation since taking the role, while EIT Chair David Pearson offered closing comments.
Lucy said the occasion was a moment of pride for both the institute and the wider community.
EIT Tairāwhiti graduates celebrated their success.
“We are incredibly proud of our graduates and all they have achieved. Education is transformative. It opens doors for individuals, strengthens whānau, and builds capability and confidence across our communities.
“Having regained our independence, EIT is more determined than ever to serve Tairāwhiti and the wider region, ensuring our graduates leave with the skills, knowledge and resilience to make a real difference, both locally and beyond.”
Tairāwhiti Campus Executive Director Tracey Tangihaere said the ceremony was a special occasion for the region.
“It is always a wonderful occasion to recognise and celebrate the success of so many graduates and honour the many people who have supported their academic journey,” she said.
“This year carries added significance as we re-establish EIT as an independent institution for our region.”
She also acknowledged the passing of long-serving kaumātua Ngāti Porou leader Taina Ngārimu, and welcomed Dr Wayne Ngata, who officiated the ceremony.
“We acknowledge the legacy and contribution of Taina Ngārimu, and we are honoured to have Dr Wayne Ngata step into this role, continuing that guidance and leadership.”
Guest speaker Jordan Lima (Ngāti Porou, Te Aitanga-a-Hauiti, Ngāpuhi) addressed graduates, alongside valedictorian Ami Hokianga (Rongowhakaata, Ngāti Porou, Te Āti Haunui-a-Pāpārangi). Gisborne Deputy Mayor Aubrey Ria was also in attendance.
Tracey said the day was also a time to reflect on the values carried forward by graduates.
“I love the sentiments of ‘keep your face to the sunshine, be the change you wish to see, live life to the fullest, and spread positivity in the world’.”
Nobel Laureate affirms Hong Kong’s strengths in attracting global high-calibre talent, contributing to the country’s drive to become a high-technology hub
HONG KONG SAR – Media OutReach Newswire – 20 March 2026 -The Labour and Welfare Bureau of the Government of the Hong Kong Special Administrative Region (HKSAR) and the Hong Kong Talent Engage (HKTE) are jointly hosting the Global Talent Summit Week (GTS Week) in Hong Kong. The two flagship events — the International Talent Forum and the CareerConnect Expo — were held over the past two days, drawing over 10,000 participants and 170,000 live-stream views. Through a series of keynote sessions, panel discussions and networking opportunities, the events further solidified Hong Kong’s dual advantages as an international talent hub and the country’s gateway for talent.
The Chief Executive, Mr John Lee, attended the Global Talent Summit Week. Photo shows (front row, from third left) the Secretary for Labour and Welfare, Mr Chris Sun; Nobel Laureate and Regius Professor of Economics of the Department of Economics of London School of Economics, Professor Christopher A Pissarides; Vice Minister of Human Resources and Social Security Mr Yu Jiadong; Mr Lee; the President of Peking University, Professor Gong Qihuang, and other guests at the ceremony.
Among the distinguished speakers at the International Talent Forum was Professor Christopher A Pissarides, 2010 Nobel Laureate in Economic Sciences. In his keynote address, he said that Hong Kong possesses clear strengths in traditional industries such as finance and commerce, and is home to a world-class education system. With the rapid development of advanced technology across the Guangdong-Hong Kong-Macao Greater Bay Area (GBA) — in particular its proximity to Shenzhen as a hub for innovation hardware and industrial artificial intelligence (AI) — Hong Kong is well placed to develop into a regional high-tech hub, further strengthening its appeal to global talent.
“Hong Kong possesses a vibrant service-based economy, a high-quality talent pool and productivity, proactive government policies, and a thriving entrepreneurial culture. These strengths define Hong Kong’s unique role within the GBA and will be key to its continued ability to attract international talent,” he said.
Professor Pissarides emphasised that AI is having a comprehensive impact across all areas of production and work. He stressed that AI should be positioned as a tool to complement human resources — designed to enhance productivity and improve employee well-being, rather than to replace the workforce. He anticipated that proficiency in AI development and application, such as engineers and data analysts, would be at the forefront of the coming wave of global talent competition.
Hong Kong’s Unique Advantages Attracting Global Talent to Thrive with Confidence
Mr John Lee, the Chief Executive of the HKSAR, officiated at the opening ceremony of the GTS Week and delivered the opening address at the Hong Kong Convention and Exhibition Centre(HKCEC) on the 18th March. He said that Hong Kong is fast rising as an international talent hub, driven by a comprehensive and forward-looking strategy that integrates talent development with economic transformation, technological advancement and regional co-operation. Such efforts have been widely recognised, with Hong Kong rising to fourth globally and first in Asia in the International Institute for Management Development’s World Talent Ranking 2025.
Mr Lee said that Hong Kong will continue to uphold openness, deepen international engagement and align closely with national development strategies. Policies in education, innovation and infrastructure will be further refined to ensure Hong Kong remains a fertile ground for ideas and enterprises, where global talent feels welcomed, valued and supported. He stressed that while economic indicators and technological achievements are important, human development remains the ultimate goal, and Hong Kong will continue to place people at the centre of its vision for the future.
At a critical juncture in the global transformation of innovation, technology and talent development, Hong Kong — positioned as a regional nexus for high-calibre talent — is leveraging the GTS Week to foster international talent collaboration, showcase diverse development opportunities and garner insights from government, business and academic leaders on future talent trends.
Centred on the integrated development of education, technology and talents, the GTS Week includes a series of discussions and exchanges across multiple sessions. Speakers so far have included Mr Winfried Engelbrecht-Bresges, Chief Executive Officer of The Hong Kong Jockey Club, and Mr Joe Ngai, Chairman of McKinsey & Company Greater China, who discussed the evolving demand for skilled professionals and how innovation is reshaping China’s talent development landscape.
Experts and Leaders Envision the Future Landscape of Education, Technology and Talents
The Forum also held panel discussions on education, technology and talents, bringing together industry leaders including Professor Gong Qihuang, President of Peking University; Dr Lin Dahua, Co-founder and Chief Scientist of SenseTime Group Limited; and Ms Ruchee Anand, Vice President of Talent Solutions of Asia Pacific at LinkedIn. They examined the emerging talent ecosystem and explored how cross-border and cross-sector collaboration could nurture future-ready talent.
During the GTS Week, HKTE welcomed around 100 government representatives responsible for talent development in the Chinese Mainland and the Macao SAR, as well as delegates from leading universities in the Mainland to take part. They shared valuable experiences from various regions in talent attraction, retention, nurturing and recruitment, and explored strategies for talent attraction and development under the National 15th Five-Year Plan.
In recent years, the HKSAR Government has introduced a series of talent admission measures to attract and facilitate talent from around the world to develop their careers in Hong Kong, and settle down in the city.
Another highlight of this year’s GTS Week was the CareerConnect Expo, held concurrently with the Forum at the HKCEC. The Expo brought together around 70 corporations, educational and technology institutions, and government departments across five thematic zones, presenting Hong Kong’s latest talent admission policies and industry information, settlement support services, and career prospects across the GBA.
GTS Week continues until March 29, with nine satellite events covering regional conferences, career fairs and corporate award ceremonies, establishing a comprehensive platform for professional networking and information exchange. These include the signing of a cooperation agreement between HKTE and Junior Chamber International Hong Kong (JCIHK). Leveraging JCIHK’s network of over 150,000 young leaders and members across 114 countries and regions worldwide, HKTE will reach out and invite global talent to explore development opportunities in Hong Kong and the GBA.
Building on the success of its inaugural edition in 2024, this year’s GTS Week has expanded into a series of events, themed around the integrated development of education, technology and talents. The GTS Week follows Hong Kong’s historic ascent to the top position in Asia on the International Institute for Management Development (IMD) World Talent Ranking 2025, fully demonstrating Hong Kong’s strong appeal to global talent.
To learn more about the highlights of the GTS Week and Professor Pissarides’ insightful views, please visit gts.hkengage.gov.hk/en/video-gallery or follow HKTE on social media.
Hashtag: #HongKongTalentEngage
The issuer is solely responsible for the content of this announcement.
HONG KONG SAR – Media OutReach Newswire – 20 March 2026 – CREGIS, a leading Hong Kong-based digital asset infrastructure provider, recently announced that its privatized deployment solution, CREGIS Nexus, has officially been honored with the “Excellent Brand of Enterprise Digital Asset Infrastructure” award. The award was presented by Mr. Joseph Chan Ho-lim, Under Secretary for Financial Services and the Treasury of the Government of Hong Kong, to CREGIS Founder and CEO, Shawn Yan. This distinction not only recognizes CREGIS’s technical prowess but also marks its standing alongside industry leaders such as HSBC, AXA Hong Kong, ICBC (Asia), Bank of China(Hong Kong), and CITIC Bank (International) in driving innovation within Hong Kong’s financial ecosystem.
CREGIS Nexus awarded “Excellent Brand of Enterprise Digital Asset Infrastructure.
In the convergence of traditional finance and digital assets, fiduciaries—represented by custodian banks and trust companies—have long faced challenges regarding security, compliance, and high technical barriers. Relying solely on third-party services often means forfeiting critical control, while building internal systems entails prohibitive costs and risks. The CREGIS Nexus solution provides global licensed custodians, trust companies, and professional trustees with institutional-grade infrastructure that aligns with existing compliance and risk control frameworks, ensuring they maintain absolute “Asset Control.”
“We are standing at a turning point in the evolution of financial infrastructure,” said Shawn Yan, Founder and CEO of CREGIS. “For institutions bearing fiduciary responsibilities, asset security and compliant governance are paramount. Privatized deployment offers the highest level of autonomy, transparency, and business resilience.”
CREGIS serves over 3,500 corporate clients and manages over $300 billion in transaction assets. The company has maintained a record of zero incidents over the years, with its business among financial institution clients growing at an annual rate of over 50%. This is because “Security Autonomy” and “Compliance Controllability” are at the core of CREGIS’s mission.
The core advantage of the CREGIS Nexus solution lies in its reshaping of the underlying trust model. It deeply integrates TEE (Trusted Execution Environment) technology and seamlessly incorporates bank-grade Hardware Security Modules (HSM) compliant with FIPS 140-2/3 standards. This ensures that private keys are never exposed throughout their lifecycle, and all critical computations are completed within a client-controlled physical environment or a hardware-protected TEE secure zone, eliminating single points of failure and external interference.
CREGIS also addresses the complexities of operational and governance compliance. Its unique Declarative Intent Gateway (DIG) technology allows institutions to transform internal risk policies, compliance mandates, and trust agreement terms into programmable, immutable business logic. This ensures that every asset operation is not only cryptographically secure but also automatically executed at the business intent and compliance levels, with full auditability. This “Rules-as-Code” capability aligns perfectly with Hong Kong’s maturing digital asset regulatory regime.
As a company with its global strategic headquarters in Hong Kong, CREGIS has introduced a “Tripartite Oversight” logical architecture for licensed institutions. This framework technically separates asset operational rights, ownership, and audit supervision rights, providing custodians and trustees with a ready-to-use digital upgrade solution that meets licensing requirements.
“CREGIS is closely monitoring the legislative progress of the licensing regime for digital asset custody service providers by the Financial Services and the Treasury Bureau(FSTB) and the Securities and Futures Commission(SFC),” Yan added. “Once the relevant regulatory framework is formally implemented, we plan to officially submit our application for a Hong Kong digital asset custody service license, leveraging the institutional-grade security and compliance capabilities built upon the CREGIS Nexus solution.”
Jobsdb by SEEK hosts “The Hong Kong HR Awards 2025/26” celebrating industry excellence
HONG KONG SAR – Media OutReach Newswire – 20 March 2026 – Mr Grant Wright, Group Executive, Artificial Intelligence at SEEK, the parent company of Jobsdb, spoke at the “Global Talent Summit Week – Hong Kong’s International Talent Forum” on 18 March 2026, organised by the Labour and Welfare Bureau and Hong Kong Talent Engage. At the panel titled “Thriving in a dynamic talent landscape – Sustaining skills and fostering resilience”, Mr Wright addressed the challenge of increasing noise in the recruitment market and outlined how SEEK is leveraging its responsible AI framework and automated verification tools to help employers identify authentic talent signals.
Mr Grant Wright, Group Executive, Artificial Intelligence at SEEK, the parent company of Jobsdb, spoke at the “Global Talent Summit Week – Hong Kong’s International Talent Forum” on 18 March 2026
Building trust with Responsible AI and verification
At the forum, Mr Wright described the current global talent landscape as increasingly noisy with the rise of AI agents and the use of large language models in the recruitment process making it harder to assess candidates fit and motivation without the right tools.
“In a world where AI allows every candidate to put their best foot forward, traditional signals like the CV and cover letter tell us less than they used to,” said Mr Wright. “Simply applying for a role is no longer necessarily a signal of motivation or suitability. In this noisier AI environment, marketplaces play a critical role to connect interested and high-fit candidates and hirers faster, and to add more trust to the process.
SEEK established a dedicated Responsible AI team in 2017 to address fairness and bias in AI-driven matching. Mr Wright outlined the company’s core principles for ensuring technology empowers rather than excludes.
“AI makes predictions, which means by definition it can be wrong. We must consider the impact of those predictions on individuals,” Mr Wright added.
“Humans can be biased in recruitment, and we need to recognise that exists in the system and in the data we train on. Our responsible AI team and processes aim to ensure AI improves outcomes for everyone and creates opportunity.”
SEEK has invested in AI to improve customer experiences for over a decade, building one of Asia Pacific’s most established AI teams. Beyond making job hunting and hiring simpler, SEEK is focused on using AI to add trust and efficiency into our marketplace. This proprietary technology powers every stage of the hiring process:
Enhanced targeting for high-fit candidates: SEEK identifies which candidates are a high fit for a role. This allows us to predict a candidate’s likelihood of being shortlisted for any given job ad. High-fit candidates are three times more likely to be shortlisted.
Enhanced Efficiencyand Search Experience: Features like AI-assisted ad writing help employers create compelling job descriptions, while AI-powered analytics provide real-time insights to optimise ad performance. At the same time, candidates can use natural, everyday language to describe what they’re looking for, and personalised search models match them to the most relevant roles.
Responsible AI and Trust: SEEK’s dedicated Responsible AI framework focuses on fairness, transparency and bias mitigation in AI‑driven matching. To combat market friction and build confidence, SEEK has also introduced automated verified credentials, reducing verification times from days to seconds, increasing hirer trust in the integrity of matches and helping candidates stand out.
Voice AI Refence Checks: SEEK also leverages natural language AI to transform the reference checking experience. SEEK’s voice AI assistant allows referees to complete checks through natural conversation with SEEK’s Voice AI service. This cuts completion time for hirers in half, from 24 to 12 minutes, while capturing more data than traditional reference checking methods.
When asked about his vision for Hong Kong’s workforce over the next five years, Mr Wright highlighted that while Hong Kong has always been exceptional at attracting talent, the automation of entry-level tasks could pose a risk to traditional learning curves.
“I would like to see Hong Kong focus on the development problem for the future workforce,” said Mr Wright. “If you take away entry-level jobs, you remove the safe space for newcomers to ‘fail fast’ and learn how an organisation works. That would be a real challenge, and I hope to see Hong Kong find a solution to bridge this gap for the betterment of organisations and future talent.”
Celebrating excellence in HR
The dialogue on the future of work continued later that day as Jobsdb celebrated industry excellence at ‘The Hong Kong HR Awards 2025/26’. With the theme ‘Empowering Talent and Technology Towards Tomorrow’, the awards recognised 70 companies, for their excellence in talent acquisition and management strategies. The ceremony was attended by approximately 450 guests, witnessing the industry’s achievements in integrating technology with talent development.
Mr Bill Lee, Managing Director, Hong Kong, Jobsdb by SEEK, stated, “Now in its fifth year, The Hong Kong HR Awards are once again dedicated to celebrating the exceptional organisations and visionary individuals who are reshaping the future of people strategy in Hong Kong. This year’s winners demonstrate how forward‑thinking employers are transforming talent attraction, development and engagement through the smart use of data and technology. We are also proud to introduce the inaugural SEEK APAC Employer of the Year Award, recognising excellence across our Asia markets plus Chinese Mainland and reinforcing Hong Kong’s role as a hub for talent in Asia Pacific. At Jobsdb, we are committed to providing the tools and insights to help the local workforce navigate this transformation and unlock new possibilities for growth.”
For the full list of winners and more details, please visit: https://hk.employer.seek.com/page/the-hong-kong-hr-awards-2025-26-winners
Hashtag: #Jobsdb #AI #SEEK
The issuer is solely responsible for the content of this announcement.
Across Tāmaki Makaurau reading has quietly transformed. You can see it on the morning train where someone is listening to an audiobook, in a café where a student scrolls through an e magazine, at home where a parent downloads a picture book for bedtime, and during a late-night shift where someone finally gets a moment to read on their phone. The library is not only a place you visit – it’s something you carry with you.
The rise of e content has reshaped how Aucklanders connect with stories, learning, and information. As the collection continues to grow – over 800k items across three different platforms – there really is something for everyone and it’s free for all Aucklanders.
What makes this shift so powerful is how naturally it fits into the rhythm of modern life. People read when and where they can, and the digital library grows in response. As Aucklanders borrow more, the collection expands, creating a cycle of use and growth that reflects the habits of a busy, diverse city.
“We’re a city of readers and of extraordinary diversity,” says Deputy Mayor of Auckland, Desley Simpson.
“People of all ages, backgrounds, ethnicities, and abilities are embracing new ways to learn, explore, and connect. E content lets Aucklanders access stories and knowledge wherever they are, in the languages and formats that work for them. I think that’s just fantastic.
“Every digital checkout represents someone discovering a story, gaining knowledge, or finding joy. It shows who we are – a curious, multilingual, and connected city – and it’s something we should all be proud of,” says Deputy Mayor Simpson.
Digital borrowing has surged over the past five years, with strong, steady growth and record breaking use. Today, more than a third of all library loans in Auckland are digital – a higher share than in many comparable regions. Auckland now sits among the world’s major digital lending library systems with more than six million digital checkouts last year alone. On a global scale, we sit at number 11 for e-lending which puts us together with a small group of the very largest big city and regional library systems in the world – think Los Angeles, New York and Toronto!
In the past year alone, Aucklanders borrowed material in 36 different languages and children’s reading has climbed sharply – with a significant increase in digital checkouts over the past two years. Readers come from every Local Board area and represent at least 25 ethnic communities. The digital library has become a mirror of Auckland’s diversity, offering stories and information that speak to many cultures, ages, and experiences.
E content also removes barriers that physical libraries can’t always overcome. It supports people with vision impairments through screen reader compatibility, helps dyslexic readers with specialised fonts, and offers multilingual families access to books in their home languages. It serves roster workers who read at various hours, commuters who squeeze in a chapter on the go, and residents who live far from a physical outlet.
This shift has strengthened equity of access across the region. Aucklanders who might once have struggled to reach a library can now participate fully in reading and learning. The digital collection has become a vital part of service delivery, extending the reach of the library without the need for new buildings or physical infrastructure. Ultimately, the rise of e content is a story about Auckland – one of the most diverse cities in the world and one whose people read widely and in many languages. Together we’re shaping a future where the library in Auckland is always open and always accessible.
Aucklanders can download the app here: https://www.aucklandlibraries.govt.nz/en/books-movies-audio/ecollections/ebooks.html And/or sign up for a membership if you don’t already belong to the library: https://www.aucklandlibraries.govt.nz/en/join-the-library.html
Have you ever wondered whether the information privacy principles in the Privacy Act 2020 are relevant to the right against unreasonable search and seizure? The Supreme Court answered that question with a yes in this criminal appeal.
The appellant, Mr Tamiefuna, was convicted of one charge of aggravated robbery. He challenged the inclusion of photographic evidence used by Police to obtain this conviction. Mr Tamiefuna appealed a Court of Appeal decision which determined the photographic evidence was improperly obtained but declined to find the evidence should have been excluded from his trial.
The Supreme Court found that the photographic evidence was both improperly obtained and should have been excluded from Mr Tamiefuna’s trial under s 30(4) of the Evidence Act 2006. A retrial was ordered.
Background
On 5 November 2019 Mr Tamiefuna was a passenger in a car which was the subject of a routine traffic stop. A police officer ran a National Intelligence Application (NIA) check for the occupants of the vehicle and discovered Mr Tamiefuna had previous convictions relating to property offending. The check revealed the driver of the car was unlicensed and the car was impounded. This required the occupants to exit the vehicle.
Mr Tamiefuna and his companions removed property from the car and stood on the footpath while waiting to be picked up. A police officer noticed there was a lot of property, including batteries and a woman’s purse and coat. This made them suspicious the property may have been stolen. At this point, the police officer took photographs of the property and the car’s occupants using their police issue smartphone. The photographs of Mr Tamiefuna show him standing on the footpath beside the car. He is looking towards the camera and is clearly aware that he was being photographed. Mr Tamiefuna’s face and clothing are captured in the images.
The police officer added these photographs and a note of his observations to the NIA. The information was collected and retained as the officer thought it might be useful in future. There was no specific purpose.
The photographs were critical evidence at Mr Tamiefuna’s trial, linking him to the aggravated robbery, as the clothing in the photographs matched a man captured in CCTV footage at the scene of the offending.
There is no statutory authority authorising the taking of these photographs, nor the retention of one of those photographs on the NIA.
Litigation history
Prior to his trial, Mr Tamiefuna challenged the admissibility of the evidence collected at the traffic stop. He argued it was improperly obtained and inadmissible under s 30 of the Evidence Act. The challenge was rejected in the High Court. The Court of Appeal declined leave to appeal that decision pre-trial.
Following the trial, Mr Tamiefuna appealed his conviction. The Court of Appeal decided that the taking of a person’s photograph in a public place by police without a current investigative or law enforcement purpose, breached their right to be free from unreasonable search and seizure under s 21 of the New Zealand Bill of Rights Act 1990 (NZBORA). However, the Court did not consider the evidence should have been excluded under s 30 of the Evidence Act, on the basis the impropriety was outweighed by the need for an effective and credible justice system. The appeal was dismissed.
The Privacy Commissioner’s role as an independent intervener in the proceeding
An intervener is a third party who is allowed to join litigation even though they are not a party to the proceedings. This process is called “intervening” and allows an expert or interested party to assist the court by making legal submissions on particular points – especially if the case is of general public importance.
The Privacy Commissioner was granted leave from the Court to intervene as an independent expert as the appeal would have broad consequences for the interaction between information privacy, NZBORA, and Police information gathering powers.
Grounds of appeal in the Supreme Court
(a) Whether the Court of Appeal was correct to find that the photographic evidence was improperly obtained for the purpose of s 30 of the Evidence Act; and (b) Whether the Court of Appeal was correct in admitting the evidence under s 30 of the Evidence Act.
Majority decision (Winkelmann CJ, Ellen France and Williams JJ)
At common law, Police have a duty to prevent crime and to detect and bring offenders to justice. The police have powers to undertake these duties and the common law will supplement existing statutory provisions when necessary. As the collection and retention of the photographs on the NIA were not authorised by statute, police were exercising their common law powers.
The exercise of police common law powers is subject to statutory requirements and restrictions. Relevant in this case was s 21 of NZBORA, which provides that every person has the right to be secure against unreasonable search and seizure.
Was taking the photographs a search?
In determining whether Police taking photographs of a person in a public place after they were required to leave a car following a lawful traffic stop was a search, the majority considered four key factors; the nature of the place, the use to which the information was put, the manner of collection, and the nature of the information.
Significant weight was given to the fact that Mr Tamiefuna was only in a public place because he has been ejected from a vehicle. The manner of collection was not at the higher end of intrusiveness, however, the use to which the information was put increased the level of intrusiveness. They also noted there were very few controls over the retention and use of Mr Tamiefuna’s personal information. The majority considered the police power exercised was intrusive and very general.
The Joint Report highlighted that photographs of individuals are sensitive biometric personal information, stating they are “capable of being analysed using facial recognition technology and other digital techniques which makes it even more important that the information is being collected, used, retained and stored lawfully.” The majority added that the sensitivity of biometric information is recognised in the fact that statutory regimes are required to govern their use and collection.
Overall, the majority concluded the police officer’s actions amounted to a search as Mr Tamiefuna had a reasonable expectation of privacy that was intruded on.
Was the search reasonable?
The taking and retention of the photographs was not lawful. Police are subject to statutory controls when conducting searches and it was not appropriate to extend their common law power to authorise a warrantless search for generalised intelligence gathering in a way which is not appropriate, particularly where the relevant statutory framework imposes controls in relation to the very same activity (though in a different context).
The majority stated the information privacy principles (IPPs) (when this incident occured the Privacy Act 1993 was in effect. The Privacy Act 2020 sets out the current IPPs in section 22. For the purposes of this case, there are no material differences between these iterations of the IPPs) were relevant, though not decisive, in an analysis of s 21 of NZBORA and s 30 of the Evidence Act. In discussing the IPPs, the majority stated:
Under IPP 1, an agency may only collect personal information as is necessary for a lawful purpose. This was breached as there was no lawful purpose for the collection of Mr Tamiefuna’s information.
Under IPP 3, the collecting agency must take reasonable steps to inform the person concerned, among other things, about the collection, the purpose of the collection and its legal basis. This was not done in this case.
Under IPP 9, personal information once collected must not be held for longer than is required for the purposes for which the information may lawfully be used. As there was no lawful purpose, the retention of the information was in breach of this principle.
The IPPs were useful in stating the expectations of a reasonable person. As Police failed to comply with the IPPs, the search was not reasonable (as it breached the Privacy Act) and the evidence was therefore improperly obtained.
As the search was illegal it was unreasonable under s 21 of NZBORA. This meant the photographic information was improperly obtained for the purposes of s 30 of the Evidence Act.
Was the court wrong to admit the evidence?
If evidence is found to have been improperly obtained, s 30(2) of the Evidence Act requires the Judge to “determine whether or not the exclusion of the evidence is proportionate to the impropriety by means of a balancing process that gives appropriate weight to the impropriety and takes proper account of the need for an effective and credible system of justice.”
In this case, it was decided that excluding the evidence would not be disproportionate to the breach. There was a breach of an important right and an overextension of police powers (though the Court noted the police officers involved acted in good faith). The majority stated “an effective and credible system of justice in this case requires the exclusion of the evidence. Otherwise, on a longer-term basis, the justice system is brought into disrepute.”
As intervener, OPC submitted in the cases where evidence has been obtained in breach of s 21 of NZBORA or another human rights obligation, s 30 should be applied to provide an effective remedy for that breach. An effective remedy must both vindicate the right of the individual and avoid recurrence of the breach in other cases. This submission was accepted by the majority.
Outcome
The appeal was allowed. Mr Tamiefuna’s conviction was quashed and a retrial was ordered.
Minority decision (Glazebrook J)
Glazebrook J considered there was no search in this case, finding the concept of a “search” would be extended too far if it included filming or photography of what a person saw and heard, where there is no active looking for someone or something. Further, Glazebrook J found Mr Tamiefuna did not have a reasonable expectation of privacy. The photograph was taken on a public street, it was not covert, and people should be expected to be observed while in public. An individual interacting with another person (including the Police) can have no reasonable expectation that the other person will not make and store a full and accurate audio or video of the interaction, which can later be disclosed and used.
This minority decision also considered the collection and retention of the photographs was both reasonable and lawful. It was an appropriate use of Police investigative powers into offending.
Glazebrook J agreed with the reasoning in the Court of Appeal and would have admitted the photographs under s 30 of the Evidence Act. In reaching that conclusion the Court of Appeal said that while the right breached was important, the intrusion on this right was not very serious and the evidence obtained was central to the prosecution. In these circumstances, exclusion of the evidence would be disproportionate to the breach.
Minority decision (Kós J)
Kós J also considered there was no search, as the traffic stop and ejection of Mr Tamiefuna from the car was lawful and Mr Tamiefuna was in a public place. People on a public street lack a reasonable expectation of privacy from being photographed. Cell phones and CCTV make this a routine experience.
The essential feature of a search was described as an examination or investigation for the purposes of obtaining evidence, which intrudes upon a right to privacy. Kós J stated there was no right to privacy on a public street and no reasonable expectation of privacy, finding an ordinary photograph of a person present on the pavement of a public street should not engage s 21 of NZBORA.
In this case, the entry of Mr Tamiefuna’s photographs in the NIA was unlawful, as it was not permitted by either statute or common law. However, Kós J would not have excluded the evidence for the same reasons as Glazebrook J.
Kós J concluded by stating “What might have been seen as a grey area in 2019 was no longer so grey after [the Joint Report] was published. A different balance might be struck thereafter, in another case.”
Privacy implications
Key takeaways:
The IPPs can be compelling in determining whether human rights have been breached.
Despite the current cultural context (including available technology, such as cell phones and CCTV) being on a public street does not mean an individual has no expectation of privacy. Particularly where the state is exercising an intrusive power.
At [33] the majority stated “there were features of the relevant events that mean the fact [Mr Tamiefuna]’s photograph was taken whilst he was on a public road is not a conclusive factor against the asserted reasonableness of his expectations of privacy. It remains important to preserve a sufficient zone of privacy for individuals. That in turn is a part of preserving the fundamentals of a liberal democracy.”
A dentist provides dental care to a girl.AFP/ Thibaut Durand/ Hans Lucas
Nearly half of adults in Aotearoa are avoiding dental care because they cannot afford it, leaving many in chronic pain, at risk of serious infection, or in need of hospital treatment.
New research and frontline experiences are painting what advocates describe as a system failing to meet basic health needs, with growing calls for dental care to be fully integrated into the public health system.
Dental for All, a coalition of health workers, unions, community organisations and advocates travelled the country last year speaking directly with whānau about their experiences.
Dental for All campaigner Max Harris said the stories they heard were confronting.
“We heard about the shame and pain people face when they can’t get to the dentist, and how problems get worse over time,” he told RNZ.
“We also heard about the home remedies people resort to, things like using pliers or fishing wire to pull teeth, or relying on painkillers just to get through.”
There are growing calls for dental care to be fully integrated into the public health system.
A system built without teeth
According to the latest Ministry of Health survey, 47 percent of adult New Zealanders reported not visiting a dentist due to cost, with even higher rates among Māori and Pasifika.
Research commissioned by Dental for All also estimated untreated oral disease was costing the country around $2.5 billion each year in lost productivity and $3.1b in reduced quality of life.
“That is people missing work, missing job interviews, or living with constant pain and stigma,” Harris said.
“When you compare that with estimates that universal dental care could cost between $1 and $2 billion a year, it starts to make economic sense as well as human sense.”
Harris said that gap dated back to the system’s foundations.
“When the public healthcare system was set up in 1938, some dentists lobbied to carve teeth out of the system and it has essentially stayed that way ever since.”
Auckland City Mission opened the doors of its new onsite dental clinic in July 2025, delivering lifechanging dental care for those that need it most, free of charge.Supplied / Auckland City Mission
Across the country, demand for affordable dental care continues to grow.
At teaching clinics run by the University of Otago Faculty of Dentistry, patients could receive reduced cost treatment from senior dental students under supervision.
In Auckland, the waitlist for student led care sat at around 950 people and was currently closed due to capacity.
Across both Auckland and Dunedin clinics, more than 14,800 patients were treated in 2025, delivering nearly 60,000 appointments.
Director of Dental Hospital and Clinics Janine Cochrane said demand had remained strong in recent years, reflecting wider national trends.
But even with those services, need continued to outstrip supply.
In July last year, Auckland City Mission opened a free dental clinic aimed at people who had struggled to access care.
In its first seven months, the clinic treated around 380 people and built a waitlist of more than 100.
Director of housing and health Brendan Short told RNZ that many patients had gone years without treatment.
“The people that we support have been marginalised from mainstream and public health care for a very long time,” he said.
“It is really clear that there is not enough funding for oral care in New Zealand for the general population. Dental care is essential healthcare and it seems that this is a blind spot for us as a nation.”
Auckland City Mission director of housing and health Brendan Short.RNZ / Layla Bailey-McDowell
Living with pain
Short said the impact of untreated dental issues went far beyond physical pain.
“Avoiding social situations, hiding one’s smile, or even missing job opportunities are everyday realities,” he said.
He said many people had normalised living with pain.
“It is quite common for people to live with pain, to think that what they are putting up with is normal or is okay, and it is not.”
The Auckland City Mission dental clinic operated three days a week and relied heavily on volunteer dentists.
“This is not possible or achievable for us without those volunteer dentists. They are superstars,” Short said, adding that some even travelled from outside Auckland, including as far as Taranaki.
Volunteer dentist Roger Tiang told RNZ that demand was constant at the clinic, highlighting the need for these spaces.
“Every time I come in my shift is fully booked,” he said.
Tiang said cost and sometimes discomfort with mainstream services were key barriers and that delaying care allowed small issues to escalate.
“If we do not catch things early, problems get bigger and we end up dealing with much bigger issues than we would have if we had seen them earlier.”
After more than 25 years in dentistry, he believed oral healthcare should be treated like any other part of the health system.
“People might not realise it, but if you cannot chew your food properly or you are living with infections in your mouth, that can affect your overall health.
“It is part of your health. Just like the rest of the health system in New Zealand, there is public healthcare and dentistry should be part of that as well.”
ActionStation and Dental for All campaigner Jasmine Taankink says poor oral health is “just another negative implication of colonisation” and Māori not being able to exercise tino rangatiratanga.Supplied / Jasmine Taankink
Longstanding inequities for Māori
For Māori, barriers to dental care were often compounded by cost, distance, and access, layered on top of longstanding inequities within the health system.
ActionStation and Dental for All advocate Jasmine Taankink said poor oral health outcomes for Māori could not be separated from colonisation.
“We know that upon arrival to Aotearoa, English settlers were really impressed with the overall physical health of our tūpuna Māori, especially their oral health. That’s quite widely documented,” she said.
“Our tūpuna Māori didn’t have cavities, they didn’t have massive oral health problems. So poor oral health is just another negative implication of colonisation and us not being able to exercise our tino rangatiratanga”
She said solutions must be grounded in Māori led approaches.
“We have the expertise within our own communities to develop solutions that work for us.”
Tumuaki of Te Ao Mārama (New Zealand Māori Dental Association) Leeann Waaka says whānau should not have to suffer in silence any longer.Supplied / Leeann Waaka
Leeann Waaka, dental therapist at Hauora a Toi and Tumuaki of Te ao Mārama (New Zealand Māori Dental Association) said the situation had remained largely unchanged for decades – with many left suffering in silence.
“The current suffering for our people is real, and it has not got any better since, well, what, 30 years?”
Waaka said while cost was a major issue for whānau, accessibility, especially in rural areas, remained a problem.
“When you are looking at a current structure and your lens is a holistic lens, it really does not fit.
“Whenever you need something, you should be able to access it, right there and then. Unfortunately that is not the case for dental.”
After travelling the country with the Dental for All kaupapa, she said the stories shared were confronting.
“Many have suffered in silence for a long time, It’s heartbreaking.
“I come from up north. I knew it was bad up there, but when we went up there for the roadshow, I don’t even think we could have imagined just how bad it is … It is inhumane.”
Waaka, alongside Dental for All and Te Ao Mārama, was pushing for a Te Tiriti consistent system – which would mean properly resourcing Māori providers and enabling iwi and hapū to design services that meet the needs of their people.
“It is reimagining the system and starting to rebuild it to what it needs to be to serve our whānau. Our people deserve better.”
Dental for All campaign set out on a national roadshow last year, hearing concerns from whānau and building public support over communities.Supplied / Dental for All
Looking overseas for solutions
Dental for All’s latest research pointed to countries including Niue, Japan, Brazil, Canada and the United Kingdom, where dental care was integrated into public health systems.
Harris said those models showed change was achievable.
“It ultimately comes down to political will,” he said.
“We have seen other countries make the decision that oral health is part of overall health and design their systems accordingly.”
Dental for All was now developing a detailed policy proposal outlining how such a system could be introduced in Aotearoa.
“This could be something we look back on as a once in a generation change to strengthen our healthcare system.”
Waaka said the focus must remain on equity and wellbeing.
“All knowledge systems matter, and coming together to bring the best of those knowledge systems is key for when we are serving our people,” she said.
“Our people deserve the best and nothing less.”
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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand
HONG KONG SAR – Media OutReach Newswire – 19 March 2026 – The opening ceremony of the exhibition titled “The Majestic Han: A Golden Age of Vigour and Cultural Integration” was held today (March 19) at the Hong Kong Heritage Discovery Centre. The exhibition is jointly organised by the Development Bureau (DEVB) and the National Cultural Heritage Administration (NCHA). It features significant archaeological finds unearthed on the Chinese Mainland and in Hong Kong, showcasing the dynamic and innovative Han dynasty, a golden era that made profound contributions to promoting exchanges between Chinese and Western civilisations.
The opening ceremony of the exhibition titled “The Majestic Han: A Golden Age of Vigour and Cultural Integration” was held today (March 19) at the Hong Kong Heritage Discovery Centre. Photo shows the Secretary for Development, Ms Bernadette Linn (centre); the Director of Art Exhibitions China, Mr Tan Ping (second right); the Second-level Inspector of the Department of Publicity, Cultural and Sports Affairs of the Liaison Office of the Central People’s Government in the Hong Kong Special Administrative Region, Mr Chen Xinyu (second left); the Chairman of the Antiquities Advisory Board, Professor Desmond Hui (first right); and the Chairman of the Advisory Committee on Built Heritage Conservation, Professor Douglas So (first left), officiating at the opening ceremony.
Speaking at the opening ceremony, the Secretary for Development, Ms Bernadette Linn, said that the Han and Tang dynasties were both golden eras in Chinese history, leaving behind a wealth of important historical legacies for the Chinese nation. Following the success of the “Tang Vogue Beyond the Horizons: A Golden Era of Multicultural Integration and Openness” exhibition jointly organised by the DEVB and the NCHA last year, both parties collaborated again to present a large-scale Han dynasty-themed artefact exhibition this year. She eagerly anticipates that through these precious artefacts, members of the public and tourists will learn more about the glorious history of the Han dynasty and appreciate the remarkable virtues of traditional Chinese culture. They will also discover a fresh perspective through the narratives conveyed by the artefacts from Hong Kong and the Chinese Mainland.
Other officiating guests at the opening ceremony of the exhibition were the Director of Art Exhibitions China, Mr Tan Ping; the Second-level Inspector of the Department of Publicity, Cultural and Sports Affairs of the Liaison Office of the Central People’s Government in the Hong Kong Special Administrative Region, Mr Chen Xinyu; the Chairman of the Antiquities Advisory Board, Professor Desmond Hui; and the Chairman of the Advisory Committee on Built Heritage Conservation, Professor Douglas So.
The exhibition is presented in six thematic sections, covering political system, economic development, culture and beliefs, scientific and technological development, social life and external exchanges. It features 252 pieces/sets of invaluable exhibits. Among them, 203 pieces/sets, including 40 grade-one cultural relics, come from 29 museums and cultural institutions in 14 provinces and autonomous regions on the Chinese Mainland, and most of them are being shown in Hong Kong for the first time. The remaining 49 pieces/sets are significant archaeological finds dating to the Han period unearthed in Hong Kong, painstakingly selected by the Antiquities and Monuments Office of the DEVB.
The star exhibits from the Chinese Mainland highlight the Han precious bronze horse-leading figurine and bronze horse; an eaves end tile with Chinese characters Han Bing Tian Xia (Han unifies the realm); a seven-storey painted pottery granary house with linked pavilion; the Yi Li (Etiquette and rites) wooden slips, a bronze fang vessel of Inner Treasury of Zhongshan, a gold linzhi hoof, the silk letter from Yuan to Zifang and arithmetical slips unearthed at the Xuanquan relay station site in Dunhuang; a silk manuscript of Yinyang Wuxing (Yinyang and the Five Elements) Article B; a silk padded robe with Chang Shou (longevity) embroidery on a crimson purple juan (plain weave silk) ground; gloves with lozenge pattern; padded socks; and a lacquered wooden plate with leopard cat motif and Chinese characters Jun Xing Shi (food for the honoured guest) and a silver box with garlic pattern. Other exhibits cover a variety of categories, ranging from Han bamboo slips, coins, bronze vessels, clothes and ornaments to pottery figurines, pottery houses and agricultural tools, which present the daily lives of various social strata in the Han period.
The key exhibits unearthed in Hong Kong include a pottery house unearthed at Lei Cheng Uk Han Tomb, as well as the Han period artefacts excavated at local significant archaeological sites such as Tung Wan Tsai in Ma Wan, So Kwun Wat in Tuen Mun and Kau Sai Chau in Sai Kung, covering Wuzhu bronze coins, a textile fragment, a stone seal, a bronze ear-cup, jade slotted rings and glass beads. These relics reflect that the Han culture had long been rooted in Hong Kong, and showcase the city’s connection with the country, the pluralistic nature of the Chinese culture and Hong Kong’s links with the early Maritime Silk Road trade.
Admission to the exhibition is free. Details are as follows:
Date: March 20 to September 20 Opening hours: Monday to Wednesday and Friday: 10am to 6pm Saturday, Sunday and public holidays: 10am to 7pm Closed on Thursdays (except public holidays) Venue: Hong Kong Heritage Discovery Centre, Kowloon Park, Haiphong Road, Tsim Sha Tsui Note: Docent services in Cantonese, Putonghua and English are available on Saturday, Sunday and public holidays. Enrolment on-site is welcome and no advance booking is required.
For more details about the exhibition and docent services, as well as a highlight video of the exhibition, please visit the Antiquities and Monuments Office website (www.amo.gov.hk/en/visitor-centre/exhibitions/heritage-discovery-centre/han-exhibition/index.html).
Download key exhibition information and images HERE Click here to download high- resolution photo
Captions:
1. The opening ceremony of the exhibition titled “The Majestic Han: A Golden Age of Vigour and Cultural Integration” was held today (March 19) at the Hong Kong Heritage Discovery Centre. Photo shows the Secretary for Development, Ms Bernadette Linn (centre); the Director of Art Exhibitions China, Mr Tan Ping (second right); the Second-level Inspector of the Department of Publicity, Cultural and Sports Affairs of the Liaison Office of the Central People’s Government in the Hong Kong Special Administrative Region, Mr Chen Xinyu (second left); the Chairman of the Antiquities Advisory Board, Professor Desmond Hui (first right); and the Chairman of the Advisory Committee on Built Heritage Conservation, Professor Douglas So (first left), officiating at the opening ceremony.
2. Photo shows the Secretary for Development, Ms Bernadette Linn, delivering a speech at the opening ceremony.
3. Photo shows the Director of Art Exhibitions China, Mr Tan Ping, delivering a speech at the opening ceremony.
4. Photo shows the Secretary for Development, Ms Bernadette Linn (first right); the Director of Art Exhibitions China, Mr Tan Ping (second right); the Chairman of the Antiquities Advisory Board, Professor Desmond Hui (second left); and the Chairman of the Advisory Committee on Built Heritage Conservation, Professor Douglas So (first left), touring the exhibition.
5. Photo shows the Secretary for Development, Ms Bernadette Linn (right); the Director of Art Exhibitions China, Mr Tan Ping (centre); and other guests, touring the exhibition.
6. Photo shows the Han precious bronze horse-leading figurine and bronze horse.
7. Photo shows an eaves end tile with Chinese characters Han Bing Tian Xia (Han unifies the realm).
8. Photo shows a seven‑storey painted pottery granary house with linked pavilion.
9. Photo shows the Yi Li (Etiquette and rites) wooden slips.
10.Photo shows the silk letter from Yuan to Zifang unearthed at the Xuanquan relay station site in Dunhuang.
11.Photo shows the arithmetical slips unearthed at the Xuanquan relay station site in Dunhuang.
12. Photo shows a silk-padded robe with Chang Shou (longevity) embroidery on a crimson-purple juan (plain weave silk) ground.
13.Photo shows a lacquered wooden plate with leopard cat motif and Chinese characters Jun Xing Shi (food for the honoured guest).
14.Photo shows a silver box with garlic pattern.
15. Photo shows a pottery house unearthed at Lei Cheng Uk Han Tomb in Hong Kong.
16. Photo shows a Wuzhu bronze coin unearthed at the So Kwun Wat site in Tuen Mun.
Hashtag: #TheMajesticHan
The issuer is solely responsible for the content of this announcement.
Anchored in a “Single Brand, Multi-categories, Diversified Channels” Strategy Technology and Premium Sports Resources Drive Our Competitive Edge
FINANCIAL HIGHLIGHTS
During the year, the Group recorded the following operating results:
Revenue rose by 3.2% to RMB29,598 million; gross profit margin declined by 0.4 percentage points to 49%
Net operating cash inflow was RMB4,852 million
Net profit attributable to equity holders was RMB2,936 million with net profit margin of 9.9%, and EBITDA margin was 20.8%
Working capital remained at a healthy level:
The percentage of gross average working capital to revenue was 7.7%
The cash conversion cycle was at 37 days, two days longer than last year
The Board has recommended the payment of final dividend of RMB23.36 cents per ordinary share for the year ended 31 December 2025, together with the interim dividend of RMB33.59 cents per ordinary share paid in September 2025, the total dividend for the year ended 31 December 2025 will amount to RMB56.95 cents per ordinary share or a total dividend payout ratio of 50%.
OPERATIONAL HIGHLIGHTS
The retail sell-through for the overall platform remained flat, including online and offline channels.
Offline new product sell-through accounted for 83% of overall offline sell-through, maintaining at healthy and reasonable level.
The overall channel inventory turnover was at 4 months, channel inventory level and ageing structure remained healthy.
HONG KONG SAR – Media OutReach Newswire – 19 March 2026 – Li Ning Company Limited (the “Company” or “Li Ning Company”; together with the subsidiaries, the “Group”; stock codes: 2331 (HKD counter) and 82331 (RMB counter)) today announced its audited annual results for the year ended 31 December 2025 (the “Year”).
Financial Results
In 2025, the Group continued to enhance the technological features of its products, optimising channel efficiency, and strengthening the brand’s professional positioning, delivering stable operating performance. During the year, the Group’s revenue amounted to RMB29,598 million, representing an increase of 3.2% compared with 2024 (2024: RMB28,676 million). Gross profit amounted to RMB14,489 million, up 2.4% from 2024 (2024: RMB14,156 million). The overall gross profit margin decreased by 0.4 percentage points to 49.0% (2024: 49.4%).
During the year, the net profit attributable to equity holders was RMB2,936 million (2024: RMB3,013 million). The margin of net profit attributable to equity holders was 9.9% (2024: 10.5%). Return on equity attributable to equity holders was 10.9% (2024: 11.9%). Basic earnings per share was RMB113.91 cents (2024: RMB116.98 cents). The Board has recommended the payment of a final dividend of RMB23.36 cents per ordinary share for the year ended 31 December 2025. Together with the interim dividend of RMB33.59 cents per ordinary share paid in September 2025, the total dividend for the year ended 31 December 2025 will amount to RMB56.95 cents per ordinary share or a total dividend payout ratio of 50% (2024: 50%).
In cash flow management, the Group’s net cash generated from operating activities during the year amounted to RMB4,852 million (2024: RMB5,268 million). As at 31 December 2025, cash and cash equivalents (including cash at banks and on hand, and fixed-term deposits with an original maturity of no more than three months) amounted to RMB16,717 million, an increase of RMB9,218 million compared with 31 December 2024. Adding back the amount recorded as fixed-term deposits held at banks, cash balance at 31 December 2025 amounted to RMB19,973 million, representing a net increase of RMB1,833 million compared with 31 December 2024. During the year, revenue increased year-on-year, while cash-based expenses including marketing costs and tax payments rose, coupled with the settlement time lag of e-commerce platforms, leading to a year-on-year decrease in net cash generated from operating activities. Meanwhile, the maturity and redemption of time deposits led to a significant increase in net cash generated from investing activities. The Group will continue to place extra emphasis on cash flow management to ensure the stable development of the Company in the long term.
Operational Summary
In 2025, the Group remained anchored in its “Single Brand, Multi-categories, Diversified Channels” strategy, advancing development through product upgrades, channel optimisation, and brand marketing.
The Group focused on six core categories—running, basketball, training, badminton, table tennis and sports casual—while actively pursuing opportunities in emerging fields and exploring new sports subcategories, such as outdoor, tennis and pickleball. During the year, the Group continued to upgrade its products through technological innovation and enhance the deployment of professional sports resources, guided by three key pillars: reinforcing a professional sports mindset, showcasing sports-fashion aesthetics, and honouring Chinese cultural heritage. In addition, it worked proactively to strengthen brand influence and increase brand recognition and visibility through diversified, and comprehensive marketing campaigns.
As the official partner of the Chinese Olympic Committee, the Group leveraged its deep expertise and strong professional sports credibility to blend sportsmanship with cutting-edge technology and Eastern aesthetics—all under the narrative theme “China’s Glory, Together with LI-NING.” During the year, it opened the world’s first LI-NING “Loong Store” and launched the “Glory Gold Label” product series, transforming exclusive, top-tier scarce sports resources into a driving force for brand reputation and market recognition, continuously strengthening consumers’ perception of LI-NING’s professional capabilities and product reliability.
In terms of channel development, the Group continued to advance a multi-dimensional channel network layout to expand market coverage while enhancing operational efficiency. In high-end markets, the Group deepened synergistic collaborations with top-tier commercial complexes and leading outlet malls, jointly promoting the planning and implementation of innovative stores. During the year, the Group successfully launched an independent outdoor store “COUNTERFLOW”, marking an important milestone for the brand’s official entry into the outdoor segment. The Group actively carried out cross-industry collaborations, partnering with top IPs embodying Chinese cultural heritage such as the Palace Museum, and launched marketing campaigns by collaborating with channel partners through diverse initiatives, effectively improving brand reach and conversion. In terms of efficiency enhancement, the Group continued to optimize the channel structure and improved rental structures and cooperation models, enhancing overall channel health and operational sustainability through a series of strategic optimization measures. As of 31 December 2025, the LI-NING brand (including LI-NING Core Brand and LI-NING YOUNG) operated a total of 7,609 conventional stores, flagship stores, China LI-NING stores, factory outlets, and multi-brand stores, representing a net increase of 24 POS compared with 31 December 2024.
In terms of retail operations, the Group built a highly profitable, efficient, and replicable single-store operating model. In high-level markets, targeted brand strategies were implemented across key regions, strengthening brand image and improving product operation efficiency through optimised channel structure, store product mix, and shopping experience. The Group established a distribution management model to improve operational efficiency and sustainable development capabilities of the distribution system. In addition, the Group strengthened the efficient coordination between retail outlets and the logistics system. Through refined planning systems, flexible supply chain construction and digital support, channel inventory turnover and full lifecycle product management were realised, thereby comprehensively improving operational quality and efficiency.
In terms of e-commerce operations, the Group made precise deployments that effectively enhanced consumer awareness and market share during major e-commerce campaigns such as Tmall Celebration Day and Tmall Super Product Day. During the year, core IP products such as “Zhui Feng”, “DLO”, “ULTRALIGHT” and “LI REN” delivered outstanding performance, successfully penetrating multiple consumer segments including Gen Z, professional sports and trendy fashion, ranking highly in both sales and reputation across segmented markets. By leveraging top athletes, celebrities, trending events and channel resources, the Group not only enhanced product exposure and achieved traffic acquisition and promotional sales conversion, helping inventory optimisation, but also supported offline business and drove overall revenue growth.
In terms of supply chain, the Group continuously optimised the supplier matrix, aligning high-quality supplier resources for high-end sports, outdoor, premium and sponsored product lines. Meanwhile, the Group aligned with its major product plan by adopting segmented production planning and data-driven management to achieve high-level coordination among product planning, supply chain, logistics, and retail outlets. To improve operational efficiency, the Group adopted multiple measures such as integration of fabric resources, optimization of process structures, large-scale procurement of materials and staggered production scheduling, further improving the cost structure, while enhancing production efficiency. In addition, the Group continued to integrate sustainable development into supply chain management and promoted green products, with the proportion of eco-friendly products exceeding annual targets during the year.
In terms of logistics, the Group launched a channel logistics project to connect the order system with logistics operations, improving product circulation efficiency and fulfilment timeliness. On the digital front, the Group introduced a warehouse coordination system and adopted SKU-level refined management. In terms of automation, automated equipment was introduced into various warehouses, enabling multi-scenario coverage and data visualization management. In December 2025, the East China and North China warehouses took the lead in adopting RFID full-process warehouse management, achieving full-process traceability of logistics data, greatly strengthening inventory management precision, and deployment across all warehouses is expected to be completed in the first quarter of 2026 to continuously drive cost reduction and efficiency improvement.
In terms of its kidswear business, LI-NING YOUNG continued to focus on professional sports and children’s developmental needs, advancing product optimization and exclusive IP creation. In terms of channel strategy, the Group continued to strengthen outlet channel development, improve single-store efficiency and optimize overall channel structure while accelerating its e-commerce deployment. LI-NING YOUNG maintained a coordinated development of wholesale and direct retail. Through refined management and strategic layout, both scale and quality were improved. In terms of marketing, LI-NING YOUNG centred its efforts around three core pillars “Event Cooperation + User Stories + IP Collaboration” to build professional recognition and accumulate its user foundation, successfully expanding its influence among youth and family demographics. As at 31 December 2025, the total number of LI-NING YOUNG POS was 1,518, representing a net increase of 50 POS since 31 December 2024.
Outlook
Entering 2026, the Group will seize the development opportunities arising from the continuous release of domestic demand potential. The Group will remain committed to its core value of “serving the public with sportsmanship,” meticulously refine its “LI-NING’s experience value,” and strive to become the preferred professional sports brand.
1. Technology-driven product upgrades: The Group will firmly implement the development strategy of “Single Brand, Multi-categories, Diversified Channels”, empowering product iterative upgrades with technology to build core competitiveness and market differentiation barriers. Relying on the technical accumulation and R&D of the LI-NING technology innovation platform, the Group will focus on deep cultivation of core categories and actively expand into emerging segments such as outdoor sports. The Group aims to respond to increasingly diversified and personalised consumer demands, achieving full-scenario coverage from professional competitive sports to daily wear. By promoting the ingenious integration of cutting-edge technology and fashion design, the Group will create a product system that combines excellent functionality, technological texture, and aesthetic value. Furthermore, the Group will continuously strengthen the efficiency of transforming scientific and technological achievements, promoting the rapid realization of frontier technologies into product competitiveness.
2. Olympic marketing empowering the brand: The Group will drive value creation through sports marketing, establish emotional connections with consumers, and facilitate the steady enhancement of brand value. By continuously deepening the cooperation with the Chinese Olympic Committee, the Group will seize the development window of the Olympic cycle and promote the brand to achieve a leap from resource cooperation to value co-creation. LI-NING will fully explore the diversified value of the cooperation with the Chinese Olympic Committee. Through systematic marketing layout and technological equipment support, it will convey the story of the mutual growth of LI-NING and Chinese sports, highlighting the technological strength and cultural confidence of the national brand.
3. Dual improvement in quality and efficiency of business operations: The Group will continue to focus on improving quality and efficiency across all aspects of its business. By deepening channel layout, strengthening product operations, and optimising supply chain management, the Group aims to build an efficient operational system, achieve simultaneous improvements in operational quality and efficiency, and lay a solid foundation for the high-quality growth of the enterprise. Offline channels will focus on improving efficiency in high-tier markets and penetrating emerging markets, while exploring new business models. Online channels will strengthen domain synergy and resource integration, promoting complementarity between online and offline channels. In terms of product operations, the Group will optimize the precision of full-chain planning and flexible supply capabilities, and accelerate inventory turnover. The supply chain will achieve coordinated optimization of cost, quality, and delivery time across the entire chain, thereby enhancing overall operational efficiency.
4. Consolidating the foundation to safeguard development: The Group will continuously strengthen three core support capabilities: talent, finance, and digital intelligence, to lay a solid bedrock for high-quality development. In terms of talent strategy, talent development will focus on selection, incentives, and efficiency. In terms of financial management, emphasis will be placed on precise resource allocation and risk control. In terms of digitalization, the Group will promote the deep integration of AI and big data with business operations, enhance operational efficiency and the scientific nature of decision-making, and provide systematic safeguards for the long-term development of the Group.
Mr. Li Ning, Executive Chairman and Joint CEO of the Group, concluded: “2026 marks the first year of the 15th Five-Year Plan. With the strategic goal of accelerating the development of a sports powerhouse, the nation will further unlock sports consumption potential while driving the transformation and upgrading of the sporting goods manufacturing industry. We expect this to release domestic demand potential and create both strong support and a vast stage for the sports industry to thrive.”
“We will remain rooted in the local market while looking ahead, seizing opportunities of the era with greater foresight and more efficient execution. We will continue to deepen the Group’s ‘Single Brand, Multi-categories, Diversified Channels’ strategy, optimising and upgrading our core category matrix while exploring emerging segments. Most importantly, we will keep strengthening the core advantages of our products—professional performance, technological capability, and sports experience—by empowering them with innovative technology and design aesthetics to reward consumer trust.”
Hashtag: #LiNing
The issuer is solely responsible for the content of this announcement.
How TVB’s ACN is shaping the creator economy by empowering brands to leverage premium talent-turned-creators for authentic, multi-platform storytelling
HONG KONG SAR – Media OutReach Newswire – 19 March 2026 — As the era of Artificial Intelligence (AI) matures, cross-media platforms must innovate at pace to meet the demand for forward-looking marketing solutions. Today, at the Hong Kong Trade Development Council’s (HKTDC) flagship events, MarketingPulse and eTailingPulse, themed “Generate New Growth,” industry leaders gathered to explore the frontiers of agentic AI, phygital commerce, and the evolution of content creation.
The sharing session titled “Beyond Broadcast, Beyond Borders: The Social Appeal and Commercial Value of TVB Artiste-Creators” was moderated by Mr. Kevin SHUI, Chief Marketing Officer of Starry (1st left), and featured in-depth exchanges with Ms. Alexandra LO, CEO of TaRa Innovation Limited & TaRa Bloom (HK & Asia), and Assistant Adjunct Professor at HKU Business School (1st right); popular TVB artistes Bowie CHEUNG (2nd left), and Tony HUNG (2nd right).
Television Broadcasts Limited (TVB), a world renowned cross-media platform, marked the occasion by introducing the TVB Artiste-Creator Network (ACN). This strategic initiative integrates TVB’s robust marketing ecosystem with its extensive roster of talent to offer a digital-first, influence-driven solution for modern brands.
Mr. SIU Sai Wo, General Manager (Business Operations) of TVB, stated, “With the largest talent pool of artistes in Hong Kong and an unparalleled, loyal audience, TVB remains at the forefront of influence. In this new AI-driven landscape, we are capitalizing on the inherent credibility our artistes have built on the TV screen and extending it across digital and social ecosystems through the Artiste-Creator Network.
This represents more than a new career trajectory for our talent; it is a sophisticated, integrated marketing engine. By precisely matching brands with the right creators, we provide seamless coverage across every consumer touchpoint—from primetime television to personal mobile screens—enabling brands to scale effectively within the Greater Bay Area and beyond.”
Industry Leaders and Artiste-Creators Convene to Explore the Path to Brand Conversion
At MarketingPulse 2026, TVB hosted a high-level sharing session titled “Beyond Broadcast, Beyond Borders: The Social Appeal and Commercial Value of TVB Artiste-Creators.” Addressing an audience of marketing industry leaders, the session was moderated by Mr. Kevin SHUI, Chief Marketing Officer of Starry and a digital marketing veteran with over 20 years of Asia-Pacific expertise.
The panel featured Ms. Alexandra LO—former Head of Digital at Nestlé HK, current CEO of TaRa Innovation Limited, and Assistant Adjunct Professor at HKU Business School—alongside popular TVB artistes Bowie CHEUNG and Tony HUNG. Together, they explored the strategic cultivation of “cross-platform hybrid content creators,” focusing on how to extend an artiste’s broadcast authority into a powerful, multi-channel digital influence.
Bowie CHEUNG and Tony HUNG shared their first-hand insights on navigating dual identities as traditional artistes and digital creators, highlighting how they engage diverse regional audiences.
Bowie CHEUNG remarked, “Television provided the foundation of recognition and credibility, but social media allows me to layer in my authentic self—sharing my genuine interests, lifestyle, and personal style. This creates a unique point of resonance for fans across different regions, transforming the ‘out-of-reach’ celebrity persona into a relatable, trusted figure who bridges the distance between the screen and the audience.”
Tony HUNG added, “After years as a TVB artiste and a digital creator, I’ve found these two identities to be deeply complementary. By merging the massive reach of broadcast media with the interactivities of social media, brand collaborations can achieve a broader, more multi-layered reach that speaks to consumers at every level of the engagement funnel.”
Strategic Partnership with Starry: AI-Powered Precision in Talent Matching
In a move to further modernize its commercial offering, TVB announced a strategic collaboration with Starry, a leading KOL marketing platform. By integrating Starry’s proprietary AI-driven engine, TVB now provides brand partners with data-backed, high-precision matching for its Artiste-Creator Network (ACN).
Mr. Kevin SHUI, Chief Marketing Officer of Starry, explained, “Traditional platforms often rely on static, pre-set criteria that fail to capture the nuances of influence. Our AI-powered system makes intelligent, real-time adjustments based on the specific DNA of each brand. By analyzing a comprehensive data set—including an artiste’s personality, specialized talents, content sentiment, and social media performance, alongside their broader media reputation—we ensure a seamless, high-conversion match from within TVB’s extensive talent ecosystem.”
Expert Insight: The Irreplaceable Value of Broadcast Trust
Ms. Alexandra LO, CEO of TaRa Innovation Limited & TaRa Bloom (HK & Asia), and Assistant Adjunct Professor at HKU Business School, shared her strategic perspective on the criteria for selecting high-impact KOLs. Ms. LO observed, “In the current marketing landscape, brands have moved beyond simply chasing follower counts. Today’s priorities are engagement quality, brand compatibility, and cross-platform influence. KOL partnerships now allow brand messaging to become truly multi-dimensional through authentic interactions.
TVB artiste-creators hold a significant advantage across all these metrics. The deep-seated trust they have built with the general public through the television screen translates directly into higher brand affinity and business conversion rates, making them a premium commercial asset that is exceptionally difficult to replicate.”
TVB ACN – A Stellar Lineup of Artiste-Creators, The Catalyst for Business Success
A prominent delegation of TVB’s popular artiste-creators attended the event in person, including Judy KWONG, Niklas LAM, Hilary CHONG, Ellyn NGAI, Andrew CHAN, Lucy LI, Karen WU, Derek WONG, Kris LAM, and Arthur SY. The ACN signifies a strategic evolution for TVB’s talent—spanning actors, singers, and performers—who now leverage their massive public recognition to ensure brand communications carry an elite level of credibility. By bridging their established television profiles with deep social media engagement, these creators drive higher-quality digital discourse and superior conversion rates for brand partners.
At this year’s MarketingPulse exhibition, TVB showcased its innovative e-commerce and marketing technologies, demonstrating a seamless transition from Television Primetime to Personal Screen Time. This one-stop content solution, powered by unparalleled star power and advanced matching technology, empowers clients to seize new growth opportunities and achieve sustainable business success.
Hashtag: #TVB #Artiste-Creator #MarketingPulse
The issuer is solely responsible for the content of this announcement.
Agreement with the Singapore digital media platform reinforces Media OutReach Newswire’s role as the leading global newswire for Asia Pacific
HONG KONG SAR – Media OutReach Newswire – 19 March 2026 – Media OutReach Newswire, Asia Pacific’s first and only global newswire, has entered into a strategic content partnership with AsiaOne, one of Singapore’s most prominent digital media platforms.
This partnership means that Media OutReach Newswire will be the first newswire to provide guaranteed online news posting on the AsiaOne website. The collaboration further solidifies Media OutReach Newswire’s status as the only global newswire offering guaranteed online news posting on two leading digital media platforms, AsiaOne and CNA, for all Singapore press release distributions.
The partnership follows recent high-profile collaborations with the Asia News Network (ANN), the consortium of leading Asia Pacific news media, and CNA – marking a period of rapid strategic growth. Once again, a leading media outlet has chosen to launch their partnership with Media OutReach before any other newswire, which demonstrates the deep trust it has earned within the global media ecosystem.
With this addition, Media OutReach Newswire’s Singapore distribution now guarantees online news posting on trusted news platforms AsiaOne, CNA, MoneyFM89.3 and Vulcan Post, as well as influential lifestyle media like Alvinology, Asia Journeys and SuperAdrianMe. This is alongside Asia News Network (ANN), a grouping of 20 leading news sites across Asia Pacific.
Ms Jennifer Kok, Founder and CEO of Media OutReach Newswire, said: “We are pleased to announce this partnership with AsiaOne, a digital news pioneer that has been a trusted voice in Singapore for 30 years. As the first global newswire they have chosen to partner with, this collaboration reflects the high level of credibility we have built. Together with our existing partnerships with CNA and ANN, this reaffirms Media OutReach Newswire’s role as the definitive global newswire for Singapore, Southeast Asia, and the wider Asia Pacific region.”
Media OutReach Newswire remains the only global newswire that guarantees online news posting exclusively on trusted, authentic media sites. This guaranteed presence on authoritative news sites like AsiaOne, with its high domain trust and over 5.5 million* monthly visits, provides brands with a significant boost in AI discoverability in SEO and Generative Engine Optimization (GEO). This ensures that client news is not only seen by human readers but is also accurately surfaced and cited by AI-generated answers from leading Large Language Models (LLMs).
As the leading global newswire for Asia Pacific, Media OutReach Newswire is trusted by Asian corporations, SMEs, and government agencies to distribute their news globally. In addition to offering the most extensive distribution network and guaranteed news visibility, the newswire owns a proprietary international journalist database. This provides a robust global news reach spanning the Asia Pacific, USA, Canada, UK, and Europe, as well as Latin America, the Middle East, and Africa.
Its total communications solutions empower strategic communicators and PR professionals to demonstrate tangible success through targeted news distribution and direct journalist access, as well as ready-to-use reporting and campaign intelligence with ROI designed for C-suite presentations.
*Source: Similarweb
Hashtag: #MediaOutReachNewswire
The issuer is solely responsible for the content of this announcement.
Privacy Commissioner Michael Webster spoke on Tuesday 17 March at Takina in Wellington
It’s great to be here today to:
share some observations, from my perspective as Privacy Commissioner, about the place of cyber security in the minds of decision-makers, organisations, and the everyday person in the street, and
talk about the linkages between privacy, stewardship of personal information, and cyber security.
But, before I get into that – a pop quiz …
Who said, less than a month ago, “It’s a reason why I have been advocating very strongly that we need to strengthen our cyber security laws here in NZ and also make sure that we are not laid back … I think in 2026 sometimes our New Zealand business environment has been way too laid back, and not taking the risks and the threats seriously enough.”
Yes, that was Prime Minister Chris Luxon.
And who said, again less than a month ago, “digital threats are growing and New Zealand must strengthen its defences … Every New Zealander who provides data to a government agency, or to a company contracted by one, is entitled to the same standard of care. When that data is breached, it is a violation of trust … We could improve incentives for entities holding New Zealanders’ data. We could increase penalties for hackers and scammers. We should also question whether it is even reasonable to demand New Zealanders provide sensitive information or digital identification for everyday activities.”
Yes, that was Deputy Prime Minister, David Seymour.
Now, like a lot of organisations, at my work we subscribe to a media alerts service, for media and other stories about privacy and related matters – including cyber. I arrived at work a week ago, the morning email from the service had just popped into my in-box … no privacy breach stories this time … but every story was a cyber one … every story!
It seems that the public policy and media spotlights have swung their beams of light on to you.
You have to wonder, given this sort of political, public, and media interest, if we are on the cusp of cyber security leaving the wings, and coming to centre stage.
The question is, are we ready – and if we are, what are we going to do next?
Surveys and attitudes to cyber security
It’s always instructive to take ourselves out of our busy day to day context, and see how other organisations, and even other countries, are seeing cyber-security, and cyber threats.
Each year the Institute of Directors conducts a Directors’ Sentiment Survey and publishes the results with some commentary.
In the 2025 report, the IoD noted, and I quote, that:
“Technology epitomises this shift from curiosity to commitment. Six in ten boards are now working with management on how AI and automation can lift productivity – the second-highest result since records began. Digital oversight has re-entered the mainstream, no longer the preserve of tech committees or early adopters. But the enthusiasm is tempered by uneven assurance: cyber vigilance has plateaued, with the proportion of boards discussing risk or receiving breach reporting barely moving in three years. In effect, boards are accelerating innovation without upgrading the brakes.”
While 57.2% of directors said their board discusses cyber risks, this figure has softened slightly from 2024, which was 62.2%.
Likewise, 55.2% of boards report receiving comprehensive data breach or cyber-risk reporting, largely unchanged for three years after a sharp rise in 2023.
Privacy and data protection show similar stagnation; 57.2% of directors said their board regularly reviews privacy risks, a figure largely unchanged from 2024.
Internet NZ’s recent survey results show New Zealanders continue to have concerns in the data space.
65% of those surveyed were extremely concerned or very concerned about the security of personal data.
Kordia have just released their 2026 NZ Business Cyber Security Report.
Some key take outs from that:
44% of large businesses were subjected to a cyber attack or incident in the past 12 months
17% of cyber incidents resulted in personal information being accessed or stolen
61% of businesses impacted by a cyber incident suffered a serious business disruption
30% of businesses surveyed said they lacked confidence that they could recover from a major cyber-attack.
25% said they had no cyber security awareness or training programme for their employees, and
Around half had not practiced their incident response plans.
That’s not a brilliant picture.
Hence, the International Telecommunication Union’s global cybersecurity index last year ranked New Zealand in the third of five tiers, as an ‘establishing’ nation along side the likes of Kiribati and Myanmar.
The heightened cyber security risk environment has seen countries like Australia and Singapore among others, implement new cyber security legislation.
New regulatory frameworks are also increasingly being backed up with tools and manuals to support businesses to aim for and stay on the right side of the regulatory line.
And that is something the New Zealand Office of the Privacy Commissioner is also focused on.
Privacy and cyber security
It’s clear that there are many linkages between privacy and cyber security – and I want to begin by acknowledging that while my focus is on the stewardship of personal information, those working in cyber security are concerned about keeping all information – personal, financial, commercial, legal, marketing, the list goes on – safe and secure from harm.
Some of you here today will of course be working in or managing the IT/IS/cyber teams in organisations, ensuring systems are hardened against cyber-attack, and that your work colleagues engage in cyber smart practices.
Some of you will be advisors, providing organisations with advice on the latest developments in cyber threats and defences.
Some of you will be involved in research and development, seeking to get ahead of the cyber criminals and threat actors in the never-ending cyber war we all seem to be engaged in these days.
And some – like my Office – are focused on the risks to personal information.
My focus is making privacy a core focus for your agencies – in order to protect New Zealanders from harm, to enable organisations to achieve their own objectives, and to safeguard our free and democratic society.
And when things go wrong – when there’s a serious privacy breach which might see personal information exfiltrated, or deliberately corrupted – we ask questions about what happened and why, and – if it’s needed – we can hold agencies to account.
Security of information and IT infrastructure is a critical component of a robust privacy programme.
Both security and privacy staff must work together to identify external and internal risks, and to ensure that security is prioritised and resourced accordingly.
The Privacy Act 2020 is built around 13 privacy principles that govern how agencies (organisations and businesses) can collect, store, use and share personal information.
The Privacy Act makes sure that:
you know when your information is being collected
your information is used and shared appropriately
your information is kept safe and secure
you can get access to your information.
As many of you will know, Principle 5 is concerned with storage and security of information.
It states that organisations must ensure there are safeguards in place, that are reasonable in the circumstances, to prevent loss, misuse or disclosure of personal information.
There are a number of different aspects to consider, including physical security, electronic security, operational security, security during transmission and during destruction.
What steps are appropriate will depend entirely on the circumstances, including:
How sensitive is the personal information involved?
What are you using the personal information for?
What security measures are available, and how will using these measures impact on your agency’s functions?
What might the consequences be for the individual if the information is not kept secure?
I thought you might be interested to get a sense of the state of play with privacy breaches in New Zealand.
So, this morning, I have the latest breaking stats and news for you.
In the most recent quarter, 61% of serious privacy breaches were due to intentional or malicious activity, and 36% were due to human error … the days of most breaches being due to an email whoopsie seem to be long gone.
For the reporting year to date, 21% were unauthorised access breaches (including ransomware), and 28% were unauthorised sharing or employee browsing.
Employee browsing
Can I take the opportunity to touch on an increasingly serious privacy risk: that is, employee browsing.
The greatest threat to your workplace information security could be sitting in the office next to you at work.
Employee browsing or the unauthorised access and misuse of personal information is becoming one of the most common privacy breaches.
NZ is a small place, and there’s a good chance a familiar name will crop up in a database or on a file at work, and it can prove very tempting for some to have a look.
In some circumstances employees look up information and then pass it on for the explicit purpose of causing harm of some sort.
If your business or organisation holds sensitive personal information that your customers or clients would really, really not want to be revealed to someone else, like a violent former partner, or revealed to the public if someone happens to be a bit of a celebrity – then your organisation’s employees will, one day, come under pressure from others to access and hand over that information.
Attempts will be made to coerce, bribe, blackmail or threaten employees to access and misuse the personal information the organisation holds.
So, my question for you is, has your organisation invested in the systems, regular database audit checks, employee induction processes, and so on, to deter and, if it happens, identify unauthorised access and misuse of personal information?
Of course, my Office doesn’t always want to occupy the space of the privacy “ambulance at the bottom of the cliff”; increasingly, our focus is on working with people like you to “build the fence at the top”.
As I think I mentioned at last year’s conference, Poupou Matatapu is guidance on our website to help New Zealand agencies do privacy well – you can find it at privacy.org.nz.
It sets our expectations about what good privacy practice looks like and then helps organisations toward achieving that.
One of the components of this guidance focuses on security and internal access controls.
The obligation to keep information safe and secure applies to information that is held by the organisation (for example, in on-premises servers) and information that is held on the organisation’s behalf by a service provider (for example, a cloud-based data storage provider).
Remember, organisations are liable under the Privacy Act for the personal information stored and processed on their behalf.
The most effective strategy is having a well-thought-out security plan for all personal information you hold.
At a high level, this component of Poupou Matatapu describes key security controls across three areas – physical, technical, and organisational.
These controls are not exhaustive and are continually evolving.
Organisations need to ensure that they update their knowledge on security risks, including seeking advice from external experts where necessary, and implement all reasonable security safeguards in a timely way.
I don’t need to tell this audience that there’s a world of cyber security guidance and standards out there.
Providing security and IT advice is not a core function of my Office, so, in our guidance, we have provided links to advice and resources from other authoritative sources, such as NCSC, and others.
But, of course, like you, I have seen commentary around how to assess whether an organisation had reasonable security safeguards in place at the time of a security or privacy incident.
Reasonable security safeguards are those that are proportionate to an organisation’s role, scale, and risk exposure.
They reflect recognised national expectations at the time the safeguards were implemented and operating prior to the breach.
This approach does not require best-in-class or exhaustive controls, instead focusing on intent, decision-making, and proportionality.
It anchors reasonableness in nationally recognised frameworks, uses well-understood national standards like the NCSC Minimum Cyber Security Standards as a defensible baseline, and applies sectoral-specific standards – such as those applying to the health sector – as contextual overlays.
This approach provides a clear basis for determining whether reasonable security safeguards were in place at a given point in time.
The other day I was reminded of a comment from Misti Landtroop, the NZ country manager for cybersecurity company Palo Alto Networks.
She said that many cyber breaches were preventable, with things like security culture, level of knowledge, and willingness to invest, all factors that left organisations vulnerable to cyber-attack. Organisations also make mistakes because they either don’t understand the value of privacy, or don’t care.
Sometimes privacy is as easy as just ensuring your IT systems are up to scratch and making sure you’ve thought about access, have got the permissions set correctly, and have tested them.
For example, a while back the UK Information Commissioner issued a 4.4million pound fine to a company which, in the Commissioner’s view, failed to follow up on the original alert about some suspicious activity, used outdated software systems and protocols, and had a lack of adequate staff training and insufficient risk assessments – all of which ultimately left them vulnerable to a cyber-attack.
The Commissioner commented at the time: “The biggest cyber risk businesses face is not from hackers outside of their company, but from complacency within their company. If your business doesn’t regularly monitor for suspicious activity in its systems, and fails to act on warnings, or doesn’t update software, and fails to provide training to staff, you can expect a similar fine from my Office.”
From my perspective, and reflecting on all this commentary, since taking up my role I have made it clear that agencies need to keep front of mind that, in the case of a cyber security incident resulting in a data privacy breach, one of the first questions I will ask is “has the agency undertaken all reasonable security safeguards” to protect the personal information under their care.
Health sector
Turning to the cyber elephant in the room, recent events in NZ would suggest that one sector which is well and truly facing some cyber security challenges, is the health sector.
Just a reminder: on 22 February, MediMap — a private portal used by aged-care homes, hospices, disability services and community health providers to coordinate prescriptions and record medication histories — was taken offline after it was discovered that some patient records had been tampered with by an unauthorized actor.
MediMap’s early investigations identified changes to fields including names, birthdates, assigned prescriber, and location of care and resident status, with some living patients incorrectly marked as “deceased.”
This event was unsettling not only because of the direct impact on individuals and clinical operations, but also because it followed another high-profile breach —the Manage My Health breach in late 2025, which involved the exfiltration of hundreds of thousands of medical documents.
One of New Zealand’s leading privacy commentators, Daimhin Warner, commented at the time:
“Taken together, these events suggest a broader pattern of cyber risk in health tech that goes beyond isolated vendor errors.”
“Several key themes are starting to emerge. First is the need for clarity of expectations. What baseline technical and organizational safeguards should be required for systems handling highly sensitive health information? Mandatory controls — for example, multifactor authentication, encryption at rest and in transit, regular independent security audits and incident response obligations — could help raise the floor of protection.”
“Second is making sure the health sector understands who is really accountable for ensuring these baseline safeguards are in place. It is alarmingly clear from these recent breaches that many organizations in the health sector do not fully understand their accountabilities and responsibilities.”
Daimhin Warner notes that the recent publication of the National Cyber Security Strategy has occurred at a time when some of the government agencies tasked with cyber security are making it clear that New Zealand has a long way to go before we can say our standards and approach meet international good practice.
And by the same token, then, we have a long way to go before we can assure New Zealanders, whoever they are … customers, clients, citizens … that their privacy is being protected and respected.
GCSB Director-General Andrew Clark said recently that “unfortunately, there are … pockets, including in our critical infrastructure, where cybersecurity is barely meeting that foundational level that we would expect.”
AI
And of course, AI is only making the challenge facing the cyber security industry even harder.
Reports show increasingly that AI agents are supercharging cyber-attacks by industrialising the scale of them.
In the Internet NZ survey I referred to earlier, 59% of those surveyed were very or extremely concerned about the use of AI to violate privacy.
And the Kordia survey found that a quarter of medium to large businesses now rank staff misuse of AI among their biggest cyber challenges, and that attacks involving AI-related vulnerabilities have more than doubled year on year.
Director-General Clark also noted that while smaller organisations might not meet the critical infrastructure description, many still hold a lot of sensitive personal information that needs protection.
So, no matter the sector, and no matter the size, there are questions we all need to be asking, and expectations that need to be met, in today’s increasingly super-charged threat environment:
From where I sit, those expectations include:
Security controls are specific to the type and sensitivity of information held across the organisation, rather than a ‘one size fits all’ approach. Regular auditing of systems is undertaken to ensure appropriate access.
An organisation follows industry guidelines and security standards relevant to its business context.
There is a remediation plan for managing and/or replacing legacy systems (where necessary).
Identified risks are proactively managed – for example, by incorporating them into the organisation’s risk and assurance reporting processes to ensure visibility, and Organisational controls – policies, procedures, and decisions – are regularly reviewed and fit for purpose.
Conclusion
People of cyber … at this time in New Zealand’s history you face your greatest challenge, and your greatest opportunity.
A plane slid off the runway in Christchurch.Supplied / JJ Green
A Jetstar plane swerved off the runway after landing at Christchurch because the pilot accidentally put the thrust lever on to full power causing the plane to accelerate, investigators say.
Passengers aboard the Airbus A320 plane travelling from Auckland reported a bumpy and “frightening” landing on 31 May 2024, although no one was injured.
The Transport Accident Investigation Commission (TAIC)’s report out on Thursday put it down to an accident but also noted a lack of proper training from Jetstar.
Chief investigator of accidents Louise Cook said during the flight one of the plane’s three hydraulic systems failed and the plane lost the ability to use its nosewheel to steer.
The crew followed standard operating procedures and continued with the flight to land at Christchurch where they planned to use differential braking to steer off the runway onto the rapid exit taxiway.
The landing went well until the crew lost directional control and the plane veered off the taxiway, hit an aerodrome signboard and continued across the grass until stopping back on the main runway, Cook said.
“The crew did a great job of landing the plane, had they stopped and then been towed off there would’ve been no issues,” she said.
“But they were trying to do the right thing and clear the runway so that other planes could use it, and so used the rapid exit way, and as they went to do that that’s when the pilot thought they were putting it into idle but in fact put the thrust lever forward into climb and full power.”
A Jetstar aircraft slid off the runway at Christchurch Airport on arrival.Supplied / JJ Green
Cook said the pilots were likely so focused on making that exit they missed important cues that the position of the thrust levers was not as intended.
“On the face of it, this option appeared safe and achievable to the pilots because Airbus documentation, repeated in Jetstar’s Flight Crew Techniques Manual, provided no guidance on use of differential braking specifically for steering off the runway via a rapid exit,” she said.
A Jetstar spokesperson said the airline had since changed its guidance to flight crews.
“We’ve worked closely with the regulator and Airbus to fully understand what occurred and have strengthened our procedures to help prevent a recurrence and ensure the ongoing safety and resilience of our operations,” Jetstar said.
TAIC said Airbus had accepted the commission’s recommendation to revise aircraft manuals and instructor guidance to mitigate the risk that other pilots might move the thrust levers while on the ground to an unintended position.
Airbus planed to do this in April and May 2026, it said.
“This accident also highlights the importance of maintenance engineers conducting a detailed inspection of new parts for potential damage before installation. In this case, a titanium hydraulic pipe was just 1mm out of shape – slightly oval, not round. It is very likely the deformity occurred when the pipe’s packaging was damaged in transit between Airbus warehouses in 2015,” the commission said.
“The damage was not detected before or after installation and failed after 18 months of service.”
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– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand
A plane slid off the runway in Christchurch.Supplied / JJ Green
A Jetstar plane swerved off the runway after landing at Christchurch because the pilot accidentally put the thrust lever on to full power causing the plane to accelerate, investigators say.
Passengers aboard the Airbus A320 plane travelling from Auckland reported a bumpy and “frightening” landing on 31 May 2024, although no one was injured.
The Transport Accident Investigation Commission (TAIC)’s report out on Thursday put the accident down to pilot error but also a lack of proper training from Jetstar.
Chief investigator of accidents Louise Cook said during the flight one of the plane’s three hydraulic systems failed and the plane lost the ability to use its nosewheel to steer.
The crew followed standard operating procedures and continued with the flight to land at Christchurch where they planned to use differential braking to steer off the runway onto the rapid exit taxiway.
The landing went well until the crew lost directional control and the plane veered off the taxiway, hit an aerodrome signboard and continued across the grass until stopping back on the main runway, Cook said.
“The crew did a great job of landing the plane, had they stopped and then been towed off there would’ve been no issues,” she said.
“But they were trying to do the right thing and clear the runway so that other planes could use it, and so used the rapid exit way, and as they went to do that that’s when the pilot thought they were putting it into idle but in fact put the thrust lever forward into climb and full power.”
A Jetstar aircraft slid off the runway at Christchurch Airport on arrival.Supplied / JJ Green
Cook said the pilots were likely so focused on making that exit they missed important cues that the position of the thrust levers was not as intended.
“On the face of it, this option appeared safe and achievable to the pilots because Airbus documentation, repeated in Jetstar’s Flight Crew Techniques Manual, provided no guidance on use of differential braking specifically for steering off the runway via a rapid exit,” she said.
A Jetstar spokesperson said the airline had since changed its guidance to flight crews.
“We’ve worked closely with the regulator and Airbus to fully understand what occurred and have strengthened our procedures to help prevent a recurrence and ensure the ongoing safety and resilience of our operations,” Jetstar said.
TAIC said Airbus had accepted the commission’s recommendation to revise aircraft manuals and instructor guidance to mitigate the risk that other pilots might move the thrust levers while on the ground to an unintended position.
Airbus planed to do this in April and May 2026, it said.
“This accident also highlights the importance of maintenance engineers conducting a detailed inspection of new parts for potential damage before installation. In this case, a titanium hydraulic pipe was just 1mm out of shape – slightly oval, not round. It is very likely the deformity occurred when the pipe’s packaging was damaged in transit between Airbus warehouses in 2015,” the commission said.
“The damage was not detected before or after installation and failed after 18 months of service.”
Sign up for Ngā Pitopito Kōrero, a daily newsletter curated by our editors and delivered straight to your inbox every weekday.
– Published by EveningReport.nz and AsiaPacificReport.nz, see: MIL OSI in partnership with Radio New Zealand