PM Edition: Top 10 Business Articles on LiveNews.co.nz for September 25, 2026 – Full Text

• Under the renewed agreement, SIA pilots will continue to operate five Boeing 777 freighters based at Singapore Changi Airport for DHL Express
• SIA will also oversee the maintenance of the aircraft, supporting reliable, time-definite express and e-commerce shipments
• The aircraft connect DHL’s South Asia Hub in Singapore with key destinations in the United States, strengthening air cargo links between the Asia-Pacific and global markets

SINGAPORE – Media OutReach Newswire – 24 September 2026 – DHL Express and Singapore Airlines (SIA) have renewed their crew and maintenance agreement for five Boeing 777 freighters based at Singapore Changi Airport.

Under the agreement, SIA pilots will continue to operate the five freighters, while SIA engineers will oversee their maintenance. These five freighters support DHL’s intercontinental air network, connecting its South Asia Hub in Singapore with key destinations in the United States.

“The renewal of this agreement underlines our commitment to building and investing in the network capacity that keeps global trade moving,” said Travis Cobb, Executive Vice President for Network Operations & Aviation, DHL Express. “These five Boeing 777 freighters have become an integral part of our intercontinental operations, helping our customers move time-definite shipments with speed and reliability. Singapore remains one of the world’s leading air logistics hubs, and together with Singapore Airlines’ proven operational expertise, gives us the strong foundation for enabling international trade and connecting businesses to global markets.”

“The renewal of our agreement with DHL Express reflects the strength and continuity of our partnership, which has supported the movement of express air freight between the Asia-Pacific region and key global markets via Singapore since 2022. This partnership leverages SIA’s operational expertise and DHL Express’ global logistics network to reinforce Singapore’s role as a leading air freight hub, particularly in the e-commerce segment,” said Lee Lik Hsin, Chief Commercial Officer, Singapore Airlines.

The five Boeing 777 freighters, which entered service progressively from 2022, provide reliable air capacity needed to support time-sensitive cross-border trade. Each aircraft can carry up to 102 tons of cargo and is among the world’s largest, longest range, and most capable twin-engine freighters.

With Singapore as the home base for the dual-liveried Boeing 777 freighters, the partnership deepens DHL’s global aviation capabilities while anchoring more long-haul cargo capacity at Changi. It reflects both companies’ confidence in the long-term growth of international trade and the central role of reliable air connectivity in supporting global supply chains.

https://group.dhl.com/press

Hashtag: #DHLExpress #SingaporeAirlines

DHL – The logistics company for the world

About Singapore Airlines

The collaboration brings together three entities licensed by the Securities Commission Malaysia (SC): Luno, a registered Recognised Market Operator (Digital Asset Exchange), as well as Halogen Capital and Kenanga Investors, both Capital Markets Services Licence (CMSL) holders operating tokenised funds and mandates.

The initiative aims to demonstrate real-time Delivery-versus-Payment (DvP) settlement for fund subscriptions and redemptions, reducing the settlement windows that currently apply on conventional rails.

About the Initiative

UMYR is proposed to be issued by a dedicated, ring-fenced issuance entity within the Luno group, and backed one-for-one by Ringgit held onshore in a segregated account with a regulated banking partner.

Under the proposed initiative:

• Luno (Issuer) will mint and burn UMYR on a strict 1:1 basis against Ringgit received or disbursed, manage institutional onboarding and wallet whitelisting, and provide daily reserve reconciliations supported by independent third-party reserve attestations.
• Halogen Capital and Kenanga Investors (Fund Partners) will participate as use-case fund managers, accepting UMYR for subscription and redemption settlements into their tokenised money market funds, while retaining sole responsibility for fund management, unit registry and investor obligations under their CMSL licences.

The initiative is designed as a closed-loop, business-to-business arrangement among whitelisted institutional participants. No retail clients will be onboarded, involved or served during the stablecoin initiative.

Scarlett Chai, Country Manager (Malaysia), Luno said, “With Malaysia’s digital asset ecosystem moving from foundational setup to institutional capability, infrastructure like UMYR is essential. By providing a 1:1 Ringgit-backed, fully segregated settlement instrument, we are showing how on-chain liquidity and real-time DvP settlement can operate seamlessly and responsibly within Malaysia’s existing regulatory framework alongside licensed industry leaders.”

Hann Liew, Founder and CEO, Halogen Capital, said, “As an early adopter of tokenised funds in Malaysia, testing UMYR as a dedicated settlement instrument aligns perfectly with our vision for modern asset management. Working within a regulated framework alongside SC-licensed partners ensures we can deliver faster, safer fund operations for institutional participants.”

Datuk Wira Ismitz Matthew De Alwis, Chief Executive Officer and Executive Director, Kenanga Investors, said, “This will further complement our asset tokenisation efforts. Paired with next-generation settlement infrastructure, we believe that the initiative will bring the industry much closer to unlocking the full benefits of tokenisation, building on the foundations we established with the launch of Myrra and Malaysia’s first tokenised funds. As we explore this opportunity, our fiduciary obligations remain unchanged, and we will continue to engage closely with regulators.”

What this means for Malaysia’s Capital Markets

The collaboration marks a step towards testing regulated digital asset infrastructure alongside Malaysia’s existing fund management ecosystem. Key features of the proposed initiative include:

• Faster settlement: Real-time DvP settlement for fund subscriptions and redemptions, compared with conventional settlement windows.
• Full reserve backing: UMYR is designed to be backed 1:1 by Ringgit held onshore in segregated accounts, with daily reconciliation and independent attestation.
• Responsible innovation: By testing UMYR with regulated Parties, it ensures future development of on-chain settlement in Malaysia rests on tested controls rather than untested assumptions.

Building Regulated Digital Asset Infrastructure for Malaysia

The initiative builds on Luno’s track record as the first digital asset exchange regulated by the SC, trusted by over 1 million Malaysians and offering the country’s largest SC-approved list of digital assets. By bringing a fully reserved, Ringgit-backed settlement instrument together with tokenised funds managed by licensed capital market institutions, the Parties aim to show how blockchain settlement can operate within, rather than around, Malaysia’s regulatory framework.

It records the Parties’ commercial intent to collaborate and does not itself constitute a commitment to launch UMYR or the initiative. Participation remains subject to regulatory engagement and the execution of definitive agreements.

The partnership was announced at the Luno Institutional Digital Asset Conference (LIDAC), Malaysia’s flagship digital asset conference for institutions. Held at M Resort & Hotel, Kuala Lumpur, the conference examined the next phase of Malaysia’s digital asset industry, spanning stablecoins, tokenisation, real-world assets, custody and compliance.

Over 500 institutional fund managers, financial advisors, regulators, compliance leaders and Web3 pioneers from across the region gathered to discuss best practices in custody, compliance and risk management. Building on the inaugural edition in 2025, this year’s programme reflected a market moving from establishing foundations to building the infrastructure, governance and institutional capabilities needed for responsible adoption at scale.

For further information, visit Luno Malaysia’s official Facebook and Instagram pages.

Hashtag: #Kenanga #Fintech #Luno #KenangaInvestmentBankBerhad

About Kenanga Investors Berhad 199501024358 (353563-P)

About Luno

Source: Fonterra Co-operative Group Ltd

24 September 2026

• Total cash returns to shareholders1: $19.6 billion
• FY26 total cash dividends, fully imputed: 73 cents per share, up from 57 cents
• 2025/26 final Farmgate Milk Price: $9.69 per kgMS
• 2025/26 final Organic Milk Price: $14.13 per kgMS
• Total Group:
• Operating profit: $3.4 billion, up 97.6% on prior year, including a $1.2 billion Mainland divestment benefit
• Profit after tax: $2.6 billion, up 142%
• Underlying business2:
• Operating profit: $1.8 billion, up 23.6% on prior year
• Earnings of 71 cents per share, up 17 cents
• Return on capital: 14.2%, up from 11.7%
• FY27 forecast underlying earnings range: 65-85 cents per share
• 2026/27 forecast Farmgate Milk Price: $9.50 per kgMS, with a range of $8.50 – $10.50 per kgMS
• 2026/27 forecast Organic Milk Price: $14.30 per kgMS, with a range of $13.30 – $15.30 per kgMS

Fonterra Co-operative Group Ltd has today reported its FY26 annual results, delivering $27 billion in revenue and nearly $20 billion in cash returns to New Zealand farmer owners and unit holders.

The final Farmgate Milk Price for the 2025/26 season was $9.69 per kgMS. The Co-op also declared a final fully imputed dividend of 33 cents per share, bringing fully imputed total dividends for the year to 73 cents per share. This includes the 24 cent interim dividend and 16 cent special Mainland dividend paid in April.

Fonterra Chairman Peter McBride says the Co-operative has continued building momentum and delivered at the top end of its performance expectations.

“Consistency is important to farmers and our shareholders. We’re proud of the collective effort that’s delivered another strong result, at the top end of our earnings guidance. The team hasn’t missed a beat despite the Mainland divestment process and the significant change that followed. Richard’s transition into the CEO role has been seamless and it’s exciting to see the energy his team is putting into building off this strong position.”

Fonterra CEO Richard Allen says the Co-operative’s disciplined approach to strategic execution has once again generated strong results.

“FY26 was a year of delivery. Our teams collected, processed and shipped near record volumes of milk, allocated products for the highest possible returns, and reliably delivered them to our customers right around the world.

“Despite some challenging conditions, including weather events and geopolitical volatility, we leveraged our full supply chain network and logistics partnerships to keep milk moving, achieving record shipping volumes and materially improving our delivery performance,” says Mr Allen.

Performance

Total Group reported operating profit was $3.4 billion, up from $1.7 billion last year, including the Mainland divestment benefit of $1.2 billion. Reported profit after tax was $2.6 billion.

“One year ago, we set a target for earnings to return to FY25 levels within three years if the Consumer and associated businesses were divested,” says Mr Allen.

“I’m pleased to share that our team’s focused execution of strategy in FY26 has got us to that target already, with underlying operating profit for our continuing business of $1.8 billion and profit after tax of $1.2 billion, equivalent to 71 cents per share.”

The Co-operative’s return on capital was 14.2%, above our target range of 10-12% and showing the value of our focused business-to-business (B2B) strategy.

“Our Ingredients business delivered $1,293 million in operating profit, supported by strong global protein demand, favourable pricing and product mix decisions. In Foodservice, we achieved $547 million in operating profit, which was driven largely by volume and pricing growth across all product categories and markets,” says Mr Allen.

Strategy

Mr Allen says Fonterra’s strategy to create value for farmers through disciplined capital choices, operational efficiencies, innovation and a customer focus is delivering results, and will continue to guide its new era as a B2B Co-op.

“Our foundations are in our New Zealand milk supply, and as we move forward as a B2B Co-op, we’ll stay focused on making our farmer offering as competitive as possible. This includes helping farmers with practical tools and services to make compliance easier and targeted support for the next generation of Co-op farm owners.

“This year, we also confirmed the planned expansion of our organic milk business into the South Island and are continuing with our recruitment drive for more organic farmers across the country to meet growing demand, off the back of a record organic milk price of $14.13 per kgMS.

“Our New Zealand milk is complemented by our high value, off-shore whey protein sourcing, which in FY26 continued to deliver outstanding returns to the portfolio.

“Our priorities in FY26 were to complete the Mainland Group sale, unlock new manufacturing capacity, and continue with our Enterprise Resource Planning (ERP) software roll-out. I’m pleased to report that we have executed on all of these this year.

“Following approval from our farmer shareholders, we completed the sale of Mainland Group in March and have been working to ensure a smooth separation of the two businesses.

“We progressed our capital investment programme and invested $1 billion in essential sustainability and growth projects.

“And finally, our ERP system replacement is on track and on budget, with five sites now live and two more planned for later this year.

“These priorities will continue into 2027 as we maintain our focus on investing for growth, operational efficiency and digital transformation.

“This year, we also continued with our sustainability efforts and made progress on a programme of long-term energy resilience projects across multiple sites to improve energy security, reduce gas usage and support our emissions targets and future processing growth.

“Today, we are announcing the Co-op will invest an incremental $1 billion over the next three years in the South Island to accelerate and expand our protein manufacturing network and improve our environmental performance, including our impact on water and emissions.

“These projects position the Co-op to respond to changes in how people want to consume dairy, with a growing focus on sustainably produced, protein-rich and nutrient-dense foods. They are critical to our future value growth and improve our optionality, increase our capacity and, as a result, strengthen returns for farmers and shareholders over the long term.

“Using the capital retained from the Mainland Group divestment, alongside our strong cashflow, this additional investment will help us move more milk from whole milk powder and commodities into high-value products, strengthen partnerships with existing customers, and pursue new opportunities as demand for advanced proteins continues to grow.

“Once operational in 2029, the investment is expected to create around 50 – 60 permanent roles, as well as supporting local businesses involved across the construction projects.”

Over the next three years, Fonterra expects total capital investment to be approximately $1.3-1.6 billion per annum.

Outlook

“Looking ahead, we’re planning for another season of strong milk supply. However, we are also well prepared for an El Niño weather pattern should this eventuate,” says Mr Allen.

The Co-operative is forecasting milk collections for the 2026/27 season to be just above 1.6 billion kgMS, and a Farmgate Milk Price of $9.50 per kgMS with a range of $8.50 – $10.50 per kgMS. The 2026/27 Organic Milk Price forecast is $14.30 per kgMS within a range of $13.30 – $15.30 per kgMS.

Having reached the target for earnings to return to FY25 levels, Fonterra will no longer report on that target and will revert to its prior practice of forecasting earnings for the relevant financial year.

Accordingly, the Co-operative’s forecast earnings range for FY27 is 65-85 cents per share. This improving outlook reflects continued delivery from our B2B businesses, as they continue to grow high-value demand across our markets. Geopolitical volatility remains and with only two months complete, previous seasons tell us that things can always change.

“This year, we’ve delivered a strong set of results, executed on our priorities and positioned the Co-op for a new phase of value growth as a global B2B dairy ingredients provider,” says Mr Allen.

“The sale of Mainland Group was a significant step forward. Now, as we head into an increasingly changing world, our farmers’ quality, grass-fed milk, combined with our flexible assets, reliable supply chain and deep customer and market presence will help us deliver growth into the long-term.

“We’re building on our strong foundations, focused on making Fonterra’s products the world’s most sought-after source of nutrition and fostering an enduring Co-op for generations.”

Notes to editor: 1 Total cash payments to shareholders includes milk payments over the 2025/26 season for Fonterra farmers, ordinary and special cash dividends declared and the Mainland capital return during FY26. 2 Underlying performance is Fonterra’s continuing operations represented as if the Mainland transaction had occurred for the full period to provide a comparative of Fonterra’s continuing operations and align with the Pro forma historical financial information disclosed in the Notice of Special Meeting 2025 (29 September 2025).

About Fonterra As a global B2B dairy provider, we go to market through our global Ingredients brand NZMP <https://www.nzmp.com/global/en.html> and global Foodservice brand Anchor Food Professionals <https://www.anchorfoodprofessionals.com/global/en.html>. We provide high-quality products, valued for our dairy innovation and science expertise and New Zealand provenance, to customers in more than 100 countries around the world.

Three-phase roadmap prioritizes photonics, power semiconductors, and sensors to advance the “Made in Thailand” chip initiative, targeting over 230,000 new jobs.

BANGKOK, THAILAND – Media OutReach Newswire – 24 September 2026 – Thailand has approved its first national strategy for the semiconductor and advanced electronics industry, establishing a long-term framework to build an integrated domestic ecosystem spanning chip research and design, front-end manufacturing, conventional and advanced assembly, packaging and testing, and high-value electronics applications.

Approved on Thursday by the National Semiconductor and Advanced Electronics Policy Board, chaired by Deputy Prime Minister and Finance Minister, Mr. Ekniti Nitithanprapas, the strategy targets about $80 billion in cumulative investment and about $150 billion in annual industry revenue by 2050. It also aims to create more than 230,000 new jobs under Thailand’s long-term “Made in Thailand” chip initiative.

“This is Thailand’s first comprehensive national framework for building semiconductor capabilities and moving the country into higher-value activities across the global supply chain,” said Mr. Ekniti. “It gives investors a clear view of our technology priorities, infrastructure commitments and workforce-development plan through 2050.”

The roadmap will be implemented in three phases. By 2030, Thailand will reinforce its established assembly and testing base, scale advanced packaging capabilities and lay the foundations for front-end wafer production. By 2040, it will seek more anchor investors in upstream activities, including chip design, wafer fabrication and advanced-technology manufacturing, to fill gaps in the supply chain. By 2050, Thailand aims to have a complete domestic supply chain. Thai companies are expected to grow into local champions that co-develop innovation and hold key positions in the chain.

The strategy identifies three priority technology platforms aligned with Thailand’s industrial strengths and global demand: photonics for artificial intelligence, data centers and high-speed communications; power semiconductors for electric vehicles, energy-storage systems and power grids; and sensors, building on Thailand’s micro-electro-mechanical systems (MEMS) capabilities, for connected devices, automation, automotive, smart devices and medical applications.

Implementation will be supported through five coordinated mechanisms: tax incentives, grants and low-interest financing; high-skilled workforce development with industry and academic partners; upgraded research and chip-design infrastructure and partnerships between foreign and Thai companies; investment-ready infrastructure, including cluster sites, reliable water and electricity, clean energy and disaster-resilience systems; and regulatory reform and business facilitation for foreign investors and Thai suppliers including a broader market access through FTAs.

The board also approved a workforce program under the national strategy coordinated by the Ministry of Higher Education, Science, Research and Innovation with universities, research institutes, industry and international partners. By 2030, the program aims to develop 86,600 people, including 84,900 highly skilled personnel and approximately 1,700 advanced researchers, through specialized curricula, industry placements, overseas training, and programs for faculty members, researchers and technical instructors.

The strategy builds on strong investment momentum. From 2023 through the first half of 2026, the BOI received investment-promotion applications for 879 semiconductor and advanced electronics projects worth about $27.2 billion (909 billion baht). The projects span chip production at various stages, printed circuit boards (PCBs), hard disk drives, AI servers, networking and power-management equipment, and electronic parts for vehicles and office equipment.

Infineon Technologies, the world’s largest maker of power semiconductors and automotive chips, will open its first Thai factory in Samut Prakan on Oct. 1. The facility will produce and package advanced power modules for electric vehicles, energy storage, clean energy and advanced electronics. Infineon also plans to establish an R&D center, develop joint curricula with Thai educational institutions and employ more than 5,000 people in Thailand at full operation.

Thailand’s expanding ecosystem also includes Foxsemicon Integrated Technology in semiconductor-equipment supply, Analog Devices in analog and mixed-signal chips, Zhen Ding Technology in printed circuit boards, Terahop in optical communications, and Malaysian Pacific Industries (MPI) in semiconductor assembly, packaging and testing.

“The ‘Made in Thailand’ chip initiative will bring together the country’s technology, infrastructure, investment and talent through a strong, coordinated and comprehensive national plan to turn this ambition into reality,” said Mr. Narit Therdsteerasukdi, Secretary General of the Thailand Board of Investment (BOI). “For semiconductor investors, specialized talent is as critical to site selection as infrastructure and incentives. The strategy is also designed to provide a dependable workforce pipeline for faster ramp-up and long-term expansion.”

Note: Investment, revenue and job figures are strategy targets. The U.S. dollar equivalent of 909 billion baht is based on an exchange rate of approximately 33.44 baht per dollar.

https://www.boi.go.th/en/index/

Hashtag: #Thailandboardofinvestment #BOI #FDI #Investment

Thailand Board of Investment (BOI)

Source: Federated Farmers

Federated Farmers is welcoming Labour’s commitment to review the Sharemilking Agreements Act and is calling on the other major parties to do the same.

Labour Party agriculture spokesperson Jo Luxton announced at the NZ Guild of Agricultural Journalists and Communicators’ ag policy debate last night that a Labour Government would “review and fix” the Act.

“It is something the sector has been asking for. We’ve listened and we will deliver,” Luxton said.

Federated Farmers sharefarmer chair Sam Ebbett says Labour’s commitment is a positive step towards bringing the legislation into line with modern dairy farming.

“We’ve been calling for this review of the Sharemilking Agreements Act because the legislation has failed to keep pace with the way dairy farming operates today.

“Contract milking is now a major part of the dairy progression pathway, but contract milkers sit outside the Act because they’re paid a negotiated rate rather than a share of returns.

“So, even though contract milkers perform essentially the same role as variable-order sharemilkers, they can have quite different protections under the law because of how they’re paid.

“We don’t think that’s a good enough outcome – and a review of the law is urgently needed.”

There were 1,367 dairy herds operated by contract milkers in the 2024/25 season, representing 13.2% of all herds.

Unlike variable-order sharemilkers, contract milkers aren’t guaranteed the minimum terms and dispute-resolution process provided by the Act and Sharemilking Agreements Order 2011.

Instead, they rely on their individual agreements and general contract law, even where there’s a significant imbalance in bargaining power.

Ebbett says that is increasingly out of step with the role contract milking plays in helping young farmers establish themselves in the industry.

“The Sharemilking Agreements Act was designed to provide a statutory floor for sharemilkers, but the industry has changed hugely since then.

“Contract milking has become a really important first step into self-employment for a lot of young farmers, and we need a framework that gives them confidence in those arrangements.”

Federated Farmers sharefarm owner chair Brendan Attrill says the issue also matters for farm owners, particularly those using sharemilking and contract milking as part of succession and business planning.

“Sharemilking and contract milking are critical entry points into dairy farm ownership and succession pathways,” Attrill says.

“They allow the next generation to build capability and capital while providing established farmers with a practical way to transition out of the business.”

Attrill says the Sharemilking Agreements Act also predates modern arrangements such as hybrid contracts, processor incentives and environmental payments.

“We’ve got a dairy industry operating in a very different commercial environment from what this legislation was originally designed for back in the 1930s, especially with the increase in contract milking since the 2010s.

“We need the legislation to reflect how farming businesses actually operate today, while keeping the flexibility that makes these different progression pathways work so well.”

Federated Farmers wants a review to consider whether the framework can provide appropriate and consistent minimum protections for comparable dairy operating arrangements, without converting operators into employees.

It also wants coverage to reflect the nature of the work rather than simply how an operator is paid, greater clarity around new revenue and incentive payments, and clearer, more accessible and proportionate dispute-resolution mechanisms.

Federated Farmers has written to the major political parties asking them to commit to reviewing the Sharemilking Agreements Act 1937 and Sharemilking Agreements Order 2011.

“It’s great to have Labour on board – but now we’re calling on the other major parties to make the same commitment,” Ebbett says.

“This shouldn’t be a partisan issue. There is a clear case for updating legislation that was written in the 1930s to reflect how the dairy sector actually operates today.”

“It’s time to bring the law into the 21st century.”

Source: Natural Health Products New Zealand

Exporters of dietary supplements have strongly welcomed a government proposal to overhaul restrictive export rules, calling it a critical step towards unlocking massive growth in one of New Zealand’s most innovative value-added sectors.

Food Safety Minister Andrew Hoggard has announced proposed regulatory changes that will allow New Zealand exporters to make therapeutic claims in line with importing country requirements. Crucially, the reforms will exempt export-only products from domestic compositional requirements, including rules around food additives and maximum daily doses for vitamins and minerals.

See Minister’s announcement here: https://www.beehive.govt.nz/release/improvements-proposed-level-playing-field-dietary-supplements-exporters

Natural Health Products New Zealand (NHPNZ) described the move as a massive milestone for an industry already worth NZ$2.3 billion annually. By removing duplicated compliance, the reforms are projected to unlock up to NZ$500 million a year in additional export opportunities.

Capitalising on a NZ$300 Billion Global Market

The global dietary supplements market is currently estimated at NZ$300 billion. Driven by consumer shifts toward proactive health management, the sector is structurally outpacing conventional packaged foods.”

“This will be a game changer for our industry,” said NHPNZ Government Affairs Director Samantha Gray. “Without a doubt, this will free up exporters from decades of red tape, saving time and money. It means New Zealand businesses-ranging from innovative start-ups and SMEs to large enterprises-can better tap into fast-growing markets across Asia, the Middle East, North America, and Europe.”

For decades, outdated regulations forced manufacturers to meet both New Zealand’s strict domestic food rules and those of the destination country, even if the product was never intended for local sale. The new framework allows businesses to manufacture export-only products tailored strictly to international regulations and market-driven demands.

Protecting IP and Supporting High-Value Jobs

The reforms will strengthen New Zealand’s position as a trusted, world-class manufacturing and research hub for dietary supplements, nutraceuticals, functional foods, and specialized ingredients. By enabling companies to commercialise locally developed research and build unique ingredients, the changes will protect valuable intellectual property (IP).

Furthermore, the growth will support highly skilled kiwi jobs across the entire value chain, from high-tech manufacturing and R&D to export services and new product development. The reform directly supports the Government’s strategic target to double New Zealand’s exports by value over the next decade.

Urgent Call for Implementation and Future Reform

While some technical amendments will also be rolled out to modernise domestic regulations, NHPNZ cautions that this is a first step, not the finish line.

“Our priority now is getting the regulations right and putting them into effect without further delay,” said Ms Gray. “Exporters urgently need a clear, workable pathway across the full range of dietary supplements. NHPNZ is committed to working closely with the Government and agencies to nail down the details so the benefits start flowing immediately.”

“A lack of regulatory reform over many years has left us lagging behind international trading partners. The fact that our sector has grown to its current scale is a credit to the people backing it. We will continue pushing the government for further, fast-paced reform to accelerate growth for this rising star of New Zealand’s value-added economy.”

About the Natural Health Products Industry

New Zealand is an internationally recognised source of high-quality natural health products, leveraging its natural environment, agricultural history, and unique biological resources. From harnessing the antibacterial properties of mānuka honey to isolating bioactive properties in locally grown fruit, the sector has a long track record of premium innovation. Key exports include marine oils, plant, fruit and marine extracts, value-added honey products, deer velvet, collagen and extracts from wool, probiotics, antioxidants, botanical and dairy bioactive products-all backed by stringent manufacturing standards and world-leading animal health status.