AM Edition: Top 10 Business Articles on LiveNews.co.nz for March 23, 2026 – Full Text

MIL OSI

Source: Media Outreach

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

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

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

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

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

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

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

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

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

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

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

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

Hashtag: #VincomRetail

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

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

Source: Media Outreach

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

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

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

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

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

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

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

Highlights of 2025 Initiatives:

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

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

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

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

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

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

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

Source: Radio New Zealand

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

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

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

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

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

Where is the growth coming from?

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

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

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

Forecasts

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

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

Who will lead Fonterra?

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

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

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

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

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

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

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

The bigger picture?

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

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

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

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

Source: Radio New Zealand

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

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

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

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

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

Current forecast vs previous forecast

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

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

margins and cost control.

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

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

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

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

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

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

Managing geopolitical volatility

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

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

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

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

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

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

Where the growth is coming from

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

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

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

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

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

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

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

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

It was also investing more in science and technology.

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

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

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

Source: Radio New Zealand

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

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

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

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

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

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

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

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

‘No concerns’ about fuel supply

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

‘Anzac pact’ in fuel and other standards

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

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

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

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

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

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

He said officials had spoken to Australian counterparts.

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

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

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

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

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

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

Source: Radio New Zealand

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

The threat has added to worries in global markets.

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

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

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

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

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

MIL OSI

Source: Media Outreach

How TVB’s ACN is shaping the creator economy by empowering brands to leverage premium talent-turned-creators for authentic, multi-platform storytelling

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Source: Radio New Zealand

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

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

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

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

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

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

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

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

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

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

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

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

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

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