PM Edition: Here are the top 10 business articles on LiveNews.co.nz for July 9, 2026 – Full Text
1. Hong Kong SMEs Face “Triple Squeeze” from Rising Costs, Weak Demand and Interest Rates Fluctuations, Dah Sing Bank Survey
July 8, 2026
Source: Media Outreach
Consumption Outflow Continues to Weigh on Revenues As Local Business Environment Enters Adjustment Phase
Dah Sing Bank remains committed to staying close to the needs of SMEs and understanding the challenges and opportunities they face in a rapidly changing business landscape. To gain deeper insights into the latest operating conditions of local SMEs, the Bank commissioned a survey[1] in May 2026 through a major local media outlet, interviewing over 340 Hong Kong SMEs to understand how they are responding to changing consumption patterns and advancing environmental, social and governance (ESG) initiatives under the current economic environment.
Operating Pressures Intensify Under “Triple Squeeze”
The Survey shows that 80% of respondents indicated that their operating costs and profit margins have been affected this year by geopolitical developments, energy price fluctuations or global supply chain instability. Rising costs (79%), weakening market demand (78%) and fluctuations in interest rates (52%) were identified as the most significant external risks.
With cross-border spending and northbound consumption becoming increasingly prevalent, approximately 74% of SMEs reported that their revenues have been negatively impacted, with nearly one in five experiencing declines of more than 20%. Key competitive pressures stem from cross-border e-commerce platforms offering lower-priced daily necessities (45%), increased weekend consumption in Shenzhen (43%), and a rise in outbound travel reducing local spending (30%).
SMEs Step Up Measures to Adapt
In response to the rising costs, SMEs are actively adopting various strategies to stabilise operations, including renegotiating supplier terms (26%), adjusting pricing (24%), and optimising inventory management (20%). At the same time, in light of outbound consumption trends, businesses are strengthening customer retention strategies. While price promotions remain the most common approach (34%), SMEs are also increasingly introducing experiential elements (29%) and strengthening digital marketing efforts (25%) to improve competitiveness.
Against a backdrop of ongoing uncertainty, SMEs are placing greater emphasis on business stability. A stable customer base (30%) and predictable cash flow (22%) are seen as key factors in sustaining operations, alongside lowering operating cost (22%). This reflects growing attention on financial resilience and liquidity management.
Constraints Persist Amid Rising Support Needs
Despite these efforts, SMEs continue to face resource and information constraints in navigating challenges and pursuing transformation. More than half of the respondents have never applied for or are unfamiliar with government support schemes. In addition, while some SMEs are interested in advancing ESG initiatives, 37% consider them burdensome due to costs, and 32% are unsure where to begin, indicating a cautious pace of adoption overall.
Dah Sing Bank Supports SMEs Resilience
In a rapidly changing business environment, Dah Sing Bank believes that enhancing cash flow efficiency and operational flexibility is key for SMEs to address business pressures. The Bank is committed to supporting SMEs through diversified and flexible lending and financing solutions tailored to their business needs. These include a wide range of import/export trade finance services and payment options, as well as the Merchant Receivables Loan – a service designed to provide merchants with quicker access to capital. Such initiatives enable SMEs to strengthen cash flow management and improve the predictability and efficiency of their daily operations.
Furthermore, Dah Sing Bank offers comprehensive hedging tools to help enterprises manage foreign exchange and interest rate risks. This support enables businesses to mitigate financial exposure arising from global economic volatility, enhance resilience, and expand their businesses in both local and global markets steadily. In addition, the newly launched Dah Sing Business Multi-Currency Mastercard Debit Card helps SMEs reduce transaction costs and manage expenses more effectively, providing a one-stop and seamless experience for local and overseas transactions.
Dah Sing Bank Deputy Chief Executive, Senior Executive Director and Head of Group Personal Banking, Ms Phoebe Wong, said: “The Survey shows that Hong Kong SMEs are facing multiple challenges, including rising costs, shifting demand and evolving consumption patterns. At the same time, it is encouraging to see businesses actively adopting measures such as optimising cost structures and enhancing customer experience. In an environment of heightened uncertainty, stable cash flow and operational agility has become even more important. Dah Sing Bank has long been a trusted partner to SMEs, and we remain committed to combining financial services with practical support to help enterprises improve capital efficiency and resilience. Our goal is to empower SMEs to maintain stability in a constantly changing market and lay a solid foundation for sustainable long-term growth.”
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2. Research – Business results outweigh individual performance in bonus payouts – Robert Half
July 8, 2026
Top factors influencing bonuses are company performance (58%), individual performance (49%), and cost/available budget (48%)
53% of employers say bonuses were higher in their last bonus cycle compared to previous years, while 40% say they were around the same amount
Auckland, 8 July 2026 – While bonuses are often viewed by employees as a direct reflection of their individual contribution, Kiwi employers reveal that broader business considerations weigh just as heavily in determining payout amounts, new independent research by specialised recruiter Robert Half reveals.
Bonuses reflect business realities over personal achievement
While individual performance remains central to how Kiwi employers determine bonuses, business results carry more weight than individual effort, based on the research results.
When asked what the top factors are influencing their company’s decision making when considering bonus amounts, employers cited:
- Company performance (58%)
- Individual performance (49%)
- Cost/available budget (48%)
- Competitor benchmarking (48%)
- Employee expectations (47%)
- Industry trends (47%).
Uplift in bonuses for some, while others remain unchanged
Despite ongoing economic pressures, bonus payouts appear to be holding firm — and in many cases, increasing.
In the most recent bonus cycle, about half (53%) of employers reported that bonuses were higher than in previous years, while 40% said payouts remained at similar levels. Only 6% indicated bonuses were lower than the year prior, and just 1% said no bonuses were awarded at all.
“In the current economic climate, bonuses are progressively reflecting overall business performance rather than individual achievement alone,” says Megan Alexander, Managing Director at Robert Half. “While personal contribution remains an important component, employers are making bonus decisions within the context of broader commercial conditions, signalling a more balanced and financially disciplined approach to reward strategy.
“Variable pay has become an important lever for managing risk. Employers are using bonuses to drive motivation and maintain market competitiveness without permanently increasing fixed remuneration. With most organisations holding bonuses steady, they are taking a considered and disciplined approach to reward calibration.”
Who gets what bonus?
Bonus eligibility and structure vary by seniority level, reflecting how employers align rewards with responsibility, tenure, and impact on overall business performance.
While performance bonuses remain the most common incentive across nearly all employee levels, the type and frequency of additional bonuses evolve as professionals progress in their careers.
|
Employee level |
Type of bonus |
||||||
|
Performance |
Profit- sharing |
Sign on |
Retention |
Project completion |
Holiday |
Referral |
|
|
Entry level |
22% |
20% |
16% |
15% |
17% |
17% |
20% |
|
Individual contributor with 2-5 years’ experience |
30% |
22% |
21% |
26% |
29% |
33% |
30% |
|
Individual contributor with 5+ years’ experience |
28% |
30% |
26% |
32% |
28% |
24% |
28% |
|
People manager |
25% |
25% |
26% |
20% |
29% |
23% |
20% |
|
Senior leader |
22% |
20% |
18% |
21% |
20% |
17% |
22% |
|
Executive leader |
25% |
20% |
18% |
18% |
17% |
18% |
11% |
Independent survey commissioned by Robert Half among 250 hiring managers in New Zealand.
“The difference in bonus structures across seniority levels depicts how incentives are aligned to impact. Executives and senior leaders are typically more closely tied to profit-sharing and performance because their influence sits at the enterprise level. The modern remuneration strategy is strategically engineered to mirror accountability, influence, and business outcomes,” concludes Alexander.
Notes
About the research
The study was developed by Robert Half and was conducted online in October 2025 by an independent research company of 250 finance, accounting, and IT and technology hiring managers. Respondents are drawn from a sample of SMEs as well as large private, publicly-listed, and public sector organisations across New Zealand. This survey is part of the international workplace survey, a questionnaire about job trends, talent management, and trends in the workplace.
About Robert Half
Robert Half is the global, specialised talent solutions provider that helps employers find their next great hire and jobseekers uncover their next opportunity. Robert Half offers both contract and permanent placement services, and is the parent company of Protiviti, a global consulting firm. Robert Half New Zealand has an office in Auckland and the South Island. More information on roberthalf.com/nz.
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3. Singaporeans don’t cancel brands – they silently leave them, Ogilvy’s inaugural 2026 APAC Believability Index reveals
July 8, 2026
Source: Media Outreach
- 92% of Singapore consumers silently disengage when brand believability is lost
- Only 5.9%% would post about a negative brand experience on social media
- Singapore emerges as a high-trust but low-tolerance market where institutional credibility and operational proof matter most
SINGAPORE – Media OutReach Newswire – 8 July 2026 – Ogilvy released its first 2026 APAC Believability Index: The Power of Proof, a comprehensive study examining how consumers across Asia-Pacific (APAC) determine what and who they believe in an increasingly complex information environment shaped by AI-generated content, misinformation, fragmented media and declining confidence in corporate claims.
The regional and Singapore insights were revealed at an event at the Ogilvy Singapore office attended by more than 60 invited guests including global, regional and local brands, not-for-profit organisations, and government agencies.
Conducted in partnership with YouGov, the research surveyed 7,176 respondents across the markets of Australia, Indonesia, Singapore, Malaysia, the Philippines, Hong Kong SAR, and Mainland China, including 1,050 respondents in Singapore.
The report reveals that organisations are dangerously overlooking a reputational blind spot that directly impacts revenue. A staggering 93% of APAC consumers quietly disengage when believability in a brand or organisation is lost, with almost half (48%) stopping their purchases entirely.
In Singapore, the findings reveal a distinct local paradox: Singapore is a high-trust market, but not a high tolerance one. While Singapore consumers place significantly greater belief in Government, institutional and credentialed sources compared with much of the region, they are also deeply pragmatic and unforgiving when brands fail to deliver on their core promises.
The report finds that 92% of Singapore consumers silently disengage when brand believability is lost, while only 5.9% would post about a negative brand experience on social media. This suggests that the most pressing reputation risk for brands in Singapore may not be public outrage, but quiet withdrawal – with customers switching providers, stopping purchases, avoiding brand content, deleting apps or simply never returning.
In response to these findings, Ogilvy has launched its Believability Diagnostic Tool, powered by an enterprise-grade AI agent, built and housed in WPP Open. The Believability Agent is designed to help C-Suite leaders identify the “Say-Do Gap” between what brands promise and what customers experience – enabling organisations to detect potential silent disengagement before it affects business performance.
Richard Brett, President of PR& Influence, Ogilvy Asia Pacific, said: “Believability has evolved from a PR challenge into a commercial imperative. In a world of AI slop and synthetic content, misinformation and growing skepticism, the brands that succeed will be those that can prove what they say. Singapore is a particularly important market because believability here is deeply anchored in institutional credibility and operational delivery. Consumers may not always complain publicly when belief is lost, but they will act – and often, they will act silently.”
Akashah Q, Managing Director for PR & Influence, Social, Ogilvy Singapore and Malaysia, added: “The Singapore data shows that silence should not be mistaken for satisfaction. A stable sentiment dashboard or low complaint volume may hide a much bigger commercial risk. Singaporeans are careful when assessing proof – they value official sources, factual correctness and operational competence. For brands, the implication is clear: Believability is built not only by what you say, but by whether your actions, service and evidence consistently back it up. If not, they will politely but brutally break up with you. The reputational crisis of the future may not begin with a hashtag. It may begin with silence.”
Key Singapore Findings from the Ogilvy APAC 2026 Believability Index:
1. Singaporeans do not always cancel brands. They silently leave them.
The most dangerous reputation risk in Singapore may be the one brands cannot see. When Singapore consumers lose belief in a brand, 92% take silent actions (vs 93% across APAC). More than half (54.4%) stop purchasing the brand’s products or services entirely, while 33.5% switch to a more believable competitor. A further 37.3% become wary and suspicious of similar brands, products or services and 19.7% simply avoid the brand’s content without telling anyone.
In contrast, only 5.9% would post a negative brand experience on social media (vs 10% in APAC), and only 9.5% would leave a negative review or public comment.
Implications: The findings indicate that brands relying primarily on public complaints, social listening or visible sentiment may be missing the larger commercial reality: Customers have already left, without leaving a public trace.
2. Competence over purpose
Purpose, values and ESG commitments still matter, but in Singapore, they cannot compensate for operational failure,
The study found that 42.1% of Singapore consumers abandoned a brand in the past year because its product or service did not deliver on what was promised. This significantly outweighs the 23.2% who walked away over poor business ethics and the 14.4% who left due to exaggerated environmental or sustainability claims.
Implications: The findings suggest that Singapore consumers are not asking brands to choose between purpose and performance. They are asking brands to prove purpose through performance.
Operational integrity and factual correctness emerged as among the strongest drivers of believability in Singapore, reinforcing the importance of delivering consistently on the basics before brands can credibly make broader claims.
3. Institutional credibility is Singapore’s believability baseline
Across APAC, people rely on different sources of authority. In some markets, belief is built from the ground up through peers, lived experience and word of mouth. In Singapore, the believability architecture looks a little different – it stands out as one of the region’s clearest institutional-trust markets.
61% of Singaporeans find government sources, politicians and officials highly believable
– more than double the rest of the region overall (Australia, Indonesia, Philippines, Malaysia) at 26%. In addition, 82.4% say credibility, including official, credentialed or backed-up sources, is the leading factor in believing new information. Social media platforms sit much lower as a source of believability, at 12.7%.
This contrasts with more relational trust markets such as Australia and the Philippines, where people with lived experience and peer recommendations play a more dominant role.
Implications: For organisations, this means that communication strategies which work in one APAC market may not automatically build belief in Singapore. In high-stakes sectors such as finance, health, technology, food safety, sustainability and public infrastructure, brands need stronger institutional anchors: Official statements, named spokespeople, transparent data, third-party validation, academic or technical expertise and clear operational proof.
4. Action over apology
Singapore consumers do not reject apologies, but they do reject them without evidence of action.
The study found that 56.2% of Singaporeans say that brands must actively correct a mistake or fix a problem before they will believe the brand again. This outranks public acknowledgement or apology, cited by 46.8% of respondents.
Encouragingly, lost belief is not necessarily permanent. 78.7% of Singapore consumers believe lost believability can be regained, while only 15.1% believe that once belief is lost, it is gone forever.
Implications: The implication for brands is that the crisis response must be action-first. Consumers want to know what has been fixed, who is accountable, what will change, how recurrence can be prevented and how progress will be proven.
5. Different generations leave and return on different terms
The study also found that believability is lost and rebuilt differently across age groups in Singapore.
Millennials appear to be among the most commercially sensitive audiences, with 68% stopping engagement with a brand due to lack of belief in the past 12 months – the highest of any generation. For this group, belief is often won or lost through customer experience, service recovery and responsiveness.
Baby Boomers show stronger reliance on institutional sources, with 69% finding Government or institutional sources highly believable. However, once trust is broken, they are more likely to make a clean break, with 60% stopping purchases when doubts rise.
Gen Zs are more willing to give brands another chance, with only 8% saying trust is permanently lost once broken. However, they also demand more proof of change, with 64% expecting brands to actively correct mistakes and 44% wanting brands to communicate in more transparent and evidence-based ways.
Implications: The findings point to a new generational reality: Younger consumers may forgive faster, but they also audit harder.
To help leaders navigate this shift and operationalise the findings, Ogilvy’s Believability Diagnostic Tool uses a multi-agent architecture that pairs Ogilvy’s proprietary seven-year Believability dataset with behavioural science cognitive engine to analyse a brand’s “Say-Do Gap” to measure the actual distance between its marketing promises and actual customer experience.
By triangulating corporate messaging against verified customer and employee sentiment, the tool calculates a brand’s Believability Elasticity to see how far a corporate promise can stretch before customers silently disengage – and impact the bottomline.
For Singapore where 92% of consumers say they silently disengage when believability is lost, this elasticity is especially important. Once the threshold is exceeded, the consequence may not be outrage. It may be attrition.
@Ogilvy Singapore on LinkedIn@Ogilvy Singapore on Instagram
The full Ogilvy APAC 2026 Believability Index: The Power of Proof is downloadable here.
Hashtag: #BelievabilityIndex2026 #ThePowerofProof #Ogilvy
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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4. NZ Super Fund – STAKEHOLDER UPDATE JULY 2026 – Global recognition for Guardians
July 8, 2026
The NZ Super Fund has for the third year in a row been awarded a perfect score in the annual GSR (governance, sustainability, resilience) scoreboard published by international sovereign wealth fund experts GlobalSWF.
First introduced in 2020, the GSR scoreboard assesses 200 state-owned investors against 25 criteria covering each entity’s governance structure and processes, responsible investment policies and practices, and ability to manage liquidity and operational risk.
The Super Fund is one of nine investors to achieve a perfect score.
CEO Jo Townsend says GlobalSWF’s scoreboard is a valuable guide to industry best practice for state-owned investors.
“We are delighted to have performed well against these criteria again,” Ms Townsend said.
Ms Townsend said the increase in sustainability and resilience scores globally reflected the increasing awareness among investors of how relevant these criteria were for long-term success.
“Our discussions with peers show a strong ongoing commitment to these areas, in keeping with our shared focus on creating long-term value for stakeholders.”
The Super Fund is also one of 13 New Zealand investors recently recognised as Responsible Investment Leaders by the Responsible Investment Association Australasia (RIAA).
RIAA said Responsible Investment Leaders were required to demonstrate leading practice across four pillars: Responsible Investment commitment and transparency; ESG integration and screens; Stewardship; and Allocation of Capital.
Guardians co-Chief Investment Officer Will Goodwin said RIAA recognition was an important benchmark.
“The RIAA’s four pillars are well aligned with what we consider to be best-practice portfolio management,” said Goodwin.
“Integrating these considerations into an investment strategy is not an optional extra, it is absolutely fundamental to achieving strong, sustainable risk-adjusted returns.”
Beachlands South development moves to next phase
Beachlands South Limited Partnership (BSLP), the company behind the development of a master-planned community in East Auckland, is moving to internalise the management of its flagship project as preliminary earthworks get under way at the 255 hectare site.
BSLP has announced the appointment of Ian Passau to head the project’s new management team. Passau has held senior executive roles with NZX-listed property company Kiwi Property Group, Arvida and Foodstuffs, and helped to design and implement Auckland Airport’s commercial property development programme.
BSLP has also named Guy Milburn as Chief Operating Officer. Milburn has more than 20 years’ experience in the property and construction sectors in New Zealand and Australia, most recently as COO at Lime Global. He previously held various GM roles at Ngāi Tahu Property.
The Super Fund is the majority shareholder in BSLP, alongside local iwi Ngāi Tai ki Tāmaki, property fund Hāpai, and interests associated with construction and property organisation Russell Property Group.
Taranaki Offshore Partnership welcomes new legislation
Taranaki Offshore Partnership (TOP), a joint venture between the Super Fund and global infrastructure investor Copenhagen Infrastructure Partners that wants to develop New Zealand’s first offshore wind farm, says the recent passing of the Offshore Renewable Energy Bill is a significant step towards harnessing a world-class fuel source that will generate both sustainable energy and significant downstream economic benefits.
Read TOP’s full announcement here.
Guardians supporting development of award-winning New Zealand Taxonomy
Guardians investment team members Greg Munford and Terina Williams are among a group of industry, investment and sustainability experts creating a sustainable finance framework that is gaining international recognition.
The New Zealand Taxonomy project was last month awarded the 2026 Climate Bonds Initiative Award for Most Innovative Taxonomy. The citation said the project, which is being led by the Centre for Sustainable Finance with support from the Ministry for the Environment, was providing “global leadership in the development of science-based criteria for agriculture and forestry, two of the most difficult sectors for taxonomy development.”
The New Zealand Taxonomy is intended to identify economic activities that either meet sustainability criteria or are actively transitioning towards doing so, thereby helping qualifying New Zealand businesses access global and local green finance.
It is also recognised as one of the first such initiatives to explicitly incorporate climate change adaptation and resilience measures.
Terina Williams (pictured above), a member of the Forestry & Agriculture Technical Advisory Group, said that as well as encouraging investment in local primary industries, the Taxonomy will also help New Zealand exporters maintain access to important overseas markets.
“A growing number of countries are introducing carbon border adjustment mechanisms or mandatory climate-related disclosures. The Taxonomy provides a practical mechanism for exporters to demonstrate their environmental credentials.”
The broader New Zealand Taxonomy project covers agriculture and forestry, energy, buildings and construction, and transport. It will be submitted to the Government to consider for endorsement in December 2026.
Established in 2010, Climate Bonds Initiative is a UK-based non-governmental organisation focused on developing a large and liquid Green and Climate Bonds market that will help drive down the cost of capital for climate projects and improve access to lower-cost debt in emerging markets https://www.climatebonds.net/
More information about the New Zealand Taxonomy can be found on the Centre for Sustainable Finance website: https://sustainablefinance.nz/nz-taxonomy/
Super Fund features as case study in new ICPM study
The Super Fund is one of five funds profiled in a paper that looks at the various ways in which the Total Portfolio Approach to investing is being implemented. Guardians Head of Asset Allocation Charles Hyde was one of the contributors to the study, which was published by the Toronto-based International Centre for Pension Management and is available on their website.
Annual Report wins Gold
In June, the Guardians’ 2025 Annual Report won Gold at the Australasian Reporting Awards, our 13th consecutive Gold Award, and was named best report in the Financial Services sector.
Latest SOI and SPE now available
The Guardians’ 2026-31 Statement of Intent, and 2026/27 Statement of Performance Expectations, have been published and are available on our website.
People News
The Guardians recently announced the appointments of Will Fletcher as Head of Private Equity and Alternatives and Dr Anastasia Moskvina as Head of Data Analytics.
Dean Hill, formerly of the Reserve Bank of New Zealand, has been appointed Strategic Relationship Manager, overseeing some of our most important external partnerships, including with Northern Trust and Bloomberg.
Finally, Eleanor Morrison has been appointed Fund Finance Manager, leading financial accounting and reporting for the NZ Super Fund.
And special congratulations to former Guardians’ staffer Joe Margison, recently appointed CEO of Virgin Hotels Collection.
Co-CIOs in the Media
Brad Dunstan tells Investment Magazine’s Darcy Song how our assessment that equity risk premia are likely to reduce has led to us lowering the long-term expected return for our benchmark reference portfolio.
Will Goodwin writes in the NZ Herald that sustainability is fundamental to risk, return, and portfolio resilience over decades, making it a core component of any long-term investment strategy.
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5. eInvoicing surge gets Kiwi businesses paid faster
July 8, 2026
Source: New Zealand Government
Kiwi businesses are on track for up to $800 million a year in productivity gains once eInvoicing is fully adopted, with uptake already more than doubling in the past year as businesses get paid faster and spend less time on paperwork, Small Business and Manufacturing Minister Cameron Brewer says.
Around 113,000 businesses are now registered to receive eInvoices, up from 52,000 earlier this year. eInvoicing lets businesses send and receive invoices directly between their accounting systems, with no printing, emailing, or manually keying in numbers.
“For small businesses, cash is king. Late payments choke cashflow, and that’s exactly what this fixes. eInvoicing helps you get paid faster, cuts the admin, and reduces invoice fraud and scams,” Mr Brewer says.
The $800 million figure comes from new research by the New Zealand Institute of Economic Research (NZIER), which finds businesses can save at least 16 minutes on every invoice, or around $11 each, just by making the switch.
“It’s one of the simplest, proven productivity wins going. If you’ve got cloud accounting, you’ve already got eInvoicing sitting there ready to switch on,” Mr Brewer says.
“Our Government is leading the charge with its own prompt payments, which we initiated and continue to closely monitor. The results speak for themselves and mean more cash into our local communities, faster,” Mr Brewer says.
Government agencies are set a target of paying 95 percent of invoices within 10 working days, and last quarter they beat it, paying 95.9 percent on time across more than 1.6 million invoices.
“We’re not just asking businesses to make the switch, we’re doing it ourselves. When government pays on time, that money flows straight through to the small businesses and subcontractors down the chain,” Mr Brewer says.
To lock in that lead, from 1 January 2027 large businesses will be required to send eInvoices when billing government agencies, with subcontractors paid on terms no less favourable than large firms receive.
“This is about making it easier to do business in New Zealand. It’s fixing the basics and building the future, so Kiwi businesses have the incentives and the tools to get paid faster and lift productivity,” Mr Brewer says.
Original source: https://nz.mil-osi.com/2026/07/08/einvoicing-surge-gets-kiwi-businesses-paid-faster/
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6. Hotel in Bugis Singapore: Where to Stay for Culture, Dining and Heritage
July 8, 2026
Source: Media Outreach
SINGAPORE – Media OutReach Newswire – 8 July 2026 – For travellers searching for a luxury hotel in Bugis Singapore, Frasers House, a Luxury Collection Hotel, Singapore offers a refined base for culture, dining and heritage discovery. Set in the vibrant Bugis and Bras Basah district, the hotel places guests close to Arab Street, Kampong Glam and Marina Bay while delivering unparalleled luxury and essential city connections.
Heritage-Inspired Luxury in the Heart of Bugis
Bugis is one of Singapore’s most compelling districts, connecting heritage streets, cultural landmarks, dining destinations and transport links, making it well suited for both leisure and business stays.
Rooms and Suites Rooted in Singapore’s Story
The Frasers House rooms and suites are designed as refined residential retreats. Featuring 406 luxury guest accommodations, guests can choose between the sleek Main Tower or the stunning Heritage Wing, where the beautiful heritage-inspired design draws direct inspiration from traditional Singapore shophouse living.
World-Class Culinary & Destination Experiences
From authentic Italian plates at LUCE to sophisticated afternoon teas at The Lobby Lounge, Frasers House dining offers a masterfully curated culinary portfolio. A major highlight includes Man Fu Yuan, an award-winning Cantonese restaurant celebrated for its culinary craftsmanship. From business lunches to celebratory dinners and leisurely weekends, these diverse venues cater to every occasion.
Beyond dining, guest stays are enhanced by immersive Frasers House experiences. Take part in a Curated Sensory Journey to reveal local hidden gems, or unwind at the 24-hour fitness hub and luxury outdoor swimming pool.
Meetings, Weddings and Social Events in Bugis
For corporate gatherings, private celebrations, and refined social occasions, Frasers House events and weddings provide tailored sophistication. With over 1,000 square metres of flexible, pillarless event space and multiple versatile venues, the property pairs premier hotel services with an unbeatable central Singapore location, making it an exceptionally practical choice for hosts and guests alike.
Plan Your Stay at Frasers House, a Luxury Collection Hotel, Singapore
Planning a cultural city break, business stay, dining-led weekend or special occasion, Frasers House offers a luxury hotel in Bugis Singapore where heritage, contemporary comfort and destination discovery come together.
- Address: 80 Middle Road, Singapore 188966
- Transit: 20 minutes from Changi Airport; steps from Bugis MRT Station
- Event Space: 8 event rooms including the pillarless Grand Ballroom
Advance booking is recommended for preferred room categories, dining reservations and event planning.
https://www.marriott.com/en-us/hotels/sinlb-frasers-house-a-luxury-collection-hotel-singapore/overview/
https://www.facebook.com/FrasersHouse/
https://www.instagram.com/frasershousesingapore
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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7. Pair face serious charges following aggravated robbery
July 8, 2026
Source: New Zealand Police
A determined investigation over months has led to arrests over a serious aggravated robbery at a west Auckland gaming venue.
Waitematā detectives have been investigating since the offending occurred on the night of 8 May in Glen Eden, as the business was closing.
Offenders, allegedly carrying weapons, forced two staff members back inside.
Detective Senior Sergeant Adam Lough, Waitematā CIB, says the offenders were heavily disguised at the time of the offending.
“Inside, they allegedly made demands towards those staff members and fled in a vehicle with a large amount of cash,” he says.
A meticulous investigation has ensued over the past two months.
“Our investigators have carried out search warrants in the west and south Auckland areas working to locate those responsible,” Detective Senior Sergeant Lough says.
It has resulted in two men being arrested and facing serious charges.
Two men, 17 and 32, are currently before the Waitākere District Court on charges of aggravated robbery, kidnapping for gain and unlawful use of a motor vehicle.
“I want to acknowledge the persistence and investigative skills of our staff in working to hold people accountable for this violent crime. It’s clear to us that this has also prevented further harm,” Detective Senior Sergeant Lough says.
ENDS.
Jarred Williamson/NZ Police
Original source: https://nz.mil-osi.com/2026/07/08/pair-face-serious-charges-following-aggravated-robbery/
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8. Where Auckland’s Annual Plan 2026/27 has landed
July 8, 2026
Source: Auckland Council
The council’s Governing Body recently voted on the Annual Plan 2026/27 – ringing in a new budget for the year ahead, community projects and activities to be delivered, and a 7.9 per cent average residential rates increase.
What is in the plan?
The Annual Plan 2026/2027 continues the council’s focus on strengthening Auckland’s physical and financial resilience – prioritising transport, water and enabling local boards to respond to their communities’ needs.
2026/2027 will see the council invest $3.6 billion into new capital infrastructure projects across Auckland – helping deliver a region with the physical assets it needs to thrive and grow. The council will also invest $5.5 billion into continuing essential services Aucklanders rely on such as pools, libraries, animal management, public transport and waste collection.
Transport highlights
Improving public transport, cycle lanes and walking tracks.
New busways, train stations and changes that make the region easier to move around in.
Upgrading streets, footpaths and unsealed roads.
City Rail Link launch
The City Rail Link (CRL) launch is a major highlight for the year ahead, as a service expected to transform Aucklanders’ ability to move around the region by delivering more trains and quicker, easier journeys. It will also bring economic and environmental benefits.
As a key investment for Auckland in 2026, the CRL is the main driver for the rates increase, as the council manages additional CRL costs (ownership and operational costs) in its budget. From 2027/2028, the average rates increase is forecast to be no more than 3.5 per cent for the rest of the Long-term Plan 2024-2034.
The CRL will deliver more frequent trains across the network, new routes across town on a single train and more direct journeys into the city centre. Aucklanders living further from rail lines will have improved service connections between trains and buses.
Local boards
Auckland’s 21 local boards have adopted their Local Board Agreements for 2026/2027, outlining the activities, services and investments they will deliver in their communities over the coming year. These agreements help Aucklanders understand local priorities and how funding will be invested in their area.
Water infrastructure highlights
Wastewater, water supply and stormwater Auckland wide.
Central Interceptor will see fewer wastewater overflows in central Auckland.
Protecting homes from flood.
Water works
Fundamental infrastructure investment continues across the region – the Central Interceptor that will reduce wastewater overflows into Central Auckland continues toward having its second half into service.
A $500 million water and wastewater renewals programme to replace ageing pipes and treatment plant infrastructure across Auckland continues. 2026/2027 also sees continued work on Wellsford’s wastewater treatment plant upgrade and Snells Beach/ Warkworth’s $450 million wastewater programme that will transform wastewater services in those areas.
Urban development
The programme will maintain momentum on current urban development programmes, including Drury, while reassessing priority locations such as Northcote, Henderson, Avondale, and Manukau.
City centre regeneration programmes will continue to progress including completion of public spaces around CRL stations and further development of High Street and Te Toangaroa.
Upgrades and improvements for the community:
Local services: libraries, parks, pools, waste collection and more.
Regional pest management and environmental care.
Animal management.
Sports funding.
Community events.
Savings
Savings and increased efficiency across the council have helped reduce what could have been an even higher rates rise. This includes a savings target of $106 million for the 2026/2027 year – an additional $20 million on the existing target. The $106 million equates to 3.5 per cent of rates.
Investing in our future
Planning for more houses, delivering local amenties and transforming the city centre.
Improving places where Aucklanders live, work and gather.
Boosting the economy and attracting visitors to Auckland.
What is happening with rates?
The council agreed to an overall rates increase of 7.9 per cent (for the average value residential property) for 2026/2027, as previously agreed in the Long-term Plan 2024-2034. Read more about rates here.
Our estimates show that from July, the vast majority of unchanged residential properties (around 94 per cent) will receive a rates increase within 1 per cent of the 7.9 per cent average, and no unchanged property will have an increase over 11 per cent.
For the average household, annual rates are proposed to increase by around $321 next year – from $4055 in 2025/2026 to $4378 in 2026/2027. This is a total weekly rates cost of around $84, or $6.16 more a week (based on an average $1.28 million capital value residential property).
Rates vary based on the capital value of each property, its classification (residential, business farm or short-term accommodation) and location (urban or rural). Individual properties might also be subject to specific targeted rates that are different to those paid by a typical residential property.
Original source: https://nz.mil-osi.com/2026/07/08/where-aucklands-annual-plan-2026-27-has-landed/
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9. When the bill comes due
July 7, 2026
Source: Opportunity Party
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By Qiulae Wong
The spending accusations have been flying this week – National’s dramatic AI-generated movie trailer about Labour’s alleged fiscal hole, Winston basking in the glory of a typo in a Greens press release that referred to billions instead of millions, a travel budget blow-out for Shane Jones’ trip to Canada to schmooze global mining companies.
And while everyone shakes down each others’ money trees, the one expense they’re silent on is the generous MP allowances and remuneration packages that help them grow their personal property portfolios. Every dollar matters – until it doesn’t.
At Opportunity we don’t believe politicians should be able to use their accommodation and office allowances to pay rent on property they already own, nor should they be able to direct private superannuation funds to invest in property that they’ll ultimately own.
That’s why we’ve made a clear statement that, if elected, we will not use these allowances in this way. Opportunity MPs will be able to use relevant allowances to meet actual and reasonable accommodation costs and office expenses, but not to feather their own nest.
The case for an independent referee
Thankfully come Thursday we saw a very sensible shift to the topic of an independent costings unit.
Opportunity called on National and Labour to come together on this back in July 2025.
The case for it today is exactly as it was back then. Bring greater trust and integrity to our election debates. Stop the mudslinging over phantom ‘fiscal holes’ and actually have a serious conversation about what’s affordable, what’s fair, and what trade-offs are involved.
This isn’t a radical idea. Democracies around the world already do it. A practical, independent costing unit that focuses on transparency and credibility would be a significant improvement on what we have today.
Both National and Labour think it’s a good idea, albeit with some differences in opinion over exactly how it should work. But the biggest handbrakes here are ACT and NZ First.
If Opportunity were a coalition partner for either a National or Labour-led government, we would be urging them to find common ground, instead of dragging them further away from consensus.
The same applies to infrastructure
Another encouraging development this week was the growing cross-party consensus around the need for a long-term national infrastructure plan.
Infrastructure projects take decades to plan and build while political cycles last three years.
Every government promises certainty. Every opposition promises to review projects. Every election creates the possibility that priorities change again.
The result is higher costs, lower productivity, and less confidence from the private sector.
Presumably, the report showing that $11.8 billion has been wasted from infrastructure flip flopping over the past 25 years has played a role in getting our political leaders to the table on this.
The risk, however, is that when things get tough someone reneges on the position, just like we’ve seen with the Zero Carbon Act.
That’s why Opportunity will push for stronger independent institutions like the Infrastructure Commission and clearer decision-making frameworks to ensure these commitments survive.
If we want infrastructure decisions to last longer than election cycles, we need structures that sit above day-to-day politics.
What we’re not costing: nature’s balance sheet
Meanwhile, there’s one gaping balance sheet hole that isn’t getting much attention at all.
We’ve been blowing the budget on nature for decades.
The Conservation Amendment Bill looks to make up to 60% of public conservation land available for disposal, exchange, or development.
In many cases, the changes seem aimed at making it easier to deal with small, low-value parcels of land that happen to sit within the conservation estate – old quarries, village halls, access strips. These might be legitimate cases for DOC to dispose of the land, but the public needs to be assured that land with actual ecological, heritage or cultural value is suitably protected and not disposed of.
If Opportunity were in government, we would support strong and transparent disposal tests. We would also start from the principle that conservation land should remain owned by New Zealanders wherever possible. There may be circumstances where exchanges or disposals make sense, but the burden of proof should be high and the public benefit clear.
At the same time, we shouldn’t assume that every hectare of land administered by DOC must remain permanently locked into its current classification. Good stewardship requires judgment, not ideology.
The bigger issue this raises is that New Zealand still struggles to account for natural capital in the same way we account for financial capital.
When a road, factory or housing development generates economic activity, we can estimate the value fairly easily. When a wetland filters water, a forest stores carbon, or a landscape supports biodiversity and tourism, those benefits are often treated as free.
Imagine running a business that carefully tracked revenue while ignoring the deterioration of its machinery, buildings, and equipment.
Eventually the bill arrives.
We are consuming environmental assets that underpin our economy while often failing to account for their long-term value. If we’re serious about proper costing, then nature needs to be part of the conversation too.
The same principle applies to climate policy.
This week ACT suggested once again that New Zealand should leave the Paris Agreement.
Whether or not you believe New Zealand’s emissions reductions make a difference on the world’s stage (I would argue they do – because of our leadership role and the fact that a third of global emissions come from small countries like ours), the reality is our exporters must compete in an international economy that is moving toward lower-carbon products and services.
Our farmers, manufacturers, and tech businesses don’t compete solely on price anymore. They compete on market access, standards, and credibility.
International customers increasingly expect evidence that products are produced sustainably.
That trend is unlikely to reverse and ignoring that transition doesn’t eliminate the cost. It simply pushes it onto future governments, future businesses, and future New Zealanders.
Original source: https://nz.mil-osi.com/2026/07/07/when-the-bill-comes-due/
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10. Thailand Approves $1.99 Billion in New Investment, Led by AI and Advanced Electronics
July 8, 2026
Source: Media Outreach
BANGKOK, THAILAND – Media OutReach Newswire – 8 July 2026 – Thailand has approved nine major investment projects worth a combined USD 1.99 billion (66.3 billion baht) in high-value sectors, including artificial intelligence (AI), advanced electronics, aviation, clean energy, and food as global manufacturers reposition their supply chains across Southeast Asia.
Thailand Board of Investment Meeting
The approvals, cleared during a meeting of the Thailand Board of Investment (BOI) chaired by Mr. Ekniti Nitithanprapas, Deputy Prime Minister and Minister of Finance, highlight the country’s appeal to multinational corporations seeking reliable production hubs.
“These investments by leading multinationals signal strong global confidence in our industrial capacity,” said Mr. Narit Therdsteerasukdi, Secretary General of the BOI. “By locating key parts of the AI and advanced electronics value chain here, we are connecting our economy directly to the core of next-generation global technology.”
To sustain this influx of high-tech investment, the BOI has restructured and expanded the mandate of its specialized energy panel into the “Subcommittee on Energy Management for Data Center Investment and Project Screening.” Chaired by the Minister of Energy, this body will serve as a one-stop regulatory filter to evaluate data center proposals on resource consumption, environmental impact, and clean energy sourcing before investors can apply for tax incentives, thereby providing policy transparency for international operators.
The largest share of the approvals covers Thailand’s advanced electronics and digital sector, led by companies from East Asia’s technology supply chains. In the AI infrastructure sector, Datasection (Thailand) Co., Ltd., a subsidiary of Japan’s Datasection Inc., will invest USD 235.2 million (7.8 billion baht) to establish high-performance GPU server infrastructure for data hosting in Bangkok and Pathum Thani. This specialized hardware will directly power advanced AI applications and digital businesses in the region.
Doosan Electro-Materials (Thailand) Co., Ltd., a unit of South Korean conglomerate Doosan Corp. and a global leader in non-flow prepregs, will also invest USD 180.2 million (6 billion baht) in Samut Prakan to manufacture copper-clad laminate (CCL) and prepreg, which serve as critical inputs for printed circuit boards (PCBs).
Similarly, Taiwan Union Technology (Thailand) Co., Ltd. is set to invest USD 189.2 million (6.3 billion baht) in Chonburi to manufacture CCL and prepreg designed specifically for high-demand AI servers and data centers. Fulltech Fiber Glass (Thailand) Co., Ltd. will invest USD 99.4 million (3.3 billion baht) to produce specialized glass fiber fabric, a raw material for PCB manufacturing, in Chachoengsao.
Beyond technology, multinational brands and critical infrastructure providers committed major investments to serve regional demand. In the consumer goods sector, Switzerland’s Nestlé (Thai) Co., Ltd. is committing USD 688.7 million (22.9 billion baht) to expand its Samut Prakan production facilities for instant, mixed, and ready-to-drink coffee, targeting both domestic and regional Southeast Asian markets.
National carrier Thai Airways International PCL secured approvals for two expansion projects totaling USD 430.2 million (14.3 billion baht) to lease eight passenger aircraft for its international flight networks.
For the infrastructure sector, Lomrak Green Energy Co., Ltd. will invest USD 168.7 million (5.6 billion baht) across two wind power projects in Lopburi province. The facilities will deliver a combined capacity of 120 megawatts to Thailand’s electrical grid, supporting the clean energy needs of high-demand industrial users.
To accommodate hyper-scale projects, the government has fast-tracked a seven-point energy action plan. This includes establishing a dedicated utility tariff rate for data centers, aligning data centers’ green energy targets with the Power Development Plan, facilitating clean power trading via Direct PPAs, introducing electricity usage guarantee rules, exploring direct high-voltage transmission for major operators, accelerating grid investment, and mapping water and power availability to guide site selections.
“We are building the infrastructure needed for the next wave of future-industry investment,” said Mr. Narit. “The government is aligning resource management with its green transition goals to ensure long-term operational security and give global investors confidence.”
Note: Currency conversions are based on the Bank of Thailand’s average selling rate of approximately 1 USD = 33.30 THB.
https://www.boi.go.th/en/index/
Hashtag: #Thailandboardofinvestment #BOI #FDI #Investment
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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