The following announcement was issued today to a Regulatory Information Service approved by the Financial Conduct Authority in the United Kingdom.

DFI RETAIL GROUP HOLDINGS LIMITED

HALF-YEAR RESULTS FOR THE SIX MONTHS ENDED 30 JUNE 2026

Highlights

• Underlying profit from continuing businesses¹ grew 44% to US$117 million
• Reported profit was US$118 million, compared to a US$38 million loss in the prior year period
• Like-for-like (LFL) subsidiary sales growth from continuing businesses² improved to 3%
• Health & Beauty sustained strong LFL sales; Convenience and Home Furnishings returned to growth
• E-commerce and DFIQ Media contributed to approximately 35% of sales growth
• Return on capital employed improved to 12%, up from 9% as of December 2025
• Interim dividend of US¢6.20 per share, up 77% year-on-year. Maintain full-year dividend payout of 70%
• Raised full-year organic revenue³ growth guidance to be between 3.0% and 4.0%, and underlying profit to be between US$285 million and US$305 million
• Announced 100% interest acquisition of Cody Hong Kong (Cody HK), one of the leading outdoor advertising solution providers in Hong Kong

Scott Price

OVERVIEW

The Group delivered strong performance in an evolving macroeconomic climate, underpinned by disciplined execution and a focus on driving higher returns. A portfolio built on everyday essentials, combined with a strong value proposition with convenience, continues to resonate with customers against the backdrop of oil price volatility. For the first half of 2026, subsidiary LFL sales growth from continuing businesses⁴ further improved to 3%. This was driven by sustained strong momentum in the Health & Beauty segment, as well as a return to growth in both the Convenience and Home Furnishings businesses. Price reinvestment, supported by a reset in sourcing strategy, drove Food volume growth with Wellcome’s basket price now trading at a discount relative to the Greater Bay Area⁵, compared to a premium in the prior year.

The Group’s commitment to retail excellence, a lean overhead structure and expanded omnichannel touchpoints enables us to serve our customers with better pricing and better experience. The DFI Omni Platform further strengthens this by seamlessly integrating our extensive store network with digital capabilities, delivering greater convenience and personalisation while unlocking new value pools through rich, cross-format data insights. Developing and scaling high-margin revenue streams, including retail media (DFIQ Media) and insights monetisation (DFIQ Insights), will diversify our profit base and support long-term value creation.

To enhance operational efficiency and improve productivity of team members, the Group introduced GenAI-powered tools in the first half of 2026, with plans to scale deployment across operating markets in the coming months. In parallel, AI capabilities are increasingly embedded across core retail functions, including assortment optimisation, promotion planning and demand forecasting, to drive better, more data-driven decisions.

The Group undertook a thorough review of the cost structure with the aim of driving sustainable savings and improving long-term cost efficiency. This has led to a reallocation of resources and costs toward format-level operations, driving greater agility and responsiveness to evolving market conditions, while continuing to reduce central selling, general and administrative (SG&A) costs through overhead optimisation. Combined with improving digital economics, underlying operating profit from continuing businesses⁶ grew 14% year-on-year in the first half of 2026. Improved operating performance and lower financing costs contributed to an 11% increase in underlying profit attributable to shareholders, or 44% from continuing businesses⁷ only.

The Group maintained a healthy balance sheet with a net debt position of US$22 million as of 30 June 2026. Return on capital employed further improved to 12%, up from 9% as of December 2025.

The Group declared an interim dividend of US¢6.20 per share, representing a significant increase of 77% compared to the same period last year. This enhanced interim dividend distribution underscored the Board’s confidence in the Group’s underlying business momentum and strong cash flow generation, while ensuring sufficient capital for future growth in line with our 70% payout policy.

OPERATING PERFORMANCE

Overall
For the first half of 2026, underlying subsidiary revenue from continuing businesses⁶ was US$4.1 billion, up 4% year-on-year and 3% on a LFL basis. The growth was driven by strong performance in the Health & Beauty division, as well as a return to growth in the Convenience and Home Furnishings segments. Total revenue, including Maxim’s, was US$5.6 billion. Excluding divestments⁷, total revenue increased by approximately 4%.

Overall underlying profit attributable to shareholders from continuing businesses⁷ grew 44% year-on-year to US$117 million, primarily driven by improved operating profit and lower financing costs.

Underlying subsidiary profit from continuing businesses⁶ was US$101 million, reflecting a 49% year-on-year increase, primarily driven by earnings recovery in the Home Furnishings and Food segment with lower SG&A expenses as a result of overhead reduction.

Underlying profit from associates was US$16 million, down from US$30 million in the prior comparable period, which included share of profits from Robinsons Retail ahead of its disposal. Excluding this, profit contribution from associates was up 22% year-on-year due to robust sales growth and effective cost optimisation at Maxim’s.

The Group reported operating cash flow after lease payments of US$178 million, 16% higher than the prior year period, driven by underlying operating profit growth. Free cash flow for the period was a net inflow of US$85 million, down 5% year-on-year, due to increased capex investment in priorities that will further strengthen the Group’s competitive position while driving long-term value for shareholders.

Digital
Capturing a significant share of daily essential customer missions in Hong Kong, the DFI Omni Platform – powered by yuu – enables deeper customer engagement across offline and online touchpoints, maximises data capture and unlocks incremental margin opportunities beyond core retail through DFIQ Media and DFIQ Insights. Overall digital turned profitable, with e-commerce and DFIQ Media contributing to approximately 35% of total revenue growth in the first half of 2026. This was supported by improved underlying e-commerce economics, a rising online sales penetration⁸ to 6.9% and 3 times in DFIQ Media revenue compared to first half of 2025. As of June 2026, more than 10,000 digital media-ready screens were available across DFI outlets.

Subsidiaries
Sales for the Health & Beauty division were US$1.4 billion, up 8% year-on-year from continuing businesses⁹, 7% in constant currency, or 6% on a LFL basis, with continued market share gains across key operating markets. Mannings and Guardian deepened their leadership as the trusted advisors for wellness through an enhanced, wellness-focused assortment and continued roll-out of skin and scalp assessment services across a wider store network. The recently announced exclusive distribution partnership with Holland & Barrett, a leading UK health and wellness retailer, will further expand customer access to trusted wellness solutions in Hong Kong and Singapore, followed by a broader rollout across selected Asia markets in the coming years. In Hong Kong and Macau, Mannings delivered 5% LFL sales growth, driven by increased basket size and robust tourist store sales amid higher visitor arrivals. In Southeast Asia, Guardian achieved strong LFL sales growth of 9%, supported by higher basket sizes and improved promotional efficiency, with Indonesia and Vietnam delivering close to 20% LFL growth. Excluding the impact of cost reallocation and closure of Mannings China offline stores, divisional profit increased moderately by 2% to US$109 million. Margin declined primarily due to increased strategic promotions to drive stronger sales and market share in Southeast Asia, particularly in Malaysia where health & beauty retailers did not benefit from the SARA Cash Aid Programme.

Total Convenience sales were US$1.2 billion, up 4% year-on-year or 2% on a LFL basis, as continued growth in higher-margin categories, including ready-to-eat (RTE) and exclusive collectibles, more than offset the decline in lower-margin cigarette volumes. Hong Kong LFL sales returned to growth in the second quarter following ten consecutive quarters of decline, supported by RTE and an expanded non-food assortment, including limited-edition collectibles and K-pop merchandise. Excluding cigarettes, LFL sales were up 3% for the period. In Singapore, effective promotional campaigns and collectible product launches drove strong LFL sales growth of 8%. In South China, continued store network expansion through a capex-light franchise model – including a net addition of 112 stores since June 2025 to nearly 1,980 locations – contributed to 12% sales growth year-on-year or 6% on constant currency basis. LFL sales were 1% higher compared to the prior year period, driven by the successful launch of Own Brand in key categories of frozen products and packaged drinks. The team remains focused on driving footfall and sales through further expansion of the RTE offering across both offline and online channels. This includes a broader rollout of the Food Bar to 453 stores as of June 2026, up from 325 at year-end 2025, and strong overall online sales growth of more than 35%. Excluding cost reallocation impact, profit for the division increased by 2% to reach US$37 million.

Reported sales for the Food division from continuing businesses¹⁰ were US$1.1 billion, up 1% year-on-year. LFL sales returned to positive growth of 0.5% in the second quarter of 2026. In Hong Kong, investment in reduced pricing on core basket items, a stronger fresh proposition, and Own Brand offering drove 2% increase in total volume and 0.5% LFL sales growth in the first half of 2026. As of June 2026, Wellcome’s “Everyday Value” range has expanded to nearly 500 items, offering savings of up to 40%, bringing its basket price down from a premium to a discount relative to the Greater Bay Area. The team also accelerated omnichannel growth with more than 35% growth in online order volume. In Cambodia, Lucky reported strong double-digit sales growth, with profit more than doubling year-on-year. The plan to open 50 new stores over the next few years remains on track. Macau Food sales remained challenging as a result of cross-border grocery shopping. Excluding the impact of cost reallocation and the divestment of Singapore Food, overall divisional profit increased by 27% year-on-year to US$17 million.

The Home Furnishings division delivered strong recovery in performance during the first half of 2026, with LFL sales growth of 4%, compared to a decline of 6% in the prior year period. Price reinvestment in core value SKUs, a stronger focus on locally relevant ranges and IKEA Food innovation drove increased footfall and items per baskets, resulting in a 3% LFL sales growth in Hong Kong and 5% in Taiwan. IKEA Food remains a critical traffic and revenue driver, accounting for 15% of total sales. In Indonesia, while offline sales momentum remained soft, LFL sales trend improved on a strengthening IKEA’s omnichannel proposition with online sales penetration reaching 24%. Sales recovery and effective cost optimisation measures contributed to 85% growth in overall divisional profit, excluding cost reallocation impact.

Associates
The Group’s share of Maxim’s underlying profits was US$16 million for the first half of 2026, up 15% year-on-year, underpinned by continued cost optimisation and operational efficiency measures. Sales for the period increased by 4%, driven by strong restaurant performance in Southeast Asia and a return to growth in the Chinese mainland, partially offset by weaker sales in Hong Kong.

RECENT BUSINESS DEVELOPMENTS

On 30 June 2026, the Group announced the acquisition of 100% interest in Cody Hong Kong (Cody HK), one of the leading outdoor advertising solution providers in Hong Kong, for a cash consideration of HK$30.2 million (approximately US$3.8 million) from ARN Media Network Limited (ASX: A1N), subject to customary adjustments.

The acquisition advances DFI’s strategy to build a full-funnel advertising solution in Hong Kong through DFIQ Media. By integrating Cody HK’s strategic assets – including multi-year exclusive advertising rights with Kowloon Motor Bus (KMB) and Hong Kong Tramways (HKT) – with DFI’s extensive store network, growing online user base, and closed-loop measurement capabilities, DFIQ Media strengthens its ability to deliver high-impact advertising solutions to a broader advertiser base across online, in-store, and outdoor channels.

Subject to satisfaction of third-party consents, the transaction is expected to complete in the second half of 2026.

PEOPLE

On 6 July 2026, the Group announced four senior leadership appointments effective from 1 August 2026. These moves reflect the Group’s continued focus on strengthening its leadership pipeline and driving the next phase of growth with experienced, proven leaders.

Andrew Wong will be appointed Chief Executive Officer, DFI IKEA. Formerly CEO of Health & Beauty, Andrew brings extensive experience in driving customer-led growth, operational discipline and in-store digitalisation across multiple markets. His earlier leadership of franchise operations at Jardine Restaurant Group positions him well to lead the IKEA business into its next phase of development.

Curtis Liu, having most recently served as Chief Executive Officer of Food, will be appointed Chief Executive Officer, Health & Beauty. His proven leadership in driving customer value repositioning in Hong Kong, combined with deep operational retail knowledge and digital experience at JD.com, positions him well to drive continued momentum and omnichannel growth in Health & Beauty.

Tom van der Lee will be appointed Chief Executive Officer, Food. Tom has played an instrumental role as Group Chief Financial Officer, driving financial discipline and supporting key strategic decisions across the Group. His prior experience at FrieslandCampina, a global food company, and his broad financial leadership across DFI banners in Southeast Asia supported his strong commercial grounding to lead the Food business.

Kaizhi Wu will succeed Tom as Group Chief Financial Officer. Kaizhi currently serves as Group Finance Director, Planning & Reporting, based in Hong Kong. Prior to joining DFI, he served as Executive Vice President and Chief Financial Officer of Yonghui Superstores Co., and earlier held senior roles at Jardine Matheson, Fosun Group and PwC in London. Kaizhi will join the Group’s Management Committee upon assuming his new role.

OUTLOOK

The Group remains confident in our ability to navigate the evolving trading environment, supported by sharpened business priorities, a strong balance sheet and low-cost operating model. Financial outlook outlined at the Investor Day in December 2025 remains intact as DFI continues to execute our multi-year strategic initiatives that are critical to driving sustainable revenue and earnings growth. These initiatives include strengthening our value proposition, strategically expanding store network, enhancing omnichannel capabilities and accelerating digital asset monetisation through data-driven insights. In particular, the growing DFI Omni Platform will deepen our customer engagement, further reinforce our core retail strength and enhance overall earnings resilience in the long term.

Despite an elevated oil price outlook for the remainder of the year, the Group expects to deliver stronger profitability supported by enhanced operational efficiency. As a result, the Group revises up its full-year organic revenue growth¹¹ outlook to be between 3.0% and 4.0% (up from previously 2.0% to 3.0%), and underlying profit attributable to shareholders to be between US$285 million and US$305 million (up from previously US$270 million and US$300 million).

Scott Price
Group Chief Executive

—————–
¹ Excluding impacts of divestment of Singapore Food business, closure of Mannings China and disposal of minority stake of Robinsons Retail
² Excluding impacts of divestment of Singapore Food business and closure of Mannings China
³ Excluding Singapore Food and Mannings China
⁴ Excluding impacts of divestment of Singapore Food business and closure of Mannings China
⁵ Based on a third-party assured price comparison of a 200-item comparable basket between DFI and Shenzhen
⁶ Excluding impacts of divestment of Singapore Food business and closure of Mannings China
⁷ Excluding impacts of divestment of Singapore Food business, closure of Mannings China and disposal of minority stake of Robinsons Retail
⁸ Excluding cigarettes under Convenience and IKEA Food
⁹ Excluding Mannings China
¹⁰ Excluding Singapore Food business
¹¹ Excluding Singapore Food and Mannings China

Hashtag: #DFIRetailGroup #Mannings #Guardian #7-Eleven #Wellcome #MarketPlace #IKEA #yuu #Maxim’s

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

COPENHAGEN, DENMARK – Media OutReach Newswire – 28 July 2026 – There is something remarkable about Copenhagen.Stand in the city centre during rush hour and you will still hear bicycle bells, conversations spilling out from cafés and children walking to school. It is not because the city has fewer people or less traffic. On the contrary, Copenhagen is one of Northern Europe’s most dynamic capitals. What makes it different is that its mobility system is organised so well that it almost disappears into everyday life.

That success has never been built around a single mode of transport. Copenhagen is not simply a cycling city, nor is it defined by its metro or buses. It is an integrated mobility ecosystem where every mode serves a distinct purpose. Bicycles are ideal for short trips. Public transport moves large numbers of people efficiently across the city. Walking remains part of daily life. Taxis fill the journeys that other options do not always serve well, whether it is an early morning airport transfer, an elderly passenger travelling home, a family carrying luggage or visitors arriving in the city for the first time. Rather than competing with one another, each mode strengthens the overall system.

Yet even one of the world’s most successful mobility systems now faces a new challenge.

According to a joint mobility analysis by the Capital Region of Denmark and the City of Copenhagen, the Greater Copenhagen area is expected to generate around 800,000 additional journeys every day by 2035. That growth will be shared across every mode of transport, including approximately 290,000 additional walking trips, 110,000 cycling trips, 80,000 public transport journeys and 310,000 car trips each day.

These figures reveal an important reality. Copenhagen is not expecting people to abandon bicycles for cars, nor is it attempting to replace one mode of transport with another. As the population grows, tourism expands and economic activity increases, demand will rise across the entire mobility system.

The real challenge is therefore not deciding which mode of transport should dominate. It is finding ways to accommodate hundreds of thousands of additional journeys while preserving the quiet streets, public spaces and quality of life that have made Copenhagen one of the world’s most liveable cities.

This philosophy is increasingly reflected in the city’s approach to mobility. Walking, cycling, public transport, cars and taxis are no longer viewed as competing alternatives, but as complementary parts of the same transport ecosystem, each serving different travel needs.

The challenge is not unique to Copenhagen.

According to the European Environment Agency (EEA), road traffic remains Europe’s largest source of environmental noise, affecting around 92 million people. The report concludes that electrification alone will not solve the problem. Cleaner vehicles are essential, but so are better urban planning and a more balanced transport system.

In other words, the future of urban mobility will not be determined by how many electric vehicles a city puts on its streets. It will depend on whether every journey is served by the right mode, at the right time and in the right place.

Even the best transport systems leave certain journeys uncovered.

Not everyone can cycle to the airport before sunrise. Elderly passengers may struggle with luggage on public transport. Visitors arriving in Copenhagen for the first time may not feel confident combining several transport options simply to reach their hotel. These journeys represent only a small proportion of daily travel, but they will always exist. This is where ride-hailing finds its place within the mobility ecosystem. It complements public transport and cycling rather than competing with them.

The quality of that service, however, depends on far more than the vehicle itself.

Ultimately, every journey is shaped by the person behind the wheel. A safe drive, professional conduct, punctuality, a warm greeting or a helping hand with a suitcase all contribute to the passenger’s experience. In a city like Copenhagen, these small moments help shape the city’s reputation just as much as its infrastructure.

This is the context in which Green SM enters Copenhagen.

Over the past three years, Green SM has accumulated experience from millions of journeys every day and billions of kilometres travelled in fully electric vehicles across Asia. Yet in Copenhagen, scale alone means very little. The more important question is whether a mobility service can integrate seamlessly into an already successful transport system and make it work even better.

For that reason, Green SM invests not only in an all-electric fleet, but also in rigorous driver recruitment and training covering safety, customer service, operational excellence and local cultural understanding. The objective is not simply to move passengers from one destination to another, but to deliver journeys that reflect the standards Copenhagen has spent decades building.

Perhaps that is why Copenhagen became Green SM’s first destination in Europe.

The ambition is not to introduce a new model of urban mobility. It is to become a trusted addition to one that already works exceptionally well.

Ultimately, success in Copenhagen will never be measured by the number of vehicles on the road. The city does not need more cars simply to fill its streets. It needs mobility services that are available when people need them, complement the existing transport network and quietly step back once their role is complete, leaving the city every bit as liveable as before.

If Green SM can help make thousands of daily journeys more convenient, safer and more reliable, while preserving the rhythm of life that makes Copenhagen unique, that may be success enough.

Hashtag: #GreenSM

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

Source: oToBrite

Hsinchu, Taiwan – oToBrite, a provider of automotive-grade Vision AI and camera solutions for unmanned vehicles, off-highway machines, and robotics, today introduced the GMSL2 Repeater, a compact device that doubles rugged camera-to-SoC transmission to 30 meters on large machines. A single repeater regenerates the GMSL2 signal at the midpoint of the link, doubling the roughly 15-meter reach of a standard GMSL2 connection without changing the camera architecture or the location of the compute unit.

Source release

Large machines place cameras far from the compute unit. Trailer-rear, boom-arm, harvesting-head, and perimeter cameras routinely sit outside the reliable range of a standard GMSL2 link over automotive cabling. Reaching those positions has required either relocating the compute unit or redesigning the cable architecture. The GMSL2 Repeater removes both steps.

Signal Regeneration Extends the Link to 30 Meters

The repeater installs inline between the camera and the host. It recovers the incoming GMSL2 signal in full, then retransmits a clean copy across a second link. This full recovery, rather than analog signal boosting, extends the link to a full 30 meters and adds under 1 microsecond of latency. The device has one GMSL2 input and one GMSL2 output on FAKRA Type Z connectors, runs at 6Gbps, and draws power over the same coax as the camera, requiring no separate power supply.

IP69K Rating and a Compact Body for Permanent Outdoor Use

The GMSL2 Repeater measures 34.6 by 36 by 19 millimeters and installs permanently on the machine. It carries an IP69K rating when its FAKRA connector is mated to a cable connector rated to the same standard, supporting high-pressure washdown. The device operates from minus 40 to 85 degrees Celsius and draws up to 1.3 watts, excluding camera power.

Backed by a Decade of Automotive and Autonomy Programs

For more than a decade, oToBrite has supplied automotive-grade cameras and Vision-AI systems for production vehicle programs and autonomous machine fleets, working with global automotive, off-highway, and robotics companies across the United States, Japan, and Europe.

Applications Across Heavy Machinery and Autonomous Platforms

Primary applications include heavy construction, mining, agricultural, and forestry equipment, along with long-haul trucking. Outdoor autonomous mobile robots and unmanned ground vehicles are a further application as those platforms grow larger and move into harsher environments.

A Single Source for the GMSL2 Camera Chain

The repeater extends the reach of oToBrite’s GMSL2 cameras, which the company offers from 1 to 8 megapixels along with plug-and-play adapter kits that connect them to NVIDIA Jetson platforms. That lets a system builder source the cameras, the compute connection, and the long-distance link for a large machine from a single automotive-grade supplier.

Availability: August 2026.

Full specifications and the datasheet are available at https://www.otobrite.com/product/gmsl-repeater/category#gmsl2-repeater.

Key Specifications

• Interface: GMSL2, one input and one output
• Connectors: FAKRA Type Z
• Data rate: 6Gbps
• Power: 10.5 to 17 volts DC over Power over Coax, 1.3 watts maximum, excluding camera power
• Operating temperature: minus 40 to 85 degrees Celsius
• Storage temperature: minus 40 to 95 degrees Celsius
• Ingress protection: IP69K when the FAKRA connector is mated to an IP69K-rated cable connector
• Dimensions: 34.6 by 36 by 19 millimeters
• Added latency: under 1 microsecond
• Extended reach: 30 meters with a single repeater, validated over 24 hours with zero frame loss

About oToBrite

oToBrite is a Vision AI company that brings automotive-grade cameras and perception to autonomous vehicles and robots. Founded in 2013 and headquartered in Hsinchu Science Park, Taiwan, it manufactures in an IATF 16949-certified facility and its cameras have been adopted in OEM programs in Japan, Germany, and the United States, including heavy-duty off-road vehicles. For more information visit https://www.otobrite.com.

MIL OSI

Source: Oxfam Aotearoa

• Top six fossil fuel corporations expect Q2 profits to nearly double Q1 levels. Annual profits for 2026 are set to exceed the previous 21 months combined.
• Emissions from five fossil fuel corporations were enough to cause about 1 in 4 heatwaves between 2000 and 2023, which would have been virtually impossible without climate change.
• A tax on the richest oil and gas corporations could raise up to $400 billion in its first year, enough to cover annual climate adaptation costs in low- and middle-income countries.

The world’s six biggest fossil fuel corporations are expected to nearly double their combined net income in the second quarter of 2026, jumping from $23 billion in the previous quarter to $45 billion, reveals new Oxfam analysis ahead of their earnings announcements. New data also finds that the emissions of these corporations have significantly magnified the frequency and severity of heatwaves this century.

The projected full-year profits of BP, Chevron, Eni, ExxonMobil, Shell and TotalEnergies amount to $147 billion, more than their combined profits over the previous 21 months (Q2 2024 to Q4 2025). Among the biggest winners, Chevron is expected to report that it has quadrupled its profits to $1,200 a second in the last three months, while ExxonMobil’s profits are expected to have tripled to $1,800 a second.

Oil and gas corporations share an outsized responsibility for the climate crisis. New Oxfam analysis of academic data published in Nature finds that the emissions from BP, Chevron, ExxonMobil, Shell and TotalEnergies were sufficient to cause around 1 in 4 heatwaves reported globally between 2000 and 2023 – heatwaves that would have been virtually impossible without human-made climate change. Using S&P Capital Trucost data, Oxfam estimates that Big Oil was responsible for $60 billion in environmental damage last year.

The findings come as record-breaking heatwaves scorch South Asia, Europe and North America, killing tens of thousands of people. Meanwhile, West African countries are struggling with devastating monsoons and floods that have upended thousands of lives and destroyed vital infrastructure across the region.

Yet rather than scaling back fossil fuel production and accelerating the transition to renewable energy, the six largest fossil fuel corporations plan to increase oil and gas production by 14 percent by 2030 compared to 2024 levels, equivalent to pumping an additional 2.5 million barrels of oil a day.

“Fossil fuel corporations are making a killing, literally and figuratively. As extreme heat, floods and storms devastate communities across the world, the industry is preparing another bonanza of profits. Families are paying the price three times over: through destroyed homes and harvests, through soaring energy prices, and through a cost-of-living crisis worsened by dependence on fossil fuels. Big Oil’s greed is incompatible with a livable planet and unless governments rein it in, they will make a mockery of international climate targets,” said Oxfam’s Climate Policy Lead Mariana Paoli.

Oxfam estimates that a tax on the profits of the largest fossil fuel corporations could raise up to $400 billion globally in its first year, enough to cover annual climate adaptation costs in the Global South. An additional excess profits tax on all corporations could generate up to $681 billion globally.

“While Big Oil fuels extreme weather events, rich countries are refusing to increase the public climate finance that poorer countries urgently need to cope with the climate crisis,” said Paoli. “Until governments make the richest polluters pay, fossil fuel corporations will keep driving us deeper into climate chaos. Taxing the richest polluters could help close the gap in funding for climate adaptation and speed the transition towards renewable energy. Fossil fuel corporations must feel the heat, not us.”

Political momentum for taxing the richest polluters is growing. Italy, Germany, Spain, Portugal and Austria have called for a new windfall tax on energy profits. In Australia, where Oxfam research found that one in three coal, oil and gas corporations are paying no corporate income tax, many members of Parliament are speaking out in support of a 25 percent export tax on gas, with strong public support.

Research in 60 countries found that 28 percent of them have implemented a temporary windfall tax on excess profits from fossil fuel companies in recent years, with a further 13 percent supportive. Just 12 percent are explicitly against the measure.

Oxfam Aotearoa’s Advocacy and Policy Lead, Nick Henry, said, “Fossil fuel companies have a global responsibility for climate change. The New Zealand Government should be holding these rich polluters to account and making them pay the cost of their climate damage.”

Oxfam’s research is based on S&P Capital IQ’s consensus estimates compiled from financial analysts’ forecasts. The six largest fossil fuel corporations are due to publish their second-quarter earnings over the coming week. The projected surge in profits reflects the sharp rise in oil prices following the unlawful US and Israel war against Iran.

Methodology note

Comprehensive investigation

Peer-reviewed analysis

Heatwave deaths and West African flooding

Oxfam estimate

UNEP Adaptation Gap Report 2025

Oxfam’s rich polluter profit tax model

EU finance ministers’ letter

Oxfam Australia’s Freeloaders report

Government-support country mapping

MIL OSI

Source: Save the Children

Two thirds of children across Western Europe [1] were exposed to extreme heatwaves between 1 January and 14 July this year, according to new data from Save the Children as temperatures soar and record wildfires ravage parts of Europe. [2]

The child rights organisation said that the number of children impacted by extreme heatwaves during that six-and-a-half-month period was already three times the figure from the whole of 2025 – and more than any entire year since 2003.

Save the Children analysed satellite imagery of surface temperatures covering every part of the world. The aid agency defined an extreme heatwave as three consecutive days experiencing a temperature in the top 1% of all those recorded in that location in the previous 30 years.

The data is particularly stark given the majority of the time period in the analysis covers winter and spring in Western Europe, when temperatures are lower. This suggests that findings for the entire 12 months of 2026 will be even more severe, Save the Children said.

In Germany, the number of children exposed to extreme heat in the first six months of this year was larger than the past five years combined. [3]

In the UK, 10 million children – three quarters of the child population – have been exposed to extreme heat in the first six months of this year. This is more than the total for any single year in the past 30 years. [4]

Children already affected by inequality or discrimination – such as those living in poverty, refugees or children with disabilities or underlying health conditions – are at a unique disadvantage, Save the Children said.

Zainab, 16, a child campaigner with Save the Children UK, said:

“For many people, particularly those living with chronic illnesses, this heat is not simply uncomfortable, it is dangerous. For some, a heatwave means an ice cream, a day in the park or turning on a fan. For others, it’s dehydration, exhaustion, dizziness and pain. Medication can become harder to manage. Existing illnesses becoming more severe.

“I know that because I live it. I have lived with Type 1 diabetes for most of my life. When temperatures rise, managing my health becomes harder. My body does not get to experience extreme heat as a minor inconvenience. The climate crisis does not stay outside my window. It enters through my body. Climate change does not affect everyone equally, but when the temperature rises, inequality rises with it.”

Human-induced climate change is making extreme weather events like heatwaves, drought and wildfires more frequent and severe. Save the Children’s findings reveal that across the globe, extreme heatwaves now reach substantially more children than a generation ago. In the 1990s and 2000s, around one in 10 children worldwide [5] were exposed to an extreme heatwave each year. In the 2020s so far, that average has increased to one in seven children [6]. Two of the four worst years since 1990- the start of the period examined – were in the past three years.

A report by Save the Children and the Vrije Universiteit Brussel last year found that almost a third of the world’s children born in 2020 – about 38 million – would be spared a lifetime’s “unprecedented” exposure to extreme heat [7] if we can meet the 1.5 degrees C warming target by 2100.

The health risks of dangerous heat to young children are acute, due to their ongoing physical development and lower capacity for body temperature regulation. During heatwaves, children are at a high risk of electrolyte imbalance, fever, respiratory disease, and kidney disease. [8]

This kind of unprecedented heat is also disrupting children’s education. In June, schools in France and the UK were forced to close or alter timetables to protect children from dangerous heat as temperatures surged.

Matilde Angeltveit, Senior Advisor and Global Climate Advocacy Lead at Save the Children, said:

“Over the past few months, we have seen the climate crisis unleash unbearable heat on children and families across Europe. Heat like this damages children’s health, disrupts their sleep and schooling, and brings basic services to a standstill. We also fear that crops will fail and food prices surge due to the heat at a time when families are already struggling to cope.

“Children are disproportionately vulnerable to extreme heat, yet they have done the least to contribute to the climate crisis. We know by now that we urgently need to adapt to this situation – but children need us to put their lives, rights and needs front and centre.

“While we need this today, ultimately, in order to safeguard children’s futures, we need to see a rapid phase out of the use and subsidy of fossil fuels and transition to renewable energy in an equitable and fair way. We know that this is in our power, and if we do it in the shrinking time window available to us, children’s exposure to these dangers will be curbed dramatically.”

Save the Children is calling for the recognition of children’s unique vulnerabilities to climate change, the delivery of high-quality, affordable funding to lower-income countries, including financing to cut emissions, and the urgent phase out of the use and subsidy of fossil fuels.

As the world’s leading independent child rights organisation, Save the Children works in over 100 countries, tackling climate change across everything we do and putting children at the heart of climate action.

Notes:

More information available here on 28 July.

[1] Countries included in Western Europe in data set: Austria, Belgium, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Slovak Republic, Slovenia, Spain, Sweden, Switzerland, UK

[2] Methodology available here – full data available on request

[3] Full data available on request

[4] Methodology available here – full data available on request

[4] an average of 200 to 230 million children

[5] 360 million children

[6] For the research in the Born into the Climate Crisis 2 report by Vrije Universiteit Brussel and Save the Children, scientists have defined a heatwave as: when the daily Heat Wave Magnitude Index of that year exceeds the 99th percentile of pre-industrial Heat Wave Magnitude Index distribution for the specific climate model grid cell. The Heat Wave Magnitude Index measures how intense a heatwave is during a year. It looks at the hottest stretch of at least three days in a row when temperatures are much higher than what was normal before industrial times. The higher the number, the more extreme the heatwave.

[7] Born into the Climate Crisis, Save the Children and Vrije Universiteit Brussel

About Save the Children NZ:

Save the Children works in 120 countries across the world. The organisation responds to emergencies and works with children and their communities to ensure they survive, learn and are protected.

Save the Children NZ currently supports international programmes in Fiji, Cambodia, Bangladesh, Laos, Nepal, Vanuatu, Solomon Islands and Papua New Guinea. Areas of work include child protection, education and literacy, disaster risk reduction and climate adaptation, and alleviating child poverty.

MIL OSI

HONG KONG SAR – Media OutReach Newswire – 24 July 2026 – As the media industry becomes increasingly global and interconnected, students are seeking education that spans cultures and markets. For Jose Manuel Cervantes Sanchez, a scholarship recipient from Mexico, The Chinese University of Hong Kong (CUHK) offers a platform to do exactly that.

Hong Kong: A Strategic Hub for Global Media

Currently enrolled in CUHK’s Global Communication programme, Jose is part of a growing wave of international students choosing Hong Kong for its strategic role as a cultural and commercial gateway between East and West. Long fascinated by Asian culture and influenced by family ties to the city, he was drawn to its unique position as a bridge between cultures. “I wanted to become a local with time and create bridges between Mexico and Hong Kong,” he said.

A school adviser first introduced him to CUHK as a strong option, and while he also considered universities in Canada and the United Kingdom, Hong Kong remained his first choice. Receiving the CUHK University Admission Scholarship confirmed his decision.

Academic Excellence and Creative Exploration

Jose’s experience in the Global Communication programme has met his expectations and more. What stands out most to him are the creative courses, which give students hands-on access to professional media equipment and the freedom to experiment. “Being encouraged to explore creativity by some professors has led me to discover new sides of myself,” he noted.

Outside the classroom, Jose has embraced life in Hong Kong with enthusiasm. From cultural events and student society gatherings to exploring local food streets, he has found the city lively and inspiring. The campus MTR station also makes it easy to travel to Shatin, Hong Kong Island, and even the Shenzhen border, adding to the convenience of student life.

A Creative Career Taking Shape in Hong Kong

Looking ahead, Jose hopes to take part in a semester exchange and a media production internship to further strengthen his practical skills. His post-graduation plans remain open, with possibilities in both Mexico’s rapidly growing entertainment industry and Hong Kong’s dynamic market.

For international students considering their options, Jose’s message is clear: CUHK offers academic quality, financial support, and a valuable foothold in one of the world’s most dynamic cities.

CUHK’s Global Communication Programme

CUHK’s Global Communication programme prepares students for an evolving media landscape by combining communication studies with a guaranteed overseas exchange and a curriculum built around real-world experience.

• Cutting-Edge Facilities: Access to a 4K-UHD Virtual Set Studio, Digital Radio Studio, and VR Lab.
• Guaranteed Global Exchange: One semester at a partner university in Asia, Europe, or North America.
• Hands-On Learning: Real-world experience through journalism projects and overseas study tours.
• International Classroom: A 1:1 ratio of international to local students with all courses taught in English.

For more information about CUHK’s Global Communication programme, visit https://admission.cuhk.edu.hk/programme/gcomn/

Hashtag: #CUHK

The issuer is solely responsible for the content of this announcement.

– Published and distributed with permission of Media-Outreach.com.

BANGKOK, THAILAND – Media OutReach Newswire – 23 July 2026 – Thailand’s foreign and domestic investment applications surged 37% year-on-year to hit $43.6 billion (approx. 1.47 trillion baht) across 1,299 projects in the first half of 2026, driven by a massive wave of capital flowing into digital infrastructure and artificial intelligence (AI) data centers.

The surge comes even as the global economy faces real headwinds — geopolitical tensions, energy price volatility, and the restructuring of global supply chains — with Thailand emerging as a preferred base for investment across Southeast Asia.

Leading the capital influx is the digital sector, which reached a commanding $33 billion (approx. 1.12 trillion baht) in investment applications.

“Thailand’s investment growth held steady even as the world economy faced real turbulence,” said Mr. Narit Therdsteerasukdi, Secretary General of the Thailand Board of Investment (BOI). “This reflects strong investor confidence in Thailand’s potential as a base for the industries of the future.”

This digital windfall was accompanied by robust capital commitments across other high-value industries. The electrical appliances and electronics sector drew $3.56 billion (approx. 120.2 billion baht) across 179 projects, while agriculture and food processing secured $1.82 billion (approx. 61.4 billion baht) across 131 projects. Additionally, logistics and high-value services attracted $1.19 billion (approx. 40.2 billion baht) across 170 projects, and the automotive sector drew $759.2 million (approx. 25.7 billion baht) across 122 projects.

Other notable sectors included mining, metals and materials at $603.5 million (approx. 20.4 billion baht) across 128 projects, chemicals and petrochemicals at $489.1 million (approx. 16.5 billion baht) across 110 projects, and machinery, automation and robotics at $387.4 million (approx. 13.1 billion baht) across 82 projects, signaling broad-based industrial modernization.

Foreign Direct Investment (FDI) applications drove the bulk of the growth, skyrocketing 80% year-on-year to $40.5 billion (approx. 1.37 trillion baht) across 877 projects.

Singapore emerged as the top source of FDI, filing applications worth $33.2 billion (approx. 1.12 trillion baht) across 158 projects. The United Kingdom followed as the second-largest investor at $1.40 billion (approx. 47.2 billion baht) across 11 projects, with China close behind at $1.35 billion (approx. 45.8 billion baht) across 321 projects, Taiwan at $1.12 billion (approx. 38.0 billion baht) across 47 projects, and Japan at $970.1 million (approx. 32.8 billion baht) across 123 projects.

These investments remain heavily concentrated in digital technology — including data centers, data hosting, and cloud services — followed by electronics and electrical appliances such as optical transceivers, printed circuit boards, hard disk drives, and data-center networking and cooling systems, along with humanoid robotics parts, automotive parts, food and beverage, and advanced materials. Geographically, Thailand’s industrialized Central region claimed the largest share of capital at $26.7 billion (approx. 903.8 billion baht) across 513 projects, followed by the Eastern region at $14.7 billion (approx. 495.7 billion baht). The Northeastern, Southern, Western, and Northern regions each drew smaller totals, but the North stood out with investment value up 93 percent year-on-year, led by energy and utilities, agriculture and food processing, and medical projects.

To support the massive power requirements of next-generation data centers, Thailand is seeing a parallel surge in renewable energy infrastructure. The energy and utilities sector recorded 221 projects worth $1.17 billion (approx. 39.5 billion baht) during the first half of the year, dominated by 198 clean energy initiatives—including solar, wind, biomass, and biogas power plants—valued at $779.7 million (approx. 26.4 billion baht).

Concurrently, manufacturers are investing in automation to remain competitive on the global stage. Under the BOI’s “Smart and Sustainable Industry” initiative, companies submitted 132 applications valued at $507.6 million (approx. 17.2 billion baht) to upgrade machinery, adopt digital technology, and integrate automation and robotics into production and services, raising productivity and moving Thai industry toward higher-value, sustainable manufacturing.

The projects approved by the BOI in the first half of 2026 will generate over 82,000 jobs for Thai workers and consume approximately $11.4 billion (approx. 386 billion baht) in domestic raw materials annually, accounting for 42 percent of the projects’ total raw material use, and is expected to boost the nation’s export capacity by more than $36.8 billion (approx. 1.24 trillion baht) per year.

The BOI approved investment promotion applications for 1,300 projects valued at $38.7 billion (approx. 1.31 trillion baht) in the first half of 2026.

“Investment value is not the only goal,” Mr. Narit said. “Real success means quality jobs, higher skills, and better income for Thai workers.” “It means real opportunities for Thai businesses inside the supply chain, and growth that reaches every region, not just a few. That is why we will keep pushing for actual investment to happen as quickly as possible through the Thailand FastPass mechanism, driving economic growth and letting Thai people share directly in the shift to the industries of the future.”

Note: Currency conversions are based on the Bank of Thailand’s average selling rate of approximately 1 USD = 33.80 THB.

https://www.boi.go.th/en/index/

Hashtag: #Thailandboardofinvestment #BOI #FDI #Investment #business #technology

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– Published and distributed with permission of Media-Outreach.com.

Vietnam’s leading international F&B exhibition – 30 years of partnering with businesses to create sustainable value

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While most of the world’s websites have never answered the AI question at all, New Zealand quietly leads the planet in answering it: 15.3% of Kiwi sites have published a formal, machine-readable AI policy — the highest share of all 43 countries in the study, ahead of Australia, and double or triple most of Europe. That is the picture from an analysis of 41.8 million websites by data platform Piperic.

Piperic analysed the robots.txt files and AI directives of 76,371 live New Zealand websites. On blocking, the country is unremarkable: 4.1% (3,150 sites) exclude at least one known AI crawler — 23rd of 43 countries, mid-table, slightly more cautious than Australia (3.4%). ChatGPT, Claude and Gemini are free to learn from the content of the remaining 95.9%.

The record is elsewhere: 15.3% of Kiwi sites have consciously opted in, publishing an llms.txt policy file — roughly one in seven websites, the highest rate measured anywhere, ahead of Australia (14.7%) and far ahead of the UK (9.5%), Germany (4.6%) or France (6.2%). As a result, New Zealand’s “silent majority” — sites that never made any AI decision — is the smallest in the study: 80.6%, against global norms above 90%. It’s a small web that has done its homework.

The tourism paradox — and a cautious press

The sector table repeats a pattern seen across tourism economies: attractions block AI at 9.1% — more than twice the national average — precisely as travellers increasingly plan their trips with ChatGPT. In this market, hiding from AI means hiding from future visitors. The Kiwi press is cautious too: 15.7% of the 223 news sites analysed block AI crawlers — well below Australia’s barricades (25.1%), well above the relaxed British press (3.6%). Meanwhile, of 22,606 New Zealand online shops, only 2.9% block — the catalogues of more than 21,900 Kiwi shopsare already readable by AI shopping assistants. And Kiwi blocking is clean: only 4.7% of GPTBot-blockers accidentally exclude ChatGPT’s search robot (global average: 6%).

“New Zealand punches far above its size on AI awareness: fifteen percent of Kiwi sites have published an llms.txt — the highest rate of all 43 countries we analysed. Nowhere else has a larger share of the web actually sat down and decided what AI may do with its content. The one blind spot is ironic for a country that lives on visitors: attractions block AI at twice the national average, just as travellers hand their itineraries to ChatGPT,” — says Attila Rácz-Akácosi, founder of Piperic.com.

The full interactive New Zealand report — with sector comparison, world ranking and quarterly updates — is freely available: piperic.com/ai-report/nz

THE NUMBERS AT A GLANCE

76,371 live New Zealand websites analysed · 41.8 million worldwide
15.3% have consciously opted in (llms.txt) — the HIGHEST rate of all 43 countries (Australia: 14.7%, UK: 9.5%)
the “silent majority” is 80.6% — the smallest in the study (global norm: 90%+)
95.9% block no AI crawler · 4.1% (3,150 sites) block — 23rd of 43
attractions: 9.1% block (2.2x the average) — the tourism paradox · press: 15.7% (n=223)
more than 21,900 Kiwi online shops are already readable by AI shopping assistants
only 4.7% of NZ GPTBot-blockers accidentally lock themselves out of ChatGPT Search (global: 6%)

METHODOLOGY Piperic analyses the public web continuously; these figures come from a snapshot taken on 13 July 2026 covering 41,818,678 live websites, of which 76,371 are New Zealand sites. Live = reachable (HTTP 2xx) and not parked. AI blocking = robots.txt excludes at least one known AI crawler (GPTBot, ClaudeBot, Google-Extended, CCBot and others). Important: these figures cover the ENTIRE New Zealand web, not just the biggest sites — the 19–25% blocking rates often cited in international coverage refer to the global top 1,000 most-visited sites, where awareness (and legal exposure) is far higher. The two numbers don’t contradict each other: they describe different populations.

ABOUT PIPERIC Piperic (piperic.com) is a business-data platform that maps and makes searchable the technology, content and AI-access data of 41.8 million live websites. The AI Report is the platform’s free research series covering 43 countries, updated quarterly.

MIL OSI

HANOI, VIETNAM – Media OutReach Newswire – 17 July 2026 – VinFast today announced the signing of a strategic Memorandum of Understanding (MOU) with TÜVRheinland, a global leader in automotive testing, inspection and certification, to strengthen vehicle testing capabilities in Vietnam. The partnership includes the development of the VinFast Testing Center in accordance with international standards and the provision of testing and technical advisory services to automotive manufacturers across the region from Vietnam, laying the foundation for deeper integration into the global automotive value chain.

Under the MOU, VinFast and TÜV Rheinland will work closely across a broad range of areas, including technical advisory services, testing, certification and specialized training. TÜV Rheinland will prioritize the VinFast Testing Center as its preferred provider of testing and technical advisory services for relevant projects in Vietnam and the ASEAN region. The two parties will also jointly promote the capabilities of the VinFast Testing Center to international automotive manufacturers, develop new business opportunities, and organize specialized training programs and industry seminars to further strengthen technical capabilities.

Previously, VinFast and TÜV Rheinland have collaborated on numerous testing and technical assessment activities covering electric vehicle systems, components and complete vehicles, supporting the development of products that meet the technical requirements of both domestic and international markets. The new strategic MOU elevates the relationship beyond individual projects and establishes a long-term partnership aimed at helping Vietnamese businesses integrate more deeply into the global automotive value chain.

Headquartered in Germany and backed by more than 150 years of experience, TÜV Rheinland is a global leader in testing, inspection and certification. The company provides technical services to automotive manufacturers and suppliers worldwide, helping them comply with regulatory requirements and international standards related to safety, performance, electromagnetic compatibility, cybersecurity and other specialized technical fields.

Mr. Nguyen Manh Quan, Deputy CEO of Quality Control Division, VinFast, said: “Our partnership with TÜV Rheinland is a key step in VinFast’s long-term strategy to strengthen our research, testing and product development capabilities in line with international standards. Beyond enhancing product quality, this collaboration also creates opportunities for VinFast to gradually become part of the regional and global automotive technical services network, contributing to the continued development of Vietnam’s automotive industry ecosystem.”

Mr. Nguyen The Anh, General Director of TÜV Rheinland Vietnam, said: “We highly value VinFast’s continued investment in research, testing and product development. Leveraging our global expertise in testing, inspection and certification, TÜV Rheinland looks forward to working alongside VinFast to strengthen technical capabilities, drive technological innovation, and develop services that meet the growing demands of the market.“

As Vietnam’s leading electric vehicle manufacturer with a diverse ecosystem spanning electric cars, electric motorcycles and smart mobility solutions, VinFast continues to invest in research, development and testing infrastructure to meet the world’s most demanding international standards. The expanded partnership with TÜV Rheinland further reinforces VinFast’s strategy of building a network of world-leading technical partners, strengthening its research, testing and product development capabilities while contributing to technological innovation and the development of the automotive industry ecosystem in Vietnam and the region.

Hashtag: #VinFast #TÜVRheinland #AutomotiveTesting

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HONG KONG SAR – Media OutReach Newswire – 13 July 2026 – The Hong Kong Polytechnic University (PolyU) has signed a tripartite strategic Memorandum of Understanding (MoU) in Paris with globally renowned Dassault Systèmes and PAIEvo (HK) Limited (PAIEvo), a fully owned subsidiary of XtalPi Holdings Limited (XtalPi) listed in Hong Kong, to jointly promote collaboration in research innovation and talent development. This partnership marks an important milestone in PolyU’s development and underscores the University’s active role in fostering cross-continental collaboration to advance innovation and technology in Hong Kong, the Nation and the world. It also highlights the University’s international strategy to develop overseas innovation and entrepreneurship hubs, with Paris as its first foothold in Europe.

The signing ceremony was held earlier at Dassault Systèmes’ Paris-area headquarters. Witnessed by Prof. Christopher CHAO, Senior Vice President (Research and Innovation) of PolyU; Mr Nicolas JEANNEE, Vice President 3DEXPERIENCE Edu of Dassault Systèmes; and Dr Kevin TSAI, Vice President of XtalPi and CEO of PAIEvo, the MoU was signed by Prof. Zijian ZHENG, Vice President (Knowledge Transfer) of PolyU; Ms Joanne LI, 3DEXPERIENCE Edu Sales Director of China, Dassault Systèmes;and Ms Ruyu WANG, Senior Director of External Affairs and Communications of XtalPi.

Under the collaborative framework, the three parties will jointly pursue a range of initiatives, including advancing the digitalisation of smart laboratories, expanding research and development (R&D) in new materials, developing proprietary computing capabilities and molecular simulation tools, building an ecosystem for new substance discovery, and nurturing relevant professional talent.

Prof. Christopher Chao remarked, “PolyU has been strengthening its research and knowledge transfer strategy in recent years, from establishing a robust network of Mainland Translational Research Institutes (MTRIs), setting up the incubation centres, InnoHubs, across Hong Kong and the Chinese Mainland, to progressively expanding our global footprint by building overseas innovation hubs, with Paris serving as our first stop in Europe. Meanwhile, we proactively align our research with industry demands, with market-oriented innovation at its core. This is the foundation of our close partnership with Dassault Systèmes. By bringing together the distinctive strengths of the three parties, this partnership enables us to fully leverage cross-sector and cross-border synergies among academia, research and industry. It will not only advance our respective development but also bring tangible benefits to society.”

Welcoming the delegations, Mr Nicolas Jeannée described the meeting as “highly meaningful”. He said, “This partnership connects not only Hong Kong and France, but also academia and industry. From the establishment of the Center of Excellence in 2025 to Dassault Systèmes’ official presence in Hong Kong in 2026, our collaboration with PolyU has continued to reach new heights. We look forward to working closely with our partners to generate more innovative outcomes and contribute to global digital transformation.”

Dr Kevin Tsai stated, “This strategic collaboration, formed through our subsidiary PAIEvo with Dassault Systèmes and PolyU, marks another important step for XtalPi’s journey toward the ‘Lab of the Future’. By integrating the strengths of the three parties in intelligent decision-making and Physical AI, virtual twin modelling, and cross-disciplinary academic research, we aim to accelerate the development of a self-learning closed loop encompassing intelligent design, physical experimentation, digital simulation and innovative applications, thereby advancing the R&D paradigm toward autonomous discovery.”

As a subsidiary of XtalPi, PAIEvo leverages XtalPi’s AI for Science platform, built on quantum physics, AI, and robotic experimentation, to systematically extend its proven R&D capabilities and technology strengths into key scenarios of new materials R&D. Dassault Systèmes, meanwhile, creates virtual worlds through its 3D design software, 3D Digital Mock-Up and Product Lifecycle Management solutions, reshaping the way products are designed, manufactured and supported.

The University’s collaboration with Dassault Systèmes began in 2003. What started as a software licensing relationship has gradually developed into a comprehensive and multi-layered partnership embracing research and talent development. Last year, this partnership reached a new milestone with the establishment of the Dassault Systèmes–PolyU Center of Excellence, the first of its kind in the Asia-Pacific region. Combining PolyU expertise in AI, robotics and materials innovation with Dassault Systèmes leadership in virtual twin technologies, the Center has laid a solid foundation for the company’s expansion in Hong Kong and has become an important platform for driving innovation in ‘AI + materials’ and ‘AI + virtual twin’.

The PolyU-Dassault Systèmes partnership also demonstrates the University’s proactive role in helping attract internationally renowned enterprises and talent to Hong Kong. Through the support of the HKSAR Government’s Office for Attracting Strategic Enterprises (OASES), and with PolyU’s recommendation and support, Dassault Systèmes was selected as one of OASES’ sixth batch of 22 strategic enterprises, officially establishing its presence in Hong Kong and expanding its local operations. PolyU will continue to support Dassault Systèmes development in Hong Kong by strengthening links between the “AI + manufacturing” innovation ecosystems of Hong Kong and France, while also leveraging its strong network of translational research institutes and centres in the Chinese Mainland to facilitate the company’s further expansion there.

During its visit to Dassault Systèmes, the PolyU delegation toured “The Playground”, an immersive experience space showcasing innovative technologies and live demonstrations powered by the company’s 3DEXPERIENCE platform. The delegation also visited the company’s 3DEXPERIENCE Lab to learn more about the innovative products and solutions developed by startups nurtured by Dassault Systèmes. The three parties additionally held in-depth exchanges and discussions on the practical implementation of their future collaboration.

Hashtag: #PolyU

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– Published and distributed with permission of Media-Outreach.com.

The Pacific Ocean is far more than a strategic waterway; it is the foundation of our cultures, identities, livelihoods and futures. It sustains our communities, connects our islands, and underpins our sovereignty and self-determination. Yet today, our ocean is increasingly being treated as a theatre for geopolitical competition, where strategic interests are too often prioritised over the rights, wellbeing and aspirations of Pacific peoples.

The Pacific Regional Non-Governmental Organisations (PRNGO) Alliance unequivocally condemns the recent test of a nuclear-capable intercontinental ballistic missile (ICBM) by the People’s Republic of China across the Pacific Ocean.

We oppose all forms of militarisation and nuclear threats in the Pacific, irrespective of which state is responsible. We cannot condemn missile tests, military build-ups and strategic military expansion undertaken by one power, while remaining silent when comparable actions are undertaken by another.

We equally oppose the recent Chinese ICBM test, and the continued testing of Minuteman III ICBMs by the United States over the Pacific, alongside the expansion of military alliances and strategic military partnerships, including AUKUS, large-scale military exercises such as the Rim of the Pacific Exercise (RIMPAC), Valiant Shield, Talisman Sabre, and the continued expansion of foreign military presence and infrastructure across our Blue Pacific.

For Pacific peoples, this is not an abstract geopolitical contest. It is our home.

At a time when the region commemorates some of the darkest chapters in the Pacific’s nuclear history, the continued militarisation of our ocean is a stark reminder that the lessons of the past remain unlearned.

A painful reminder during a month of remembrance

The timing is particularly significant given the major nuclear anniversaries commemorated across the Pacific this month, including the 80th anniversary of Operation Crossroads, when the United States began detonating nuclear weapons at Bikini Atoll in the Marshall Islands; the 60th anniversary of France’s first nuclear detonation at Moruroa Atoll in Ma’ohi Nui (French Polynesia); the 41st anniversary of the bombing of the Rainbow Warrior in an act of French state terrorism intended to silence opposition to nuclear testing in the Pacific; and the ninth anniversary of the adoption of the Treaty on the Prohibition of Nuclear Weapons (TPNW).

For many outside the region, these anniversaries are history, but for Pacific peoples, they remain a lived memory. These anniversaries are more than moments of remembrance. They are also reminders that today’s security challenges cannot be separated from the unresolved legacies of nuclear colonialism, and that the pursuit of genuine peace in the Pacific must begin with acknowledging, addressing and learning from this shared history.

Another missile crossing our ocean cannot be separated from that history. Nor can it be separated from the continued use of the Pacific as a missile testing-corridor, including the regular testing of United States Minuteman III ICBMs towards Kwajalein Atoll in the Marshall Islands. The Treaty of Rarotonga, the Nuclear Free and Independent Pacific movement, and today’s aspiration for an Ocean of Peace were all born from a shared determination that our region should never again become a testing ground for the strategic ambitions of others.

Militarisation is not peace

The Pacific has repeatedly declared its vision of becoming an Ocean of Peace. That vision is not simply the absence of armed conflict, but a Pacific understanding of security founded on justice, sovereignty, self-determination, environmental stewardship and the wellbeing of our peoples.

The recent missile test by China is not an isolated incident. It forms part of a broader pattern of escalating militarisation across our region that includes expanding defence agreements, increasing foreign military deployments, large-scale military exercises such as RIMPAC, Valiant Shield and Talisman Sabre, strategic infrastructure development, and growing geopolitical competition among external powers.

The PRNGO Alliance rejects the notion that military deterrence delivers peace. Escalating military competition is fundamentally inconsistent with the Pacific’s aspiration for an Ocean of Peace.

The Treaty of Rarotonga remains our regional foundation

As the Treaty of Rarotonga approaches its 40th anniversary, Pacific governments should reaffirm and strengthen one of the region’s most enduring commitments to peace and security. Born out of decades of Pacific resistance to nuclear detonations and nuclear colonialism, it declares our region as one of the world’s first nuclear-weapon-free zones and affirms the Pacific’s determination that our region would never again become a nuclear sacrifice zone.

Our call to Pacific Leaders

The PRNGO Alliance’s position is grounded not in the strategic interests of competing powers, but in decades of Pacific regional leadership and civil society advocacy. From the Nuclear Free and Independent Pacific movement and the Treaty of Rarotonga to the Boe Declaration, the 2050 Strategy for the Blue Pacific Continent and the collective positions advanced by Pacific civil society, Pacific peoples have consistently articulated a vision of security founded on justice, sovereignty, self-determination, environmental stewardship, and demilitarisation. Recent events reinforce the urgency of translating those longstanding regional commitments into consistent political action.

The PRNGO Alliance therefore calls upon Pacific Leaders to:

Unequivocally condemn all missile tests conducted in or across the Pacific Ocean, regardless of whether they are undertaken by China, the United States or any other military power.

Reject the continued militarisation of the Blue Pacific, including expanding military alliances, foreign military basing, strategic deployments, nuclear deterrence policies and large-scale military exercises such as RIMPAC.

Reaffirm and strengthen the Treaty of Rarotonga as the cornerstone of Pacific regional security and fully implement its objectives.

Ensure that any future Ocean of Peace framework is genuinely Pacific-led, centred on human security, environmental protection, Indigenous rights, decolonisation and demilitarisation – not great-power strategic competition.

Support the universalisation of the Treaty on the Prohibition of Nuclear Weapons, including urging Australia and all Pacific partners that remain outside the Treaty to sign and ratify it.

Recognise that true regional security requires addressing climate change, ecological degradation, economic inequality and the unfinished business of nuclear justice, rather than expanding military competition.

Ensure that the future of Pacific security is determined by Pacific peoples, through Pacific institutions, and according to Pacific priorities. Build on an Ocean of Peace founded on human security, regional solidarity and environmental stewardship, and respect for Pacific sovereignty, not on the strategic calculations of external powers.

The Pacific has already paid the price of being treated as a testing ground, a military frontier, and a dumping ground for other nations’ ambitions.

The Pacific Ocean is not a theatre for great-power rivalry. It is our home. It is the foundation of our cultures, identities, livelihoods and futures.

If the Blue Pacific is to become a genuine Ocean of Peace, then militarisation must give way to justice, cooperation, and Pacific-led security founded on sovereignty, self-determination and the wellbeing of our peoples.

This statement is issued by the Pacific Regional Non-Governmental Organisations (PRNGO) Alliance and, at the time of publication, is endorsed by:

• Pacific Conference of Churches (PCC)
• Pacific Islands Association of Non-Governmental Organisations (PIANGO)
• Pacific Islands Climate Action Network (PICAN)
• Pacific Network on Globalisation (PANG)
• Oxfam in the Pacific.

MIL OSI

BANGKOK, THAILAND – Media OutReach Newswire – 13 July 2026 – Happitat today announced its official opening on 21 August2026, introducing the New Global Landmark of Happiness and the world’s first destination dedicated to happiness. Built on the belief that happiness should not be reserved only for special occasions, Happitat is designed to bring happiness into everyday life.

At a time when most destinations compete on scale, convenience, and comprehensive offerings, Happitat began with a different question: How can we design a place that enables lasting happiness?

That question evolved into the Happiness Movement, a philosophy that redefines the role of destinations from places people simply visit to places that actively cultivate happiness, enrich emotions, and create meaningful positive experiences for everyone.

“We never set out to build another shopping mall. Our ambition has always been to establish a new benchmark for destination creation,” said Orada Kerdhong, President of Axtra Happitat Co., Ltd.

“Our mission is to create a world-class happiness destination where happiness is at the heart of everything we do—from architecture and design to every experience we curate. With Happitat, we aspire to redefine the future of Happiness-led landmarks through a Happiness-Led Destination model. Rather than simply creating places that meet functional lifestyle needs, we create destinations that enrich people’s emotional well-being through meaningful moments, genuine human connections, and lasting memories that inspire them to return.

This is the DNA of Happitat and the change we hope to bring to the industry. While Happitat is rooted in Thailand, our vision is global. We are moving beyond destinations built solely for shopping or convenience to create places where happiness becomes a lasting part of people’s lives. This belief was never an afterthought—it has been the foundation of Happitat since day one, shaping every experience, every partnership, and every decision we make.”

Bringing this philosophy to life, Happitat has created the 7Magical Happiness—a signature framework that brings together visionary thinking, thoughtful design, nature, imagination, and collaboration to create the distinctive happiness experience that defines Happitat.

1. Happiness as a New Paradigm for Destination Design
For decades, the success of destinations has often been measured by scale, commercial performance, and visitor numbers. Through its Happiness-Led Destination philosophy, Happitat is introducing a new paradigm for destination development—one where happiness becomes the driving force behind every decision.

This new paradigm elevates the role of destinations beyond places for lifestyle, leisure, and commerce. At Happitat, happiness is not merely an outcome of a visit, but the very DNA behind every layer of design—created to deliver meaningful experiences, nurture human connections, and enhance people’s quality of life.

Happitat places customer value at the center of its destination creation philosophy, shifting from Space to Moments, from Transactions to Connections, and from Visitation to Memories. It is designed to enrich the way people learn, play, dine, and spend time together through imagination and new forms of experience—not as an escape from everyday life, but as a more joyful way of living.

2. Happiness Through Nature
From the earliest stages of development, Happitat’s research revealed that happiness flourishes when people are immersed in nature. This insight shaped a design philosophy where nature is not an added feature, but the foundation of the entire destination.

Masterplanned by Foster + Partners, in collaboration with F&P (Thailand), TK Studio, one of Thailand’s leading landscape architecture firms, and Atelier Ten, the global environmental design consultancy behind acclaimed projects including Jewel Changi Airport and the Museum of Modern Art (MoMA) Expansion, Happitat seamlessly integrates architecture and nature to reconnect people with the natural world.

Every aspect of the destination has been thoughtfully designed to create a seamless transition from the energy of the city into a lush forest environment. Pocket gardens, greenery woven throughout every level, and carefully selected native plant species tailored to each area’s microclimate work together to create a thriving ecosystem and a comfortable, nature-filled environment throughout the destination.

Beyond the development itself, Happitat serves as the gateway to a 30-rai urban forest behind the project—one of eastern Bangkok’s most ecologically diverse green spaces. Grown from seed into a flourishing ecosystem rich in biodiversity, the forest has become Bangna’s Urban Lung, restoring balance between the city and nature while giving people the opportunity to reconnect with nature as part of everyday life.

3. Happiness Through Imagination
At Happitat, imagination is where happiness begins. Rather than asking what should fill a space, the design process began with a different question: How do we want people to feel when they are here?

To bring this vision to life, Happitat partnered with ITEC Entertainment, former consultants to some of the world’s leading theme parks, and BUG Studio to create a destination where storytelling, imagination, and immersive experiences come together—inviting visitors of all ages to explore, discover, and become part of the story.

This vision comes to life at Whimsical Market, a fantasy-inspired family destination featuring more than 60 curated cafés and restaurants. Home to exclusive magical original charactersthat come alive through movement, hidden stories waiting to be discovered, and a three-storey-tall imaginative tree accompanied by a towering giraffe welcoming every visitor, Whimsical Market transforms every visit into a shared adventure. Daily performances further immerse guests in the narrative, turning an ordinary dining experience into a memorable journey of wonder and discovery.

Another highlight is Lumis Theater Hall, a multi-purpose venue inspired by the interplay of light, architecture, and technology. Designed to host performances, exhibitions, and immersive experiences, it creates ever-evolving storytelling experiences unlike any other.

4. Happiness Through Immersive World
Happitat creates a seamless connection between the physical and digital worlds through a new generation of Phygital Experiences, elevating everyday life with an Immersive World beyond imagination.

At the heart of this vision is the LED screen at the Grand Stairs, one of the largest indoor digital screens in Southeast Asia and a new landmark for immersive storytelling. Designed to captivate both Thai and international visitors, the Grand Stairs will showcase large-scale immersive experiences, including world-class content premiering in Thailand for the first time.

These experiences will be brought to life by leading creative studios from around the world, including:

• Pixel Artworks (UK) – The London-based global experience design studio behind immersive experiences for some of the world’s most ambitious brands and entertainment destinations, including Netflix’s Stranger Things global launch.
• BoraBora Studios (Germany) – A creative technology studio specializing in emotionally engaging spatial experiences. Awarded Gold – Best Immersive Experience at the 2026 Mondo-DR Awards for The Lost World Aquarium Dubai.
• Idyllias (Thailand) – A creator of interactive experiences powered by Artificial Intelligence (AI), immersive technology, and gamification, connecting engagement between the physical and digital worlds.
• Yellaban (Thailand) – One of Thailand’s leading creative media studios specializing in projection mapping, immersive installations, visual storytelling, and experience design. Selected to showcase its work at the EXPO Hall during World Expo Osaka 2025, the studio combines design, art, and technology to create fresh immersive content and experiences that evolve throughout the year.

5. Happiness Through Culinary Excellence
At Happitat, happiness begins around the table. Guided by the belief that memorable dining experiences are created not by the number of restaurants, but by thoughtfully curating partners who share the same passion for culinary excellence, Happitat is setting a new benchmark as Thailand’s Finest Culinary Destination.

For the first time in Thailand, the destination brings together the country’s largest collection of restaurants by Michelin-starred chefs and acclaimed culinary talents under one roof. Highlights include Vuur by three-Michelin-starred Dutch chef Jacob Jan Boerma, alongside a new concept under the Chim portfolio by Thai chef Thaninthorn Chantrawan, whose restaurant has retained one Michelin Star for nine consecutive years. Happitat also features an exceptional selection of Bib Gourmand restaurants curated by Lotus’s Eatery, together with concepts from celebrated chefs and leading culinary brands.

Beyond fine dining, Happitat curates more than 100 restaurants and cafés serving over 3,000 menu items, bringing together a diverse world of culinary experiences within a single destination. Exclusive concepts include Thailand’s first pet-friendly CHAGEE, Sostare Gelato, the premium Italian artisan gelato brand making its shopping centre debut, and Forist Delight, an immersive dessert destination inspired by The Edible Forest, where nature, imagination, and indulgence come together.

The destination also introduces several first-to-Bangna concepts, including UORIKI (Hokkaido Izakaya) by CP-Uoriki, offering authentic Japanese dining with premium Hokkaido ingredients, CTM, ChaTraMue’s fourth flagship store in Thailand, and Yuan Ji Dumpling, the renowned freshly made dumpling brand from China. These are joined by well-loved favourites such as Ahjou Tea, Dairy Queen, GAGA, Good Cha, Greek’s Cup, 1:2 Coffee, Paul, White Story, Kestiew, and legendary street food favourites—creating a destination where every generation can gather around the table and discover happiness through food.

6. Happiness Through Curated Partnerships
At Happitat, happiness is not measured by the number of brands or retail offerings, but by the quality of the partnerships behind every experience. Every brand is carefully selected not simply as a tenant, but as a long-term partner that shares Happitat’s vision of creating meaningful experiences and building a sustainable ecosystem of happiness.

First-to-Thailand & Exclusive Destination Concepts

Happitat introduces a collection of first-to-Thailand concepts and destination-exclusive experiences developed in collaboration with leading partners, including:

• Axtra Club – A membership-based retail concept, featuring a curated selection of premium products sourced from around the world with exclusive prices for members, complemented by an exclusive dining experience created by Chef Willment Leong, Global Master Chef and Asia Director of the World Association of Chefs’ Societies.
• 7–Eleven – A completely new store concept created exclusively for Happitat, reimagining the convenience store experience in an entirely new way.
• Lotus’s PRIVÉ Market – A new premium supermarket concept built around the philosophy of “Less, but Better.” Spanning more than 500 square metres, the Premium Fresh & Lifestyle Hub is designed exclusively for Happitat around two core pillars: Curated Excellence and Modern Experience. Curated Excellence brings together the finest imported ingredients, premium wagyu, organic fruits and vegetables, an extensive wine cellar, and a curated selection of premium chocolates from around the world. Modern Experience combines boutique-inspired design with smart retail innovations and a dedicated Healthy Bar, creating a premium lifestyle experience thoughtfully designed for modern everyday living.
• True Branding Shop & TrueSphere – A new destination where premium retail meets community experiences, combining True’s comprehensive retail offering with the signature Super First Class hospitality of TrueSphere to create a premium environment that brings together people, lifestyle, and community.
• A New Toy & Technology Kingdom – A new destination for imagination and discovery, bringing together toys, AI technology, collectible art toys, rare collectibles, and globally recognised character IP merchandise in one place for collectors, families, and fans of all ages.

Exclusive Destination Concept

Happitat has partnered with leading brands across education, wellness, lifestyle, and pet services to create a destination that supports every aspect of everyday life.

– Learning & Family Hub
Happitat is creating Bangna’s largest family learning destination by bringing together more than 15 leading institutes covering academics, music, arts, movement, fitness, and language education, including Bagel Swings Social Club, Cymath School, Dinos Drum, Phonic 1st, Top One, The D.T x Math Logik, Yamaha Music School, Chinese Hub Language School, NEXT GEN Success School, and many more.

– Health & Wellness
Putting holistic well-being at the heart of everyday life, Happitat introduces a new-to-Thailand fitness concept alongside a rooftop swimming pool, panoramic pickleball courts, and a curated selection of wellness and beauty partners, including Kaew Pilates Studio, Flex Rehab, Setai Exclusive, Sarang Hair, HANA STUDIO, and THE LOFT CLINIC.

– Lifestyle Brands
Supporting modern everyday living through a curated mix of leading retail and lifestyle brands, including Eco Ring Japan, OWNDAYS, LAB PHARMACY, Studio 7, BANANA, and IT CITY | CSC, enabling visitors to enjoy shopping, technology, and essential services within a single destination.

– Comprehensive Pet Services
Happitat extends its destination experience to pet lovers through partnerships with leading pet care brands, including Jerhigh, complemented by dedicated pet services, a 150-square-metre Pet Park, and thoughtfully designed pet-friendly spaces where owners and their pets can exercise, spend quality time together, and become part of a growing pet-loving community.

7. Happiness for Multigenerational Joy
At Happitat, every moment shared with family and loved ones is the beginning of meaningful relationships and lasting memories. Designed as a destination for togetherness, Happitat brings people of all generations together—not only by catering to the diverse lifestyles of children, adults, seniors, and even pets, but by creating opportunities for every member of the family to learn, play, connect, and create memories through thoughtfully curated programmes, workshops, and experiences.

Throughout the year, Happitat will come alive with seasonal festivals, signature events, parades, live performances, immersive experiences, and community gatherings designed to create moments of happiness that people can return to again and again. These experiences are seamlessly connected through the Happitat Application on the Amaze Super App, CP Group’s digital platform that integrates services, rewards, and loyalty benefits across the Group’s businesses and partners into a single seamless ecosystem. As part of this connected loyalty programme, Happitat bridges the digital and physical worlds, extending every visit beyond the destination itself.

Beyond its own experiences, Happitat also serves as an open platform for brands, partners, creators, and communities to co-create new ideas, collaborations, and cultural experiences. By continuously welcoming new programmes, partnerships, and conversations, Happitat is designed to remain a vibrant destination where people can reconnect, rediscover, and create new memories together throughout the year.

“When we first began designing Happitat, putting happiness at the heart of every decision was a philosophy that many people were not yet familiar with. Today, I’m encouraged to see more developments placing greater emphasis on nature, well-being, and meaningful experiences. If destinations can play a greater role in enhancing people’s quality of life and creating more happiness, then everyone stands to benefit.

We like to think of it as the butterfly effect. Every significant transformation begins with the smallest flutter of a butterfly’s wings, yet its impact can ripple far beyond where it started. If Happitat has helped spark that shift and inspired happiness to become an important consideration in the way destinations are designed, then that is something we are truly proud of,” Orada Kerdhong concluded.

On 21 August 2026, Happitat will officially open its doors, welcoming visitors to experience a new kind of happiness destination where nature, imagination, innovation, shared experiences, and curated partnerships come together to bring happiness to life.

For the latest news, updates, and more information, follow Happitat Thailand on Facebook or visit http://www.happitatthailand.com/.

Hashtag: #Happitat

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HONG KONG SAR – Media OutReach Newswire – 13 July 2026 – The Chinese University of Hong Kong (CUHK) has climbed 14 places in the latest Quacquarelli Symonds (QS) World University Rankings 2027 to rank 18th globally, entering the global top 20 for the first time. This milestone reflects significant improvements across key indicators, including employer reputation, international research network, and international student ratio, while retaining a full score in international faculty ratio.

CUHK’s Academic Excellence and Global Research Impact

CUHK’s academic rigour is further recognised in the 2026–27 Best Global Universities Rankings by U.S. News & World Report, where it ranks 28th globally and 5th in Asia, remaining Hong Kong’s top university for the fourth consecutive year. The University features 15 subjects in the global top 50, including five in the top 10, such as Education and Educational Research (#1), Gastroenterology and Hepatology (#2), Computer Science (#7), and Arts and Humanities and Artificial Intelligence (both ranked #9).

CUHK: Where Bold Ideas Become Impactful Research

CUHK provides an exceptional environment for impactful research, supported by approximately 300 research institutes and centres, alongside four state key laboratories approved by the Ministry of Science and Technology of China. Reflecting on the academic environment, Zhamilya Zhirenova, a PhD student in Biomedical Science from Kazakhstan, has deepened her expertise through her involvement with the Centre for Neuromusculoskeletal Restorative Medicine (CNRM), an InnoHK research centre CUHK established with Sweden’s Karolinska Institutet.

Unlike traditional research pathways, where students are often confined to a single university laboratory, Zhamilya gained extensive experience at Hong Kong Science Park, a dynamic setting that closely resembles industry. “It feels more like an industrial company,” she reflected, “and that experience has been invaluable.” For researchers with ambitions beyond academia, such early exposure to the pace and expectations of the biotech industry provides a distinct advantage.

Nurturing the Next Generation of Scientific Innovators

Many of CUHK’s scholars are globally renowned experts who have made significant breakthroughs in their respective fields. These experts provide valuable mentorship, cultivating an intellectually stimulating environment for innovative research.

At the Centre for Novostics, an InnoHK research centre dedicated to advancing molecular diagnostics, Yasine Malki, a Chemical Pathology PhD student from Hong Kong, highlighted mentorship as a defining aspect of his experience at CUHK. Benefiting from the mentorship of Professor Dennis Lo, CUHK’s Vice-Chancellor and President, and a pioneer in molecular diagnostics, Yasine collaborates with specialists in molecular technologies, bioinformatics, and clinician-scientists, exemplifying CUHK’s dynamic, multidisciplinary approach to medical science.

Through the latest global rankings, CUHK continues to demonstrate the impact of its research and scholarship. The University offers robust financial support to attract top-tier global talent, such as the Hong Kong PhD Fellowship Scheme (HKPFS) for the 2027–28 intake, which provides over HK$1.81 million (approximately US$232,420) in funding. Applications open on 1 September 2026.

Hashtag: #CUHK

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SINGAPORE – Media OutReach Newswire – 9 July 2026 – Op-ed by Paul Murray, CEO Life & Health Reinsurance, Swiss Re.

Ten years.

That is roughly how long we have before many societies reach one of the most defining demographic tipping points of our era: the point at which the “new” silver economy (over 65’s) outnumber people aged 30-59 who have traditionally been the bedrock of the life and pensions system.

The significance of this shift goes far beyond demographics.

It represents a symbolic moment that forces us to rethink the intergenerational contract: how we provide care and financial security for people as they move into later life – and how we finance a new set of needs.

The demographic evidence is already visible across major economies. In the US, adults aged 65 and over already outnumber children in 11 states. Singapore’s over-65 population has nearly doubled in a decade to 21%. Japan is approaching 30%. The UK, France and Germany are not far behind

These numbers are well-known. But their meaning is not yet fully reflected in our industry’s existing product strategy.

The tipping point is also more than a statistical curiosity. We will experience it through the decisions we make coming into retirement and to secure the future of the generation coming after us. We will need to make new choices on how we fund care. We will need to make new assumptions about when to retire. And we will face a new reality around how much of the financial burden falls on the state, families or the individual.

Families have always carried the weight of old age, even as pensions, healthcare systems and social care programmes have broadened that responsibility across society.

But the arithmetic underpinning the system is breaking. Globally, the ratio of working-age people financially supporting each person over 65 is projected to fall from around five-to-one in 2021 to three-to-one by 2050. Across developed markets, debates about pension reform, healthcare funding and retirement ages reflect the same underlying question: how do we maintain security and dignity later in life when there are fewer hands to carry the weight?

It’s not a crisis of demographics. It’s a crisis of design – our systems were built for shorter lives and larger workforces, and they haven’t been rebuilt for the world we are actually entering.

That insight matters because it challenges how we think about insurance’s role. I believe we have less than a decade to develop the products that the older consumers who make up the Silver Economy – and their families – will need.

There will be no silver bullet. We cannot return to a single solution based around family care versus public provision. The individual retiree will be the focus, but our thinking will need to be based on a more collaborative model in which families, governments, communities and the private sector work together.

Recent Swiss Re consumer research in France and Germany revealed something striking. People don’t think about later life in terms of pensions or insurance policies. They think about practical outcomes: staying independent, being resilient when health shocks hit, not becoming a burden to their children.

Our industry has spent decades optimising for wealth accumulation and income protection during working years. Ageing societies demand we apply the same rigour to what happens after.

That does not mean the intergenerational contract has failed. It means it is evolving.

We are already seeing what that evolution looks like in practice.

• Senior health products in Asia are closing a real gap —The median age of cancer diagnosis is 67, yet many critical illness policies expire before retirement even begins. The result is high out-of-pocket expenses, stressed public healthcare, and increased burden on families. With dedicated products to cover later life illnesses, such as senior cancer products we are effectively closing a protection gap.
• Long term care in France has had some success with private solutions alongside public provision. With over 1.4 million people covered by private long term care insurance, France has built a strong risk pool that directly addresses one of the strongest concerns expressed by consumers: not becoming a burden on the next generation.
• Deferred annuities offer a third path beyond the binary “draw-down versus annuity” thinking. By combining flexibility today with guaranteed income later, they help transform longevity from an individual financial risk into one that can be shared more broadly.

At first glance these solutions appear very different. In reality, they are pieces of the same puzzle. Each expands the circle of support around the individual. They help families carry less of the burden alone, and they complement the work of state safety nets.

That is what the next evolution of the intergenerational contract looks like in practice.

Ageing societies are one of humanity’s great achievements. But if our products and institutions stay built for a demographic reality that no longer exists, achievement curdles into liability.

We have a decade to close that gap. Let’s treat it as a product-development window, not a deadline.

Disclaimer
Certain statements and illustrations contained herein are forward-looking and are made for informational purposes only. These statements (including as to plans, objectives, targets, and trends) and illustrations provide current expectations of future events based on certain assumptions and include any statement that does not directly relate to a historical fact or current fact. Readers are cautioned not to place undue reliance on forward-looking statements. Swiss Re undertakes no obligation to publicly revise or update any forward-looking statements, whether as a result of new information, future events or otherwise. Further information on forward looking statements and the use of information contained in this publication can be found in the Legal Notice section on Swiss Re’s website.

https://www.swissre.com/
https://www.linkedin.com/company/swiss-re/

Hashtag: #SwissRe #lifeinsurance #reinsurance

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• SNP builds on Palantir platforms to deliver new AI-powered solutions for solving mission-critical customer challenges
• The partnership will build on SNP’s strong base with more than 3,000 customers globally and 15,000 successful SAP transformation projects
• SNP and Palantir will leverage their strengths to help customers modernize their SAP landscapes and business processes in a predictable and secure way

SINGAPORE – Media OutReach Newswire – 9 July 2026 – SNP SE, a leading provider of software for AI-enabled digital transformation, automated data migration and data management in the SAP environment, and Palantir, a global leader in artificial intelligence and data platforms, today announced a strategic partnership at SNP’s flagship event, Transformation World, in Heidelberg, Germany. The collaboration positions SNP to develop new AI-powered solutions with an aligned approach to accelerate SAP transformations for joint customers.

The two partners will offer solutions for mission-critical challenges across all types of SAP projects, helping customers improve speed, efficiency and quality. The first joint solution, Test Data Proposal, solves a so far highly manual area of SAP migrations, the identification of relevant test data for given customer test cases. By leveraging AI, this process runs automatically and saves customers’ time and resources. Test Data Proposal will expand SNP’s proven Kyano® platform.

As part of the partnership, SNP and Palantir are also collaborating in large-scale moves to SAP Cloud ERP applications where customers seek to accelerate these modernization programs. Both companies combine complementary, category-leading strengths. SNP contributes deep real-world SAP data migration expertise while Palantir provides state-of-the-art AI-driven software platforms, which enable and accelerate secure modernizations for customers.

“Organizations are looking for new ways to increase speed, efficiency, and quality in large-scale SAP transformations,” said Jens Amail, CEO of SNP. “We are hugely excited to collaborate with Palantir, a company that has leveraged AI to revolutionize and accelerate the way enterprises modernize mission-critical systems and automate operations. Together, we will deliver secure outcomes and new solutions to customers and partners.”

“We have seen exceptional momentum accelerating SAP migrations for customers, and helping them do so via the Ontology and AIP (Artificial Intelligence Platform) in a way that significantly compresses the timeline and delivers operational value along the way,” said Sameer Kirtane, Head of US Commercial at Palantir. “SNP over the last 30 years has built an impressive track record of delivering predictable, compliant and auditable outcomes in thousands of successful engagements. We are proud to partner with SNP to fundamentally rethink how customers transform their SAP landscapes.”

Hashtag: #SNP #Palantir #SAP #AI

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• Formula E Season 12 accelerates global expansion and sustainability milestones as DHL delivers precision logistics behind one of the world’s most complex sporting championships
• Battery logistics takes center stage off track as electrification drives new supply chain demands

SHANGHAI, CHINA – Media OutReach Newswire – 7 July 2026 – As the ABB FIA Formula E World Championship returns to Shanghai for the 2025/2026 Season, the world’s premier all-electric racing Championship accelerates into its most ambitious chapter yet with a record 17 races across 11 global cities, including new circuits in Madrid and Miami.

Underscoring its commitment to sustainability and transparency, Formula E has also recently become the first global sport to achieve B Corp Certification, a globally recognised designation awarded to companies that meet high standards of social and environmental performance, accountability, and transparency. “Achieving B Corp Certification is a defining milestone for Formula E and reinforces our mission to drive sustainable innovation both on and off the track,” said Barry Mortimer, Paddock and Logistics Director, Formula E. “It reflects our commitment to operating responsibly as we continue to push the boundaries of electric mobility and sustainable sport on a global stage.”

DHL Powers the Global Movement of Formula E

Behind the high-speed action lies a complex global logistics operation. DHL, the Official Founding and Official Logistics Partner of the ABB FIA Formula E World Championship since 2013, plays a critical role in moving the Championship seamlessly across continents, ensuring that every race is delivered with precision, efficiency and sustainability.

Each race in this season requires the transport of approximately 400 metric tons of freight, including 21 electric race cars, charging infrastructure, broadcast equipment, and critical power systems, all orchestrated through tightly coordinated multimodal solutions spanning air, ocean, rail and road.

In the lead-up to the 2026 Shanghai E-Prix, DHL executed a three-day multimodal journey from Sanya, combining ferry and road transport. This required extensive planning and documentation to ensure full compliance across multiple transport regulations, highlighting the precision and intricate choreography required to meet unmovable race-day deadlines.

Battery Logistics at the Heart of Electrified Racing

Beyond motorsport, this partnership shines a spotlight on one of the fastest-growing and most complex areas of global trade: battery logistics. As electrification accelerates worldwide, the safe and compliant transport of lithium-ion batteries has become mission-critical and increasingly challenging.

Formula E offers a vivid real-world example. Each race involves transporting approximately 31 high-performance batteries, each weighing around 400kg—far exceeding typical consumer battery thresholds and classified as regulated dangerous goods. Their transport requires strict adherence to international regulations, including IATA and ICAO standards, covering specialized packaging, state-of-charge restrictions, certified handling procedures, and multiple layers of regulatory approvals from airlines and authorities.

The complexity is further amplified by varying customs requirements of different countries and cities, and stringent transport conditions across different modes. From certified aluminum containment units and non-stackable packaging to detailed documentation and risk classification requirements, every step demands precision and deep expertise.

“Every Formula E race may look seamless on track, but behind the scenes it is a highly complex logistics operation—especially when it comes to transporting lithium-ion batteries safely across borders,” said Federico Cavani, Head of Motorsports Italy, DHL Global Forwarding. “These are regulated dangerous goods that require meticulous planning, strict compliance with global standards, and specialized handling at every stage. Our partnership with Formula E showcases how advanced battery logistics can be executed safely at scale, and reflects the same challenges DHL customers face as electrification accelerates globally.”

China: The Engine Driving Global Battery Supply Chains

China has emerged as the undisputed hub of the global battery ecosystem, underpinning the rapid growth of electrification worldwide. In 2025, global electric vehicle battery deployment reached 1.2 terawatt-hours (TWh), with China accounting for around 60% of the total, reinforcing its position as the largest and most dynamic market. Beyond demand, China also leads across the manufacturing value chain. The country produces over 70% of the world’s lithium-ion batteries, with some estimates placing its share at more than three-quarters of global output in 2025.

The ability to move batteries safely, compliantly, and efficiently—both within China and across international markets—has thus become a critical differentiator.

“DHL Global Forwarding China partners with several of the world’s leading battery manufacturers, providing end-to-end battery transportation solutions across the entire logistics value chain. The company also supports the rapidly growing energy storage logistics sector, helping customers better manage and optimize their energy storage supply chains. Each year, we handle more than 10,000 TEUs of batteries and battery-related materials exported from China, with shipments destined for major markets such as the United States and Europe,” said Stephen Zhang, Vice President, Ocean Freight, Greater China, DHL Global Forwarding.

As global supply chains evolve alongside the energy transition, DHL’s role extends far beyond the racetrack. From supporting EV and battery ecosystems to enabling resilient, compliant and sustainable logistics solutions, the company continues to power the shift toward a low-carbon future—one race, and one shipment at a time.

DHL Group has made significant investments in its New Energy capabilities under its Strategy 2030: Accelerating Sustainable Growth. Through DHL New Energy Logistics, a sector brand driving electrification and the energy transition, the company delivers end-to-end solutions across the full value chain, spanning wind, solar, EVs and batteries, BESS, charging, grid infrastructure, alternative fuels, and hydrogen. Leveraging a global network covering more than 220 countries and territories and supported by over 20 DHL EV Centers of Excellence and a dedicated team of trained dangerous goods specialists, DHL ensures high-sensitivity cargo moves safely, compliantly, and on time.

Hashtag: #DHL

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• New Kyano® product innovations: Agentic AI for data migrations and unstructured data solutions
• Kyano Lorna supports customers with AI-powered project intelligence
• SNP and Palantir accelerate secure SAP transformations through strategic partnership
• High-profile keynotes from SAP’s Thomas Pfiester and Stefan Steinle, football legend and former Germany national team goalkeeper Oliver Kahn, and bestselling author Sebastian Wernicke

SINGAPORE – Media OutReach Newswire – 7 July 2026 – SNP welcomes a record 2,000 industry experts from around the world to their flagship event, Transformation World, on July 8-9 at Heidelberg’s SNP dome. Under the motto “Shaping Tomorrow,” the leading provider of software for AI-enabled digital transformation, automated data migration and data management in the SAP environment, will present an exceptionally diverse program. Attendees can look forward to three innovation focus areas led by SNP’s new agentic AI layer Kyano Lorna to refine data transformation on top of the proven Kyano platform. In addition, SNP will demonstrate how they will expand their capabilities with a newly built AI-powered solution through a new strategic partnership with Palantir. Existing partner CDQ will showcase how their solution, seamlessly integrated into Kyano, delivers automated data quality and governance for SAP master data. A third innovation focus area expands Kyano with capabilities to process unstructured data through the new solution, Kyano Oros.

Across more than 100 customer presentations, international organizations will demonstrate how they successfully manage transformation projects such as SAP Cloud ERP moves, data archiving, system decommissioning, and carve-outs and integrations.

“We are looking forward to the biggest and most innovative Transformation World. With new AI-powered solutions, intelligent agents and strong partnerships, we are bringing our vision for the next generation of SAP transformations to life. Together with our customers and partners, we are redefining how these projects will be delivered in the future. Our ambition is to equip organizations with the most intelligent tools to unlock their best data for the AI era,” said Jens Amail, CEO of SNP.

The Best Data for Business and Agentic AI

One of the highlights at the conference is a series of innovations for SNP’s Kyano software platform.

Under the theme “The Best Data for Business AI,” SNP will introduce the new solution Kyano Oros that further automates complex data migrations and extends the platform with the ability to process unstructured data. This type of data accounts for approximately 80% of enterprise data volumes and has largely remained inaccessible to traditional transformation tools. This provides a critical foundation for preparing enterprise data landscapes for modern AI applications. With Kyano Lorna, SNP introduces an agentic AI layer for their proven Kyano platform that amplifies and scales decades of transformation expertise. Available 24/7, able to communicate in multiple languages and continuously applying best practices, Lorna supports organizations throughout the entire transformation lifecycle. It helps reduce manual effort, accelerate decision-making and deliver real-time insights across every phase of a transformation project. By bringing decades of transformation knowledge and best practices directly into every project, the agentic AI layer also enables customers and partners to deliver SAP transformation projects with Kyano faster, more efficiently and with greater predictability.

New partnership accelerates secure AI-powered SAP transformations

Another highlight is the announcement of a strategic partnership with Palantir, a global leader in AI and data platforms. This partnership will deliver new AI-powered solutions to SNP’s customers. Further details will be announced during Transformation World.

High-profile customer presentations and keynote speakers

Renowned companies from a wide range of industries and regions will share their experiences with complex transformation projects. For the German-speaking market, presentations will include projects from BMW, Coop Pronto, Deutsche Bahn, E.ON, Festo, Maschinenfabrik Reinhausen, Nestlé,

Lufthansa, and Volkswagen. International companies taking the stage include Ferrero, TotalEnergies, Brazilian financial cooperative Sicredi, Chilean industrial group Sigdo Koppers, U.S.-based chemicals and medical technology company PerkinElmer, and Australian infrastructure services provider Ventia.

The event is supported by a total of 20 sponsoring partners. This year’s premium sponsors are Accenture, Deloitte, and IBM.

Keynote speakers Thomas Pfiester, Head of Customer Engagement & Adoption and member of the Extended Executive Board of SAP, and Stefan Steinle, Executive Vice President and Head of Global Customer Support at SAP, will provide insights into the latest developments in SAP transformations and innovation. Additional keynote speakers include bestselling author Sebastian Wernicke (“Data Inspired”), who will explain how data can be turned into successful business ideas, and Oliver Kahn, goalkeeper legend, entrepreneur and sports investor, who will discuss the relationship between peak performance, decision-making under pressure, and resilience.

“The combination of hands-on customer presentations, product innovations and high-caliber networking is driving record attendance at Transformation World this year,” said Jörg Petzhold, Vice President Global Marketing & Communication (CMO) at SNP. “With around 2,000 attendees, we expect an exceptional international customer presence and look forward to welcoming SAP user groups from Germany, the UK, the U.S., and China to the SNP dome for the first time.”

The Transformation World 2026 agenda, registration details, and further information are available here.

Hashtag: #SNP

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– Published and distributed with permission of Media-Outreach.com.

MIL OSI

HONG KONG SAR – Media OutReach Newswire – 6 July 2026 – Oldham, Li & Nie (OLN) is pleased to announce the launch of its dedicated Family Office Services practice, expanding its capabilities in private wealth, trusts, succession planning, and cross-border structuring to meet the growing needs of international families.

Hong Kong has established itself as a premier destination for family offices, underpinned by common law system, attractive tax regime, and government-backed initiatives such as FamilyOfficeHK, tax concessions for Family-Owned Investment Holding Vehicles (FIHVs), and the New Capital Investment Entrant Scheme (New CIES). In 2026, the city has become the world’s largest cross-boundary wealth management centre, according to the Boston Consulting Group[i], reinforcing its appeal for global wealth planning,

OLN’s new Family Office Services practice will provide integrated legal support across the following areas:

• Family Office Establishment and Structuring
• Wills and Succession Planning
• Trusts and Asset Protection
• Complex Estate Planning
• Cross-Border Tax and Structuring Advice, including the US and France elements
• International Family Office Coordination
• Ongoing Accounting and Reporting
• Outsourced CFO and COO Support
• Strategic Business Advisory Services Tailored to Family Offices and Private Investment Structures
• Litigation Support
• Immigration Law

“Hong Kong offers an exceptional platform for families seeking to build a lasting presence in Asia while staying closely connected to opportunities around the world,” said Gordon Oldham, Senior Partner. “At OLN, we understand that every family’s journey is unique. Drawing on our longstanding strengths across private client, tax and corporate services – as well as our dedicated US tax and French practices – we take a truly personal approach. We work alongside our clients to create tailored structures that not only protect and grow their wealth, but also reflect their values, aspirations and long-term legacy.”

The firm’s Family Office Services practice adopts a multidisciplinary approach, working closely with third-party fund managers and financial advisers.

For more information about the Family Office Services practice, please visit https://oln-law.com/practice-areas/family-office-services/

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Hashtag: #familyoffice #oln #successionplanning

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HONG KONG SAR – Media OutReach Newswire – 2 July 2026 – Natixis Corporate & Investment Banking (Natixis CIB) is pleased to announce the appointment of Luc Bernard as Chief Executive Officer, Natixis Services in India.

Luc reports to Cécile de Sousa, Chief Operating Officer, Asia Pacific & Middle East, Natixis CIB and Etienne Huret, Head of Portugal and India Hubs, Natixis.

He brings to the role nearly two decades of experience in Global Capability Center management and offshoring strategies, entrepreneurship, delivery, software engineering, financial markets, architecture, data, digital transformation and innovation.

Luc was instrumental in establishing Natixis Services in India, Natixis CIB’s technology and innovation hub in Bangalore. He previously held the position of Executive Director and Head of CIB Operations and IT and served on the Board of Directors at Natixis Services in India from 2021 until 2025. He then transitioned to Natixis Investment Managers in Paris, where he has been serving as Head of IT Production until his current appointment. Prior to joining the IT team at Natixis CIB in 2014, Luc gained experience as a Software Developer at Société Générale and Partners Advisers SA. He holds a Master’s degree in Electronic Engineering from Ecole Nationale d’Ingénieurs de Brest and an Executive MBA from HEC Paris.

In his new role as Chief Executive Officer, Luc will support the growth of Natixis Services in India and strengthen its integration within Natixis’s global processes.

Cécile de Sousa said, “It is with great pleasure that we welcome Luc back to Bangalore to lead our India center of expertise as it celebrates its five-year anniversary. He has been pivotal in setting up this crucial operation, and spearheading technology-driven transformation and process optimization. Luc’s extensive knowledge of our internal processes, coupled with his proven track record in India, positions him perfectly to assume the leadership responsibilities of Natixis Services in India.”

Etienne Huret said, “Luc’s appointment is a key milestone in our commitment to further developing Bangalore as a critical hub for the Groupe BPCE and Natixis businesses. I look forward to working with him closely as we continue to grow synergies between our Portugal and India hubs and collaborate closely with the Group on strategic initiatives.”

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Appointment reinforces the hospital’s commitment to clinical excellence, strategic growth and delivering exceptional patient care.

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ZURICH, SWITZERLAND – Media OutReach Newswire – 1 July 2026 – An iconic Swiss chocolate brand meets one of the world’s most celebrated names in crystal artistry to bring ‘Never Square’ to life. Creating something unexpected, something beautiful, and something that gives back: Toblerone today announces The Ultimate Gift.

Each Toblerone Crystal Bar crafted by Swarovski is exclusively designed and developed using Swarovski’s rich savoir-faire:

For those who prefer to take something home immediately, Toblerone is also launching a limited-edition Ultimate Gift Box adorned with Swarovski crystals, available exclusively in World Travel Retail throughout the campaign period across airports globally.

Crystals on the outside. Unapologetically rich on the inside. The answer, as ever, to the question every traveller eventually asks themselves at the airport: “Where is my Toblerone?”

Hashtag: #Toblerone #Neversquare #CrystalBar #UltimateGift #SwarovskiCrystals

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Queenstown & Wānaka New Zealand (1 July 2026) Queenstown and Wānaka have taken another step onto the global culinary stage, with local restaurants receiving outstanding recognition in the MICHELIN Guide.
 
Five restaurants across the two destinations received coveted MICHELIN Stars, including two stars for Queenstown’s Essence – the only restaurant in New Zealand to receive the prestigious two-star rating.
 
Queenstown restaurants Rātā, Sherwood and Amisfield each received one MICHELIN Star, while Wānaka’s Kika also earned a one-star distinction.
 
A further eight local restaurants were recognised with Bib Gourmand awards for offering exceptional quality at good value. Wānaka’s Paloma Taqueria, Bombay Palace, Francesca and Muttonbird were recognised, along with Queenstown’s Aosta, Sundays, and The Cow.
 
Mat Woods, chief executive of Destination Queenstown and Lake Wānaka Tourism, says the results highlight the region’s growing reputation as a world-class food and wine destination.
 
“To see five restaurants receive MICHELIN Stars, including New Zealand’s only two-star restaurant, is an extraordinary achievement and one the entire region can celebrate.
 
“This is global recognition of the exceptional standard of dining experiences visitors can enjoy in Queenstown and Wānaka. It reflects years of passion, creativity and commitment from some incredibly talented chefs and hospitality teams.
 
“Food and drink have become defining reasons people choose to visit our region. Alongside our spectacular scenery and experiences, our restaurants are helping shape Queenstown and Wānaka’s international reputation as a world-class destination.
 
“From award-winning fine dining through to neighbourhood favourites recognised with Bib Gourmand distinctions, the depth and diversity of our hospitality offering is something we’re incredibly proud of. Congratulations to every restaurant recognised.”

Thirteen restaurants in Queenstown and Wānaka were also included in the official MICHELIN Guide selection.

Backed by Tourism New Zealand, the arrival of the MICHELIN Guide marks the beginning of a new chapter for New Zealand’s international food and wine tourism.

After months of anonymous inspections, 110 establishments in Auckland, Wellington, Christchurch and Queenstown were recognised; 15 with MICHELIN Stars, 35 with a Bib Gourmand, and a further 60 included in the official MICHELIN Guide selection.

The MICHELIN Guide is expected to further raise the country’s global culinary profile, creating new opportunities for destinations such as Queenstown and Wānaka to attract visitors seeking world-class dining experiences.

Local MICHELIN Guide recipients
 
Two MICHELIN Stars
Essence, Queenstown
 
One MICHELIN Star
Amisfield, Queenstown
Kika, Wānaka
Rātā, Queenstown
Sherwood, Queenstown
 
Bib Gourmand
Aosta, Queenstown
Bombay Palace, Wānaka
Francesca, Queenstown
Muttonbird, Queenstown
Paloma Taqueria, Wānaka
Sundays, Queenstown
The Cow, Queenstown
Treehouse, Wānaka.

MIL OSI

Rated AAA on the China national scale by Lianhe and recently ranked 398th on Forbes Global 2000, up from 1007th in 2022 · Milestone marked by a gong ceremony at the Connect Hall, Hong Kong Stock Exchange, on 30 June 2026

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