PM Edition: Here are the top 10 business articles on LiveNews.co.nz for August 26, 2026 – Full Text
1. Speech to Building Nations
August 25, 2026
Source: New Zealand Government
Good morning, everyone.
It’s absolutely fantastic to be here today at Building Nations 2026.
I’d like to thank Nick Leggett, Fraser Wyllie and their team at Infrastructure New Zealand for hosting this event.
Building Nations is always one of the highlights of my year, because it brings together nearly a thousand of our smartest people to talk infrastructure policy.
Being Infrastructure Minister is an interesting one because my interests span different sectors like health, education, energy, corrections, justice, and transport – but there are already Ministers for those (including myself, of course).
But my point is that when it comes to the infrastructure portfolio the job is about systems thinking and going back to the fundamentals. My job is to progress policy that lifts the bar for all sectors like proper asset management, high-quality assurance, and better infrastructure funding and financing tools.
I’m really proud of the massive progress we’ve made over the past three years, and I want to reflect on that with you all today.
Then, I’d like to talk a bit about the Auckland Strategic Motorway Plan, which I have apparently announced four or so times already – but I’ll properly announce it today!
To finish, I’ll talk to you about what’s next and what you can expect from a second term with a National-led government.
Achievements and highlights
So, let’s take it back to the start.
Three years ago, I had the enormous privilege of being appointed Minister for Infrastructure.
From my time in Opposition, where I’d deliberately consulted widely and worked hard, I knew there was an enormous amount to do.
From 2019 to 2023, research from the New Zealand Infrastructure Commission showed that our system wasn’t in good shape.
Despite being in the top 10 per cent of OECD countries for infrastructure spending, we are in the bottom 10 per cent for what we get for our spend.
We rank fourth to last in the OECD for asset management.
Half of all capital-intensive central government agencies reported that they did not have robust asset registers or adequate asset management plans – and even fewer had long-term investment plans.
And around half of all proposals for investments in recent Budgets did not have complete detailed business cases.
On top of this, the time between funding and delivery has been too long, with some projects starting years and years after a project had been announced, which has been incredibly frustrating for the construction sector.
Every New Zealander experiences the flow on effects of our underperforming infrastructure system.
I can rattle off too many failures like communities waiting years for basic investments in schools, whilst a lucky few get architectural masterpieces; frequent transport disruptions due to weather events; and leaky, mouldy, asbestos-ridden hospitals that haven’t been looked after properly.
We had no long-term plan to fix these underlying issues.
This is not what Kiwis deserve from government, and it is my strong view that we need to do better.
I had six priorities coming to office:
Developing a 30-year National Infrastructure Plan
Strengthening asset management
Establishing a national infrastructure agency
Improving infrastructure funding and financing
Improving the consenting framework
Improving education and health infrastructure
I’m proud we’ve made significant progress on all of these priorities.
An enormous amount of work has been done in just three years.
But before I get into those six, I just want to touch on some highlights.
By the end of 2026, we will have started construction on over $20 billion worth of central government infrastructure projects.
We have signed two major Public Private Partnership (PPP) contracts: Stage 1 of the Northern Expressway, and Christchurch Men’s Prison.
These two projects alone represent thousands of jobs, and I’m told workers are already onsite.
By early 2027, we will have started construction on six Roads of National Significance, which – within the space of just three years, is a significant achievement.
And, behind it all sits a pipeline of funded projects across transport, health, education, corrections, and justice.
This includes Cambridge to Piarere, a $400m road resilience package, the Nelson Hospital Redevelopment, a new ward tower at Whangārei Hospital, several new police stations and courthouses, and over $2 billion for schools and classrooms.
So, let’s talk about the six infrastructure priorities I started with in 2023.
Six infrastructure priorities delivered
On the National Infrastructure Plan (NIP), we asked the independent Infrastructure Commission to produce a 30-year NIP, and in June this year the Government provided a formal response – supporting all 16 recommendations either in full or in part.
I won’t go into all the details, but there are a few main actions that are critical.
For example, the Government has agreed to introduce legislative requirements for asset registers, asset management plans, and long-term capital plans in the Public Finance Act.
Regulated utilities and local government are required to have these artefacts by law, but we currently don’t hold central government to the same standard.
That is going to change.
We are also shifting independent assurance for central-government-funded infrastructure from Treasury to the Infrastructure Commission and creating a new assurance function for asset management plans and long-term capital plans.
Ministers want better quality information, and we want clear, actionable advice from the experts –
Is this a good or bad project? Is it needed now? Is it consistent with the asset management plan or long-term plan? Can we strip some cost out?
We want those answers because, ultimately, Ministers are accountable to the public for investment decisions.
When it comes to strengthening asset management, the NIP was instrumental.
Actions like legislating for asset registers and asset management plans and reporting on asset performance will be a game changer, as will having independent assurance over asset management plans.
Fixing the fundamentals of our system is the single best thing we can do to build a pipeline that endures political cycles.
Right now, there is about $290 billion worth of infrastructure projects in the pipeline – around $190 billion with a confirmed funding source. I reckon all parties probably agree on 90 to 99 per cent of those projects.
But I think we should move away from the rhetoric of needing a fully bipartisan pipeline – we are never going to agree on every single project, and that’s okay. That’s the nature of politics and of people having different views.
Instead, we should commit to building bipartisan consensus on the idea that governments of all flavours should use best practice to plan, select, fund and finance, deliver, and look after infrastructure.
A robust system will make it politically untenable for Ministers to just go out and announce unfunded, inadequately planned projects.
Where farcical projects have been stopped, like in the case of Auckland Light Rail, there are legitimate reasons for that.
Equally, a robust system should make it punishing for a new government to stop or pause genuinely good, funded projects that make it through the rigours of the system.
In my view, this is the missing piece – a credible and clear evidence-base for the public, the sector, and others to properly hold governments to account for their investment choices.
We are fixing that.
On establishing a national infrastructure agency, we established National Infrastructure Funding and Financing Limited (NIFFCo) on 1 December 2024 to be New Zealand’s shopfront for private capital in public infrastructure and the Government’s centre of expertise on funding and financing.
To date, NIFFCo has delivered key transactions including arranging the Te Awa Lakes Infrastructure Funding and Financing (IFF) Act Levy, which will support 1,500 new homes in Hamilton.
They also led the early monetisation of the Crown’s loans to Chorus, which we provided back in the day to accelerate the UFB rollout.
This deal delivered $702 million in net proceeds to the Crown and allowed the Government to reinvest the funds into more of the infrastructure New Zealand needs – including Cambridge to Piarere, upgrades to hospitals, and hundreds of new classrooms.
When we established NIFFCo, we also took the opportunity to clarify who does what in the infrastructure system.
The Infrastructure Commission focuses on long-term strategy, the pipeline, and – now – assurance. Crown Infrastructure Delivery help deliver infrastructure projects for central government agencies that don’t do delivery as BAU. And Treasury continues to be the steward of the Investment Management System and provides fiscal and economic advice.
On improving infrastructure funding and financing, public infrastructure in New Zealand has historically been primarily funded by taxpayers or ratepayers.
But our heavy reliance on this blunt approach has not served us well and has led to perverse outcomes including congestion, run-down assets, and the unresponsive provision of enabling infrastructure – contributing to unaffordable housing.
At the end of 2024, the Government released a suite of frameworks and guidance – like Treasury’s Funding and Financing Framework and the refreshed PPP blueprint – to help government be a smarter owner and purchaser of infrastructure services.
In the transport space alone, we have made significant progress on utilising a broader range of funding tools.
We are making tolling rules more flexible so they can better support funding for new roads and are exploring the use of toll concessions.
In addition, the New Zealand Transport Agency (NZTA) can now use IFF Act Levies to fund projects; light electric vehicles and plug-in hybrids are now required to pay their fair share through road user charges (RUC); we are transitioning New Zealand’s entire vehicle fleet to RUC; and we are believed to be the first country in the world to pass law enabling time of use charging with completely unanimous cross-party support.
This is fantastic progress in transport and there is more to come, which I will touch on later.
When it comes to infrastructure to support housing growth, we have also pulled multiple levers.
In Budget 2026, we set up the Incentives for Growth Fund so that all councils are rewarded for every single home consented. Just last month the IFF Amendment Bill passed into law, making it easier for developers, councils, and other infrastructure providers to use levies to help fund infrastructure.
We are also progressing the replacement of the failed Development Contributions regime with a more flexible Development Levies system that will match our new flexible planning system.
Arguably, the biggest improvement to the infrastructure system is fixing the Resource Management Act (RMA). Consenting takes too long, costs too much, and makes delivering the infrastructure we need too difficult.
We are not just improving but are fundamentally transforming the consenting framework by replacing the RMA with two new pieces of legislation: The Planning Bill and the Natural Environment Bill.
In fact, the main Amendment Papers to wrap it all up are being tabled today!
Our new system will be effects-based, embrace standardised zoning, and be far more permissive and enabling while also protecting the environment.
We knew that the new planning system would take time to bed in. So, in 2024, we established the Fast-track consents process, which has been incredibly successful.
As of 14 August, 32 projects have been approved – representing tens of thousands of jobs and billions in investment, with more in the pipeline.
There are eight new renewable energy projects approved through Fast-track which will add more than 990 megawatts of new generation capacity. That’s more than five per cent of New Zealand’s current generation capacity and enough to power approximately 322,000 households annually.
The Port of Auckland Expansion, Green Steel project, and the two quarry expansions are fantastic examples of approved projects that will boost growth and productivity.
The Port of Tauranga’s extension has received provisional approval, with a final decision due next month.
Lastly, we have improved education and health infrastructure.
When we came into government, the average cost of a classroom was about $1.2m, an astonishing amount of money for a classroom. We have gotten that down to around $620k.
At the same time, we delivered more classrooms in 2024 than Labour did in 2023 – and even more again in 2025.
To continue this good work, we have established the New Zealand School Property Agency, which will be focused on ensuring all Kiwi kids can learn in safe, warm, and dry buildings.
The power of value for money is that we can deliver more infrastructure to more kiwis with what we have.
We are also getting health infrastructure back on track including through our Building Hospitals Better approach.
This means taking a staged approach to building and redeveloping hospitals; applying standardised designs; considering alternative financing and funding arrangements; and aligning the design of hospitals with wider digital, clinical, and service planning for health.
Smaller build packages rather than one large mega project is enabling us to deliver healthcare faster to communities – which is what they want.
All this work across the infrastructure system is not necessarily sexy, but it’s what’s needed to fix the basics and to set New Zealand up for years of prosperity into the 2030s and beyond.
If that’s my legacy as Minister for Infrastructure, I’ll be happy.
However, I am hungry to do more for New Zealand.
So, what’s next?
Auckland Strategic Motorway Plan
Well, right now I’d like to announce the release of Auckland’s Strategic Motorway Plan.
Auckland’s motorway network carries around 1.5 million trips every day and is critical to keeping people and freight moving.
It isn’t just critical to Auckland’s success – it’s critical to New Zealand’s. Freight and people must be able to travel efficiently, safely, and quickly, getting to where they need to go.
This motorway plan being released today by NZTA sets out how we will approach the next 30 years as Auckland’s population grows beyond two million.
The plan sets out how smarter traffic management, targeted investment, and wider transport improvements will help keep the city moving.
On optimising the existing network, we must make better use of the network we’ve already got. We can do this through smarter traffic management, quicker responses to crashes and breakdowns, small-scale improvements, and delivering time of use charging.
On targeted investment, we need to be strategic in the way we increase capacity. This includes only adding extra capacity where bottlenecks are impacting efficiency, progressively delivering rapid transit to underserved areas like Manukau, closing critical gaps in active mode networks where they interact with motorways, and prioritising projects to increase capacity and address resilience risks.
And finally, there are a range of wider system improvements that need to be made. Improving the wider transport system, including public transport capacity, rail network improvements, and local roads/active modes, so fewer trips need to use the motorway network.
These are all very practical measures, most of which are already underway.
This plan follows the Infrastructure Commission’s consistent advice that we need to focus more on what we have, rather than looking for the next shiny project.
Don’t get me wrong, there are new projects the Auckland motorway network does need, like the Second Harbour Crossing.
The Government is taking the advice of the Infrastructure Commission and other experts by committing to complete a Detailed Business Case (DBC) before making an announcement.
Part of the reason why the wheel has been spinning on this project for decades is precisely because successive governments of all flavours have just gone out and announced just the built solution – without doing sufficient work to credibly lay out a plan for how it will be paid for or delivered.
A DBC does not mean we are starting from scratch – it actually means the opposite.
We will take all the good work done to date by NZTA like the options analysis, detailed due diligence, ground condition works, early funding and financing work, and more and put it into the DBC.
We are taking the time to get it right and bring Auckland and the Opposition along with us. It is the right thing to do.
Back to the Auckland Motorway plan. What this plan shows is the need for smart, cheap, targeted interventions on a network desperate for modernisation.
We are releasing this plan alongside my friend Mayor of Auckland Wayne Brown. It is important that the Council and the Government are working in lockstep on the future of Auckland.
It’s a good plan, and I hope you all read it.
What’s next
To finish, I’ll talk to you about what you can expect from a second term with a National-led government.
First things first – what is in train is significant. We need to keep doing what we are doing:
Implementing the National Infrastructure Plan including legislating for asset registers, asset management plans, and long-term capital plans – as well as land transport funding and oversight reform
Getting on with the major transport project cost driver review led the Infrastructure Commission
Landing a good Government Policy Statement on Land Transport 2027
Transitioning to fleet-wide RUC
Finishing the Second Harbour Crossing DBC and making a decision
Working on the Utilities Access Act, the code, and a National Underground Asset Register
Getting a time of use pricing scheme up and running
Setting the Ministry for Cities, Environment, Regions, and Transport (MCERT) up for success
Finishing off the job we started on fixing our planning system including national standards. If you want the enabling standards that you’ve been asking for then we need three more years to bed it in.
There’s also so much more.
If I can impress anything on you all here today, it’s that these work programmes are critical to achieving genuine prosperity in New Zealand. National will keep the momentum going.
[Party political content removed.]
Conclusion
To finish, I’d like to thank all of you in this room for coming along the journey with me for the past three years as Infrastructure Minister.
I’ve learned a lot and I think it’s safe to say, I threw the kitchen sink at the system.
In my view, achieving genuine economic prosperity – the great challenge facing this country – depends on infrastructure that meets our needs, is good value for money, and is deliverable.
It’s the foundation everything else is built on.
I want kiwis to be free, ambitious, and have access to abundant opportunities – knowing they are backed by an equally enterprising nation.
I want all of us to enjoy better lives.
I truly believe that our country, at the bottom of the world, can choose to be wealthy, and modern, and prosperous.
That’s why I’m in politics.
Thank you.
Original source: https://nz.mil-osi.com/2026/08/25/speech-to-building-nations/
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2. Hong Kong Design Summit cum BDA Brand Award 2026 Celebrates Design Excellence, AI Innovation, and Cross-Sector Collaboration
August 25, 2026
Source: Media Outreach
The Summit was honored to have Miss Yvonne Ip, Acting Commissioner for Cultural and Creative Industries, as the Guest of Honour. In her address, Miss Ip highlighted the power of design to drive business growth and emphasized that the Hong Kong Design Summit, now in its third year, has become a key platform for industry exchange and collaboration, bringing design talent and enterprises together through flagship initiatives like DesignMatch, to turn creative ideas into commercial results. The Hong Kong Designers Association has been a pioneering force in the local design ecosystem for half a century, and CCIDA is proud to partner with HKDA to nurture design professionals, accelerate industrialization, and help local enterprises expand into international markets — advancing Hong Kong’s creative economy together.
Chairman’s Welcome: Driving Real Impact Through Strategic Focus
Opening the evening gala, Ms. Mui Kinoshita, Chairman of HKDA, delivered a heartfelt welcoming address reflecting on the Association’s post-pandemic transformation and strategic vision.
Reflecting on the Association’s post-pandemic vision, Ms. Kinoshita highlighted HKDA’s core strategy—”Two Awards, One Summit, One Platform“—designed to deliver tangible benefits by recognising individual design excellence, honoring corporate design investment, and driving commercial partnerships through DesignMatch. She celebrated HKDA’s expansion from 900 to over 1,300 members, calling it a testament to industry trust. Honoring the Association’s 50-year legacy, she paid tribute to founding pioneers whose dedication laid the foundation for Hong Kong’s creative sector. She concluded with a passionate call for open dialogue and unified collaboration to build a stronger, more caring design industry for the next generation.
Star-Studded Gathering of Design Icons and Industry Leaders
The Gala Dinner was anchored by an extraordinary gathering of creative heavyweights, founding pioneers, and distinguished guests across the design, creative sectors, and corporate leaders. Joining Guest of Honour Miss Yvonne Ip and Officiating Guests, including Dr. Kan Tai-Keung, SBS, BBS, Former Chairman of HKDA (Tenure: 1986, 1987, 1988), Mr. Steve Leung, BBS, Chairman of Hong Kong Design Centre, Mr. Alan Cheung, MH, Chairman of Hong Kong Design Council, Federation of Hong Kong Industries, Mr. Kevin Yeung, Chairman of Hong Kong Fashion Designers Association, were celebrated global design icons and industry leaders who attended in strong support of the Summit, including Ms. Vivienne Tam, Designer and Founder, Vivienne Tam Fashion House, Mr. Tino Kwan, Founder and Principal Consultant of the Tino Kwan Lighting Consultants Limited, and Mr. Gu Wei, Head of AIGC Design Business, Alibaba International Digital Commerce Group. The evening was further graced by prominent design masters, industry executives, and organisational representatives. Their presence, alongside premier corporate partners and judging leaders, underscored the unified strength and collective vision of Hong Kong’s creative community.
The annual event unfolds in two key segments: the Hong Kong Design Summit, featuring the Kick-off Ceremony, DesignMatch business matching, and a landmark MOU signing; followed by the BDA Brand Award 2026 Presentation Ceremony.
Hong Kong Design Summit 2026
The opening segment convenes industry leaders and creative professionals to foster commercial growth and educational innovation:
1. DesignMatch Business Matching Sessions: An exclusive, high-impact B2B networking initiative designed to bridge corporations and design professionals, driving immediate business opportunities and accelerating the translation of creative capital into commercial success.
2. Award-Winning Brands Showcase: A curated, high-visibility showcase where outstanding design firms and corporate awardees demonstrate successful project outcomes and share strategic market insights.
3. Strategic Tripartite MOU Signing: A milestone collaboration between School of Design, The Hong Kong Polytechnic University, Alibaba International Design, and Hong Kong Designers Association. The parties intend to explore opportunities for collaborative initiatives in design and AI-related education in the creative industry, as well as strategic collaboration for industry development across Hong Kong and the Greater Bay Area (GBA). Key potential areas of collaboration include:
A) Joint development and delivery of academic and professional training courses (with AI courses as the initial program collaboration);
B) Industry–academia partnerships to foster design-tech innovation and applied research;
C) Co-organisation of training courses, flagship events, forums, and summits to promote design excellence and cross-sector collaboration.
BDA Brand Award 2026 Presentation Ceremony
The second part of the event highlights design leadership and commercial results through an elite evening program, the BDA Brand Award 2026 Presentation Ceremony. An elite gathering celebrating outstanding brand design applications and recognizing excellence across diverse industries. This year’s competition attracted 150 brand entries from diverse industries, further solidifying BDA’s authoritative position as one of Hong Kong’s top brand awards. The BDA Brand Award invites nominations from professional designers or organizations, with submissions evaluated by a panel of experts based on three aspects: brand story, development, and achievements. Additionally, five assessment criteria are considered: 1) Environmental & Social Impact, 2) Cultural Impact, 3) Innovation & Technology, 4) Brand Image, Identity & User Experience and 5) Market Performance & Value.
The awards celebrated winners across multiple categories, including 1) Best Branding Image Award, 2) Best Cultural & Heritage Award, 3) Best ESG Award, 4) Best Innovation & Technology Award, 5) Best Media & Communication Award, as well as Best Award, Grand Award, and the prestigious Best of the Best Award.
A professional jury panel comprised of esteemed first-round judges—Prof Anthony Kong (Assistant Professor, School of Design, The Hong Kong Polytechnic University), Mr. Kirin Leung (Founder, Kirin+lab), Mr. Joe Wong (Founder, Joe Wong Design), Mr. Kenny Li (Founder, FM+ Concepts & FAVEbyKennyLi), and Mr. Jay Leung (Founder, Starz Group) as well as final-round judges—Ms. Mui Kinoshita (Chairman, HKDA), Prof. Viveca Chan (Founder and Chairman, WE Marketing Group), Ms. Hilda Chan (Chief Marketing Officer, HKSTP), Mr. Bosco Leung (Social Responsibility Lead, MTR Corporation Limited), and Mr. Jimmy Li (Head of Brand Partnership, Harvey Nichols Hong Kong). The judges meticulously assessed submissions through a rigorous process, including an initial online evaluation and live presentations.
From a pool of 150 exceptional brand entries, the jury evaluated each brand’s overall excellence, market impact, and alignment with the selection criteria in their respective fields. It is with great pleasure that we announce Sino Group「GoCircular」as the winner of the Best of the Best Award and fwah! as the winner of the Best of the Best Award (Startups). These brands have demonstrated unparalleled excellence, and their selection as winners is a testament to their outstanding achievements.
Additionally, 14 outstanding brands have been recognized with the Grand Award, including (in alphabetical order)
| 1. a²CIRCLE x TENKA TAIHEI | 2. Bone Studio骨子裡 |
| 3. BrainX | 4. Cohere Design柏納遨天 |
| 5. DCH Living 大昌行生活 | 6. Gridword Communications Ltd |
| 7. HKUST International Summer Campus | 8. ISABELLE.C 伊裳 |
| 9. Leo Paper Group 利奧紙品集團 | 10. LOUDER |
| 11. Mini Greeny Heroes | 12. Jumbo Kingdom – Tai Pak Floating Restaurant 珍寶王國 – 太白海鮮舫 |
| 13. The Living Art | 14. Tiger Circle |
The full winner list of BDA Brand Award 2026 is listed on Appendix A.
Fostering Strategic Synergies and Future Growth
The 2026 Summit reinforces HKDA’s commitment to elevating design as a core commercial driver while empowering the next generation of designers through AI-driven education and regional integration. Through structured business matching, strategic academia-industry partnerships, and award recognition, the event continues to solidify Hong Kong’s position as a premier global hub for commercial design innovation.
For more details on the event and program updates, please visit the official website at https://www.hkda.hk/
Appendix A – BDA Brand Award 2026 Winners (*in Alphabetical order)
Corporate – Best of the Best
| 1. Sino Group「GoCircular」 |
Corporate – Grand Award of the Year
| 1. a²CIRCLE x TENKA TAIHEI | 2. 骨子裡 Bone Studio |
| 3. BrainX | 4. Cohere Design 柏納遨天 |
| 5. Gridword Communications Ltd | 6. HKUST International Summer Campus |
| 7. Jumbo Kingdom – Tai Pak Floating Restaurant | 8. Leo Paper Group |
| 9. LOUDER | 10. Mini Greeny Heroes |
| 11. Tiger Circle |
Corporate – Best Award
| 1. Broken Fingers+ | 2. Dance Nefertiti |
| 3. LYYH Studio | 4. Medium.Asia |
| 5. Valta Pro |
Corporate – Best Innovation & Technology Award
| 1. Mercury Technology Solution |
Corporate – Best ESG Award
| 1. Shanghai Industrial Holdings Limited 上海實業控股有限公司 | 2. Surplus Pork Belly Upcycling by Tam Jai Int’l |
Corporate – Best Media & Communication Award
| 1. Gridword Communications Ltd |
Corporate – Best Cultural & Heritage Award
Corporate – Best Branding Image Award
| 1. CAMEL 駱駝牌 | 2. 广州白云站 |
Startups – Best of the Best
Startups – Grand Award of the Year
| 1. DCH Living大昌行生活 | 2. 伊裳ISABELLE.C |
| 3. The Living Art |
Startups – Best Award
| 1. ALPHA WORKS | 2. EAMUS |
| 3. JLE Creative Limited | 4. PARTYDAY |
| 5. Queenie’s Studio by Queenie Jia | 6. 睿合思盛文化傳媒有限公司 |
| 7. Seehow Design |
Startups – Best Innovation & Technology Award
| 1. ALPHA WORKS | 2. Dr. Onycure 灰甲博士 |
| 3. ESG VISA – The Global Passport for Sustainable Business | 4. PARTYDAY |
| 5. Silver Innovation | 6. Starry Learning |
| 7. Xinera by FoodTrack |
Startups – Best ESG Award
| 1. ESG Visa |
Startups – Best Cultural & Heritage Award
| 1. Tu by Tu |
Startups – Best Branding Image Award
| 1. Excelsior interior design limited | 2. EyeComfi |
| 3. LegalOne Global Limited | 4. 非遺美食 INTANGIBLE CULTURAL HERITAGE FOOD |
| 5. Renovation Guide Consultant Limited | 6. Ripple & Co. |
Hashtag: #HKDA #BDABrandAward #BDA品牌大獎
About Hong Kong Designers Association (HKDA)
HKDA’s flagship programmes include the Global Design Award (GDA) (formerly known as Asia Design Awards), which has been celebrating outstanding global designs biennially since 1975; the Hong Kong International Poster Triennial (HKIPT), which has been documented the development of local and international poster design through competition, exhibition and symposium since 2000; the Sponsorship for International Design Awards (SIDA), a distinguished funding scheme for local designers and design-applying enterprises who are winners of international design awards, which has been running since 2011; Design X Technology (DXT), a progressive programme that integrates design and technology as core components in business strategy to drive innovation and competitive advantage since 2020; and BDA Brand Award (BDA) (formerly known as BDA Brand Design Awards), this award evaluates outstanding brand performance through a professional design lens, honoring long-term strategic commitment to design excellence, and was debuted in 2023, also other strategic initiatives including the Hong Kong Design Summit and the DesignMatch business matching programme connect design professionals directly with market demand across government, commercial, and industrial sectors.
With over 1,300 individuals and corporations in its diverse membership base, HKDA offers a wide range of membership options for professionals, associates, affiliates, students, and corporations that cover six design disciplines: Graphics, Spatial, Product, Digital, Fashion, and Education. Prioritising design excellence, education, technology integration, sustainability, business support, diversity, and inclusivity, HKDA has established itself as a vital platform for its members, as well as designers, businesses, and organisations throughout the Asia-Pacific region. Through its commitment to advancing these key areas, HKDA provides valuable resources, networking opportunities, and expert guidance to its members while also serving as a hub for innovation and collaboration in the design industry.
HKDA is committed to raising public awareness of the value and importance of design in society. It partners and collaborates with other design organisations and institutions worldwide, such as the World Design Organization (WDO) and International Council of Design (ico-D), to promote global design excellence, cultural diversity, and international design exchanges. By working with other design organisations on a global scale, HKDA aims to contribute to the development and advancement of the design industry, both locally and internationally.
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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3. Knitup unlocks a new era of creator commerce with single-piece premium knit production
August 26, 2026
Source: Media Outreach
Over 45% of online creators are diversifying revenue through direct product launches, but the creator apparel industry is still stuck in cheap screen-printed blanks that dilute premium IP. Top creators want to build fashion-grade consumer brands, but traditional fashion manufacturers requires high MOQs, long lead times, and technical literacy. High-end creators face a trade-off: basic promotional blanks or massive inventory risk on fashionable products. Knitup solves this by enabling creators with no technical know-how to go from idea to premium products with no minimum requirement. With the advantage of full creative freedom, zero inventory liability, and rapid replenishment cycles, creators can target the premium segment with offerings of BCI Cotton and sustainable merino wool sweaters and beanies, or even step into the luxury tier segment with cashmere cardigan, dresses and blankets.
“We created Knitup to empower the next generation of creators by making the capabilities of a fashion design house accessible,” said Dorothy Pun, Founder of Knitup. “Creators and designers are enabled to make better products with minimal capital outlay. Brands and the planet are saved the burden of inventories. The world sees more creativity and innovation.”
Knitup addresses bottlenecks around mass customization for any knitted products by automatically turning digital design into knitting data that goes straight to knitting machines. What usually takes hours can now take minutes.
Since launching its online design platform in 2022, Knitup has grown to serve over 1,000 brands, ranging from emerging labels to established global names. Key capabilities include:
- No Minimums: Produce exactly what the market demands, precisely when it wants it, helping eliminate excess inventory.
- Design Expression: Bring visuals to life, from detailed custom jacquards to classic solid stitches and crisp embroidery.
- Creation Process, Edited: Styles are visualized using high fidelity virtual samples. No waste even if users over-design and kill many styles. All costed instantly. Guilt-free and simple. Also a perfect tool to get consumers’ feedback on social media.
- Sustainable Yarns: Access to environmental friendly materials that deliver both quality and great hand-feel.
- Agile Manufacturing: A frictionless three-week production lead time that allows brands to restock rapidly, introduce new styles at speed, or launch limited capsule collections in weeks.
From bold statement graphics to quiet luxury, Knitup makes conscious fashion accessible without sacrificing speed, quality, or creative expression.
https://home.knitup.io/
Hashtag: #Knitup #CreatorCommerce #PremiumKnitwear
About Knitup
We bridge the gap between creativity and commerciality by enabling easy access to a complex knitwear supply chain. Our deep heritage in manufacturing, combined with cutting-edge technology and extensive know-how, unlocks a world of possibility for a creator, brand, or business.
Ultimately, we believe in the power of self-expression. By providing the tools and resources for anyone to bring to life high-quality and sustainable products, we enable creativity to flourish everywhere. From fostering vibrant communities built on shared stories and collaboration, to established corporations venturing out into new avenues.
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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4. Aviation Events: Business Transformation industry webinar – 31 August
August 25, 2026
Source: Civil Aviation Authority of New Zealand
The Civil Aviation Authority is inviting aviation participants and industry organisations to join us for an online webinar to hear more about why we are undertaking a Business Transformation programme, Monday 31 August.
Business Transformation is a multi-year programme focused on modernising how we operate, and how we deliver safety and security services. We are still in the early planning stages for the Programme, but some of the opportunities we’re exploring include:
- New systems to support faster, consistent and more robust risk-based decisions, for example in licensing, certification and monitoring of participants
- Implementation of a modern participant portal with real-time access that enables better tracking and transparency for participants
- Improved ability to provide insights to the sector on safety and security current and emerging risks, trends and patterns.
Following our recent announcement in July, this webinar is an opportunity to hear more about our Business Transformation, what it seeks to improve for aviation participants, where the programme is currently, and how we can work with industry as it develops. The session will be led by CAA’s Chief Executive Kane Patena, with support from members of the Executive Leadership Team.
There will also be an opportunity to ask questions and discuss Business Transformation. The programme is still at an early planning stage, while not all of the detail has been determined, we want to engage with you early and openly, and continue that conversation as the programme develops.
Webinar details
Date: Monday 31 August 2026
Time: 11:00 AM – 12:00 PM
Platform: Online via Microsoft Teams Webinar
Duration: Approximately 60 minutes
Registration
To attend the webinar, please register using the link below.
After registering, you’ll receive a confirmation email from Microsoft Teams with your webinar access link and calendar invitation. If you can’t find the email, please check your junk or spam folder.
Registration link: https://events.teams.microsoft.com/event/ae3bafad-ef64-46b4-ac38-a6a27fe8ab90@2a3a6f74-4030-4a5e-990f-a70e20020429?source=copyLinkLegacyShareLinkDialog
We recommend joining the webinar using a Microsoft Teams account or through a web browser on your laptop or computer. This will provide access to the full range of attendee features. Please note that some functionality may be limited when joining by phone.
Questions
Questions can be submitted during the session using the Q&A function. We encourage attendees to share questions and feedback as part of the discussion. Questions will be facilitated during the webinar. Should you have any questions about the webinar in the meantime, please contact comms@caa.govt.nz.
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5. Tech – Epson to showcase practical print solutions for school leaders at Victorian Principals Association Conference 2026
August 25, 2026
Source: Epson Australia
SYDNEY, 25 August 2026 – Epson will exhibit at the Victorian Principals Association Conference 2026 on stand 78 at the Nyaal Banyul Geelong Convention & Exhibition Centre, giving school leaders the opportunity to explore print technology designed to support the operational, communication and planning needs of modern schools.
Held from Wednesday 26 to Friday 28 August 2026, the conference brings together more than 400 delegates, including principals, assistant principals and curriculum leaders, under the theme Leading with Connection and Purpose.
Epson’s presence at the event is designed to deliver practical value for attendees by demonstrating solutions that can improve efficiency, reduce administrative friction and support the everyday communication demands of education environments.
For visitors to the conference, Epson’s participation is especially relevant because school leaders are increasingly looking for technologies that do more than simply print. They need solutions that help staff work more productively, support clearer communication with students, families and communities and make better use of budgets and resources.
The VPA Conference is built around professional learning, meaningful conversation and leadership inspiration and Epson’s stand will give delegates a hands-on opportunity to see how print technology can support those goals in tangible ways. With the program structured to maximise sponsor engagement and personal contact, Epson will be well positioned to have direct conversations with decision-makers about the document workflows and visual communication needs shaping today’s school environments.
WorkForce Enterprise AM-C4000
Among the products on display will be the WorkForce Enterprise AM-C4000, a business colour A3 multi-function device designed for environments where operational efficiency matters. For school leaders, that makes it highly relevant. Schools produce a wide range of everyday documents, from leadership and administrative materials through to classroom resources, parent communications and internal reports and the AM-C4000 is designed to help manage those demands efficiently.
The AM-C4000 is particularly suited to education settings, with its focus on helping organisations save energy, cut waste and reduce costs. For conference attendees responsible for balancing performance, sustainability and value, the AM-C4000 represents a practical example of how the right print infrastructure can contribute to smoother day-to-day school operations.
SureColor T3160M
Epson will also showcase the SureColor T3160M, a 24-inch multifunction large-format printer that will be of strong interest to schools needing economical, high-quality output for visual and oversized materials.
The printer is designed to produce large-format colour and black-and-white output quickly, including maps, plans, drawings, schematics, presentations, POS posters and displays. That makes it particularly relevant for school environments where visual communication plays a growing role in teaching, campus planning, events, student showcases and community engagement.
With fast A1 output, a compact footprint, flexible media handling, an easy-to-use touchscreen and software for straightforward office and specialist application printing, the T3160M demonstrates how Epson is helping education organisations bring more display and planning capability in-house.
Together, the AM-C4000 and T3160M highlight Epson’s value to VPA attendees as a provider of practical, high-quality print solutions that align with the needs of contemporary school leadership.
Epson at VPA Conference 2026
Stand
78
Location
Nyaal Banyul Geelong Convention & Exhibition Centre
Dates
Wednesday 26 – Friday 28 August 2026
Show times
Wednesday: Conference opens 3:30pm – 5:00pm
Thursday: 8:15am – 3:30pm
Friday: 8:15am – 1:30pm
About Epson, Epson Australia and Epson New Zealand
Epson is a technology innovation and engineering company whose philosophy of efficient, compact and precise innovation enriches lives and helps create a better world. The company uses technology and engineering ability to implement real-world solutions in precision innovation, industrial & robotics, office & home printing and visual & lifestyle.
Led by the Japan-based Seiko Epson Corporation, the worldwide Epson Group generates annual sales of more than JPY 1.4 trillion.
Epson Australia offers an extensive array of award-winning image capture and image output products for the commercial, industrial, consumer, business, photography and graphic arts markets and is also a leading supplier of value-added point-of-sale (POS) solutions for the retail market. Epson is the market leader in Australia and worldwide in sales of projectors for the home, office and education. Established in 1983, Epson Australia is headquartered in North Sydney and is a subsidiary of the Epson Group headquartered in Japan.
Epson New Zealand offers an extensive array of award-winning image capture and image output products for the commercial, industrial, consumer, business, photography and graphic arts markets and is also a leading supplier of value-added point-of-sale (POS) solutions for the retail market. Epson is a market leader in New Zealand, Australia and worldwide in sales of projectors for the home, office and education. Epson New Zealand is headquartered in Auckland and is a branch of Epson Australia Pty Ltd, a subsidiary of the Epson Group headquartered in Japan.
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6. Oxfam – Rohingya Crisis Enters Tenth Year as Funding Cuts Put Lifesaving Services at Risk: Oxfam
August 25, 2026
Source: Oxfam Aotearoa
As the Rohingya crisis in Bangladesh enters its tenth year, Oxfam is warning that shrinking humanitarian resources risk undoing years of progress and placing already stretched essential services in Cox’s Bazar under even greater pressure.
Mallika, 36, has lived with her family in Camp 19 in Cox’s Bazar since arriving in Bangladesh in 2017. She said, “When we first came, there was hardly any support, and we suffered a lot. Later, NGOs helped with different lifesaving support and services. But now support is decreasing. I used to buy better food for my children. Now I borrow money for basic needs. It is very difficult to survive.”
Since the mass displacement of 2017, Bangladesh, host communities and international partners have sustained one of the world’s largest humanitarian responses, providing food, safe water and sanitation, shelter, healthcare, protection, education and disaster preparedness to Rohingya refugees. What began as an emergency response, however, has become a prolonged crisis.
Nearly 1.2 million Rohingya refugees are living in Bangladesh, including some 150,000 who have fled renewed violence in Myanmar since early 2024. The recalibrated 2026 Joint Response Plan (JRP) asks for $710.5 million – 26 percent below last year’s – covering little more than the minimum needed to sustain lifesaving assistance.
Anil Pant, Country Director of Oxfam in Bangladesh, said:
“The greatest danger is becoming accustomed to this crisis. Funding pressure now threatens systems built over nearly a decade. We must protect lifesaving services, strengthen resilience and local capacity, support host communities, and renew collective action towards sustainable solutions.”
Funding gaps remain substantial. In 2025, the first year of the 2025-26 Joint Response Plan, donors met just 46 percent of the $934.5 million appeal. The shortfall is now compounding. The cuts have already gutted vital services in the water, sanitation and hygiene (WASH), food, health and protection sectors.
Oxfam’s new report, Holding the Line: WASH Systems, Risk and Resilience in the Rohingya Response, shows what is at stake:
Across Cox’s Bazar, emergency WASH interventions have evolved into a vast humanitarian public-health system, including 298 water networks, 320 production boreholes, 768 reservoir tanks, more than 7,000 tapstands, nearly 49,500 latrines, and 167 faecal sludge treatment plants. Yet the publication cautions that scale can hide fragility: ageing assets, dry-season water stress, monsoon exposure, uneven operational control and funding compression are increasing risk.
For women and girls, that strain is a question of safety and dignity as much as sanitation. Asmat Ara, 24, who lives with six family members in a Rohingya camp in Teknaf, said hygiene supplies have dwindled and safe facilities are scarce, making daily life harder.
“If it gets very late, I feel afraid to go outside,” she said. “Sometimes boys gather outside and make comments. I never go alone at night; I take my mother with me.”
She also described the growing pressure on menstrual hygiene support: “The pads should be provided again, and the material could also be improved. We also need more soap.”
Holding the public-health line, the report argues, now depends on steady financing for critical work, such as maintaining and repairing assets, controlling water quality, treating sewage, clearing waste and drains, keeping access safe, and acting fast when disease emerges.
Since 2017, Oxfam has worked alongside Rohingya and host communities, local partners, government institutions, UN agencies and donors across WASH, protection, livelihoods, food security, gender and community engagement. This work, which ranges from surface-water treatment and faecal sludge management to solar lighting, solid-waste systems, food production for dietary diversification, and skills development, shows that humanitarian assistance can protect lives while strengthening resilience and community capacities.
Oxfam is calling on the international community to provide predictable financing, protect essential services, strengthen locally led responses and build host-community resilience. A decade of international solidarity has saved lives and built critical systems. The tenth year must not become one of retreat but of renewed commitment, shared responsibility and credible action towards a sustainable future.
Notes
- Check Oxfam’s Rohingya collection of stories and photos on inuru.
- Read Oxfam’s Holding the Line report.
- Read Oxfam’s Rohingya Crisis: From Humanitarian Response to Sustainable Solutions report.
- For data on the Rohingya Crisis appeal and funding, check UNOCHA Financial Tracking Service.
- Oxfam has been working in Bangladesh since 1970, supporting people affected by disasters and conflict while advancing gender, climate and economic justice. Since 2017, Oxfam has been responding to the Rohingya crisis in Cox’s Bazar, working alongside refugees, host communities, local partners, government, UN agencies and donors. Its response combines lifesaving humanitarian assistance with longer-term resilience, including safe water, faecal sludge management, solar lighting, waste management, food production and livelihood skills. Across Bangladesh, Oxfam works to challenge inequality, strengthen communities and influence policies, seeking sustainable solutions that uphold rights, dignity and justice for the most vulnerable.
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7. CNPC E-Light Global Green Public Welfare Initiative Held in Three Asia-Pacific Locations
August 25, 2026
Source: Media Outreach
During the period, the initiative brought together guests from government, business, cultural and educational sectors, as well as social welfare organizations across the three Asia-Pacific locations, attracting a cumulative total of more than 500 journalists, business representatives, and local community residents. Through multi-party collaboration and broad-based participation, the initiative set an example for international green public welfare and people-to-people exchange.
E-Light is an international communication brand innovatively developed by CNPC. With energy as its bond and culture as its bridge, the brand leverages cross-cultural exchanges, public welfare initiatives, public open days, and other practices to present, from multiple dimensions, the international image of Chinese energy companies as open, cooperative, and mutually beneficial. Since 2025, the E-Light brand has carried out 20 themed events in more than 20 countries worldwide.
In Hong Kong, China, the CNPC E-Light brand participated in the 12th World Sustainability Forum as a strategic partner. CNPC was invited to join the forum’s thematic dialogue, exploring pathways to sustainable development together with experts and scholars from home and abroad, and sharing the company’s practical achievements in urban energy security and low-carbon upgrading of energy infrastructure at a thematic sub-forum.
In Thailand, the CNPC E-Light initiative was held at Bang Pu Nature Education Centre in Samut Prakan, where mangrove-planting and ecological restoration activities were carried out, with local government representatives, members of the Thai community, and journalists participating in the event. On site, participants from all sectors jointly planted 180 mangrove saplings. Local resident Kollatee said after the event that she had genuinely felt CNPC’s commitment to environmental protection, and had gained a more direct understanding of the company’s active efforts to protect the environment and engage with the local community. Meanwhile, the CNPC E-Light Cultural Exchange Center (Thailand) was officially inaugurated at Nawamintrachinuthit Triam Udom Suksa Nomklao, a secondary school in Bangkok. Teacher Thanathip Sripal of the school said that through the event, everyone saw firsthand how friendly CNPC is, and students deepened their understanding of the importance of energy.
In Sijangkang Mangrove Park in Selangor, Malaysia, local government representatives, Chinese and Malaysian enterprises, journalists and business representatives, and community residents took part in the event, jointly planting more than 200 mangrove saplings to support the ecological protection and restoration of coastal wetlands. Prior to the event, CNPC had donated to and renovated the park’s boardwalk facilities, supporting local ecological development through concrete action. At the event, Suhaimi, director of the mangrove park, presented CNPC with a certificate of appreciation. Zang Wenbo, First Secretary of the Economic and Commercial Office of the Chinese Embassy in Malaysia, said that the cooperation between CNPC and Malaysia radiates the light of friendship, the light of cooperation, and the light of hope.
As an international integrated energy and chemical company, CNPC actively embraces ESG principles, continuously working with local governments, social welfare organizations, and partners across all sectors to steadily advance regional ecological protection and green and low-carbon development, build bridges for transnational people-to-people exchange and cooperation, and contribute to the joint development and shared benefits of global ecological civilization through pragmatic public welfare practices—fulfilling its role as an outstanding global corporate citizen.
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Hashtag: #CNPC
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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8. Green GSM Philippines launches premium taxi, a 7-seat high-end electric taxi service
August 25, 2026
Source: Media Outreach
Green GSM launches its Premium Taxi service in the Philippines.
As Green GSM’s second service tier in the Philippines after Green GSM Car, Premium Taxi offers a new mobility option for groups of up to six passengers, families, business travellers, passengers carrying multiple pieces of luggage, and customers seeking a smooth ride in a pleasant and relaxing environment.
The entire Limo Green fleet is finished in black to reflect its high-end positioning, making it easily recognisable and distinguishable from the existing Green GSM Car service, which features a cyan color scheme. Alongside its modern exterior design and spacious seven-seat configuration with three rows, each Limo Green is equipped with amenities including automatic air conditioning, dedicated air vents for the two rear rows, and an air filtration system that helps keep the cabin pleasant and fresh.
Green GSM’s Premium Taxi fleet exclusively uses VinFast Limo Green.
Alongside the three signature benefits of electric vehicle-zero emissions, no fuel odour and no engine noise-Green GSM’s Premium Taxi also delivers a five-star service experience through carefully-selected drivers who have received high ratings for service quality. Fares are transparently displayed through in-vehicle meters and on the Green GSM app, allowing customers to conveniently track their fares and trip information.
During its initial phase, Premium Taxi will operate in Makati, Taguig, Mandaluyong and Pasig City, serving travel needs across key business districts, commercial centres, hotels and transport hubs in Metro Manila. Customers can book through the Green GSM app, hail an available vehicle on the street, or contact the customer service hotline at 02-7777-8080.
VinFast Limo Green offers a spacious seven-seat configuration and a modern exterior design.
Ms. Le Thi Thu Trang, CEO of Green GSM Philippines, said: “Premium Taxi is not simply about providing more space. It is designed for journeys where comfort and attention to detail matter, from family trips and airport transfers to business engagements and special occasions. By combining the spacious interior of the VinFast Limo Green with professional drivers and Green GSM’s five-star service standards, we aim to give Filipino customers a high-end mobility option that is thoughtfully-delivered from the moment they book until the journey ends.”
With Premium Taxi, Green GSM expands its all-electric mobility portfolio in the Philippines to better meet customers’ diverse needs. Going forward, Green GSM will continue to enhance service quality while consistently upholding its “5 Green Promises”, with standards of professionalism, transparency and attentive customer care, thereby contributing to greener urban transportation.
Hashtag: #GreenSM
GREEN GSM IN THE PHILIPPINES
As of March 31, 2026, Green GSM had completed nearly five million trips and more than 32.6 million kilometres in all-electric vehicles in the Philippines. These journeys are estimated to have contributed to reducing approximately 6,263 tonnes of CO₂ emissions, equivalent to the amount absorbed by nearly 289,000 trees in one year, demonstrating the cumulative value of everyday green mobility choices.
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. ISCA and GDUFS Strengthen Singapore–Guangdong Talent Links
August 25, 2026
Source: Media Outreach
Partnership creates new pathways for accountancy students in Guangdong to pursue the Singapore Chartered Accountant Qualification and gain professional exposure in Singapore
SINGAPORE – Media OutReach Newswire – 25 August 2026 – The Institute of Singapore Chartered Accountants (ISCA) and Guangdong University of Foreign Studies (GDUFS) have signed a Memorandum of Understanding (MOU) to strengthen Singapore–Guangdong collaboration in accountancy education and talent development, creating greater opportunities for GDUFS students in Guangdong to connect with the accountancy profession and pursue international professional pathways.
The MOU was signed in Singapore in conjunction with the 16th Singapore-Guangdong Collaboration Council (SGCC) Meeting, underscoring the strategic significance of the partnership and the growing links between Singapore and Guangdong in education, professional services and talent development.
Under the partnership, GDUFS’ Accounting, Auditing and Financial Management programmes will apply for accreditation under the Singapore Chartered Accountant Qualification (SCAQ) programme. Once accredited, graduates of these programmes will be eligible for fee waivers relating to five SCAQ Foundation Programme modules, providing a more streamlined pathway towards attaining the Chartered Accountant of Singapore, or CA (Singapore) designation upon fulfilling the remaining SCAQ requirements.
The partnership will also provide GDUFS students with opportunities to connect with ISCA and the wider accountancy profession, which includes industry and professional networks, events and activities. Students will have access to relevant ISCA membership opportunities and the relevant benefits, while those pursuing the SCAQ pathway will receive study support and opportunities such as internship and job-matching recommendations, SCAQ scholarships and access to ISCA’s publications.
Developing Internationally Connected Accountancy Talent
The partnership reflects ISCA and GDUFS’s shared commitment to developing the next generation of accountancy professionals with the capabilities, professional networks and international exposure to contribute across markets.
The two institutions will also collaborate on professional learning and development, including guest lectures, workshops and seminars for GDUFS faculty, students and alumni, as well as access to ISCA publications and online resources. Continuous professional development collaboration via ISCA’s specialisation programmes in financial forensics, sustainability and subscription-based online learning platforms for accounting professionals will ensure GDUFS graduates remain updated on evolving industry standards and best practices.
ISCA President Mr Lee Boon Teck said: “Our partnership with GDUFS is about building stronger links between Singapore and Guangdong in accountancy education and talent development. By connecting students with professional pathways, networks and industry exposure and opportunities in Singapore, we hope to equip the next generation of accountancy professionals with the capabilities and international exposure ready to contribute in an increasingly interconnected business environment.”
Professor Yu Pengyi, Dean of the School of Accountancy at GDUFS, said: “This partnership with ISCA marks an important milestone in our internationalisation journey, creating new professional pathways and opportunities for our students. By combining our strengths in language and accounting education with ISCA’s professional expertise and networks, we look forward to developing globally minded accounting professionals who can contribute across markets.”
The five-year partnership provides a framework for ISCA and GDUFS to further develop cooperation in accountancy education, professional development and engagement with the accountancy profession.
Hashtag: #ISCA #CharteredAccountants #DifferenceMakers #Accounting #Accountancy #MOU #GDUFS
Institute of Singapore Chartered Accountants (ISCA)
ISCA supports over 46,000 members across industries in Singapore and globally, with members in more than 40 countries. With a growing international presence, ISCA has 12 overseas chapters, 7 offices across 10 countries and a network of over 150 strategic partners, strengthening professional connections and opportunities across borders. ISCA is also a member of Chartered Accountants Worldwide, a global network representing more than 1.8 million Chartered Accountants and students across over 190 countries.
ISCA advances professional development and lifelong learning through ISCA Academy, its training arm and drives community impact through ISCA Cares, its charity arm.
For more information, visit www.isca.org.sg.
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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10. SFIO closes $5-M series of global distribution partnerships for premium beverages and New Zealand Manuka honey
August 24, 2026
Source: GlobeNewsWire (MIL-OSI)
Leveraging the expanding footprint of SFIO’s food and beverage businesses, these products will be rapidly stocking shelves across the globe as early as the first quarter of next year
NEW YORK, Dec. 02, 2021 (GLOBE NEWSWIRE) — Global asset management company Starfleet Innotech, Inc. (OTC: SFIO-Smokefree Innotec, Inc.) entered into a partnership last month with food ingredients supplier Annapolis Co., Ltd., granting SFIO distribution rights over a suite of products under their premium beverage solutions brand LongBeach. This is the latest in a series of agreements the asset company has signed, following a similar arrangement with SFIO’s New Zealand-based subsidiary Gorgeous Coffee Co. Altogether, these partnerships are projected to launch SFIO towards their $100 million revenue target by the end of 2022.
With this latest partnership, Thailand’s leading premium ingredients supplier for beverages and bakeries, Annapolis Co., Ltd. will see its LongBeach brand premium purees, syrups, sauces, powders, and teas sold across SFIO’s sprawling food service network in Australia and New Zealand.
According to the latest data from Statista, despite the ongoing pandemic, Australia and New Zealand’s cafes, restaurants, and takeaway food services together present a roughly $36 billion market, which is expected to grow steadily over the next few years. Beginning January 2022, SFIO will be the sole distributor of LongBeach products across these two markets’ thriving food service industries. The company expects this deal alone to bring in up to $5 million in additional revenue for SFIO’s food and beverage division.
Earlier this year, SFIO established a global expansion roadmap for their fully-owned subsidiary Gorgeous Coffee Co. that would see New Zealand Manuka honey and a premium health brand of 5-in-1 Instant Coffee reaching US shelves as early as next year.
New Zealand’s Manuka honey, considered the best in the world, is a highly valued, energy-boosting superfood boasting a distinct earthy flavor and health benefits such as antioxidants, probiotics, and antibacterial support. The honey is graded according to a global potency scale called the Unique Manuka Factor, or UMF. Coming January 2022, SFIO will be distributing Manuka honey variants including UMF 5+, UMF 10+, UMF 15+, and UMF 20+.
Revenues from this arrangement are expected to reach $1 million by the end of 2022. Samples of the Manuka honey products have already been shipped to the United States and parts of the United Arab Emirates, with SFIO currently working on sending more to other countries across Asia.
Similarly, Gorgeous Coffee Co.’s 5-in-1 Instant Coffee will be exported across the United States, Australia, and Asia, including the United Arab Emirates. The product is a healthful mix of premium Arabica coffee, Manuka honey, barley grass, non-dairy MCT creamer, and Stevia. In addition to the benefits of Manuka honey, the instant coffee mix claims to aid in digestion, reduce inflammation, and boost immunity thanks to its barley components. Followers of the popular keto diet will also appreciate the instant coffee’s MCT creamer, an easy-to-digest alternative to traditional dairy.
The instant coffee product is expected to bring in at least $2 million in additional revenue for SFIO. Samples have already been sent to potential partners in the United States.
These partnerships play into the asset management company’s long-term ecosystem strategy, which prioritizes high-value synergies across its growing portfolio of companies. Leveraging the expanding footprint of its food and beverage businesses, including flagship franchise business Epiphany Cafe, these products will be rapidly stocking shelves across the globe as early as the first quarter of next year.
For media enquiries, please contact:
Craymond Yeong, PR & Marketing Specialist
Epiphany Café
Phone: (+64) 21 0833 2966
Email: info@sfio.co.nz
About Starfleet Innotech, Inc.
Starfleet Innotech, Inc. (OTC: SFIO-Smokefree Innotec, Inc.) is an asset management company focused on innovation through disruptive collaborations across its three key industries: Food and Beverage (F&B), Real Estate, and Technology. With a strong presence across New Zealand, Australia, and the Philippines, as well as a roadmap for further global expansion, SFIO makes strategic investments in high-growth businesses, building synergies across its diverse portfolio to provide maximum shareholder value. Guided by tradition, driven by innovation, and enabled by collaboration — SFIO is on a hyper-growth path to build a thriving business ecosystem, with plans to uplist onto a major stock exchange in the near future.
About Annapolis Co., Ltd.
Annapolis Company Limited and Food Gravity Company Limited (Annapolis Co., Ltd.) is Thailand’s leading premium ingredients supplier for beverages and bakeries. With two in-house brands, LongBeach Syrup and KAWAMI Premium Tea, their products can be found across major East and Southeast Asian markets.
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