PM Edition: Top 10 Business Articles on LiveNews.co.nz for July 2, 2026 – Full Text

MIL OSI

Source: Media Outreach

Ongoing Industry Cyclical Volatility Continues to Weigh on Financial Results
Technological Certainty as a Hedge against Cyclical Headwinds

HONG KONG SAR – Media OutReach Newswire – 1 July 2026 – L.K. Technology Holdings Limited (Stock code: 558, the “LK TECH”, and together with its subsidiaries, the “Group”) announces the annual results for the twelve months ended 31 March, 2026 (the “Year”).

During the Year, although the lightweighting and integrated die-casting technology trends in new energy vehicles continued to accelerate and the policy dividends from large-scale equipment renewal were released, the intelligent equipment manufacturing industry in which the Group operates underwent a cyclical adjustment, with demand-side pressures being particularly pronounced. These included downward pressure on new orders for large and extra-large die-casting equipment, as downstream vehicle enterprises faced slowing retail sales growth and tightened capital expenditures; intensifying competition in the traditional mature sectors, which weakened the growth momentum of orders for small and medium-sized die-casting equipment; and the strain arising from multiple strategic technology investments made in advance during the Year and timing differences in revenue recognition for certain orders. As a result, the Group’s overall performance for the Year came under significant strain. During the Year, the revenue amounted to HK$5,609 million; gross profit amounted to HK$1,375 million, with gross margin at 24.5%; net profit was adjusted to HK$49.5 million, with a net profit margin of 0.9%.

During the Year, the Group maintained a solid financial position, with total assets of HK$13.3 billion, representing a year-on-year increase of 11.2%, and net cash of HK$1.32 billion.

Deep Synergy and Complementary Empowerment across the Three Core Businesses

The Group has three major business segments: die-casting, which handles metal blank forming; injection molding, which enables plastic part forming; and CNC machining centre, which performs high-precision finishing. Together, they cover the key processes of the entire precision forming industry chain. Despite the challenging market environment, the Group adheres to a technology‑led and market-first approach, upholding its core strategies of technology leadership and global expansion. With deep synergy among the three businesses, the Group’s leading industry position and competitive foundation remain solid.

The die-casting machinery business is the Group’s core business, with automotive vehicles industries continuing to be the primary revenue source for this sector. However, during the Year, the sector’s performance came under significant pressure due to weak downstream demand, industry competition that squeezed revenue, and the multiple effects of various strategic investments made in advance. Die-casting machinery business’s revenue for the Year amounted to HK$3,663 million, accounting for 65.3% of the Group’s total revenue. The injection molding segment generated revenue of HK$1,798 million during the Year, representing 32.1% of the Group’s total revenue, while its business achieved diversified growth breakthroughs. Notably, revenue from the toy industry achieved growth of over 55% for the second consecutive year, with its revenue contribution increasing to 16.7%, making it the second-largest application sector. The segment also achieved a three-year compound annual growth rate of 38.7%, demonstrating the Group’s strong ability to capture opportunities in high-growth industries and the competitiveness of its products. Revenue from the CNC machining centre business amounted to HK$148 million, representing 2.6% of total revenue.

Dual Leadership in Delivery and Product, Deepening Core Advantages

The Group’s key industry clients are currently undergoing cyclical structural adjustments, which is further driving the competitive landscape toward consolidation among leading enterprises that possess technological barriers, economies of scale, and comprehensive full-lifecycle service capabilities. Simultaneously, higher requirements are being placed on equipment products, which must be highly precise, intelligent and suited to lightweight manufacturing processes. Therefore, the Group remains committed to technology-driven development, focusing on core technological breakthroughs and capacity building across the entire industry chain. Its research and development (R&D) investment continues to maintain high intensity, high precision, with R&D expenses reaching HK$318 million during the Year, representing a year-on-year increase of 24.6%. This effectively constructs a technological moat and provides strong support for the expansion of its product markets.

In the core field of ultra-large integrated die-casting, the Group continues to deepen its strategic cooperation with leading automobile manufacturers and suppliers, empowering the new energy vehicle industry. During the Year, the Group successfully commercialised the world’s first 16,000T ultra-large intelligent die-casting unit, setting a new industry benchmark for ultra-large tonnage die-casting equipment applications; at the same time, the Group continues to secure and deliver multiple 9000T-class ultra-large die casting machines. The Group’s 6,000T–16,000T ultra-large intelligent die-casting cells, which deeply integrate digital twin technology with the LK-NET cloud die-casting management system, were selected as one of the “Outstanding Cases of New Quality Productive Forces in the Automotive Industry 2025”. These solutions are fully compatible with the mass production requirements for full vehicle body structural components of automobile manufacturers. As at the end of the Year, the Group continued to rank first in the industry globally in terms of the cumulative number of ultra-large die-casting machines delivered, solidifying its leading position.

In the field of magnesium alloy forming technology, the Group’s TPI semi-solid magnesium alloy forming technology has formed a full-scale product matrix covering everything from small precision parts to ultra-large structural parts. It also supports modular transformation of traditional die-casting equipment, enabling a 50% reduction in energy consumption and a 20% increase in product toughness, thereby providing critical support for the commercialisation of magnesium alloys application. During the Year, the Group’s self-developed 5,000-tonne TPI semi-solid forming module successfully secured an order from a leading OEM for the production of inner tailgate panels for new energy vehicles. By integrating into a single component the functions that previously required nine separate sheet metal parts to form the inner tailgate panels, the equipment achieves a 45% reduction in weight and increases material utilisation to 70%, effectively balancing lightweighting and cost control.

The Group’s TPI semi-solid forming technology, leveraging unique process advantages, offers customers a better technical route for magnesium alloy die casting equipment layout; its modular upgrade solution also provides existing industry customers with a practical pathway to rapidly adopt magnesium alloy technology. Benefiting from this, orders for the Group’s TPI magnesium alloy equipment continued to grow strongly, with shipment value exceeding RMB100 million. Revenue generated from the related business increased by 291.1% in the second half of the financial year as compared with the first half of the financial year.

In the field of advanced materials and special casting, the Group’s self-developed zirconium-based amorphous alloy die casting equipment integrates vacuum melting, automatic solid material feeding and full-process automation into a single system. Having reached internationally advanced standards in technical performance, this equipment addresses a key gap in the domestic equipment market. This equipment can be used for large-scale production of high-end products such as foldable screen hinges and medical implants. In expanding its portfolio of special casting equipment, the Group’s low-pressure die-casting machines feature innovative inert gas pressurisation and waste heat recovery technologies, reducing overall energy consumption by 30%. These machines are now widely used in the manufacture of products such as automotive wheels and motor end covers. The horizontal extrusion casting machine is equipped with a dual pressure and speed control system, meeting the production requirements for high-performance components such as automotive steering knuckles, subframes, and battery end plates.

In the field of high-end intelligent machining and industrial big data, the Group has developed an integrated intelligent machining system in response to industry challenges associated with the post-processing of large die-cast components. The system’s local data processing rate exceeds 90% and it achieves an accuracy rate of over 95% in predicting machining abnormalities. Its key technical performance indicators have reached internationally advanced standards. The technology has completed engineering validation on five-axis gantry machining centres and post-processing equipment for large die-cast components, and forms a more competitive, integrated intelligent manufacturing solution. Additionally, the Group successfully overcame technical challenges in the high-precision forming process for hydraulic valves, further enhancing its in-house capabilities in the supply of core components. On the other hand, leveraging digital twin technology, the Group developed intelligent die-casting cells capable of intelligent prediction of process parameters, remote equipment diagnostics and digitalised management and control throughout the entire production process.

Further Advancement in Strategic Layout and Sustained Improvement in Operational Efficiency

Diversified Track Strategy: To effectively respond to cyclical fluctuations in the traditional automotive industry, the Group proactively adjusted its business structure. On the basis of deepening its presence in the new energy vehicle track to consolidate its core foundation, it comprehensively laid out new productivity tracks such as energy storage, AI computing power, humanoid robots, and specialised casting, thereby achieving diversified expansion of customer structure and application scenarios.

Global Expansion Strategy: The Group’s “going global” strategy proved highly effective over the year, and it has successfully built a development framework that combines “high-end breakthroughs in Europe and the US” with “deep cultivation of emerging markets”. In particular, revenue from Europe surged by 64.4% year-on-year, benefitting from robust demand for new energy equipment and high-end manufacturing. The Group also successfully secured a high-end equipment order from a well-known European vehicle enterprise, breaking the long-standing market barrier that made it difficult for Chinese companies to enter the supply chains of mainstream European and American vehicle enterprises. Driven by the ongoing industrial relocation, revenue from other emerging markets and the Asia-Pacific region increased by 76.9% year-on year as orders grew rapidly. The localised sales and service network now covers countries such as Thailand, Vietnam, and Malaysia. Although revenue from the North American market declined year-on-year, the Group’s diversified global market presence effectively mitigated the impact of fluctuations in any single regional market.

Reducing Costs and Improving Efficiency Strategy: The Group has continuously optimised its production layout and advanced the digitalisation of its supply chain. It has also been advancing in-house R&D and production of core components in a systematic manner, complemented by long-standing and stable relationships with upstream suppliers and centralised procurement of bulk raw materials to mitigate cost volatility. Meanwhile, the Group will steadily upgrade its manufacturing facilities with intelligent production lines, further reinforcing its cost-reduction foundation from the production side.

Mr. Liu Zhuo Ming, Chief Executive Officer of L.K. Technology Holdings Limited stated, “Looking back over the past year, we see that the global equipment manufacturing industry was undergoing structural adjustment. Although earnings are under significant pressure, the Group’s leading position remains secure. As at the end of the Year, the Group continued to rank first in the industry globally in terms of the cumulative number of ultra-large die-casting machines delivered, underpinning a solid competitive foundation. Looking ahead, the Group will leverage technological strengths as a strategic anchor against cyclical headwinds, drive deep breakthroughs across multiple fronts, and position itself to emerge stronger from the cycle. Going forward, the Group remains committed to a strategy of technology leadership, capitalising on market opportunities while deepening the Group’s global presence and making a comprehensive push into diverse sectors such as energy storage, photovoltaics, robotics, and computing power cooling. In addition, the Group is building a smart service system centred on ‘AI + Equipment’, adhering to a dual-track approach driven by both customised and forward-looking R&D, with the goal of becoming our customers’ ‘full-lifecycle value partner’ and delivering sustainable, substantial returns to shareholders and investors.”

Hashtag: #LKTechnology

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

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

Source: Media Outreach

ZHONGSHAN, CHINA – Media OutReach Newswire – 1 July 2026 – As 2026 marks the 160th anniversary of the birth of Dr. Sun Yat-sen, the 6th Cross-Strait Sun Yat-sen Forum was held in Zhongshan, Guangdong Province—the hometown of the great pioneer—from June 27 to 29 under the theme “Carrying Forward Dr. Sun Yat-sen’s Spirit of Endeavor and Working Together for the Great Rejuvenation of the Chinese Nation”. This year’s forum was the largest in its history, attracting the broadest participation from Taiwan compatriots and the highest proportion of young participants to date. Around 2,000 representatives from across the Chinese mainland, Taiwan, Hong Kong, and Macao attended the event. Centered on cultural heritage and driven by economic and trade cooperation, the forum established a multi-level platform for cross-strait exchanges and collaboration while fostering broader consensus on integrated cross-strait development.

Distinguished guests from both sides of the Taiwan Strait attended the opening ceremony and noted in their remarks that Dr. Sun Yat-sen is a revered national pioneer shared by compatriots on both sides of the Strait. His vision of rejuvenating China remains a common spiritual legacy, and people across the Strait should carry forward his ideals and work hand in hand toward national rejuvenation. During the opening ceremony, Zhongshan Municipal People’s Government and the Association of Taiwan Investment Enterprises on the Mainland signed the Strategic Framework Agreement on Deepening Zhongshan–Taiwan Economic and Trade Cooperation to Promote Integrated Development, laying a solid institutional foundation for long-term industrial cooperation across the Strait.

A series of cultural exchange activities also took place throughout the forum. Participants enjoyed an evening tour of the century-old Sunwen West Road Arcade Pedestrian Street, immersing themselves in Zhongshan’s rich historical heritage and the vibrant cultural and tourism scene of the Guangdong-Hong Kong-Macao Greater Bay Area. They also visited the Museum of Dr. Sun Yat-sen, where they studied revolutionary historical archives, bowed before Dr. Sun’s bronze statue to pay homage, and gained a deeper appreciation of his enduring ideals of “All Under Heaven Belong to the People” and “Revitalize China”. Many participants remarked that these activities provided an excellent platform for sustained exchanges among young people across the Strait and that their shared cultural roots and common heritage form a solid foundation for advancing cross-strait spiritual integration.

To further strengthen cross-strait economic cooperation and advance industrial integration between Shenzhen and Zhongshan, the forum also featured the “Taiwan Businesses Gather in Zhongshan, Industries Glow in the Greater Bay Area” 2026 Guangdong-Taiwan Economic and Trade Exchange Conference and Investment Promotion Event Celebrating the Second Anniversary of the Shenzhen-Zhongshan Link. A total of 19 industrial projects were signed during the event. The first group comprised seven Taiwan-invested projects spanning semiconductor supporting industries, electronic components, smart home products, high-end fitness equipment, and medical devices. The second and third groups included 12 Shenzhen-Zhongshan collaborative projects covering new energy vehicle components, industrial robotics, memory chip packaging, advanced specialty materials, and integrated cultural, tourism, and commercial developments.

During the investment promotion event, Taiwan business representatives spoke highly of Zhongshan’s business environment. Zhang Congyuan, Chairman of Huali Industrial Group, which has operated in Zhongshan for more than two decades, praised the city’s enterprise service philosophy of “staying out of businesses’ way when everything runs smoothly while providing prompt support whenever needed”. He noted that this business-friendly environment has helped the company grow into one of the world’s leading manufacturers of athletic footwear.

Guo Wenhai, secretary of the CPC Zhongshan Municipal Committee, extended a sincere invitation to Taiwan businesses and entrepreneurs to invest and establish operations in Zhongshan. He emphasized that the city offers not only strong industrial infrastructure but also high-quality government services. Zhongshan will continue to provide proactive, efficient, and dedicated support for businesses while continuously improving both its hard and soft investment environment. Leveraging the opportunities created by the Shenzhen-Zhongshan Link, the city aims to create broader prospects for cooperation and shared growth for enterprises from both sides of the Taiwan Strait.

Participants and Taiwan business representatives agreed that, taking the 160th anniversary of Dr. Sun Yat-sen’s birth as an important milestone, this year’s forum created new channels for both cultural exchanges and industrial cooperation across the Strait. Looking ahead, Zhongshan will continue to organize regular initiatives, including entrepreneurship support programs for young people from Taiwan, youth exchange activities, and Guangdong-Taiwan industrial matchmaking events. By carrying forward Dr. Sun Yat-sen’s spirit, embracing the opportunities of the Greater Bay Area, and strengthening both economic cooperation and people-to-people ties, the city will continue to contribute to a new chapter of integrated cross-strait development.

Hashtag: #CrossStraitSunYatSenForum #Zhongshan #Guangdong

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

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

Source: Media Outreach

AI Business on the Rise, Revenue Soared by Nearly 2.8 Times Fuelling Future Growth

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

Source: New Zealand Government

This Government will recognise the toy standards of the United States and the European Union, so toys that meet those standards will be compliant in New Zealand too, Commerce and Consumer Affairs Minister Cameron Brewer and Regulation Minister David Seymour say.

“When a parent buys a toy for their child, they should be able to trust that it is safe. That’s the bottom line, and it isn’t changing,” Mr Brewer says.

“But the rules we use to guarantee that safety are stuck in 2002. They’ve been overtaken by newer, modern standards several times over, and they’ve left New Zealand lagging behind Australia.

“That mismatch is hurting Kiwi importers and retailers. We’ve heard they’re retesting toys against our outdated standard even when those toys already meet a comparable international one. That’s wasted time, wasted money, and it can mean fewer products on our shelves and less choice for families,” Mr Brewer says.

“The Ministry for Regulation found that aligning with Australia would reduce compliance costs for suppliers and make New Zealand a more attractive market. So that’s what we’re doing. This change is expected to have a net benefit of $6.8 million over 10 years” Mr Seymour says.

“Following a submission to the Red Tape Tipline we will be making it easier for businesses to put their toys on New Zealand shelves. 

“Under the current rules Kiwi toy suppliers are forced front the costs of getting a toy compliant with New Zealand standards. This can cost between $3,500 and $5,000, per toy. Under the new rules, if a toy is compliant in the US or the EU, it’s compliant in New Zealand, at no additional cost to Kiwi businesses.  

“This change is expected to have a net benefit of up to $6.8 million over 10 years. Opening the doors to competition will also drive prices down at the checkout, making more toys more affordable to more kiwi families.  

“This is good news for importers. Although most toys are compliant with the average toy standards, this change means reputable brands such as Hauck, Happy Horse, Jellycat, Douglas, Little Dutch and Yolline will become more commercially viable to import. 

“This is one more problem fixed by the Tipline that Kiwis face, and the bureaucracy won’t touch. The Ministry for Regulation really is the gift that keeps on giving.”

“Parents will be pleased to know that once these changes are in place, toys sold here for young children will need to meet one of three internationally recognised safety standards, each offering the same level of protection for children,” Mr Brewer says.

“This is the Government fixing the basics by cutting needless costs for business and giving Kiwi parents better value, without ever compromising on the safety of their kids,” Mr Brewer says.

An exposure draft of the updated regulations will be released for consultation. Subject to final decisions, suppliers will then be given a six-month transition period to move to the updated requirements.

Original source: https://nz.mil-osi.com/2026/07/01/common-sense-fix-eases-costs-for-toy-importers/

Source: GlobeNewswire (MIL-NZ-AU)

• IperionX awarded up to US$6.6 million by the Office of the Secretary of War – Submarine Workforce and Industrial Base program (OSW-SWIB)
• The award forms part of a larger, multi-organization program to scale production of high-performance titanium alloy products, including ballistic-grade titanium plate, for land and maritime defense platforms
• Funding will support expanded manufacturing capability for large-format military titanium components at IperionX’s Titanium Manufacturing Campus in Virginia, strengthening U.S. capacity for mission-critical titanium products and critical-material supply chains
• IperionX will collaborate with the George H. W. Bush Combat Development Complex (BCDC) and the U.S. Army Combat Capabilities Development Command (DEVCOM) Army Research Laboratory (ARL) to accelerate product scale-up, validation, and transition pathways for defense and strategic industrial applications
• Alongside the OSW-SWIB award, IperionX has received an additional purchase order from the U.S. Army Ground Vehicle Systems Center to manufacture a range of titanium fasteners for the JLTV in support of U.S. Army and Marine Corps operational requirements

SOUTH BOSTON, Va., July 01, 2026 (GLOBE NEWSWIRE) — IperionX Limited (IperionX) (NASDAQ: IPX, ASX: IPX) has been awarded up to US$6.6 million under a U.S. Department of War (DoW) program, funded by the Office of the Secretary of War Submarine Workforce and Industrial Base, or OSW-SWIB.

The award forms part of a larger program to scale domestic production of high-performance titanium alloy products, including ballistic-grade titanium plate, for maritime and land defense platforms.

The multi-organization defense program will focus on titanium mill products and components for platforms requiring exceptional strength-to-weight performance, corrosion resistance, durability, ballistic-impact tolerance, and shock survivability. These requirements represent some of the most demanding performance standards in advanced defense materials, especially for applications exposed to harsh operating environments, high-impact loads, and extended service-life demands.

Funding will support capital equipment at IperionX’s Titanium Manufacturing Campus in Virginia, expanding manufacturing capabilities for large-format titanium components and strengthening U.S. capacity for mission-critical titanium products. The program will be completed in two phases with Phase 1 granting US$0.2 million for project scoping and test work. Upon successful completion, IperionX is expected to receive a further US$6.4 million to scale manufacturing capacity and purchase capital equipment.

The program directly supports IperionX’s strategy to establish a secure, low-cost and resilient American titanium manufacturing platform for defense and advanced industrial customers.

Conventional titanium plate production is technically complex, capital- and energy-intensive, and often characterized by low yields. The process typically involves sponge production, vacuum melting and remelting, ingot or slab casting, breakdown forging, hot rolling, repeated annealing, and final surface conditioning. Each of these steps can contribute to extended lead times, elevated production costs, material yield losses, and supply-chain constraints.

IperionX’s patented titanium technologies are designed to simplify and shorten this production route. The Company’s proprietary HAMR process can produce low-cost titanium powder from titanium minerals or recycled titanium, while its HSPT and THRM technologies deliver high-performance, wrought-like titanium properties without reliance on the full conventional melt-remelt-forge pathway.

Together, these technologies support IperionX’s powder-to-plate titanium manufacturing platform, which is designed to reduce process steps, lower capital intensity, reduce energy intensity, improve material utilization and strengthen domestic supply-chain resilience for strategic titanium products.

Through this program, IperionX will produce and evaluate high-performance titanium alloy products for applications where titanium can provide lightweight alternatives to steel, including armor precursor plate, hatches, covers, brackets, structural components and maritime systems.

In maritime applications, titanium’s high strength, durability and corrosion resistance can support improved readiness, reduced maintenance and longer service life. Across land defense platforms, lower component weight can support improved mobility, payload capacity, fuel efficiency and survivability.

IperionX will collaborate with the George H.W. Bush Combat Development Complex, an organization within The Texas A&M University System (TAMUS), and the U.S. Army Combat Capabilities Development Command Army Research Laboratory. The collaboration is expected to support material testing, ballistic and shock-survival evaluation, product validation and transition into defense and strategic U.S. industrial applications.

The project is a systematic metallurgical study to demonstrate how THRM/HSPT microstructural engineering can be used to achieve ballistic performance. This project complements separately DoW-funded IperionX programs for powder-to-plate production. Together these DoW-funded activities provide an alternative pathway that has the potential to reduce the U.S. dependency on imported titanium sponge.

Joint Light Tactical Vehicle (JLTV) fastener prototype order

Alongside the OSW-SWIB award, IperionX has received a purchase order from the U.S. Army Ground Vehicle Systems Center to produce a range of prototype titanium fasteners for the JLTV and associated trailer – known as the “workhorse” of the Marine Corps’ ground tactical vehicle fleet – to support U.S. Army and Marine Corps operational requirements.

The JLTV is a U.S. military light tactical vehicle, originally built by Oshkosh Defense, designed to replace many Humvees by providing greater protection, mobility, payload capacity, and networked mission flexibility for combat and support operations.

While the value of the initial purchase order is not considered material, a successful prototyping program has the potential to progress into an accelerated roll-out program across a large number of ground vehicles, providing lightweight, strong and corrosion resistant titanium components for the U.S. warfighter.

IperionX Senior Adviser U.S. Army Lieutenant General Ross Coffman U.S. Army (Retired) said:

“During my time as Deputy Commanding General of Army Futures Command, I enjoyed my collaboration with BCDC, and I saw firsthand the importance of a secure U.S. low-cost titanium supply chain for national security.

The Army has a pressing need to reduce the weight of our ground vehicle platforms to maintain combat effectiveness. The benefits of titanium across all defense mobility platforms, including robotics, are well known and I’m proud to be on this mission with IperionX.”

IperionX CEO Taso Arima said:

“This award is an important validation of IperionX’s strategy to scale high-performance titanium manufacturing capacity in the United States. By combining lower-cost titanium feedstocks with our patented HAMR, HSPT and THRM technologies, we are developing a more efficient domestic manufacturing platform for high-performance titanium plate and components.

Our objective is to shorten the conventional titanium production chain, reduce supply-chain complexity and build a more resilient, lower-cost U.S. titanium supply chain for defense, aerospace and advanced manufacturing customers.

In addition to the award, the new prototype order for titanium fasteners for the JLTV is a further signal of the important role that is developing for IperionX in supporting the U.S. defense industrial base.”

APPENDIX

Award details

IperionX has been awarded an initial $0.2 million in funding under the OSW Submarine Workforce and Industrial Base Program for project scoping and test work (Phase 1). Upon, and subject to, successful completion of Phase 1, IperionX will be awarded a further $6.4 million to scale process technology and purchase capital equipment to be installed at IperionX’s Titanium Manufacturing Campus (Phase 2). Phase1 and Phase 2 of the project are scheduled to be complete within two years.

About THRM and HSPT

IperionX’s patented THRM and HSPT processes use hydrogen-enabled thermodynamics and powder-metallurgy processing to engineer wrought-like microstructures and mechanical properties in titanium alloys. These technologies reduce processing complexity and limit reliance on conventional high-cost forging and extensive thermo-mechanical work, enabling a faster and lower-cost route to advanced titanium components.

IperionX’s leading R&D team includes THRM and HSPT co-inventor Dr. James Paramore, who joined the Company after previously serving at both the U.S. Army DEVCOM ARL and BCDC.

Titanium for U.S. Defense Industrial Base

U.S. Department of War’s SWIB program reflects the strategic priority of rebuilding domestic industrial capability in critical defense materials.

Why titanium matters

• Defense platforms require titanium plate, sheet and fabricated components where weight, durability, corrosion resistance and strength matter most.
• In land defense systems, titanium plate supports armor precursor plate, hatches, covers, brackets and structural components where lower mass can improve mobility, payload, fuel efficiency and survivability.
• In maritime defense platforms, titanium’s strength, durability and corrosion resistance can reduce maintenance, extend service life and improve readiness.

Why incumbent production is difficult

• Conventional wrought titanium plate typically requires sponge production, vacuum melting and remelting, ingot or slab casting, breakdown forging, hot rolling, repeated annealing and final surface conditioning.
• Titanium’s high reactivity requires tight process control, multiple high-temperature steps and large specialized equipment, driving high capital intensity, long lead times and significant energy use.
• As plate thickness falls, manufacturing costs compound. Repeated rolling and annealing reduce throughput, while alpha-case removal through grinding, pickling or chemical milling lowers product yield.

IperionX’s powder-to-plate manufacturing platform

• HAMR produces low-cost titanium powder from titanium minerals or recycled titanium, and HSPT + THRM deliver wrought-like titanium properties without the full conventional melt-remelt-forge pathway
• Together, these technologies support a powder-to-plate manufacturing platform with fewer major process steps, lower capital intensity, lower energy consumption, improved material utilization and stronger domestic supply-chain resilience

About IperionX

IperionX is a leading American titanium metal and critical materials company – using patented metal technologies to produce high performance titanium alloys, from titanium minerals or scrap titanium, at lower energy, cost and carbon emissions.

Our Titan critical minerals project is the largest JORC-compliant mineral resource of titanium, rare earth and zircon minerals sands in the United States.

IperionX’s titanium metal and critical minerals are essential for advanced U.S. industries including space, aerospace, defense, consumer electronics, hydrogen, automotive and additive manufacturing.

Forward Looking Statements

Information included in this release constitutes forward-looking statements. Often, but not always, forward looking statements can generally be identified by the use of forward-looking words such as “may”, “will”, “expect”, “intend”, “plan”, “estimate”, “anticipate”, “continue”, and “guidance”, or other similar words and may include, without limitation, statements regarding plans, strategies and objectives of management, anticipated production or construction commencement dates and expected costs or production outputs.

Forward looking statements inherently involve known and unknown risks, uncertainties and other factors that may cause the Company’s actual results, performance, and achievements to differ materially from any forecast future results, performance, or achievements. Relevant factors may include, but are not limited to, changes in commodity prices, foreign exchange fluctuations and general economic conditions, increased costs and demand for production inputs, the speculative nature of exploration and project development, including the risks of obtaining necessary licenses and permits and diminishing quantities or grades of mineralization, the Company’s ability to comply with the relevant contractual terms to access the technologies, commercially scale its closed-loop titanium production processes, or protect its intellectual property rights, political and social risks, changes to the regulatory framework within which the Company operates or may in the future operate, environmental conditions including extreme weather conditions, recruitment and retention of personnel, industrial relations issues and litigation.

Forward looking statements are based on the Company and its management’s good faith assumptions relating to the financial, market, regulatory and other relevant environments that will exist and affect the Company’s business and operations in the future. The Company does not give any assurance that the assumptions on which forward looking statements are based will prove to be correct, or that the Company’s business or operations will not be affected in any material manner by these or other factors not foreseen or foreseeable by the Company or management or beyond the Company’s control.

Although the Company attempts and has attempted to identify factors that would cause actual actions, events or results to differ materially from those disclosed in forward looking statements, there may be other factors that could cause actual results, performance, achievements, or events not to be as anticipated, estimated or intended, and many events are beyond the reasonable control of the Company. Accordingly, readers are cautioned not to place undue reliance on forward looking statements. Forward looking statements in these materials speak only at the date of issue. Subject to any continuing obligations under applicable law or any relevant stock exchange listing rules, in providing this information the Company does not undertake any obligation to publicly update or revise any of the forward-looking statements or to advise of any change in events, conditions or circumstances on which any such statement is based.

Contacts

Anastasios (Taso) Arima, Founder and CEO
Toby Symonds, President
Dominic Allen, Chief Commercial Officer

Investors: investorrelations@iperionx.com
Media: media@iperionx.com

+1 980 237 8900
www.iperionx.com

– Published by The MIL Network

MIL OSI

Source: New Zealand Government

Every mainland council in New Zealand now has an approved water services delivery plan under Local Water Done Well, marking a major milestone in delivering more reliable and financially sustainable water services for ratepayers, Local Government Minister Simon Watts says.

The milestone follows the approval of Waitaki District Council’s amended water services delivery plan by the Secretary for Local Government. Waitaki will join Central Otago, Clutha, and Gore District Councils in the new regional water services organisation, Southern Water.

“Waitaki is not alone in facing challenges around the affordability and reliability of water services. Working together through a regional organisation is a positive step forward. It provides scale, better use of expertise and capacity, and improved access to finance,” Mr Watts says.

“The milestone highlights the steady progress of Local Water Done Well, with implementation now well underway across the country.

“As of 1 July, five new council-controlled water organisations are now operating. This includes four multi-council organisations, Waikato’s IAWAI and Waikato Waters, Wellington’s Tiaki Wai, and the Kaikōura–Hurunui joint organisation, alongside the single-council organisation Selwyn Water.

“A further 13 council-controlled water organisations expected to launch in the next 12 months, this means three-quarters of New Zealanders will soon receive water services from organisations established under Local Water Done Well and owned by 46 councils.  

“Local Water Done Well supports councils to focus on the basics, fixing pipes, investing in infrastructure, and delivering safe, reliable water services their communities depend on.

“In less than three years, the Government has repealed Labour’s Three Waters policy and returned water assets to local communities.

“We have also supported a financial solution for Watercare, saving Aucklanders $899 million over four years, and reformed water regulation, including new wastewater standards expected to save councils $830 million in consenting costs, alongside economic regulation to better protect consumers’ interests.

“I want to acknowledge the work of the Department of Internal Affairs’ water services team in supporting these outcomes. The team today moves to the new Ministry of Cities, Environment, Regions and Transport, where it will continue its system stewardship role, including monitoring councils’ implementation of their water services delivery plans.

“Acceptance of Waitaki District Council’s plan also marks the completion of Hon Amy Adams’ work as Crown facilitator with the council. I appointed Ms Adams to assist the council in amending its previous plan to meet legislative requirements under Local Water Done Well. I thank her for her work.

“While there is more work to do, this milestone shows we are making strong progress delivering more reliable, sustainable water services for New Zealanders.”

Original source: https://nz.mil-osi.com/2026/07/01/major-milestone-reached-for-local-water-done-well/

Source: Media Outreach

The MoU appoints DOE-licensed MNA Metal Resources as preferred collector for used automotive batteries, strengthening traceability across BateriHub and Global Energy Battery’s nationwide battery ecosystem.

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

Source: New Zealand Government

The Health and Safety at Work Amendment Bill has passed its third reading, marking a major milestone in the Government’s overhaul of New Zealand’s health and safety system, and delivering on the ACT-National coalition agreement, Workplace Relations and Safety Minister Brooke van Velden says. 

“For too long, businesses have been dealing with a system that is confusing and difficult to comply with. Rather than making workers safer, it has distracted from the risks that really matter and increased regulatory burden. 

“This Bill reflects that this Government is listening to the people on the ground having to deal with our laws day in and day out. They told us change was needed, and we have delivered. 

“These changes make it clear that the focus should be on preventing serious harm in the workplace. 

“This will better protect workers and support a continued reduction in serious workplace injuries and fatalities. At the same time, it frees up businesses to put more of their resources and efforts towards the things that improve their organisation and contribute to economic growth and quality of life for Kiwis, rather than towards compliance for the sake of compliance. 

The legislation introduces a stronger focus on critical risks – those that can result in death, serious injury, or illness – so businesses can better prioritise where to direct their time and resources.  

The reforms also respond to concerns about unclear expectations and limited guidance by strengthening Approved Codes of Practice (ACOPs) and sharpening WorkSafe’s focus on critical risks and practical support. 

“Businesses told us they need clearer, more practical guidance. The Bill clarifies that if a business follows an ACOP’s processes for managing a risk, they can be confident they are meeting their health and safety obligations for that risk.”  

Changes also introduce a more proportionate approach for small businesses, which will focus on managing critical risks while continuing to provide essential worker welfare facilities. 

“These changes give small businesses clarity about what they need to focus on to keep people safe, without unnecessary compliance burden.”  

Other key changes in the Act include: 

• clearer duties for directors, so they can focus on governance rather than day-to-day management of a business 
• reduced duplication with other regulatory systems, making compliance simpler 
• clarifying responsibilities for recreational activities on land 
• clearer requirements for reporting serious incidents. 

The changes will come into force on 1 April 2027. Guidance to support businesses to understand and meet their obligations will be released over the coming months. 

“These reforms strike the right balance – maintaining strong protections for workers while delivering a simpler, more effective system that focuses on critical risks and improves safety outcomes,” says Ms van Velden. 

Original source: https://nz.mil-osi.com/2026/07/01/major-overhaul-to-health-and-safety-laws-passes-final-reading/