PM Edition: Here are the top 10 business articles on LiveNews.co.nz for July 28, 2026 – Full Text
1. Propelrr Adopts Entrepreneurial Operating System (EOS) and AI-first Business Model to Scale 16 Years Of Operational Excellence
July 27, 2026
Source: Media Outreach
Award-winning Philippine digital marketing agency reinforces its proprietary growth framework with EOS to help finance, real estate, and ecommerce brands achieve sustainable business growth through greater operational discipline and experimentation.
Propelrr EOS AI-first business model 16 years operational excellence
The move marks a significant milestone as Propelrr celebrates 16 years of being a digital marketing agency, helping organizations across the finance, real estate, ecommerce, and enterprise sectors navigate digital transformation through data-driven marketing, experimentation, and continuous optimization.
While AI has dramatically lowered the barriers to content creation, campaign management and audience targeting, many organizations continue to struggle with translating these technologies into sustained business performance. According to McKinsey & Company, although AI adoption has accelerated globally, only a relatively small proportion of organisations have successfully scaled AI initiatives to generate meaningful enterprise-wide value, highlighting that operational capabilities and not technology alone remain the defining factor for long-term success.
“AI allows businesses to execute faster, but speed alone doesn’t guarantee growth,” said Francis Gary Viray, Founder of Propelrr®. “The organizations that will lead in the next decade are those that build systems for continuous learning, experimentation, and disciplined decision-making. That’s exactly what EOS helps us strengthen.“
Addressing the Growth Challenges Businesses Face
Drawing from more than 16 years of client engagements across multiple industries, Propelrr identified three recurring growth challenges that organisations commonly encounter regardless of sector:
- Trust-Based Growth, where businesses operating in highly regulated industries such as finance must balance compliance requirements with marketing performance.
- Considered-Purchase Growth, where customers conduct extensive research before making purchase decisions, requiring brands to establish authority across search engines, AI platforms and digital touchpoints throughout the buyer journey.
- Optimization-Led Growth, where sustained business performance depends on systematic experimentation, continuous testing and incremental improvements rather than isolated campaign successes.
Proven Results Across Industries
Propelrr’s methodology has delivered measurable outcomes for organisations operating in highly competitive industries.
For the Palawan Pawnshop Group, the agency developed paid media campaigns that balanced strict privacy and compliance requirements for finance industries with performance objectives, contributing to award-winning marketing campaigns recognised at the Marketing Excellence Awards.
For DMCI Homes, Propelrr implemented a search-first content strategy centred on the questions prospective buyers ask during the property research process, helping the developer achieve sustained organic visibility of more than 63,000 monthly organic sessions while strengthening discoverability across AI-powered search platforms.
Primary Homes achieved a 619% increase in branded traffic, a 712% increase in total website visitors, and doubled new lead generation following a research-led digital transformation programme, earning recognition at the Asia-Pacific Stevie Awards.
Meanwhile, OSP International generated more than US$2 million in incremental sales after Propelrr tested 285 research-driven growth hypotheses through its Experimentation Program, resulting in conversion improvements of up to 78.12% and multiple international marketing awards.
Building Operational Excellence Through EOS
While Propelrr’s proprietary methodology has evolved over more than a decade, EOS introduces an additional layer of organisational discipline to ensure consistent execution across every client engagement.
The EOS framework establishes clear accountability through measurable scorecards, quarterly priorities, structured weekly leadership meetings and a shared organisational vision, enabling the agency to standardise decision-making while maintaining agility as it grows.
“We’ve spent years refining how we help organizations grow,” said Mitchelle Viray, Co-Founder of Propelrr®. “EOS strengthens the operational discipline behind our methodology so clients receive the same level of accountability, consistency and execution regardless of the size or complexity of their engagement.“
The adoption of EOS reflects Propelrr’s long-term commitment to building an organisation capable of delivering sustainable client outcomes amid rapidly evolving technologies, changing consumer behaviour and increasingly competitive digital markets.
As AI continues reshaping the marketing landscape, Propelrr believes the future belongs not simply to agencies with access to the latest technologies, but to those with the operational systems capable of consistently turning those technologies into measurable business growth.
Hashtag: #Propelrr
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
Back to index · Read original article
2. Over 97,500 families benefiting from FamilyBoost
July 27, 2026
Source: New Zealand Government
Over 97,500 New Zealand families have now received FamilyBoost payments to help with the cost of early childhood education, Finance Minister Nicola Willis says.
“Raising young children comes with significant costs, and this Government is committed to backing working parents with practical support that makes a real difference,” Nicola Willis says.
“Last year we expanded FamilyBoost because we wanted more families to benefit and to receive larger payments.
“We increased the rebate from 25 per cent to 40 per cent of eligible early childhood education costs, increased the maximum payment from $75 to $120 a week, and expanded eligibility to families with an average household income of up to $229,000 a year.
“The latest figures show those changes are working. The average payment has increased by 70 per cent, and across the three quarters since the expansion an average of 12,331 families each quarter have received $75 or more each week towards their childcare costs.
“The June quarter is still being processed, but already 9,498 families have received $75 or more a week in FamilyBoost payments, with more claims continuing to come in.
“FamilyBoost is about making it easier for parents to balance work and family life while easing pressure on household budgets.
“We know that childcare costs can be a significant barrier for families, particularly when parents are returning to work after having children. That’s why we’ve strengthened FamilyBoost so more working families can access meaningful support.
“Since the scheme was expanded, registrations have continued to grow. Around 115,000 families have now registered for FamilyBoost, with over 97,500 families having already received at least one payment.
“I encourage anyone who thinks they may be eligible to register through Inland Revenue. It only takes a few minutes and families have up to four years to make a claim.
“Backing working parents and giving children the best possible start in life is part of this Government’s plan to fix the basics and build a stronger future. When families have more support to balance work and family life, they’re better able to get ahead, and that’s good for parents, children, and the wider New Zealand economy,” Nicola Willis says.
Original source: https://nz.mil-osi.com/2026/07/27/over-97500-families-benefiting-from-familyboost/
Back to index · Read original article
3. Nablus: violent incidents – part of a wider pattern of Israeli raids and state-sponsored settler violence
July 27, 2026
27 July, 2026:
“We are deeply alarmed by reports coming out of Nablus in the last days including that of Israeli forces storming Nablus Specialised Hospital, alongside clashes elsewhere in the governorate that have killed four Palestinians and two Israeli soldiers.
These violent incidents in Nablus are not isolated. They sit within a wider pattern of Israeli raids, state-sponsored settler violence, the disruption of essential services, and mounting pressure on civilians and healthcare.
When armed forces enter a hospital, the impact is immediate: fear, interruption of care, delayed treatment, and added risk for already vulnerable patients.
The protection of healthcare facilities must be respected. They must remain accessible to people in need. It is unacceptable for hospitals, ambulances, staff, and patients to be targeted by violence anywhere in Palestine.”
Filipe Ribeiro, Head of Mission, MSF Palestine
For more context on MSF’s work in the West Bank read: “The impossible reality of life in the West Bank”
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
Back to index · Read original article
4. More flexibility for growers of smaller-scale crops
July 27, 2026
Source: New Zealand Government
The Government is making it easier for growers of smaller-scale crops to use the agricultural chemicals they need to control pests and weeds, says Minister for Food Safety Andrew Hoggard.
Agricultural chemicals are subject to risk-based maximum residue levels (MRLs). Until now, growers of minor crops such as strawberries or leafy greens have often had to rely on low default MRLs where no specific New Zealand limit has been set.
“These growers now have a pathway to use internationally agreed, risk-based MRLs, helping them get better value from available herbicides and insecticides.
Codex, the international standards-setting agency, has already done the work. This is a practical solution that balances safety with flexibility and makes it easier for industry to do business. Industry strongly supports this change, which will give growers more options and support export opportunities,” Mr Hoggard says.
Most agricultural chemicals are registered for major crops, such as kiwifruit or apples, and their labels set out how they can be used.
Minor-crop growers who want to use the same products often need to do so off-label. Because default residue limits are low, they may have to use products early in the season or at less effective rates.
“Under the new pathway, strawberry growers could apply for a Codex MRL for sulfoxaflor, giving them another option to control aphids. A Codex MRL of 0.5 mg/kg would allow use during harvest with a practical withholding period, compared with New Zealand’s default MRL of 0.1 mg/kg, which requires a longer withholding period and limits its usefulness during the picking season,” Mr Hoggard says.
New Zealand Food Safety will assess each request. If it meets the criteria, public consultation will follow. If no concerns are raised, a New Zealand MRL based on the Codex MRL will be approved and adopted.
“This is about unlocking the potential of smaller-scale growers through sensible, practical rules that keep food safe and make it easier to get on with the job,” Mr Hoggard says.
More information about the new pathway and how to apply is on MPI’s website.
Original source: https://nz.mil-osi.com/2026/07/27/more-flexibility-for-growers-of-smaller-scale-crops/
Back to index · Read original article
5. UEM Edgenta Reinforces Commitment to Sarawak’s Infrastructure with Batang Lupar Bridge
July 27, 2026
Source: Media Outreach
Spanning an immense 4.844 kilometers across the Batang Lupar estuary, this cable-stayed bridge crosses a major geographic barrier that has historically isolated coastal communities. The bridge forms part of the CSTR network, comprising 14 major bridges, including five (5) distinctive cable-stayed structures that have become icons of Sarawak’s infrastructure development. Constructing a structure of this scale requires driving deep foundation piles into complex riverbed soils and managing hundreds of thousands of metric tons of materials. As the PMC, UEM Edgenta was tasked with the immense responsibility of navigating these challenges, which meant aligning multiple contractors, ensuring international quality and safety compliance, and keeping a massive multi-year timeline on track despite unpredictable environmental variables.
Shaiful Subhan, Managing Director/Chief Executive Officer of UEM Edgenta, commented on the scale of this technical orchestration, “Bridging massive geographical divides requires an arrangement of immense technical capabilities. At UEM Edgenta, our infrastructure solutions are designed to handle precisely this level of complexity, ensuring that the structural integrity and project management of the Batang Lupar 1 Bridge meet the highest international safety and quality standards.”
To execute this, UEM Edgenta brought cutting-edge project management technology to the forefront. A project of this magnitude requires more than traditional oversight; it demands high digital precision to meet stringent specifications. By leveraging real-time construction analytics combined with drone-assisted site reporting, UEM Edgenta and the project teams maintained total visibility over the nearly five (5) kilometer span to conduct stringent quality assurance. This tech-driven governance ensured every component was fabricated and installed to exact specifications before it even reached the water.
Crucially, the Company’s role on the ground extends beyond immediate project delivery; by actively integrating local Sarawakian engineers and contractors into these advanced BIM and drone methodologies, the project serves as a live incubator for specialised knowledge transfer, elevating the state’s internal capacity to manage future marine mega-structures.
The challenges of the Batang Lupar project were not solely topographical or structural; they were fiercely environmental. The river is notoriously dynamic, featuring aggressive tidal bores and fast-flowing currents. More pressingly, the Batang Lupar Basin is the natural habitat for one of the densest populations of estuarine saltwater crocodiles in the region, infamously ingrained in local history through the legend of Bujang Senang. For UEM Edgenta, managing site safety meant rewriting the standard operational playbook. Health, Safety, and Environment (HSE) governance had to extend beyond typical heavy machinery protocols to include strict maritime safety measures, tidal monitoring, and specialised ecological awareness. Achieving milestone man-hours without major incident in a challenging riverine environment known for strong tidal bores and estuarine crocodile populations is a testament to the rigorous safety culture the Company enforces on the ground.
Ultimately, the engineering expertise invested in the Batang Lupar 1 Bridge is measured not only by the structure itself, but by the lasting impact it will have on the people and communities it connects. For decades, traveling between the coastal towns separated by this massive river meant relying on ferry services, a bottleneck that stifled local commerce and delayed emergency services. By successfully overseeing the bridging of this gap, UEM Edgenta is supporting the Sarawak State Government in the latter’s effort to close massive socio-economic divides. The bridge is expected to significantly reduce travel times, unlock new investment opportunities along the coastal belt, strengthen agricultural supply chains, and improve rural communities’ access to essential healthcare and education hubs.
With Sarawak Day recently commemorated, the timing of this launch carries profound weight. Raihana Ahmad, Managing Director of Infrastructure Solutions at UEM Edgenta, reflects on the project’s deeper meaning the project embodies. “This bridge is a physical manifestation of unity. For us at UEM Edgenta, overseeing this project was a national duty. In line with Sarawak Day, we are immensely proud to see how our engineering oversight has helped turn a concrete structure into a vital lifeline that will bring shared prosperity to our rural and coastal communities.”
These efforts were recently recognised with the IEM Pinnacle Award 2026 in the Engineering & Construction category, presented by the Institution of Engineers Malaysia (IEM) at its 67th Annual Dinner & Awards Night. The award acknowledges UEM Edgenta’s role as the PMC, working alongside JKR Sarawak in delivering this flagship project.
Batang Lupar 1 Bridge stands today not just as the longest river-crossing bridge in the nation, but as a towering symbol of state pride and economic sovereignty. Behind its majestic span is the rigorous technical expertise and governance, technological innovation, and unyielding safety standards of UEM Edgenta quietly driving the realisation of Sarawak’s greatest infrastructural aspirations.
.
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
Back to index · Read original article
6. BYD Australia and Smart partner to make EVs more affordable for Australians
July 27, 2026
Source: GlobeNewswire (MIL-NZ-AU)
SYDNEY, July 26, 2026 (GLOBE NEWSWIRE) — BYD, the world’s leading manufacturer of new energy vehicles, and Smart, Australia’s leading salary packaging and novated leasing provider, today announced a strategic partnership to make electric vehicle (EV) ownership more accessible and affordable to Australians.
As the strategic partner to BYD and its premium brand DENZA, Smart provides access to more than 2.5 million Australians employed by Smart’s clients across the government, healthcare, education, corporate and not-for-profit sectors. This creates a direct pathway for eligible employees to consider a BYD or DENZA new energy vehicle through a Smart novated lease at the point of purchase, while helping customers understand affordability, tax savings and total cost of ownership.
The partnership provides customers access to specific tax savings for EVs through the government’s electric car discount, and comes as EV adoption continues to accelerate in Australia.
In June 2026, battery electric vehicles (BEVs) accounted for 23 per cent of the new vehicle market, according to official VFACTS data. BYD Australia’s growth has been rapid, with year-to-date sales at the end of June reaching 52,335 vehicles, more than double the figure recorded at the same point last year.
As Australia’s largest salary packaging and novated leasing provider, Smart supports more than 580,000 salary packaging customers and has more than 120,000 novated lease and fleet vehicles under management. The new collaboration with Smart will give BYD customers access at the point of sale to salary packaging support and potential tax advantages available through a novated lease, including those available under current government policy settings.
BYD Australia General Manager, Wing You, said:
“As BYD continues to grow in Australia, we are focused on making new energy vehicle ownership as simple and accessible as possible for our customers.”
“Partnering with Smart allows us to integrate novated leasing support into the dealership experience, helping customers understand affordability, savings and ownership options at the point of sale.”
Smart’s Group Executive, Novated Leasing and Electric Vehicle Services, Sid Jha, said:
“This partnership brings together two market leaders with a shared ambition to accelerate Australia’s transition to electric vehicles. BYD has transformed the Australian market by making EVs more accessible, and Smart can now help remove another major barrier by integrating novated leasing into the customer journey.”
“Smart reaches more than 2.5 million Australians through employers nationally. By integrating salary packaging into the BYD customer journey, we can remove friction at a critical point in the purchase process and give customers a clearer view of cost, savings and ownership options before they make a decision.”
“For eligible Australians, this is about making EV ownership more attainable, not simply offering another way to finance a car. We can help customers understand whether a BYD through a Smart novated lease works for them, compare the cost of owning and running an EV, and give them the confidence to make the switch to electric.”
Contact
Michael Fairbairn | michael.fairbairn@smartgroup.com.au | 0448 524 731
Paul Ellis | paul.ellis@byd.com | 0455 344 431
Photos accompanying this announcement are available at:
https://www.globenewswire.com/NewsRoom/AttachmentNg/994dc6e1-43f8-4082-b8cf-2fecf9fdd180
https://www.globenewswire.com/NewsRoom/AttachmentNg/198dba46-6337-4df9-b6c7-a85d30e60858
– Published by The MIL Network
Back to index · Read original article
7. HiDream.ai Raises RMB 1.5 Billion Series C to Advance Native Omni-modal World Models
July 28, 2026
Source: Media Outreach
The round brings HiDream.ai’s total financing over the past three months to more than RMB 2.1 billion and marks its entry into unicorn status
The screenshot of this leaderboard was taken on June 22, 2026.
New investors including Xiamen ITG Capital, Shanghai Film New Vision Fund, Hubei Yangtze River Industry Investment Group, Huace Film & TV, Hangyuan Capital, Chuangyunhai Capital, Huafu Investment, Yuhang Financial Holding, Bank of Communications Capital and Wakamatsu Fund also participated. Existing shareholders including Hefei Industrial Investment, Fortune Capital, Kingpo Investment, Jinhua Capital, Zhongzhe Capital and Caixin Capital continued to back the company.
The round brings together national-level long-term capital, regional government-backed investment platforms, industry investors and venture capital firms. HiDream.ai said the funding will support its development of native omni-modal world models and the expansion of its product and commercial ecosystem.
The Series C follows two earlier rounds completed within the past three months, bringing HiDream.ai’s total financing during the period to more than RMB 2.1 billion. With the latest round, the company has entered unicorn status.
“Forward-looking judgment on AI technology and continued innovation in large-model architecture have always been core to HiDream.ai’s growth,” said Mei Tao, founder and CEO of HiDream.ai. “We believe the evolution from multimodal AI to native omni-modal world models is an essential path toward AGI. With this funding, we will continue building the foundation for native omni-modal world models and work with global developers and partners to expand the boundaries of intelligence.”
Long-term Capital Backs HiDream.ai’s AI Roadmap
The round includes national-level long-term capital, technology-focused financial investors and multiple regional government-backed investment platforms.
The participation of the National Social Security Fund Sichuan Revitalization Sci-Tech Innovation Fund as a co-lead investor reflects growing institutional support for foundational AI technologies and critical AI infrastructure.
Regional investment platforms including Hefei Industrial Investment, Xiamen ITG Capital, Yuhang Financial Holding and Hubei Yangtze River Industry Investment Group also participated or increased their exposure, providing support across capital, industrial resources and application scenarios.
Existing shareholder Hefei Industrial Investment has backed HiDream.ai across three consecutive rounds, underscoring long-term confidence in the company and its alignment with Hefei’s strategy to develop a hard-tech and AI innovation hub.
HiDream.ai said support from long-term institutional capital and regional government-backed investors will help provide full-cycle backing for model research, product development and industrial deployment.
Industry Investors Deepen Content and Entertainment Partnerships
The Series C round also introduced leading film and entertainment industry investors, including Shanghai Film New Vision Fund and Huace Film & TV.
HiDream.ai said these partnerships will expand its access to film and entertainment resources, production scenarios and high-quality content data, supporting innovation in AI-native content production.
The company has been working with Shanghai Film Co., Ltd. on next-generation content production, cinema scenario upgrades, AI-powered cross-screen marketing, and AI-enabled large-screen production standards and workflows.
HiDream.ai also plans to collaborate with Huace Film & TV on AI agent-assisted content creation, corpus co-development, premium content co-production and full-chain IP development.
Together with earlier cooperation with Hubei Yangtze River Film Group, the addition of Shanghai Film New Vision Fund and Huace Film & TV further expands HiDream.ai’s role in China’s film and entertainment ecosystem and provides richer data and application scenarios for its video models.
From Native Omni-modal Models to World Models
HiDream.ai is among China’s earliest companies focused on multimodal generative AI. Built on its self-developed HiDream model family, the company has developed a portfolio of AI products and a global commercial network across content creation, marketing, and film and entertainment production.
Earlier this year, HiDream.ai’s native omni-modal HiDream-O1 model series, based on its original UiT, or Unified Transformer, architecture, achieved leading results on the text-to-image leaderboard of Artificial Analysis, a global independent AI model evaluation and analytics platform. The open-source version ranked first globally, while the closed-source version ranked among the global top three, positioning HiDream.ai among the leading players in visual generative AI.
At the product and commercialization level, HiDream.ai is pursuing a dual-engine strategy combining foundation models and AI agents. Built on the HiDream-O1 model series, its “1+1+3” framework includes one foundation model, one Token Hub platform for standardized model capability output, and three application areas: commercial marketing, film and entertainment production, and content creation.
At WAIC 2026, HiDream.ai introduced vivago R1, a multimodal creative agent with long-form video generation and editing capabilities. The “R” in R1 stands for long-horizon reasoning, reflecting a shift in AI-assisted creative production from generating isolated assets to planning, orchestrating and executing longer creative workflows.
HiDream.ai’s products currently serve users in more than 100 countries and regions, including over 50 million professional users and more than 40,000 enterprise customers. The company said these commercial deployments validate the practical application of its native omni-modal architecture and provide a foundation for future scale.
HiDream.ai said its long-term vision is to move from multimodal AI to omni-modal AI and ultimately world models — systems capable of understanding, reasoning about and constructing dynamic environments. The company will continue advancing both large-model technology and AI agent products, accelerating the shift of AI from a tool to an intelligent partner.
Hashtag: #HiDreamAI
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
Back to index · Read original article
8. Dental advocates welcome Green Party’s dental policy in new election manifesto
July 27, 2026
Source: Dental for All
Monday 27 July
The Dental for All coalition welcomes the Green Party’s commitment to publicly delivered, free dental care for everyone and support for by-Māori for-Māori services in their new election manifesto. This announcement follows increasing attention on the failures of the current approach to oral health and calls for free dental care to be included in the public healthcare system.
“As an oral health therapist, I believe that oral health is a universal right, not a privilege. It is encouraging to see oral health recognised within the wider health agenda, alongside commitments to kaupapa Māori approaches that will help reduce inequities,” says Samuel Carrington, Associate Dean Māori and Senior Lecturer at the University of Otago Faculty of Dentistry and member of the Dental for All coalition.
“The PSA is very supportive of this policy which seeks to fully fund dental healthcare,” says Fleur Fitzsimons, National Secretary of the Public Service Association. The PSA represents the public oral health workforce and is a member of the Dental for All coalition.
“Dental care privatisation has completely failed New Zealanders. The provision of dental care is patchy, and is so expensive that many families now avoid going to the dentist at all. New Zealanders deserve to have dental care wrapped into our public healthcare system, so that all our communities can benefit – not just those who can afford it,” says Fitzsimons.
According to the latest NZ Health Survey, 43% of New Zealand adults report unmet need for dental care due to cost, and previous research released by Dental for All shows that the downstream effects cost the country billions every year.
Polling conducted by Talbot-Mills, released in March, shows that 83% of people support dental care being brought into the public healthcare system, with widespread support from voters across the political spectrum.
In April, Dental for All released a costed policy plan which includes a network of community oral health clinics to deliver universal, free oral healthcare as part of the public healthcare system, investment in the oral health workforce and resourcing for Māori tino rangatiratanga over oral health.
“There is a clear evidence base and strong public mandate for universal, Te Tiriti o Waitangi-consistent oral healthcare. We know that this is a viable, cost-effective policy and it has popular support.” says Dental for All campaigner, Hana Pilkinton-Ching.
The Green Party’s newly-announced health policies include a focus on prevention in health services, expanding access to essential primary and dental care (working towards publicly delivered, fully free services), funding dental vans to visit rural communities and kaupapa Māori approaches to end health inequities.
“We welcome this direction and look forward to seeing meaningful investment, a strengthened oral health workforce, and a clear pathway to delivering accessible, equitable oral healthcare for all people in Aotearoa,” says Carrington.
“It’s great to see the Greens are ready to put oral health back where it belongs, in the public system. We hope that other political parties will respond to the call from communities around the countries and commit to policies that address the urgent need for access to oral healthcare, and lead us towards a better future,” says Pilkinton-Ching.
Back to index · Read original article
9. New cancer machine treating patients at Wellington Hospital
July 27, 2026
Source: New Zealand Government
Cancer patients across the Wellington region will benefit from more precise and advanced treatment with a new radiation therapy Linear Accelerator (LINAC) machine now treating patients at Wellington Regional Hospital, Health Minister Simeon Brown says.
“This new machine means patients across the region can access more advanced, highly targeted cancer treatment closer to home,” Mr Brown says.
“This latest generation LINAC replaces a machine that had reached the end of its working life, and is the first of two replacement LINACs being delivered through a $12.6 million investment to modernise radiation oncology services across the Capital, Coast, and Hutt Valley district.”
Radiation therapy is used to treat a wide range of cancers, including breast, prostate, lung, head and neck, and gynaecological cancers, and to relieve symptoms, reduce pain and improve quality of life for patients receiving palliative treatment.
The new machine uses advanced camera-based surface guidance to accurately position patients and continuously monitor them throughout treatment. This technology provides an additional layer of precision by detecting even small changes in patient position, helping ensure treatment is delivered exactly as planned while minimising radiation exposure to surrounding healthy tissue.
“The new LINAC also supports ongoing clinical innovation and workforce development, providing opportunities for staff to train and work with the latest radiation therapy technology.
“Replacing a LINAC is a significant undertaking. Each machine weighs several tonnes and sits within a purpose-built bunker with 1.2 metre thick concrete walls. Before treating its first patient, the new LINAC underwent months of installation, commissioning and comprehensive safety testing to meet strict clinical and technical standards.
“The radiation oncology team at Wellington Regional Hospital maintained services throughout the installation period, ensuring continuity of care for patients during a significant equipment upgrade.”
Just over 1,500 new patients are treated across three machines at Wellington Regional Hospital every year, delivering more than 16,000 treatments annually. The second LINAC will be replaced later this year.
Mr Brown says the investment is part of a wider programme to upgrade and expand cancer treatment capacity across New Zealand.
“New LINACs are treating patients in Auckland and Dunedin, we have delivered the first ever radiation therapy services in Taranaki and Northland, and construction is underway on the new Hawke’s Bay Cancer Centre, which will include a LINAC for the region.
“We are focused on fixing the basics and building the future. For Wellington patients, that means access to modern, world-class radiation treatment close to home, now and into the future.”
Original source: https://nz.mil-osi.com/2026/07/27/new-cancer-machine-treating-patients-at-wellington-hospital/
Back to index · Read original article
10. Severe weather “a clear focus” of NEMA Resilience Fund 2026/27 grants
July 27, 2026
Severe weather “a clear focus” of NEMA Resilience Fund 2026/27 grants
Source: National Emergency Management Agency
Seventeen projects focusing on community resilience and response to severe weather have been chosen to receive funding through the Civil Defence Emergency Management (CDEM) Resilience Fund.
The Resilience Fund is administered by the National Emergency Management Agency (NEMA) and aims to fund projects that will help communities prepare, reduce risk, respond to and recover from emergencies.
NEMA’s Director of Civil Defence Emergency Management John Price says the selected projects reflect the challenges that Aotearoa New Zealand is facing.
“Every year, it seems like severe weather events are more frequent and hit harder than they ever have before. Some communities are getting hammered year after year, and it’s crucial that NEMA’s Resilience Fund supports their efforts,” John Price says.
“This year, NEMA was delighted to receive proposals that build resilience in so many ways, and it was clear that severe weather was a focus for many applicants.
“From planning tools for disabled people, frameworks to tackle post-emergency rises in family violence, business resilience and land drainage networks, these projects showcase once again the knowledge, skills and innovative drive of our communities.
“We’re also delighted to be funding several iwi/Māori initiatives, including efforts to build Māori capability in emergency management.”
The fund has allocated $883,497 to 17 projects, and John Price says he’s delighted once again at the range and depth of the successful applications.
“This year, the Fund focused on applications that specifically supported the National Disaster Resilience Strategy’s aims, particularly building a culture of resilience in Aotearoa New Zealand.
“Projects like these generate ideas that will benefit other communities around the country, and together, we will build a stronger and safer Aotearoa New Zealand.”
The successful applications are:
- Te Whakapakari i te Whakautu Whakahautanga ā-Hapori (Strengthening Community Emergency Response) – $60,000
- Waikato Resilience Video Series – $60,000
- Waikato CDEM Group Power Out, Plan On campaign – $38,250
- Kaipara Land Drainage Strategic Review – $55,500
- Awakino River Flood Modelling – $43,475
- Multi-lingual Children’s Storybook – earthquakes and tsunamis – $35,000
- Prepared Together – $48,000
- Community Emergency Hubs Project – $15,000
- Ngati Tamatera – lwi-led emergency preparedness and community resilience – $70,000
- Embedding family violence risk mitigation into disaster preparedness planning: A capability uplift for CDEM Waikato and the National Sector – $27,500
- Tauranga Moana Iwi Hazard Integration Programme – $100,000
- Mataatua CIMS Capability and Emergency Leadership Programme – $37,000
- Building West Coast Businesses Emergency Preparedness, Connectivity and Continuity Planning – $50,000
- A West Coast Fuel Resilience Project: Review and Update the West Coast Fuel Plan (2022) – $20,000
- Te Rāwhiti Marae Emergency Preparedness – $60,000
- Kia Kaha Ai Te Kupenga Rauora Civil Defence Plan – $30,772
- Tairāwhiti Deployable Emergency Hybrid Energy Systems – $133,000
Notes for editors: about the CDEM Resilience Fund
The CDEM Resilience Fund is a contestable fund to enhance New Zealand’s hazard risk resilience. CDEM Groups, other organisations and individuals are eligible to apply.
Applications were considered by NEMA’s Subject Matter Experts against criteria with emphasis on improved collaboration, improved resilience locally and regionally, and consistent approaches.
The Resilience Fund is distributed on an annual basis. More details are available here: CDEM Resilience Fund – National Emergency Management Agency
Back to index · Read original article