PM Edition: Here are the top 10 business articles on LiveNews.co.nz for October 31, 2026 – Full Text
1. 10 CENTS CAPITAL Completes US$20 Million Financing and Sets Out a Phased Deployment Plan
October 31, 2026
Source: Media Outreach
The capital will be deployed in stages across three new business lines, beginning in Brazil.
KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 30 October 2026 – 10 CENTS CAPITAL SDN. BHD. (“10 CENTS CAPITAL”) has completed US$20 million in financing. With the capital, the well-known Malaysian investment holding company is adding three business lines of its own to its investment activities and will deploy the funds in phases, starting in Brazil.
John Lee, Head of International Markets, 10 CENTS CAPITAL.
How the capital will be deployed
The three new lines are AI business applications, global multilingual marketing and cross-border B2B trade. Part of the capital will build the technology and service base, including AI tools for customer research, marketing content and localisation, and the service model the business will run on. Another part will support cross-border B2B operations: research, information management and enquiry handling.
The remainder is set aside for market development, beginning with market entry in Brazil, the plan’s first market. Local operations there will be handled by its Brazil operating brand, VIVAMOMENTO.
Strategic rationale
Since 2022, 10 CENTS CAPITAL has backed companies across digital technology, e-commerce, consumer services and enterprise services. The three new lines extend that experience into businesses the company builds and runs itself, in areas it already knows well. Funding technology, service and market development together gives each line a complete foundation from the outset, instead of one assembled piece by piece.
“Completing this financing opens a new chapter for our company,” said 10 CENTS CAPITAL Director Peter LIEW. “We will deploy the capital with discipline, one stage at a time, so that each new business stands on a base strong enough to carry the next.”
Outlook
Deployment will proceed in phases, starting in Brazil, with further markets to follow as the new business develops. 10 CENTS CAPITAL will report progress at tencentscapital.com/news, and business and media enquiries are welcome via the contact page.
Hashtag: #10CENTSCAPITAL
About 10 CENTS CAPITAL
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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2. One Earth Summit Unites Global Leaders to Advance
October 30, 2026
Source: Media Outreach
Collective Flourishing in the Intelligent Age
HONG KONG SAR – Media OutReach Newswire – 30 October 2026 – The third One Earth Summit (the Summit), jointly organised by the Institute of Sustainability and Technology (IST) and The Hong Kong University of Science and Technology (HKUST), took place today at Regala Skycity Hotel. The Summit brought together more than 40 speakers and over 700 participants from government, business, academia and philanthropy to explore how human wisdom can guide technological progress towards a shared vision of “Collective Flourishing in the Intelligent Age”.
Guests, VIPs, and Speakers pose for a group photo at the opening ceremony of the One Earth Summit 2026
At the heart of the Summit was a clear conviction: in the age of AI, human wisdom, intention and values must guide the development and application of technology. By connecting leadership, capital, research and entrepreneurship, the Summit sought to harness innovation to deliver impactful solutions that benefit businesses and humanity, safeguard our mother Earth, and reach the communities that need them most.
The opening ceremony was officiated by Mr Leung Chun-ying, Vice-Chairman of the National Committee of the Chinese People’s Political Consultative Conference; Mr Huang Runqiu, Minister of Ecology and Environment of the People’s Republic of China; Ms Poman Lo, Founder of One Earth Initiatives; Professor Harry Shum, Council Chairman of HKUST; and Dr Eric Cheng, Chairman of Environment and Conservation Fund Committee.
In his video welcome address, Mr John Lee, Chief Executive of the Hong Kong Special Administrative Region, he said: “Climate research and technological progress in spurring concerted global action. Accelerating climate change and biodiversity loss demand results. That means bridging the gap between green capital, innovation and governance. In each of these areas, Hong Kong has much to contribute. Like the One Earth Summit, Hong Kong is committed to turning dialogue into impact. Working together, we can mobilise capital, technology and people to power sustainable growth across Asia and the world.”
In her welcome remarks, Ms Poman Lo said, “As AI agents and systems become more autonomous, the window to guide their development with human wisdom is narrowing. The Intelligent Age must go beyond smarter machines—it must advance collective flourishing, where innovation serves humanity, prosperity is shared, and no one is left behind. Through One Earth Summit and our initiatives, our mission is to advance purpose-driven innovations and scale their impact through a global ecosystem of leaders across sectors, ensuring that their benefits are shared equitably in communities that need them most.”
Ms. Poman Lo, Founder, One Earth Initiatives, delivers Opening Remarks
Professor Harry Shum stated, “Technological progress is not measured by capability alone, but by its capacity to foster collective flourishing, elevate human lives, and protect the planet we share. At HKUST, our responsibility is to translate that ambition into practice—through research, education, and partnerships that turn innovative ideas into real-world solutions. That means moving cutting-edge green technologies, from clean energy to climate resilience, out of the lab and into everyday life. Above all, it means nurturing the next generation by equipping them with the skills and judgment required in the era of artificial intelligence. While AI can accelerate the pace of scientific discovery, human wisdom must ultimately decide where it goes. We are preparing our people not just to master the Intelligent Age, but to become its stewards.”
“Planetary health and human health are inseparable,” said Mr Leung Chun-Ying. “Climate change is already putting public health at risk—from extreme heat and the spread of infectious diseases to mounting pressure on healthcare systems. We must accelerate the green transition through international cooperation, not fragment it with tariffs and market barriers. China’s large-scale manufacturing of solar panels, electric vehicles and other clean-energy technologies has helped bring down costs worldwide. By keeping markets open and sharing innovation, we can make these solutions more accessible—especially to the communities most vulnerable to climate change.”
Minister Huang Runqiu noted that the climate, biodiversity and pollution crises are intensifying, making the green transition an irreversible global trend. He said China has achieved the world’s fastest improvement in air quality and, as the largest supplier of clean-energy equipment, is bringing affordable clean-energy solutions to the Global South through the Green Belt and Road Initiative.
He described Hong Kong as an important contributor to China’s environmental progress and the global green transition and called on the city to leverage its role as an international financial centre to mobilise cross-border investment, expand international cooperation in green technology and finance, and share expertise with the Global South.
The Financial Secretary, Mr Paul Chan, said that finance should support innovation, and innovation should serve people and improve lives. Hong Kong will leverage its roles as a “super connector” and “super value-adder” to bring together capital, technology and talent, advance sustainable development through green and transition finance, and promote the translation of research into practical applications. The city will also provide a platform for testing and demonstrating innovative solutions, including AI, to accelerate their adoption in markets around the world. He stressed that investment in technology must go hand in hand with investment in people. Through its “AI Training for All” initiative and cross-sector collaboration, Hong Kong will help people acquire new skills and ensure that the benefits of technological progress are more widely shared.
Featuring twelve keynote addresses and eight panel discussions, the Summit brought together more than 40 speakers across three core themes: AI for Good, Energy and Climate, as well as Oceans and Nature.
Technology for Good
This theme explored how education can nurture AI literacy, human wisdom and responsible leadership, and how young innovators can turn ideas into practical solutions. Discussions highlighted that AI’s contribution to collective flourishing depends not only on technological advances, but also on responsible deployment, equitable access and talent development. Speakers examined how education, research partnerships and cross-sector collaboration can translate innovation into wider societal benefits.
Speakers and guests included:
- Professor Yang Bin, Vice-Chairman of the University Council, Tsinghua University;
- Mr Kevin Choi, Permanent Secretary for Innovation, Technology and Industry, Hong Kong Special Administrative Region Government;
- Mr Alfred Chuang, Co-Founder and General Partner, Race Capital;
- Mr Feng Deng, Founder, Northern Light Venture Capital;
- Mr Elliott Donnelley II, Vice Chair, Synergos;
- Mr Boon Heong Ng, Executive Director and Chief Executive Officer, Temasek Foundation; and
- Professor Ya-Qin Zhang, Chair Professor of AI Science, Tsinghua University.
Energy and Climate
Discussions focused on how clean technologies, energy efficiency and investment can work together to accelerate the green transition. Speakers explored the infrastructure, partnerships and local capabilities needed to turn climate ambitions into practical projects and build more resilient communities.
Speakers and guests included:
- Ms Vivian Cheung, Chief Executive Officer, Airport Authority Hong Kong;
- Dr. Arunabha Ghosh, Founder and Former Chief Executive Officer, Council on Energy, Environment and Water;
- Mr Huang Runqiu, Minister of Ecology and Environment of the People’s Republic of China;
- Mr Leung Chun-ying, Vice-Chairman of the National Committee of the Chinese People’s Political Consultative Conference;
- Mr Liu Xueliang, Vice President, BYD Co Ltd.;
- Mr Jean-Pascal Tricoire, Chairman of the Board, Schneider Electric;
- Mr Terry Wong, Chief Executive Officer, Hong Kong Science and Technology Parks Corporation; and
- Mr Arthur Yuen, Deputy Chief Executive, Hong Kong Monetary Authority.
Oceans and Nature
This theme examined nature’s essential role in sustaining prosperity and community resilience, and the importance of integrating environmental considerations into investment, education and development. Speakers also discussed how long-term stewardship and partnerships responsive to local needs can safeguard the foundations of wellbeing for future generations.
Key speakers and guests included:
- Mr Aziz Abdukhakimov, Adviser to the President of the Republic of Uzbekistan;
- Her Royal Highness Princess Esméralda of Belgium, President, King Leopold III Fund for Nature Exploration and Conservation;
- Ms Irina Bokova, Former Director-General, United Nations Educational, Scientific and Cultural Organization (UNESCO);
- Dr Youssef Nassef, Director, Adaptation Division, United Nations Framework Convention on Climate Change (UNFCCC) Secretariat; and
- Mr Fred Tsao, Chairman, Tsao Pao Chee Group.
From Dialogue to Action
Throughout the Summit, speakers shared their visions, progress and practical experience to advance collective flourishing in the intelligent age. IST provides a platform for exchanging ideas, connecting resources and building partnerships, helping solutions move from discussion to implementation and fostering collaboration for the wellbeing of people and the planet.
One Earth expressed its deep gratitude to every speaker, partner, supporter and participant contributing to this movement. Beyond a single gathering, the Summit serves as a catalyst for year-round collaboration, aligning human intention with technological capability to create lasting value for business, humanity and the planet.
For photo download, please visit: https://bit.ly/3UkC1kc
Hashtag: #HKUST #IST
About the One Earth Initiatives
Now in its third edition, One Earth Summit is one of Asia’s leading forums advancing the United Nations Sustainable Development Goals. Up to date, the Summit has convened over 1,600 investors, business leaders, innovators, philanthropists, policymakers and academics from around the world. Recognised by the United Nations as a platform for building lasting impact and trust, it sets the direction for year-round collaboration. One hundred young entrepreneurs and founders of tech-for-good solutions from One Earth NextGen Innovators Program, coming from over 20 countries, join the Summit as youth delegates each year, as part of their week-long bootcamp in Hong Kong, Shenzhen, and Guangzhou. One Earth Alliance further fosters partnerships across the public, private and philanthropic sectors.
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. Tech – Nexxen’s 2027 APAC Predictions: Four Shifts Set to Reshape TV and Digital Advertising
October 30, 2026
Source: Nexxen
In 2027, advertising across Asia-Pacific will be shaped by how brands reach audiences, how media is bought and how success is measured. Smart TV Home Screens are opening up opportunities before viewers press play, while live sport’s ability to bring audiences together is becoming more valuable in an increasingly on-demand world. At the same time, agentic AI and outcome-based buying are set to reshape campaign planning, activation and accountability.
Four advertising technology leaders from Nexxen share their predictions for the year ahead, exploring what these shifts could mean for advertisers, agencies and media owners across the region.
Home Screens: The Next Marketplace for TV Advertising – Josif Zanich, Managing Director JAPAC
In 2027, the Smart TV Home Screen will evolve from being a fragmented, OEM-specific ad placement into a standardised, programmatic media channel, effectively becoming a new marketplace for TV advertising.
Historically, Home Screen inventory has been difficult to buy at scale because different OEMs have had their own formats, specifications, creative requirements and buying processes. As the industry moves towards greater standardisation of CTV ad formats, including the Home Screen, advertisers will increasingly be able to access this inventory programmatically, rather than treating each OEM as a separate media opportunity.
The opportunity goes beyond making Home Screen inventory easier to buy. While conversations around TV advertising have traditionally focused on what happens after you press play, the Home Screen is changing the game by giving advertisers access to the moments before viewing even begins. For instance, when consumers are browsing, discovering content and deciding what to watch.
This signals a broader shift in advertising. It’s no longer just about the content itself, but the environments where audiences discover and choose that content. As Home Screen inventory becomes more standardised and accessible programmatically, we expect it to become a scalable marketplace for brands to reach audiences before they even press play.
Live Sports: Shared Attention in an On-Demand World – Adam Hunt, VP, Partnerships & Business Development JAPAC
In 2027, the more TV becomes on-demand, the more valuable live sports will become for advertisers.
As audiences continue to shift from scheduled programming to on-demand viewing, live sport remains an exception. Major sporting events still bring large TV audiences together, creating moments of collective attention that are increasingly difficult for other forms of content to replicate.
However, this creates a challenge for advertisers, as reaching these sports fans isn’t straightforward. Fans are increasingly spread across platforms, moving between TV, streaming, mobile and social throughout the viewing journey.
As a result, there’s a growing opportunity for advertisers to reach fans across screens, connecting with them throughout the live sports experience and turning shared moments of attention into broader cross-screen opportunities.
Agentic AI: From Platform Features to Agents That Trade – Janice Chan, VP, Platform & Client Services, APAC
If 2026 was the year of AI features within platforms, 2027 is when interoperability moves from pilot to practice.
The real shift in programmatic will be DSPs and SSPs becoming callable by clients’ own AI agents, through protocols such as MCP and A2A. In Australia, we expect early agent-to-agent trading to start in premium video, where high-value negotiated and curated deals across CTV, BVOD, SVOD and live sport suit agent-led workflows. This won’t replace existing programmatic pipes. Instead, it will offer an additional lane for clients who are further along in AI adoption.
As AI features become standard across every platform, differentiation will move from features to access: what proprietary data and intelligence an agent can reach through your platform that it can’t get elsewhere. Governance and outcomes will become the buying criteria. Marketers will expect audit trails, approval controls and brand-safety assurance before agents touch spend, and the proof points will shift from efficiency gains to measurable campaign performance.Outcome-Based Buying: Results Set the Agenda – Andrew Dixon, VP, Sales JAPAC
In 2027, outcome-based buying will become a more expected part of the media mix as advertisers face tighter budgets, leaner teams and greater pressure to prove results.
Outcome-based buying isn’t new, but we expect demand for it to accelerate as clients and agencies look beyond media activity and focus more closely on what their investment is actually driving. Models based on cost per conversion, cost per site visit and cost per completed view are already being used today, with outcome-based planning and optimisation likely to become more common across campaigns.
AI decisioning will help accelerate this shift, making it easier to optimise campaigns towards specific goals and scale outcome-based buying across more media. We also expect more consideration of outcome-based pricing, where measurement and attribution are trusted by both buyers and sellers.
This will move performance closer to the starting point of the campaign, shaping how media is planned, bought, optimised and reported.
About Nexxen
Nexxen empowers advertisers, agencies, publishers and broadcasters around the world to utilize data and advanced TV in the ways that are most meaningful to them. Our flexible and unified technology stack comprises a demand-side platform (“DSP”) and supply-side platform (“SSP”), with the Nexxen Data Platform at its core. With streaming in our DNA, Nexxen’s robust capabilities span discovery, planning, activation, monetization, measurement and optimization – available individually or in combination – all designed to enable our partners to reach their goals, no matter how far-reaching or hyper niche they may be.
Nexxen is headquartered in Israel and maintains offices throughout the United States, Canada, Europe and Asia-Pacific, and is traded on the NASDAQ (NEXN). For more information, visit www.nexxen.com.
Media contact
For more information or to arrange interviews, please contact AZK Media at pr@azkmedia.com
About Josif Zanich – Managing Director JAPAC
A seasoned professional with nearly two decades of experience, Josif oversees Nexxen’s JAPAC operations.
Before his tenure at Nexxen, Josif successfully steered sales efforts at Brandscreen, where he focused on collaboratively engaging with APAC’s foremost agency trade desks, driving the widespread adoption of the Brandscreen DSP. He also boasts a rich history as a Programmatic Account Manager for CareerOne.com, where he spearheaded the introduction of its inaugural programmatic product in Australia.
Josif earned a bachelor’s degree in Marketing Management from Auckland University of Technology. His wealth of experience and dedication to advancing the digital marketing landscape make him an indispensable asset in the industry.
About Adam Hunt – VP, Partnerships & Business Development JAPAC
Adam Hunt, Vice President of Partnerships and Business Development for JAPAC at Nexxen, brings a decade of invaluable experience to his current role. With a strong focus on CTV, broadcast, digital marketing, streaming, programmatic advertising and data-driven strategies, Adam plays a pivotal role in driving partnerships and business development initiatives across the JAPAC region.
Before joining the Nexxen team, Adam served as an Account Executive at Adconion Media Group, where he began honing his expertise in the field. His dedication to the industry and passion for empowering partners highlight his vital role in ensuring the success of both the Nexxen team and its valued clients.
About Janice Chan – VP, Platform & Client Services, APAC
Janice Chan, currently the VP of Platform and Client Services for Nexxen in the APAC region, brings a wealth of experience and expertise to her role. With a track record of accomplishments in the digital advertising industry, Janice has consistently demonstrated her prowess in strategic client and platform solutions, client services excellence and customer successes.
About Andrew Dixon – VP, Sales JAPAC
Andrew Dixon is a results-driven commercial leader with a track record of shaping and implementing successful business strategies that drive increased sales and marketing revenues across a wide range of channels and formats, including digital, TV, mobile, video, social, data and events. Currently serving as the APAC Vice President of Sales for Nexxen, Andrew’s role involves overseeing all aspects of revenue growth and client retention, as well as actively pursuing new business opportunities with agencies and clients.
He is deeply passionate about harnessing the potential of technology, data and programmatic platforms to deliver tangible benefits to agencies and brands. Andrew’s approach to client engagement is rooted in a consultative methodology, aligning core needs with scalable and commercially viable solutions.
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4. Amnesty International – Cambodia: Politically connected security companies enabled slavery and rape in scamming compounds
October 30, 2026
Source: Amnesty International
29 October 2026
- Five private security companies identified where guards committed or facilitated abuses
- Members of political elite, military and police linked to security companies at multiple scam compounds
- Accountability lacking despite government crackdown
Cambodian private security companies connected to the country’s military, police and powerful business networks have helped sustain a scamming industry built on trafficking, forced labour, torture and slavery, Amnesty International said in a new report published today.
Official Business: Security companies and authorities at scamming compounds in Cambodia (https://www.amnesty.org/en/latest/research/2026/10/cambodia-scam-security-firms/) identifies five private security companies that provided services at scamming compounds – and details their links to members of Cambodia’s military, police and business elites. Amnesty also identified multiple members of the military and police who worked as security guards, trained or supervised guards at more than 20 compounds.
“For years, survivors of these nightmarish compounds described encountering members of the Cambodian military or police inside. These accounts could not be independently verified – until now,” said Agnès Callamard, Amnesty International’s Secretary General.
“This report demonstrates Cambodian corporate actors’ direct involvement in scamming compounds. Our findings also begin to expose the long-suspected links between Cambodia’s billion-dollar criminal scamming networks and politically connected figures who have remained largely beyond scrutiny.
“At the heart of these connections are security companies whose guards controlled compound exits, hunted down people who escaped and enforced compliance through fear and violence. Without them, this system of mass exploitation could not have functioned.”
Guards central to confinement and abuse
Building on its previous investigations that exposed slavery, human trafficking, rape, forced labour and torture inside Cambodia’s scamming compounds (https://www.amnesty.org/en/latest/news/2025/06/cambodia-government-allows-slavery-torture-flourish-inside-scamming-compounds/), and documented the failures of the government’s subsequent crackdown (https://www.amnesty.org/en/latest/news/2026/06/cambodia-evidence-suggests-scamming-compounds-bypassed-despite-high-profile-crackdown/), Amnesty’s latest investigation examines the security infrastructure that allowed the compounds to confine and control trafficked people and forced them to scam people globally.
Between January 2023 and September 2026, Amnesty International interviewed 151 scamming compound survivors and reviewed records concerning more than 400 additional victims. Researchers identified 86 compounds, visiting 82 of them, and found security guards at every compound.
In this latest report, Amnesty identifies the private business companies responsible for guarding the compounds and abusing the victims. We also geolocated videos from more than 200 security guards’ TikTok accounts to 23 compounds across Cambodia until August 2026. The new evidence collected by Amnesty links more than 20 members of the military and police to the private security companies that guard scamming compounds and to at least 22 of the 86 compounds.
Amnesty’s report also connects various prominent business and political figures to these security companies – including a former bank CEO, a property developer and the son of a former deputy prime minister.
Survivors consistently described guards as responsible for preventing escape, while many reported guards beating people who attempted to flee. Survivors also described guards administering electric shocks and beatings, detaining people in “dark rooms” and standing guard while compound managers raped women.
At the compound Park 8, also known as PV01, “Maia”, a woman from Cameroon, said guards restrained her on arrival and later took her to a dark room where managers raped her while guards stood outside. “Gabe”, a Ugandan survivor at the same compound, described being chained above basins of water, beaten for hours and shocked with an electric baton.
Most of the 151 survivors interviewed said guards carried or had immediate access to electric shock batons. Several reported seeing guards or other people carrying firearms.
“When guards escort trafficked people to punishment rooms or stand watch during rape and torture, they are enabling these abuses – and so too are the supposedly legitimate corporate actors who employ them,” Agnès Callamard said.
“Investigations must assess and follow responsibility from the lowest ranks all the way upwards to the companies, including the managers and owners who recruited, deployed and controlled security guards at scamming compounds.”
Five companies linked to at least 23 compounds
Amnesty International identified five private companies that guarded compounds where serious human rights abuses were documented. Three had links to Cambodian authorities.
Leap Somnang had the largest footprint of the companies identified and was linked to at least 15 compounds across eight provinces. Twelve survivors identified the company’s guards, uniforms or logo. All said its guards stopped them leaving compounds under threat of violence, while several described guards participating in beatings, electric shocks and keeping the victims in prolonged isolation.
Security Response, a company with close links to the Panda Bank and Huione corporate network, was linked to five compounds, including Park 8 (PV01).
ZD Security, formerly BIC Security, was linked to two compounds in Botum Sakor, including Long Bay (BS04), where survivors described torture and other ill-treatment, forced labour, unlawful confinement and violence against people trying to leave.
Dara Security was linked to two compounds in Sihanoukville, while Best Security was linked to a Bavet compound where Amnesty documented human trafficking, forced labour and child labour.
Amnesty’s report finds that at least three high-ranking military and police officers had links to compounds, strongly indicating involvement with the industry:
The company Leap Somnang is controlled by Ban Sophat , who publicly served as its chairman while also being a Colonel in the Royal Cambodian Armed Forces.
Amnesty’s analysis showed phone numbers for Deputy Police Chief Lay Channy listed on an advertisement for Best Security. Channy was involved in the crackdown in Bavet, where Best Security guarded a compound.
Brigadier General Tek Bunthoeun has a direct, and potentially controlling, interest in the property development comprising the BM02 compound, where Amnesty documented torture, confinement and forced labour.
Amnesty also identified multiple prominent figures with apparent business connections to compounds, without making any finding as to their personal responsibility for the abuses documented in the report. Amnesty International wrote to each corporate actor and individual identified in this report, and the full responses received are included in the report.
Links to military and police demand investigation
Amnesty International analysed official uniforms, insignia, identification numbers, public records and social-media timelines to help pinpoint precisely where and when military and police personnel were present at compounds.
In three compounds, apparent active military personnel were seen training, leading or supervising guards. In other cases, Amnesty identified apparent state personnel carrying firearms or occupying guard positions.
“The evidence suggests military and police involvement in a number of scamming compounds that helps explain how abuses at these sites persisted despite years of public reporting and repeated law-enforcement operations,” Agnès Callamard said.
Closure without accountability
Following a government crackdown launched in July 2025, large-scale scamming compound operations currently appear to be dormant. However, Amnesty International is unaware of investigations into the five security companies profiled in the report, their owners and managers or the wider commercial and state connections documented.
Prior to the publication of Amnesty’s report, Cambodian authorities responded on 15 October noting that 77 police officers had been disciplined in connection with scamming compounds.
Meanwhile, in response to Amnesty’s findings, Sophat Ban denied holding any ownership, director or management role in Leap Somnang, stating that he had “served as an advisor to the company owner”.
Best Security denied Lay Channy had any control over the company despite acknowledging that his phone number appeared on a company sign. Security Response denied all allegations made in Amnesty’s report, and Best Security responded that it “has no history of providing services at location BA06” and said would consider “legal action if someone has stolen (the) company’s uniform.”
Amnesty International is calling on the Cambodian authorities to establish prompt, independent and adequately resourced investigations into private security companies connected to compounds; investigate apparent serving military and police personnel involved in compound security; suspend company licences while credible allegations of serious abuse are investigated; and ensure victims have access to effective remedies and reparations.
Many of the abuses documented could constitute serious crimes under international law and Cambodian law. This includes by security guards who participated in abuses, as well as managers, executives and directors of the security companies who were aware of them.
“Even if scamming compounds are dormant at the time of publishing this report, our findings clearly show that the infrastructure of impunity has not been dismantled,” Agnès Callamard said.
“Largely in response to international outcry over the scamming compounds, the Cambodian authorities have announced a range of crackdown measures. But a crackdown measured only in raids, arrests and deportations risks leaving the architects and enablers untouched. Cambodia will not have ended this abusive industry until it has held to account those who staffed, managed, financed and protected this abusive system.”
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5. Crown Workspace wins Gold and special Trinity recognition at HR Vendors of the Year Awards 2026
October 30, 2026
Source: Media Outreach
The HR Vendors of the Year Awards is widely regarded as one of Asia’s most respected platforms for recognising excellence among HR and workplace solution providers. Entries are evaluated by an independent judging panel of HR leaders and experts, assessing nominees on criteria including people, products and services, innovation, leadership, and industry contribution. The awards recognise organisations that demonstrate exceptional expertise, business impact, and commitment to helping clients address evolving workplace challenges. The Trinity Champion of Achievement holds particular significance as it recognises Crown Workspace’s sustained achievements over three consecutive years, from 2024 to 2026. This special recognition further reinforces Crown Workspace’s consistent contribution to the HR and workplace solutions ecosystem in Hong Kong.
What distinguishes Crown Workspace is its ability to combine workplace consultancy, relocation expertise, sustainability leadership, and project execution into a single integrated offering. In a market where many Hong Kong organisations are rightsizing their offices, adopting hybrid working models, and seeking cost-effective ways to optimise their workplaces, Crown Workspace helps clients transform their offices while achieving ESG objectives through services such as furniture resale, storage solutions, and recycling programmes.
Complementing these sustainability-focused initiatives is Crown Workspace’s proven capability to deliver complex, business-critical projects, including high-security relocations, IT and infrastructure moves, and large-scale workplace transformations. Backed by strong customer satisfaction and industry-leading operational standards, Crown Workspace provides organisations with a trusted partner to navigate workplace change while creating more efficient, sustainable, and future-ready work environments.
“We are honoured to receive both the Gold Award and this special recognition at the HR Vendors of the Year Awards,” said Jeffrey Chong, General Manager, Hong Kong, at Crown Worldwide Group. “The Trinity Champion of Achievement is particularly meaningful as it reflects the consistency of our work and the dedication of our team over the past three years. Hong Kong organisations are rethinking the role of the workplace. Increasingly, our clients are asking how they can create more flexible, sustainable and employee-centric environments while maintaining business continuity. These recognitions reflect our commitment to helping businesses navigate that transformation successfully. We remain focused on delivering secure and sustainable solutions that support our clients’ business goals.”
Building on these latest recognitions, Crown Workspace will continue investing in people, technology, and innovative workplace solutions, helping businesses create workplaces that are resilient, efficient, sustainable, and ready for the future.
For more information, please visit Crown Workspace’s website at crownworkspace.com.
https://crownworkspace.com/hk/
Hashtag: #CrownWorkspace #HRVendors #BestWorkplaceConsultancy
About Crown Workspace
Crown Workspace – Inspiring places and performance – www.crownworkspace.com
The issuer is solely responsible for the content of this announcement.
– Published and distributed with permission of Media-Outreach.com.
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6. Latest HSWA guidance release now available for businesses
October 30, 2026
Source: Worksafe New Zealand
This release covers occupational diseases, events WorkSafe needs to be notified of, what approved codes of practice (ACOPs) are, and seismic risk. It builds on the guidance already published on critical risk, business size, officer duties and overlapping duties. Our final guidance release in November will cover overlapping legislation and recreational access where duties only apply to landowners where work and recreation overlap.
The ACOP guidance sets out standards for how specific work can be done safely and how following an ACOP can be treated as compliant with the law (also known as ‘safe harbour’). The guidance also outlines what businesses need to do if a notifiable event occurs, how to identify hazards that may lead to an occupational disease, as well as managing structural seismic risk in buildings.
The guidance is now available on the WorkSafe website:
Businesses can use the guidance available now to help them understand the changes and prepare for 1 April 2027. WorkSafe will continue to provide supporting information, tools, and educational resources over the coming months.
In addition, a comprehensive marketing campaign will be launched towards the end of the year to help raise awareness among all businesses both large and small.
Subscribe to our General health and safety updates and visit the WorkSafe website regularly to stay up to date as new guidance and resources are added.
Read all our guidance to help businesses prepare for HSWA
Original source: https://nz.mil-osi.com/2026/10/30/latest-hswa-guidance-release-now-available-for-businesses/
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7. Manage My Health phase two report
October 30, 2026
Source: Privacy Commissioner
30 Oct 2026, 06:00
This page has the Executive Summary of the Manage My Health phase two report.
Download a copy of the Executive summary: Inquiry into the cyber security breach affecting the Manage My Health Limited patient portal (opens to PDF, xxxKB)
Download a copy of the full phase two report: Inquiry into the cyber security breach affecting the Manage My Health Limited patient portal (opens to PDF, 901KB)
The breach and this inquiry
Our Office has undertaken an inquiry under section 17(1)(i) of the Privacy Act 2020 into the cyber security breach of Manage My Health’s patient portal at the end of 2025. The inquiry has been conducted in two phases.
Our report into Phase 1 of the inquiry was published on 27 May 2026. That report contains a full description of the breach, the timeline, and our conclusions. We also issued compliance notices to Manage My Health Limited (“MMH”) and to Health New Zealand (“Health NZ”). Read further information.
This document is our report into Phase 2, which concludes the inquiry.
What this report covers
Phase 1 of the inquiry focused on security and legal accountability. Phase 2 therefore focuses on the remaining aspects of how patients came to be affected by the breach and what the impact of the breach was, both on affected people and on their wider communities.
We specifically comment on issues relating to:
- authorisation for portal accounts to be set up
- authorisation for detailed patient information to be stored
- the quality of the information that users received about the portal
- retention of accounts and information in the portal
- breach notification and quality of communications.
The impact on people and their communities
This breach affected many people around New Zealand. However, around 91% of affected people were Northland hospital patients: a massive majority. No other hospitals in New Zealand were sharing information through MMH. In fact, the only other patients affected appear to have been those who had uploaded their own records to MMH.
This means that, while the incident has created significant anxiety and difficulties around the country, it is the people of Northland and the GP practices that support them that have borne the brunt of the fallout. Inevitably, therefore, there has been a disproportionate impact on Māori patients, whānau and health services. We have actively considered those impacts under section 21(c) of the Privacy Act (“the Act”) which requires us to take into account cultural perspectives on privacy when performing statutory functions or exercising statutory powers. Here, the relevant cultural perspective is a Māori perspective.
Our consideration goes beyond mere numbers of affected people: there are features specific to that region that aggravated the impacts, especially for Māori. Some key comments made to us were that, as well as creating the distress experienced by many patients affected by the breach, it also:
- exacerbated existing problems in Northland, especially existing distrust of health and government systems among already marginalised whānau
- was not simply a stand-alone event, but added to the cumulative experience of systemic failures in the region
- taxed the resilience of whānau, who are “sick of being resilient”
- undermined the reliance that Northland patients and health practitioners need to be able to have on digital and virtual services, to cope with resource constraints
- extended beyond health portals into other unrelated areas of healthcare
- made government services harder to deliver in non-health fields such as emergency response.
Findings about Health NZ
On 27 May 2026, Health NZ announced that it had cancelled the contract to supply hospital information to patients through MMH. It has temporarily reverted to supplying information in paper form (except for laboratory test results which are not supplied but held within the hospital).
Subsequently, on 24 July, Health NZ published its action plan to respond to the OPC inquiry and additional independent reports. As part of that action plan, Health NZ intends to roll out a new vendor-agnostic digital solution. Initially that solution will be offered in Northland. If successful, it might then be extended to other areas of the country.
We consider that this proposal creates both a challenge and an opportunity. The success of any new solution is likely to depend in large part on rebuilding trust in health services in general, and public health services in particular. To rebuild trust, it will be important to both hear and acknowledge the hurt experienced by the Northland community, and to ensure that the community has full input into the design and implementation of the new solution. This is particularly important if Health NZ is to support the Crown’s commitments under the Treaty of Waitangi/Te Tiriti o Waitangi and fulfil its statutory responsibilities in relation to Māori health.
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We recommend that Health NZ ensures that direct engagement with the Northland community and health providers is a central aspect of its action plan. This includes direct engagement with Māori (both end users and Māori health providers). |
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We also recommend that Health NZ should expressly include Māori data governance considerations as part of its procurement processes and in the terms of any contracts that it enters into with vendors who want to offer health portal services in Northland as part of the new solution. |
Findings about MMH
It has been apparent from the start of this inquiry that large numbers of patients were unaware that they had an MMH account at all, or that MMH still maintained an account for them despite the fact the patient had moved practices or their practice had ceased to use MMH. They were therefore taken entirely by surprise to find that they were affected by the breach.
We have investigated how MMH accounts came to be created and how information came to be saved into those accounts. Our key findings are as follows.
Many people had active MMH accounts and were aware that their health information was stored there.
However, some Northland hospital information was saved into accounts that patients had never activated. As we commented in our phase 1 report, we consider this to be the result of a flaw in the technical ‘match’ process that both agencies should have known about. That flaw was corrected in January 2026, when MMH amended the match criteria so that hospital information would only be imported into activated accounts.
Another flaw in the match process resulted in Northland hospital information being saved into the portal in situations where patients did not have an account at all. Instead, it imported information when the hospital details matched patient records that had been set up to transfer shared electronic healthcare records (“SEHR”) between health practitioners, or to enable patients to use the Easy Booking service. Health NZ did not ask for hospital information to be matched against such records, as patients would not be able to view the information in the portal. By making a decision to include these records in the match criteria, MMH was therefore legally acting on its own account and needed to comply with the collection rules in the Health Information Privacy Code 2020 (“the Code”). While we accept that MMH did not use the information in any way, we consider there was clearly no valid purpose for importing information into the portal when patients could not access the records, and we also consider that MMH did not have consent of patients to do so. We have therefore found that it collected information in breach of rule 1 and 2(1) of the Code.
We were aware that MMH had already deleted all Northland hospital discharge information in non-activated accounts. However, it was not initially clear whether MMH continued to hold other types of information (including other hospital information such as lab test results) in any situations where information had been imported as a result of a match against SEHR or Easy Booking records. MMH formally confirmed to us that all information has been deleted except information held in activated accounts. This includes deleting the information from backups and storage systems. We are therefore satisfied that MMH has fully remediated the problem.
Some patients had activated their accounts at one time but had since forgotten that they had the account. Others had moved to a GP practice that did not use MMH or were enrolled with a GP practice that stopped using MMH, and did not realise that their account would remain live.
At the time of the breach, MMH only triggered a “dormant account” process after 24 months of inactivity. We have found that this is too long a period, and that it breached rule 9 of the Code. MMH is not required to retain information under the Health (Retention of Health Information) Regulations 1996, and there was no ongoing purpose for retaining the information for that length of time.
The problem has been partially remediated. MMH has already taken the initiative to improve its process for managing “dormant” accounts for patients who are not with medical centres that are MMH users (“active practices”). It has reduced the time to 12 months before contacting patients to see whether they still want to maintain their account. We support this improvement.
However, MMH still has a 24-month dormant account process for patients that are registered with active practices. While we acknowledge that not all patients would visit their GP during a year, we consider this is too long for health information to remain on the system without patients being given a choice about whether they wish to maintain an account.
In addition, we consider that MMH retains contact and other details in non-activated accounts for too long. Patients should have a reasonable opportunity to decide whether to activate their accounts, with a couple of reminders, but if the account is not activated after three months, we consider that it should be deleted.
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We recommend that MMH’s ‘dormant’ account process for patients attached to an active practice should be reduced to 12 months, to match the process for other dormant accounts and to comply with rule 9 of the Code. |
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We also recommend that MMH implement a process to remove any non-activated accounts after three months (using a process similar to the ‘dormant account’ process), to comply with rule 9 of the Code. |
At the start of phase 2 of our inquiry, there was no readily accessible information for representatives of people who have died about how to find out about and manage their MMH accounts. We recommended that MMH needed to update its information for representatives, including ensuring that they can access records in MMH accounts if required, as they are legally entitled to do. It accepted our recommendation. MMH has now provided additional information in its privacy policy for representatives of deceased people (see para 3.10), allows access to representatives (para 9.1) and has a process to delete information within 30 days of becoming aware that a person is deceased.
MMH updated its terms of use, privacy policy and business terms and conditions in June 2026. On our recommendation, it has made further amendments which were published on 30 September 2026. We agree that these amendments have improved the documents and have addressed the points we specifically mentioned. However, we have not reviewed the rest of the documents more thoroughly or provided further comments, as it is not our role to provide ongoing advice.
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Instead, we recommend that MMH does full user-testing with patients and practitioners to ensure that the documents now provide clear information about people’s rights and obligations. |
Breach notification
We consider that both MMH and Health NZ met their obligations under section 114 of the Act to notify our Office about the breach. MMH notified the Office within our expected timeframe of 72 hours of discovering the breach had occurred, and Health NZ also notified our Office as soon as practicable once it realised that the Northland hospital information had been affected by the breach.
While MMH did in fact notify our Office, it initially categorised the breach as not involving serious harm. MMH told us that this was an administrative error and it was promptly corrected after advice from our Office that this was clearly a breach that met the serious harm threshold.
We have reservations about the length of time that it took to notify some individuals, as required by section 115 of the Act. Final notifications were not completed until March.
The timeframe for notification (“as soon as practicable”) is based on what a reasonable agency in this situation should have been able to do, not only on what the agency found itself able to do. Here, if contact details had been more readily available and if the agency systems, processes, contracts and breach planning had been better, we consider it should have been possible to notify some individuals more quickly. However, this does not automatically mean that MMH or Health NZ breached the Act, especially as notifications were completed at different times. Whether any delay in notification in fact resulted in a breach of section 115 would have to be determined in the context of an individual complaint.
Recommendations for wider agencies
Every major breach creates lessons that other agencies can and should learn from. The MMH breach is an excellent example. We highlight the following points that others may find useful.
- The MMH and Health NZ compliance notices provide valuable information to all agencies about our regulatory expectations for security. We advise agencies to review them for points that are relevant to them.
- If an agency which is processing information on behalf of another agency makes a design decision that goes beyond its instructions, it will be seen as acting on its own account (whether or not it actively uses the information) and will be independently liable under the relevant privacy principles.
- If a customer does not complete a registration process (for instance by setting a password or activating their account), they have not authorised any further collection and storage of information in that account.
- GP practices and specialist health practitioners should take this opportunity to check that patients are properly informed about how the SEHR system operates and, where necessary, obtain patient authorisation to transfer information.
- GP practices should also check that they have accurately specified the age at which MMH should de-link a child’s portal accounts from the account belonging to their parents or guardians (at the latest at age 16, unless there is ongoing legal authority to keep the accounts linked). This will ensure that parents or guardians do not have unauthorised access to the health records of young people.
- All agencies that operate customer accounts should have a process to identify and manage ‘dormant’ accounts. What that process is, and whether information can be kept will vary between agencies. It will be determined by any laws that require retention of information, and by any lawful ongoing purpose for retaining it. Unless there is a specific law or reason requiring retention, we consider it is general best practice to check in with an account holder after 12 months of inactivity to see whether they wish to retain the account.
- Any agency that is relying on authorisation as a legal basis for collecting, using or disclosing personal information should ensure that information provided to individuals is clear and precise so that they fully understand what they are being asked to agree to.
- Agencies should have a clear process for personal representatives to follow when an account holder has died, and should make sure that representatives can find information about what to do.
- All agencies should have a proper breach (or crisis) management plan in place that includes:
- whether they have ready access to contact details for people whose information they hold, and if not, who would have those details
- how to distribute information (for example, anticipating that they will need to partner with client agencies that have a direct relationship with affected people)
- who will handle media and regulator queries
- how they will ensure that public statements or messages to affected people are accurate, or be clear when they have only incomplete information and when a clearer picture might emerge
- how they will ensure that communications are focused on the harm the breach has caused affected people, even when the company’s staff are under significant stress and themselves feel victimised by the breach
- having good internal processes to report breaches up to appropriate staff quickly so that those breaches can be promptly assessed, managed and notified to OPC and to affected people as soon as practicable (failure to have good processes to identify affected people and assess and manage breaches is not a ‘reasonable’ excuse for delaying notification)
- making sure key people can be contacted at all times including over holidays
- ensuring that the agency can scale up legal and technical support if required to manage a major breach, including having external support available
- ensuring the agency has planned access to support services which can assist affected people (e.g. call centre support, health and wellbeing services, identity protection services and so on), including culturally relevant support where needed.
Agencies should consider whether proposals or breach responses may have a particular cultural impact, and ensure that that impact is properly assessed. For projects, direct engagement with affected communities will provide valuable insights, and techniques such as completing Māori data governance assessments can also assist. For breach responses, direct engagement can restore trust and confidence more quickly and effectively than dealing exclusively at arm’s length.
Agencies should ensure that their contracts do not contain clauses that purport to oust or limit liability for compensation under the Privacy Act, or that purport to limit Privacy Act liability if personal information held by the agency has been compromised by criminal activity. Any liability or remedies in such circumstances will be determined by the normal application of the Act (or applicable Code).
Next steps
We have issued compliance notices to MMH and Health NZ following our findings in Phase 1 of this inquiry. These will be managed as stated in the notices. We have also received around 50 complaints, which we will also manage as part of our normal dispute resolution processes.
However, this Phase 2 report now concludes the inquiry itself, and the inquiry is now formally closed.
Original source: https://nz.mil-osi.com/2026/10/30/manage-my-health-phase-two-report/
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8. IBS Proposes HK$563 Million Acquisition of AI Chip Enterprise
October 31, 2026
Source: Media Outreach
QuantumCompute Solutions indirectly owns approximately 85.94% equity interest in Shanghai Tianjing Fulian. Shanghai Tiangjing Fulian is also 5.56%-owned by Foxconn Industrial Internet, the shares of which are listed on the Shanghai Stock Exchange (stock code: 601138.SH). The Shanghai Tianjing Fulian Group is principally engaged in the design and development of AI SoC products and integrated solutions, with a particular focus on low-power, cost-effective AI computing and edge computing applications. Through its chip design capabilities and comprehensive technology solutions, the Shanghai Tianjing Fulian Group has established a solid technological foundation in AI inference and edge-side computing infrastructure. The Shanghai Tianjing Fulian Group is an officially authorised independent chip design house for MediaTek Inc., a leading global semiconductor company.
The Directors believe that the Acquisition will enable the Group to expand its business scope from its existing fintech and computing power services into AI chip design and edge computing infrastructure, thereby strengthening its technology capabilities and building a comprehensive ecosystem encompassing computer infrastructure, AI chips and AI application solutions. This strategic expansion aligns with strong growth in the AI semiconductor, edge computing, and digital infrastructure sectors, driven by rising demand for low-latency, real-time AI solutions as well as supportive government policies promoting semiconductor innovation and digital infrastructure investment.
The Group has appointed Dr. Tang Tianshen as its chief strategic consultant to advise on the the strategic development and operations of the Group’s fintech-related businesses. Dr. Tang holds a doctorate in electronic engineering from Texas A&M University and possesses extensive expertise spanning academic research, advanced chip design, and executive leadership in the semiconductor industry. Dr. Tang has served in senior roles of various leading technology companies, including Intel, Shanghai Hua Hong and SMIC.
The Board considers that the transaction represents an opportunity to acquire immediate access to AI chip design capabilities, specialised technical talent, established technology assets, and growth opportunities in the AI industry. Compared with developing such capabilities internally, the Acquisition is expected to accelerate the Group’s entry into the AI semiconductor and edge computing sectors, shorten development time, and strengthen its competitive position in the evolving digital economy. In the long term, the Acquisition is expected to support the establishment of an ecosystem covering computing infrastructure, AI chips, and AI application solutions, creating sustainable growth drivers and delivering long-term value to shareholders.
Hashtag: #IBS
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. YF Life Proudly Claims Two Top 3 Accolades at the Hong Kong Insurance Awards 2026
October 30, 2026
Source: Media Outreach
Demonstrating Leadership in Robust Risk Governance and Strategic Partnerships
HONG KONG SAR – Media OutReach Newswire – 30 October 2026 – YF Life Insurance International Ltd. (“YF Life”) has achieved outstanding recognition at the prestigious Hong Kong Insurance Awards 2026. Leveraging its forward-looking business strategies and exceptional innovative strength, YF Life stood out among top industry competitors to win two Top 3 honors: the “Outstanding Risk Management Award (Top 3)” and the “Best Partnership Project Award (Top 3)“. This recognition highlights YF Life’s leadership in corporate governance, cross-sector synergy, and driving industry excellence.
YF Life Proudly Claims Two Top 3 Accolades at the Hong Kong Insurance Awards 2026
Agile Enterprise Risk Management Framework Builds Solid Business Foundation
Receiving the “Outstanding Risk Management Award (Top 3)” validates YF Life’s excellence in Enterprise Risk Management (ERM). Moving beyond passive compliance, YF Life transforms risk management into a strategic business enabler that drives sustainable growth. The company pioneers responsible AI risk governance, implementing a tiered, risk-proportional architecture with “Human-in-the-Loop” oversight, Data Loss Prevention (DLP), and active participation in regulatory sandboxes. Coupled with zero-trust cloud resilience and a multidisciplinary team, YF Life ensures robust business continuity while balancing technological innovation with stringent safeguards to build deep trust with clients.
Strategic Alliance with Barings Leads the “Invesurance” Ecosystem
In the “Best Partnership Project Award (Top 3)” category, YF Life’s long-standing strategic alliance with Barings was highly commended by the judging panel. Over the past two decades, the two partners have jointly developed Hong Kong’s premier “Invesurance” ecosystem, seamlessly integrating world-class asset management with disciplined insurance liability expertise. Under YF Life’s pioneering “Invesurance” framework and “1+N” investment architecture, Barings serves as a core partner, leveraging robust FX risk management to significantly expand YF Life’s access to global fixed income, Asia-Pacific private credit, and alternative credit opportunities. This synergy extends beyond traditional insurance portfolios to enhance MPF retirement solutions and distribution enablement, creating long-term value for clients.
Looking ahead, YF Life will continue to uphold its brand philosophy, “Envision, Invesurance”, leveraging its strengths to deepen technological applications and strategic partnerships to open broader horizons for clients and the Hong Kong insurance market.
Organized by The Hong Kong Federation of Insurers (HKFI), the Hong Kong Insurance Awards is one of the most prestigious and authoritative honors in the local insurance sector, recognizing outstanding achievements and innovative benchmarks across the industry.
Hashtag: #YFLife, #HKIA, #Invesurance
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. Grades Versus Experience: SIM Explains What Students Should Consider When Preparing for Their First Job
October 30, 2026
Source: Media Outreach
The Ministry of Manpower’s Job Vacancies 2025 report found that academic qualifications were not the main determinant in hiring for 79.6 per cent of vacancies. However, this covers the wider labour market. It does not directly compare grades with internships or establish that academic performance no longer matters in graduate recruitment. Academic results, internships, projects and interviews provide different forms of evidence, with their relevance shaped by the role and recruitment process.
Academic achievement remains relevant alongside experience
OCBC’s Graduate Talent Programme illustrates how academic and non-academic achievements can feature within the same recruitment framework. Its published criteria include a degree with Second Upper Honours or above, while also highlighting extracurricular or internship achievements, leadership and problem-solving. These criteria relate to the specific programme rather than every role within the bank.
The distinction is between eligibility and suitability. Where a programme specifies an academic standard, experience does not automatically replace it. Equally, meeting that threshold does not demonstrate every quality an employer seeks.
Internships and projects make a candidate’s contribution visible
Practical experience becomes more useful when candidates can explain their responsibilities, decisions and contribution. An internship title alone provides limited insight into what an individual can do.
The same applies to university projects. For an aspiring marketing professional, this could mean explaining how audience research shaped a campaign recommendation. A computing graduate might demonstrate how an application was designed and tested. A data analyst could explain how data was cleaned, interpreted and translated into recommendations.
Both coursework and internships can therefore provide evidence for applications. The emphasis should be on what candidates learned, contributed and can explain, rather than simply the number of activities listed on a résumé.
Recruitment assessments reflect the demands of different roles
GIC’s Professionals Programme shows how recruitment assessments can vary according to the nature of the role. Candidates applying to its investment and corporate services tracks undertake a business case study, while technology candidates go through technical assessment rounds tailored to the relevant domain.
Both routes also involve interviews, demonstrating why graduate preparation needs to extend beyond academic results and résumé-building. Students preparing for recruitment should therefore understand the requirements of the roles they are targeting and be ready to explain their thinking, problem-solving approach and contribution through relevant examples.
SIM supports career preparation alongside academic study
At SIM, Career Connect offers career workshops, individual guidance, résumé reviews and mock interviews. Employer engagement includes career fairs, company visits and networking events. The CareerSense app enables students to browse and apply for internships, jobs and career events.
These services help students explore career options and practise presenting their experience before entering graduate recruitment. They complement academic study rather than replace it.
For students preparing for their first job, the question is not whether grades or experience always matter more. It is whether their learning, practical work and ability to explain their contribution provide credible evidence for the role they hope to enter. Further information on graduate employment is available through the Graduate Outcome and Employability section of SIM’s Parent Resource Hub.
References:
- Ministry of Manpower. Job Vacancies 2025: Labour demand gradually shifting to growth areas as firms adjust hiring plans – https://www.mom.gov.sg/newsroom/press-releases/2026/0320-job-vacancies-report-2025
- OCBC. Graduate Talent Programme – https://www.ocbc.com/group/careers/students/programmes/graduate-talent-programme.page
- GIC Professionals Programme – https://gic.careers/programmes/gic-professionals-programme/
- SIM Career Services – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/career-services
- SIM Graduate Outcome and Employability – https://www.sim.edu.sg/degrees-diplomas/parent-resource-hub/graduate-outcome-employability
https://www.sim.edu.sg/
Hashtag: #SIMGlobalEducation #SIMGE
About SIM Global Education
SIM GE’s holistic learning approach and culturally diverse learning environment aim to equip students with knowledge, industry skills and employability competencies, as well as a global perspective to succeed as future leaders in a fast-changing, technologically driven world.
For more information on SIM Global Education, visit www.sim.edu.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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