PM Edition: Top 10 Business Articles on LiveNews.co.nz for August 27, 2026 – Full Text

HONG KONG SAR – Media OutReach Newswire – 26 August 2026 – Milkground (600882.SH), one of China’s leading cheese brands, today announced a strategic partnership with DKSH, a leading partner for companies seeking to grow their consumer goods business in Asia and beyond, to bring a wide range of cheese products to consumers in Hong Kong. The partnership was unveiled at a press conference attended by Milkground President Kuai Yulong and DKSH Vice President, FMCG, Greater China, Hugo Reyes, along with senior executives from both companies.

With over 160 years of experience helping companies grow across Asia and beyond, DKSH is headquartered in Switzerland and operates in 35 markets, working with more than 500 consumer goods companies and 4,800 business partners to connect them to extensive retail and food services networks across the region.

Hugo Reyes, DKSH Vice President, FMCG, Greater China, said: “Milkground has built a reputation in China for quality, nutrition, and innovation that few dairy brands can match. Consumer habits across Asia are shifting toward convenient and healthy snacking, trusted premium brands and family-oriented food solutions – trends that open up substantial opportunities for Milkground’s full range across multiple markets.”

The partnership will begin in Hong Kong’s retail market, with plans to expand into food services and, over time, other markets across Asia through DKSH’s regional network. For Milkground, DKSH was a natural choice: entering a new market takes more than getting products onto shelves – it takes an understanding of local tastes, strong retail relationships, and the patience to build a brand families trust over time, all strengths DKSH brings to the table.

Reyes added that Milkground, backed by Mengniu Group, brings mature industry experience, strong dairy R&D capabilities, and a solid supply chain, giving it a firm base for future category growth. As dairy consumption grows across Asia, he said the two companies see room to expand beyond cheese over time and look forward to exploring that opportunity together.

Kuai Yulong, Milkground President, said: “Hong Kong’s energy and openness to the world made it the natural place to start. Hong Kong remains one of Asia’s most dynamic and internationally connected consumer markets. For Milkground, our ambition is to become not just a leading Chinese brand, but a name recognised all over the world. Today’s launch is the first step of that journey.”

Looking ahead, Milkground outlined three priorities for its partnership with DKSH in Hong Kong:

Growing the range: From children to adults, from everyday snacking to the family table, Milkground plans to keep expanding and refining its cheese offerings, so Hong Kong consumers have more ways to enjoy quality cheese – and more households across the city can make it part of daily life.

Listening to the market: Milkground will pay close attention to how Hong Kong shoppers actually buy and use cheese. That feedback will keep shaping everything, from product updates and shelf displays to the in-store experience.

Working hand in hand with DKSH: Both companies plan to work closely, share information openly, and move quickly as they keep improving products, operations, and service together. The aim: happier retail partners and consumers, and a Milkground brand that Hong Kong trusts.

Kuai noted that Hong Kong consumers already have a strong appetite for cheese and well-established habits around it, which makes the city an easier market to enter than most. He sees it as the perfect place to test whether Milkground’s products can win over consumers used to international standards, calling it a meaningful proving ground for the brand’s broader ambitions.

Hong Kong is also central to Milkground’s plans beyond the city. Kuai Yulong outlined the company’s three-pronged roadmap for international expansion: first, use Hong Kong as the core to establish a presence across Hong Kong, Macau, Central Asia and Mongolia; second, expand into Southeast Asia, represented by Thailand, Malaysia and Singapore; and third, enter the Middle East, anchored by Saudi Arabia. To date, Milkground has already established a presence in Thailand, Singapore, Vietnam and Mongolia, and has reached a partnership agreement with a leading dairy company in Saudi Arabia.

Kuai further emphasised that overseas business is one of the wings under Mengniu Group’s “One Body, Two Wings” strategy. The group’s increasingly mature and systematic approach to overseas markets will help Mengniu’s international operations scale quickly, while leveraging its core strengths to accelerate global expansion.

Hashtag: #Milkground #DKSH

About Milkground

About DKSH Group

HONG KONG SAR – Media OutReach Newswire – 26 August 2026 – SenseTime Group Inc. (“SenseTime” or the “Company”; Stock Code: 0020.HK) today announced its results for the first half of 2026. During the Reporting Period, the Group recorded total revenue of RMB2.91 billion, representing a year‑on‑year (“YoY”) increase of 23.4%, and gross profit of RMB1.21 billion, up 32.9% YoY. Gross profit margin reached 41.4%, an increase of 2.9 percentage points YoY. The Group also introduced recurring revenue (“RR”) for the first time, which totaled RMB1.14 billion and accounted for 39.3% of total revenue. The Group recorded a net profit of RMB620 million under International Financial Reporting Standards (“IFRS”), marking its first IFRS profit since its public listing. Generative AI revenue reached RMB2.33 billion, representing nearly 80% of the Group’s total revenue, while overseas business revenue increased 127% YoY, significantly outpacing the Group’s overall growth rate. While delivering healthy growth in revenue and gross profit, the Group continued to improve operating efficiency, with core operating losses narrowing significantly. Non‑IFRS adjusted net loss was RMB390 million, narrowing by 67.3% YoY.

The Group continued to accelerate the large‑scale commercial deployment of its AI capabilities, building system‑level AI capabilities around the framework of “one model system, one Token Factory, and one Agent Harness” to advance AI from intelligence generation toward end‑to‑end task execution and transform these capabilities into scalable commercial value.

Dr. Xu Li, Chairman of the Board and CEO of SenseTime, said: “SenseTime’s three-pillar core capability framework, built around ‘one model system, one Token Factory, and one Agent Harness’, uses a unified model system to continuously push the boundaries of intelligence, leverages infrastructure and optimization capabilities to reduce Token costs and strengthen cost‑based pricing power, and deploys agents deeply integrated into enterprise and individual workflows to deliver complete task execution capabilities. This framework enables SenseTime to move beyond pure price competition and create sustainable commercial value through differentiated technologies and services. At the same time, it allows us to expand our user base, drive recurring revenue growth, and lay a solid foundation for the Group’s high‑quality development.”

One Model System: Advancing Native Multimodal Intelligence and Long‑Horizon Agents with Global Leading Performance

In 2026, SenseTime released a series of models at a rapid pace, spanning native multimodal unification, visual perception and reasoning, controllable generation, long‑horizon agents, spatial intelligence, and physical world models. These included the NEO‑Unify architecture; SenseNova U1, U1.5 and U1.5‑Lite; SenseNova Vision; the office‑focused multimodal agent SenseNova 6.8‑Flash‑Lite; the content creation model SenseNova U1‑Pro; the spatial intelligence model SenseNova SI‑8B; and the Kairos 3.1 world model co‑developed with Ace Robotics. Across multiple core benchmarks, these models matched or outperformed leading international models, including Gemini, GPT, and DeepSeek. Less than four months after the U1 series was open‑sourced, the three projects had collectively garnered more than 11,000 stars on GitHub.

SenseTime is advancing from digital intelligence toward physical AGI through the closed‑loop framework of “architectural innovation, system capabilities, and high‑value delivery,” continuously translating technological breakthroughs into real-world applications and commercial value.

Token Factory: Upgrading from Compute Provisioning to Scaled Intelligence Production

SenseTime’s SenseCore is evolving into a production‑oriented Token Factory. Through integrated model and infrastructure optimization, as well as capabilities in model adaptation, inference optimization, heterogeneous scheduling, energy management and global service delivery, the Token Factory not only expands Token output and lowers unit costs, but also continuously enhances the reasoning, understanding, generation, and execution capabilities embedded in each Token.

In July 2026, SenseCore delivered an average daily Token service volume of 2.4 trillion, representing a YoY increase of approximately 22 times. As of the date of this announcement, the Group’s total deployed computing power had reached 48,000 Petaflops (P).

The Token Factory provides strong support for SenseTime in advancing the performance boundaries of its foundation models and scaling their commercial deployment. It has tripled the training speed for long‑context Agent models, increased image and video generation efficiency sixfold, improved reinforcement learning training efficiency, and shortened the cycle from model R&D validation to large‑scale deployment to just one week. In addition to supporting the SenseNova foundation model, the Token Factory now serves four external foundation model providers, establishing differentiated capabilities across high‑complexity computing domains, including AI for Science (“AI4S”), video generation, embodied intelligence, world models, and city‑level intelligent applications.

In addition, the Group remains committed to advancing the domestic compute ecosystem, increasing the MFU (Model Floating‑Point Utilization) of mainstream domestic chips by up to 2.5 times compared with the baseline levels established by chip manufacturers. SenseNova U1 has achieved Day 0 adaptation across more than ten domestic chip platforms.

Through compute‑energy synergy, the Company continues to reduce the unit cost of intelligence. During the Reporting Period, its Compute‑Energy Synergy Agent achieved load forecasting accuracy of 96% and generated cumulative electricity cost savings of more than RMB12 million. For every 10,000P of computing power, annual carbon emissions were reduced by 24,000 tons.

Agents Accelerate Adoption Across Enterprise and Consumer Markets, Delivering Value Through Workflow Integration and Enhanced Everyday Experiences

Building on its model and Token capabilities, SenseTime connects models, knowledge, tools, and workflows through a unified Agent Harness, transforming underlying AI capabilities into end-to-end task delivery solutions for enterprise and individual users.

The Group’s agents are rapidly expanding across both enterprise and personal workflows. During the Reporting Period, they served more than 1,000 enterprise customers across over 20 key industries, including education, government, marketing, logistics, banking, and insurance. The Office Agent, Raccoon, has served major enterprises including Lenovo, Ping An Technology, China’s three major telecommunications operators, JD.com, and Kylin Software. Total users increased more than fivefold YoY, enterprise users grew more than sixfold, and monthly active users on the cloud platform increased nearly tenfold. In addition, the video‑generation agent Seko reached a daily video production volume of 10,000 minutes. Content created on the platform has amassed an estimated 1.5+ billion views across short‑video platforms, including 10 short-form dramas that have each surpassed 100 million views. AI productivity solutions are also expanding beyond large organizations to serve smaller teams and One‑Person Companies (OPCs). In the consumer market, the Kapi series of agents, covering use cases such as health, finance, and content creation, has surpassed 45 million cumulative users.

Computer Vision remains a strategic gateway for the Group’s expansion into industry verticals and overseas markets. During the Reporting Period, revenue from the business reached RMB500 million, accounting for approximately 17% of the Group’s total revenue. The business extended across more than 20 countries and regions and served more than 4,500 customers worldwide, with recurring customers contributing 67% of revenue.

Bridging Digital and Physical Intelligence, Unlocking Ecosystem Value

SenseTime continued to invest in frontier areas, including world models and embodied intelligence, intelligent terminals, smart healthcare, and chips. The increase in the valuation of certain AI ecosystem investments generated fair‑value gains, contributing to the Group’s first‑ever IFRS profit and reflecting the gradual realization of financial value from our ecosystem assets. Beyond short‑term investment returns, the more significant long‑term value of these ecosystem investments lies in enabling the Group gain early access to frontier domains, continuously acquire real‑world tasks, data, and feedback, and further strengthen SenseTime’s unified multimodal models and system‑level delivery capabilities.

SenseTime is deepening its “Three-pillar Framework”: one model system to raise the ceiling of intelligence and expand agents’ ability to handle complex tasks; one Token Factory to improve quality and efficiency, reduce costs, and enhance global delivery capabilities; and one Agent Harness to integrate multimodal models with the Token Factory, enabling AI to complete end‑to‑end tasks in real-world scenarios.

Looking ahead, SenseTime will continue to advance the iteration of multimodal agents, driving the evolution of the Token Factory from pricing based on Token volume to pricing based on task outcomes. The Group will also deepen the application of multi‑agent collaboration across enterprise, individual, and OPC workflows, delivering efficient and reliable productivity solutions to users.

Hashtag: #SenseTime

Source: Zero Waste Aotearoa

Long awaited updates to the Waste Minimisation and Litter Acts will not be introduced to the house this parliamentary term. The government advised stakeholders that no further work is progressing.

These updates would have given business and households a modern, fit for purpose law to help prevent and reduce waste, litter and emissions.

Sue Coutts is Director of External Affairs for Zero Waste Aotearoa. She said:

“Protecting our environment and using resources efficiently are apparently not priorities for the government.”

“New Zealanders want better recycling systems. They want alternatives to disposal. They want to make the shift away from this throwaway economy. The 2026 Kantar Better Futures Report shows that New Zealanders expect government, business and brands to do more to reduce environmental impacts.”

“Successive governments have said they’ll update the law. The background work is done. The sector and the public have been consulted twice on the proposals. We’ve been waiting for six years. These straightforward changes would help the country catch up with modern reuse and recycling systems”

“Time and time again we’re told by the Minister for the Environment that the law will be updated. The government is stringing New Zealanders along by saying they’ll progress this when they have no intention of doing so.”

“The deadline for phasing out PVC and polystyrene food and beverage packaging also keeps getting pushed back. Policy flip flops between governments are a major barrier to progress and investment in the reuse, recycling and waste sector.”

“Companies have already pulled back from commitments to ensure packaging is reusable, recyclable or compostable by 2025 because the systems that would make that possible are not in place.”

“Central government is responsible for making producers set up and fund reuse and recycling systems for their products and packaging. The work on this has been done; now, it just needs to go through Parliament.”

The original Waste Minimisation Act was passed with cross party support back in 2008.

Zero Waste Aotearoa calls on all parties to make updating the Waste Minimisation Act an early priority in the next government. That way, New Zealand can finally make some progress on reducing waste.

Notes and Relevant Links

Kantar Better Futures 2026
https://www.kantarnewzealand.com/latest-thinking/better-futures/

P9 New Zealanders make good use of limited waste management services they have access to

P12 – 87% of New Zealanders expect business/brands to take responsibility for their environmental and social impacts

P15 New Zealanders expect Government, Business and Brands to do more

MfE and MCERT

The original work on the Waste legislation updates was done by the Ministry for the Environment (MfE), which has now been incorporated into The Ministry for Cities, Environment, Regions and Transport.

MCERT – Governments Waste work programme
https://environment.govt.nz/what-government-is-doing/areas-of-work/waste/work-programme-on-waste/

Link to list of cabinet papers released
https://environment.govt.nz/what-government-is-doing/cabinet-papers-and-regulatory-impact-statements/amending-the-waste-legislation-policy-approvals/

Exactly the same thing happened at the end of the last parliamentary term with 7 cabinet papers and drafting proposals left sitting at the bottom of the pile.

HONG KONG SAR – EQS Newswire – 26 August 2026 – A fully integrated biopharmaceutical company – Uni-Bio Science Group Limited (“Uni-Bio Science”, together with its subsidiaries referred to as the “Group”, stock code: 0690.HK), is pleased to announce its interim results for the six months ended 30 June 2026 (the “Period”).

Key Accomplishments in the First Half of 2026

During the Period, the Group achieved a spectrum of accomplishments, for both of its marketed products and innovative biologics. The key highlights include:

1. During the Period, the Group’s revenue reached approximately HK$273.8 million, with net profit standing at approximately HK$31.2 million. Cash generation remained solid, with operating cash flow at approximately HK$11.4 million. Despite temporary earnings compression resulting from regulatory adjustments and front-loaded investments in R&D, commercialization, and international expansion, the Group demonstrated operational resilience by remaining profitable and financially strong.

2. As at 30 June 2026, total equity increased by 8.6% to approximately HK$448.7 million, reflecting a strengthened capital base. The debt-to-equity ratio improved to 34.9%, demonstrating active deleveraging and prudent capital stewardship. The Group remains in a net cash positive position, with a cash ratio well above 1, indicating that cash and cash equivalents significantly exceed near-term liabilities. This strong liquidity cushion enables the Group to comfortably absorb the temporary reduction in net profit during the Period without compromising its financial stability. Together, these strengths position the Group to support future R&D investment, commercialization initiatives, and international expansion.

3. Revenue of Bogutai® increased significantly by 39.3% year-on-year (“YoY”), driven by the ongoing market development and engagement with this innovative osteoporosis therapy within the medical community and among patients in China. As of the first quarter of 2026, Bogutai® ranked second in overall market share and first in the retail channel among teriparatide products in China. Its nationwide sales surpassing those of the originator brand, achieving these market positions within approximately two years of commercial launch.

4. During the Period, the Group officially commenced the commercial launch and market promotion of its high-end series, GeneQueens®, further enriching its portfolio in functional skincare and post-procedure medical aesthetics. The premium line incorporates a proprietary triple-protein complex (Fibronectin, Type III Collagen, and Type XVII Collagen), each formatted at a high concentration of 1,000 ppm to optimize cellular repair and anti-aging performance. This milestone demonstrates concrete progress in accelerating the commercialization of its synthetic biology platform.

5. The Group is advancing the development of its BMP-2 regenerative medicine program. Utilizing its proprietary ECO-KSFA® platform, the Group has successfully established a high-yield production process for BMP-2 API, a crucial growth factor in regenerative medicine widely applied in spinal fusion and bone defect reconstruction. During the Period, the Group completed pilot-scale manufacturing process for the BMP-2 drug substance and initiated development of a sustained-release gel formulation, laying a solid foundation for finalizing the product’s clinical dosage form.

6. The next-generation generic antifungal drug, Isavuconazonium sulfate capsules, completed all supplementary studies required by the regulator and the Group is preparing to submit the corresponding documentation to the Center for Drug Evaluation (CDE) in the second half of 2026. To support future commercialization, the Group has commissioned a dedicated production line specifically designed for the product and established strategic partnerships with high-quality API suppliers to ensure reliable manufacturing capacity and supply for commercialization.

Interim Results

The first half of 2026 marked a strategic transition period for the Group, characterized by portfolio optimization alongside expanding channel and market access. Revenue during the Period was temporarily impacted by strategic volume-based procurement (VBP) pricing adjustments for Pinup® and, to a lesser extent, GeneTime®, coupled with the structural impact of latest biologics value-added tax (VAT) policies on net selling price. For the Period, the Group recorded revenue of approximately HK$273.8 million, representing a decrease of 11.7% YoY.

Revenue of Bogutai® increased significantly from approximately HK$65.6 million to approximately HK$91.4 million, representing an increase of 39.3%. Revenue of Boshutai® increased by 50.8% from approximately HK$6.1 million to approximately HK$9.2 million. GeneTime® recorded a decrease of 12.3% in revenue from approximately HK$107.8 million to approximately HK$94.5 million. Sales volume of GeneTime® achieved high-single-digit YoY growth, reflecting continued strong underlying demand and the initial benefits of broader hospital access and prescription-base expansion. GeneSoft® recorded a 1.6% YoY increase in revenue from approximately HK$18.5 million to approximately HK$18.8 million. Pinup® recorded a decrease of 47.1% in revenue from approximately HK$108.9 million to approximately HK$57.6 million. With a limited number of product portfolio and the ongoing optimization of its marketing and distribution teams, revenue from 肌顏態® increased from approximately HK$1.3 million to approximately HK$2.2 million, representing a 69.2% YoY growth. Revenue contribution from the Group’s newly launched medical device product 金因敷® and 金因康® (Diquafosol Sodium Eye Drops) were immaterial during the Period. The Group is expanding its digital and social media presence to raise 金因敷® brand awareness, while advancing targeted non-public channel expansion to accelerate 金因康® uptake.

Gross profit was approximately HK$222.7 million, representing a decrease of 12.4% as compared with approximately HK$254.1 million for the first half of 2025, whereas as gross profit margin remained stable at 81.3%. Profit for the Period decreased by 59.0% YoY to approximately HK$31.2 million. The decrease primarily reflected short-term profitability pressure during the Group’s strategic transformation, including lower absolute gross profit resulting from pricing adjustments for certain core products and the VAT-related pricing impact, together with continued investment in commercialization, new product launches, pipeline development, and international expansion. The earnings per share were approximately HK$0.52 cents, compared with HK$1.27 cents in the first half of 2025.

Prospects

Through targeted commercial and R&D investments in the first half of 2026, the Group enters the second half well positioned to accelerate its business transformation. As generic therapies continue to yield ground to higher-margin biopharmaceuticals within the Group’s portfolio, this evolving revenue mix is expected to deliver sustained margin expansion over the long term. With biopharmaceuticals recognized for the first time as an emerging pillar industry supported by the state, the Group is committed to growing its innovation capabilities and expanding its commercial reach to capture this growing market opportunity.

Mr. Kingsley Leung, Chairman of Uni-Bio Science, commented, “The first half of 2026 presented a challenging operating environment, which we view as a transitional period toward a more diversified and all-round range of product offerings and promotional channels. During the period, we made significant progress in strengthening both the breadth and depth of our commercial platform while advancing a robust pipeline of innovative therapies. Our omni-channel strategy, spanning public hospitals, an expanding distributor network, retail pharmacy locations, and leading e-commerce platforms, continues to broaden patient access across China, including deeper penetration into Tier-3 and Tier-4 cities. At the same time, we are executing a disciplined, product-specific commercialization approach, tailoring our strategies to the distinct market dynamics of each of our eight core products. Beyond our domestic base, we are accelerating our global ambitions. We are advancing Bogutai®’s international expansion, together with our ongoing U.S. FDA submission, an important step toward establishing our first overseas commercialized therapy.

Our pipeline continues to advance meaningfully, from our proprietary EGF/FGF compound gel for wound care to next-generation BFS-based GeneSoft® formulations and our BMP-2 regenerative therapy, all underpinned by our proprietary ECO-KSFA® synthetic biology and Biological Hydrogel technology platforms. These innovation engines position us to continue delivering differentiated, high-value therapies across pharmaceuticals, medical devices, and medical aesthetics. We remain confident that our integrated strategy, combining commercial excellence, global expansion, and platform-driven innovation, will create sustainable long-term value for our patients, partners, and shareholders.”

Hashtag: #Uni-BioScienceGroup

About Uni-Bio Science Group Limited

Source: CyberPower

New OLS2K2ERT2UH and OLS3KERT2UH models deliver premium power protection, greater usable capacity and simpler management for businesses that cannot afford downtime

SYDNEY, 26 August 2026 – CyberPower has expanded its Online S Series with the launch of two new high-performance uninterruptible power supply models, the OLS2K2ERT2UH and the OLS3KERT2UH, strengthening its offering for businesses and IT professionals who need dependable power protection for critical infrastructure and connected equipment.

Designed for demanding environments, the new models combine online double-conversion technology, a Power Factor of 1, a tiltable colour LCD and an integrated maintenance bypass to deliver high-quality power protection, operational flexibility and easier day-to-day management.

OLS2K2ERT2UH

As organisations become more reliant on always-on digital systems, the cost of poor power quality, unexpected outages and service interruptions continues to rise. The OLS2K2ERT2UH and OLS3KERT2UH are built to address that risk by helping protect servers, storage, networking hardware, security systems and other essential equipment from power disturbances that can cause downtime, data loss and hardware stress.

“The introduction of the OLS2K2ERT2UH and OLS3KERT2UH reinforces CyberPower’s commitment to delivering advanced, practical power protection solutions for modern IT environments,” said Vince Mazzeo – Technical Operations Manager for CyberPower Systems ANZ. “These models are designed to give businesses more usable output, easier visibility and simplified maintenance, while ensuring the reliable, high-quality power that critical systems depend on.”

A major advantage of the new models is their High Output Power Factor of 1, which allows the UPS to deliver more usable power and support higher total watt loads. For customers, that means more efficient use of UPS capacity and greater flexibility when protecting high-value equipment. In practical terms, businesses can support more of their critical load without needing to overspecify infrastructure, improving value and reducing inefficiency.

OLS3KERT2UH

The use of online double-conversion technology is equally significant. By continuously regulating incoming power and delivering zero-transfer time, the UPS helps ensure connected equipment remains protected from blackouts, brownouts, surges and other power disturbances. For organisations running critical applications, that translates into greater continuity, reduced operational risk and stronger protection for business-critical systems.

CyberPower has also focused on usability. The new models feature a tiltable colour LCD with a clear graphical interface that makes monitoring and configuration more intuitive. As the screen can be angled upward, it is easier to read when the unit is installed low in a rack or equipment room, helping IT teams save time and manage systems more confidently.

Another standout feature is the integrated maintenance bypass, which allows operators to switch to utility power through bypass mode so maintenance can be performed without shutting down connected equipment and the wider power system. This adds tangible value for businesses that need to minimise disruption, streamline servicing and maintain uptime during routine maintenance procedures.

The new Online S models also support remote monitoring and management, with compatible models featuring a built-in Remote Cloud Card that connects to PowerPanel Cloud. This gives users access to real-time UPS information and remote management through a secure web portal or mobile app, helping IT teams respond faster, improve visibility and manage distributed environments more effectively.

For organisations planning for growth or higher resilience, the Online S platform also supports parallel expansion, enabling multiple UPS units to be connected to increase capacity and achieve N+X power redundancy. This makes the range especially attractive to businesses looking for scalable protection strategies that can grow with operational requirements while strengthening business continuity.

Additional features include relay-type dry contacts for UPS status monitoring, extended battery module auto-detection, an Emergency Power Off dry contact port and PowerPanel Management Software for power management and graceful system shutdown. Together, these features help deliver a more complete and business-ready protection solution for organisations that need both performance and control.

The launch of the OLS2K2ERT2UH and OLS3KERT2UH also reinforces CyberPower’s position as a leader in UPS and power protection technology.

CyberPower is widely recognised for delivering a broad portfolio of solutions that serve home users, professionals, SMBs and enterprise environments, with products designed around reliability, innovation, efficiency and practical ease of use. Its strong international presence, consistent focus on advanced protection technologies and ability to translate complex power needs into user-friendly, value-driven products have made the brand a trusted choice in markets around the world.

For buyers, the value proposition is clear. The new Online S models are designed to help protect critical equipment, reduce the risk of downtime, maximise usable UPS capacity, simplify monitoring and maintenance and support future expansion. For businesses, that means stronger resilience, better return on infrastructure investment and greater confidence in the continuity of essential operations.

With the addition of the OLS2K2ERT2UH and OLS3KERT2UH, CyberPower continues to strengthen the Online S Series as a compelling choice for organisations that need advanced UPS performance without compromising on manageability or value.

For more information, visit:

OLS2K2ERT2UH – https://www.cyberpower.com/au/en/product/sku/ols2k2ert2uh
OLS3KERT2UH – https://www.cyberpower.com/au/en/product/sku/ols3kert2uh

About CyberPower

Founded in 1997, CyberPower has followed a path to success through engineering excellence and quality standards in power protection and computer accessories. At our advanced technology manufacturing facilities, we build a comprehensive line of power protection products, including Uninterruptible Power Supplies (UPS), Racks, Power Distribution Units (PDUs), Power Inverters, Surge Protectors, Mobile Chargers, power management software and computer peripheral accessories. After years of implementation of a global branding strategy, what we’ve provided to millions of satisfied customers are not only award-winning products, but a sense of security.

Whether you are an IT professional working in a Corporate Data Centre, an owner of a small-to-medium business, or a consumer using electronic devices at home, CyberPower has a wide range of power solutions to safeguard your critical equipment and valued data.

https://www.cyberpower.com/au

BINZHOU, CHINA – Media OutReach Newswire – 26 August 2026 – At a policy briefing on the Binzhou Integrated Real Estate Policy Package held by the Information Office of the Binzhou Municipal Government on August 10, officials outlined the progress of the city’s housing “trade-in” initiative.

Hashtag: #Binzhou

Source: Médecins Sans Frontières

24 August – As we reach 100 days since the Ebola disease outbreak was declared in Democratic Republic of Congo (DRC), Médecins Sans Frontières (MSF) warns that communities are not receiving adequate support to contain the disease. This outbreak has become the largest and deadliest in the country’s history, and it continues to spread at an alarming rate within communities who already contend with conflict, violence, displacement, and hunger, among other health emergencies, in their daily lives.

Training for health workers and community leaders on case detection, referrals, and infection prevention and control measures must be urgently bolstered within communities affected by the outbreak.

Over the past week, deaths due to Ebola disease have been reported at a rate of roughly one every half hour. Since the outbreak began and as of 16 August, national authorities have reported more than 5,000 confirmed cases and over 2,400 deaths.

“This epidemic continues to spread, moving faster than the response can keep up,” says Dr Javid Abdelmoneim, International President of MSF. “Treatment centres remain essential for saving lives, but this response needs more than extra beds. It needs better detection, safe isolation for sick people and their contacts, and support to health workers. People seeking care in existing health facilities also need to be protected from infection. Crucially, the response must be built with communities, not around them.”

In Rho displacement camp, near Drodro, Ituri, community leaders have worked with MSF to encourage people with symptoms to seek testing, isolation and treatment early. They also promote infection prevention and control measures to reduce the risk of community transmission. In the overcrowded camp, which is home to nearly 50,000 people, this collaboration has helped limit the spread of Ebola and reduce mortality.

“We know our communities and how to reach our people,” says Ezrome Kiza Lumani, a community leader living in the camp. “When Ebola arrived, we did not wait. We spoke with families, listened to their fears, and encouraged people with symptoms to seek care. We have a crucial role to play in stopping this outbreak.”

Since the outbreak was officially declared, more than 60 per cent of Ebola disease deaths in DRC have occurred outside – and often far away from – Ebola treatment centres. This means many people are dying at home or in their communities without receiving care, and the virus continues to spread before cases are detected. Worryingly, case numbers are rising rapidly beyond the epicentre of Ituri, with North Kivu province experiencing particularly high levels of mortality and mistrust in the response.

“With cases emerging in new areas with little or no previous experience managing Ebola disease, Ebola-trained healthcare workers are urgently needed not only inside treatment centres, but also directly in affected communities,” says Trish Newport, MSF’s emergency programme manager in Ituri province.

MSF is currently responding across Ituri, North Kivu, South Kivu, Tshopo, and Haut-Uélé provinces. Teams are operating six Ebola treatment centres, as well as isolation units, in affected areas, with more than 400 beds available — representing one third of all beds in the overall response. More than 1,400 MSF staff are supporting the response. Since the start of the outbreak, our teams have admitted more than 2,000 patients, of which more than 800 patients were confirmed to have Ebola disease.

In Beni, North Kivu province, we have worked to move our response within communities. Through supporting existing health facilities that also offer general healthcare services, which are also crucial to saving lives, systematic and symptomatic treatment can start quickly. Across the response to the outbreak in DRC, more must be done to ensure people can receive the care they need closer to home.

“Health workers and community leaders need training to help detect cases early, refer people safely, reinforce infection prevention and control, and protect themselves and others from infection,” says Newport. “The World Health Organization (WHO), other UN agencies, humanitarian organisations, including MSF, and the Congolese Ministry of Health must urgently expand this training and support.”

Community leaders like Emery Guba Mateso, also from Rho displacement camp, are sharing their experiences to encourage people to seek care. He lost his son to the disease and later survived an infection himself.

“As a person who has recovered from Ebola disease, the message I would like to share with the community is: as soon as the first symptoms appear, it is important to seek medical care promptly, because early access to appropriate treatment increases the chances of recovery,” says Guba Mateso.

MSF is an international, medical, humanitarian organisation that delivers medical care to people in need, regardless of their origin, religion, or political affiliation. MSF Australia was established in 1995 and is one of 24 international MSF sections committed to delivering medical humanitarian assistance to people in crisis. Every year more than 120 Australians and New Zealanders go on assignment with Médecins Sans Frontières working as: doctors, midwives, psychologists, laboratory technicians, human resource/finance coordinators, pharmacists, mental health specialists and logisticians. MSF delivers medical care based on need alone and operates independently of government, religion or economic influence and irrespective of race, religion or gender. For more information visit msf.org.au

Decontamination teams visit the home of an Ebola patient. They are accompanied by a family member waring personal protective equipment who shows them around the different rooms.

Source: Equinor

25 August 2026 08:00 (CEST)

The Troll A platform in the North Sea is being supplied with additional gas. On 22 August production started from the Troll Phase 3 stage 2 subsea project.

This helps maintain jobs, value creation and high gas deliveries to Europe from Troll A and the Kollsnes processing plant, which marks its 30th anniversary this year.

The project accelerates production of 55 billion standard cubic metres of gas from the Troll West reservoir. This corresponds to nearly two years of France’s gas demand.

Lill Harriet Brusdal, vice president for Troll and Kvitebjørn

“Troll is the backbone of Norwegian gas exports to Europe. This project accelerates production from the reservoir, helping maintain today’s high level of gas exports from Troll and Kollsnes for as long as possible. With both Troll A and the Kollsnes gas plant powered by electricity from shore, the gas is produced with very low emissions,” says Lill Harriet Brusdal, vice president for Troll and Kvitebjørn.

The Troll partnership consists of Petoro, Equinor, Shell, TotalEnergies and ConocoPhillips.

Troll Phase 3 stage 2 builds on the subsea facilities from the Troll Phase 3 project, which came on stream in 2021, reusing design and standardised solutions. This reduces execution time and costs and points the way for future subsea developments. Troll Phase 3 stage 2 comes on stream just over two years after the partnership’s investment decision.

“We start production with excellent HSE results, ahead of schedule and several hundred million Norwegian kroner below the cost estimate. The main reasons are efficient marine operations and a highly efficient drilling campaign, which was completed 25 per cent faster than planned,” says Trond Bokn, senior vice president for project development in Equinor.

Trond Bokn, senior vice president for project development in Equinor
Photo: Arne Reidar Mortensen / ©Equinor

The Troll phase 3 step 2-project was originally scheduled to start up towards the end of the year, and the cost estimate was NOK 12.3 billion.

The eight-well drilling campaign was completed in five and a half months by the Deepsea Aberdeen rig from Odfjell, with services from SLB and Baker Hughes. Templates and manifolds were built by Aker Solutions in Egersund for main supplier OneSubsea and installed on the field by Ocean Installer.

The umbilical, supplied by OneSubsea in Moss, and the MEG line have been extended from the existing facilities. A 28-kilometre, 36-inch pipeline was installed by the world’s largest pipelay vessel, Pioneering Spirit, and the line pipe was stored on Stord. Randaberg Industries delivered spools and pipeline end terminations, and Aker Solutions has carried out modifications on Troll A.

In this way, the project has generated significant ripple effects in Norway. In operations it helps maintain secure gas deliveries to Europe, jobs and revenues for society. More than 90 per cent of the profits from the Troll field go to the state through taxes and direct ownership in the field via Petoro.

Facts

• Partnership: Petoro AS 55.93%, Equinor Energy AS (operator) 30.55%, A/S Norske Shell 8.19%, TotalEnergies EP Norge AS 3.69% and ConocoPhillips Skandinavia AS 1.64%.

• Troll is the cornerstone of Norwegian gas production and contains around 40% of the gas reserves on the Norwegian continental shelf.

• Gas from Troll alone meets around 10% of Europe’s demand, and the annual energy production from Troll corresponds to three times Norway’s annual hydropower production.

• This year, Troll marks 30 years as Norway’s largest gas-producing field. Its enormous resource base has made it necessary to plan development and production in three phases:

• Phase 1 is the gas in Troll East, which resulted in Troll A, the Kollsnes gas plant and associated infrastructure.

• Phase 2 is the oil in Troll West, which resulted in the Troll B and C platforms and corresponding infrastructure. The oil is sent to the oil terminal at Mongstad.

• Phase 3 produces the gas cap above the oil column in Troll West, while oil production continues. The gas flows to Troll A and onward through existing infrastructure.

The Troll Phase 3 development is being carried out in several steps to ensure timely production of the gas resources in Troll West. Earlier this year, the partners also decided to proceed with the next phase of the development through the TWIN project (Troll West Increased gas recovery North).

Related links

• Find out more about the Troll area: https://www.equinor.com/energy/troll

• EQUINOR@ONS 2026: https://www.equinor.com/about-us/ons

• Downloadable Troll A photo: https://equinor.fotoware.cloud/fotoweb/archives/5020-Press/?q=82FA09CDF8B24B3C%20874696EE03911E0E

Official release: https://www.equinor.com/news/20260825-more-gas-for-30-year-old-troll-a