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

Source: Media Outreach

SHANGHAI, CHINA – Media OutReach Newswire – 22 June 2026 – The 2026 China International Financial Exhibition opened in Shanghai on June 16-18. UnionPay, together with 15 global ecosystem partners, showcased its latest achievements in global network development, core technological capabilities, open AI ecosystem, consumption growth solutions, and ecosystem collaboration.

Building a Global Payment Network

Amid a diverse and competitive global payments landscape, UnionPay continues to strengthen its global payment network by advancing three strategic pillars: merchant acceptance, local card issuance, and cross-border QR interoperability.

UnionPay’s acceptance network now spans 183 countries and regions, covering over 100 million merchants outside China’s mainland. UnionPay mobile payment services are available in more than 100 markets, while cards have been rolled out across 84 countries and regions outside the Chinese mainland. As of May 2026, transaction volumes generated by international cards and wallets in China rose by 54% and 62% respectively year-on-year. A real-time transaction dashboard at the exhibition area continuously updated cumulative transaction volumes, highlighting the sustained growth of UnionPay’s global business.

Cross-border QR payment interoperability is a centerpiece of UnionPay’s international section. The company has accelerated partnerships with local payment networks across Southeast Asia, the Middle East, Central Asia, Latin America, and Africa to enable QR payment connectivity. On June 11, 2026, the China-Indonesia cross-border QR linkage officially went live, witnessed by central bank governors of both countries. The milestone increased the total number of overseas merchants accepting UnionPay QR codes to more than 46 million.

To showcase services catered to inbound visitors, UnionPay has set up a dedicated booth for Nihao China, demonstrating the one-stop service app jointly developed with China’s Ministry of Culture and Tourism. With over 200,000 registered users, the Nihao China app integrates a wide range of travel-related services, including QR payment, public transit, voice translation, and tax refunds. The user interface has been fully localized to suit international users.

UnionPay has been working with global partners to build a cross-border payment ecosystem featuring unified standards, orderly development, and shared success. Five international partners have joined UnionPay at this year’s exhibition, namely, ASPI from Indonesia, ZeroPay from South Korea, Dialog Finance from Sri Lanka, Halyk Bank from Kazakhstan, and Banco do Brasil.

Expanding the Ecosystem and Advancing Fintech Innovation

As digital transformation accelerates, UnionPay remains committed to strengthening independent and secure fintech capabilities. The company has been investing in computing infrastructure, artificial intelligence, privacy protection, and smart payments. By fostering collaborative innovation among members, universities, technology companies, and government agencies, UnionPay expands the ecosystem and supports the development of new productive forces in the financial industry.

The AI exhibition area highlights the progress of UnionPay’s National AI Application Pilot Base in the financial sector, the only one of its kind in China. UnionPay has established a “1+1+N” large language model architecture consisting of an L0 foundation model, an L1 financial payments model, and multiple L2 models specific to different use cases. The architecture is supported by a computing resource pool with over 1,000 GPUs and a high-quality 2TB open financial dataset. Leveraging a comprehensive payment data infrastructure covering merchants, industry stakeholders, users, and use cases, UnionPay delivers robust data support for model training, consumer insights, and intelligent decision-making. More than 120 AI applications have been deployed across four key verticals: inclusive finance, consumption growth, risk management and compliance, and operational efficiency. To address critical data security challenges in the financial sector, UnionPay has pioneered privacy protection technologies for large language model and introduced an innovative edge-cloud synergy approach, enabling secure AI services without exposing sensitive data. The innovation facilitates broader AI adoption while safeguarding partner data.

UnionPay’s open AI platform brings together the innovative capabilities of ecosystem partners, including banks, payment institutions and technology companies. By providing payment, data, and AI-powered services, the platform empowers industry participants and fosters collaborative innovation. The exhibition area for smart payments features UnionPay’s APOP (Agentic Payment Open Protocol), an open framework for agent-based payments. Built on user consent and robust risk controls, APOP explores new models for intelligent agents to access payment capabilities. To date, UnionPay has partnered with 19 industry players to deploy applications including travel assistants, overseas hotel reservations, in-vehicle payments, and utility payments.

Fudan University, Huawei, Baidu AI Cloud, HYGON, and KUPAS.AI have joined UnionPay as technology partners at the exhibition, demonstrating collaborative achievements in computing power, large language models, and cybersecurity. Together, they have showcased UnionPay’s open innovation ecosystem and its commitment to driving the evolution of the payments industry through technological progress.

Delivering Payment Services that Better Serve Consumers, Businesses, and the Real Economy

Using Shanghai as a case study, live dashboards at the booth present data insights, including foot traffic heat maps of key commercial districts and consumer profiles of domestic and international visitors. Data showed that tourists from outside Shanghai account for 55% of total spending in the Nanjing East Road commercial area, making them a key driver of consumption. Distinct spending patterns were also observed among inbound travelers: visitors from the US favor local street food, South Korean tourists prefer popular lifestyle destinations, and Thai travelers show strong interest in shopping. These insights provide valuable support for commercial district operations and cultural tourism promotion.

At this year’s China International Financial Exhibition, UnionPay showcases its extensive global network, solid business foundation, and leading technological capabilities through a wide array of immersive exhibits. Moving forward, UnionPay will continue to grow its global payment network, develop self-reliant digital and intelligent infrastructure, and deliver value to consumers.

Hashtag: #UnionPay

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MIL OSI

Source: Media Outreach

A stream of partnership propose heightened tech and business connections across continents

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Source: Media Outreach

• A signatory of the United Nations Principles for Responsible Investment
• Reduced Scope 1 and 2 emissions by 37% against a 2019 baseline, outpacing the halfway mark towards 2030 targets
• Launched new Long-Term Incentive Plan linking senior management remuneration to key sustainability milestones

HONG KONG SAR – Media OutReach Newswire – 22 June 2026 – Hongkong Land Holdings Limited (“Hongkong Land” or the “Company”) has been recognised as a global leader in sustainability, achieving top-tier results in the latest ESG industry rankings. The company has maintained its position as a member of the Dow Jones Best-in-Class World Index for a second consecutive year and was included in the Dow Jones Best-in-Class Asia Pacific Index for the fourth consecutive year, ranking among the top 6% of global performers in the property sector.

In the past year, the company has made significant progress in sustainable practices including reducing Scope 1 and 2 carbon emissions by 37% in 2025 against a 2019 baseline, exceeding the halfway mark of previously stated 2030 carbon reduction targets. Hongkong Land has further strengthened governance and accountability through a new Long-Term Incentive Plan where senior management remuneration is linked to long-term performance and success in achieving key sustainability objectives.

In 2025, the company also reinforced its commitment to responsible investment by becoming a signatory of the United Nations Principles for Responsible Investment (UNPRI), an international framework that promotes responsible investment practices and the integration of ESG factors into investment decision-making.

Earlier this year, Hongkong Land launched Singapore’s largest commercial real estate private fund, the Singapore Central Private Real Estate Fund (SCPREF), which focuses on ultra-premium and green-certified assets, aligning capital allocation with the company’s decarbonisation pathways. SCPREF is also the company’s inaugural private real estate fund and lists other high-profile founding, sustainability-focused investors including APG Asset Management and Qatar Investment Authority.

Michael T. Smith, Group Chief Executive of Hongkong Land, said: “Our leading ESG rankings demonstrate that sustainability is built into our core business strategy. Becoming a UNPRI signatory demonstrates our long-term commitment to responsible investment practices, embedding sustainability throughout our culture and shaping sustainable, future-ready cities in partnership with our stakeholders. This disciplined approach ensures we deliver long-term growth while continually enhancing the resilience of our assets.”

https://www.hkland.com/en
https://www.linkedin.com/company/hongkong-land/
https://www.facebook.com/hongkong.land.limited/
https://www.instagram.com/hongkong.land/

Hashtag: #HongkongLand #ESG #Sustainability #CSR #Business #Corporate

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Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 22 June 2026 – AS Watson Group has launched AS Watson brand lab, a data-driven brand creation and scaling platform designed to systematically identify, develop, and grow brands across its global retail ecosystem. Built on the company’s integrated O+O (Offline plus Online) capabilities, extensive distribution network, and deep consumer insight from over 180 million loyalty members, the platform transforms how brands are brought to market – enabling both the creation of new propositions and the rapid scaling of brands across multiple markets with speed, discipline and consistency.

The initiative formalises capabilities the Group has been building internally, combining data-led demand identification, integrated distribution, and execution across more than 17,000 O+O stores in Asia and Europe.

Over the past two years, AS Watson has introduced more than 4,800 new brands and brand extensions across its network, underscoring the scale of its brand development activity.

From Incubation to Execution

AS Watson brand lab departs from traditional incubator models by embedding brand development directly within AS Watson’s retail ecosystem.

Rather than incubating brands ahead of their market entry, the platform operates inside the market, using real-time customer data, shopping behaviour and category dynamics to inform development decisions.

Dr Malina Ngai, Group CEO of AS Watson, said the model reflects the company’s structural advantage. “We don’t wait for brands to find the market – we build them where demand already exists, and scale them through our ecosystem.”

A Systemised Growth Model

At the core of AS Watson brand lab is an integrated operating model linking insight, creation, distribution, demand activation and scaling.

The platform leverages AS Watson’s over 180 million loyalty members and O+O capabilities to accelerate brand selection and commercial execution.

A Structured Pathway to Scale

Brands within AS Watson brand lab are supported through a structured growth pathway, progressing from early-stage validation to regional scaling and category leadership.

At each stage, brands receive differentiated support across insight, distribution, marketing activation and investment, ensuring resources are focused where the greatest growth potential exists.

This staged approach enables AS Watson to systematically build, scale and prioritise brands, improving success rates while maintaining disciplined capital allocation.

Focus on High-Growth Segments

AS Watson brand lab will prioritise product segments including Asian beauty trends (K-beauty, J-beauty, C-beauty), ingredient-led skincare, health and wellness products and elevated personal care – areas where consumer demand continues to evolve rapidly.

The Group expects the platform to strengthen its ability to build proprietary and exclusive brands while improving speed-to-market and capital efficiency.

Proven Brand Scaling in Action

Early outcomes demonstrate how AS Watson brand lab translates insight into accelerated growth – not only by shaping brand development, but by scaling brands rapidly across markets through its integrated O+O ecosystem.

Across multiple categories and geographies, the platform has enabled brands to move from targeted market entry to multi-market expansion with speed and discipline:

COSRX (K-Beauty)– By combining COSRX’s innovation-led skincare expertise with
AS Watson’s extensive retail footprint and deep consumer insights, the partnership has accelerated international expansion and broadened consumer reach. This illustrates how the platform converts strong brand propositions into sustained category growth across markets.

&honey (J-Beauty) – Leveraging its distinctive product positioning alongside
AS Watson’s regional scale, &honey rapidly expanded beyond its home market, rolling out across multiple Asian markets within a short timeframe. This demonstrates the platform’s ability to systematically scale proven domestic leaders into regional brands.

e.l.f. Cosmetics (US) – Through partnership with AS Watson, e.l.f. has extended its community-led, value-driven model across Europe, translating strong brand engagement into measurable market penetration. The example highlights how consumer-centric brands can be amplified through local market execution at scale.

essence (Germany) – The expansion of essence across multiple markets, including exclusive partnerships, reflects how purpose-driven brands can achieve consistency and reach when supported by integrated distribution and retail insight. This underscores the platform’s ability to build sustained brand relevance and loyalty across diverse markets.

Across these examples, brands have scaled through a consistent model – combining data-led selection, integrated distribution, and coordinated market execution – demonstrating how AS Watson brand lab functions as a repeatable engine for brand growth, from market entry through to regional scale.

Scaling a Repeatable Engine

AS Watson brand lab positions AS Watson to leverage its retail footprint not only as a distribution channel, but as an engine for brand creation and scaling.

The initiative signals a shift from opportunistic brand sourcing towards a structured, repeatable growth model, reinforcing AS Watson’s ability to scale brands with speed, discipline and consistency while driving long-term portfolio value.

AS Watson continues to engage with selected brand partners and emerging brands aligned with its focus areas, with further information available through its official
AS Watson brand lab platform (https://www.aswatson.com/asw-brand-lab)

Hashtag: #ASWatson

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Source: NZCTU

The New Zealand Council of Trade Unions Te Kauae Kaimahi (NZCTU) supports the direction of the Green Party’s taxation policy, which would increase taxation on capital and wealth while reducing the burden on earned income.

NZCTU President Sandra Grey says New Zealand’s tax system had long been stacked against working people.

“Every dollar a worker earns gets taxed – but the wealthiest New Zealanders often pay little or nothing. That needs to change. We need taxation that lifts the load from working people and makes sure the wealthy are actually paying what they owe,” says Grey.

The NBR rich list shows the combined wealth of New Zealand’s richest 150 individuals and families grew substantially over the past year, while many working families continue to struggle with the cost of living.

Grey says the Green Party’s proposal would help address that inequality.

“This plan takes aim at landlords and property speculators. It also includes inheritance taxes to start tackling the growing gap in wealth between generations. This is a much-needed conversation in New Zealand.” 

Grey says the Greens’ plan would also provide additional resources to help make sure taxation is collected properly.

“Making sure multinationals can’t use complex structures to minimise their obligations and reforming the use of trusts to minimise tax – these are long-overdue changes. The system needs serious reform, and it’s good to see this is now an election issue.

“Voters deserve to see fully costed fiscal and taxation plans from every party before they go to the polls, so that they have clarity when they vote. The NZCTU will always back plans that put working people, strong public services, and communities first – and this is a step in that direction.”

Original source: https://nz.mil-osi.com/2026/06/22/nzctu-welcomes-greens-tax-plan-as-a-step-toward-fairness-for-working-people/

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 22 June 2026 – Hong Kong employees are moving faster than their organizations when it comes to using AI, creating a growing gap between AI adoption and how work is actually designed, according to Microsoft’s 2026 Work Trend Index. The research warns of a “Transformation Paradox”: while AI use is accelerating across the workforce—with more Frontier Professionals using agents for multi-step workflows and building multi-agent systems, leadership alignment, culture, and operating models are not evolving at the same pace, limiting impact and increasing pressure on employees.

The 2026 Work Trend Index draws on analysis of trillions of anonymized Microsoft 365 productivity signals, combined with survey insights from AI users and perspectives from experts in AI, work, and organizational psychology. The conclusion is consistent: the constraint is no longer what people can do, but how work is structured around them.

• AI is lifting output but not yet transforming organizations. The data shows that AI is already raising the ceiling on individual performance in Hong Kong. A privacy-preserving analysis of more than 100,000 chats in Microsoft 365 Copilot shows that 49% of all conversations support cognitive work—helping workers analyze information, solve problems, evaluate and think creatively. This shift is visible in outcomes: 57% of AI users in Hong Kong say they are producing work they could not have a year ago, rising to 73% among Frontier Professionals, the most advanced AI users in the research.
• The Transformation Paradox reflects the need for systemic change, with the gap more pronounced in Hong Kong than globally. 75% of Hong Kong AI users fear falling behind if they do not adapt quickly, yet 57% say it feels safer to focus on current goals than to redesign work with AI. [i] At the same time, only 19% say their leadership is clearly and consistently aligned on AI, and just 10% say they are rewarded for reinventing work with AI even when results are not immediate, revealing a widening gap between individual adoption and organizational change. [ii]
• As AI and agents take on more execution, human value is shifting rather than diminishing. When asked which skills matter most as AI becomes more embedded in work, Hong Kong AI users ranked quality control of AI output (48%) and critical thinking (42%) at the top, underscoring that AI is redesigning work, not replacing people.

From Using AI to Being Frontier Professionals Who Refuse to Outsource Thinking
The Work Trend Index identifies the rise of Frontier Firms—organizations that deliberately rebuild their operating models around human‑agent collaboration, rather than layering AI onto existing ways of working.

Realizing this shift requires transformation at both the individual and organizational level. The research outlines four modes of human-AI collaboration to help employees take the first step toward becoming Frontier Professionals, before progressing to designing agentic workflows:

• Delegate execution—Employees hand off routine or repeatable tasks to AI to gain speed and scale, while retaining responsibility for the outcome.
• Ask for information—Employees turn to AI for context, clarification, or insight when they need to quickly get up to speed.
• Collaborate on reasoning—People work alongside AI to analyze information, test ideas, and solve problems, using AI as a thought partner rather than a shortcut.
• Explore new possibilities—AI is used to explore open‑ended questions, reframe problems, and surface options when the path forward is not yet clear.

These patterns matter because Frontier Firms do not aim to maximize AI use everywhere. Instead, they intentionally match the right level of human involvement to the outcome, enabling speed without sacrificing quality or accountability.

Leadership and Culture Are the Real Multipliers
The research makes clear that technology alone is not the differentiator, but by how organizations lead, operate, and evolve. Organizational factors, including culture, manager support, and talent practices, account for more than twice the AI impact of individual mindset and behavior. In Hong Kong, Frontier Professionals are significantly more likely to say their managers set clear quality standards for AI work[iii], create space for experimentation[iv], and encourage more ambitious redesign of work[v].

“This is the Transformation Paradox facing Hong Kong today,” said Leo Liu, General Manager of Microsoft Hong Kong and Macau. “AI adoption is moving fast on the ground, but many organizations are still trying to fit it into old operating models. To unlock real value, leaders must move beyond pilots and productivity gains, and intentionally redesign how work gets done—how teams collaborate, how managers lead, and how success is measured.”

Microsoft is also announcing the launch of Copilot Cowork, designed to support this shift toward workflow redesign. Built on Microsoft’s multi-model approach, this agentic system enables long-running tasks across multiple tools, with usage-based pricing, cost management, and governance capabilities to balance quality, performance, and cost, and helps organizations run complex workflows more efficiently at scale.

Microsoft brings this perspective as Customer Zero, applying the same principles internally to redesign workflows, build human‑agent teams, and embed continuous learning into everyday work. Using Copilot Studio and Microsoft Foundry, Microsoft transformed its “Ask Microsoft” web agent from a standalone chatbot into a multi‑agent system that routes conversations more effectively and supports more dynamic, context‑aware interactions. This shift improves how customer intent is understood and addressed, while steering queries to the right resources or teams and allowing sales to focus on higher‑value, high‑intent engagement.

The solution delivered measurable business impact across customer engagement and operational efficiency, achieving up to 61% lower response latency and 70% fewer human escalations. Users who engaged with the agent were 10 times more likely to sign up for services and drove a 16% increase in product trial initiations.

“Inside Microsoft, we’ve learned that AI transformation is not a tooling exercise. It’s an operating model shift,” said Lorraine Bardeen, Corporate Vice President, MCAPS AI Transformation, Microsoft. “When leaders clarify how humans and agents work together, set standards for quality and judgment, and create room to experiment, organizations move faster and learn faster. That’s what separates Frontier Firms from everyone else.”

“We are entering a new era of work, where the traditional value formula is being rewritten,” said Nancy Wang, Head of LinkedIn Greater China. “We call it the ‘new math of work’—a concept introduced in LinkedIn’s new book, Open to Work. The people and organizations that emerge strongest will be those who use the time freed up by AI to build work around what’s actually harder to automate—the specific, contextual, human judgment that no tool can fully replicate, because no tool has lived what you’ve lived or knows what you know.”

The message of the 2026 Work Trend Index is clear: access to AI will soon be table stakes. How work is designed around it will define the next generation of competitive advantage for Hong Kong organizations. For more insights, read the 2026 Work Trend Index Report.

Hashtag: #Microsoft

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Source: Environment Canterbury Regional Council

Original source: https://nz.mil-osi.com/2026/06/22/new-aranui-bus-service-to-run-between-new-brighton-and-the-palms/

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 22 June 2026 – The “Happiness from Europe” campaign is back in Hong Kong this summer through a partnership with PizzaExpress. From 23 June to 7 September 2026, 19 PizzaExpress branches will feature a special Grana Padano PDO menu in honor of Restaurant Weeks.

The three-year campaign is co-funded by the European Union and centered on Grana Padano PDO, a hard cheese from the Pianura Padana (Po River Valley) in Northern Italy, known for its fine, granular texture and 900-year production history. In 2026 the campaign returns to PizzaExpress with a dedicated three-dish Grana Padano PDO menu running across 19 branches for the length of the promotion. The partnership puts the cheese in front of diners through one of Hong Kong’s most familiar restaurant brands.

Each of the three dishes uses Grana Padano PDO in a different way, from the sauce of a pizza to the finishing of a pasta. The menu is designed to show how the cheese works across familiar dishes diners already order.

The Menu

The starter is a Cheesy Crab Dip with Grana Padano PDO. Grana Padano PDO is stirred through the dip to balance the sweetness of the crab, and the dip is served with a Grana Padano PDO cheese flatbread for tearing and dipping. It is built to be shared and finished before the rest of the meal arrives.

The Grana Padano PDO Pizza is built on a béchamel base rather than tomato sauce, with Grana Padano PDO worked into the sauce and shaved generously over the top. It is layered with fresh porcini, mortadella, mozzarella, and sliced peach. The combination of sweet peach, cured mortadella, and earthy porcini gives the pizza its character, and the cheese running through both the base and the finish brings the flavors together.

The Spaghetti Seafood Bianco with Grana Padano PDO brings together prawns, clams, and mussels in a garlic and white wine sauce with chili flakes and Grana Padano PDO. The cheese is stirred through the sauce, giving the dish more body than a typical white-wine seafood pasta.

About Grana Padano PDO

Grana Padano is one of the oldest cheeses still in continuous production. It was first made in 1135 at the Abbey of Chiaravalle near Milan, where Cistercians monks developed it as a way to preserve surplus milk. The name comes from its texture: “grana” means “grainy”, a reference to the fine, granular structure the cheese develops as it ages.

Each wheel is handcrafted from fresh milk produced in the Po River Valley of Northern Italy. The cheese is naturally lactose-free thanks to the production process. Maturation takes at least nine months, with some wheels aged for over two years. Younger wheels are milky and slightly sweet; longer-aged ones become richer, nuttier, and faintly crystalline. Grana Padano is the world’s most consumed PDO cheese in Europe.

The Consorzio Tutela Grana Padano is a non-profit making organization charged with protecting, promoting and enhancing the product, providing consumer information and generally taking care of the interests regarding its P.D.O. status.

The absence of lactose is a natural consequence of the traditional Grana Padano production process. It contains less than 10 mg/100 g of galactose.

Ciao! Buon appetito everyone!

For campaign updates and participating branches, visit www.happinessfromeu.com or follow the campaign on Instagram and Facebook.

Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or of the granting authority. Neither the European Union nor the granting authority can be held responsible for them.

Hashtag: #HappinessfromEurope

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Source: Media Outreach

SINGAPORE – Media OutReach Newswire – 22 June 2026 – In today’s competitive education landscape, students are increasingly expected to do more than simply meet academic admission requirements. Education advisors say that writing a strong personal statement for university applications is becoming similar to crafting a compelling CV for a job application. While qualifications and grades may help applicants meet eligibility criteria, a personal statement allows prospective students to communicate their motivations, experiences, and aspirations beyond academic results.

Preparing Students Beyond Admissions
Over at the Singapore Institute of Management, most programmes primarily assess applicants based on academic qualifications and programme specific eligibility requirements. However, selected postgraduate programmes, such as the University of Birmingham Master of Business Administration offered at SIM, may require applicants to submit a Statement of Purpose as part of the admissions process. Even for programmes where a personal statement is not mandatory, education experts suggest that submitting one can still strengthen an application by providing additional context about the applicant’s interests, goals, and readiness for higher education.

Tips for Writing a Strong Personal Statement
According to guidance from the University of Birmingham, a strong personal statement should clearly communicate an applicant’s motivation, interests, and suitability for the programme. Admissions tutors note that the opening section is particularly important, as it creates the first impression and helps establish the applicant’s enthusiasm and direction.

Education experts also recommend that applicants explain how their academic background, professional experiences, and personal achievements have shaped their interest in the chosen field of study. Relevant experiences such as internships, leadership roles, volunteer work, and professional accomplishments can help demonstrate initiative, growth, and readiness for higher education. Rather than simply listing activities, applicants should reflect on what they learned from these experiences and how they contributed to their personal development.

The University of Birmingham further advises students to avoid overly generic statements and instead tailor their applications to the specific programme they are applying for. Demonstrating an understanding of the programme structure, learning outcomes, and career relevance can help strengthen the application, particularly for postgraduate programmes such as the MBA.

Authenticity is another important factor highlighted by university admissions advisors. Applicants are encouraged to present a genuine reflection of their interests, ambitions, and experiences rather than relying on exaggerated language or generic phrases. In terms of structure, admissions guidance generally recommends presenting information in a clear and organised manner. A strong personal statement typically includes an introduction outlining academic or professional interests, relevant experiences and achievements, career aspirations, and reasons for choosing the programme. Applicants should also proofread carefully to ensure clarity, grammatical accuracy, and consistency throughout the document.

Reference:

1. SIM Application Process – https://www.sim.edu.sg/degrees-diplomas/admissions/application-process
2. What makes a great personal statement – https://www.birmingham.ac.uk/accessibility/transcripts/personal-statement
3. How to write a statement for MBA – https://www.inspirafutures.com/blog/how-to-write-a-statement-of-purpose-for-mba-admission
4. MBA Statement of Purpose Examples – https://bemoacademicconsulting.com/blog/mba-statement-of-purpose-example

https://www.sim.edu.sg/

Hashtag: #SIMGlobalEducation #SIMGE #GlobalEducation #InternationalDegree #CareerReady #FutureSkills

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