PM Edition: Here are the top 10 business articles on LiveNews.co.nz for August 14, 2026 – Full Text
1. CPA Australia outlines recommendations for Hong Kong’s First Five-Year Plan and 2026 Policy Address
August 13, 2026
Source: Media Outreach
As one of the world’s largest professional accounting bodies, CPA Australia has today submitted to the government a comprehensive series of policy recommendations under the following themes:
- Strengthening Hong Kong’s position as a leading international financial centre
- Developing the Northern Metropolis as a key engine of economic growth and innovation
- Reinforcing Hong Kong’s role as an international trade hub
- Establishing leadership in sustainable finance and transition finance
- Building a future-ready workforce and innovation-driven economy
Macro vision and strategic positioning
Mr Cyrus Cheung, President of CPA Australia Greater China Division, emphasised the importance of long-term planning to support Hong Kong’s future competitiveness; “Hong Kong is entering an important period of economic development. The formulation of Hong Kong’s first Five-Year Plan alongside China’s 15th Five-Year Plan and the 2026 Policy Address provides an opportunity to leverage the city’s unique strengths, support innovation and sustainable investment, and strengthen its long-term competitiveness.”
Mr Cheung said Hong Kong should build on its role as a “super-connector” and “super-value-adder” by broadening its strategic focus beyond traditional trade and financial flows. “We recommend positioning Hong Kong as a comprehensive capital markets hub encompassing commodities, precious metals, carbon products, digital assets and RMB-denominated products. Given its strong financial, regulatory and legal foundations, Hong Kong should set a long-term ambition to become Asia’s leading centre for gold trading, clearing, settlement, financing and risk management.”
He added that Hong Kong is well placed to play a larger role in supporting the international expansion of Chinese enterprises.
CPA Australia’s recent research on Chinese enterprises going global found that over 3,000 A-share listed companies generated RMB 4.90 trillion in overseas revenue in the first half of 2025 alone. As Chinese enterprises continue to expand into ASEAN, the Middle East, Africa and other international markets, Hong Kong should position itself as the leading provider of professional services to support their global growth.
Enhancing Hong Kong’s capital market ecosystem
Mr Kelvin Leung, Deputy President of CPA Australia’s Greater China Division, highlighted key priorities for enhancing Hong Kong’s capital market ecosystem; “Hong Kong’s long-term success will depend on its ability to evolve beyond a traditional IPO fundraising centre into a comprehensive capital formation centre, positioning the city’s financial sector at the heart of international capital flows between entrepreneurs, investors, institutions and global markets.”
Mr Leung said this evolution should be supported by the continued development of areas such as digital finance, asset tokenisation, offshore RMB business, wealth management and family offices. “To support Hong Kong’s long-term development, the government should leverage the Hong Kong Investment Corporation (HKIC) to catalyse private sector investment in strategic industries. To further strengthen the economy, we encourage the government to develop a Capital Formation Strategy in close collaboration with Mainland regulators.”
Mr Leung added that maintaining Hong Kong’s tax competitiveness will be critical to preserving its status as a leading international financial centre. “We suggest a comprehensive review of Hong Kong’s tax system, potentially structured as a series of interconnected reviews covering key sectors including family offices, funds, corporate treasury centres, insurance, and private credit. Led by the Advisory Committee on Tax Policy, these reviews should focus on reducing administrative burdens, assessing substance requirements and safeguarding the city’s international investment appeal.”
Accelerating Northern Metropolis growth and technology commercialisation
Dr Albert Wong, a divisional councillor on CPA Australia’s Greater China Division, outlined a potential roadmap to support Hong Kong’s technological transformation: “The Northern Metropolis should be positioned as an internationally connected engine of growth and innovation, serving as a strategic platform bringing together world-class universities, research institutions, multinational corporations, investors and technology enterprises to accelerate the development and commercialisation of new technologies.”
Dr Wong said stronger support is needed to help innovative ideas move more efficiently from research laboratories to commercial markets. “To strengthen Hong Kong’s innovation ecosystem, we recommend establishing a ‘Government-as-First-Customer’ procurement program to support local tech firms. We also recommend leveraging the HKIC as an anchor investor, where appropriate, to help attract private capital into locally developed technologies, alongside the creation of a University Commercialisation Acceleration Fund, to expedite the translation of research into commercial outcomes.”
He added that Hong Kong should further strengthen support for business adoption of artificial intelligence (AI) and digital technologies. “To align with the national ‘AI+’ initiative and enhance business competitiveness, Hong Kong should expand support for AI adoption through measures such as an AI Adoption Support Scheme for SMEs and a Cross-Border Data Exchange Sandbox with the GBA.
Dr Wong emphasised that realising the full benefits of AI requires significant investment in education, workforce development and talent attraction. “Capturing the opportunities presented by AI requires a fundamental transformation in education and workforce skills. Hong Kong should aim for higher levels of digital literacy, critical thinking, communication and human-AI collaboration across all levels of education and training,”
Leadership in sustainable and transition finance
Highlighting long-term economic resilience and sustainable growth, Mr Cyrus Cheung added that said Hong Kong is well positioned to play a leading role in financing Asia’s transition to a lower-carbon economy. “Building on its strengths as a leading centre of finance and professional services, Hong Kong is uniquely positioned to become Asia’s leading centre for financing the transition to low emissions technologies and serve as a bridge between the Chinese Mainland’s carbon markets and international investors. The Five-Year Plan should include a clear ambition to develop a comprehensive ecosystem for sustainable finance, transition finance, carbon trading, climate-related reporting, assurance and advisory services.”
Mr Cheung said Hong Kong has a unique opportunity to leverage its access to both Mainland and international capital to support the region’s decarbonisation efforts. “By adopting international sustainability standards and leveraging its access to Mainland and global capital, Hong Kong can play a leading role in mobilising investment for Asia’s decarbonisation transition. The Northern Metropolis should also be positioned as a demonstration zone for sustainable urban development and green infrastructure.”
CPA Australia believes that aligning near-term policy initiatives with a clear five-year strategic framework will help Hong Kong strengthen its competitiveness and accelerate its development into a more diversified, innovative and resilient economy.
Hashtag: #CPAAustralia
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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2. Banking – ASB full year result: Profit down 2%, customer and business lending momentum remain strong
August 13, 2026
Source: ASB
ASB has reported a cash net profit after tax (NPAT) of $1,318 million for the 12 months to 30 June 2026, down 2% on the previous year. Statutory NPAT was $1,398 million, down 4%.
The bank has performed strongly across the board with home lending, business and rural lending and customer deposits all having increased 6%. KiwiSaver funds under management also continued to perform well, growing by 15%.
Operating expenses grew 16% to $1,645 million, predominantly driven by the settlement of the Credit Contracts and Consumer Finance Act 2003 class action proceedings, increased costs due to inflation, and hiring more people to support greater levels of investment in technology.
ASB Chief Executive Vittoria Shortt says the result keeps the bank in a strong position to support customers as the country prepares for economic growth once again.
“Economic recovery has been very stop start. Although we had momentum at the beginning of the financial year, it’s been a very different second half. The conflict in the Middle East and subsequent global oil price shock have caused significant disruption, changing the inflation outlook and pushing interest rates up faster than anticipated.
“Our focus has been on supporting customers experiencing higher costs and uncertainty, while continuing to invest in services and experiences that make a difference. While it’s been a challenging time for some, by and large our customers appear to have weathered the storm well, with fewer households experiencing loan difficulties.
“While we expect economic momentum to return in the coming months, uncertainty remains the new norm and we’re cognisant that many New Zealanders will continue to face cost pressures. We’re working closely with customers and are ready to support New Zealand as it puts its foot back on the pedal in FY27,” Ms Shortt says.
Enabling economic growth: Backing Kiwi farmers and businesses
“We maintained strong momentum in business banking in a very competitive market, recording our strongest year for business lending growth in almost a decade and providing business and farming customers with around three times as much new lending than last year.
“It was a standout year for ASB Rural, growing agriculture lending market share to 17.7%. Initiatives supporting farmers as they look to the future continued to gain traction in FY26, including ASB SMART Solar and Every Hectare Matters, which we expect will be a key enabler of the Government’s Land Use Flexibility programme.
“ASB Business and Corporate Banking and CBA New Zealand branch collectively became New Zealand’s second-largest business bank, while ASB outperformed the market in large business lending, growing our book by $436 million (8.6%) ahead of market (3.4%).”[1]
Investing in faster, simpler customer experiences
“Investing in our people and systems has been a core focus in making banking simpler, faster and more accessible for customers, while connecting them to the right support sooner when needed.
“More than 350,000 transactions were completed digitally in FY26 that would once have involved a phone call or visit to an advice centre. This year we became the first bank to offer joint home loan applications digitally, removing the need for eligible applicants to meet with us and making the process quicker and easier.
“At the same time, we grew our workforce by more than 360 FTE (5%) over the financial year as we continue to adapt to changing expectations.
“It’s about using the right mix of technology and people to best support our customers. As an example, AI tools such as conversational IVR (Interactive Voice Response) in our Contact Centre which can answer simple questions and triage calls to the most appropriate ASB specialist, have helped reduce average call wait times by around 40% compared with FY25.”
Supporting property and housing
“Housing remains one of New Zealand’s biggest challenges, and ASB has an important role in helping more people access warm, safe and affordable homes. We’re $200 million ahead of our FY26 social and affordable housing lending target, with $430 million committed this year, supporting the construction of close to 1,200 homes. That includes $108 million for Māori housing providers, helping deliver around 350 homes in Māori communities. This was driven largely by the expansion of our accelerated housing initiative to $1 billion, giving us greater capacity to back organisations and communities delivering better housing outcomes for New Zealanders.”
Growing long-term financial confidence
“We know the power of a regular savings habit and have invested heavily in helping Kiwi build wealth in ways that suit their goals and stage of life, from term deposits to KiwiSaver, investment funds and shares.
“It’s been a big year for ASB KiwiSaver, being named KiwiSaver Fund Manager of the Year at the 2026 Morningstar Awards for Investing Excellence. Total KiwiSaver funds under management reached $21.7 billion, supporting nearly half a million ASB KiwiSaver Scheme members with our Growth, Moderate, Balanced and Conservative KiwiSaver funds all achieving top quartile three-year returns for three consecutive quarters. [2] The latest data ranks our Conservative and Moderate KiwiSaver funds number one in their category for the three years ended 30 June 2026. [3] ASB total funds under management across investment products grew 17% to $27.7 billion.
“Another focus in FY26 has been developing ASB Share Central, a modern trading platform in partnership with CMC Markets. As the only New Zealand bank offering the ability to buy and sell shares, ASB Share Central will offer more advanced trading tools and access to more than 15 international markets, giving registered customers greater choice and opportunities to diversify. We look forward to launching it by the end of this year.”
Building a simple, modern bank
“Looking ahead, ASB is embarking on a programme of work to streamline its practices to create better outcomes for customers. This complements work already underway to modernise technology and upgrade systems, simplify products and processes, and invest further in financial crime capability, resulting in a simpler, more modern bank.”
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3. PayerMax Enables Last War to Integrate Rakuten Pay, Expanding Market Access to Japan
August 14, 2026
Source: Media Outreach
As a leading overseas payment service provider (PSP), PayerMax has integrated Rakuten Pay to enable international merchants to adopt this payment method in Japan. This integration marks a significant milestone in the technical collaboration, successfully supporting merchants in leveraging Rakuten Pay for their local operations.
The milestone not only enhances the localized payment experience for Last War players in Japan, but also demonstrates how international game publishers can leverage trusted local payment partnerships to accelerate market entry, strengthen localization and better engage Japanese consumers.
Connecting with Japanese Players Starts with Local Payments
As more global game publishers expand into Japan, localized payment experiences have become an increasingly important part of player acquisition, monetization and long-term growth.
As one of the flagship payment services within the Rakuten Ecosystem, Rakuten Pay plays a central role in Japan’s digital commerce landscape. The Rakuten Ecosystem connects more than 100 million registered members across e-commerce, financial services, travel, mobile and offline retail, and Rakuten Pay has become one of Japan’s most widely adopted local payment methods.
For international game publishers, integrating Rakuten Pay is about more than offering another payment option. It provides access to one of Japan’s most established consumer ecosystems, allowing games to deliver payment experiences aligned with local player preferences while building stronger engagement in one of the world’s most competitive gaming markets.
Supporting Last War Highlights PayerMax’s Local Payment Expertise in Japan
As one of the fastest-growing strategy games worldwide, Last War continues to expand its global footprint, with Japan representing one of its key strategic markets. As expectations for localized payment experiences continue to rise, enabling familiar and trusted local payment methods has become an important part of enhancing player experience and supporting sustainable growth.
With support from PayerMax, Last War successfully integrated Rakuten Pay, becoming a leading overseas game to support the payment method and offering Japanese players a more localized and seamless payment experience.
Designed to support international businesses entering Japan, PayerMax provides a unified payment solution that bridges the gap between global merchants and the local ecosystem. By leveraging PayerMax’s integration with Rakuten Pay, PayerMax serves as a gateway for international businesses to establish a strong presence in the Japanese market.
Faster Market Entry
Through PayerMax’s system integration with Rakuten Payment, eligible merchants benefit from a standardized integration pathway that shortens implementation timelines and accelerates go-to-market execution in Japan.
Reliable Compliance and Fund Management Enablement
Leveraging the established business relationships between PayerMax and Rakuten Pay, merchants are empowered to integrate Rakuten Pay through a streamlined, standardized pathway which is aligned with Japan’s local regulatory and operational requirements, thereby delivering a payment experience that resonates with the everyday spending habits of Japanese players. Furthermore, within this collaborative framework, PayerMax and Rakuten Pay facilitate the unified orchestration of critical processes including KYC, anti‑money laundering (AML) and fund management, effectively alleviating the operational complexities and associated costs of local payment execution. This enables merchants to refocus their resources on sustainable business growth and enriched player engagement.
Access to Japan’s Consumer Ecosystem
Through PayerMax, businesses can better engage local consumers, strengthen brand presence and build sustainable long-term growth in Japan.
The successful integration for Last War not only demonstrates the commercial value of the partnership between PayerMax and Rakuten Payment, but also provides a proven reference for more global game publishers and digital content companies expanding into Japan.
Executive Quotes
Hiroki Sogawa, Executive Officer, Rakuten Payment, said:
“We are pleased to partner with PayerMax and to see Last War, a leading title, successfully integrate Rakuten Pay as a payment option. Through this collaboration, we look forward to supporting more international businesses and digital content providers in delivering trusted, localized payment experiences for Japanese consumers.”
Will, APAC General Manager of PayerMax, said:
“Integrating with Rakuten Pay marks an important milestone in PayerMax’s expansion of local payment capabilities in Japan. The successful launch of Last War reflects the strength of our partnership and demonstrates our ability to help global game publishers and international businesses localize faster through trusted local payment infrastructure. Looking ahead, we will continue working with leading local payment partners worldwide to deliver secure, compliant and scalable payment solutions for global merchants.”
Strengthening Local Payment Infrastructure for Global Growth
The partnership with Rakuten Payment represents another important milestone in PayerMax’s strategy to strengthen local payment infrastructure across key global markets and further expand its local payment capabilities in Japan.
Today, PayerMax supports businesses across more than 150 markets and offers access to over 600 payment methods worldwide, backed by an extensive network of local payment partners spanning Japan, Southeast Asia, the Middle East, Latin America and other high-growth regions.
Rather than simply aggregating payment methods, PayerMax focuses on connecting businesses with the local payment ecosystems that shape consumer behavior in each market. By combining enterprise-grade payment technology with trusted local partnerships, PayerMax enables international businesses to localize faster, operate more efficiently and achieve sustainable global growth.
Hashtag: #PayerMax #RakutenPay
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. Speech: Civil Contractors NZ Conference
August 13, 2026
Source: New Zealand Government
Good morning, everyone.
I’m excited to be here at the Civil Contractors New Zealand conference.
I’d like to acknowledge David Howard, Alan Pollard and their team at Civil Contractors for hosting and for inviting me to speak.
It’s great to see you all here.
Today, I want to talk to you about this Government’s track record on infrastructure.
Then, I’ll announce our first steps on improving the land transport system, including how we plan to respond to Recommendation 2 in the Infrastructure Commission’s National Infrastructure Plan (NIP), which calls on Government to reform land transport funding and investment oversight.
But first, it’s election year – so forgive me, it’s about to get a little bit political.
National is the Party of Infrastructure.
Roads, rapid transit, hospitals, schools, fibre, and energy – the infrastructure services New Zealanders rely on everyday get built when National is in government.
We know that achieving genuine economic prosperity – the great challenge facing this country – depends on infrastructure that meets our needs, is good value for money, and is deliverable.
It’s the foundation everything else is built on.
As all of you here know, good infrastructure isn’t about the physical structures themselves – it’s about what those structures enable us to do.
New rapid transit projects are about unleashing growth – new homes, shops, offices, eateries, and jobs that follow.
Investing in our state highway network is about getting people and goods where they need to go, more quickly and more safely.
The education estate is about providing warm, dry, and safe classrooms so that our kids can focus on learning and thriving.
The Ultra-fast Broadband rollout was about modernising our country, helping to unlock our wildly successful gaming industry.
Renewable energy is an opportunity for our country to take advantage of our extraordinary competitive advantage, which will put downward pressure on power bills, reduce emissions, and secure our energy independence.
And, every $1 billion invested in infrastructure is estimated to support around 4,500 jobs.
For me, getting infrastructure right means people less occupied by the backdrop of an ordinary day, like “when is my train coming?” or “will my street be OK in this rain?”– and freer to focus on the ideas and opportunities that are important to them.
I want kiwis to be ambitious, knowing they are backed by an equally enterprising nation. I want all of us to enjoy better lives.
I truly believe that our country, at the bottom of the world, can choose to be wealthy, and modern, and prosperous.
That’s the vision.
National also has the track record in infrastructure to back it up.
By the end of this year, the Coalition will have started construction on over $20 billion worth of central government infrastructure projects.
We have signed two major Public Private Partnership (PPP) contracts: Stage 1 of the Northland Expressway, and Christchurch Men’s Prison – supporting thousands of jobs between them.
By early 2027, we will have started construction on six Roads of National Significance, which – within the space of justthree years – is a significant achievement. And one that I need to talk about more often.
Behind it all sits a pipeline of funded projects across transport, health, education, and justice.
We are delivering better value for money too.
The average cost of a classroom has dropped from about $1.2m to around $620k. At the same time, we delivered more classrooms in 2024 than Labour did in 2023 – and even more again in 2025.
When it comes to Kāinga Ora (KO), they were building state homes for up to eight, nine, ten thousand per square metre. In late 2023, the average cost per square metre was about $3,400.
In the year to June 2026, the average cost had fallen to around $2,700 per square metre, and KO tells me that they are now contracting for as low as $2,600 per square metre.
This reduction in cost means that Government can provide and renew more social homes for those in need within the same funding envelope.
This is the power of value for money – it gives us the ability to do more with what we have.
Policy reform agenda
On top of this, we have delivered a bold policy reform agenda in infrastructure.
Before we came into Government, in 2023, National campaigned on five infrastructure policies.
We have delivered on all five.
The first policy was a national infrastructure agency.
We established National Infrastructure Funding and Financing Limited (NIFFCo) on 1 December 2024 to be New Zealand’s shopfront for private capital in public infrastructure as well as the government’s centre of expertise on funding and financing.
To date, NIFFCo has delivered key transactions including:
- Arranging the Te Awa Lakes Infrastructure Funding and Financing (IFF) Act Levy, which will support 1,500 new homes in Hamilton.
- Leading the early monetisation of the Crown’s loans to Chorus, which we provided to accelerate the UFB rollout. This deal delivered $702 million in net proceeds to the Crown and allowed the Government to reinvest funds into more of the infrastructure New Zealand needs – including Cambridge to Piarere, upgrades to hospitals, and hundreds of new classrooms.
The second policy was a National Infrastructure Plan.
We asked the independent Infrastructure Commission to produce a 30-year National Infrastructure Plan (NIP), and the Government responded – supporting all 16 recommendations in full or in part.
I won’t go into all the detail, but there are a few main actions that I think are worth pointing out.
For example, the Government has agreed to legislate the requirement for asset registers, asset management plans, and 10-year long-term capital plans, and reporting and auditing requirements for these in the Public Finance Act.
Regulated utilities and local government are required to have these artifacts by law – but we currently don’t hold central government to the same standard.
That is going to change.
We are also shifting independent assurance for infrastructure projects from Treasury to the Infrastructure Commission.
Ministers want better quality information when making investment decisions, and we want clear, actionable advice from the experts –
Is this a good project? Is it needed now? Is it consistent with the asset management or long-term plan? How could it be improved? Could we strip some cost out? Is the project just bad or undeliverable, and we need to walk away?
We want those answers, because ultimately, we – Ministers – are accountable to the public for spending decisions. And rightly so.
I’ve heard the sector’s concerns around certainty and continuity of pipeline. I understand that.
Right now, there is about $290 billion worth of infrastructure projects in the pipeline – around $190 billion with a confirmed funding source.
Now, all parties probably agree on 90 to 99% of those projects. But there will be disagreements on some.
It’s a handful of big projects that make the headlines, but it is often the small projects that make New Zealand.
When it comes to those big projects, we need to move away from the rhetoric of needing a bipartisan pipeline – we are never going to agree on every single project, and that’s OK. That’s the nature of politics and of people having different views.
Instead, as I’ve often said, we should commit to building bipartisan consensus on the idea that governments of all flavours should use best practice to plan, select, fund and finance, deliver, and look after infrastructure.
And that’s something I have worked incredibly hard on over the past three years, including our response to the NIP.
Fixing the fundamentals of our system is the single best thing we can do to build a pipeline that endures political cycles.
A strong system will make it politically untenable for Ministers to just go out and announce unfunded, inadequately planned projects.
Where these farce projects have been stopped – like in the case of Auckland Light Rail – there are legitimate reasons for that.
Equally, a strong system should make it absolutely punishing for a new government to stop or pause genuinely good, funded projects that make it through the rigours of the system.
That’s the bit we have been missing – a credible and clear evidence-base for the public, the sector, and others to properly hold governments to account for their investment choices.
The third policy was innovative funding and financing tools.
National has progressed several tools to enable a responsive supply of infrastructure to support growth including:
- amending the Infrastructure Funding and Financing Act – which was passed into law last month,
- establishing the Incentives for Growth Fund for councils so that they are rewarded for every home consented,
- and progressing the replacement of the failed Development Contributions regime with a more flexible Development Levies system that will match our flexible planning system.
The fourth policy was City and Regional Deals.
The National-led government has signed two deals so far. One with Auckland and the other with Western Bay of Plenty – and a third is not so far away, so watch this space.
The Government already has a range of tools that interact with local government, such as NZTA co-funding for local roads, Urban Growth Partnerships, and Crown funding for significant projects.
So, these Deal aren’t intended to reinvent the wheel and create another layer of bureaucracy.
They are about identifying shared priorities and establishing strong lines of accountability, where sufficiently senior people from central government and council – who have the authority to make decisions – meet regularly. The deals will make it easier to work together, invest together, and get stuff done.
The fifth policy was a fast-track consents process.
31 projects have been consented under our Fast-track legislation representing tens of thousands of jobs and billions in investment – with more in the pipeline.
Legacy of infrastructure
We have made significant progress in the infrastructure space this term, with a core focus on getting the underlying system settings right.
This progress is off the back of a long legacy of infrastructure delivery under National.
Under the Key Government, we rolled out the incredibly successful Ultra-fast Broadband on time, on budget.
National also electrified the Auckland rail network, built Waterview Tunnel, and started the City Rail Link project – which is opening on Sunday 13 September, and will be a game changer for Auckland.
Other parties talk a big game on infrastructure:
- The ironically named “Shovel Ready” programme,
- $30 billion Auckland Light Rail,
- the Auckland cycle bridge across the Harbour,
- the $45 billion mega-monstrosity twin three-lane road tunnels and a separate light rail tunnel under the Waitematā Harbour.
National delivers.
If we are re-elected, our plan is to continue the momentum,
We did all of this in three years. We can and will do more.
Improving the land transport system
Now I’d like to move onto transport.
New Zealand’s economic growth and productivity depend on a high-performing land transport network.
It connects people to jobs, education, and amenities; keeps goods and services flowing; and builds resilience by maintaining critical supply chains and community connections.
This Government has accomplished a lot in the transport space.
We are progressing major revenue reforms via the fleetwide transition to RUC, and time-of-use charging. We have reformed transport governance in Auckland. And we have supported productivity by overhauling inefficient land transport rules.
Our changes to warrant of fitness requirements alone are estimated to deliver $2.6 to $4.1 billion in benefits to the economy over the next 30 years.
The Government Policy Statement (GPS) on Land Transport 2024 outlined an ambitious programme of transport investment including 17 RoNS and major public transport projects.
NZTA is delivering on the GPS, and good progress has been made.
Ōtaki to north of Levin, the Hawke’s Bay Expressway, Takitimu North Link Stage 1, and SH29 Tauriko West (Omanawa Bridge) are all under construction.
The first stage of the Northland Expressway (Warkworth to Te Hana) is due to start construction by the end of the year, and Cambridge to Piarere is due to start construction in early 2027.
By early next year, six RoNS will be under construction.
Key issues in the land transport system
For the past decade, the land transport network has also been under significant strain and is facing complex and enduring challenges, which are only becoming more acute.
Today, I want to focus on two of these issues.
The first issue is that there is a funding gap between planned investment in land transport and National Land Transport Fund (NTLF) revenue.
Essentially there is a mismatch between what we are spending on land transport and the user revenue the land transport network generates.
New Zealand’s land transport system was set up to operate on a principle of user pays.
This serves two purposes:
- it helps generate enough revenue from users – the main beneficiaries – to maintain and expand the system to meet demand, and
- it encourages efficient use of the network because users face the costs of their choices.
But our system has been moving away from the principle of user pays for some time, with successive governments having to top up the NLTF with Crown grants and loans.
In 2018-21, only 3% of the National Land Transport Programme (NLTP) was funded by the Crown.
This grew to 24% in the 2021-24 NLTP, and 39% in the current NLTP (2024-2027). This Crown funding comes at the expense of other Government priorities.
One reason for this imbalance is because Fuel Excise Duty (FED) and Road User Charges (RUC) have not been changed since 2020, resulting in FED falling in real terms by around 21%.
This funding gap is also a long-term issue.
Based on current estimates, delivering the RoNS programme in full over the next 20 years would cost $56 billion. Funding this entirely from petrol tax and road user charges, would require a one-off 70% increase. Equivalent to a 49 cent per litre increase in petrol tax.
To be clear, this 49-cent-per-litre increase, would only allow the RONS to be delivered. It would not provide any funding for other major transport projects such as the Second Waitematā Harbour Crossing, or the Northwest Busway.
That kind of increase is obviously not going to happen.
So, on the ‘revenue’ side of narrowing the funding gap – we will need to utilise a mix of the NLTF (including FED and RUC settings), Crown funding, as well as a broader range of funding tools.
Infrastructure Funding and Financing Act levies, tolls, toll concessions, and time of use charging will be effective tools to accelerate and support specific projects, localised networks, or groups of projects.
However, these project-specific tools will not provide general funding for the land transport system as a whole.
As such, the Government will use them where they make sense, like on corridors with high vehicle movements per day, significant land value uplift potential, or projects with a large, identifiable group of beneficiaries.
This will take pressure off the NLTF and take pressure off the demand for Crown funding.
There is another side to narrowing the funding gap – getting costs down.
Which brings me to the second issue, major transport project costs in this country are too high. Delivering major transport projects in New Zealand – including motorways, expressways, and public transport – is expected to cost more per kilometre in real terms than earlier New Zealand projects, and significantly more than the OECD average.
Benefit to cost ratios in land transport have also fallen from a minimum of 4:1 in the 1990s to 1.2:1 in the 2010s.
These cost comparisons have largely been made against business case estimates. But, in practice, major projects frequently underperform against cost estimates in both the frequency and extent of overruns.
This is not a system that is delivering cost-effectively.
Ministers are deeply frustrated, and we simply cannot continue to accept it.
I was on a Stuff Political Infrastructure Panel last week and my friend and colleague, Matua Shane Jones, said that he thinks the Northland Expressway (Warkworth to Te Hana) will be the last four-lane highway built in New Zealand.
I see where he is coming from.
But I respectfully disagree.
I think we can and should build more four lane highways
Perhaps just not at their current design, scope or specifications – or not under the current institutional or regulatory settings.
We can build more.
We just need to find a way to do it in a more cost-effective way. I challenge and encourage all of you in this room to help with that.
According to research from the Infrastructure Commission, New Zealand’s infrastructure cost premiums are concentrated in complex, large-scale projects such as motorways, road tunnels, and underground rail.
These premiums, relative to other countries, are driven in part by:
- higher input costs for equipment and machinery, land, and some construction materials (especially concrete);
- more difficult geology and terrain; and
- more costly consenting and planning processes.
They may also be driven by factors internal to the land transport system such as weak institutional incentives to prioritise low-cost solutions, over-specification and over-scoping of projects, or system settings that allow cost and delivery commitments to be made too early.
It’s worth noting that construction costs have also increased due to factors largely outside of our control such as global supply chain disruption, – initially from COVID-19 and more recently from conflict in the Middle East.
So those are the two key problems:
- The funding gap, and
- The cost of major transport projects being too high.
First steps to fix land transport system
Fixing the land transport system will take a sustained effort over many years. To start, we should focus on decreasing costs of major transport projects, utilising a broader range of funding tools (which is work we already have underway), and reforming land transport funding and oversight.
So today, I am pleased to announce that Cabinet has agreed to a focused programme of work in the short-term, which includes:
- An independent report on the cost drivers of major land transport projects in New Zealand, led by the Infrastructure Commission; and
- Progressing work on detailed options to reform land transport funding and oversight as a first step to responding to Recommendation 2 of the NIP.
Independent cost driver report
Let’s get into the independent cost driver report.
In my view, the first step to decrease major transport costs is to get an evidence-based and detailed understanding of why current costs are so expensive in New Zealand relative to other OECD countries and relative to earlier projects in our own country.
Every time I ask a different person, I get a different answer
It’s the RMA and consenting, it’s the IPCC’s RCP 8.5 scenario, it’s the Alliance model, it’s gold plating, it’s lack of competition for building materials, it’s poor procurement practices, it’s poor institutional settings and incentives, it’s the excessive risk transfer to contractors, it’s any number of things.
Most likely, it’s a mix. But I want to get to the bottom of it.
As such, I have directed the Commission to prepare a report on the cost drivers of major land transport projects in New Zealand.
This report is due by Q1 2027.
Once we have a better understanding of cost drivers, we can consider actions to reduce premiums where possible, as some may be driven by forces that we can’t control.
As part of this report, I’ve asked the Commission to provide sensible recommendations on how we can get costs down on projects.
Reform land transport funding and oversight
Now I’ll briefly touch on our work to reform land transport funding and oversight.
We are doing this work in response to Recommendation 2 in the NIP:
“Reform the land transport funding and investment oversight system to ensure financial sustainability and enhance economic and social outcomes by aligning investment expectations with available revenue and strengthening efficiency and accountability in delivery.”
As part of the Government response, we supported this in full, and there are many ways to go about it. We could:
- return to a system where investment is confined to user revenues, with investment and borrowing decisions made at arm’s length from Government;
- establish economic regulation or other independent oversight;
- create rules or structures that must prioritise funds for renewals and maintenance;
- put in place independent assurance and clear performance standards; and/or
- review institutional structure, legislation and funding instruments.
Long story short is that I remain open to all of these options – and others.
I have asked the Ministry for Cities, Environment, Regions and Transport (MCERT) to develop more detailed options and a plan for this reform. I will report back to Cabinet on these detailed options in early 2027.
My overall goal is to create a high-performing land transport system where maintenance and renewals are prioritised, the network is mostly funded from users and beneficiaries, investment aligns with demand, and where major projects are sequenced according to value for money.
We are on our way there with the Major Transport Projects Pipeline, and the recent transfer of central government infrastructure assurance to the Commission – but there is more we can do.
Timing of GPS 2027
Given the challenges facing land transport, I am intending to undertake public consultation on a draft GPS 2027 early next year, after the election.
This staging will give us time to consider both:
- the findings of the Infrastructure Commission’s report on cost drivers, and
- the direction of land transport funding and oversight reform.
Waiting a few months to get GPS 2027 right is critical. This document will shape land transport investment for 10-years.
We have big ambitions in land transport. We want to land a GPS that balances our fiscal strategy, economic growth agenda, and resilience and asset management objectives.
I am conscious that Regional Transport Committees are awaiting clarity from the Government on our investment strategy and intentions for the next period.
The current land transport investment cycle means Committees have already started to develop Regional Land Transport Plans.
As such, today I am issuing a statement that outlines the fiscal realities and the priorities for land transport to signal the likely direction of GPS 2027.
The statement signals that the Government is focused on value for money and cost control, maintenance and resilience of the transport network, productivity enhancing investments, ongoing improvements to safety, and maximising the use of the existing network – especially where it creates opportunities to increase housing development.
And I just want to highlight that last point.
That the GPS will likely include a focus on transit-oriented development – or TOD.
This means supporting housing growth through alignment with spatial plans and concentrating development around transit nodes, key corridors, and strategic connections.
It seems completely nuts that TOD has not been featured in a GPS before. The consideration of housing and transport – together – is critical.
Getting it right will allow more people to make the most of our big transport investments like City Rail Link, it supports growth and investment in housing and businesses, and it’s a fantastic opportunity to lift productivity.
I want to ensure that any GPS we deliver recognises the potential of TOD.
Conclusion
To finish, I’d like to thank Alan and the team at Civil Contractors NZ for inviting me to speak.
I’d also like to thank you all for your hard work in the sector and for your commitment to building a better New Zealand.
I look forward to your questions.
Original source: https://nz.mil-osi.com/2026/08/13/speech-civil-contractors-nz-conference/
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5. BusinessNZ – The $9 billion export hurdle: Sector outlines path to unlock economy
August 13, 2026
Source: BusinessNZ
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6. Bora Group Posts Record 2Q26 Revenue and Strong Profits as Margins expand and Operations Resume Demand-Driven Growth
August 13, 2026
Source: Media Outreach
2Q26 Business and Financial Highlights
- Bora delivered historically record-high quarterly revenues of NT$5,889 million in 2Q26, up 47.2% quarter-over-quarter driven by broad-based operational momentum, with basic EPS of NT$4.36.
- CDMO revenue growth and increased site utilization rates, along with strong growth in the rare disease business and a return to growth for generics business of the Pharma Sales operations lifted group profitability, with gross margin expanding to 41.3% from 36.0% and operating margin reaching 16.8% from 10.2% in 1Q26. Excluding one-time costs related to the Weider Global Nutrition transaction, operating margin was approximately 18%.
- CDMO’s strong backlog of US$317 million as of end of 2Q26, another historical high following a strong quarter, signals that Bora’s core business continued to perform with higher demand.
- Pharma Sales’ rare disease franchise continues to show double digit sequential growth and the increased demand from government channels during the quarter with stabilized pricing in DLS has lifted the generics business back to normal.
- Reflecting Bora’s recent increase in investment in Sunway Biotech, from 35.97% to 42.27% and subsequent acquisitions of Weider Global Nutrition’s, the Company has introduced “Consumer Healthcare (CHC)” as a new segment in its revenue mix disclosure beginning this quarter. In 2Q26, revenues from CHC were NT$824.76 million in 2Q26, a 354.4% increase QoQ and 234.3% YoY, and contributed to 14% of the Bora Groups consolidated revenues, an all-time high.
- Cash-on-hand reached an all-time high of NT$8,431 million as the Company was preparing for MacroGenics Inc.’s Rockville facility acquisition.
- The Company has kicked off a group-wide AI in Manufacturing, BORA AIM, program aimed at improving process efficiency across sites, spanning engineering, quality and production. Bora has also signed a partnership with Insilico Medicine for AI drug discovery. The first 6 months will focus on beta version testing of the Bora AIM agents and AI champions to drive process consolidation.
- Share capital increased 0.3% during the quarter from employee stock option exercise.
Mr. Bobby Sheng, Chairman of Bora Group, stated, “We are pleased to announce Bora Group’s return to strong operating profits and double to triple-digit growth on all key margins sequentially, as well as demonstrate that our soft 1Q26 performance was anomalous rather than structural. Our impressive sequential improvement was driven entirely by strong demand from both our CDMO and Pharma Sales businesses, with 2Q26 manufactured batches reaching 0.38 billion doses, led by increased commercial production in Maple Grove and Zhunan sites and a full quarter of operations in the Maryland injectable facility, while our flagship products DLS and VIGAFYDE® in Pharma Sales continues to secure leading market share.
Our focus right now is execution. CAPEX investments in our mature sites, including facilities in Taiwan and in Canada, continue to deliver operational leverage driven by gross margin expansion, and our recently acquired oral solid dose facility in Maple Grove continues to show stellar and impactful demand as we sign more projects. Our 12-month rolling backlog is at historic high in almost all our sites, despite projected manufacturing delays at our Maryland injectable facility as we diligently respond to FDA audit observations from a recent audit. Bora Group’s commitment to the fast-growing Biologics manufacturing industry took another big step as we look to integrate 12,000 liters of capacity, and 3 commercial products from our Rockville facility, as well as see revenue recognition from this acquisition starting Q3. As Bora’s CDMO footprint expands in the US, we continue to capture durable, high-value demand as customers increasingly prioritize supply security and onshore capacity.
In addition, we are seeing sustained growth and improved gross margins in the Vigabatrin franchise, our most important, rare disease franchise, thanks to renegotiations with our partner vendors. Accelerated state and government orders for generics products increased 2Q26 revenues and 6 new generics launches have also supported a more diversified generics portfolio. Together, the advancement in rare disease franchise and generics business has positioned Bora’s Pharma Sales business, operating under the name Upsher-Smith, in a far stronger state than it was just a quarter ago.
As announced in July, we are excited to be developing a group-wide AI in Manufacturing program, BORA AIM, aimed at improving process efficiency across sites, spanning engineering, quality and production. We also announced a partnership with Insilico Medicine to enhance our understanding of AI drug discovery and create more customized AI manufacturing platforms for AIDD small molecules. In the next 12 months, Bora Group will be ready to showcase some exciting AI-enabled CDMO platforms that will truly add value to our partners and sharpen the overall competitive advantages of Bora Group.
As our momentum carries Bora into the second half of the year, we expect margins of our flagship products in Pharma Sales and CHC businesses to hold steady on continuous revenue growth, and improved efficiencies in the CDMO business in addition to consolidation of new revenues from the Rockville facility.”
2Q26 Operational Achievements & 2026 Outlook
Global CDMO Operations
Revenues increased 30.3% year-over-year and 29.0% quarter-over-quarter including internal orders, and 33.0% and 40.2% external orders only, or NT$2,116.4 million. The growth was primarily driven by a strong rebound in injectables following the semi-annual maintenance in 1Q26 and same period last year, and demand acceleration overall as we continue to meet the increasing backlog.
CDMO business also signed a record high US$378.2 million in total external wins. Highlighted by a 10+2-year, multi product commercial contract in our Maple Grove facility with a new top-20 pharma company, and 14 new molecules from pre-commercial programs from multiple new customers. Bora is confident in its mid- to long-term growth trajectory as pharma and biotech companies continue to look for US based CDMOs as a part of their efforts to onshore US production and improve supply chain resilience.
During the quarter, 0.38 billion doses, or 109 molecules, were developed and manufactured. Contribution from the top 20 global pharmaceutical companies stood at roughly 30% and should increase drastically in the next 8 quarters.
Looking at 3Q26, the Company is highly optimistic, with our backlog having climbed to an unprecedented level even after a strong quarter of manufacturing output. We do anticipate some timing shifts in revenue recognition related to scheduled semi-annual maintenance at our Maryland injectable site, alongside targeted quality-enhancement activities in connection with observations on passive RABS (Restricted Access Barrier System) line received from an FDA audit that took place 2Q26. However, there has been no reduction in total commercial batch productions in 2026 as we speak and several existing clients have initiated transfers to the FlexPro isolator filling lines. RFP activity has risen, with the first GMP PPQ campaign starting in August. On the newest, isolator-based AST lines, factory acceptance testing (FAT) is planned for Q326, with qualification to follow in 2027, expanding our ability to onboard small-scale isolator programs, including tech transfers.
On biologics, Rockville facility revenue recognition started in the first month of 3Q26 and the site has confirmed that it is on track to deliver batch production volumes ahead of last year’s run rate of around 13 batches for the remainder of 2026. We anticipate one-time transaction costs from this acquisition of approximately 3% of the purchase price including legal and FA fee and transition related expenses as stated in the Transition Service Agreement. The Rockville acquisition expands biologics capacity and brings integrated drug substance (DS) and drug product (DP) capabilities under one roof, strengthening our end-to-end service offering and attracting more inbound opportunities and higher value conversion with cross selling opportunities for our injectable business.
For our strategic investment in Tanvex Biopharma, the main Bora Biologics platform company, although the business still operates at a loss, Tanvex has built a strong presence in international conferences, especially Bio International in the US in June. We have seen a positive uptick in pipeline from leading biotechs and heavy weight biopharmas, and stable demand for early-stage PD programs in Zhubei. The Rockville acquisition is expected to orchestrate and accelerate opportunities for Tanvex in the coming quarters.
Pharma Sales Operations
Revenues decreased 2.7% year-over-year and increased 30.4% quarter-over-quarter, arriving at NT$2,934.04 million in 2Q26. The year-over-year decrease was mainly due to a product rationalization program in 2025 that lead to the withdrawal of a basket of legacy generics products.
During the quarter, specialty and brand came in strongly, up 58.8% for the quarter QoQ and displayed almost 50% growth against 2025 run rate. The rare-disease Vigabatrin franchise demand is robust, and our continuous investment in the segment has resulted in much broader patient access compared to when we acquired Upsher-Smith 28 months ago. On coverage, we are on track to achieve year-end formulary goal of >50%, supported by more regional plans and strong physician adoption as they gain experience with VIGAFYDE®. The Company has also renegotiated contracts with suppliers, leading to improved gross margins for the franchise during the quarter and expects full economic contribution starting 3Q26. Simultaneously, the Company out-licensed its non-core assets, Stiripentol generics and 505(b)(2), during the quarter, fully capturing the economic value of these drug assets to enable fueled and renewed focus on core specialty and brand business.
The generics business returned to stability as Upsher-Smith successfully defended flagship product DLS. High value generics advanced 20.6% sequentially from downstream restocking, narrowing the year-to-date YoY decline against 2025 run rate to high teens.
Having executed our way through specialty and brand business growth and generics portfolio optimization, we have returned to the 2023–2024 peaks of Pharma Sales performance but with healthier and more resilient operating profits. As of now, Upsher-Smith sees 6 ANDA pending approval.
CHC Operations
Bora Group has increased holdings of Sunway Biotech to 42.27% through a private placement at $NT 596 million. Subsequently, Sunway completed the acquisition of Weider Global Nutrition (WGN), a global nutritional supplements company with offices in the US, Spain, and Germany and products sold in over 60 countries. Benefitting from the consolidation of WGN that started in May, Consumer Health business totaled NT$824.76 million in 2Q26, a 354.4% increase QoQ and 234.3% YoY. Focusing on longevity and sports nutrition, WGN’s distribution strength is expected to meaningfully contribute to the CHC business in 2026 and beyond and shall deliver vertical-integration synergies to Sunway’s existing ingredients’ manufacturing operations. Together, the WGN acquisition is expected to catapult Sunway Biotech into a leading global nutritional supplements company and substantially accelerate top and bottom-line improvements in the future.
Recent Investor Conference
Bora will host English online earnings call at 8:00 a.m. Taiwan time on Aug. 14th, 2026. The event will cover the Company’s 2Q26 financial and business results and 2H26 outlook.
English Online Earnings Presentation Link: https://teams.microsoft.com/meet/225504163505748?p=UyyncWl1CnOzjBCNKD
Bora will participate in Goldman Sachs 2026 CDMO day in Singapore in Sept. For 1:1 meetings with management, please contact your GS representative.
Bora 2026 Earnings Schedule
Q3 2026: Expected in the 2nd week of Nov 2026
Q4 2026: Expected in the 2nd week of Mar 2027
Hashtag: #BoraGroup
About Bora
By investing in talent, infrastructure, and biologics expansion, Bora continues to transform operations and achieve sustainable growth. Committed to making success “certain,” Bora sets new standards in the pharmaceutical and CDMO industries.
For more, please visit:
https://www.bora-corp.com
https://www.boracdmo.com
Disclaimer:
This document and the accompanying information may contain forward-looking statements. All statements regarding the company’s future business operations, potential events, and prospects (including but not limited to forecasts, targets, estimates, and operational plans) are considered forward-looking statements unless they refer to factual occurrences. Forward-looking statements are subject to various factors and uncertainties that may cause significant differences from actual results, including but not limited to price fluctuations, actual demand, exchange rate variations, market share, competitive conditions, changes in the legal, financial, and regulatory framework, international economic and financial market conditions, political risks, cost estimates, and other risks and variables beyond the company’s control. These forward-looking statements are based on current predictions and assessments, and the company disclaims any responsibility for future updates.
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. Otago youth to turn ambition into enterprise
August 13, 2026
Source: New Zealand Government
Hundreds of young people across Otago will turn ideas into action and build the skills they need for work, business and the future through a specialised youth enterprise programme, Youth and South Island Minister James Meager says.
More than 240 young people in the Dunedin, Clutha, and Waitaki Districts, aged 15 to 24 years, will take part in a 10-week Enterprise Accelerator programme, designed to support youth into enterprise or employment pathways.
Mr Meager says the initiative will give young people the chance to roll up their sleeves through hands-on workshops, group sessions, and applied learning.
“They will work alongside experienced mentors, develop business strategies, learn budgeting and operational planning, and explore how to turn ideas into viable ventures. These skills will benefit them no matter what career path they choose.”
The King’s Trust Aotearoa New Zealand will deliver the programme, backed by $120,000 in Government funding.
“The Trust also delivers He Kākano, a Government-funded national programme which gives young people seed funding to take their business ideas further. Participants will be supported to apply, giving them another practical pathway to turn their ambitions into reality,” Mr Meager says.
“Young people will also have access to He Kākano’s nationwide alumni network, ensuring access to continued mentoring, networking, and enterprise opportunities.
“This investment is about unlocking potential. It will help hundreds of Otago youth gain real-world experience, strengthen their work-readiness, and develop the confidence to pursue opportunities that might otherwise have felt out of reach.
“By providing tailored support and practical learning, we are helping people build the skills employers are looking for and creating pathways into work, business and self-employment. This will enable them to thrive and contribute to the economy.”
Original source: https://nz.mil-osi.com/2026/08/13/otago-youth-to-turn-ambition-into-enterprise/
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8. Arlington reset to deliver 104 new social homes
August 13, 2026
Source: New Zealand Government
The Government has approved a plan to reset the Kāinga Ora Arlington development, which will deliver 104 new social homes in central Wellington and provide up to $6 million to Wellington City Council to support housing services for vulnerable people, Housing Minister Chris Bishop has announced.
Following indicative Cabinet approval, Kāinga Ora will finalise a detailed business case for its Arlington site, which is owned by Wellington City Council and leased back to Kāinga Ora as part of a long-term agreement for social housing delivery. Construction is expected to begin in 2027 and finish in 2029.
“Providing a long-term pipeline of quality, fit-for-purpose social housing in the right places, for the people who need it most is an essential part of addressing New Zealand’s housing shortage and wider infrastructure deficit,” Mr Bishop says.
“Subject to Wellington City Council approving a variation to its existing lease, the Arlington development will include 55 one-bedroom apartments, 37 two-bedroom apartments, and 12 four-bedroom terrace homes, helping meet demand for both smaller homes and family-sized housing in the suburb of Mount Cook.
“Every one of these homes will provide a warm, modern place to live for people who need the security and stability that good social housing provides.
“The Kāinga Ora Arlington development has had something of a tortured history that needed to be resolved with a more cost-effective approach.
“The previous plan for 301 apartment-style homes at Arlington was paused in July 2023, just before the change of government, because costs had blown out from the $296 million originally budgeted in 2021 to an extraordinary $419 million.
“That cost escalation would have led to an eye-watering cost of around $1.4 million per apartment, prompting a redesign of the development.
“For commercial reasons, Kāinga Ora is unable to release the estimated cost of the proposed new development. However, it is expected to cost significantly less than the original project and will be funded through Kāinga Ora’s renewals programme, subject to confirmation through the detailed business case.
“That programme reinvests proceeds from the sale of older state homes that are no longer fit for purpose into new homes that better meet tenants’ needs.
“While the process has taken longer than anyone would have liked, I am pleased Kāinga Ora has thoroughly explored the options for the site, ensuring the redesigned development delivers quality social housing while representing good value for money.
“Subject to the detailed business case and relevant approvals, construction is expected to begin next year and be completed in late 2029.”
Mayor of Wellington Andrew Little says the reset also opens new opportunities for the rest of the Arlington site.
“Subject to Council’s final approval, the renewed Arlington plan will deliver social housing on part of the site, with the remainder returned to Wellington City Council to be used for more homes for Wellingtonians.
“That creates the potential for additional housing, including from private developers and community housing providers, helping maximise the use of this well-located site and deliver more homes for Wellingtonians.”
Alongside approval for the next steps at Arlington, the Government will provide a grant of $6 million to Wellington City Council for distribution through its community grants programme to support housing services that help vulnerable people access, sustain and thrive in housing.
“Building homes is only part of the solution. Strong local support services help people maintain stable housing, improve wellbeing and build better futures for themselves and their families,” Mr Little says.
“This Government is fixing the basics and building the future by delivering more quality homes for people who need them most,” Mr Bishop says.
Original source: https://nz.mil-osi.com/2026/08/13/arlington-reset-to-deliver-104-new-social-homes/
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9. Marvel Capital Holdings Ltd Opens New Regional Office in Kuala Lumpur to Expand Private Trust and Cross-Border Family Office Solutions Across Asia
August 13, 2026
Source: Media Outreach
New KL Eco City office strengthens the company’s regional presence through strategic partnerships with leading banking, trustee, insurance, and wealth planning institutions.
KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 13 August 2026 – Marvel Capital Holdings Ltd. officially marked a significant milestone with the grand opening of its new regional office at Mercu Aspire, KL Eco City, reinforcing the company’s long-term commitment to serving high-net-worth individuals, families, and business owners across Asia.
(Centre) Mr. Jayden Wong, Managing Director of Marvel Capital Holdings Ltd., officiates the ribbon-cutting ceremony for the company’s new regional office at Mercu Aspire, KL Eco City, Kuala Lumpur. Joining him are (left of Mr. Wong) Mr. Jonathan Chan, Head of Legal of European Credit Investment Bank (ECIB); (right of Mr. Wong) Mr. Alvin Tan, CEO of AEI Asset Wealth; together with members of Marvel Capital Holdings Ltd.’s senior management team.
The opening ceremony was commemorated with a ribbon-cutting ceremony led by Mr. Jayden Wong, Managing Director of Marvel Capital Holdings Ltd., together with distinguished institutional partners and senior executives, including Mr. Jonathan Chan, Head of Legal of the European Credit Investment Bank (ECIB), Mr. Alvin Tan, CEO of AEI Asset Wealth, and Marvel Capital’s senior management team.
The new office represents more than a physical expansion—it reflects Marvel Capital’s vision of establishing Kuala Lumpur as a strategic regional hub for private trust advisory, wealth structuring, and cross-border family office solutions.
From this regional headquarters, Marvel Capital will serve clients across Asia by facilitating access to comprehensive wealth planning solutions, including private trust establishment, succession and legacy planning, wealth protection structures, insurance solutions, and cross-border family office services. Working closely with its network of institutional partners, the company aims to provide integrated solutions tailored to the evolving needs of affluent families, entrepreneurs, and business owners throughout the region.
Speaking during the ceremony, Mr. Jayden Wong, Managing Director of Marvel Capital Holdings Ltd., said the new office reflects the company’s confidence in the growing demand for sophisticated wealth planning and legacy solutions across Asia.
“As wealth continues to become increasingly global, families require more than traditional financial planning. They need well-governed structures that preserve wealth, facilitate succession, and support future generations. Our new regional office enables us to better serve clients across Asia by connecting them with trusted institutional partners and delivering integrated private trust and family office solutions.”
The ceremony also showcased Marvel Capital’s expanding network of strategic institutional partnerships, including the European Credit Investment Bank (ECIB), AEI Capital Group, Northern Global Asset Services Limited, a licensed Hong Kong trustee, Goldman Insurance PCC Ltd., and several newly established strategic partners. Together, these collaborations reflect a shared commitment to delivering internationally aligned wealth planning solutions through an integrated ecosystem encompassing banking, private trust, insurance, and cross-border family office services, underpinned by strong governance, regulatory expertise, and institutional excellence.
Located within the prestigious KL Eco City business district, the new office provides a modern environment for client consultations, strategic planning, and regional collaboration. It will also serve as a platform for professional education, industry engagement, and the continued development of cross-border wealth planning solutions for clients throughout Asia.
As Marvel Capital continues its regional expansion, the company remains committed to strengthening its strategic partnerships and delivering trusted, forward-looking wealth planning solutions that help individuals and families preserve, protect, and transition their legacies across generations. https://www.marvelcapital.net/
https://www.linkedin.com/company/marvel-capital-holdings-limited
https://www.facebook.com/MarvelCapital/
Hashtag: #MarvelCapital #OfficeOpening #WealthPlanning #PrivateTrust #FamilyOffice #LegacyPlanning #WealthProtection #CrossBorderWealth #FinancialServices #AsiaBusiness
About Marvel Capital Holdings Ltd.
Marvel Capital Holdings Ltd. is an advisory company dedicated to connecting clients with comprehensive wealth planning solutions through a network of leading institutional partners. The company facilitates private trust, wealth protection, succession planning, insurance, banking, and cross-border family office solutions for clients across Asia, delivering integrated strategies designed to preserve, manage, and transition wealth across generations.
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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10. Hinggan League Agricultural, Cultural and Tourism Consumption Carnival Opens in Beijing
August 13, 2026
Source: Media Outreach
Hinggan League Hong’an Damiao Cattle and Sheep Trading Market
As a grand industry promotion event for buyers, cultural and tourism professionals, and media outlets from across the country, the carnival showcased a wide range of Hinggan League’s distinctive eco-friendly agricultural and livestock products. Through industry stories, product tastings, business matchmaking, and the launch of cultural and tourism routes, the event highlighted the tangible results of Hinggan League’s efforts to leverage its pristine natural ecology, modern agricultural technologies, and full-chain industrial development to promote green development and increase local incomes. It also served as a bridge connecting Hinggan League’s premium ecological products with markets across China and overseas.
At the event, Hinggan League’s beef cattle and rice industries were among the key highlights, attracting considerable attention from numerous market players attending for exchanges and potential partnerships. Located in the golden latitude belt for agriculture and animal husbandry, Hinggan League enjoys exceptional natural advantages. In the early stages of industrial development, the league made coordinated plans for two key industries—beef cattle and rice—and launched an industrial upgrade covering the entire value chain, from breeding stock and forage to farming, processing, and branding.
Breeding is the “chip” of the beef cattle industry. In recent years, Hinggan League has vigorously introduced national-level cattle breeding technology enterprises and established its first national-level bull breeding station. More than 5.5 million doses of frozen semen from high-quality breeding cattle, including Simmental and Angus, are produced annually and distributed to various parts of China. At the same time, the region has continued to improve its technical service system. Through a tiered extension-agent system and on-site guidance in rural communities, local experts are helping herders adopt more scientific cattle-raising practices. In terms of forage supply, the Forage Industry Processing, Logistics and Trading Park in Keyouzhong Banner, Hinggan League, has officially begun operations, collecting crop straw from surrounding farmland and processing it into high-quality forage. Research teams have also successfully developed palatable fermented feed using microbial fermentation technology, substantially reducing the average daily feeding cost per head of cattle and securing the “first mile” of the industry chain.
At the sales and branding end, Hinggan League’s beef cattle industry is making a comprehensive transition from “selling live cattle” to “selling brands.” The region has not only cultivated large-scale meat processing enterprises and developed more than 100 product categories for e-commerce and foodservice channels nationwide, but has also established a livestreaming e-commerce operations center and set up marketing centers and forward warehouses in the Beijing-Tianjin-Hebei region. With the official launch of regional public brands such as “Keyouzhong Banner Beef,” a complete modern beef cattle industry chain is now taking shape.
As with beef, the key to the development of Hinggan League rice also lies in the full value chain from seed to table. The fragrant, glutinous, and sweet taste of Hinggan League rice comes from its pristine ecological foundation—clean water, clean soil, and clean air. Local research teams have been working on the front lines of rice breeding for more than 30 years, independently developing and registering 21 high-quality rice varieties and helping thousands of farming households increase their incomes each year.
10,000-Mu Sightseeing Rice Fields in Shuangjin Gacha, Duerji Town, Hinggan League
With quality seeds in place, farming methods are also undergoing profound changes. In Duerji Town, Keyouzhong Banner, local rice cooperatives have adopted a model of “unified planting, unified processing, and unified sales,” while developing their own brands. By combining contract farming with online and offline sales, they have secured reliable sales channels and helped cooperative members achieve significant income growth. In Zhalaite Banner, meanwhile, entrepreneurs who returned to their hometowns took the lead in introducing integrated fertigation technology using drip irrigation beneath plastic film, enabling rice to be grown on “dry land” and achieving both ecological and economic benefits, including water savings of 700 cubic meters per mu. With rice now entering a critical period for field management, agricultural technicians and farmers are busy carrying out scientific foliar nutrient supplementation, applying nitrogen fertilizer appropriately, and conducting regular field inspections for pests. Through precise water and fertilizer management and green pest and disease control, they are laying a solid foundation for stable high yields in the autumn harvest.
From a quality seed to a premium cut of beef, and from a bowl of rice to a regional brand, the cattle and rice industries may appear to follow two separate paths, but in reality they are part of a single coordinated strategy. Under Hinggan League’s overall planning and coordination, the concentrated beef cattle breeding and finishing base in Zhalaite Banner has brought in a state-owned enterprise to operate the facility, significantly increasing collective village income. Meanwhile, 38 enterprises in Hinggan League authorized to use the “Hinggan League Rice” brand have all adopted the nine standards established for the brand, driving the brand value beyond RMB 31 billion.
Winds sweep across the Horqin Grassland, sending waves through the grass and bending the heavy ears of rice. Moving from selling raw grain and live cattle to selling brands and quality, Hinggan League’s more than a decade of dedicated efforts have transformed the grassland’s ecological advantages into industrial strengths and its resource advantages into greater income for local communities, making “cattle and rice” a solid pillar of prosperity for the people and development across the league.
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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