PM Edition: Top 10 Business Articles on LiveNews.co.nz for September 9, 2026 – Full Text

Source: Business Canterbury

Canterbury businesses are entering the final quarter of 2026 with confidence, strong investment intentions and growing capacity to back future growth, according to Business Canterbury’s latest Quarterly Canterbury Business Survey released today.

The survey shows 72 percent of businesses expect the Canterbury economy to be stronger over the next 12 months, up 20 percentage points since May, while 72 percent also expect stronger financial performance. Investment intentions remain high, with 71 percent planning to invest in property, plant and equipment over the coming year, and 68 percent expecting to hire additional staff.

Business Canterbury Chief Executive, Leeann Watson says, “The results show a business community increasingly focused on long-term opportunity rather than short-term uncertainty.”

“When global conditions shifted following conflict in the Middle East, Canterbury businesses certainly felt the impact. What is encouraging is that they didn’t put their plans on hold.

“While confidence fell earlier in the year, investment and hiring intentions remained remarkably resilient. Businesses have become used to planning for uncertainty rather than waiting for it to pass, and that is showing through in the decisions they are making today.”

The survey shows that confidence is being driven by tangible business activity rather than sentiment alone. Sales growth, customer demand and forward pipelines all came through as strong points for both the Canterbury economy and individual businesses.

“The story behind these results is that businesses can see work ahead of them.”

“Strong pipelines, committed projects and ongoing demand are giving businesses the confidence to invest, hire and grow. That provides a much more durable foundation for confidence than simply hoping conditions improve.”

The survey also points to a strong labour market here in Canterbury. Staff capability, retention and workforce quality came through as strengths in the economy again this quarter.

“After a prolonged period where workforce availability was one of the region’s greatest constraints, many businesses are now telling us their people are becoming one of their best competitive advantages.”

“That reflects the work employers have done to attract, develop and retain talent, and it is helping position Canterbury businesses well for future growth.

“Canterbury is entering this period from a position of strength. Businesses are prepared to invest, create jobs and pursue growth opportunities, but they need confidence that the broader settings will support those decisions.

“That means accelerating enabling infrastructure, providing greater policy certainty and maintaining investment settings that encourage businesses to put capital to work.

“The opportunity for Canterbury is significant. The foundations are there, businesses have shown they are willing to back themselves, and with the right settings in place we have the potential to move into sustained long-term growth for the wider New Zealand economy – driven by the South”

• 72% expect the Canterbury economy to be stronger in 12 months, up 20 points from May.
• 72% expect stronger financial performance over the next 12 months, up 12 points.
• 71% expect to invest in property, plant and equipment within the next 12 months.
• 68% expect to hire new staff within the next 12 months.
• 77% are confident in their ability to deal with disruption.
• Top issues: consumer confidence and demand, inflation and interest rates, compliance costs, productivity and growth, international trade and geopolitical risks.

Visit the Business Canterbury website to download the summary report.

Business Canterbury, formerly Canterbury Employers’ Chamber of Commerce, is the second largest Chamber of Commerce in New Zealand and the largest business support organisation in the South Island. It advocates on behalf of its members for an environment more favourable to innovation, productivity and sustainable growth.

The Yayasan Pembangunan Ekonomi Islam Malaysia (YAPEIM) has joined this year’s strategic initiative to uplift the 2026 platform, bridging the gap between market intelligence and export action. It features four distinct knowledge-sharing pillars designed for every stage of the exporter journey:

• Prelude & “Meet the Experts” Webinars: A digital-first series starting as early as August 2026 to guide exporters through market entry requirements, compliance, and international trade facilitation mechanisms.
• Pocket Talk: Concise, high-impact physical sessions focused on emerging industry trends, rapid innovation, and practical market solutions delivered live by Halal trade experts.

• #SembangBlog / #SembangSantai Podcast: A new flagship live podcast format bringing a conversational edge to MIHAS 2026, featuring industry pioneers, leaders, and changemakers sharing real-world business journeys and bold ideas for the future Halal economy.

• Power Talk (The Finale): Taking place on 23 September 2026 at 10:00AM at MITEC Kuala Lumpur, this flagship session features corporates leaders from DHL Express, UOB Malaysia, and Farm Fresh. The panel will address supply chain resilience, e-commerce fulfilment, trade financing, and strategies for navigating geopolitical headwinds.

The expansion builds on the success of the 2025 edition, which drew 2,000 participants across 23 physical sessions and 16 international “Meet the Experts” webinars that featured 74 industry experts, connecting local businesses directly with trade experts across ASEAN, East Asia, the Middle East, Europe, and the Americas.

Beyond strategy, the platform acts as a direct preparation runway for MATRADE’s flagship International Sourcing Programme (INSP), equipping local sellers with the market data and confidence required to convert B2B meetings into signed export contracts.

MATRADE Chief Executive Officer, YBhg. Dato’ Indera Abu Bakar Yusof said, “Export success today depends not only on having quality products and services, but also on understanding international market dynamics, buyer expectations, regulatory requirements, and emerging trends. These are key success factors in gaining market access globally.”

“The MIHAS Knowledge Hub helps businesses bridge that gap by connecting them with industry experts, buyers, and policymakers who provide practical, actionable insights. By introducing more accessible formats such as live podcasts alongside our technical sessions, we are making critical market intelligence easier to engage with and apply,” he added.

MIHAS 2026 takes place from 23 to 26 September 2026 at MITEC, Kuala Lumpur. Malaysian exporters, SMEs, and industry stakeholders are invited to register early to access exclusive trade insights, expert networks, and global business opportunities via the official MIHAS website.

Hashtag: #MIHAS

Malaysia External Trade Development Corporation (MATRADE)

MIHAS Knowledge Hub

Unveils Cross-Sector Rewards with Up to HK$2,600 Early Bird Savings on Designated Handset

HONG KONG SAR – Media OutReach Newswire – 8 September 2026 – Ping An Digital Bank (International) Limited (“Ping An Digital Bank”) marks its 6th anniversary through a cross-sector collaboration alongside 3 Hong Kong and 3SUPREME, mobile brands of Hutchison Telecommunications (Hong Kong) Limited (“HTHK”). The joint initiative debuts an exclusive dual promotion designed to elevate customers’ smart digital financial and mobile communications experiences, adding further excitement to Ping An Digital Bank’s suite of 6th-anniversary celebrations!

Mr. Ronald Iu, Chief Executive of Ping An Digital Bank, said, “As Ping An Digital Bank celebrates its 6th anniversary, our retail banking segment continues to experience rapid growth, a testament to the long-standing trust and support of our customers. On this special occasion, we remain dedicated to thinking ahead and going the extra mile for our customers. Collaborating with 3 Hong Kong and 3SUPREME allows us to combine the strengths of both parties, empowering customers to upgrade to the latest digital products while enjoying seamless and high-quality retail banking services.”

New Handset Rewards: HK$400 Upon Account Opening, Mobile Plan Subscription and Handset Purchase Up to HK$2,600 in Early Bird Savings

From now until 30 November 2026, eligible customers¹ who successfully open a Ping An Digital Bank personal savings account using the designated promotion code [3HKPA] will receive a HK$400 cash rebate² from Ping An Digital Bank.

To reward first movers, an exclusive early bird offer is available from now until 17 September 2026. Eligible customers¹ will enjoy a waiver of the HK$500 prepayment amount³ from 3 Hong Kong and 3SUPREME, alongside handset discounts of up to HK$2,200³. Combined with the HK$400 cash rebate² from Ping An Digital Bank, customers can unlock total savings of up to HK$2,600.

Deposit Rewards: Enjoy 16% p.a. 1-Month HKD Time Deposit Interest Rate

Additionally, new Ping An Digital Bank customers⁴ who open a Ping An Digital Bank personal savings account on or before 30 September 2026, and successfully place a 1-month HKD time deposit can enjoy an attractive annual interest rate of 16%^5,6 on their first HK$100,000 deposit. This enables customers to effortlessly lock in privileged high-yield returns while upgrading to the new handset.

Looking ahead, Ping An Digital Bank will continue to uphold its vision of “Always with You, Always Ahead.” Dedicated to thinking ahead and going the extra mile, the Bank will actively explore cross-industry synergies and continuously enhance its diversified suite of financial products and services to deliver superior digital financial experiences for customers.

¹ Eligible Customers refer to customers who have never held any account with Ping An Digital Bank, successfully open a savings account with promotion code “3HKPA” during the Promotion Period, subscribe to, renew or upgrade to a designated 3 Hong Kong / 3SUPREME service plan with a minimum contract period of 24 months and hold a valid Hong Kong Identity Card or Exit-Entry Permit for Travelling to and from Hong Kong and Macau at the time of such subscription, renewal or upgrade during the Promotion Period (from 7 September 2026 to 30 November 2026) , and successfully purchase a designated handset on or before 31 March 2027.

² HK$ 400 cash rebate is available only to Eligible Customers who satisfy all relevant requirements. Each Eligible Customer can enjoy the HK$ 400 Cash Rebate and other offers once only. The Cash Rebate and other offers are non-transferable and cannot be exchanged for cash or other gifts. Cash Rebate will be credited to the savings account of eligible customer on or before 31 May 2027.

³The waiver of HK$ 500 prepayment amount, up to HK$2,200 discount upon purchase of a designated 3HK handset model, designated service plans, designated handset models, and other designated 3HK offers are provided and managed by 3 Hong Kong / 3SUPREME, and are subject to relevant terms and conditions.

⁴ New Ping An Digital Bank customers refer to customers who have never held any account with the Bank and successfully open a savings account during the 1 September 2026 to 30 September 2026 using a promotion code obtained through any channels.

⁵ The 16% p.a. HK$ Time Deposit rate offer will be displayed on the Time Deposit page in the Ping An Digital Bank’s personal mobile banking app within 3 working days (excluding Saturdays, Sundays and public holidays) after successful account opening.

⁶ HKD Time Deposit interest rate is calculated daily on the basis of a 365-day year and is subject to the Bank’s decision from time to time.

Ping An Digital Bank is not the supplier of any products or services provided by 3 Hong Kong / 3SUPREME and shall not be liable for any matters relating to the quality, supply, use, payment, refund, handset collection, warranty or after-sales services of 3 Hong Kong / 3SUPREME’s products or services. Offers subject to the relevant terms and conditions. For details, please refer to the “Ping An Digital Bank x 3 Hong Kong / 3SUPREME New Customer Exclusive HK$400 Cash Rebate Promotion Terms and Conditions” and “New Customer Time Deposit High Interest Offer Programme Terms and Conditions”

Hashtag: #平安數字銀行 #PingAnDB #3HK #3Supreme

Ping An Digital Bank

Hutchison Telecommunications (Hong Kong) Limited

The collaboration underscores iFAST Hong Kong’s commitment to its Business-to-Business (B2B) partners, giving wealth advisers and their clients access to a professionally managed investment solution that saves time and broadens choice.

“Partnering with J.P. Morgan Asset Management allows us to bring institutional expertise to advisers and their clients here in Hong Kong. By outsourcing alpha generation through our DPMS, advisers can focus on nurturing trusted client relationships while delivering comprehensive financial planning.” said Ms Glory Lau, General Manager, Platform Services of iFAST Hong Kong.

The DPMS advised by JPMAM leverages JPMAM’s comprehensive range of active ETFs globally, giving investors access to active management at a lower cost.

“Our approach to active investing is grounded in extensive global research and a disciplined asset allocation process that’s been tested across market cycles. By partnering with iFAST, we’re making our leading actively managed ETF capabilities and portfolio solutions available to iFAST’s clients in Hong Kong. We look forward to helping iFAST’s clients pursue long-term objectives through the model portfolios striving for diversification, robustness across market cycles, and more consistent outcomes,” said Yuejue Jin, Asia Head of Multi-Asset Solutions, J.P. Morgan Asset Management.

Empowering Advisers, Enhancing Client Experience

The new DPMS portfolios give wealth advisers using iFAST Hong Kong platform greater choice and flexibility to align client portfolios with specific goals and risk profiles, while removing much of the administrative workload that typically consumes adviser and client time. Beyond asset allocation advisory services, JPMAM also provides investment insights and trainings, adding to iFAST Hong Kong’s adviser enablement ecosystem of exclusive content, courses, and events.

https://www.ifastfinancial.com.hk/
https://www.linkedin.com/company/ifast-hong-kong/

Hashtag: #iFAST #JPMAM #Business #Finance

About iFAST Corporation Ltd.

AMAP Platform, Alibaba’s global provider of spatial intelligence and location-based solutions, joined the conference to share its technologies and real-world applications in global location services and spatial intelligence with businesses and developers from Thailand and around the world.

At the event, AMAP Platform’s Head of Overseas Business presented the company’s global strategy for spatial intelligence and highlighted solutions across key industries, including two-wheeler mobility, logistics and delivery, and travel.

For two-wheeler mobility, AMAP Platform provides multilingual POI search, motorcycle route planning, restricted-road avoidance, ETA estimation, and navigation, helping businesses deliver smarter and more efficient mobility experiences.

For logistics and delivery, location services support key stages across the delivery lifecycle, from order planning and delivery operations to network optimization, helping businesses improve delivery efficiency and operational decision-making.

For travel, multilingual POI search, multimodal route planning, and real-time navigation support a seamless journey from destination discovery to on-the-go navigation.

AMAP Platform is also expanding spatial intelligence into a broader range of industries, including e-commerce and AIoT. Through standardized, easy-to-integrate location services, AMAP Platform enables businesses worldwide to embed mapping and spatial intelligence into their products and operations, unlocking new opportunities for business growth and AI-powered industry innovation.

Hashtag: #AMAPPlatform

Strong international sales momentum, disciplined pricing, and margin recovery helped drive the Jollibee Group’s record-high quarterly earnings.

Key Highlights:

• Record enterprise performance: Jollibee Group delivered record quarterly NIAT of Php3.4 billion, up 5.7% year-on-year, with consolidated revenues rising 10.7% and system-wide sales increasing 14.2%, supported by improving margins and continued business momentum.
• International business drives growth: International system-wide sales grew 25.4%, reflecting broad-based momentum across the Group’s Asian and global restaurant portfolio, including Highlands Coffee, Compose Coffee, Tim Ho Wan, Jollibee North America, and Milksha.
• Asia remains a key growth platform: Strong same-store sales growth in Vietnam, Highlands Coffee, and Compose Coffee highlights the continued strength of the Group’s core Asian growth markets.
• Vietnam emerges as a major growth engine: Jollibee Vietnam delivered 47.6% system-wide sales growth in Q2 and opened 19 new stores in the first half, supported by strong unit economics and continued network expansion.
• Global footprint continues to expand: The Jollibee Group increased its store network by 6.4% year-on-year to 10,767 stores across 33 countries, with franchised stores comprising approximately 70% of the network.

METRO MANILA, PHILIPPINES – Media OutRech Newswire – 8 September 2026 – Jollibee Foods Corporation (PSE: JFC) and its subsidiaries (the “Jollibee Group”), today reported record second-quarter earnings for 2026, reflecting a clear margin recovery from first-quarter cost pressures, resilient consumer demand, and continued momentum across its international restaurant portfolio.

The Jollibee Group’s International segment grew 25.4% in system-wide sales in Q2, led by strong performances from Highlands Coffee (+46.7%), Jolli-K’s Compose Coffee (+39.7%), Europe, Middle East, Asia, and Australia (EMEAA) brands Jollibee and Chowking (+25.3%), Tim Ho Wan (+23.0%), Jollibee NA (+21.6%), and Milksha (+12.4%).

Growth across key Asian markets was particularly notable. Jollibee Vietnam delivered 17.9% same-store sales growth, while Highlands Coffee grew 11.5% and Compose Coffee grew 12.4%, contributing to the broader momentum of the Group’s International segment.

The Group’s Philippine business also continued to provide a strong foundation for overall performance, with system-wide sales increasing 5.7%, supported by strong contributions from Mang Inasal (+10.7%) and Jollibee (+6.6%).

The Jollibee Group recorded Php3.4 billion (approx. US$55 million) in net income attributable to equity holders of the parent company (NIAT), up 5.7% year-on-year and the highest quarterly NIAT on record. Consolidated revenues increased 10.7% year-on-year, while system-wide sales grew 14.2%.

“Our second-quarter results demonstrate the continued strength of the Jollibee Group’s global brand portfolio and the resilience of consumer demand across our key markets,” said Ernesto Tanmantiong, Global Chief Executive Officer of JFC. “We delivered healthy system-wide sales growth across all regions, supported by strong contributions from both our Philippine and international businesses, continued same-store sales growth, and ongoing expansion of our global store network.

“The breadth of our growth reflects the relevance of our brands, the strength of our value offerings, and the trust that customers continue to place in us. As we expand our presence in key markets and build a stronger global platform, we remain focused on serving more customers, strengthening our brands, and creating sustainable long-term value for our stakeholders.”

Second Quarter Performance: Sequential Recovery and Sustained Growth

The Jollibee Group’s second-quarter performance is best understood by first looking at the sequential recovery from Q1 cost pressures, followed by the year-on-year growth that demonstrates the continued strength of the business.

The discussion below first presents the quarter-on-quarter improvement in revenues, margins, and earnings, then places that recovery in the context of the Jollibee Group’s sustained year-on-year growth across its global portfolio.

Sequential Recovery: Quarter-on-Quarter Profitability Improvement

Quarter-on-quarter comparisons demonstrate the strength of the Jollibee Group’s recovery from the first quarter. Consolidated revenues increased by 12.2% versus Q1 2026, supporting a 25.3% increase in gross profit, a 56.1% increase in operating income, and a 130.5% increase in NIAT.

The margin recovery was also visible within the quarter. Gross profit margin improved to 18.5% in Q2 from 16.5% in Q1 and strengthened from 17.3% in April to 19.0% in June, indicating that the Group’s pricing and recovery actions are gaining traction even as the operating environment remains affected by elevated commodity, logistics, and other supply chain-related costs.

Operating leverage improved as the quarter progressed. Operating income margin increased to 7.2% in Q2 from 5.2% in Q1, while NIAT margin nearly doubled to 4.0% from 1.9%. By June, operating income margin had reached 9.1% and NIAT margin had reached 6.2%, providing a stronger exit rate entering the second half of 2026.

Reported profitability for the quarter was affected by Php239.0 million (approx. US$3.9 million) in transition-related costs, covering store closure and lease termination costs associated with the ongoing turnaround of Yonghe King and Smashburger toward predominantly franchised business models. These costs are aligned with the Jollibee Group’s continuing efforts to strengthen the long-term quality, scalability, and profitability of its portfolio.

Commenting on the Group’s sequential margin recovery and second-quarter earnings momentum, Richard Shin, Global Chief Financial and Risk Officer of JFC and Chief Executive Officer of Jollibee Group International Business, said:

“The second quarter represents an important step forward in our earnings momentum. Pricing actions implemented beginning in April, together with productivity, sourcing, and cost discipline initiatives, contributed to the recovery in gross profit margins and supported stronger operating income and NIAT margins.

“Sequentially, gross profit increased by 25.3%, operating income rose by 56.1%, and NIAT more than doubled versus Q1 2026, reflecting both cost recovery and stronger operating leverage from sustained topline growth.

“These portfolio actions involve near-term transition costs but are expected to support stronger long-term profitability, scalability, and overall portfolio quality.

“While the operating environment remains dynamic, our second-quarter performance demonstrates our ability to respond decisively, improve profitability, and continue investing for long-term growth. We enter the second half with stronger momentum, a continued focus on sustaining margin recovery, and continued confidence in the long-term growth prospects.”

Sustained Growth: Year-on-Year Business Momentum

On a year-on-year basis, consolidated revenues increased 10.7%, while system-wide sales grew 14.2%, underscoring sustained demand across the Jollibee Group’s global brand portfolio.

Note: (1) Amounts in Million Pesos except for per-share data
(2) Systemwide sales (SWS) is a management metric and is not part of the audited financial statements
(3) US$ amounts are presented for informational purposes using the exchange rate of PHP 61.36/US$1, applied consistently to comparative periods for comparability.

The International segment expanded by 25.4% in system-wide sales, reflecting broad-based growth across the Jollibee Group’s international portfolio. Shabu All Day, the Jollibee Group’s newest Korea-based brand under Jolli-K, contributed 5% to the International business’ SWS.

Asian markets continued to deliver strong performance during the quarter. Jollibee Vietnam grew 17.9% in same-store sales, while Highlands Coffee grew 11.5% and Compose Coffee grew 12.4%. These results contributed to the broader momentum of the Group’s International segment.

The Philippine business also delivered continued growth, with system-wide sales increasing 5.7%, supported by strong contributions from Mang Inasal (+10.7%) and Jollibee (+6.6%).

SSSG for the quarter grew 2.7%, with the Philippine business up 1.3% and the international business up 4.4%. In the Philippines, SSSG growth was mainly supported by higher spend per transaction. While traffic was affected by a strong prior-year base that benefited from election-related spending, trends improved over the course of the quarter, reaching broadly flat levels in June.

Several international markets delivered positive performance during the quarter, particularly North America, where Jollibee grew 8.6% and Smashburger grew 7.0%; Vietnam, where Jollibee grew 17.9% and Highlands Coffee grew 11.5%; and Korea, where Compose Coffee grew 12.4%.

Operating income increased year-on-year, supported by higher revenues and the initial benefits of pricing and margin recovery actions implemented during the quarter. NIAT rose by 5.7% to Php3.4 billion (approx. US$55 million), the highest quarterly NIAT on record, while earnings per share increased by 5.8% to Php2.949 (approx. US$0.048), reflecting the Group’s stronger bottom-line performance.

EBITDA increased by 7.3% year-on-year, driven by the Philippine business, where EBITDA grew by 12.8%, partly offset by a 0.4% decline in International EBITDA. The decline in International EBITDA was impacted by store closure and lease termination costs related to Smashburger and Yonghe King.

JFC increased its global store network by 6.4% year-on-year to 10,767 stores. This reflected 461 gross new store openings and the addition of 172 stores from the acquisition of Shabu All Day, partly offset by 207 store closures during the first half.

Of the gross new store openings, 323 stores, or approximately 70%, were franchised, keeping the Group’s franchised ratio at 70%. The total store network comprised 3,516 stores in the Philippines and 7,251 stores internationally, including 602 in China, 340 in North America, 455 in EMEAA, 1,062 under Highlands Coffee mainly in Vietnam, 1,097 under CBTL, 358 under Milksha, 3,098 under Compose Coffee, 156 under Shabu All Day, and 83 under Tim Ho Wan.

Full Year 2026 Guidance

The Jollibee Group’s confidence is supported by growth catalysts that provide a stronger foundation for sustained performance over the medium term, including continued international expansion, a growing base of committed franchisees in key markets such as North America, and ongoing portfolio optimization initiatives. Recent developments in Vietnam and China illustrate the Group’s ability to pursue high-quality growth across markets with different growth profiles and strategic priorities.

Jollibee Vietnam has emerged as one of the Jollibee Group’s strongest international growth engines, leading the category in sales and ranked as the No. 1 quick-service restaurant brand in Vietnam by Euromonitor International in its Consumer Foodservice 2026 study. In Q2 2026, Jollibee achieved 47.6% system-wide sales growth and 17.9% same-store sales growth, supported by disciplined execution and continued network expansion, with 19 new stores opened in the first half of the year. Attractive unit economics, with store payback of less than four years, reinforce confidence in the sustainability of future growth.

In North America, Jollibee recently signed its first multi-unit development agreement in British Columbia, following a 10-store development agreement for the Edmonton market. Together, these agreements add 26 committed franchise locations to Jollibee’s existing Canadian network and are expected to nearly double the brand’s Canadian footprint over the next five years if completed as planned. The developments also provide a foundation for further expansion across the country.

In China, Jollibee Group’s franchise ratio, comprising Yonghe King, Hong Zhuang Yuan, Jollibee Hong Kong, and Jollibee Macau, has increased significantly to 62% today from 14% in 2016, reflecting continued progress toward a more scalable and asset-light operating model. Its largest brand, Yonghe King, has achieved a franchise ratio of 65% and is targeting 70% by the end of 2026, with a medium-term target of up to 95%. Yonghe King’s new stores typically achieve payback in approximately two years.

The Jollibee Group remains focused on pursuing high-quality growth opportunities that generate attractive returns on invested capital, with disciplined capital allocation and capital-light expansion continuing to guide its growth strategy.

Other Developments

Recognition for Global Brand Influence

The Jollibee Group was named to TIME’s 100 Most Influential Companies of 2026, where it was recognized as a “fried chicken phenom.” The Company was also included in the inaugural TIME100 Companies: Industry Leaders list as one of the Top 10 companies in the Food & Drink category.

In July, the Jollibee Group was included in Fortune’s Southeast Asia 500 list, reinforcing its position among the region’s leading companies. Jollibee was also recognized by USA Today as having the Best Fast Food Fried Chicken, further strengthening the brand’s global consumer relevance and reinforcing its leadership in great-tasting food.

Sustainability and ESG Progress

The Jollibee Group continued to advance its sustainability agenda and strengthen its ESG initiatives. For the second consecutive year, the Company received the 3G Excellence in Sustainability Reporting Award 2026, recognizing its commitment to transparent and meaningful sustainability disclosures.

The Company’s Danao commissary was also awarded LEED Gold certification under LEED v4.1 ID+C: Commercial Interiors, becoming the first manufacturing facility in the Philippines to achieve LEED certification for interior design and construction. The recognition reflects the Jollibee Group’s ongoing investment in more sustainable and future-ready operations.

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Forward-Looking Statement Disclaimer

The foregoing disclosure contains forward-looking statements that are based on certain assumptions of Management and are subject to risks, opportunities, and unforeseen events. Actual results could differ materially from those contemplated in the relevant forward-looking statement, and JFC gives no assurance that such forward-looking statements will prove to be correct, or that such intentions will not change. This press release discloses important factors that could cause actual results to differ materially from JFC’s expectations. All subsequent written and oral forward-looking statements attributable to JFC, or any person acting on behalf of JFC, are expressly qualified in their entirety by the above cautionary statements.

Hashtag: #JollibeeGroup

Global research explores how newer wealth, continued business ownership, and family stewardship influence philanthropic practices among Asia’s wealthiest families

• Roughly 94 percent of Asia‘s wealthiest families are first- or second-generation wealth holders
• Approximately 95 percent of Asia’s wealthiest families retain control of the businesses that generated their wealth

SINGAPORE – Media OutReach Newswire – 8 September 2026 – As private wealth continues to expand globally and an estimated US$74 trillion is expected to transfer between generations over the next 20 to 25 years, understanding how wealthy families approach philanthropy is becoming increasingly important. New research from The Bridgespan Group, based on analysis of 186 of the wealthiest individuals and families across 20 economies spanning Asia, Africa, Europe, and the Americas, sheds light on how the world’s wealthiest families give, what they fund, how they organise their philanthropy, and how they seek to create change.

Supported by Bridgespan’s Funders Council comprising the Institute of Philanthropy, The Rockefeller Foundation, and the Gates Foundation, and with contributions from the Financial Services Development Council and Wealth Management Institute, High-Impact Family Philanthropy: What Makes Family Giving Distinctive marks the third year of the High-Impact Philanthropy series, building on previous research on institutional philanthropy and corporate giving.

“This research comes at a pivotal moment for family philanthropy, especially as private wealth continues to grow,” said Xueling Lee, co-author and partner at Bridgespan. “Our research helps fill a knowledge gap on how the world’s wealthiest families organise their philanthropy and pursue impact, and finds distinguishing characteristics in Asia.”

In Asia, where founders and second-generation leaders often remain closely involved in the businesses that generated their wealth, philanthropy is frequently connected to broader questions of stewardship, business ownership, succession, and community engagement. The research finds that these differences are shaped by factors including the relative newness of wealth, continued business ownership, and the close connection between family, business, and philanthropy. Bridgespan’s research on corporate giving highlights this dynamic: founder- or family-linked companies account for 11 of Asia’s 20 largest corporate funders, compared with four among the world’s 20 largest corporate funders.

“Beyond the scale of their giving, many families bring a long-term perspective, deep personal commitment, and relationships across sectors built over decades,” said Brian San, secretary-general of the Institute of Philanthropy. “These qualities are particularly relevant in Asia, where family-owned businesses remain a powerful force and philanthropy is often closely connected to family stewardship, business leadership, and community engagement. The report highlights how these characteristics can help families catalyse collaboration, support innovation, and contribute to meaningful impact over time.”

“This research confirms what we have seen firsthand: family philanthropy has driven some of today’s boldest solutions and most pioneering research. These funders are uniquely positioned to take risks and build coalitions that can solve big, complex problems at their root,” said Deepali Khanna, senior vice president and head of Asia (division) at The Rockefeller Foundation. “Some of the work we are proudest of, like the Global Energy Alliance for People and Planet, started because family philanthropies were willing to commit early and jointly at a time when no single institution could have carried it alone.”

While the report finds that wealthy families around the world share many common philanthropic behaviours, it also identifies several characteristics that distinguish family philanthropy in Asia.

• Asia’s wealth is newer: Approximately 94 percent of wealth held by Asia’s wealthiest families sits with first- or second-generation wealth holders, compared with roughly 85 percent in high-income economies outside Asia. The relative newness of wealth influences how wealth is held, the degree of family involvement in operating businesses, the availability of liquid assets, and the form philanthropy takes.
• Asian families retain tighter control of their businesses: Approximately 95 percent of Asian families maintain control of the businesses that generated their wealth, compared with roughly 68 percent outside Asia. Where wealth remains closely tied to an operating business, philanthropic decisions often sit alongside broader considerations such as government relationships, succession planning, and reputation.
• Families fund remarkably similar issues across regions: Education, health, and support for marginalised and vulnerable populations are among the top issues supported by wealthy families. In Asia, families are more likely to support elderly care, religion, and sports, while families from other regions more frequently fund science and technology initiatives, including those related to artificial intelligence.
• Few families publicly report outcomes from their giving: More than 80 percent of families in Asia publicly report outputs from their giving, such as schools built or teachers trained, compared with just 45 percent of high-income families outside Asia. However, outcome reporting, such as learning gains or graduation rates, remains uncommon across all groups.

Beyond examining how families give, the companion report How the World’s Wealthiest Families Give explores approaches that help families translate their resources and influence into meaningful and sustained impact:

1. Taking risks others cannot or will not: Families often have the autonomy to move from decision to deployment more readily than institutional or corporate funders. In Singapore, for example, the Lien Foundation made a decade-long push into early childhood development, a sector that few had championed when it began. Its sustained work alongside government and other stakeholders contributed to broader sector development over time.
2. Facilitating collective action: Families with trusted relationships across sectors can bring together stakeholders who might not otherwise gather, helping fragmented efforts to evolve into coordinated action. In 2024, the Jollibee Group Foundation, led by Tony and Grace Tan Caktiong, partnered with the Provincial Government of Basilan, the Zuellig Family Foundation, and the League of Corporate Foundations to expand its school feeding programme. Together, the partnership supports the delivery of nutritious meals to nearly 25,000 children in 250 schools.
3. Mobilising multiple types of capital: A family with authority across philanthropic and investment decisions may be able to move capital across different instruments with fewer external negotiations, board approvals, or fiduciary obligations to outside investors.

Download the full reports:

https://www.bridgespan.org

Hashtag: #TheBridgespanGroup #Bridgespan #CSR #ESG #Philanthropy #FamilyPhilanthropy #InstituteofPhilanthropy

About The Bridgespan Group

Source: Public Service Association Te Pūkenga Here Tikanga Mahi

Almost 10,000 public servants across the country will strike for their respective collective agreements tomorrow, sending a clear message to their employers and the Government that they won’t back down in their bargaining for better pay and service delivery.

The striking public servants include those working at the Ministry of Social Development (MSD); the Ministry of Business, Innovation and Employment (MBIE); and the Department of Internal Affairs (DIA), the National Emergency Management Agency (NEMA), and the Ministry for Ethnic Communities (MEC).

“These public servants are seeking an increase that keeps pace with the cost of living so their wages are not going backwards. They have rejected offers considerably below this. The Government came to power claiming to have a laser-like focus on the cost of living – it must stop its austerity drive and send a clear message to these employers to settle these disputes so public servants can be paid fairly,” said Duane Leo, National Secretary of the Public Service Association Te Pūkenga Here Tikanga Mahi.

“All these public servants want are fair deals for themselves and their families. That’s what these strikes are for, and we haven’t ruled out further industrial action if employers don’t bring that to the table,” said Leo.

Pickets and rallies will be held around the country – see the list at the bottom of this advisory for details.

Over 5,000 public servants at MSD will strike from 1pm-3pm. The bargaining covers roles across MSD, such as public servants who provide end-to-end income, housing, and employment support; process hardship grants, StudyLink loans, pension payments, and more; provide policy advice on changes to the welfare system; and support businesses with training pathways and recruitment.

Around 2,700 public servants at MBIE will strike from 1pm-5.30pm. The bargaining with MBIE covers immigration and visa officers, along with workers who operate New Zealand’s borders, advise on economic, business and regional investment; fund science and innovation; regulate building; manage the country’s energy system; and maintain consumer standards and market regulation. The largest group is Immigration Officers, most of whom earn around $70,000 a year.

More than 1,300 public servants at the DIA, NEMA, and MEC will strike from 1pm-6pm. DIA workers striking include those who process passports and documents recording our births, deaths, marriages and citizenship, National Library and Archives staff, gambling and anti-money laundering regulators, staff working on digital safety, child exploitation prevention, and violent extremism prevention, as well as community operations and emergency management roles.

List of strike pickets

• Northland– 1pm-3.30pm, BBQ/sausage sizzle at Laurie Hall Park, Whangārei
• Auckland CBD– 1.30pm-2.15pm, Te Komititanga Square (outside Waitematā Station, formerly Britomart)
• Auckland, Henderson– 1.30pm-2.15pm, Rotary Park, near the Corban Estate, Swanson Rd/Great North Rd/Lincoln Rd intersection
• Auckland, Manukau– 1.30pm-2.15pm, Manukau Plaza, cnr Osterley Way and Putney Way
• Mt Maunganui– 1.30pm-2.15pm, Truck bay across from Links Avenue Reserve, near Bayfair & driving range
• Hamilton– 1.30pm-2.15pm, 500 Victoria Street
• Ōpōtiki -1.30pm-2.15pm, 93 Church Street
• Rotorua -Leaving MSD’s regional office at 1pm, walking down to Kuirau Park together, back at regional office by 3pm
• Gisborne– MSD members are marching from 1pm to the Southern Cross room at HB Williams Memorial Library by 1.20pm. Meet DIA and MBIE there at 1.30pm
• Hastings– 1pm-3pm, MSD (including Flaxmere office) – Hikoi – Start at office, head to the police station, then clock tower, meeting in the square, then back around up Nelson St and back to the office
• Napier– 1pm-3pm, MSD (Including Taradale office)- Hikoi to the Sound Shell, meeting then head back around to office. Offer sent out to DIA and MBIE members to join along the way.
• Palmerston North– 1.15pm-2.15pm, The Clocktower in The Square/Te Marae o Hine
• Porirua– 1.30pm-2.30pm, Corner of Lyttelton Ave and Titahi Bay Rd
• Lower Hutt– 1.30pm-2.15pm, 2 Queens Drive, Hutt Central, Lower Hutt 5010
• Wellington City– 1.30pm-2.15pm, Wellington Cenotaph, 1 Bowen Street (Wet weather backup: St Paul’s Cathedral)
• Nelson– Meeting outside MSD on the Montgomery carpark side from 1pm. March to the bottom of Trafalgar Street – there from 1.15pm
• Christchurch– 1.30pm-2.30pm, Bridge of Remembrance
• Dunedin– 1.30pm-2.15pm, Exchange Square outside John Whitcliffe house/building for MSD, MBIE and DIA

Previous releases on these strikes

1 September: Govt should settle the industrial dispute not attack the workers raising it

1 September: 10,000 public servants to strike on 9 September

Previous industrial action leading up to these strikes

MSD stop-work meeting: Over 5,000 public servants at MSD the latest to hold stop-work meetings amid bargaining for better pay and service delivery

MBIE stop-work meeting: Thousands of MBIE workers hold stop-work meetings over pay dispute

DIA, NEMA, & MEC strike: PSA members at Department of Internal Affairs vote to strike as pay lags behind cost of living

The Public Service Association Te Pūkenga Here Tikanga Mahi is Aotearoa New Zealand’s largest trade union, representing and supporting more than 95,000 workers across central government, state-owned enterprises, local councils, health boards and community groups.

Source: Médecins Sans Frontières/Doctors Without Borders (MSF)

MSF warns that reduced funding is collapsing an already fragile health system, overwhelming remaining hospitals.

8 September 2026 – Amidst a brutal ongoing war and a catastrophic humanitarian crisis, people in Sudan face reduced access to healthcare as facilities across the country close their doors as the impact of broad and historic international aid funding cuts by governments begins to take hold.

Médecins Sans Frontières/Doctors Without Borders (MSF) warns that this withdrawal of support from an already chronically underfunded crisis is cutting off lifesaving care and pushing the few remaining hospitals to breaking point. As world leaders gather at the UN General Assembly, governments and institutional donors must protect funding for essential health services in Sudan and provide flexible transitional financing where facilities are at risk of closure.

With aid organisations pulling out, local clinics are left without the funds or medicines needed to function. For patients, this means enduring long, dangerous journeys just to receive treatment. As they seek help wherever they can, the few hospitals still operational are absorbing the overflow: between January and April 2026, admissions in MSF supported facilities in Zalingei and Rokero in Central Darfur jumped by 22.5 per cent compared to the same time last year. The situation has deteriorated even further as in May alone 45 general healthcare centres in Central Darfur stopped receiving support as the organisation that had been providing resources lacked funding.

“War is driving Sudan’s needs; funding cuts are shrinking the response,” says Muhammad Ibrahim, MSF Head of Mission in Sudan. “MSF’s work in Sudan is privately funded. But when funding disappears from other health services, clinics close, patients have fewer places to go, and pressure shifts to the facilities that remain, including ours.”

“Donors must protect essential health services and provide sustained, flexible funding to organisations that depend on it,” says Ibrahim.

In Tanedba camp, in Gedaref state, home to 18,400 refugees, the sudden departure of a humanitarian organisation in June resulted in the camp’s maternity and surgical wards closing. Pregnant women who need C-sections now face three-hour journeys to the nearest city. MSF has stepped in to run the emergency room there through the end of 2026.

In 2021, around 35 aid organisations were working in and around Um Rakuba camp in Gedaref state. Today, fewer than 10 remain. The camp now hosts around 17,000 refugees, mostly women and children.

“Our hospital in Um Rakuba is now the only lifeline left for both refugees and the local Sudanese community,” says Fabrizio Locuratolo, MSF Humanitarian Affairs Manager. “But the cuts here go well beyond healthcare. Food rations are shrinking and protection programmes are being dismantled, pulling away the last safety nets and leaving refugees completely exposed.”

After the US government announced the closure of USAID in 2025, the grants to many organisations funded to work in Sudan ended in June this year. Although the US government continues to be the largest donor to Sudan, providing funding to OCHA and other organisations, many of the existing healthcare providers have been unable to find alternative funding to continue providing services, with health facilities closing in Sudan as a result.

Just as health providers faced the impending removal of US support, many European governments also reduced their assistance to people in Sudan. European and multilateral aid budgets are also shrinking globally. OECD[1] preliminary data show that aid from EU institutions fell by 13.8 per cent in 2025, while several major European donors also reduced their overall aid spending. Globally, humanitarian aid fell by 35.8 per cent. These figures do not represent equivalent cuts to Sudan, where some European donors have maintained or increased their support. But they point to a sharply contracting international funding environment. In Sudan, that wider squeeze is compounding an already severe health crisis, as specific funding withdrawals and programme closures reduce access to healthcare.

“Closing a clinic does not remove a single patient. It just sends them to the next facility,” says Sebastián Traficante, MSF emergency coordinator in Darfur. “After a longer and more expensive journey, patients often arrive in a much more serious condition, and the hospital may already be full. MSF can reinforce some services, but we cannot absorb every closure.”

In Central Darfur’s Hamidiya displacement camp, a health centre that previously provided maternity, paediatric, and mental health care is now operating at sharply reduced capacity after an international aid organisation ended its support. Daily patient visits have dropped from 200 to barely 40, and vaccinations have stopped. The fall was not a sign that people had become healthier. They had stopped making the journey to a centre that could no longer treat them. A labourer in Darfur earns roughly US$1[2], a day. The US$2 transport fare to reach a working clinic therefore costs about two days’ wages, leaving residents to choose between healthcare and food. “That money could buy food instead,” a patient told MSF. “If there is no food, there can be no health.”

Despite the presence of around 50 NGOs in Tawila, critical gaps persist for up to 600,000 displaced people. MSF runs the only 200-bed hospital in the area and is the only organisation capable of mounting a large-scale epidemic response. Malaria and malnutrition cases are already rising despite limited rainfall, ahead of the peak of the rainy season – and we expect numbers to increase as the rain intensifies. In August, our teams admitted 191 severely malnourished children under five to our inpatient feeding centre, and nearly 22 per cent also tested positive for malaria.

These closures are happening during a large-scale, severely underfunded humanitarian crisis. The UN reports that 825,000 children under five are expected to suffer severe acute malnutrition and 19.5 million people faced crisis-level hunger earlier this year, meaning families either do not have enough food to eat or can only meet basic food needs by resorting to measures such as selling the assets they depend on to survive. Yet the UN’s $2.87 billion response plan is barely 41 per cent funded, and 37 per cent of Sudan’s health facilities are estimated to be completely out of service.[3]

[1] OECD – Organisation for Economic Co-operation and Development

[2] https://logcluster.org/sites/default/files/public/2026-03/market-monitor-sudan-report-february-2026.pdf

[3] According to the World Health Organization

MSF is an international, medical, humanitarian organisation that delivers medical care to people in need, regardless of their origin, religion, or political affiliation. MSF Australia was established in 1995 and is one of 24 international MSF sections committed to delivering medical humanitarian assistance to people in crisis. Every year more than 120 Australians and New Zealanders go on assignment with Médecins Sans Frontières working as: doctors, midwives, psychologists, laboratory technicians, human resource/finance coordinators, pharmacists, mental health specialists and logisticians. MSF delivers medical care based on need alone and operates independently of government, religion or economic influence and irrespective of race, religion or gender. For more information visit msf.org.au.