PM Edition: Here are the top 10 business articles on LiveNews.co.nz for July 30, 2026 – Full Text
1. InMobi Advertising Unveils AI-Powered Cross-Screen and Full-Funnel Solutions to Help Chinese Brands Grow Across Domestic and Global Markets
July 29, 2026
Source: Media Outreach
InMobi’s unified intelligence engine delivers 2x revenue growth and a 40% improvement in ROAS, while the expanded InMobi Accelerate and Alliance network unlocks broader advertising reach
InMobi joins ChinaJoy 2026, booth at W4F102
As Chinese enterprises transform into global brands, they face challenges on two distinct fronts. Domestically, navigating search, social and content ecosystems dominated by powerful closed platforms requires deep local relationships and market expertise. Internationally, consumer attention is increasingly fragmented across mobile devices, lock screens and connected TV, while advertising is often planned and bought in isolated silos, resulting in disconnected user experiences, higher churn and unpredictable returns on advertising spend.
New AI-Powered Cross-Screen Advertising CapabilitiesDrive Measurable Results
To support Chinese brands expanding globally, InMobi has introduced a unified advertising solution that combines its global programmatic exchange, strategic OEM partnerships with industry leaders including Samsung, Motorola and Google, and Glance, its flagship consumer platform. Together, these assets create an AI-optimised framework that connects mobile, lock screen and connected TV experiences, reaching more than 2.5 billion devices through 70,000+ apps integrated with the InMobi SDK.
Powered by InMobi’s unified intelligence framework, the framework is already delivering strong business outcomes, including over 2x revenue growth, and an almost 40% improvement in return on advertising spend (ROAS). Publishers integrating through the InMobi SDK are also achieving almost 3-5x greater revenue compared with API-only integrations.
At the centre of this ecosystem is Glance, which reaches approximately 250 million active users globally and provides Chinese advertisers with access to one of the world’s most engaged consumer surfaces through AI-powered discovery and commerce experiences.
Expanded InMobi Alliance Network Enhances Market Access
Alongside its AI-powered cross-screen innovations, InMobi continues to expand InMobi Accelerate and Alliance business, through which advertisers can access search and social inventory through InMobi’s strategic partnerships with Microsoft Advertising, Baidu, and Yandex, among others, helping advertisers access premium inventory and audiences across domestic and international markets. Since 2023, media flow through InMobi Accelerate and Alliance has increased rapidly in China, reflecting growing demand from Chinese advertisers seeking growth opportunities across domestic and overseas markets. Globally, InMobi Accelerate and Alliance manages more than US$2.5 billion in media flow.
“Chinese enterprises are entering a new phase of growth, with ambitions that extend well beyond individual markets or channels,” said Abhay Singhal, Co-founder of InMobi. “Our role is to bring together the platform access, consumer reach and AI-led intelligence they need to grow with greater consistency. Through InMobi Accelerate and Alliance, and our cross-screen, full–funnel capabilities via agentic AI and Glance, we are helping businesses connect fragmented touchpoints and turn them into more meaningful consumer engagement and measurable outcomes.”
Abhay Singhal, Co-founder of InMobi
Expanding Support for China’s Booming Short-Drama Industry
InMobi is also expanding its focus on the fast-growing short-drama industry, one of China’s most dynamic digital content categories. According to National Radio and Television Administration in 2025, the market surpassed RMB100 billion (US$14.7 billion) in 2025 and now includes more than 800 Chinese short-drama apps operating internationally.
As competition intensifies, user retention has become as important as user acquisition. Leveraging AI-powered retargeting, lifecycle marketing and audience intelligence capabilities, InMobi helps publishers re-engage viewers, recommend relevant content and improve long-term monetisation. The company plans to deepen its engagement with the short-drama ecosystem through creator partnerships, joint marketing initiatives and proprietary audience solutions that support sustainable growth in global markets.
Meet InMobi at ChinaJoy 2026
Attendees, media and industry partners are invited to visit InMobi during ChinaJoy 2026 to learn how the company is helping Chinese brands and developers accelerate growth across domestic and global markets.
- Dates: 31 July – 3 August 2026
- Venue: Shanghai New International Expo Centre (SNIEC), Shanghai
- Booth No.: W4F102
Hashtag: #InMobi
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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2. Retail Sector – Book Hero turns the page with launch of Toy Hero
July 29, 2026
Source: Book Hero
30 July 2026
Independent Kiwi retailer expands into toys after serving more than 100,000 customers and selling 345,000 books in under two years.
At a time when much of the retail conversation is about store closures, shrinking sales and tough economic conditions, one independent Kiwi business is heading in the opposite direction.
Less than two years after launching Book Hero, the online bookseller has today unveiled Toy Hero, a dedicated online toy store and the next chapter in the company’s continued growth.
The move follows strong customer demand for toys, puzzles and games, which quickly grew to around 20 per cent of Book Hero’s sales.
Rather than treating toys as an add-on, the team has created a dedicated destination bursting with 20,000 products and built on the same promise customers have come to expect – fast delivery, competitive prices and humans at the helm.
Book Hero has served more than 100,000 New Zealand customers and sold more than 345,000 books since launching, bucking a challenging retail environment and proving there’s still strong demand for independent retailers that straddle online, experiences and activations and immediacy.
Tim Wackrow, Co-Founder at Book Hero and Toy Hero, says Toy Hero is a natural evolution of the business.
“We’ve learnt that what customers value most is certainty. Whether it’s a birthday this weekend, a family road trip or just keeping the kids entertained, people want to know they can order from a Kiwi business and have it arrive overnight. That’s exactly what we’ve built Toy Hero to do.”
“Families were already shopping for toys alongside books, so creating a dedicated destination with the same fast delivery, fair pricing and personal service that people know us for was the natural next step.”
Launching today, Toy Hero features a curated range of some of the world’s best-loved brands, including Barbie, Hot Wheels, Bluey, Wasjig and Paw Patrol, with thousands more products and brands arriving over the coming months as the range continues to expand.
Juanita Neville-Te Rito, retail consultant and founder of RX Group, says online retail continues to grow, but success increasingly belongs to businesses that give customers a compelling reason to shop locally.
“Almost one in every four retail dollars is now spent online, but the businesses seeing sustained growth aren’t necessarily the biggest. They’re the ones giving customers a reason to come back through proper service, competitive pricing, fast fulfilment and a strong local identity.
“Expanding into adjacent categories is also a natural progression for successful retailers. When you’ve built trust with customers, extending that relationship into complementary products is often far more effective than trying to acquire entirely new shoppers.”
Toy Hero is now live at Toy Hero website
Fast facts
- 100% New Zealand owned – Toy Hero is brought to you by the team behind Book Hero (ex-Mighty Apers)
- Launching with 20,000 toys, board games and puzzles available to buy with overnight nationwide delivery
- Stocking leading brands including Barbie, Hape, Hot Wheels, Bluey, Ravensburger and Tonies
- It comes hot on the heels of Book Hero, which launched less than two years ago and already has over 100,000 NZ customers having sold 345,000 books
- The combined businesses have 17 full-time staff
- Toys, puzzles and games grew to around 20% of Book Hero sales within six months, leading to the creation of Toy Hero
- Built on the same customer promise as Book Hero: fast delivery, competitive prices, real people and proudly Kiwi owned.
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3. Competition for AI talent creates new pay challenges for Kiwi employers
July 29, 2026
Source: Robert Half
29 July 2026
- The single biggest challenge in compensating AI-proficient candidates is high market demand and competition (34%)
- 94% anticipate AI proficiency will continue to drive salary growth in their organisation over the next 1-2 years
Auckland, 29 July 2026 – AI proficiency is rapidly becoming one of the most valuable skills in the Kiwi job market, but new independent research by specialised recruiter Robert Half finds employers are grappling with how to price their salaries accurately.
Among organisations where AI adoption has occurred in some capacity, an overwhelming 99% say they face challenges when compensating AI‑proficient candidates.
The single biggest challenges identified by businesses include:
| Biggest challenge | % of employers |
|---|---|
| High market demand and competition | 34% |
| Lack of internal salary benchmarks | 23% |
| Budget constraints | 22% |
| Rapidly evolving skillsets | 20% |
Independent survey commissioned by Robert Half among 250 hiring managers in New Zealand.
AI pay premiums expected to persist
The upward trend in compensation for AI proficiency is expected to persist with a strong majority (94%) of New Zealand employers anticipating that AI skills will continue to drive salary growth within their organisations over the next one to two years.
In contrast, only 4% of employers believe AI capabilities will have little to no impact on salaries in the near term, while a small minority (2%) remain uncertain, citing the fast-moving nature of AI and its role in business strategy.
“AI capability is now firmly embedded in the business landscape and increasingly recognised as a valuable skill, with that shift starting to influence how companies approach pay,” says Ronil Singh, Director at Robert Half. “We’re seeing the emergence of a new compensation hurdle, where AI fluency is beginning to shape earning potential across a wide range of roles.”
“Many organisations recognise the need for AI-capable talent, yet are still defining what that capability should command, resulting in a compensation market that is uneven and rapidly shifting. To respond effectively, businesses should keep a close eye on market movements, update benchmarking tools, and embed long-term skill development into their workforce strategy.”
Notes
About the research
The study is developed by Robert Half and was conducted online in October 2025 by an independent research company of 250 finance, accounting, and IT and technology hiring managers. Respondents are drawn from a sample of SMEs as well as large private, publicly-listed, and public sector organisations across New Zealand. This survey is part of the international workplace survey, a questionnaire about job trends, talent management, and trends in the workplace.
About Robert Half
Robert Half is the global, specialised talent solutions provider that helps employers find their next great hire and jobseekers uncover their next opportunity. Robert Half offers both contract and permanent placement services, and is the parent company of Protiviti, a global consulting firm. Robert Half New Zealand has an office in Auckland and the South Island. More information on roberthalf.com/nz.
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4. Statement on further issues concerning the Biometric Capability Upgrade (BCU) Project
July 29, 2026
Source: New Zealand Government
The Biometric Capability Upgrade was a seven-year project within the Ministry of Business, Innovation and Employment (MBIE) that was ceased in December 2025.
MBIE previously advised Ministers, the Education and Workforce Committee, and New Zealanders in June that the project costs to be written off were around $33 million. The Greg James review also raised questions about whether MBIE undertook “creative accounting” to keep the project below the $35 million whole-of-life costs threshold to avoid Cabinet scrutiny.
Earlier this week, when reviewing answers that MBIE had provided in response to follow-up questions from the Education and Workforce Committee, my office identified that financial information MBIE had provided in response to a question from the Committee could not be correct.
In response to the questions raised by my office, the MBIE Chief Executive advised me yesterday afternoon that, upon further review, another $6 million in associated project costs had been identified.
“However, the Chief Executive informed my office today that he cannot be confident this further $6 million represents the full extent of expenditure on the BCU and he has made the decision to commission an independent financial audit.
In close consultation with Economic Growth Minister Nicola Willis, we have referred this matter to both the Michael Heron inquiry into the BCU project and the Public Service Commissioner, as we consider it raises significant questions regarding MBIE’s financial controls more generally.
We have also asked the Public Service Commissioner to consider whether the scope of the Heron Inquiry needs to be amended to ensure that all matters in relation to the Biometric Capability project are included.
Original source: https://nz.mil-osi.com/2026/07/29/statement-on-further-issues-concerning-the-biometric-capability-upgrade-bcu-project/
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5. US dollar strength and diverging central bank policies set to drive global currency market volatility
July 29, 2026
Source: OFX
Currency markets are set for another volatile month as resilient US economic data, diverging central bank policies and geopolitical uncertainty continue to weigh on investor confidence, according to OFX’s latest Monthly Currency Outlook.
The report highlights renewed US dollar strength and central banks each exploring different policy options as the key themes shaping foreign exchange markets, with investors closely monitoring economic data and monetary policy signals for further direction.
OFX Director, Luke Czirok, said currency markets are likely to remain highly sensitive to interest rate expectations and economic data.
“While inflation has eased in many economies, central banks are taking very different approaches to monetary policy, creating ongoing volatility across major currency pairs.
“The key challenge for businesses and individuals is navigating uncertainty. Currency markets can move quickly when expectations around interest rates or economic growth change, which is why staying informed and having a strategy in place can be critical when managing international payments,” he said.
The OFX Monthly Currency Outlook reports the US dollar remains well supported after stronger-than-expected economic data reinforced expectations that US interest rates will remain higher for longer. This has strengthened demand for the greenback while placing pressure on many major currencies, including the euro, Australian dollar, New Zealand dollar and Japanese yen.
At the same time, differing approaches from the world’s major central banks – particularly the US Federal Reserve, European Central Bank, Bank of Japan and Bank of England – are creating greater uncertainty for investors and businesses exposed to international markets.
The euro weakened throughout June as markets increasingly anticipated the European Central Bank (ECB) would leave interest rates unchanged while the US Federal Reserve maintained a more hawkish outlook. Investors will closely watch the ECB’s July meeting, along with fresh Eurozone economic data, for signs of improving growth.
In the United Kingdom, political developments are also expected to remain in focus following the appointment of Andy Burnham’s as Prime Minister and the formation of his cabinet, including the appointment of John Healey as Chancellor. While uncertainty initially weighed on sterling, expectations of a smooth leadership transition have helped the pound recover some recent losses.
The Australian dollar recorded mixed performance in June, weakening against the US dollar while remaining resilient against several trading partners thanks to stronger commodity prices and improving global risk sentiment. China’s economic outlook, commodity markets and global interest rate expectations are expected to remain the key drivers for the currency.
Similarly, the New Zealand dollar came under pressure from broad US dollar strength, softer commodity prices and reduced expectations for further domestic interest rate increases.
Meanwhile, the Japanese yen remains near multi-decade lows against the US dollar as investors continue to favour higher-yielding US assets despite the Bank of Japan’s gradual policy normalisation. Markets are watching closely for any signs of further policy tightening or potential government intervention to support the currency.
The Canadian dollar, Singapore dollar and Hong Kong dollar also remain heavily influenced by US dollar strength, with investors closely monitoring upcoming central bank decisions and economic data releases for further direction.
With central banks entering another critical policy period and global economic uncertainty persisting, OFX expects foreign exchange markets to remain highly responsive to incoming economic data throughout July.
For further information and access to the full OFX Currency Outlook see OFX websiteen-au/blog/currency-outlook/”>OFX Monthly Currency Outlook
Notes to editors:
OFX expected trading ranges, July 2026
- EUR/USD: 1.1200-1.1620
- EURGBP 0.8510-0.8730
- GBP/USD: 1.3100-1.3515
- GBPEUR 1.1455-1.1750
- AUDEUR 0.6036-0.6082
- AUDGBP 0.51648-0.52194
- AUDNZD 1.2132-1.2213
- AUD/USD: 0.6883-0.6960
- NZDEUR 0.4964-0.4998
- NZDGBP 0.4248-0.4289
- NZDAUD 0.8188-0.8243
- NZD/USD: 0.5658-0.5727
- USD/JPY: ¥158-¥164
- DXY: 100.300-101.200
- CADUSD 0.7000-0.7350
- USDSGD 1.2850-1.3020
- USDHKD 7.8350-7.8480
About OFX:
OFX is a leading financial operations company providing businesses and accounting firms with real-time financial control and visibility to do business anywhere in the world. With an innovative platform and 24/7 human support, OFX automates and simplifies doing business across borders, reducing risk and eliminating routine operational tasks. Offering global business accounts, payments to 180 countries in 30+ currencies and currency risk management solutions to simplify global payments. OFX further enhances business operations by providing corporate cards with spend management, bill payments, vendor management, and integrations with popular accounting and HRIS software, to help achieve better business solutions so accounting firms and businesses thrive.
Headquartered in Sydney, Australia, with offices globally, in the United States, Canada, United Kingdom, Ireland, New Zealand, Singapore and Hong Kong. ISO/IEC 27001:2022 certified globally, 700+ employees, listed on the ASX since 2013, licensed in 50 jurisdictions and regulated by over 50 regulators globally. OFX has been a trusted innovator in global money movement for over 25 years.
For more information about OFX and its financial automation solutions, visit OFX website
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6. Bison Bank becomes Portugal’s first MiCA-Regulated Crypto-Asset Service Provider
July 30, 2026
Source: Media Outreach
Joins a limited group of 30 EU banking institutions to offer Crypto-Asset Services under the new legal framework, bridging traditional finance with the digital asset economy.
“We were pioneers three years ago when we realized the future of banking would involve integrating digital assets. Now, with a clear and solid European framework like MiCA, we are bringing this area into the heart of the bank,” states António Henriques, CEO of Bison Bank. “The CASP license and the merger realize our vision for the bank of the future: a single, regulated entity with the robustness of a bank and the agility of the crypto world.”
Bison Bank’s CASP license, along with the integration of BDA, which in 2025 served approximately 275 clients and handled traded volume of €165 million, positions the bank to accelerate its on-chain strategy. The new CASP structure offers institutional clients simplified access to custody, exchange and advisory services for crypto-assets under a bank-grade compliance and risk management framework. It also supports new products, including the recently launched EUB and USB E-money tokens (stablecoins), and future real-world asset (RWA) tokenization solutions.
This strategy is backed by the bank’s strength. Bison Bank closed 2025 with recurring net profit of €5 million, doubling the previous year, and a CET1 capital ratio of 38.5%, amongamong the highest in European banking. Its leadership in digital assets was recognized with the “Portugal’s Best for Digital Assets” distinction at the Euromoney Global Private Banking Awards 2026.
Bison Bank, S.A. is a Portuguese bank providing Private Banking, Depositary Bank, Corporate Advisory and Digital Assets services to individual and institutional clients, connecting European and global markets.
Bison Digital Assets S.A. is the first Virtual Asset Service Provider licensed by the Bank of Portugal and fully owned by a Portuguese bank, offering digital asset custody and exchange services.
Hashtag: #BisonBank #MiCA #CASP #CryptoAssets #DigitalAssets #DigitalFinance #FinancialInnovation #EuropeanBanking #BankingInnovation #Fintech #Stablecoins #Tokenization #Blockchain #RegulatedCrypto #Portugal
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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7. Better firearm laws locked and loaded
July 29, 2026
Source: New Zealand Government
The Arms Bill passed its final reading in Parliament today meaning New Zealanders will soon have much better firearms laws that respect licenced firearm owners and improve public safety, says Associate Justice Minister Nicole McKee.
“The Bill keeps firearms out of criminals’ hands, while making compliance easier for licenced firearm owners,” says Mrs McKee
“Firearms are used by licenced New Zealanders to put food on the table, earn a living, manage pests, compete in sport, enjoy the outdoors, and more.
“The new law replaces a complex and confusing patchwork with legislation that is more logically structured, easier to understand, and focused on the areas that matter most for public safety.
“It strengthens penalties and enforcement against unlawful firearms activity while removing unnecessary rules and improving the way the firearms system operates.
“One of the most significant changes is the creation of a new arms regulator, Firearms Safety and Education New Zealand, that will operate independently of the Police.
“Police will be able to focus on investigating crime and holding offenders to account, while the regulator focuses on licensing, firearms safety, education, and delivering a professional service to licenced firearm owners.
“That separation is an important step towards rebuilding trust and confidence in the firearms regulatory system.
“Most of the Bill, along with regulations giving effect to the changes in the Bill, will come into force on 23 September. The remaining provisions will come into force progressively by 23 February 2028.
“I would like to thank every New Zealander, including those members from the firearms community, who engaged with this process. The Bill had extensive consultation prior to being drafted, along with a full six-month select committee process where New Zealanders could share their views and suggest improvements. This is how law should be made.
“On a personal level, this is a very special moment. I came to Parliament six years ago with a goal of completely replacing the Arms Act 1983. Today that goal has been achieved.”
Notes to editors:
Notable changes in the Bill include:
- Separating firearms regulation from police and the creation of a new arms regulator.
- Establishing an independent firearms licencing review committee.
- Extending pest control endorsements to five years and allowing multi-user agreements for short term transfers of restricted firearms.
- Removing the need for a permit to posses for short-term business activities such as taking a firearm to a gunsmith for less than 21 days.
- Extending multiple-consignment import permits for business licence holders so they remain valid for 12 months.
- Extending business licence duration to five years for those with a proven compliance record.
- Removing the ability for the regulator to include information in the firearms registry that is not required by regulations.
- Allowing multi-entry visitor licences of up to 18 months.
- Allowing health-related suspensions for up to 12 months so individuals have time to obtain medical reports, implement mitigations, or seek help.
- Enabling infringement powers for low-level non-compliance.
- Disqualifying gang members from holding a firearms licence.
- Restricting large-capacity pistol magazines to only those who hold a pistol licence.
- Increasing penalties for some offences and creating eight new offences, including ones to reduce firearms entering the black market.
- Establishing a statutory ‘red flag’ system with clarified information sharing so Police and other agencies can continue to signal to the firearms regulator when they have relevant intel that might trigger a review of whether a LFO remains a fit and proper person.
Original source: https://nz.mil-osi.com/2026/07/29/better-firearm-laws-locked-and-loaded/
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8. Bruce Rockowitz’ #legend Unveils AI-First Strategy to Redefine Luxury Media
July 29, 2026
Source: Media Outreach
HONG KONG SAR – Media OutReach Newswire – 29 July 2026 – #legend, Asia’s leading luxury lifestyle print and digital platform, has announced its AI-first transformation strategy across editorial, commercial, and audience development operations. The move positions #legend at the forefront of a rapidly shifting media landscape, where premium publishing must evolve as quickly as the readers it serves.
As audiences increasingly consume content through AI-powered search, personalized recommendations, and immersive digital experiences, #legend is investing in artificial intelligence to enhance editorial excellence, deepen audience engagement, and create greater value for readers, luxury brands, and business partners.
“AI is not replacing creativity; it is enhancing it,” said Bruce Rockowitz, Chairman of Legend Publishing. “Luxury has always been about delivering exceptional experiences. By embracing AI, we can better understand our audience, produce richer content more efficiently, and connect brands with consumers in more meaningful ways.”
Central to the transformation is a new AI-powered editorial ecosystem built to support journalists and creative teams. Editors will be assisted with research, multilingual translation, trend analysis, and workflow efficiencies, freeing them to concentrate on the original storytelling and high-quality journalism that have defined the publication since its founding.
Readers will also notice a more personalized experience. #legend will introduce intelligent content discovery across its digital platforms, surfacing articles, luxury products, travel destinations, events, and business insights tailored to individual interests. For the brand’s commercial partners, this translates into more targeted, measurable, and meaningful marketing opportunities backed by real audience data.
For luxury brands working with #legend, AI-powered analytics will offer a clearer window into audience behavior, campaign performance, and emerging consumer trends, enabling stronger strategies and more accountable investment.
The company will also accelerate the production of premium marketing content, social campaigns, newsletters, video and multilingual editorial through generative AI, supporting its continued growth across Asia without compromising the editorial standards the brand is known for.
Recognizing that readers increasingly discover content through conversational AI rather than conventional search, #legend is investing in publishing infrastructure built for this new reality. By strengthening structured content, digital discoverability, and intelligent search capabilities, the platform is cementing its place as a trusted voice for luxury and lifestyle content wherever readers choose to find it.
Across the business, the benefits are expected to be tangible: faster production cycles, stronger reader engagement, sharper advertising performance, and more confident, data-informed decision-making at every level of the organization.
Through it all, the qualities that built #legend’s reputation remain non-negotiable. Authentic storytelling, trusted journalism, and premium experiences are not features of the old model to be discarded. They are the foundation upon which everything new will be built.
“Our future lies at the intersection of innovation and creativity,” Rockowitz added. “By combining human expertise with intelligent technology, we are building a smarter media platform that will continue to inspire readers, empower brands, and shape the future of luxury publishing in Asia.”
Hashtag: #legend
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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9. Amnesty International Statement – Nigeria: Shell documents expose ‘basket’ pipeline, ‘missing’ wells and US$10.9bn decommissioning costs as pollution scandal grows
July 29, 2026
Source: Amnesty International
Shell must answer for decades of pollution in the Niger Delta after internal company documents revealed broken rules, failing infrastructure and unresolved clean-up costs that risk leaving affected communities to pay the price,a coalition of human rights and environmental organisations, including Amnesty International, said today in a new report.
The report, Nigeria: Lifting the Lid, analyses internal Shell emails, audits, presentations and confidential reviews disclosed in UK legal proceedings, revealing a wider human rights scandal than previously reported. While Shell presented its operations as meeting global standards, the documents point to concerns raised by the Nigerian army over alleged complicity in oil theft, suspected staff and contractor collusion, exemptions from safety standards, chronic neglect of known pipeline integrity risks, missing well data, weak leak detection and flawed spill assessments.
Shell knew the risks from ageing and leaking infrastructure, including an old pipeline internally described as “a basket” [case], yet kept oil flowing. It later decided to divest its onshore business rather than face the enormous cost of clean-up and decommissioning, including an internal US$10.9 billion decommissioning estimate. A separate internal presentation stated that 375km² of mangrove forest had been harmed by pollution.
Amnesty International wrote to Shell on 3 July 2026 to share its findings related to the disclosed documents. In response to Amnesty’s report, Shell wrote that: “The characterisation and portrayal of Shell in your letter is not one we recognise. Shell is committed to honesty, integrity and respect for people, and to conducting business in an ethical and transparent manner.” Shell says that the findings do not reflect the “challenging operating environment in the Niger Delta at the time”. Their full response is included in the report.
“Shell has long blamed oil theft and sabotage for pollution in the Niger Delta. But these documents cut through years of denial and raise grave questions about what Shell knew, what it allowed to continue, and whether it then sought to walk away from the costs of its toxic legacy,” said Isa Sanusi, Director of Amnesty International Nigeria.
“The scandal was not simply illegal ‘bunkering’ or oil theft. The real scandal is Shell’s pursuit of profit at the expense of people’s rights. Shell was willing to accept further environmental damage in Nigeria that would not have been tolerated elsewhere, and years of public denial are now challenged by its own documents.”
The report is published by Amnesty International together with The Corner House, Hawkmoth, HEDA Resource Centre, Kebetkache Women Development & Resource Centre, Miideekor Environmental Development Initiative (MEDI), Recommon and Social Action. For affected communities, the findings confirm what many have said for decades: oil pollution has damaged water, farmland, fisheries, health and livelihoods, while companies continued to profit and deny responsibility.
“Shell cannot be allowed to take the oil, take the profits and leave the pollution behind. Communities in the Niger Delta deserve truth, justice, clean-up and full remedy,” said Olanrewaju Suraju, Chairman of the HEDA Resource Centre, a Nigerian governance and environmental justice NGO.
Concerns over role in oil theft, broken rules and failing infrastructure
The documents show that even while Shell blamed criminal gangs for oil theft, senior staff allowed illegal taps to remain on pipelines because removing them would “take considerable system downtime”, meaning the temporary suspension of profitable crude oil flows. One senior Shell manager wrote in 2013 that this had led the Nigerian security force responsible for pipeline security to accuse Shell of being “complicit” in oil theft “because we are not removing the bunkering points.” A Shell presentation that year, referring to the effects of the illegal tapping, asked: “are we comfortable to continue producing, KNOWING that further environmental damage WILL occur?”
The report also reveals that Shell exempted its Nigerian subsidiary, Shell Petroleum Development Company (SPDC) from key elements of its global health and safety standards so oil could continue flowing through tampered pipelines, even when not deemed safe under Shell’s own safety rules. This was an approach one senior Shell executive appeared to acknowledge would not be tolerated elsewhere. Internal documents additionally show Shell executives suspected staff and contractors may have been involved in oil theft, with one email warning: “we have to work on the assumption that the bunkerers get good access to SPDC planning data.”
Internal audits further exposed serious weaknesses in Shell’s pipeline management, including a major maintenance backlog, weak oversight systems, and poor records on pipeline clamps that Shell had allowed to become permanent repairs on leaking pipelines. More than 1,600 clamps were registered, including older clamps whose locations were unknown.
A 2012 technical review also found that SPDC flowlines were supposed to be replaced every 15 years, but this was “not being followed” and only “breakdown maintenance” was being applied.
‘Missing’ oil wells, weak monitoring and flawed spill assessments
An internal report in 2014 to Shell’s then CEO said there were “hundreds” of SPDC onshore wells that were either missing from its electronic well-tracking system or whose condition could not be verified. Shell later launched a “well hunt campaign”, which identified 750 overdue maintenance tasks that contributed to an “unsatisfactory” audit rating. A 2013 report also found that SPDC’s pipelines had no real-time monitoring system, despite the fact that quickly detecting spills and limiting contamination is key to reducing pollution. Without such monitoring, anything short of a major rupture could go unnoticed.
“A fossil fuel giant that could not verify the location and integrity of hundreds of wells and pipeline clamps, and lacked effective leak detection, cannot credibly claim it had pollution under control. Shell must stop deflecting blame,” said Dr Emem Okon from Kebetkache Women Development & Resource Centre, a Nigeria-based group promoting women’s rights and environmental justice.
Shell’s claim that oil theft caused most pollution is also weakened by its own documents, which show staff were not properly equipped to tell whether spills were caused by corrosion or third-party interference. This matters because, although companies must clean up spills regardless of cause, under Nigerian laws affected communities are only entitled to compensation where spills are classified as operational rather than sabotage or theft.
“For communities seeking justice, Shell’s flawed spill assessments could mean the difference between compensation and abandonment,” said Celestine Akpobari from MEDI, an NGO rooted in the Ogoni struggle, advocating for environmental restoration and justice.
‘Basket’ pipeline left full of crude
The report also finds that Shell failed to properly decommission the old Nembe Creek Trunk Line after replacing it in 2010. A 2014 internal email said around 80km of the old pipeline was still filled with stagnant crude, with six operational spills since 2010, and could not be decommissioned because of budget constraints. The email described the pipeline as “a basket” and warned that more spills would follow without urgent action. The response appeared to confirm that the failure to decommission was primarily financial, despite recognition that action was needed to reduce environmental impact and liability.
“Shell knew old infrastructure was leaking and needed decommissioning, yet the documents suggest action was delayed because of cost. Communities should never have been forced to live with pollution because a company did not want to pay to clean up its own mess,” said Simon Taylor, co-founder of Hawkmoth, a Netherlands-based NGO advancing a just, accountable transition away from fossil fuels, with experience of challenging oil and gas abuses, including in Nigeria.
Divestment and unanswered US$10.9bn decommissioning costs
An internal report sent to Shell’s then CEO in 2014 estimated that decommissioning all existing SPDC assets could take decades and cost US$10.9 billion, equivalent to US$14 billion today, apparently excluding clean-up costs. Another internal presentation on past oil spills identified 375km² of affected mangrove forest and asked whether Shell had the “appetite” to take on the “open-ended problem”. Shell later sold SPDC to Renaissance Africa Energy in 2025, despite concerns over the new company’s capacity, limited public financial information and the need for up to US$1.2 billion in secured loans from Shell to support the acquisition itself.
“Shell’s divestment cannot become a corporate escape route. After decades of profiting from Niger Delta oil, Shell must not transfer the risks of ageing infrastructure and legacy pollution to communities or to a buyer whose capacity remains in serious doubt. It must pay its fair share whether or not it has the ‘appetite’ for accountability,” said Isaac Osuoka, Director at Social Action which advocates for environmental justice, community rights and accountability in the Niger Delta.
Clean-up, remedy and reform
Amnesty International and partner organizations are calling on Nigerian authorities to overhaul its oil industry oversight, require accessible audits of all operational and decommissioned infrastructure, and establish a properly resourced Niger Delta clean-up superfund.
“Shell is one of the world’s largest investor-owned fossil fuel companies. Its documents are now in the open. The question is whether governments will act on them,” said Isa Sanusi. “In addition to living with unacceptable oil pollution, Nigerians are experiencing extreme heat, deadly flooding and other extreme weather events linked to the global heating caused by the use of Shell’s primary product: fossil fuels. Nigeria must overhaul oversight of the oil industry, while UK and Dutch authorities must investigate whether Shell misled shareholders, regulators and affected communities about the true state of its operations and liabilities. Shell must stop hiding behind divestment, disclose the truth, fund clean-up and remedy, and ensure that affected communities finally receive justice.”
Background
In 2015, the Ogale and Bille communities filed UK legal action against Shell Plc and SPDC over serious oil pollution. The Bille case is due to be heard in March 2027.
Nigeria: Lifting the Lid analyses Shell documents from 2008 to 2014, including 27 redacted documents released in April 2026 after NGOs, Hawkmoth, Heda Resource Centre and Oil Change International – UK, applied for publication in the public interest, plus further details from a May 2026 court filing.
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10. ANGEL Supports KFC Indonesia’s Nationwide Water Purification Upgrade with Localized Solutions for Complex Water Conditions
July 29, 2026
Source: Media Outreach
JAKARTA, INDONESIA – Media OutReach Newswire – 29 July 2026 – ANGEL is continuing to provide commercial foodservice water purification solutions for KFC Indonesia’s nationwide restaurant network. As a key partner in the project, ANGEL has developed tailored purification solutions for different outlets based on Indonesia’s complex and diverse water conditions. The project is progressing in phases as planned, with some stores already installed and operational, providing strong support for improved water quality, stable food and beverage preparation, and consistent store operations.
In recent years, as Indonesia’s foodservice market has continued to grow, chain restaurant brands have placed higher demands on beverage quality, food safety and operational efficiency. As a major nationwide chain, KFC has been upgrading its store infrastructure, seeking a more stable and efficient water purification system to support continuous water supply during peak hours, standardized product output and long-term equipment reliability
As early as June 2025, ANGEL announced its full entry into Indonesia’s commercial water purification market at its Indonesia strategic launch event in Jakarta, while continuing to build its local operating capabilities. In the same year, KFC Indonesia launched its nationwide water purification system upgrade project. After evaluating product performance, treatment capacity, long-term operating costs and local service capabilities, it selected ANGEL as its commercial water purification solutions partner.
Localized Solutions for Complex Water Conditions
For a nationwide restaurant chain, the real challenge lies not only in the number of outlets, but also in the significant differences in water quality across regions.
Indonesia’s vast geography means that water source types, water stability and contaminant profiles vary greatly from one area to another. Some outlets have access to municipal water supplies, while others rely directly on groundwater, where higher levels of sediment, suspended solids and other impurities place greater demands on the adaptability and stability of purification systems.
At the same time, KFC outlets are located across more than a dozen Indonesian islands, creating additional challenges in logistics, equipment installation and ongoing maintenance. Ensuring stable nationwide operation under complex water conditions, while also managing upgrade costs, installation efficiency and maintenance convenience, has therefore become a key focus of the project.
Tailored Solutions for Different Store Needs
To address these challenges, ANGEL follows a “test first, customize second” service model. Through on-site water quality testing and assessment, the company provides differentiated purification solutions based on each outlet’s inlet water conditions and operational needs.
For stores with more complex water conditions, ANGEL uses the C11 Microfiltration System together with UV sterilizer to help ensure water quality for food preparation and daily restaurant operations. For outlets where inlet water conditions are relatively good, a UV sterilization solution alone can meet operational requirements.
The complete solution is fully compatible with KFC’s existing pre-filtration systems, without the need to modify current water supply facilities or interrupt business operations. This reduces upgrade costs while enabling more efficient and flexible system deployment.
“Consistent water quality is essential to our daily operations, especially during peak hours,” said a store operations representative involved in the project. “This flexible, tailored water purification solution allows us to maintain brand standards without changing our existing water supply infrastructure, while also making future maintenance more convenient.”
Following multiple rounds of prototype testing, on-site validation and continuous operational evaluation, ANGEL continues to participate in KFC Indonesia’s nationwide water purification upgrade project, supported by its stable product performance, reliable system operation and local service capabilities.
Building Commercial Water Solutions for Multiple Scenarios
For commercial scenarios such as restaurants, hotels and coffee chains, ANGEL has developed a commercial water purification portfolio covering microfiltration, ultrafiltration and reverse osmosis. This enables the company to provide differentiated solutions based on local water conditions and customer requirements.
Among these products, the C11 Microfiltration System has been widely applied in foodservice settings. It efficiently removes sediment, residual chlorine and odors while maintaining high-flow water supply, making it suitable for demanding operations such as beverage preparation and continuous kitchen water use. When paired with a UV sterilizer, it further supports hygiene compliance and helps maintain consistent food and beverage taste.
Local Delivery Capabilities Support Nationwide Store Operations
Beyond product performance, the smooth progress of the project also depends on local delivery and ongoing service capabilities. Unlike a “standard configuration, standard deployment” approach, ANGEL places greater emphasis on building local operational strength. Through continuous on-site testing and operational validation, the company keeps optimizing system performance, helping customers ensure long-term stable operation while reducing downtime risk and maintenance costs.
ANGEL has now established a service network covering most of Indonesia and has built a professional local service team to support nationwide project delivery and ongoing operation and maintenance. When outlets require installation, maintenance or technical support, ANGEL can provide fast response and professional service, minimizing equipment downtime and helping restaurants maintain continuous operations.
This integrated capability, combining products, local delivery and ongoing service, not only strengthens the long-term stability of water purification systems, but also provides more reliable infrastructure support for international restaurant chains expanding locally.
Strengthening Local Service Capabilities for More Global Brands
Building on its experience serving international chain restaurant brands such as KFC, ANGEL is continuing to enhance its local operating system in Indonesia. It is gradually developing commercial water purification solution capabilities adapted to local water conditions, compliance requirements and diverse business scenarios.
Looking ahead, ANGEL will continue to strengthen its full-lifecycle capabilities, covering water quality assessment, solution design, project delivery, and operation and maintenance services. The company will bring its market-tested solutions to more international restaurant chains, hotels and commercial customers, helping global clients address complex water conditions and achieve more efficient, stable and sustainable business operations.
Hashtag: #ANGEL
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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