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

Source: Paddock to Pantry

9 October 2026

A $25 million expansion programme by an independent New Zealand grocery retailer is set to create up to 1,000 jobs and bring greater supermarket competition to underserved communities nationwide over the next five years, as the business sets its sights on becoming the country’s third-largest grocery retailer.

The company is also calling for the establishment of a government-backed Supermarket Growth Fund to provide low-interest loans to privately owned grocery operators, arguing it would be a comparatively low-cost way to accelerate competition by helping existing independent operators expand more rapidly.

Paddock to Pantry, which recorded a 197% increase in sales over the past year, plans to open more than 20 new grocery stores at a rate of approximately one every three months, beginning with Kinloch, near Taupō, in December 2026, followed by new locations on the North Island’s East Coast and South Auckland in the first quarter of 2027.

The expansion would take its physical retail network from two stores in Karaka and Kahawai Point, Glenbrook, to more than 22 nationwide, while transforming the business from a predominantly online grocery operator into a national bricks-and-mortar supermarket chain.

E-commerce currently accounts for around 90% of the company’s sales, but is expected to fall to approximately 33% within five years as its physical network grows.

The company will target communities underserved by existing supermarket competition, introducing the same competitive grocery promotional pricing across its stores regardless of location. The company says this will help reduce geographic price disparities and put pressure on established supermarket operators in areas where consumers have limited choice.

The five-year investment programme includes approximately $10 million in new retail stores, a proposed 5,000sqm distribution centre and an expansion of the company’s delivery fleet to 25 vehicles.

John Kennerley, Paddock to Pantry business manager, says changes to supermarket competition settings have provided the foundation for independent operators to compete with the major grocery chains, but the rate at which privately owned businesses can expand remains constrained by access to capital.

He says the company has already established the distribution infrastructure, supplier relationships and purchasing scale needed to support a larger retail network, meaning further expansion is primarily a matter of securing premises, fitting out stores and recruiting staff.

“The groundwork has already been done through the changes to supermarket competition settings. Those reforms have opened the door for independent operators like us to compete, and we’ve demonstrated that the model works.

“We’ve already done much of the heavy lifting. We have the distribution infrastructure in place, direct relationships with the major grocery manufacturers and a pricing model that allows us to compete.

“Suitable retail sites are available, and we’ve identified locations where we believe there’s sufficient demand for another supermarket.

“Scaling from here is largely a matter of securing the capital to fit out stores, stock shelves and employ local people.

“That’s why access to low-interest funding could make such an immediate difference. We’re not asking the Government to fund the creation of a new supermarket business. We’re talking about helping established operators replicate a model that’s already working,” he says.

Kennerley says a Supermarket Growth Fund could allow New Zealand’s second tier of privately owned grocery competitors to double or triple their expansion rates, bringing forward investment, employment and pricing benefits that might otherwise take years to achieve.

He says the Government would not need to build or operate supermarkets itself, but could instead provide commercially assessed, repayable loans to businesses with established operations and credible expansion plans.

“Unlike the major supermarket groups, privately owned operators don’t have access to the same financial resources, so expansion has to be funded progressively.

“With access to low-interest, repayable loans, we believe we could at least double our current rollout and potentially triple it. That would mean more supermarkets opening and more jobs being created over the same period.

“We don’t necessarily need another major overhaul of supermarket competition policy. The existing settings are starting to work, but it takes time for independent competitors to build scale.

“Rather than waiting for another international supermarket chain to enter New Zealand and establish a national network from scratch, we could accelerate the growth of businesses already operating here.

“For a relatively modest financial commitment, the Government could unlock substantially greater private investment and bring meaningful competition to underserved communities much sooner,” he says.

Paddock to Pantry’s first new store will be a 500sqm grocery outlet in Kinloch, with larger supermarket-format sites planned for the East Coast and South Auckland.

The company is seeking sites ranging from 500sqm to 1,800sqm, with larger stores expected to employ around 50 people each. The programme could create up to 1,000 retail jobs, alongside additional employment in warehousing, transport and distribution.

Kennerley says the strategy is focused on locations where limited supermarket choice has historically reduced competitive pressure on grocery prices, including both regional centres and metropolitan suburbs.

Paddock to Pantry’s growth follows changes to wholesale grocery access arrangements, which enabled the company to establish the purchasing volumes needed to negotiate directly with major manufacturers.

The business recorded a 197% increase in sales in the 12 months to 31 July 2026, off a multimillion-dollar sales base, and now processes thousands of orders daily, carries more than 2,000 products and sources more than 99% of its purchasing by value directly from manufacturers.

Kennerley says these supplier relationships and the scale of its existing online operation provide the foundation for its physical store expansion.

“We’re not building a handful of specialty food stores. Our ambition is to become New Zealand’s third-largest grocery retailer and provide a genuine alternative to the two dominant supermarket groups.

“We’ve demonstrated that we can compete online on price, range and service. The next stage is translating that into a physical network that brings those benefits directly into more communities,” he says.

The retailer’s established foodservice operations will also help support the expansion, allowing smaller stores to combine traditional grocery retailing with prepared food and other services suited to local demand.

Larger sites will operate more closely to a conventional supermarket model, while smaller stores will have greater flexibility to tailor their offerings to individual communities.

Kennerley says improved road infrastructure between Auckland, Hamilton and Taupō has also helped make expansion more commercially viable by allowing more efficient distribution across wider geographic areas.

The company’s proposed new 5,000sqm distribution centre will increase capacity beyond its existing infrastructure, servicing both its growing brick-and-mortar network and nationwide online grocery operation.

“Every new supermarket represents local employment, investment in commercial property and additional demand for transport and distribution services, as well as greater choice for consumers.

“We believe New Zealand’s next major source of supermarket competition can come from the privately owned operators already in the market. The opportunity now is to give those locally owned businesses the means to grow much faster,” he says.

DAVIS, US – Media OutReach Newswire – 9 October 2026 – BINGXUE, a mass-market tea beverage brand from Shandong, has opened its first U.S. store in Davis, California. After expanding into Southeast Asia, Central Asia, Africa, and other international markets, the brand has officially entered North America, marking another milestone in its global expansion. Backed by years of investment in supply chain capabilities, international compliance, and overseas store operations, BINGXUE is accelerating its international expansion and bringing Chinese tea beverages to consumers around the world.

On October 2, BINGXUE officially opened its first U.S. store in Davis, California, drawing strong foot traffic and sustained crowds throughout the day. From the moment the store opened, large numbers of local consumers gathered to explore the brand and line up for their favorite products. The line stretched more than 50 meters along the street, creating a striking new consumer destination in the neighborhood. Several signature soft serve and beverage products sold out within half a day, while customer traffic remained consistently high throughout the day, with staff working at full capacity to serve customers. According to store data, more than 1,000 beverages were sold on opening day, quickly generating strong consumer interest in the local market. The store quickly became a popular new destination in Davis, with many local residents sharing their visits on social media and generating widespread local buzz.

The grand opening also received significant attention and support from local government and business representatives. Davis Mayor Donna Neville attended the ribbon-cutting ceremony in person, joining the BINGXUE team to mark the official opening of the brand’s first North American store. Following the ceremony, Mayor Neville visited the store to learn more about BINGXUE’s ingredient standards, product portfolio, and global supply chain, and sampled several of the brand’s signature tea beverages. The beverages were well received for their quality and refreshing flavors, further strengthening BINGXUE’s connection with the local community and highlighting its growing presence in the market. The warm and engaging exchange throughout the event helped bring the brand closer to the local community and support its deeper integration into the North American market.

Representatives from the local chamber of commerce also attended the grand opening to congratulate the BINGXUE team and engaged in in-depth discussions with the brand on topics including localized operations, integration into the local business community, and opportunities for community collaboration. The recognition and welcome from the local business community provide a strong foundation for BINGXUE to establish a long-term presence in California.

This achievement reflects the brand’s long-term investment in supply chain development, compliance systems, and product localization. Although its first U.S. store opened only this year, BINGXUE began preparing for FDA requirements related to relevant ingredients three years ago, while its supply chain planning started even earlier. The company has spent years preparing its ingredients, certifications, production processes, and compliance systems for the U.S. market. The launch of its first store was therefore the result of long-term planning rather than a short-term market test.

Founded in Shandong in 2014, BINGXUE began its international expansion in 2023. In just three years, the brand has entered 18 countries and regions, with more than 5,000 contracted stores worldwide. Of these, more than 2,000 are overseas, with over 1,500 overseas stores already in operation, while the overseas store closure rate remains below 1%. From Southeast Asia to North America, BINGXUE continues to expand its global footprint.

BINGXUE’s global expansion strategy did not begin simply with opening stores overseas. It began with the long-term development of its brand, supply chain, and international compliance capabilities. BINGXUE is the first Shandong-based tea beverage brand to enter the U.S. market. Its ability to establish a presence in one of the world’s most competitive consumer markets, with stringent market-entry requirements, demonstrates the strength of its broader business and operational capabilities.

On the product side, BINGXUE offers a diversified portfolio spanning fresh fruit teas, milk teas, signature soft serve, yogurt smoothies, and other categories to cater to different tastes and consumption occasions. According to research by Champ Consulting, BINGXUE’s matcha soft serve ranks No. 1 globally in sales.

In terms of store experience, BINGXUE’s new 8.0 store format enhances customer engagement through a five-senses approach and premium aesthetics, while maintaining the same pricing structure and continuing its positioning of “premium experience at accessible prices.” The choice of Davis for its first U.S. store was not a simple replication of its domestic model, but a decision based on the city’s university ecosystem and young consumer base, supported by localized adjustments.

Many may ask why BINGXUE chose Davis rather than a major city such as Los Angeles or San Francisco for its first U.S. store. The answer lies in the character of the city itself.

Davis is one of the birthplaces of the U.S. “Farm-to-Fork” movement, where local ingredients and sustainable agriculture are deeply embedded in everyday life. UC Davis is consistently recognized as a leading institution in agriculture and food science. This strong emphasis on ingredients closely aligns with BINGXUE’s “Global Flavors Season” concept, which explores source regions and local flavors.

As a classic college town, Davis has a large student and university-affiliated population, while its diverse and open-minded community provides a strong audience for new-style tea beverages. Rather than competing for traffic in a major metropolitan market, BINGXUE positioned its first store close to consumers who value ingredients and are willing to try new products. In Davis’s competitive tea beverage market, the brand has also differentiated itself through accessible pricing and distinctive flavors that resonate with local consumers.

Successful international expansion for a tea beverage brand depends on far more than store operations. It requires an integrated system covering ingredients, production, certification, warehousing, logistics, and training. BINGXUE established its own factory as early as 2018. In August 2026, the BINGXUE Industrial Park officially opened in Qihe, Shandong, with a total investment of RMB 660 million, integrating manufacturing, R&D, training, and supply chain operations.

The industrial park includes production facilities covering key product categories such as powdered beverages, juices and jams, tea, and dairy products, supported by an R&D center and business training system. Together, these capabilities form an integrated chain spanning raw-material production, product development, staff training, warehousing, logistics, and store operations. More than 80% of BINGXUE’s raw materials are currently supplied by its own factories.

The company has also established a three-tier logistics network consisting of central warehouses, regional warehouses, and partner warehouses, supporting stores worldwide through domestic warehousing, overseas warehouses, and localized production.

Meanwhile, to meet food safety and production requirements across different countries and regions, BINGXUE has continued to strengthen its international compliance capabilities and has obtained six international certifications and related qualifications, including Halal, ISO 22000, HACCP, and FDA-related certifications and approvals. From factories to overseas warehouses, and from ingredient certification to store training, BINGXUE is gradually converting years of industrial investment into overseas operating capabilities.

For BINGXUE, international expansion also means building a supply chain capable of supporting operations across different markets. The company has taken a more asset-intensive approach, building the infrastructure and capabilities needed to support its expansion into the U.S. market.

The first U.S. store is only the beginning. A second U.S. location is already in development and is expected to open on Oxnard Boulevard in California. As Jiang Huabei, founder and general manager of BINGXUE, said, “The overseas market offers greater room for growth than the domestic market. If you decide to enter it, the goal should not be simply to test the waters, but to build for the long term, develop the market thoroughly, and meet unmet consumer needs.”

Going forward, BINGXUE will continue to build on its supply chain capabilities, focus on product development, and strengthen localized operations as it steadily advances toward its goal of reaching 10,000 stores worldwide within three years. With its entry into North America, BINGXUE is bringing Chinese tea beverages to more consumers around the world and opening a new chapter in the international expansion of Chinese tea culture.

Hashtag: #BINGXUE

Introducing Private Funds, Complementing End-to-End Digital Capabilities with Dedicated Offline Wealth Management Service, Creating a Digital Wealth Management Experience That Balances Flexibility with Professionalism

HONG KONG SAR – Media OutReach Newswire – 9 October 2026 – Ping An Digital Bank (International) Limited (“Ping An Digital Bank” / “PingAnDB”) announces its expansion into high-end wealth management, making it the first digital bank in Hong Kong to enter this sector. By introducing private fund products coupled with seamless end-to-end digital capabilities and dedicated offline services, PingAnDB aims to reshape high-end wealth management customer experience. This enables customers to achieve diversified asset allocation and capture global investment opportunities, while enjoying a digital wealth experience defined by flexibility and professionalism.

According to the Securities and Futures Commission’s Asset and Wealth Management Activities Survey 2025, Hong Kong’s asset and wealth management industry accelerated sharply in 2025 to reach a historic high. Total assets under management (AUM) surged 20% year-on-year to HK$42.2 trillion by the end of the year. Within this, the private banking and private wealth management business demonstrated robust momentum, with AUM reaching nearly HK$12.9 trillion—a record high. This strong trajectory underscores the accelerating demand for wealth management solutions in the region. However, traditional high-end wealth management services typically impose high entry thresholds, which may not fully satisfy the needs of all individuals who possess substantial assets and seek global asset allocation or alternative investment opportunities. Ping An Digital Bank precisely addresses this market gap by launching private fund services, combining its fully digital platform and dedicated offline wealth management services to address customers’ demands for global asset allocation and financial management.

Mr. Ronald Iu, Chief Executive of Ping An Digital Bank, said, “Ping An Digital Bank remains committed to being a user-centric digital bank. Since launching our wealth services in March 2026, we have observed strong demand among customers for diversified asset allocation and flexible wealth management solutions.

Furthermore, a recent report indicates that Hong Kong has overtaken Switzerland as the world’s leading cross-boundary wealth management center, which is another reason to expect increasing capital inflows to the city. Capitalising on this momentum, Ping An Digital Bank is introducing private fund products, marking our debut as the first digital bank to step into the high-end wealth management sector. Leveraging our agile digital platform and dedicated offline wealth management services, we are reinventing the high-end wealth management experience to empower customers in optimising their portfolios and achieving their global asset allocation goals.”

Ping An Digital Bank’s wealth management service is designed around user experience at its core, streamlining processes to make the investor journey simpler and more convenient. The Bank collaborates with leading global fund houses, including J.P. Morgan Asset Management and Aberdeen Investments, to offer semi-liquid fund products to customers. Going a step further, the Bank complements its end-to-end digital capabilities with dedicated offline wealth management services. In addition to offline support, the online platform offers analysis tools and trading experiences comparable to online brokerages, ensuring swift and efficient execution to deliver an all-around wealth management ecosystem.

Looking ahead, Ping An Digital Bank will continue to advance its brand vision, “Always with You, Always Ahead,” harnessing financial technology to expand its footprint in high-end wealth management. By combining personalized offline wealth services with the agility of its digital infrastructure, PingAnDB aims to provide customers with comprehensive, flexible asset management solutions, setting a new benchmark for digital wealth management in Hong Kong.

Important Notes
Investment involves risks. Investors should carefully read the offering documents of each product to understand the detailed risk disclosures applicable to the relevant products. The information contained herein is for general reference purposes only and does not constitute, nor should it be regarded as, any investment advice, recommendation, offer, solicitation, inducement, commitment, or guarantee. Private wealth management financial products, including private funds, are not regulated by the Securities and Futures Commission and are offered solely to customers who meet the professional investor requirements under the Securities and Futures (Professional Investor) Rules.

Hashtag: #平安數字銀行 #PingAnDB #財富管理 #WealthManagement

Ping An Digital Bank

Ping An Digital Bank (International) Limited (“Ping An Digital Bank,” “PingAnDB”) is a wholly-owned subsidiary of Lufax Holding Ltd (“Lufax”) (SEHK: 6623; NYSE: LU) and a member of Ping An Insurance (Group) Company of China, Ltd. (“Ping An”) (SEHK: 2318; SSE: 601318). Ping An Digital Bank was granted a banking licence by the Hong Kong Monetary Authority in May 2019 to offer retail banking and business banking services. Backed by Ping An’s advanced technology, Ping An Digital Bank is elevating banking experience, serving customers in Hong Kong and the Greater Bay Area, establishing itself as Ping An Group’s integrated financial platform in Hong Kong.

1exchange and Ondo Finance explore opportunities around tokenized equities and regulated secondary market access for eligible investors in Asia.

Tokenized public equities have emerged as a growing category within the RWA market, giving investors on-chain access to traditional financial assets. As the market develops, the next phase is increasingly focused not only on issuance and primary distribution, but also on the infrastructure required for secondary trading, settlement and broader market participation.

A regulated secondary market provides a venue for tokenized assets beyond their primary distribution channels. Through 1exchange, eligible investors can trade listed RWA security tokens through an automated order-matching system, with transactions settled within the platform.

As part of its broader RWA strategy, 1exchange continues to engage with partners across the RWA ecosystem, including Ondo Finance, as it explores opportunities to expand its marketplace. Ondo Finance is a leading participant in the tokenized asset ecosystem, developing blockchain-based financial products that provide investors with access to tokenized real-world assets, including tokenized equities.

1exchange is building a diverse ecosystem of tokenized RWA securities, working with a range of issuers and market leaders to broaden the opportunities available through its platform. Powered by CapBridge, a Capital Markets Services licence holder supporting primary distribution, 1exchange provides an integrated infrastructure spanning the end-to-end RWA lifecycle — from tokenization and issuance to primary distribution and regulated secondary market trading.

“Tokenization has demonstrated how traditional assets can be represented on-chain. The next step is developing the market infrastructure that allows those assets to be accessed and traded beyond their primary distribution channels,” said Sheena Lim, CEO of 1exchange. “We are continuing to explore opportunities across the RWA ecosystem, including with partners such as Ondo Finance, as we continue to develop 1exchange as a regulated secondary market for tokenized securities.”

https://www.1x.exchange/
https://www.linkedin.com/company/1-exchange/
https://x.com/1Xexchange

Hashtag: #RWA #Tokenization #TokenizedSecurities #TokenizedEquities #DigitalAssets #CapitalMarkets #FinTech #RealWorldAssets

About 1exchange

HONG KONG SAR – Media OutReach Newswire – 9 October 2026 – Since the beginning of this year, Hong Kong’s international education market has continued to gain momentum, drawing close attention from both local and international media. On 24 September, Bloomberg published a feature story examining the accelerating expansion of elite international schools into Hong Kong, in which Tianli International Holdings Limited (“Tianli International” or the “Group”; HKEX stock code: 01773) was featured. Meanwhile, Hong Kong’s Ming Pao interviewed Dr. Zhao Feng, General Manager of International Education at Tianli International Holdings Limited, who shared the latest progress on the preparations for the Group’s first international school in Hong Kong.

From sharing its views at an international business forum in Kuala Lumpur to steadily developing its blueprint for a school in Hong Kong, Tianli International’s path to internationalisation, “using Hong Kong as a strategic gateway to steadily deepen its presence in global markets”, is becoming increasingly clear.

Kuala Lumpur: Sharing Insights on Education Going Global on an International Business Stage
On 11 August, “Think Business, Think Hong Kong”, a large-scale overseas promotional event organised by the Hong Kong Trade Development Council (HKTDC), took place in Kuala Lumpur, Malaysia. The event brought together around 1,600 business leaders from Hong Kong and Malaysia, facilitated more than 300 business matching meetings, and saw 10 memoranda of understanding (MoUs) signed on site, making it one of the most influential trade and business exchange events in the region.

Dr. Zhao Feng, General Manager of International Education at Tianli International Holdings Limited, was invited to speak at the thematic forum “Strategic Resilience: Capitalising on Hong Kong as a Base for Regional Expansion”. He shared with business communities from both Hong Kong and Malaysia how Tianli grew from its beginnings as a school operator in Mainland China into a Hong Kong-listed education group.

“Hong Kong is a ‘super-connector’ linking Mainland China with the rest of the world, and the optimal strategic gateway for quality education brands seeking to expand into overseas markets,” said Dr. Zhao. He noted that Hong Kong’s free port regime and its locational advantages, including the free flow of capital and talent, are closely aligned with the pace of Tianli’s “Education Going Global” strategy.

On 31 August, Ms. Anna Cheung, Vice President of the HKTDC presented Dr. Zhao with a letter of appreciation, recognising that his insights provided valuable reference for participants exploring how to leverage Hong Kong to expand into the Greater Bay Area, Mainland China and international markets. The letter stands as an authoritative endorsement of Tianli’s internationalisation efforts.

Hong Kong Media Spotlight: Responding to Market Interest While Upholding Regulatory Compliance

In September, Hong Kong’s international education sector continued to attract international media attention. On 24 September, Bloomberg published a feature story on the wave of global education institutions racing to establish a presence in Hong Kong. Citing data from Colliers, the report noted that in the first eight months of 2026, education-related transactions totalled approximately HK$12 billion, accounting for more than one-third of Hong Kong’s total commercial real estate transaction volume. Official figures show that private school enrolment in Hong Kong rose by 12% in 2025 compared with 2022, while the supply of school places grew by only 6%. This gap between strong demand and limited supply has become the fundamental driver behind global education brands’ expansion into Hong Kong.

Leading Hong Kong media outlet Ming Pao gave prominent coverage to Tianli’s plans to establish its first international school in Hong Kong. The proposed site is in Hung Hom, and the school is intended to serve secondary school students.

Responding to market discussion, Ms. Sun Jinlan, Head of the Brand Department at Tianli International, said: “We are greatly encouraged by the global attention that Hong Kong’s education market has received. It reaffirms Hong Kong’s enduring appeal to families, talent and investors around the world.” She explained that the Group is actively exploring ways to extend its many years of school operation expertise to Hong Kong and global markets, while also pursuing diversified collaboration opportunities with established international education institutions.

Ms. Sun also emphasised the Group’s firm commitment to regulatory compliance: “Until we have obtained all requisite regulatory approvals and school registration, the Group will not conduct any promotion or student recruitment for the proposed school project. Hong Kong’s rigorous and comprehensive education regulatory framework is the very foundation of its internationally renowned education system.”

Strategic Rationale: The Timing and Logic Behind the Hong Kong Move

Behind the wave of attention from media at home and abroad, Tianli’s expansion into Hong Kong is not an ad hoc decision but a key move in the Group’s long-term internationalisation strategy.

As a Hong Kong-listed education group, Tianli operates more than 60 schools in Mainland China, serving over 145,000 students. The Group deeply integrates its well-established school operation and management expertise with its proprietary AI technology, empowering interactive classroom teaching and personalised after-school tutoring. Guided by its overarching “Education Going Global” strategy, the Group’s overseas business has begun to take shape. Tianli has entered into partnerships with seven education institutions in Southeast Asian countries, including Indonesia, Thailand and Laos, to provide education services, gradually building a multinational education network across Southeast Asia.

In a previous interview, Dr. Zhao Feng shared his views on industry trends: private education in Mainland China is undergoing a phase of structural transformation and upgrading, and institutions offering diversified academic progression pathways and AI-enabled differentiated teaching capabilities are well positioned to seize new opportunities. As the Group expands its international and education technology businesses, its revenue structure is also expected to continue to improve.
“Hong Kong is where global rules and development visions converge. It boasts world-class infrastructure and the free flow of capital, information and talent, while maintaining deep cultural ties with both Mainland China and Southeast Asia, making it a natural hub for education to go global,” said Dr. Luo Shi, Chairman and president of Tianli International Holdings Limited, explaining the rationale behind the move. “This is also an important reason why we chose to list in Hong Kong. Hong Kong has become a core anchor for the Group’s next phase of development.”

Looking Ahead: Opening a New Chapter of Global Development Through Steady Execution

From sharing insights at an international forum in Kuala Lumpur to envisioning an international education hub on the shores of Victoria Harbour, Tianli International’s global story is steadily unfolding. Speaking on the Group’s next steps in the Hong Kong market, Dr. Luo Shi, Chairman and president of Tianli International Holdings Limited, struck a prudent yet resolute tone: “We will proceed in a prudent and steady manner, fully respect Hong Kong’s local regulatory regime, and advance all preparatory work in an orderly fashion. When conditions are ripe, the Group will disclose project details through official channels, contributing to Hong Kong’s development into a world-leading international education hub.”

With Hong Kong as its strategic gateway, Southeast Asia as its business hinterland, and artificial intelligence technology as its growth engine, Tianli International’s “Education Going Global” journey is opening a new chapter of development.

Hashtag: #TianliInternational

Five million registered users and returning production teams underpin the company’s move beyond video marketing

SINGAPORE – Media OutReach Newswire – 9 October 2026 – A filmmaker can have a script ready for years and still lack the resources to produce it. A story might call for a collapsing building, an unfamiliar world or a location that would be costly or unsafe to film. For smaller production teams, those scenes can determine whether a project moves forward at all.

Singapore-headquartered Topview AI launched Film Studio in July 2026 to help creators develop standalone AI short films. The tool extends the company’s video creation platform beyond marketing content and episodic dramas into a filmmaking workflow where creators can plan, generate and refine connected scenes.

Topview AI has accumulated five million registered users across its platform. The company says 40% of its users create AI films and dramas, while approximately one million videos are generated daily across all its video creation tools. These platform-wide figures reflect the company’s expanding use among filmmakers alongside its existing users, including e-commerce sellers, brands and content creators.

Giving filmmakers control over connected scenes

A creator can begin with a film idea or script and use an AI agent to develop the visual direction for a project. Within Film Studio, they can plan shots, build visual references and generate scenes in a shared workspace. They can then adjust the framing and movement of a camera, compose a shot in 3D, refine a character’s expression or change the lighting before reviewing the result alongside other scenes.

That level of control matters when a film needs more than one striking clip. A director might need an establishing shot of a fictional city, a close-up of a character reacting to danger and a wider shot showing what happens next. Film Studio lets the creator work through those decisions shot by shot, keeping the visual material together as the film takes shape. Its editing tools also allow parts of generated footage to be revised without rebuilding the entire clip.

For smaller teams, these controls offer a way to explore scenes that would otherwise require physical sets, specialist locations or extensive visual effects. Creators can test different visual approaches and refine their choices as they develop the film, while retaining responsibility for the story and the final output.

Topview AI’s Drama Studio serves a related but different purpose. Built for episodic and multi-part stories, it helps creators plan beat sheets, character personalities, recurring characters, environments and continuity across episodes. Film Studio is intended for a standalone short film, with closer control over individual shots and their visual execution.

“The first wave of AI video showed how quickly a clip could be made. For filmmakers, the harder question is whether they can direct the technology across a complete story,” said Jensen Wu, CEO and Co-Founder of Topview AI. “The creators we work with already have their own ideas and a clear sense of what they want audiences to see. They need tools that help them make production decisions and bring those ideas to screen. There will still be limitations to solve, but the need to make ambitious stories with finite resources is not going away.”

From online series to feature-film production

The company’s collaborations with production teams began with Drama Studio and have since expanded to studios using Film Studio. In its collaborations, Topview AI provides access to its tools and platform credits, while creators develop their own concepts, make the creative decisions and publish their work on their own channels.

Those collaborations have resulted in published series. Hieu AI Media used Drama Studio for Episode 3 and Episode 4 of its action series Green Lightning. Both episodes have passed 200,000 views on YouTube. AZF Studio’s NEON TIDE EP.1, a science-fiction series set after a kaiju catastrophe, is an official AZF and Topview series made using Drama Studio.

Topview AI is also being used in feature-film production. DRagon Studios is using Topview AI as part of its production workflow. The studio plans a December premiere in London’s West End, followed by a limited theatrical release across the UK.

In feedback shared with Topview AI, DRagon Studios said the technology had changed the direction of its business. The studio is now exploring plans for a production facility centred on Topview. Its completed feature film provides a further example of how production teams are incorporating the platform into work intended for audiences beyond online video channels.

Continued use beyond the first project

Topview AI says production teams have returned to its tools for further projects, with other production houses preparing to release work later this year. For the company, returning users and completed productions provide evidence of how its tools are being incorporated into filmmaking workflows.

AI filmmaking still faces questions about the consistency of characters and performances, as well as the rights of creative contributors. Topview AI believes the technology’s lasting role will depend on how well filmmakers can direct it and whether the finished work meets their standards. The company’s focus is on giving creators greater control over production, while the creative decisions remain with the people making the film.

For more information about Topview AI and its filmmaking tools, visit the Topview AI website, Film Studio and Drama Studio.

About Topview AI

Topview AI is a Singapore-headquartered AI video creation platform serving creators, businesses and production teams globally. Its tools include solutions for marketing video creation, episodic storytelling through Drama Studio and standalone short-film production through Film Studio.

Guided by the Central Passport, LANDMARK invites visitors to experience Central anew— from Louis Vuitton’s global spectacle to cultural, dining and seasonal celebrations.

HONG KONG SAR – Media OutReach Newswire – 9 October 2026 – LANDMARK today unveils Destination CENTRAL, inviting local residents and international visitors to rediscover the many sides of Central through the collectible Central Passport. The programme celebrates the district’s long-standing role as Hong Kong’s gateway for arrival, exchange and discovery. Inspired by the spirit of travel, Destination CENTRAL connects experiences across Central, bringing together travel-inspired activations in partnership with Hong Kong Tramways and Asia Miles; district-wide dining privileges; a global spectacle by Louis Vuitton; and THE CHATER, an exclusive dining concept presented by LANDMARK.

Your Passport to Central

Created by LANDMARK, the luggage-inspired Central Passport is a collectible guide bringing together experiences both within LANDMARK and across the wider district into a seamless journey. Inside, a curated map is paired with personal stories and recommendations from people who know Central closely—from tram motormen, singers and public figures to athletes, celebrated chefs and bar founders—inviting visitors to uncover the area’s hidden character.

Available from collection points across the district, the Central Passport can be personalised with stamps from eight designated locations. Visitors who collect any three stamps can visit the Destination CENTRAL Redemption Counter on 2/F, LANDMARK ATRIUM to enter a lucky draw and unlock a surprise gift. Lucky winners stand a chance to receive up to 66,000 Asia Miles—equivalent to a round-trip business-class flight to Japan—alongside photobooth experiences, limited-edition keepsakes and dining vouchers. The Central Passport also includes exclusive dining privileges from more than 40 participating partners, including Lan Kwai Fong and The Murray.

Louis Vuitton at LANDMARK

Following iconic presentations on the Champs-Élysées in Paris, 57th Street in New York and ‘The Louis’ in Shanghai, Louis Vuitton brings the latest chapter of its global series to Hong Kong. Unveiling soon, the Maison will present a monumental mega-art installation at LANDMARK, reimagining its enduring “Spirit of Travel”. Complemented by the pop-up store currently at LANDMARK ATRIUM and the upcoming dedicated Basement Brand Exhibition , the experience offers a captivating glimpse into the world of Louis Vuitton—setting the stage for the highly anticipated Louis Vuitton Maison at LANDMARK.

Transit Through Central’s Changing Landscape

The travel narrative continues with the LANDMARK Tram Station and Heritage Route, created in partnership with Hong Kong Tramways. Together, they offer an interactive look at Central’s transport heritage and evolving urban landscape—from its early harbourfront and trading past to today’s connected city centre. The LANDMARK Tram Station recreates one of the city’s first-generation trams, fitted with authentic archive pieces from Hong Kong Tramways, including a traditional ticket punch, a coin box, driving console and “Dick, Kerr” controller.

A First Class Stop for Dining and Views

Taking the travel theme into hospitality, LANDMARK presents THE CHATER, an exclusive dining concept opening on 6 October, featuring an all-day menu curated by Mandarin Oriental, Hong Kong. Inspired by the elegance and anticipation of a grand station lounge, the new venue brings together Hong Kong and international flavours, with highlights including bubble tea and gourmet quick bites, alongside Pierre Hermé macarons and gelato set to be launched later in the season. The experience will extend to Platform 1889 on 3/F, a first-class railway carriage-inspired feature within THE CHATER’s terrace. Named for the year Sir Paul Chater co-founded Hongkong Land, Platform 1889 pays tribute to a defining moment in Central’s history while offering a prime view of Louis Vuitton’s monumental mega-art installation and the Central skyline.

Halloween Takes Over Central

From 17 to 31 October, Hongkong Land, supported by the Hong Kong Tourism Board and district partners, presents Halloween in Central—a heritage-led celebration that transforms Central’s iconic streetscape into a citywide Halloween playground.

At Statue Square Gardens, South, four large-scale installations set a striking scene: I Am Watching You, a giant eyeball rising over the fountain; The Awakening, a monumental gateway; the photo-ready Coffin Throne; and The Jail, a haunted reimagining of the pavilion.

On Chater Road, the programme begins with Boo-st Your Mood – Pickleball Day in partnership with Pick & Match on 17 October, a wellness-focused afternoon of active fun. This is followed by OPEN by HE.R – Halloween in Central Kick-Off Party on 18 October, bringing live music and high-energy celebrations to the street. Monster Mash Fest – Family Day arrives on 24 October with costumes, face painting, themed bouncy-castle sessions, performances and Halloween treats, before Halloween Day Unleashed closes the programme on 31 October, featuring cosplay, roving characters, themed performances and late-night festivities. Full details are available at https://www.halloweenincentral.com/

“As a key stakeholder deeply rooted in Central, Hongkong Land is delighted to bring Destination CENTRAL to life alongside our district partners, inviting the public to discover the extraordinary charm of Central anew,” said Olivia Luk, General Manager, Marketing, Hong Kong Central, Hongkong Land Limited. “Together with a rich programme of dining privileges and seasonal celebrations, we hope everyone—from daily office workers and local residents to visitors—can shape their own memorable story of Central.”

Exclusive Rewards and Privileges

Destination CENTRAL brings added benefits to every qualifying LANDMARK visit with HSBC-exclusive offers for BESPOKE members. From 28 September to 18 November 2026, eligible BESPOKE members paying with an HSBC Privé Mastercard® or HSBC Premier Mastercard® can receive up to HK$3,000 in BESPOKE Bonus Reward Vouchers, up to 135,000 Bonus BESPOKE Points, and Complimentary Beverage Passes to Platform 1889 at THE CHATER upon registration of cumulative same-day eligible spending.

Terms and conditions apply. For full programme and promotional details, including specific Central Passport mechanisms, please visit https://destinationcentral.hk.

@landmarkhk #LANDMARKHK #DestinationCENTRAL

APPENDIX

Please visit the Destination CENTRAL website at https://destinationcentral.hk for the latest programme details, terms and conditions.

Central Passport Collection & Reward Details (28 September – 18 November 2026)

Other Destination CENTRAL Activities At A Glance

Destination CENTRAL Redemption Gifts

• 66,000 Asia Miles—equivalent to one Cathay Pacific Business Class round-trip ticket to Japan*
• 26,000 Asia Miles—equivalent to one Cathay Pacific Economy Class round-trip ticket to Japan*
• Destination CENTRAL Tram Plush Charm
• Destination CENTRAL Magnet
• Destination CENTRAL Photobooth Experience
• Destination CENTRAL Mini Camera
• Ami Signature Beef Sando
• BaseHall HK$50 Gift Certificate
• THE CHATER HK$50 Gift Certificate

*Based on Cathay Flight Awards – Standard Awards as of 1 September 2026. Terms and conditions apply.

Hashtag: #LANDMARKHK

About LANDMARK

LANDMARK represents the epitome of top-tier luxury shopping and lifestyle experiences. Drawing from a rich heritage which began in 1904 – LANDMARK today is the luxury shopping destination of Hongkong Land’s Central portfolio including 4 iconic connected buildings, LANDMARK ATRIUM, LANDMARK ALEXANDRA, LANDMARK CHATER and LANDMARK PRINCE’S. LANDMARK offers approximately 208 of the finest stores and restaurants, all seamlessly linked by pedestrian bridges. From high fashion and accessories to watches and jewellery, from luxury living to beauty and grooming, from international cuisine to authentic gourmet dining, LANDMARK brings the ultimate shopping experience to the discerning customer.

About Hongkong Land

Hongkong Land is a major listed property investment, management and development group. The Group focuses on developing, owning and managing ultra-premium mixed-use real estate in Asian gateway cities, featuring Grade A office, luxury retail, residential and hospitality products. Its mixed-use real estate footprint spans more than 850,000 sq. m., with flagship projects in Hong Kong, Singapore and Shanghai. Its properties hold industry leading green building certifications and attract the world’s foremost companies and luxury brands. The Group’s Hong Kong Central portfolio represents some 450,000 sq. m. of prime property. The Group has a further 165,000 sq. m. of prestigious office space in Singapore mainly held through joint ventures and five retail centres on the Chinese mainland, including a luxury retail centre at Wangfujing in Beijing. In Shanghai, the Group owns a 43% interest in a 1.1 million sq. m. mixed-use project in West Bund, which is due to be completed in 2028. Hongkong Land Holdings Limited is incorporated in Bermuda and has a primary listing on the London Stock Exchange, with secondary listings in Bermuda and Singapore. Hongkong Land is a member of the Jardine Matheson Group.

Source: Porirua City Council

A progress report on year two of Ola Kamataga – Beginning of Life 2024-2027, Porirua City Council’s first Pacific Strategy, shows that Pacific initiatives are now embedded in the organisation as part of standard operating practices.

The strategy was developed following engagement with Pacific businesses, community groups, service providers and community members. It provides a framework for Council to work inpartnership with Pacific communities, to support, elevate, and enable the future aspirations of Tangata Moana communities in Porirua.

A progress report presented to Council’s Te Puna Kōrero committee today set out progress across the strategy’s priorities and focus areas.

Perenise Ropeti, Manager Pacific Strategy, said that year two of the strategy had consolidated the shift from discrete cultural initiatives to embedded organisational practice at Porirua City Council.

“Pacific responsiveness is now reflected in procurement policy, project governance templates, capital works design, and executive reporting protocols. This indicates a move from pilot activity to standard operating procedure,” he said.

Cutural competence is a cornerstone of the strategy, and 192 Porirua City staff have now completed Yavu cultural capability training delivered by the Ministry for Pacific Peoples.

Co-design was another key focus, and this was reflected in the Pacific community co-design of the garden at the news Cannons Creek Library, translation support at Whenua Tapu and in the parking and waste management areas.

External engagement was another success highlighted in the report, with the inaugural Pacific Business Fono attracting 63 participants, the quarterly Pacific Night Markets averaging 35 stallholders per event, three emergency management community workshops specifically designed for Pacific communities, and Council hosted flag-raising ceremonies for all 12 Pacific Language Weeks.

Mayor Anita Baker welcomed the report, which showed the collective contributions of Council and community.

“Pacific people make up more than one-quarter of Porirua’s population and are a huge part of what makes our city so special,” she said.

“It’s appropriate that one of the focus areas is Fa’asinomaga, or identity and belonging.

“We have worked to make Pacific languages, cultures and identity visible across civic life and facilities, including Pātaka Pasifika events, library displays, Pacific Night Markets and cultural performances, and Pātaka art + Museum exhibitions and events,” Mayor Baker said.

The proposed next step will be to undertake a Pacific Strategy review co-designed with the Porirua Pacific Services Network, Pacific business representatives, and Pacific youth in 2027. The review, to be carried out in the third year of the strategy, will evaluate whether the current priorities are still appropriate and set measurable long-term targets for employment, procurement, and representation.

You can read the progress report that was presented to Council, alongside a year two stakeholder infographic. Designed versions of these documents will be made available on our website in the coming weeks. You can download the original strategy.

Source: Federated Farmers

Federated Farmers is welcoming National’s announcement of a scheme to help get water storage projects built, saying reliable access to water is vital for farming’s future and New Zealand’s economic success.

Federated Farmers president Colin Hurst says the policy recognises that water storage is critical infrastructure that can help farmers build resilience, grow their businesses and respond to changing land-use opportunities.

“Water storage is such an important strategic enabler of growth for the primary sector, unlocking huge economic opportunities for farmers and rural communities that all New Zealanders will benefit from.

“Reliable access to water gives farmers more options. It can help them increase production, build resilience through dry periods, or shift to higher value land uses when new opportunities emerge,” Hurst says.

“If we’re serious about doubling New Zealand’s export value and unlocking all of the economic benefits that will come with that ambition, access to water is absolutely critical.”

Hurst says getting projects built requires more than good ideas.

“There can be significant hurdles in the early stages of a project, particularly around consenting, construction risk and securing finance.

“That’s why initial Government support to help get projects off the ground early is so important.”

National’s announcement includes $300 million in concessional loans for water storage projects, a long-term national water infrastructure pipeline, and a national water storage register.

Five regions with storage work already underway – Northland, Tairāwhiti, Hawke’s Bay, Wairarapa and Canterbury – will be prioritised.

The policy also includes a National Standard for on-farm and other lower-risk off-stream water storage, as well as a National Standard for Irrigation to make consenting easier for farmers and growers.

Hurst says the measures align closely with Federated Farmers’ 2026 election priorities, including national standards for on-farm water storage and irrigation, greater flexibility for land use, and support to build new water storage projects.

“Farmers are always good at adapting to new opportunities – it’s part of our DNA – but we need the tools and infrastructure to do it,” he says.

“Just like reliable access to fertiliser and other critical inputs matters, so does having reliable access to water.

“These are the foundations that allow farmers to invest, innovate and keep delivering economic benefits for all Kiwis – funding roads, schools, police and hospitals.”

Hurst says better water storage isn’t just good for farmers, but also for rural towns, the wider economy, and the environment.

“Having our rural towns running out of water is a really big issue, and building more water storage will alleviate that.

“It’s also good for the environment because we’ll end up storing water in times of plenty for when water is short, which evens the flow of rivers.

“If you’re sucking water out of the river, the levels get low, and then there can be environmental impacts. Having secure water storage prevents that.”

Federated Farmers water storage spokesperson Richard Dawkins says the concessional loan component addresses a specific problem Federated Farmers has repeatedly raised with the Government.

“Projects often get stuck in that awkward period where a bank is hardly going to lend tens of millions while consent and construction risk is still hanging over them,” Dawkins says.

“There’s real value in the Government helping bridge that gap, and it is directly aligned with what we’ve been asking for.

“The national pipeline, storage register and standards are useful too because they get us closer to treating water storage as a strategic national infrastructure issue, rather than making every community start from scratch.”

Dawkins says water storage can deliver significant benefits beyond individual farms – and that access to reliable water is critical if we want to grow our economy.

“A new irrigation scheme can add hundreds of millions of dollars to the local economy of small rural communities, grow exports, and support families.

“We’ve seen that in Canterbury, where the Central Plains irrigation scheme generated $400 million for Canterbury’s GDP in 2025 and supports more than 2,200 full-time jobs.

“That’s good for everyone and it matters even more in times like now, when Kiwi families are struggling to put food on the table and fuel in their cars.

“New Zealand is never going to be able to tax our way into prosperity, but we might be able to farm our way there. A growing economy means more jobs and higher incomes.”

Dawkins says there’s still work to do to make projects investment-ready and get more schemes moving, but the Government’s announcement is a significant step forward.

“Once up and running, many water storage schemes can be largely funded by water users, but there are major risks and costs in getting projects through the early development stages.

“Today’s announcement responds to a genuine need from the farming sector and is a great step towards getting more projects built.”