MIL OSI

MIL OSI

MIL OSI

Source: Media Outreach

• Competition rises as the top risk, reflecting intensifying markets, while workplace safety accountability remains high amid a stricter regulatory environment
• Liquidity and natural catastrophe risks point to growing pressure on financial resilience

SEOUL, SOUTH KOREA – Media OutReach Newswire – 30 June 2026 – Aon plc (NYSE: AON), a leading global professional services firm, today released the findings from South Korea for its 2025 Global Risk Management Survey, revealing that competition, workplace safety accountability and financial pressures are shaping the country’s risk agenda.

The survey, which gathered responses from nearly 3,000 organisations across 63 countries and 16 industries, highlights a risk environment shaped by digital transformation, economic uncertainty, geopolitical pressures and climate exposure.

Competition Tops the Risk Agenda in Korea

According to the survey, “Increasing competition” is the number one risk for organisations in Korea, compared with fifth globally. It also ranks as the top future risk over the next three years. The findings point to pressures in Korea’s market environment, where a relatively concentrated domestic market and high industry density are driving sustained competition.

Half of Korean respondents report financial losses linked to competition, above both the Asia Pacific (APAC) benchmark of 44.1 percent across APAC and global benchmark of 42.8 percent. Despite this impact, only 17.4 percent of Korean organisations report having a formal plan or review in place for competition risk, highlighting an opportunity to strengthen preparedness relative to exposure.

For Korean businesses, competition is no longer just a commercial issue – it is becoming a material driver of financial outcomes, with implications for margin pressure, investment capacity and long-term growth. This dynamic is closely linked to financial resilience, with sustained competition increasing the importance of liquidity and capital allocation decisions as businesses invest to maintain market position.

“Korea’s risk profile shows how structural market pressures are translating into tangible business impact,” said, Terence Williams, head of Commercial Risk for Aon in APAC. “Competition, regulation and financial volatility are converging, increasing the need for more connected risk strategies that link resilience with capital and growth decisions.”

Workplace Safety Accountability Remains a Major Concern

“Workplace accidents” remain among the top risks for Korean organisations, driven by stronger regulatory enforcement and increased accountability for organisations and senior management under the expanded Serious Accidents Punishment Act. Survey responses show that 64.3 percent of Korean organisations have a plan or formal review in place for work injuries, while over half (57.1 percent) are evaluating insurance or risk transfer solutions for this exposure. This suggests that workplace safety is being treated not only as a compliance requirement, but as a material governance and financial priority.

Financial Resilience Is Increasing in Importance

Natural catastrophe and liquidity risks are increasing in importance within Korea’s risk profile. “Weather and natural disasters” rank sixth among current risks, while “cash flow and liquidity risk” returns to the top 10 for the first time since 2019.While Korea is less exposed to large-scale catastrophe events than some APAC markets, recent extreme weather has still resulted in significant economic losses, including wildfires and flooding in 2025.

At the same time, cash flow and liquidity pressures are intensifying amid macroeconomic volatility, trade uncertainty and sustained competitive pressure. Survey data show that 78.6 percent of Korean organisations have a plan or formal review in place for liquidity risk – the highest level of preparedness among all top risks. The findings indicate that liquidity is closely linked to competitiveness, with sustained investment in talent, expansion and technology critical to maintaining market position.

2025 Top Ten Business Risks for Korea

The breadth of risks shaping Korea’s business environment is reflected in the current top ten rankings:

1. Increasing Competition
2. Economic Slowdown/Slow Recovery
3. Business Interruption
4. Work Injuries
5. Property Damage
6. Weather/Natural Disasters
7. Regulatory/Legislative Changes
8. Exchange Rate Fluctuation
9. Cash Flow/Liquidity Risk
10. Cyber Attacks/Data Breach

Future Risks Outlook

The findings suggest that Korean businesses are navigating an increasingly complex risk landscape shaped by both domestic pressures and global disruptions. “Increasing competition” remains the top future risk, while “cyber attacks and data breaches” continue to rise as organisations adapt to evolving operating environments.

Looking ahead, the survey highlights how these risks are expected to evolve as businesses position for growth:

1. Increasing Competition
2. Economic Slowdown/Slow Recovery
3. Work Injuries
4. Regulatory/Legislative Changes
5. Cyber Attacks/Data Breach

A Greater Need for Structured, Data-Led Risk Management

The findings highlight a clear opportunity for Korean organisations to strengthen how risk is measured, managed and linked to strategic decision making. Compared with global peers, adoption of enterprise-wide risk management frameworks and quantitative analysis remains relatively limited. For example, only 22.2 percent of Korean organisations report that they have assessed increasing competition risk, and the same proportion report having developed continuity or risk management plans for it.

Cyber risk appears more mature, with 33.3 percent of organisations having developed continuity plans for cyber exposures.

More broadly, only 25 percent of Korean organisations report using a structured, enterprise-wide process to identify major risks, and just 2.9 percent use quantitative analytics tools to model risk scenarios and insurance strategies.

“The survey highlights a clear opportunity for Korean organisations to strengthen enterprise risk management and analytics capabilities,” said Kevin Kim, CEO of Korea for Aon. “By building stronger internal data, processes and expertise, businesses can move from reacting to risk toward making more confident, forward-looking decisions that support growth and capital efficiency.”

Hashtag: #Aon

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

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

Source: Media Outreach

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

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

Source: New Zealand Government

The Government is moving to protect young children by making it mandatory for new corded blinds sold in New Zealand to meet recognised safety standards, Commerce and Consumer Affairs Minister Cameron Brewer says.

“Since 2008, eight young children have died in New Zealand after becoming entangled in the cords of window coverings. It’s a parent’s worst nightmare, and behind every one of those numbers is a family that lost a child to something preventable. New Zealand families deserve to know the products they buy for their homes are safe,” Mr Brewer says.

“Between 2021 and 2026, three coroners recommended improvements to the safety of corded blinds. 

“That’s why we are making it mandatory for new corded window coverings to meet internationally recognised safety standards, including those used in Australia, Canada, Europe and the United States. It’s a practical, sensible fix that brings us into line with international best practice and makes these products safer for children.”

Once the standards are in place, new corded blinds will need to remove or reduce cord hazards through shorter cords, clearer warning labels, or safety devices supplied with the item so parents can fix loose cords out of a child’s reach.

“Many corded blinds sold here, particularly pre-made products from major retailers, already meet a safety standard. So this targets the higher-risk products that don’t, while keeping compliance costs limited for businesses already doing the right thing,” Mr Brewer says.

“New standards only apply to new products, so for the blinds already in homes, awareness matters just as much. I’d urge any parent with corded window coverings to visit MBIE’s Product Safety website for advice on replacing them or keeping cords out of reach.

“As a parent myself, I want every mum and dad to have confidence that their home is a safe place for their kids. No family should lose a child to something this preventable, and putting these standards in place is the right thing to do.”

Original source: https://nz.mil-osi.com/2026/06/30/corded-blinds-to-be-made-safer-for-children/

Source: Eastern Institute of Technology

2 minutes ago

Three new courses have been added to EIT’s joint winemaking programme with China’s Qilu University of Technology (QLUT), as the partnership marked its eighth graduation in Jinan.

EIT Chief Executive Lucy Laitinen attended the June 16 graduation ceremony during her first visit to the QLUT campus. She also signed an addendum to the partnership agreement, adding Academic Wine English, Wine Industry Sustainability, and Global Wine Business and Marketing to the curriculum EIT delivers in China.

The EIT School of Viticulture and Wine Science has worked with QLUT since 2015, with EIT staff beginning to teach in China in 2017. Students in the programme are taught a range of wine science courses by EIT staff as part of their Chinese degree.

Seventy students graduated from QLUT’s Bachelor of Brewing Engineering (Wine Science) at the latest ceremony.

The programme enables students to complete the QLUT degree in China before becoming eligible to travel to New Zealand and, with a further two years of study at EIT’s Hawke’s Bay campus in Taradale, complete EIT’s Bachelor of Wine Science, graduating with a double degree.

During the visit, Lucy met with QLUT Party Committee Secretary Yantao Wu and QLUT President Duan Peiyong and took part in a Joint Management Committee meeting.

Lucy said the visit reinforced both the strength of the relationship between EIT and QLUT and the value of the programme.

“It was a privilege to visit QLUT, celebrate the achievements of the latest graduating cohort and formalise changes that will support the continued growth of the programme,” she said.

“The warmth and manaakitanga shown by our hosts was deeply felt. The visit reinforced the value of the partnership and the contribution EIT makes through the quality of its teaching and the way it connects with learners and communities.”

Executive Dean of Commerce and Technology John West said the relationship with QLUT provides opportunities for EIT staff to engage with the local wine industry in China.

“This enhances the Hawke’s Bay Great Wine Capital status in working with the Yantai wine region, which has an associate status with the Great Wine Capitals of the world. As a result, students studying at EIT benefit through wider international perspectives in wine production.”

Original source: https://nz.mil-osi.com/2026/06/30/new-courses-added-to-eits-joint-winemaking-degree-in-china/

Source: New Zealand Police

Attribute to Detective Nicholas Moorhouse: 

Police investigating a burglary in Hastings early Monday morning, are appealing to the public for information. 

Around 4am yesterday [29 June], Police were called to a business on Heretaunga Street East after multiple security alarms had been triggered at the store. 

Police responded immediately – no one was located on the premises; however, it was quickly established that a vehicle had been used to force the front door open and to smash the display windows on either side. 

Enquiries are ongoing to identify those involved and Police are asking for anyone with information on the incident to please get in touch. 

We are also seeking to locate a stolen grey/silver coloured Mazda CX-5 [pictured]. 

Anyone with information on this incident, the vehicle, or who was involved, is urged to contact 105 – either online or over the phone – and reference file number 260629/7431. 

Information can also be provided anonymously through Crime Stoppers on 0800 555 111. 

ENDS

Original source: https://nz.mil-osi.com/2026/06/30/appeal-for-information-following-burglary-hastings/

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 30 June 2026 – The Hong Kong public relations industry has a renewed sense of optimism, driven by the revival of the IPO market and expanding opportunities in technology and travel, according to the results of the 2026 PRHK Benchmark Survey. While agency leaders rated the 2025 business environment as a muted 2.50 out of 5, sentiment for 2026 climbed significantly to 3.08 out of 5.

Some key findings:

• The “GBA Paradox”: While there is a lot of talk about the Greater Bay Area’s promise, an overwhelming 73.3% of Hong Kong PR agencies currently generate no revenue at all from the GBA. The Hong Kong government’s recent launch of the GoGlobal connect platform, which can also connect agencies to Chinese companies, is one example of an opportunity to redress the situation.
• AI Adoption Gap: The PR sector has moved quickly to adopt AI: 81.3% of agencies now use ChatGPT, but 75% of agency leaders still flag AI as a top industry issue, struggling to bridge the gap between experimenting with tools and building disciplined, enterprise-wide operational workflows.
• Culture Trumps Cash: Defying the “revolving door” stereotype of agency life, the industry boasts a remarkably healthy median retention rate of 84.5%. When asked what keeps talent from leaving, 87.5% of leaders cited company culture as their number-one retention driver, completely eclipsing base compensation (43.8%).

Produced by Public Relations Hong Kong (PRHK) in collaboration with the Centre for Communication and Public Opinion Survey at The Chinese University of Hong Kong, the report captures an industry successfully navigating structural challenges while keeping a firm eye on renewed growth.

Financial Services, Tech, and Tourism Lead Growth
When forecasting growth for the next 12 months, 75.0% of agency leaders identified financial services, specifically banking, insurance, and fintech, as the sector with the most potential. This optimism is largely fueled by the anticipated revival of Hong Kong’s IPO market, which is expected to generate significant communications mandates. Technology and travel/tourism tied for second, each cited by 56.3% of respondents as key growth drivers for the year ahead.

Penn Leung, Chairperson of PRHK, noted: “The Hong Kong PR industry is demonstrating remarkable resilience. While budget pressures and talent challenges remain, our agencies are adapting and showing a renewed sense of cautious optimism for 2026. The expected return of financial market activity and the structural expansion of tech and tourism prove that strategic communications counsel is more relevant than ever.”

Budget Pressures and the Threat of Fee Discounting
Pricing and client budgets remain the industry’s most pressing vulnerabilities. An overwhelming 81.3% of agency leaders cited shrinking client budgets as their number-one challenge for the coming year. Consequently, 68.8% of Hong Kong PR agencies admitted to discounting their professional fees in the last financial year to win assignments. The report warns that discounting at this scale carries compounding consequences, pushing down market fees and threatening the perceived value of strategic PR as a premium service.

David Ketchum, Research Chair of PRHK, commented: “The data reveals critical insights that agency leaders must address head-on. The disparity between ambitions in the Greater Bay Area and actual revenue generation is stark. Furthermore, the prevalence of fee discounting poses a structural threat to our industry. Agencies that will thrive in 2026 are those that firmly defend their value and operationalize new technologies to enhance their consulting-led strategies.”

Download the full 2026 PRHK Benchmark Report HERE
Download the Summary Infographic HERE

Hashtag: #PRHK

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

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

Source: New Zealand Government

Mental Health Minister Matt Doocey has today announced the remaining six locations for new mental health co-response teams, marking another step in the Government’s rollout of a better crisis response for New Zealanders experiencing mental distress. 

“We’re transforming the way emergency services respond to people in mental distress by ensuring more New Zealanders receive a mental health response, rather than a criminal justice response when they call 111,” Mr Doocey says.

“It is utterly unacceptable that for too long, when a concerned mum, dad, friend or colleague calls 111 looking for a mental health response, they have received a criminal justice response. This Government is changing that because New Zealanders deserve better. 

“Already we’ve announced new co-response teams in Auckland, Counties Manukau, Bay of Plenty and Canterbury, with positive results already coming through from the first tranche. Today, I can confirm Northland, Lakes, Hawke’s Bay, MidCentral, Whanganui, and Nelson Marlborough will be the next districts to get the new teams. 

“Budget 2025 funded ten new co-response teams, tripling the number available across the country. Before this investment, there were just five teams; when the rollout is complete, there will be fifteen. That’s a significant expansion that will ensure more New Zealanders can access the right support. 

“What’s particularly important about this next phase is that many of these locations will serve our rural communities. We know people living in rural New Zealand can face additional barriers to accessing support, whether that’s longer travel distances or more limited access to the range of mental health services available in urban areas. 

“These communities know what works best for them. The new Co-Response Teams will be designed to meet the unique needs of the locations. Health and Police will work together to tailor their approach for the district and community. 

“These locations were selected based on demand and need, using data including emergency department presentations, crisis contacts, engagement with specialist mental health services and suicide statistics. 

“We want this additional resource going where it’s needed most and will make the biggest impact, because at the end of the day, location should never be a barrier. Whether someone lives in a major city or a rural town, they deserve faster access to the right support. 

“We are tripling the number of co-response teams, which is a stark contrast to the previous Labour Government, which cut funding in 2018 after National had allocated it for these teams. 

“Despite having the Wellington co-response evaluation that found there was a reduction in the use of powers under the Mental Health Act, fewer people needed to go to an emergency department or police station, and the level of wraparound support increased. They were slow to act.

“While I wish that hadn’t happened, and more New Zealanders were already receiving the response they deserve, I’m pleased this Government is taking action to ensure people get the support they need. Already we are seeing them make a big difference.”

Notes to editor:
•    Budget 2025 includes $28 million to establish ten new mental health co response teams across New Zealand and increase crisis helpline capacity.
•    Implementation planning for the six newly announced locations will now begin. Timeframes for each team will be confirmed as planning progresses.

Original source: https://nz.mil-osi.com/2026/06/30/six-co-response-team-locations-announced/

Source: New Zealand Government

The Government has delivered on its commitment to crack down on boy racers, fleeing drivers, and other antisocial road users, with Parliament passing the Antisocial Road Use Legislation Amendment Bill, Transport Minister Chris Bishop and Police Minister Mark Mitchell say.

“At present, the consequences for antisocial driving behaviour have not been strong enough to deter this appalling behaviour. Communities across New Zealand have been forced to put up with illegal street racing, burnouts, fleeing drivers, intimidating convoys, disorderly dirt bike gatherings and siren battles for far too long,” Mr Bishop says.

“New Zealanders have had enough. These activities put participants, bystanders and Police at risk, disrupt neighbourhoods, and create fear and frustration for law-abiding Kiwis. This law sends a very clear message: if you use our roads to intimidate or endanger communities, there will be serious consequences.”

The new offences and penalties include:

Establishing a presumptive sentence of vehicle destruction or forfeiture for those that flee Police, street racers, intimidating convoys, and owners who fail to identify offending drivers
Giving Police more powers to manage antisocial vehicle gatherings by closing roads or public areas and issuing infringements
Increasing the infringement fee for making excessive noise from or within a vehicle from $50 to $300

“These changes mean convicted fleeing drivers, street racers, and people participating in intimidating convoys can expect to lose their vehicles through destruction or forfeiture, unless limited exceptions apply,” Mr Bishop says.

“The legislation also ensures penalties for excessive vehicle noise better reflect the impact this behaviour has on communities.”

Minister Mitchell says the new law gives Police stronger tools to respond to antisocial road use and protect communities.

“For too long, the consequences haven’t matched the harm being caused. This law backs Police with the powers they need to manage antisocial vehicle gatherings and ensure repeat offenders face meaningful consequences,” Mr Mitchell says.

“People have had enough of this dangerous, obnoxious behaviour. Excessive noise, siren battles, illegal street racing and fleeing Police is not harmless fun. It is intimidating, disruptive, and places people at risk.

“Antisocial road use has no place in New Zealand. Our message is clear: if you choose to engage in this behaviour, expect serious and lasting consequences.”

The Bill was recommended for passage by the Justice Committee following public submissions from councils, community groups, businesses and individuals.

Importantly, the legislation includes safeguards to ensure penalties remain fair and proportionate, and does not target lawful car enthusiasts or legal motorsport events.

“This law is tightly focused on illegal behaviour,” Mr Bishop says.

“Our message is simple: if you want to drive dangerously and intimidate communities, face the consequences.”

Notes to editor: 

Most changes will come into effect in six-months’ time. This transition period allows for changes to be circulated with frontline staff and for judiciary and legal stakeholders to be able to the operationalise changes.

Original source: https://nz.mil-osi.com/2026/06/30/bill-passed-to-tackle-antisocial-road-users/

MIL OSI

MIL OSI

Source: New Zealand Government

New Zealand is backing Pacific nations’ fisheries through increased funding and support to drive innovation and help generate higher returns on tuna, Foreign Minister Winston Peters and Oceans and Fisheries Minister Shane Jones say.

“The Pacific region supplies more than half of the world’s traded tuna. However, the countries in whose waters most tuna are caught do not always get a fair return on that catch,” Mr Peters says.

“Backing the Pacific-based fish processors who link coastal communities to the global marketplace is one way New Zealand can help change that.”

Mr Jones spoke at the opening of the 25th Forum Fisheries Committee Ministerial Meeting at Parliament this evening where he announced a funding boost for the Forum Fisheries Agency (FFA).

“This increased support from New Zealand will help the FFA combat illegal, unreported and unregulated (IUU) fishing, build capacity across member countries, and ensure the long-term sustainability and integrity of the region’s fisheries resources,” Mr Jones says.

The FFA will also be supported to drive the Pacific Islands Tuna Ventures programme (PITVP) which is focused on “value-add” opportunities for tuna fisheries.

“New Zealand’s funding, science, technical expertise and management know-how can help deliver better returns to Pacific fishers and their families,” Mr Peters says. 

“One way to secure the future success of the sector is by helping businesses diversify production to capture higher returns from each tonne of tuna. This is the focus of the New Zealand-supported PITVP.”

The programme has already had success with projects turning previously wasted tuna by-products into pet food, fertiliser and high-value food products.

Pacific fisheries ministers are meeting in Wellington this week for the annual Forum Fisheries Committee Ministerial Meeting and the Regional Fisheries Ministerial Meeting. It is the first time in 18 years New Zealand has hosted these meetings.

Mr Jones, who is chairing the ministerial meeting, says the funding highlights New Zealand’s commitment to the Forum Fisheries Agency (FFA) as the key Pacific Island regional fisheries institution. 

“As with New Zealand, fisheries provide significant income for many Pacific nations and are critical for their domestic food security.

“Fisheries span many marine boundaries and the tuna range widely, so managing them effectively and keeping their stocks healthy is a regional effort. This is why our support for the FFA is essential and why coming together in these meetings is important,” Mr Jones says.

Original source: https://nz.mil-osi.com/2026/06/30/further-new-zealand-support-for-pacific-fisheries/

Source: New Zealand Government

Courts are set to receive a double boost, with two Bills introduced today to expand the role of Community Magistrates and modernise remote participation, says Courts and Associate Justice Minister Nicole McKee.

“Too many people are spending too long caught in the court system, and victims should not have to wait a year or more to see a case resolved,” says Mrs McKee.

“The Community Magistrates Legislation Amendment Bill will free up more than five full-time judges by allowing Community Magistrates to deal with more straightforward matters from start to finish.

“Community Magistrates already play an important role in the District Court. Expanding their jurisdiction will make better use of their skills, improve timeliness, and will mean District Court judges can spend more time on the serious and complex cases that need their attention.

“It is a practical, common-sense reform that gets better value out of the court system and helps cases move faster.”

The Community Magistrates Legislation Amendment Bill will enable Community Magistrates to:

• take guilty pleas for all cases except those tried in the High Court, such as murder and manslaughter;
• preside over trials and determine guilt for offences with a maximum penalty of a fine, community-based sentence, or up to three months’ imprisonment;
• order pre-sentencing reports for offences being referred to a District Court judge for sentencing;
• make a greater range of bail decisions where the defendant has pleaded guilty before a Community Magistrate; and
• make a greater range of administrative decisions, including transferring trials from one District Court to another and hearing unopposed limited driver licence applications.

Budget 2025 provided funding for three additional Community Magistrates and extra training to support them in their work. Judge Moses has also recently been appointed as the first Chief Community Magistrate, providing judicial oversight and recognising the growing importance of Community Magistrates to the courts system.

The Government is also introducing the Courts Remote Participation Bill, which will modernise the law for using remote technology in court cases.

“Remote participation is not appropriate for every hearing, but where it saves time, reduces cost, and avoids unnecessary disruption, the law should enable it,” says Mrs McKee.

“The current framework is outdated. This Bill will replace the Courts (Remote Participation) Act 2010 with a new enabling framework that gives the courts clearer rules and more consistency.

“The Bill will allow new Court Rules to set defaults or presumptions about which events should be held in person and which can be held remotely. This will give greater certainty to defendants, victims, lawyers, judges, court staff, and justice sector agencies.

“Judges and Registrars will still retain discretion to depart from those defaults after considering the criteria in the Act. This is about creating a clearer starting point, not removing judicial judgment.

“These reforms build on the Government’s wider work to improve court performance, including the Judicature (Timeliness) Legislation Amendment Act passed last year, which provided for more judges and updated procedures that were slowing the system down.

“While there’s still more work to do, significant progress has been made in improving timely justice in the District Court. The criminal backlog has seen a 28 percent decrease since February 2024, the equivalent of more than 1,500 fewer victims waiting for justice.

“In the same period, the proportion of cases disposed of within timely justice thresholds has increased from 81% to 85%. More than 58,000 victims have experienced more timely access to justice over that period as a result.”

Notes to editors – Courts Remote Participation Bill

• The Ministry of Justice and the Judiciary are working together to develop the Court Rules, which are expected to draw on the default settings in existing judicial protocols for remote participation.
• To help people understand how the Bill and Court Rules will work together, a Summary Document on the Court Rules will be made available on the Ministry of Justice website while the Bill is before Select Committee.

Original source: https://nz.mil-osi.com/2026/06/30/five-judges-for-the-price-of-none/

Source: New Zealand Government

Mental Health Minister Matt Doocey has today announced the remaining six locations for new mental health co-response teams, marking another step in the Government’s rollout of a better crisis response for New Zealanders experiencing mental distress. 

“We’re transforming the way emergency services respond to people in mental distress by ensuring more New Zealanders receive a mental health response, rather than a criminal justice response when they call 111,” Mr Doocey says.

“It is utterly unacceptable that for too long, when a concerned mum, dad, friend or colleague calls 111 looking for a mental health response, they have received a criminal justice response. This Government is changing that because New Zealanders deserve better. 

“Already we’ve announced new co-response teams in Auckland, Counties Manukau, Bay of Plenty and Canterbury, with positive results already coming through from the first tranche. Today, I can confirm Northland, Lakes, Hawke’s Bay, MidCentral, Whanganui, and Nelson Marlborough will be the next districts to get the new teams. 

“Budget 2025 funded ten new co-response teams, tripling the number available across the country. Before this investment, there were just five teams; when the rollout is complete, there will be fifteen. That’s a significant expansion that will ensure more New Zealanders can access the right support. 

“What’s particularly important about this next phase is that many of these locations will serve our rural communities. We know people living in rural New Zealand can face additional barriers to accessing support, whether that’s longer travel distances or more limited access to the range of mental health services available in urban areas. 

“These communities know what works best for them. The new Co-Response Teams will be designed to meet the unique needs of the locations. Health and Police will work together to tailor their approach for the district and community. 

“These locations were selected based on demand and need, using data including emergency department presentations, crisis contacts, engagement with specialist mental health services and suicide statistics. 

“We want this additional resource going where it’s needed most and will make the biggest impact, because at the end of the day, location should never be a barrier. Whether someone lives in a major city or a rural town, they deserve faster access to the right support. 

“We are tripling the number of co-response teams, which is a stark contrast to the previous Labour Government, which cut funding in 2018 after National had allocated it for these teams. 

“Despite having the Wellington co-response evaluation that found there was a reduction in the use of powers under the Mental Health Act, fewer people needed to go to an emergency department or police station, and the level of wraparound support increased. They were slow to act.

“While I wish that hadn’t happened, and more New Zealanders were already receiving the response they deserve, I’m pleased this Government is taking action to ensure people get the support they need. Already we are seeing them make a big difference.”

Notes to editor:
•    Budget 2025 includes $28 million to establish ten new mental health co response teams across New Zealand and increase crisis helpline capacity.
•    Implementation planning for the six newly announced locations will now begin. Timeframes for each team will be confirmed as planning progresses.

Original source: https://nz.mil-osi.com/2026/06/30/six-co-response-team-locations-announced/

Source: New Zealand Government

University researchers will benefit from a $40.68 million boost in Government support to help commercialise their innovations, alongside new Intellectual Property (IP) rules taking effect from 1 July, Science, Technology and Innovation Minister Penny Simmonds says. 

“The new national Intellectual Property Management Policy for publicly funded research will unlock the commercial potential of New Zealand’s world-class research, accelerate economic growth and deliver real benefits for Kiwis.

“These changes put researchers in the driver’s seat, giving them greater control over their inventions and stronger incentives to turn great ideas into global opportunities.

“From breakthrough medical treatments to low-emissions agriculture and high-tech industries, this uniquely New Zealand approach will help get discoveries to market sooner, create high-value jobs and strengthen our economy.”

The Government is increasing funding for university research commercialisation through enhancements to the Commercialisation Partner Network programme. Universities will be required to co-invest alongside Government, increasing overall investment into research commercialisation.

New Commercialisation Engagement Guidelines, developed in partnership with the sector, will also support researchers, universities, and industry partners to work more effectively as ideas move towards market.

“We are working closely with universities and research organisations to ensure researchers have the practical support they need to turn great ideas into real-world impact,” Ms Simmonds says. 

“That includes building commercialisation skills, identifying opportunities earlier, and connecting researchers with the expertise they need to develop viable ventures.

“The new support is also designed to strengthen collaboration across universities, making it easier to share expertise and back the most promising ideas, wherever they emerge.”

“With a stronger focus on early-stage ideas, this investment will help build a deeper pipeline of investable research and support more inventions to become start-ups, products and services.”

The initiative will begin with a pilot in 2026/27, ahead of a full investment round from 1 July 2027. The funding sits alongside broader changes to support science-led start-ups as part of the Government’s work to transform New Zealand’s science, innovation and technology system. 

Following discussions with universities, PROs, and others, the Government has updated the Intellectual Property Management Policy to assist with its implementation. The final Intellectual Property Management Policy and newly developed Commercialisation Engagement Guidelines are available on the MBIE website https://www.mbie.govt.nz/science-and-technology/science-and-innovation/refocusing-the-science-innovation-and-technology-system/research-commercialisation 

The science start-up initiatives receiving Government funding are:

• University research commercialisation – an additional $40.68 million over three years from 1 July 2026, delivered through the Commercialisation Partner Network programme
• Founder and Start-up Support Programme (FSSP) – an additional $1.4 million annually for four years from 1 July 2026 to enable it to offer a dedicated deep-tech incubation programme alongside its existing programmes, taking total annual funding to $4.1 million
• New Zealand Institute of Advanced Technology (NZIAT) – an additional $1.4 million annually for four years from 1 July 2027 to expand the HealthTech Activator model into other advanced technology areas.

Original source: https://nz.mil-osi.com/2026/06/30/40-7m-boost-backs-university-research-from-lab-to-market/

Source: New Zealand Government

Associate Health Minister David Seymour welcomes Pharmac’s proposal to widen access to Rosuvastatin based on clinical need. 

“Improving access to medicines in New Zealand is important to patients and their families. That’s why it has been a focus for this Government,” Mr Seymour says.

Pharmac will widen access to Rosuvastatin from 1 October 2026 by removing all eligibility criteria, including ethnicity criteria. It will remain a prescription only medicine, so clinicians will decide who needs it. 

“Rosuvastatin lowers cholesterol and reduces the risk of heart attacks and strokes in people with high cholesterol. Clinicians are best placed to determine who needs Rosuvastatin. If a clinician thinks a patient would benefit from this medicine, they should be able to prescribe it to them, regardless of their ethnicity,” Mr Seymour says. 

“Supporting earlier and more effective management of high cholesterol for everyone will reduce avoidable hospital admissions and improve health outcomes.

“Around 76,000 New Zealanders currently use rosuvastatin each year. We estimate that once we change the eligibility criteria about 81,000 more people would access it in the first year, growing to about 108,000 more people over five years. People already receiving these medicines will not be affected by the proposed changes. 

“Pharmac can afford to pay for this through their 2025/26 Annual Tender. The annual tender helps Pharmac manage how much New Zealand spends on medicines by reducing the cost of those we already fund. Annual tender changes allow Pharmac to free up between $30 million and $50 million to spend on new medicines annually.

“Pharmac heard through previous funding decisions, consultations, and engagement with health professionals and consumers that there is strong support for today’s decision. Because Pharmac already knew there is strong support for this decision, they didn’t want to waste time on further consultation. It’s great to see Pharmac move swiftly with this decision. The sooner people can access this medicine, the better.

“We’re making the system work better for the people it serves. When people can access their medicines easily, they stay healthier for longer. It also reduces pressure on other parts of the health system.”

A person is currently eligible for treatment with Rosuvastatin: 

• if they are considered at risk of cardiovascular disease and are Māori or Pacific; or 
• if they have a 15% or higher chance of having a heart attack over the next five years, and their cholesterol is above a certain level after trying other funded statin medications; or
• if they have established cardiovascular disease, and their cholesterol is above a certain level after trying other funded statin medications; or 
• if they have a genetic disease that causes them to have high cholesterol, and their cholesterol is above a certain level after trying other funded statin medications. 

Original source: https://nz.mil-osi.com/2026/06/30/pharmac-widens-access-to-medicine-for-high-cholesterol-for-everyone/

Source: New Zealand Government

The Government is moving to protect young children by making it mandatory for new corded blinds sold in New Zealand to meet recognised safety standards, Commerce and Consumer Affairs Minister Cameron Brewer says.

“Since 2008, eight young children have died in New Zealand after becoming entangled in the cords of window coverings. It’s a parent’s worst nightmare, and behind every one of those numbers is a family that lost a child to something preventable. New Zealand families deserve to know the products they buy for their homes are safe,” Mr Brewer says.

“Between 2021 and 2026, three coroners recommended improvements to the safety of corded blinds. 

“That’s why we are making it mandatory for new corded window coverings to meet internationally recognised safety standards, including those used in Australia, Canada, Europe and the United States. It’s a practical, sensible fix that brings us into line with international best practice and makes these products safer for children.”

Once the standards are in place, new corded blinds will need to remove or reduce cord hazards through shorter cords, clearer warning labels, or safety devices supplied with the item so parents can fix loose cords out of a child’s reach.

“Many corded blinds sold here, particularly pre-made products from major retailers, already meet a safety standard. So this targets the higher-risk products that don’t, while keeping compliance costs limited for businesses already doing the right thing,” Mr Brewer says.

“New standards only apply to new products, so for the blinds already in homes, awareness matters just as much. I’d urge any parent with corded window coverings to visit MBIE’s Product Safety website for advice on replacing them or keeping cords out of reach.

“As a parent myself, I want every mum and dad to have confidence that their home is a safe place for their kids. No family should lose a child to something this preventable, and putting these standards in place is the right thing to do.”

Original source: https://nz.mil-osi.com/2026/06/30/corded-blinds-to-be-made-safer-for-children/

Source: New Zealand Government

Infrastructure Minister Chris Bishop has today announced the reappointment of Deputy Chair Sue Tindal and the appointment of new director Natasha Possenniskie to the New Zealand Infrastructure Commission board.

“Sue Tindal’s extensive financial and governance experience, combined with her proven track record in delivering large-scale infrastructure projects, will continue to provide invaluable strategic oversight to the Commission,” Mr Bishop says.

“Her institutional knowledge will be critical as the Commission takes on its new mandate of providing infrastructure investment and project assurance.

“Natasha Possenniskie brings over 25 years of experience in infrastructure planning, delivery, and assurance.

“Her leadership in modernising construction standards and managing large-scale infrastructure portfolios will strengthen the Board’s ability to assess high-priority proposals and ensure robust investment and project assurance processes. 

“These appointments reflect the Government’s commitment to ensuring the Commission has the leadership and expertise required to deliver on its expanded mandate and improve infrastructure outcomes for New Zealand.” 

Notes to editor: 

BIOs 

Sue Tindal

Suzanne is the Deputy Chair and Chair of the Risk and Assurance Committee of the New Zealand Infrastructure Commission. She is a Fellow of the Certified Practising Accountants of Australia, a Chartered Fellow of the New Zealand Institute of Directors, a Member, Australian Institute of Company Directors,  and is also the Chair of KiwiRail. Sue has extensive senior executive and governance experience across financial services, ICT, energy, global freight and logistics, central and local government sectors spanning domestic and international markets. Before moving into governance, Sue held executive roles as Group Chief Financial Officer of Auckland Council, Director of Consultancy at PwC, Executive Director of the Commonwealth Bank of Australia and Chief Operating Officer of Westpac Asia.

Natasha Possenniskie

Natasha Possenniskie is a highly experienced leader in New Zealand’s construction and infrastructure sectors, with over 25 years of expertise spanning operational management, risk assessment, procurement, and delivery of large-scale projects. As Director of Urban Outcomes Limited, Natasha has contributed to major initiatives such as the NZ International Convention Centre and Auckland Airport’s Domestic Jet Terminal. She has held governance roles in public and private organisations, including Quotable Value Limited, Te Toi Mahana, and Building Institute Aotearoa. Natasha holds a Bachelor of Construction (Quantity Surveying) from Massey University and professional memberships with the Institute of Directors, Royal Institute of Chartered Surveyors, and Building Institute Aotearoa. 

Original source: https://nz.mil-osi.com/2026/06/30/appointments-to-the-infrastructure-commission/

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 29 June 2026 – As the Hainan Free Trade Port (FTP) marked the six-month milestone since the launch of its full special customs operations, a Hainan provincial delegation wrapped up a three-day visit to Hong Kong. During the visit, the delegation signed deepened cooperation agreements with several major local chambers of commerce and promoted the latest policies introduced since the island-wide special customs operations took effect.

According to data released by Hainan Province during the visit, Hainan’s foreign trade has surged since the launch of special customs operations. As of June 17, the province’s total goods imports and exports reached RMB 173.98 billion (approximately US$24 billion), up 54.6% year on year. Imports of zero-tariff goods hit RMB 2.645 billion, a 120% jump that generated tariff savings of RMB 440 million. A total of 172,100 new market entities were registered—a 61% increase—including 1,240 foreign-invested enterprises. Zero-tariff items now account for 74% of all tariff lines, benefiting more than 12,000 market entities.

During the Hong Kong visit, China Council for the Promotion of International Trade Hainan Provincial Committee (CCPIT Hainan) signed separate deepened cooperation MOUs with the Chinese General Chamber of Commerce, Hong Kong and the Hong Kong General Chamber of Commerce. Under the MOUs, the parties will establish a regular liaison mechanism for the periodic exchange of economic and trade information, and will promote collaboration in areas including professional services, green finance, the digital economy, supply chain management, and cultural tourism. Mutual enterprise service desks will be set up to provide consulting services regarding policies and projects. The parties will leverage their complementary strengths to help Chinese mainland enterprises access overseas markets via Hong Kong, while facilitating Hong Kong companies’ entry into the Chinese mainland through Hainan.

The delegation also held talks with the British Chamber of Commerce in Hong Kong and the American Chamber of Commerce in Hong Kong, exploring ways for British and American businesses to leverage Hainan’s value-added processing tariff exemptions and multifunctional free trade accounts to position themselves in regional supply chains and cross-border investment and financing. HSBC, De Beers, and other British firms are already active in Hainan, and the UK served as the Guest of Honor country at the 2025 China International Consumer Products Expo.

According to industry analysts, amid the shifting international trade landscape, Hainan is leveraging Hong Kong’s “super-connector” role to accelerate its integration with global capital and business networks, while simultaneously offering the Hong Kong business community a policy testing ground for entering the Chinese mainland market.

Hashtag: #CPITHainan

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

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

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 29 June 2026 – Space Economy Association (Hong Kong) Ltd, or “SEA”, officially formed in the midst of the space economy boom. It is an independent membership-based non-government organisation dedicated to connecting and facilitating space-related industries, businesses, investors, educators, experts, and governments worldwide in their pursuit for businesses and technology in commercial space. SEA helps establish Hong Kong as a super-connector hub in the international space ecosystem by capitalising on our professional services, led by finance.

The new renaissance is in the space economy. The US$630 billion global space economy is set to triple to US$1.8 trillion^[1] by 2035. With launch costs dropping 10-fold in the last 20 years, private and public sectors will soar with all humanity set to benefit. Space economy is ubiquitous and creating value beyond rocketry and satellites, everyone will flourish as the space economy grows 9% per annum. China is the world’s second largest player in space, highlighting it as one of the four emerging strategic industries in its 15th National Five-Year Plan. Its commercial space sector has already launched 81 rockets and 336 satellites into orbit, with over 100 space start-ups and companies raising around US$6.5 billion. Hong Kong, as a key international financial centre practicing Common Law with international arbitration system and robust insurance, data and intellectual property protection capabilities, uniquely stands to serve China and other countries to pursue capital, business, technology and talent in commercial space.

“From Hong Kong’s perspective, the NewSpace economy is not simply about rockets or satellites; it is about the commercial possibilities they create for our professional services community. As the nation advances its aerospace ambitions, Hong Kong’s strengths in finance, insurance, law and related fields equip the city to support activities ranging from project financing and initial public offerings to risk management and crossborder transactions. Our bankers, insurers, accountants and lawyers are ideally positioned to help turn space initiatives into viable enterprises — and to participate directly in the value they generate.” said the Honourable Bernard Charnwut Chan, GBM, GBS, JP. Patron of SEA.

“Hong Kong’s top-class professional services would facilitate the processes from research and innovation to startup, scale-up and successful space business. Besides a hub for IPOs, Hong Kong offers funding from seed and angel, to private equity, venture capital, mergers and acquisitions, in debt, equity, and lease financing. This space economy would contribute plentiful job and business opportunities to become a key pillar of Hong Kong in terms of economy and quality opportunities for our young generation,” said Professor Richard Leung, Chairman of SEA. “SEA’s global network of partners grows beyond Asia, North America and Europe to include the UNOOSA ecosystem. SEA is a platform that empowers astropreneurs to launch towards humanity’s collective space dream.”

SEA is governed by a Board of 19 members and supported by nine committees. SEA is also strongly supported by a Patron and five Fellows who share the vision to position Hong Kong as a leading hub in the international space economy. The Honourable Bernard Charnwut Chan, GBM, GBS, JP is SEA’s Patron with Fellows Dr. Anthony Neoh, KC, SC, JP, Chairman, Asian Academy of International Law, Prof. Jin-Guang Teng, BBS, JP, President, The Hong Kong Polytechnic University, Mr. Jimmy Tsang, General Manager, Goldlion, Mr. Roger Tong, Chief Executive Officer, AsiaSat, and Prof. Gregg Li, Adjunct Professor at the Laboratory for Space Research, The University of Hong Kong.

As this new economy requires education first, SEA began as the Orion Astropreneur Space Academy or OASA, with an aim to herald and teach this new economy. OASA was formed in 2020 to accelerate the awakening of young executives and professionals through action-learning and Artificial Intelligence, preparing them for the NewSpace economy. OASA has made important strides in advancing NewSpace awareness, talent development, and ecosystem building. It has engaged more than 200,000 visits, worked with over 50 partner organisations, and organised more than 60 courses and activities. As OASA evolves into SEA, the OASA remains the brand for school development programmes and youth-focused education.

SEA membership is a community of 100 co-founders, 150+ active members, 250+ student members, and 40+ industry partners shaping the future of NewSpace in the Greater Bay Area. Members connect with leading innovators, world-class institutions, global mentors, and industry leaders at the forefront of the commercial space. SEA provides a trusted platform for dialogue, collaboration, and engagement through events and direct connections. Members can access closed-door industry dialogues, international delegations, early opportunities for partnerships, and connect with an internationally respected network.

SEA’s membership framework has full, associate, and fellow membership options to serve this diverse community. All members benefit from preferential event rates, networking opportunities, curated market intelligence, professional development, and selected business support services. Full Members enjoy governance rights at general meetings, while higher-tier and charter members receive additional recognition and priority access.

Hashtag: #SpaceEconomyAssociation #SEA

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

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

MIL OSI

Source: New Zealand Police

A series of search warrants has been executed in Auckland, Christchurch, and Melbourne, Australia in relation to a joint law enforcement investigation into suspected breaches of the Russia Sanctions Act 2022 and Australian autonomous sanctions. 

Following a referral from the Ministry of Foreign Affairs and Trade (MFAT), a joint Police and Customs investigation began in New Zealand in December 2025 into the activities of three companies suspected of committing offences under the Act. 

The offending under investigation relates to the alleged export of prohibited assets, which is an offence under regulation 13 of the Russia Sanctions Regulations 2022.  

Following a referral from New Zealand Customs Service, Australian Border Force (ABF) commenced its own enquiries into the alleged unlawful export of sanctioned goods from Australia which imposes autonomous sanctions in relation to Russia. 

After search warrants were executed on Monday 22 June in Auckland and Christchurch, Police carried out further search warrants in Christchurch last Friday. 

Those warrants were executed in coordination with warrants carried out in Melbourne by Australian Border Force and Australian Federal Police with support from the Australian Sanctions Office (DFAT). 

In addition to the criminal investigation, the Financial Crime Group’s Asset Recovery Unit has obtained a restraining order under the Criminal Proceeds Recovery Act 2009 for a residential property in Christchurch. 

Detective Inspector Christiaan Barnard of the New Zealand Police Financial Crime Group says Police are reminding businesses that compliance with all sanctions, including those under the Russia Sanctions Act, is a legal requirement. 

“All New Zealand companies must understand their obligations, assess potential exposure to sanctioned activities, and implement robust due diligence processes to ensure they do not unlawfully export or deal in prohibited assets,” he says. 

“Resources and guidance are available on the websites for Police, Customs, and MFAT. While much of this guidance is directed at duty holders, it is also useful for all businesses to better understand the risks.” 

ABF Inspector Jessica Frezza says that as Australia’s frontline border agency, the ABF remains committed to facilitating legitimate trade, implementing a dedicated end-to-end sanctions enforcement function.  

“The ABF works closely with domestic and international agencies to detect, deter and disrupt the movement of illicit and sanctioned goods across the border,” Inspector Frezza says. 

“Through these close strategic partnerships, the ABF continues to target and investigate potential criminal activity, ensuring our community’s interests are protected and our global commitments on sanctioned goods are upheld.” 

New Zealand Police can confirm that no charges have been filed in relation to this matter at this stage, however enquiries are ongoing. Suppression orders remain in place under sections 200(2)(g) and 205(2)(e) of the Criminal Procedure Act 2011 in relation to a previous court proceeding that has since been withdrawn. 

Resources for businesses:

MFAT Guidance for Duty Holders – https://www.mfat.govt.nz/assets/Countries-and-Regions/Europe/Ukraine/Guidance-note_Duty-holder-reporting-under-the-Act_21-February-2023.pdf

MFAT Information for Importers & Exporters – https://www.mfat.govt.nz/en/countries-and-regions/europe/ukraine/russian-invasion-of-ukraine/sanctions/information-for-importers-and-exporters

MFAT Russia Sanctions Register – https://www.mfat.govt.nz/en/countries-and-regions/europe/ukraine/russian-invasion-of-ukraine/sanctions/russia-sanctions-register

NZ Customs Export Prohibitions and Restrictions – https://www.customs.govt.nz/business/export/export-prohibitions-and-restrictions

NZ Police Financial Intelligence Unit Alerts – https://www.police.govt.nz/about-us/publication/financial-intelligence-unit-fiu-alerts

NZ Police National Risk Assessment – https://www.police.govt.nz/about-us/publication/national-risk-assessment-nra

 ENDS

Issued by the Police Media Centre

Original source: https://nz.mil-osi.com/2026/06/29/search-warrants-executed-in-relation-to-suspected-breached-of-russian-sanctions-act/

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 29 June 2026 – Connexus today unveils a new brand identity and launches an AI-powered suite of digital tools to reshape business travel.

Established in 1948 as Swire Travel, Connexus has supported corporate travellers’ needs for nearly 80 years. The update includes both a refreshed visual identity and adjustments to how the company operates, with increased emphasis on integrating technology with human service support.

Adapting to a Changing Business Travel Landscape
As corporates continue to look beyond transaction-based services to managing their companies’ travel requirements, seeking greater visibility, flexibility, and support, Connexus has upgraded its digital capabilities to serve their needs.

Corporate travel management today has become far more dynamic. Organisations require greater flexibility, convenience, and customisation. They want more options from more sources and to know that their travel manager is always looking for better alternatives. They also need access to 24-hour support from a live specialist, not just a chatbot,” notes Simon Hague, Managing Director of Connexus.

Introduction of Connex
Connexus has introduced Connex, a full suite of AI-powered digital tools built to simplify corporate travel management. From an enhanced online booking engine, ConnexBook, to an integrated customer service, workflow automation and performance tracking system, ConnexSVC, to a travel intelligence platform, ConnexIQ, transforming operational data into actionable management insights. The Connex suite of tools gives clients improved clarity and greater control over their travel programmes.

The Connexus Difference
Connexus combines this new technology suite with an in-house team of experienced travel consultants to cover the full spectrum of corporate travel management needs. From routine business trips to complex multi-destination and event itineraries, Connexus gives clients the breadth of choice and operational depth that today’s travel management programmes demand.

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

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

MIL OSI

MIL OSI

MIL OSI

Source: Media Outreach

XI’AN, CHINA – Media OutReach Newswire – 29 June 2026 – The world’s first commercial multimodal large language model (LLM) for cultural tourism, called BoGuan, has entered broad application in Xi’an, China. This model generates commercial returns by supporting the creation of digital IP for intangible cultural heritage, the development of cultural tourism applications, and the improvement of short drama production. This is injecting new momentum into both China’s heritage preservation initiatives and the cultural tourism industry.

<figure data-width="100%" data-caption="A visitor tries out the BoGuan-powered AI photography app
” data-caption-display=”block” data-image-width=”0″ data-image-height=”0″ class=”c6″ readability=”1″>

MIL OSI

MIL OSI

Source: New Zealand Government

The Government has approved up to $22.4 million in funding to support the rail component of Te Utanganui – a major new freight hub in Palmerston North, Rail Minister Winston Peters and Regional Development Minister Shane Jones say.

Te Utanganui is an intermodal distribution hub in the lower North Island that links rail, road, air and sea. The Regional Infrastructure Fund (RIF) loan will support pre-construction and construction stages of the Bunnythorpe Regional Freight Hub, one of three projects in the wider Te Utanganui freight hub programme.

“This is critical freight infrastructure that will improve efficiency using rail and roads, strengthen supply chains, and drive economic growth in the lower North Island,” Mr Peters says.

“The full development will require investment commitments from freight and port companies but this investment enables the next stage of works to develop and to continue to secure the landholdings to generate value for the taxpayer.”

The funding will be delivered in stages, with $1.9m allocated to pre-construction, followed by up to $20.5m for construction once a robust business case and delivery plan have been confirmed.

Mr Jones says government support was key to the project staying on track.

“Early-stage infrastructure is expensive and doesn’t usually create immediate income for investors. Through the RIF, we have helped de-risk the wider project to enable private sector investors’ confidence to co-invest.” Mr Jones says.

Led by Manawatū’s Central Economic Development Agency, the project will be delivered with local councils, iwi, KiwiRail and private co-funders.

Around 100-300 jobs are expected to be created during early works on the freight hub, with significantly more jobs created over time as the wider Te Utanganui programme develops, potentially supporting thousands of roles across logistics, manufacturing and related industries.

“This funding helps address the infrastructure gap constraining economic growth in the lower North Island regions. It will unlock industrial land, build resilience and strengthen efficiency in the logistics network,” Mr Jones says.

“This investment will enable our regions to grow and set them on a strong path for the future.”

Original source: https://nz.mil-osi.com/2026/06/29/government-backs-major-north-island-freight-hub/

MIL OSI

Source: New Zealand Government

The erection of three tower cranes at the New Dunedin Hospital’s inpatient building site marks a major milestone as construction moves into its next phase, Health Minister Simeon Brown says.

“The Government is committed to delivering the world-class hospital that Dunedin, Otago, and Southland deserve, and it’s great to see visible progress being made on site,” Mr Brown says.

“With three tower cranes now being erected, the project is transitioning from foundation works into the main vertical construction phase. This is a significant step forward in the delivery of New Zealand’s largest health infrastructure project.”

Over the past two months, work has focused on installing the crane bases required to support the next stage of construction. With that work now complete, installation of the cranes is underway.

“These cranes will play a critical role over the next two and a half years, lifting the heavy structural steel and major building components needed to construct the hospital.

“Their arrival is a clear sign that this project is advancing as planned and that momentum is continuing to build.”

Mr Brown says the project is already delivering benefits for the region.

“As construction activity ramps up, the project is creating jobs, supporting local businesses, and providing a significant boost to the regional economy.

“About 40 workers are currently on site each day, with that number expected to increase to about 80 in the coming weeks as construction progresses.

“At peak construction, the project will support more than 900 full-time equivalent jobs and inject around $100 million into the local economy each year.”

Mr Brown says significant progress is also being made on the outpatient building, which remains on track to open later this year.

“On 6 July, we will see another major milestone when an MRI scanner and CT scanner are craned into the outpatient building in a highly coordinated operation.

“Installing this specialist equipment marks the transition from constructing the facility to preparing it for patient care. Their arrival is another visible sign that the outpatient building is nearing completion.”

The installation of fixtures, furnishings, and equipment throughout the building is also well underway, including operating tables, waiting room seating, staff workstations, and storage solutions.

“We are focused on fixing the basics and building the future. Every milestone at both the inpatient and outpatient buildings brings us closer to delivering a modern, fit-for-purpose hospital that will serve the people of Dunedin, Otago, and Southland for generations to come.”

Original source: https://nz.mil-osi.com/2026/06/29/new-dunedin-hospital-reaches-new-heights-with-tower-cranes/

MIL OSI

Source: New Zealand Government

Construction of a new headquarters at the Awarua Satellite Ground Station near Bluff has begun, Regional Development Minister Shane Jones and Associate Regional Development Minister Mark Patterson say.

“You don’t need to be a rocket scientist to see why this is a great opportunity for Southland and New Zealand,” Mr Jones says.

“Awarua is already a critical part of global satellite operations, and this expansion will enable further growth over time, lifting the local workforce from 21 to around 30 highly skilled roles, increasing high-value economic activity in Southland, and strengthening New Zealand’s ground-based space infrastructure.”

The $4.55 million project, led by Space Operations New Zealand (SpaceOps NZ), includes a multi-purpose headquarters, workshops, and supporting infrastructure. It is supported by a loan of up to $2.25 million from the Regional Infrastructure Fund alongside co-investment from SpaceOps NZ.

Mr Patterson welcomed the milestone.

“We’re seeing real momentum for a project that will strengthen New Zealand’s position in the global space industry while delivering jobs and economic opportunity at home,” Mr Patterson says.

“Southland continues to diversify its regional economy, and this project builds on that by creating new, high-tech opportunities alongside the region’s traditional strengths in primary production.”

The project is expected to create around 10 jobs during construction. Completion is estimated for early 2027.

Original source: https://nz.mil-osi.com/2026/06/29/build-begins-for-southland-space-headquarters/

Source: New Zealand Government

Stronger rules about the planting, maintenance and removal of trees near power lines will better protect New Zealanders’ homes and businesses from sudden power outages, Energy Minister Simeon Brown says.

Regulations already provide for a zone around electricity lines that must be kept clear of vegetation. Those are now being extended so that:

Power line owners can assess the likelihood and potential impact of a tree falling on their lines. If a tree is considered a risk, it will be removed at the line owner’s expense.
In rural areas (other than forests or shelter belts) trees cannot be planted in a new low height planting zone – either side of a power line – unless their anticipated height at maturity is less than their distance from the line. This means that if a mature tree fell over, it would not hit the power lines.
Landowners will be responsible for costs associated with trimming or removing trees that breach the new low height planting zone. 

“This Government respects property owner’s rights and has balanced those with the need to protect communities from avoidable power outages, and protect power lines from costly and disruptive damage,” Mr Brown says.

“The changes have been made following extensive consultation including with groups representing forestry, farming, Māori and arboriculturists’ interests, as well as the electricity industry. 

“Regulations were strengthened two years ago creating a ‘clear to the sky’ zone to prevent vegetation hanging over lines. These additional regulations around responsibility for managing the risks posed by trees will support a more reliable electricity supply for all consumers.”

Original source: https://nz.mil-osi.com/2026/06/29/stronger-rules-to-protect-power-lines-from-trees/

Source: Media Outreach

Quality Building Award 2026 Winners Announced with Strong GBA and International Participation

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

MIL OSI

MIL OSI

Source: New Zealand Police

New Zealand Police is due to undergo a planned system upgrade to the news section of our website.

This upgrade will largely take place overnight between Sunday 28 and Monday 29 June 2026.

The public and media won’t notice a change, but our Media Centre will be unable to issue media releases as usual during this time.

Police will continue to update our social media pages during the upgrade period with any public safety announcements.

Please continue to check our social media for the latest news.

We expect business as usual to resume from mid-morning on Monday 29 June 2026.

There may be the chance of the odd glitch when subscriber emails resume.

Police thank you for your patience and understanding during this important upgrade.

ENDS

Issued by Police Media Centre

Original source: https://nz.mil-osi.com/2026/06/28/advisory-planned-website-upgrade/

Source: Auckland Council

Original source: https://nz.mil-osi.com/2026/06/26/aucklanders-set-to-benefit-from-more-resilient-infrastructure/

Source: Media Outreach

KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 26 June 2026 – In less than five years since it first opened its doors, Klinik Tuah has reached a significant milestone: welcoming its 10,000th knee pain patient on 5 June 2026. The milestone reflects a growing need among Malaysians for knee pain treatment that is accessible, effective, and patient-friendly.

This achievement comes at a time when more Malaysians, particularly older adults are struggling to access early treatment for knee pain. Common barriers include high costs, long waiting times, and concerns about whether the treatment will actually work.

For the clinic’s founder, this milestone carries a meaning far beyond the numbers. It is the fulfilment of a promise.

Dr. Hareez recalled watching a mother live with knee pain for years, as simple daily activities like walking, climbing stairs, and even praying gradually became harder over time. Accompanying a parent to treatment from a young age, only to see the same result each time: a bottle of painkillers and no lasting relief. The pain never went away, regardless of how many bottles were finished. Hearing the cries of pain every night was something that stayed close to heart.

That experience became the foundation of a personal commitment which is to help others going through the same struggle.

That same principle has guided Klinik Tuah since its very first day of operations.

Five Years of Changing How Knee Pain Is Treated

Klinik Tuah started with a single clinic in Cheras in September 2021. Today, Klinik Tuah has grown to six branches across Peninsular Malaysia, with plans to open new branches in Gombak and Penang in the near future.

But according to Dr. Hareez Noorman, one of Klinik Tuah’s co-founders, the growth has always been driven by a bigger vision.

“Whenever knee pain was brought up, the first thing that came to mind for most people was the fear of surgery. But after visiting several countries such as Korea, Japan, Türkiye, and others to study the latest advances in knee treatment, Klinik Tuah was determined to bring these non-surgical technologies back to Malaysia at a price that people could actually afford.”

“Klinik Tuah has invested in the latest medical technology, advanced equipment, and ongoing training for its doctors to make sure that more people can benefit from knee treatment at Klinik Tuah.”

Over five years of operations, Klinik Tuah has seen patients from all walks of life, including senior citizens, working adults, and those who simply want to stay active without being held back by knee pain. The majority of knee pain patients are aged 50 and above, making up around 72% of all cases treated at the clinic.

Growing Awareness of Non-Surgical Treatment

Klinik Tuah has also observed a growing shift in the way Malaysians think about knee treatment. More people are now actively looking for modern, less invasive options that allow them to get back on their feet without relying on long-term painkillers.

This shift is partly driven by better access to health information online, as well as greater exposure to modern knee treatment technologies that are becoming more widely available.

“For a long time, many patients believed that knee pain was just a normal part of getting older. Some lived with it for years, either because they were afraid of surgery, or because they thought they had no other choice besides painkillers or a knee replacement,” said Dr. Hareez Noorman.

Klinik Tuah’s approach focuses on personalised care, supported by the latest diagnostic tools and a range of non-surgical treatment options. These include hyaluronic acid gel injections, Platelet Rich Plasma (PRP) therapy, regenerative cell treatment, Genicular Nerve Block, sclerotherapy, Radio Frequency Ablation (RFA), and other advanced procedures.

Today, Klinik Tuah is recognised as one of Malaysia’s dedicated knee care clinics, known for its patient-centred approach, up-to-date medical technology, and clear communication that helps patients understand their condition and treatment options.

The Journey Continues: 35,000 Patients by 2030

With 10,000 knee pain patients now treated, Klinik Tuah has set its sights on a bigger goal, to help 35,000 patients by the year 2030.

This target is in line with the clinic’s long-term vision of building a future where more Malaysians can move freely, carry out their daily routines comfortably, and live without the burden of chronic knee pain.

To reach this goal, Klinik Tuah plans to expand its network of branches gradually, while continuing to make modern knee treatment more accessible, easier to understand, and tailored to individual needs.

According to the clinic, there are still many Malaysians living with untreated knee pain, whether due to limited access, fear of treatment, or simply not knowing what options are available to them today.

“The goal is clear. Klinik Tuah wants more patients to have the chance to properly understand their condition and to access the right treatment. When pain is managed well, everything else in life gets better,” said Dr. Hareez Noorman.

Dr. Hareez Noorman added that Klinik Tuah’s mission goes beyond treating symptoms — it is about helping patients return to a more active and meaningful life, in line with the clinic’s long-term commitment to reducing the burden of pain in the community.

With advances in modern treatment and increasing public awareness, Klinik Tuah believes the 35,000-patient target by 2030 is a realistic and meaningful step toward a future where effective knee care is within reach for every Malaysian.

https://kliniktuah.com/
https://www.linkedin.com/company/klinik-tuah
https://x.com/kliniktuah
https://www.facebook.com/kliniktuah
https://www.instagram.com/kliniktuah
https://www.youtube.com/@kliniktuah
https://www.tiktok.com/@kliniktuah

Hashtag: #kliniktuah #business #healthcare

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

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

Source: Media Outreach

BEIJING, CHINA – Media OutReach Newswire – 25 June 2026 – Striding AI today announced that it is developing a new generation of robotic foundation systems designed to accelerate the deployment of Physical AI in real-world environments.

The company’s approach focuses on building the foundational technologies required for robots to perceive, reason, act, and continuously improve through interaction with the physical world. By integrating advanced foundation models with robotic perception, control systems, real-world action data, and deployment infrastructure, Striding AI aims to enable intelligent machines to perform useful tasks across commercial, industrial, and everyday settings.

“We believe that breakthroughs in Physical AI emerge from the continuous co-evolution of data, models, and infrastructure.” said Song Yao, founder and CEO of Striding AI.

The company takes a systems-first approach to physical AI, integrating foundation models, robot hardware and software, data infrastructure, control systems, and deployment engineering for building scalable service. The company’s leadership team includes founders and executives with backgrounds in AI chips, autonomous driving, robotics research, and industrial technology, combining deep technical expertise with experience bringing complex technologies into production environments.

Striding AI plans to begin with practical deployment scenarios in structured environments such as retail, where robots can support tasks including shelf restocking, inventory counting, product organization, and checkout assistance. These environments provide frequent human interaction, repeatable workflows, and rich operational data, making them a strong starting point for developing scalable Physical AI systems.

Over time, Striding AI expects its robotic foundation systems to support broader applications across sectors including retail, food, agriculture, logistics, healthcare, and telecommunications. The capabilities developed in real-world environments, from handling diverse objects and understanding retail shelves to planning and executing complex tasks, are part of an integrated system designed for broader robotic applications.

In early internal testing, Striding AI’s human-in-the-loop RL method improved task success rates by up to 3x. To scale this flywheel, Striding AI is building infrastructure for robot pretraining, distributed reinforcement learning, and edge-to-cloud orchestration, creating a platform designed to improve as more robots operate in real-world environments.

Hashtag: #StridingAI

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

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

Source: Media Outreach

SINGAPORE – Media OutReach Newswire – 25 June 2026 – Impossible Marketing, Singapore’s leading SEO agency and pioneer of AI SEO, has announced the launch of ImpossiblePlus — a proprietary AI visibility platform built to help businesses track how their brand is being recommended, cited, and positioned across AI-powered search engines.

As consumers increasingly turn to AI platforms for answers and recommendations, traditional search visibility alone is no longer enough. ImpossiblePlus gives business owners a clear, real-time view of where their brand stands in the AI landscape, and what it takes to come out on top.

Perfecting AI SEO since 2023

In 2023, the agency made a decisive shift from traditional SEO to pioneer AI SEO — which includes Generative Engine Optimisation (GEO) and Answer Engine Optimisation (AEO) — helping businesses prepare for the new era of AI-powered search and get discovered across platforms such as ChatGPT, Gemini, Google AI Overviews, Claude, Perplexity, and more.

Since then, the agency has invested heavily in research and development to refine its approach. This includes building ImpossiblePlus, a proprietary AI visibility platform that:

• Tracks prompts and brand mentions across AI platforms

ImpossiblePlus monitors the exact queries potential customers are typing into AI search platforms and flags not just where a brand appears, but where it doesn’t. By identifying high-intent prompts where a client is absent from AI-generated answers, the agency can immediately pinpoint new opportunities and get to work closing those gaps.

• Maps Share of Voice against competitors

The software breaks down visibility scores across ChatGPT, Gemini, Google AI Overviews, and other platforms individually, while benchmarking a brand’s Share of Voice directly against competitors — revealing who is winning the AI conversation and what it takes to pull ahead.

• Identifies cited webpages and surfaces citation views

ImpossiblePlus pinpoints the specific pages on a website that AI platforms are referencing as trusted sources, and lets users read those AI-generated answers word for word — so brands know exactly how they are being positioned and whether the right message is being conveyed.

• Turns visibility gaps into an action plan

With real-time data updates, ImpossiblePlus surfaces the specific prompts a brand is missing, the pages AI isn’t trusting yet, and the competitor territory yet to be claimed — giving Impossible Marketing’s team a clear, prioritised roadmap to act on for every client.

These advancements mean that Impossible Marketing’s clients now benefit from smarter, data-driven strategies that go beyond conventional SEO, helping them remain ahead in a fast-evolving digital landscape.

Driving Value for Businesses

By perfecting its AI SEO solutions, Impossible Marketing ensures that brands do not just appear on search engines but are also featured in AI-generated responses — the new frontier of online visibility. This advancement enables businesses to reach audiences where they are increasingly seeking answers, ensuring greater relevance and a stronger digital presence.

Investing in Future Growth

To support its innovation drive, Impossible Marketing has also been expanding its team with AI developers and specialists to further enhance its internal capabilities. The company’s ongoing investments in technology and talent reflect its commitment to pushing the boundaries of digital marketing in Singapore and across Southeast Asia.

Looking ahead, Impossible Marketing plans to continue scaling its AI solutions and explore regional expansion opportunities, further solidifying its position as a leader in the digital marketing industry.

https://www.impossible.sg/
https://www.linkedin.com/company/impossiblemarketing/
https://www.facebook.com/impossiblemarketing
https://www.instagram.com/impossiblemarketing/

Hashtag: #ImpossibleMarketing

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

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

Source: New Zealand Government

Oceans and Fisheries Minister Shane Jones will tomorrow welcome 16 Pacific Island fisheries ministers to Wellington for the Forum Fisheries Ministerial Committee this week.

Original source: https://nz.mil-osi.com/2026/06/28/pacific-fisheries-ministers-meet-in-wellington-2/

Source: Environment Canterbury Regional Council

Original source: https://nz.mil-osi.com/2026/06/26/thanks-for-your-public-transport-feedback/

Source: NZ Department of Conservation

Date:  25 June 2026

Tena koutou, tena koutou, tena tatou katoa.

I’m delighted to be back here at Lincoln; you have a special place in my heart.

The last time I was here – back in November – I was part of a panel talking about what environmental management would look like in the next five years. Back then, I talked about how the environment had gone backwards in the 30 years since I did my Master’s in Resource Management.

I was advocating for a radical re-think of how we approach the way we manage the environment, and to make sure nature counts in decision making. Since then, I’ve doubled down on that view.

In the past five years as Director-General of Conservation, I’ve seen pressures on nature and the assets we manage become more relentless, more intertwined and more costly.

The Department of Conservation turns 40 years old next year – and I commissioned a piece of work to understand what the next 40 years will look like, and what’s needed to make a difference.

Over that time, DOC has done a lot of things right – we’ve intensively managed taonga species back from the brink and we’re a world leader in island eradications.

Take Campbell Island – two decades ago we boldly eradicated rats on an island six times bigger than any island attempted before – not only that but it was 700 kilometres south of the South Island, in wild, wet and windy conditions – a logistical nightmare.

But we did it, thanks to our can-do spirit, pioneering techniques and grunty determination. Where we focus our efforts, we get results.

Campbell Island today is stunning with fields of giant lilac megaherbs. The fields are dotted white and brown, with nests of southern royal albatross – and lounging sea lions.

But grunt will only get you so far. Our analysis shows the challenges facing conservation are growing faster than we can respond.

Nature is under increasing pressure from introduced predators – rats, stoats and feral cats – and invasive weeds like wilding pines, broom and gorse. We’re seeing more biosecurity threats – caulerpa is choking our sea floor and golden clams are clogging our riverbeds.

Wild animals – deer goats, tahr and chamois – are present at 80% of our monitored sites on public conservation land, up from 63% just a decade ago.

Climate change is compounding these pressures, and the cost of responding is rising faster than the resources available to meet them. We cannot rely on doing more of the same – we must make some hard choices.

Some sobering facts

Here are some sobering facts for you.

DOC manages one third of New Zealand’s land on a budget that’s about half of Christchurch City Council’s budget.

Our modelling shows DOC’s current biodiversity budget of around $360 million is not enough to hold the line on species and ecosystem protection.

My team says an extra $207 million a year is needed to prevent extinctions across the 900 threatened species and ecosystems that need urgent intervention.

Last year our modelling showed we needed an extra 150 million to hold the line – so the gap is widening.

And if we want to move from managing decline to enabling recovery, our modelling shows we need an extra 500-million a year.

That investment would target pests, weeds and biosecurity pressures and improve 5,600 key species and critical ecosystems.

This is modelling using DOC’s new BioInvest system and there are caveats on the data. But it shows the scale of the challenge we’re facing and why we need to look more broadly to draw in new sources of revenue and get sustainable levels of investment into conservation.

• We’ve doubled the amount of money we spend recovering from storms.
• Over the past five years we have spent about $10 million dollars a year on major storm events – Cyclone Gabrielle, Cyclone Dovi and heavy flooding in the Southern South Island.
• In any given year we also get one or two lesser events that cost about $3 million each time to recover from.

What were highly damaging but, thankfully rare, storms are happening far more frequently. In most cases we have to absorb those costs and defer other work to create space to fix the damage.

In terms of other climate change impacts 

Last year DOC published an assessment of over a thousand terrestrial species1 including birds, bats, lizards, invertebrates, and vascular plants – against climate change impacts.

Our research found that about a third of the species will be highly vulnerable to climate change by mid-century, rising to almost two thirds by 2090.

Then if you look at the marine environment – New Zealand is a global hotspot for biodiversity because of its remoteness and size.

At least a third of our biodiversity is found at sea. But 87% of marine species could be highly vulnerable to climate change.

From an economic perspective – in 2017, the total value of the marine economy was estimated at $7 billion and it employed more than 30,000 people2

We need to do more to protect our oceans and coastlines.

Nature is not free

One of the biggest problems we’ve got as a country is that collectively, we act as though nature is free. It’s treated as a free backdrop to economic activity and recreation, rather than as critical infrastructure that underpins prosperity, resilience and wellbeing.

For decades we have relied on nature to absorb pressure, support livelihoods and provide resilience. The reality is that in terms of natural capital, we’re living well beyond our means and are racking up debts for future generations to pay.

We risk running down our natural capital and calling it growth. New Zealanders like to think of ourselves as people who love nature. We call ourselves kiwis, we market ourselves to international tourists as clean and green and 100% pure.

So many of our main agricultural producers use images of conservation land – our national parks, rivers, and coastlines – to sell their products. But affection is not the same thing as valuing something properly.

We’ve crunched the numbers and more than 80% of New Zealanders — and over half of international visitors — visit protected natural areas each year. Conservation tourism contributes around $5.4 billion annually3 and demand remains high.

Nature gives us clean air, fresh water, good quality soils. Public conservation land provides these ecosystem services to the tune of about $11 billion per year.4

Despite all this, nature does not feature prominently in national priorities and investment decisions. We are better at praising nature than valuing it, planning for it, or protecting it. We must factor nature into decisions that shape growth, investment and land use.

Our insurance industry for example understands a simple truth: if risk is real, it has to be priced, planned for, and reduced — not just cleaned up afterwards. Resilience is cheaper than repeated recovery.

How do we begin to get the shift we need?

To move to a future state where nature is recovering, heritage is protected, and effort is sustained we need to do three things.

• First, we must protect the expertise and core capability within DOC, the Government’s lead on conservation,
• We must grow conservation well beyond DOC,
• And we need to change the wider system that shapes the extent to which nature can thrive in Aotearoa.

There will always be a need for what DOC does well – the Crown will always have responsibilities that cannot be handed away, for example, the role of protecting and advocating for public conservation land for future generations.

Our role also includes public safety, regulatory functions, and specialist expertise.

We must protect and strengthen field expertise, science, heritage knowledge and the ability to make difficult decisions under pressure. I’m talking about things like bird banding, skills to translocate birds, how to repair a heritage brick wall, how to assess tree felling, and to build swing bridges.

Those capabilities are hard to rebuild if we lose them — so they matter.

Lincoln also has a role to play here – you help us grow the next generation of land managers and spark the passion for conservation. And I’m really proud of the MOU we’ve just signed. This will foster collaboration between Lincoln and DOC over the use of data and digital tools, plus we’re aiming to strengthen pathways between study, applied research and future employment in the conservation system.

This will go a long way towards valuing a career in conservation management and helping us retain the skills and boost the capability we need heading into the future.

The second shift we need is growing ownership of conservation. I believe DOC matters – but DOC is not enough. Conservation already depends on iwi, communities, landowners, councils, businesses, and others.

At the centre of that is the critical role of Māori — as tangata whenua, as kaitiaki, and as long-standing partners in conservation. Many of our most significant conservation gains are built on iwi-led and iwi-partnered approaches, grounded in deep place-based knowledge and intergenerational stewardship.

If conservation is to grow, it will do so with Māori — not alongside, but together.

The question now is whether this wider effort can grow in a way that is consistent, supported, and able to last. And ensuring that DOC is ready to be a powerful partner to those efforts.

We’re already seeing what this looks like at scale. In the Raukūmara and through initiatives like Kotahitanga mot e Taiao, iwi and partners are leading coordinated, landscape-scale conservation. These efforts bring multiple groups together around shared outcomes — and they are delivering real results. This is the model for growing conservation beyond DOC.

Building on these examples means clearer roles, stronger partnerships, and better systems that make it easier for others to act with confidence.

Third — and most importantly over time — we need to change the wider system that shapes the extent to which nature can thrive in Aotearoa

Many of the pressures on nature are coming from decisions made outside of the conservation system. They come from decisions about land use, infrastructure, investment, and development.

We already know a great deal about what drives nature decline, what happens when action is delayed, and which approaches and resources make a difference. But we are yet to gain traction on the changes needed to ensure this is reflected in decisions.

If those decisions don’t account for the values of nature upfront, we’ll keep mopping up after the fact, once damage has already occurred.

One of the main battles for nature is before any conservation dollars are spent – in the choices that shape land use, investment and infrastructure. Part of the answer here will be new financial tools to expand how we pay for the cost of protecting and restoring nature.

I’m talking about mechanisms like bonds, co-investment models, natural infrastructure funding, carbon markets and biodiversity credits.

To realise these opportunities, we need robust and visible accounting of everything that nature does for us, as well as the opportunities and risks that creates. And we need the reporting, audit and monitoring that goes with that.

This isn’t about commodifying nature, it’s about giving it a voice in the language that decisions are made in.

It is now urgent to gain traction on these system changes so that nature’s value is reflected in decision-making and investment. This requires a whole-of-New Zealand shift — across government, iwi/Māori, the private sector and communities. DOC can and is supporting and helping to shape this, but we can’t deliver it on our own.

DOC has invested in comprehensive analysis of the ecosystem services provided by conservation land, is advising on the design of a voluntary nature credits system, contributing to development of nature-related financial disclosures and a national Natural Infrastructure Plan, and exploring instruments such as green bonds.

Canada is leading the way. Their Nature Strategy is so inspirational – they’re expanding the amount of protection across land, sea and freshwater systems – connecting habitats so species can move more safely. They’re focused on building Canada well and designing infrastructure that works with nature instead of against it. And they’re using finance tools to create capital to fund conservation in a sustainable long-term way.

Other leading jurisdictions are moving in similar directions: Costa Rica, a much less wealthy country than our own, is one of the clearest examples of a country that deliberately stopped treating nature as valueless.

• Through its national Payment for Environmental Services programme, landowners are paid for carbon sequestration, biodiversity protection, water regulation and scenic protection, shifting nature from an unpriced constraint to a recognised asset.

I believe that future prosperity will favour countries that learn to value nature properly.

Lincoln’s programmes strongly emphasise sustainability, ecological systems, restoration, and human–environment interactions.

Your Natural Resource Management and environmental degrees are exactly the disciplinary base used for nature-based solutions work (e.g. catchment restoration, ecosystem-based adaptation, biodiversity finance, etc.).

This thinking is needed more than ever the shift the system to meet current and future challenges.

Conclusion

We have got to stop taking nature for granted. What we don’t value, we will keep losing.

Across Aotearoa New Zealand, people already care about nature.

They already act for it, in many different ways.

The task now is to build a system that can hold and grow that effort, and make a difference at a national level.

To protect what matters most, support others to lead, and to make sure nature is considered early — in the decisions that shape our future.

The challenge ahead is not choosing between these shifts, but balancing our effort across all three.

Together, they are what will build a more resilient conservation system, capable of meeting the pressures we face now and those still to come.

That is what it will take for nature to thrive.

Ngā mihi.

Related links

Contact

Original source: https://nz.mil-osi.com/2026/06/25/public-speech-at-lincoln-university/

Source: Green Party

Original source: https://nz.mil-osi.com/2026/06/25/conservation-amendment-bill-needs-to-start-again/

MIL OSI

MIL OSI

MIL OSI

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 25 June 2026 – With top teams from around the world gearing up for the hotly contested Hong Kong International Dragon Boat Races this weekend (June 27-28), participants and spectators can expect a bumper programme of action, fun and entertainment along the Victoria Harbour waterfront in Tsim Sha Tsui – one of the city’s most vibrant districts known for its iconic skyline views and tourist attractions.

There is much to celebrate. This year marks the 50^th anniversary of the Hong Kong International Dragon Boat Races as well as 35^th anniversary of both the co-organiser, Hong Kong China Dragon Boat Association, and the sanctioning body, International Dragon Boat Federation (IDBF). The IDBF added to the occasion by announcing earlier this year the relocation of its headquarters back to Hong Kong.

Riding on the wave of excitement, the organiser, Hong Kong Tourism Board (HKTB), extended the annual Hong Kong International Dragon Boat Festival period to 13 days (June 19 – July 1), beginning on the historic Tuen Ng Festival (Dragon Boat Festival) and concluding on July 1, which is the 29^th anniversary of the Establishment of the Hong Kong Special Administrative Region (HKSAR).

As the headline international flagship event of “Hong Kong Summer Fun”, Dr Peter Lam, Chairman of the HKTB, said the Festival not only ran over a longer period, but also featured a stronger race line-up and more vibrant entertainment programmes than in previous years, offering an experience found only in Hong Kong for locals and visitors, while showcasing Hong Kong’s position as the Events Capital of Asia.

More than 220 teams from 16 countries and regions will compete for top honours in the world‑renowned setting of Victoria Harbour. This year’s event also introduces the special 50^th Anniversary Fishermen Invitational Cup and the 50^th Anniversary Championship, paying tribute to the traditional spirit of dragon boat racing.

Visitors will be able to enjoy a series of thematic activities along the Avenue of Stars, including a 22-metre traditional wooden dragon boat, a dragon boat-themed installation in collaboration with the new film Minions & Monsters, live music performances and a line-up of intangible cultural heritage performances, including martial art Wing Chun, Chinese juggling diabolo, traditional musical instruments ruan and guzheng.

Highlighting Hong Kong’s reputation as the birthplace of modern international dragon boat racing, as well as its strengths as a global hub city, the IDBF has taken a significant step in its long‑term global strategy with the formal incorporation of International Dragon Boat Federation Limited in Hong Kong on 29 April 2026.

“Incorporation in Hong Kong is not a conclusion, but a beginning. It anchors our Federation in the city where our international story started and strengthens our ability to serve our members and the global dragon boat family,” said Claudio Schermi, President of the IDBF.

As part of this new chapter, the IDBF has applied for funding under “the Pilot Scheme to Strengthen the Presence of Hong Kong in Asian and International Sports Associations”, which was recently introduced by the HKSAR Government’s Culture, Sports and Tourism Bureau. The Pilot Scheme is an initiative designed to support Asian and international sports associations establishing their headquarters or regional headquarters in the city.

The Dragon Boat Festival has a long and colourful history dating back more than two thousand years. Held each year on the fifth day of the fifth lunar month, the day commemorates the patriotic poet Qu Yuan.

According to legend, Qu committed suicide for his beliefs by throwing himself into the Luo River. The villagers nearby raced out on their dragon boats, banging gongs and drums to scare away fish and other underwater creatures to stop them from eating Qu’s body. The tradition continues to this day, with dragon boat competitions taking place at locations across Hong Kong, each reflecting the unique characteristics of its neighbourhood.

Traditional dragon boat treats feature prominently during the festival, notably zongzi. These glutinous rice dumplings, traditionally wrapped in bamboo leaves and steamed or boiled, are widely available during the festive period.

https://www.brandhk.gov.hk/
https://www.linkedin.com/company/brand-hong-kong/
https://x.com/Brand_HK/
https://www.facebook.com/brandhk.isd
https://www.instagram.com/brandhongkong

Hashtag: #hongkong #brandhongkong #asiasworldcity #dragonboatraces #dragonboatfestival

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

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

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 27 June 2026 – The “Wealth Management Expo 2026”, powered by Bank of China (Hong Kong) (“BOCHK”) and organised by TVB under the theme of “Empowering Enterprises to Go Global, Pioneering the Blue Ocean of Silver Economy”, was successfully held today. The Expo featured top-tier financial experts and prominent figures for market pulse insights and visionary perspectives on the international landscape, the international use of RMB, enterprises going global, silver economy and wealth management.

The Expo was officiated by Mr. Michael WONG, GBS, JP, Acting Financial Secretary of the HKSAR Government; Mr. Christopher HUI, GBS, JP, Secretary for Financial Services and the Treasury of the HKSAR Government; and Mr. Stephen CHAN, Deputy Chief Executive of BOCHK. Mr. Christopher HUI also shared at the opening forum on how Hong Kong as a global offshore RMB hub supports enterprises in going global. Other attending guests included Dr. KO Wing Man, GBS, JP, Standing Committee of the National Committee of the CPPCC; Mr. SIU Sai Wo, General Manager (Business Operations) of TVB; and representatives from BOCHK.

Mr. Stephen CHAN, Deputy Chief Executive of BOCHK, said in his opening remarks, “This year marks the inaugural year of the nation’s 15th Five-Year Plan, which clearly supports Hong Kong in strengthening its role as an international asset and wealth management centre. Against this backdrop, Hong Kong, as a vital bridge between the Chinese Mainland and the rest of the world, is set to tap into an unprecedented opportunity for growth. Bank of China (Hong Kong) will actively align with national policies and the HKSAR Government’s direction by deepening its regional business development and promoting the international use of RMB, while continuing to fulfil its corporate social responsibilities, contributing to the consolidation of Hong Kong’s position as an international financial centre.”

Opening Forum: Experts Shared Insights on RMB Empowering Enterprises to Go Global

The opening forum of the Expo “New Opportunities in Global Wealth Investment: RMB Empowering Enterprises to Go Global” featured Mr. Christopher HUI, GBS, JP, Secretary for Financial Services and the Treasury, HKSAR Government; Mrs. Pauline NGAN, BBS, JP, Deputy Chairman and Managing Director of Mainland Headwear Holdings Limited, Member of the National Committee of the CPPCC; Mr. Sam YU, Chairman of Hong Kong Investment Funds Association; and Mr. Jack YANG, RMB Business Executive Director of BOCHK. They engaged in an in-depth discussion on the international market trends, enterprises going global and the international use of RMB, elaborating new investment opportunities.

Summit Forum: Decoding Silver Economy Opportunities and Industry Integration

The growing silver-haired population is driving demand across a range of areas, including health, lifestyle and wealth management. Held under the theme “Redefining Value in the Silver Age: Uncovering Blue Ocean Market Opportunities”, the summit forum featured Dr. KO Wing Man, GBS, JP, Standing Committee of the National Committee of the CPPCC; Mr. Angus CHAN, Director of Elderly Care Services of Chinachem Group; Mr. Terry WONG, Chief Executive Officer of Hong Kong Science and Technology Parks Corporation; and Mr. Wilson TANG, Chief Executive of BOC Group Life Assurance Company Limited. Drawing on a macro perspective on industry structure, the speakers analysed the business opportunities within the silver economy and explored how to drive supply chain transformation and integration across traditional industries such as healthcare and insurance, while offering a forward-looking view of the immense potential of this emerging market.

Thematic Workshops and Immersive Digital Experience Zone, Showcasing Comprehensive Wealth Growth Strategies

The Expo also held several thematic workshops, in which experts analysed prevailing topics, including global fund and equity market conditions, retirement wealth planning, and emerging markets, equipping clients with insights into wealth growth strategies. Two fund workshops focused respectively on emerging markets and global income opportunities. The first workshop, “Focusing on Emerging Value in Asia: Embarking on a New Chapter for RMB Assets and China’s Equity and Bond Markets”, examined how the Chinese Mainland’s deepening cooperation with ASEAN, the Global South, and Belt and Road Initiative partner countries is generating new investment opportunities in emerging markets. The workshop also offered an investment outlook of the implications of the National 15th Five-Year Plan and the shifting global landscape for RMB assets and the Chinese Mainland’s equity and bond markets. The second fund workshop, “Harnessing Multi-Asset Strategies to Capture Asia-Pacific Income Opportunities,” explored how investors should diversify asset portfolio amid heightened volatility in global equity and bond markets, while capturing income opportunities from Asia-Pacific and emerging markets.

The retirement planning workshop, “Forward-Looking Wealth Planning: Charting Your Own Path to a Premium Retirement”, addressed the retirement pain points commonly faced by Hong Kong residents, offering financial advice for the silver generation to build a solid safety net for themselves and their families. The equities workshop, “Navigating 2026: Decoding Stock Market Strategies”, dissected global equity market performance and explored how different financial products can be used to balance aggressive and defensive positioning to capture markets with growth potential. The wealth management workshop, “AI-led Future: Blue Ocean Opportunities in Southeast Asia and New Horizons for Enterprises Going Global”, examined the AI investment boom and analysed the unique edge of Hong Kong as a “super value-adder” for enterprises going global.

A 3D immersive digital experience zone highlighted BOCHK’s capabilities across its expansive network reach, anti-fraud education, professional services, digital innovation leadership and award-winning credentials.

BOCHK Private Wealth also officially unveiled its new Wealth+ service proposition at the event, expanding its scope beyond wealth management to encompass multi-dimension of clients’ lives, including lifestyle experiences, family financial planning and holistic well-being, with a commitment to addressing client’s unique and individual needs.

The “Wealth Management Expo 2026” concluded successfully with fruitful outcomes. Through a full day of engaging forums, workshops, digital experience zone and sponsored booths, industry professionals, investors and the public can gain insights into global opportunities, keep abreast of the latest development in the international use of RMB and the strategic advantages of enterprises going global, while capitalising on the diverse opportunities presented by the silver economy, and mastering financial management and wealth growth.

Hashtag: #WealthManagementExpo2026

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

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

Source: New Zealand Government

Importance of the freight sector

I want to begin by stating the obvious: we understand how critical the freight sector is to New Zealand’s success.

Freight is what keeps our country moving. When your sector is working well, the rest of the economy works well. When it’s not, everything slows down.

The pride we feel when picking up a product in an overseas supermarket and seeing the silver fern on the front doesn’t happen by chance. It’s made possible by a freight sector that moves our products efficiently from farm gate to factory and from factory to port – and ultimately to shelves around the globe.

Whether it’s milk from Fonterra, meat from Silver Fern Farms, or kiwifruit from Zespri, these exports rely on a freight system that works. Without it, our economy stalls. With it, we thrive. 

When we say we’re listening to the sector, we mean it. 

We’ve launched a clear action plan relating to freight, focused on lifting productivity and making the system work better.

That plan is about getting the fundamentals right. Making sure our freight networks are clear and prioritised, that we’re investing in the right places, and that the system is more reliable and resilient when things go wrong.

Alongside that, we’ve reinstated the National Freight Demand study because good decisions rely on good data.

For too long, we’ve been trying to plan the system without a clear, up-to-date picture of what’s actually moving around the country, where it’s going, and how that’s changing over time.

Bringing that study back gives us the information we need to plan properly, prioritise investment, and make smarter, evidence-based decisions.

But reinstating the study wasn’t really about the benefits to us – it was about the benefits to you. You told us that you rely on the data, and we listened. 

Freight Advisory Council

One of the most useful steps we’ve taken to continue to get workable and informed advice has been establishing the Freight Advisory Council.

I set that up last October because I wanted practical advice from people who actually operate in the system. 

I particularly want to acknowledge the Council today, and Transporting New Zealand as a key member, because that input has been invaluable.

You’ve seen this most clearly during the fuel response.

The Council met regularly during the peak of the crisis, advising us and stress testing our positions against real-world impacts, and helping us avoid getting caught up in solutions that might look good on paper but don’t actually work on the ground.

I understand the Council is turning its attention back to medium-to-longer term issues such as quality system data and the workforce, as well as assessing the impact of potentially structurally higher fuel prices on the freight and supply chains.

I look forward to seeing the products of these discussions.

Red tape

I want to address something I hear consistently from this sector – the sheer amount of red tape you’re dealing with.

Not big, headline-grabbing issues, but the accumulation of small, technical rules, permits and restrictions that slow you down every day.

The reality is a lot of these issues never make it anywhere near a Minister’s desk.

Individually, they don’t look big enough. They don’t look urgent enough. They’re often highly technical. So they get parked, pushed aside. 

More often than not, they end up in the too-hard basket.

But when you add all of these issues up, they drive down productivity, add costs to your businesses and ultimately, a drag on the economy as a whole. 

Well, I am fed up with these meaningless rules holding you up. I am committed to taking them out of the too hard basket. 

Our Land Transport Rules Reform Programme is an important first step on unclogging the system – creating a pipeline of reform that clears the backlog and keeps the system moving.

Heavy vehicle productivity rule changes

We have already made good progress, some of which I want to announce today.

I am making a set of heavy vehicle productivity changes. They’re practical, not flashy – but importantly, they’re permanent.

Some of these have been accelerated as part of the Government’s Fuel Response Plan. That includes allowing Class 1 drivers to operate slightly heavier zero-emission vehicles, enabling Class 2 drivers to operate heavier electric buses, and removing permit requirements that frankly no longer make sense given the modern fleet.

These changes sit within Phase One of our national fuel response plan and will help ease some of the immediate pressure from the current situation.

These accelerated changes were consulted on as part of a broader package of heavy vehicle productivity proposals. 

Alongside the above changes, I am also pleased to announce that I have made final policy decisions on a number of other further permanent rule changes, including:

Removing H plates to reduce compliance costs and enforcement confusion
Removing inconsistencies in the rules to make them simpler and easier to comply with 
Removing the Accelerated Licensing Process, and
Standardising speed limits for tractors and special-type vehicles to 40kmh. 
Introducing three new load pilot vehicle signs to better inform motorists

These changes are expected to come into effect before the end of the year.

What that means in practice is less paperwork, more flexibility, and fewer unnecessary barriers getting in the way of doing your job.

It’s about making sure the rules keep up with the vehicles we now have on our roads — and cutting red tape where it’s causing real-world problems.

Now, we know this isn’t a complete solution. But it is a meaningful first step – and there is more coming as the work continues.

Fuel crisis

In the context of the fuel situation, we’ve also taken a very close look at a wider range of potential temporary regulatory changes.

We worked through a full set of options, including payload changes, overdimension travel, and a number of broader heavy vehicle proposals.

Most of these options didn’t make sense as a short-term response.

Not because we’re opposed to change, but because the analysis simply didn’t stack up. Some options would have delivered only marginal benefits or only applied to a small portion of the fleet.

Others would have taken too long to implement to make a meaningful difference in the short term.

And in some cases, the trade-offs were stark.

Take mass limits, for example. Officials modelled potential diesel savings of up to 16 million litres over six months in a best-case scenario. This is equivalent to about 1.5 days’ diesel use at current levels.

But achieving that would have come at a cost of around $150 million in additional infrastructure damage over the same period.

When it came down to it, the costs outweighed the benefits.

That’s why we made the call to keep this change in reserve and only do it if the situation worsens. 

If we move into Phase Four of the Fuel Response Plan, we are ready to go with targeted payload changes. This is because at Phase Four the cost of diesel is likely to be materially higher, the need to conserve supply is more acute, and overall freight task and road damage would be correspondingly lower – meaning the benefit-cost balance is likely to look quite different.

Looking ahead to Phase Two, we’ve got a set of targeted, temporary changes ready to go if needed. 

That includes lifting route restrictions on overdimension vehicles so they can use key Auckland motorways — cutting down travel distances and improving efficiency. 

And we’ve done the groundwork with NZTA and Auckland Transport to make sure those changes stack up.

That gives us a pathway to act if we need to but in a way that is proportionate to the scale of the challenge.

Looking further ahead, there is more we can do to lift productivity, particularly through changes to the Vehicle Dimensions and Mass Rule.

But I want to be very clear about the Government’s position: we are not in the business of subsidising the freight sector. Any changes we make will need to ensure the effects on infrastructure are properly accounted for and managed through the system.

That position – that any changes need to reflect the user-pays principle – is workable in the longer term in a way it isn’t in the middle of a short-term fuel response. And that comes down to two key things.

First, infrastructure.

When changes to vehicle weights and dimensions are planned for, their effect on the network can be managed. NZTA and local road authorities can build those changes into their asset management planning, their maintenance programmes, and their long-term investment decisions.

That means roads, pavements and bridges can be designed, maintained and renewed to accommodate more productive vehicles rather than the Crown being left with an unplanned bill from accelerated wear.

Second, industry has time to adapt.

Short-term changes would focus on the existing fleet, putting more weight on their axles, which concentrates the impact on the network.

Over the longer term, operators can invest in things like different axle configurations that spread loads more effectively, and adopt newer vehicle technologies — including zero-emission vehicles — that improve productivity without the same level of infrastructure impact.

VDAM change, done properly, is about enabling a smarter, more efficient system over time.

And that’s exactly how we’re approaching the next phase of work.

We’re building it on real-world evidence and robust research, so that any changes we bring forward will lift productivity, deliver meaningful benefits for operators, and properly account for the impacts on the network, including how those costs are paid for.

And that work is already underway.

The fuel response work has given the longer-term VDAM programme a running start. To develop the regulatory relief options at pace, NZTA brought forward an initial assessment of state highway bridges, and commissioned Road Controlling Authorities to do the same on the local network. 

That evidence – alongside the sector input and the policy analysis and modelling done at pace – now feeds directly into the next phases of heavy vehicle productivity reform.

Because if we’re going to do this, we want to do it properly and make sure it is grounded in engineering reality, not assumptions.

That’s what gives us confidence that the next phase of VDAM reform will be both ambitious and workable.

Potential for future reform

Finally, as Minister I also want the Government to turn its mind more to how our ports interconnect with freight and supply chains.

Ports are a critical component of the system and it is important to check that the settings are right. I hear a lot of commentary from freight stakeholders about ports.

I look forward to receiving the Transport and Infrastructure Select Committee report on its inquiry into ports and the maritime sector. 

MCERT will help the Government develop its response to that report, and I am keen for it to think about how ports fit into the system, as I do see the potential for reform there.

Conclusion

Thank you again for the opportunity to speak with you about the Government’s transport programme.

You play a vital role in the land transport system, and I want us to keep working together to achieve our shared goals.

I hope you enjoy the rest of the conference and make the most of the connections you build while you’re here.

Original source: https://nz.mil-osi.com/2026/06/26/speech-to-transporting-nz-conference/

Source: New Zealand Government

The Government has decided the Community Organisation Refugee Sponsorship (CORS) programme will become a permanent part of New Zealand’s refugee resettlement system, Associate Minister of Immigration Casey Costello announced today.

“The trial of the CORS programme shows it can deliver strong outcomes for refugees in employment, housing, education, and community connection,” Ms Costello says.

“Making it permanent means we can build on the skills, partnerships and knowledge developed through the pilot. This is a positive step and provides a programme that we know works.”

The permanent CORS programme will begin 1 July, with organisations able to apply to become approved community sponsors from that date. The introduction of the programme will be scaled, with 50 places available in the first year. From 1 July 2027, 200 people per year will be able to settle here through CORS.

“This is the first time New Zealand will have an ongoing complementary refugee resettlement pathway, with CORS sitting alongside our Refugee Quota Programme,” Ms Costello says.

“Having a complementary pathway for settlement is supported by the UNHCR and reflects approaches used internationally, including in Australia, Canada and the UK.

“This is about combining strong government support with community-led approaches that help people settle well and build independence.”

Under CORS, the Government funds core services such as immigration processing, health checks, and international travel, while approved community organisations provide settlement support, including housing, access to services, and support into employment and community life. The programme also includes an international referral partner.

“The strength of the programme lies in the human connection – communities providing practical support, a sense of belonging, and helping people find their feet from day one,” Ms Costello says.

“We’ve seen families welcomed into communities, supported into housing and employment, and quickly becoming part of everyday life in New Zealand.

“That is the key to a successful refugee programme – it isn’t just about providing refuge, it is about ensuring people can settle well and feel that they have a new home.”

CORS will be delivered alongside New Zealand’s Refugee Quota Programme, maintaining an overall number of refugee resettlement places available at 1,500. Places will be progressively allocated to the community sponsorship pathway as it scales up, with the Quota Programme adjusting accordingly. This allows CORS to be funded from within existing baselines.

The Refugee Quota Programme will remain New Zealand’s primary humanitarian pathway, and any allocated CORS places that are not taken will return to the Quota Programme. 

“In the current environment, this is the best way to ensure a programme that we know works well can continue into the future,” Ms Costello says.

“The Government remains firmly committed to an overall resettlement intake of 1,500 people per year. New Zealand currently takes the third largest number of UNHCR mandated refugees internationally, behind Canada and Australia.” 

Original source: https://nz.mil-osi.com/2026/06/24/community-sponsorship-programme-to-be-permanent/

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 25 June 2026 – To mark the International Day of the Seafarer, Fleet Management Limited (Fleet Management) has called for greater global recognition of the “silent professionals” keeping global supply chains moving, alongside the launch of “Pulse”, its new seafarer app designed to provide continuous, practical support at sea.

As tensions ease across key corridors such as the Strait of Hormuz, Fleet Management supports renewed multilateral efforts to address a troubling pattern in which seafarers, as civilians, are repeatedly exposed to conflict, and to ensure they are protected from its human cost.

Dr. Harry Banga, Founder and Executive Chairman of The Caravel Group and Fleet Management Limited, said: “Countries, industries and communities rely on seafarers to keep essential goods flowing. Waterways like the Strait of Hormuz are key arteries of the global economy. When disrupted, the impact is immediate. Costs rise. Supply chains tighten. Today is a reminder that the industry and governments must act decisively to uphold safe and free navigation, so seafarers can sail with confidence.”

Echoing the International Maritime Organization’s (IMO) 2026 theme, “Carrying world trade. Carrying the risks,” Fleet Management emphasises that while seafarers drive global commerce, they are increasingly placed on the frontline of geopolitical disruptions to keep essential fuel, food and goods moving. Since February, an estimated 20,000 civilian seafarers, including around 600 under Fleet Management’s care, have borne these risks daily, navigating volatile waters and, at times, remaining at anchorage for extended periods until conditions stabilise.

Captain Rajalingam Subramaniam, Chief Executive Officer of Fleet Management Limited, said: “As a company, and as an industry, we have a responsibility to speak up. Seafarers are civilians who carry responsibility in the face of risk and adversity, in conditions beyond their control. This must not become the new normal. They must be seen, heard and properly protected. We are encouraged by the IMO-led evacuation efforts underway to restore safe transit, and hope confidence will soon rebuild.”

Fleet Management takes a systematic approach to protecting its seafarers in high-risk environments, prioritising physical and mental wellbeing and strong ship-shore connectivity. Developments are monitored around the clock, with routes adjusted as needed and constant communication maintained to safeguard crews, vessels and the environment. As conditions evolve, any resumption of transit is assessed on a vessel-by-vessel basis. Ships cannot simply turn their engines on and go. Each is evaluated against its own risk matrix, ensuring every movement is deliberate, controlled and grounded in safety.

Fleet Management remains committed to safe, fair and responsible sailing practices that put seafarers first. Through Fleet Care, seafarers have access to 24/7 mental health support, wellbeing programmes and family initiatives that provide connection and reassurance at home. Across the fleet, one million meals are served each year to support nutrition, while industry-leading insurance ensures protection at sea and while on leave. Together, these measures reduce pressure, share the load and help seafarers stay safe, supported and focused in demanding conditions.

The Launch of Pulse: Connecting Seafarers to 24/7 Support, Onboard and Onshore

Angad Banga, Chief Executive Officer of The Caravel Group and Executive Director of Fleet Management Limited, stated: “Recognition has to translate into action. Not once a year, but every day. That means understanding the pressures our seafarers operate under, and responding with consistent, practical support. At Fleet, this shows up in the decisions we make, and the systems we build to support our crews.”

Today, Fleet Management launched Pulse. Far more than an app, it is a digital lifeline for its 27,000-strong seafaring community, simplifying life at sea. Designed for life at sea, Pulse brings documents and updates into one place, reducing administrative burden and giving seafarers greater clarity and control, while providing 24/7 access to critical physical and mental health support. It ensures they stay connected and can access Fleet Care resources at any time, whether on board or on leave. For Fleet Management’s global community, Pulse represents a significant step in turning commitment into consistent, everyday support.

Making Seafarers Seen: Global Action and Awareness Across Markets

With over 80 percent of global trade travelling by sea, the vital contributions of seafarers and the daily challenges they manage often remain unseen. To address this, Fleet Management launched global advocacy and educational initiatives this week to highlight both the importance of seafarers and the realities of life at sea.

Fleet Management’s crewing offices across India, the Philippines and China have delivered targeted family outreach initiatives, including the Fleet Care Family Outreach Programme, providing health and wellbeing support to seafarer families, alongside community engagement activities. These efforts are supported across offices worldwide and in multi-city public awareness campaigns reaching audiences across major cities to build broader understanding and recognition. Together, these initiatives reinforce Fleet Management’s commitment to making seafarers visible, valued and supported both at sea and at home.

Supported by strong training investments, including over 80,000 certificates issued annually and 500 cadets trained each year at the International Maritime Institute (IMI), Fleet Management ensures its workforce remains skilled, resilient and fully supported at sea.

Hashtag: #Fleet

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

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

Source: Environment Canterbury Regional Council

Original source: https://nz.mil-osi.com/2026/06/26/thanks-for-your-public-transport-feedback/

Source: Media Outreach

As the first authorized reseller of Amazon Leo that has an APAC headquarters in Hong Kong, Pulsar will offer low Earth orbit satellite connectivity powered by Amazon Leo to commercial maritime customers to support vessel communications, crew welfare, digital solutions, and onboard operations.

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

Source: New Zealand Government

Taranaki patients will benefit from significantly improved hospital care with the official opening of Taranaki Base Hospital’s New East Wing, Health Minister Simeon Brown and Associate Health Minister Matt Doocey say.

“The Taranaki Base Hospital redevelopment is a critical investment in modernising healthcare for the people of Taranaki,” Mr Brown says.

“Stage two, the centrepiece of the $462.6 million redevelopment, opens to patients on Monday and represents a significant step change in the delivery of acute and specialised healthcare services across the region.

“Last year, we invested an additional $59.2 million to meet cost pressures that had emerged since 2022 – ensuring we could complete stage two and deliver a modern, fit-for-purpose hospital that meets the region’s needs now and into the future.

“The New East Wing brings emergency, intensive care, radiology, diagnostics, laboratory, maternity and neonatal services together in one integrated acute care precinct, alongside a new Acute Assessment Unit to support earlier senior clinical decision-making and reduce unnecessary admissions.

“It increases the number of patient spaces to 151, up 55 from current capacity – a 57 per cent increase to meet growing demand for services across the region. The building has also been designed with future expansion in mind.”

Key features of the New East Wing include:

•    A significantly expanded emergency department with around double the current capacity
•    Co-located radiology and imaging services to support faster diagnosis and treatment
•    A new ICU located alongside emergency and diagnostic services
•    A modern maternity service with new delivery suites, postnatal wards and improved family facilities
•    A dedicated primary birthing unit in a purpose-built setting
•    A new neonatal unit integrated with maternity and delivery services
•    A new Acute Assessment Unit to improve early clinical decision-making and reduce unnecessary admissions
•    Upgraded laboratory services, with 34 workstations, to support faster diagnostic turnaround times
•    A rooftop helipad providing direct access to the ED, ICU and theatres, so critically unwell patients can receive life-saving treatment as quickly as possible
•    A new Integrated Operations Centre, improving hospital-wide coordination and the efficient delivery of care across the campus

Associate Health Minister Matt Doocey represented the Government at today’s opening, officially cutting the ribbon on the New East Wing and marking the completion of this significant stage of the redevelopment.

“The opening of the New East Wing means more capacity, faster access to treatment, and more modern facilities – delivering better care closer to home for Taranaki patients. It’s about improving patient flow, reducing delays, and ensuring people get the right care as quickly as possible,” Mr Doocey says.

“We’re focused on fixing the basics and building the future of our healthcare system with the infrastructure it needs. This building will serve the people of Taranaki for many generations to come, ensuring patients get the care they need when they need it.”

The New East Wing sits within the broader Taranaki Base Hospital redevelopment, which has already delivered the $56.1 million cancer centre, a mental health facility, a renal unit, an energy centre, resilience upgrades, and an earlier inpatient building.

Original source: https://nz.mil-osi.com/2026/06/25/new-east-wing-opens-at-taranaki-base-hospital/

Source: Media Outreach

DALIAN, CHINA – Media OutReach Newswire – 24 June 2026 – The World Economic Forum’s 17th Annual Meeting of the New Champions, also known as Summer Davos, opened on June 23 at the Dalian International Conference Center. Held under the theme “Innovating at Scale,” the forum brought together more than 1,700 leaders from government, business and technology across over 90 countries to discuss how innovation can be translated into real-world applications and industrial transformation. Matrix Robotics, a China-based company specializing in Physical AI and embodied intelligence, participated in the forum as its sole humanoid robotics service provider. The company’s integrated technology stack combines its independently developed WAVE Embodied AI Foundation Model, a general-purpose full-body motion control system and high-degree-of-freedom dexterous hands. Its third-generation humanoid platform, MATRIX-3, was deployed in the venue’s first-floor dining area, where it served attendees as an AI barista throughout the forum. Leveraging the model’s general-purpose capabilities, cross-scenario adaptability and long-horizon task generalization, Matrix Robotics demonstrated the system’s readiness for real-world commercial service applications to attendees from around the world.

WAVE Powers a Live Service Demonstration at a Leading Global Forum

This year’s Summer Davos focused on “Innovating at Scale,” with artificial intelligence and the application of emerging technologies in the real economy among the forum’s key topics. A key question for the industry is how embodied intelligence can move beyond laboratory demonstrations and achieve commercial deployment at scale.

Moving beyond conventional static hardware displays, Matrix Robotics created a live demonstration area in the venue’s first-floor dining zone. The service solution is built around the WAVE Embodied AI Foundation Model and a general-purpose full-body motion control system. Combining cross-scenario generalization, stable execution of long-horizon tasks and high-degree-of-freedom dexterous hands, the system provided live coffee service to international attendees and demonstrated its ability to operate in a real-world service environment.

The WAVE model handles perception, reasoning and high-level motion planning, while the full-body motion control system coordinates the robot’s physical movements. Long-term testing across multiple scenarios has demonstrated stable performance, enabling the system to support frequent and continuous service at the venue. MATRIX-3 serves as the physical platform through which the intelligent system performs real-world tasks.

Generalization Enables Autonomous Coffee Service, While Dexterous Hands Demonstrate Precise Manipulation

In the dedicated demonstration area, the WAVE Embodied AI Foundation Model coordinates the workflow together with the full-body motion control system and high-degree-of-freedom dexterous hands, enabling MATRIX-3 to perform a standardized coffee-service process. Using the model’s multimodal visual perception, the robot independently identifies and picks up an empty coffee cup, calculates the force required to press the coffee machine’s controls, lifts the hot beverage after brewing, plans a route to the guest and delivers the finished drink steadily.

The WAVE model incorporates physical force-control reasoning, allowing the system to adjust the dexterous hands’ grip strength in real time and reduce the risk of cups slipping or hot beverages spilling. The continuous, multi-step workflow—from picking up a cup to delivering a hot beverage—demonstrated the WAVE model’s multitask processing and generalization across different movements, highlighting the role of the underlying AI system in complex physical interactions.

WAVE Supports Replicable Solutions for Commercial Service Applications

As the forum’s sole humanoid robotics service provider, Matrix Robotics used live coffee service to demonstrate its approach to a key industry challenge: many humanoid robots emphasize hardware demonstrations, while limitations in model generalization make rapid deployment across multiple scenarios difficult.

Matrix Robotics has focused on deploying robotic systems in standardized, repetitive service environments, with its core technology centered on the WAVE Embodied AI Foundation Model and general-purpose full-body motion control system. With multitask adaptability and cross-scenario transfer capabilities, the system demonstrates its potential for deployment at international forums, exhibition venues, retail stores, cultural and tourism spaces and other service environments, offering a replicable solution for the digital transformation of the global service industry.

International Attendees Experience China-Developed AI Technology Firsthand

Throughout the forum, entrepreneurs, technology professionals and Chinese and international media visited the dining-area demonstration to experience the autonomous coffee service powered by the WAVE Embodied AI Foundation Model and performed by MATRIX-3’s dexterous hands. Attendees received coffee prepared by the robot and observed the system’s stable and fluid operation firsthand.

A senior executive of Matrix Robotics said that Summer Davos provides a leading global platform for showcasing China’s AI innovation. The live coffee-service demonstration provides a direct example of the company’s commercialization strategy centered on the WAVE model. Matrix Robotics independently develops the WAVE Embodied AI Foundation Model, the general-purpose full-body motion control system and high-degree-of-freedom dexterous hands. The company continues to improve multitask generalization, safe human-robot interaction and extended continuous operation, with the goal of moving Physical AI from concept demonstrations toward commercial deployment at scale.

Expanding Applications and Accelerating Embodied AI Deployment at Scale

As the global embodied AI industry enters a period of rapid development, general-purpose AI model capabilities and commercialization across different scenarios are becoming key areas of competition. The forum’s theme, “Innovating at Scale,” closely aligns with Matrix Robotics’ long-term development strategy centered on the WAVE model.

Combining the WAVE model’s general-purpose and long-horizon task capabilities with high-degree-of-freedom dexterous hands, the integrated system can support applications beyond coffee service, including exhibition reception, material handling and precision object manipulation, creating broad potential for deployment across industries.

By participating in Summer Davos in Dalian, Matrix Robotics demonstrated the real-world operating capabilities of its independently developed intelligent system and created a platform for international industry exchange and cooperation. Going forward, Matrix Robotics will continue to advance the WAVE Embodied AI Foundation Model, the general-purpose full-body motion control system and general Physical AI algorithms, while expanding applications across retail, cultural tourism, exhibitions and industrial support. With foundation-model technology at the core of its strategy, the company will work with global industry partners to accelerate the large-scale deployment of embodied AI and bring China-developed Physical AI technology to a broader global audience.

Hashtag: #MatrixRobotics

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

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

Source: New Zealand Police

The first 2026 wing to graduate from the New Zealand Police Auckland campus will be acknowledged and celebrated this Friday 26 June.

They will soon be boosting the frontline with two new constables bound for Northland District and 32 deployed across Tāmaki Makaurau. 

The 32 Auckland-trained graduates will join 21 Porirua-trained graduates from the 396 Chiquita Holden Wing who are also bound for Tāmaki Makaurau. The 396 wing are graduating tomorrow from the Royal New Zealand Police College in Porirua.

This makes a total of 53 new constables starting their duties in the wider Auckland region the week beginning Monday 6 July.

Media are invited to the graduation of the 397 Rod Bell ONZM Wing

What:    Graduation of the New Zealand Police 397 Recruit Wing
Who:     For families and friends to celebrate with the new graduates
Why:     Completion and graduation from their initial training course
Where: Barfoot and Thompson Stadium, 203 Kohimarama Road, Kohimarama, Auckland
When:   Thursday 26 June at 11am – media will need to be in place by 10.45am
How:     RSVP if you’re attending: media@police.govt.nz

Wing 397graduates

Five of the graduates are following in the footsteps of family and joining the front line. Fifteen were born in countries other than New Zealand – many of them from England.  Seven of the new graduates are ex-military and 20 have tertiary qualifications.
One graduate bound for Counties Manukau is Taina Fox-Matamua: Ngāti Porou, Ngāti Kahungunu. Taina was a professional NPC rugby player who played for the Tasman Mako and played professionally in Italy for three years. He will be based in Manurewa.

Wing Patron

Rod Bell ONZM is a former New Zealand Police officer and long-standing youth advocate. A past CEO of Blue Light, Rod is currently Blue Light’s Operations Manager.

Rod joined New Zealand Police in 1983 as a member of Wing 87. Following graduation, he worked on the frontline in Auckland Central and Takapuna, later moving into the Criminal Investigation Unit. In 1989 he was appointed Officer in Charge at Wellsford Police Station, leading a small team and covering communities including Mangawhai and surrounding districts.

Returning to Auckland in the mid-1990s, Rod held a range of leadership roles from Section Sergeant to Sergeant in Charge of Team Policing and Youth Services. He retired from Police in 2001 after developing and overseeing the Crime Control Unit.

Alongside his policing career, Rod built a business that grew from a hobby into a company with 35 staff before being sold in 2005. He went on to establish, grow and later sell two further businesses. During this period, Rod also became the inaugural CEO of Blue Light National, serving in a voluntary capacity until 2012 and helping lay the foundations for the organisation’s national growth.

In 2014, Rod was appointed an Officer of the New Zealand Order of Merit (ONZM) for services to youth and the Police. At the end of 2023, he stepped down as CEO of Blue Light after expanding the organisation to more than 120 staff and supporting the establishment of the Blue Light Foundation to help fund the work of Blue Light’s 75 branches across New Zealand. Along with his Operations Manager role, he is currently a Trustee of the Blue Light Foundation.

ENDS

If you’re interested in joining police check out newcops.govt.nz

Issued by Police Media Centre

Original source: https://nz.mil-osi.com/2026/06/24/media-advisory-auckland-based-wing-welcomes-34-new-cops-to-the-frontline/

Source: GlobeNewswire (MIL-NZ-AU)

The appointment of a CEO from a NYSE American-listed mining company will further strengthen ARE’s Board as it progresses its planned Nasdaq listing. Mr Gili brings deep Wyoming, hydrometallurgical and mine development expertise to the largest known rare earth deposit in the United States.

LARAMIE, Wyo., June 24, 2026 (GLOBE NEWSWIRE) — American Rare Earths Limited (ASX: ARR | OTCQX: ARRNF | ADR: AMRRY) (“ARE” or “the Company”) is pleased to announce that it has agreed to appoint Matthew D. Gili, B.Eng, BSc, as a Non-Executive Director of the Board. Mr. Gili’s appointment will become formally effective upon completion of the necessary Australian regulatory formalities, which are expected to be completed shortly. Upon commencement, Mr. Gili will join the Company’s Technical Committee and contribute directly to advancing the Halleck Creek Rare Earths Project, the largest known rare earth deposit in the United States on a total rare earth oxide (TREO) basis,¹ toward construction and production.

The appointment is a key component of ARE’s broader Board renewal program as the Company accelerates toward a NASDAQ compliance dual-listing targeted in H2 2026, with a prospective full U.S. domicile planned for 2027. Once appointed, Mr. Gili will bring to the ARE Board a sitting chief executive of a NYSE American-listed Wyoming mining company, adding institutional credibility and U.S. capital markets depth at a decisive moment in the Company’s development.

BOARD COMMENTARY

_________________________________
¹ Refer ASX announcement dated 4 February 2025.

STRATEGIC CONTEXT: BOARD RENEWAL AND NASDAQ PATHWAY

American Rare Earths is advancing on two parallel and mutually reinforcing tracks. At the project level, the Company has commenced its 2026 FS-level drilling program at the Cowboy State Mine within Halleck Creek, targeting geological and geotechnical data to support ore reserve estimates, geotechnical engineering, environmental baseline studies, and pilot-scale metallurgical testwork. In parallel, the Company has taken a series of deliberate steps toward a NASDAQ listing in H2 2026, including the appointment of BDO Audit Pty Ltd as U.S.-standard auditor and the engagement of Rimon as U.S. securities counsel to guide SEC registration and disclosure requirements.

The agreed appointment of Mr. Gili directly will advance the Board’s quality and composition in anticipation of the NASDAQ listing. U.S. institutional investors, index funds, and mining sector analysts routinely assess the calibre of non-executive directors alongside technical and financial credentials when evaluating emerging mine developers. A Board that includes a sitting NYSE American-listed CEO with a track record of building mines in the United States, operational experience in Wyoming, and hands-on hydrometallurgical processing knowledge is materially stronger in the context of U.S. investor due diligence.

The Company has confirmed that the NASDAQ listing is targeted as a compliance listing in 2026, with ASX retaining its status as the primary listing. A prospective shareholder vote on Company domicile to the United States is planned for 2027. The Board renewal program, of which this agreed appointment forms a part, is explicitly designed to ensure that ARE meets and exceeds the governance, independence, and leadership expectations of both the NASDAQ listing standards and U.S. institutional investors.

PROCESSING SYNERGY: URANIUM ISR AND RARE EARTH HYDROMETALLURGY

A central aspect of Mr. Gili’s relevance to American Rare Earths is the substantial overlap between uranium in-situ recovery (ISR) processing and rare earth element (REE) hydrometallurgical processing the primary processing pathway being developed for Halleck Creek. While the two commodities are distinct, the core unit operations that underpin commercial-scale production share the same fundamental chemistry and engineering disciplines:

• Acid leaching: Both uranium ISR and REE leaching use sulfuric acid (H2SO4) as the primary lixiviant to mobilize target metals from mineralized host rock into solution.
• Solvent extraction (SX): Liquid-liquid solvent extraction is the principal separation technology for both uranium purification and REE individual element separation. The same class of extractants (e.g. D2EHPA, Cyanex 272, Alamine 336) are used across both industries.
• Ion exchange (IX) resins: IX circuits are deployed in both uranium ISR facilities and REE processing plants for selective metal recovery from dilute leach solutions.
• Precipitation and drying: Final product stages yellowcake (U3O8) in uranium, mixed REE carbonate or oxide in rare earths use analogous precipitation, filtration, drying, and calcination processes.
• Environmental and solution management: ISR operations require rigorous management of pregnant and barren leach solutions, aquifer protection, and groundwater restoration — disciplines directly applicable to the environmental and hydrogeological management requirements of REE processing in Wyoming.

Research has demonstrated that REEs including scandium and yttrium have been co-recovered as by-products directly from uranium ISR process solutions in pilot programs, underscoring the chemical affinity between the two recovery systems. Mr. Gili’s operational oversight of ISR uranium hydrometallurgy at Lost Creek an operating Wyoming ISR facility gives him direct, practitioner-level experience with these unit operations in a Wyoming geological, environmental, and regulatory context. This is not analogous experience; it is substantively the same processing discipline applied to a different target metal.

INVESTMENT CASE: WHY THIS APPOINTMENT MATTERS

ABOUT THE HALLECK CREEK RARE EARTHS PROJECT

The Halleck Creek Rare Earths Project, located in Albany and Platte Counties, Wyoming, hosts the largest known rare earth deposit in the United States on a total rare earth oxide (TREO) basis¹. The Cowboy State Mine area within Halleck Creek offers cost-efficient open-pit mining methods on Wyoming State land, benefiting from streamlined permitting under Wyoming’s mining-friendly regulatory environment. The project is currently progressing DFS-level drilling (commenced May 2026) alongside a Whole of Property Development Assessment awarded to leading U.S. engineering consultants.

Halleck Creek is strategically positioned to reduce U.S. reliance on rare earth imports, predominantly from China, while meeting growing domestic demand from defence, advanced manufacturing, electric vehicles, wind energy, and semiconductor industries. The project includes plans for onsite mineral processing and separation facilities, and the Company is engaged with U.S. Government-supported R&D programs to develop innovative extraction and processing technologies. The Company is evaluating a potential Wyoming rare earth processing hub strategy that would leverage the state’s existing critical minerals infrastructure.

_________________________________
¹ Refer ASX announcement dated 4 February 2025.

ABOUT AMERICAN RARE EARTHS LIMITED

American Rare Earths (ASX: ARR | OTCQX: ARRNF | ADR: AMRRY) is a critical minerals company at the forefront of reshaping the U.S. rare earths industry. Through its wholly owned subsidiary, Wyoming Rare (USA) Inc. (WRI), the Company is advancing the Halleck Creek Project in Wyoming, a world-class rare earth deposit with the potential to secure America’s critical mineral independence for generations.

ARE is committed to environmentally responsible mining practices and continues to collaborate with U.S. Government-supported R&D programs to develop innovative extraction and processing technologies for rare earth elements. The Company is progressing toward a NASDAQ dual-listing in 2026 to deepen its engagement with U.S. institutional and retail investors and accelerate the path to project financing and construction. Further information is available at www.americanree.com.

INVESTOR AND MEDIA CONTACTS

This announcement has been authorized for release by the Board of American Rare Earths Limited.

FORWARD-LOOKING STATEMENTS

This press release contains forward-looking statements within the meaning of applicable securities laws. Forward-looking statements include statements regarding the planned NASDAQ listing, the advancement of the Halleck Creek Rare Earths Project toward feasibility and production, processing technology development, project financing, and the strategic benefits of the Board appointment described herein. Forward-looking statements involve known and unknown risks, uncertainties, and other factors that may cause actual results, performance, or achievements to differ materially from those expressed or implied. Factors include, without limitation: delays in permitting or regulatory approvals; changes in commodity prices; failure to complete the NASDAQ listing on the timeline described; capital cost overruns; changes in technology or processing pathways; and general economic conditions. Readers are cautioned not to place undue reliance on forward-looking statements. The Company assumes no obligation to update forward-looking statements except as required by applicable law.

– Published by The MIL Network

Source: New Zealand Government

A new marae in central New Plymouth will put culture, resilience and community at the heart of the city, Regional Development Minister Shane Jones and Māori Development Minister Tama Potaka say.

The Government is investing up to $8.6 million from the Regional Infrastructure Fund (RIF) for Ngati Te Whiti to establish Ngāmotu Marae in Moturoa near the waterfront and public coastal walkway.

“The development will give Ngāti Te Whiti a long overdue home in their own rohe, while opening the doors to the wider community for hui, events, education and support during emergencies,” Mr Jones says.

“For more than 150 years, Ngāti Te Whiti, the mana whenua of New Plymouth, have not had a marae in the city. This investment restores a critical anchor that is accessible and firmly part of the city’s future,” Mr Jones says.

“A visible and active marae in the city next to the popular waterfront walkway will create cultural, social and economic energy that ripples through the community,” Mr Potaka says.

“This is not just for Ngāti Te Whiti, it is for New Plymouth. Marae are where people gather, decisions are made, and culture and community life are lived every day.”

The marae will double as a lifeline during emergencies, with a wharekai able to provide food, shelter and essential services.

“In an emergency, marae provide practical support to their communities. This facility will be ready to provide shelter, support and stability when New Plymouth needs it most,” Mr Potaka says.

This project includes building a wharenui and wharekai, along with community, meeting and administration spaces, civil works such as power, water, access and earthworks, and full site development including landscaping and parking.

The project is being delivered by Ngāti Te Whiti Whenua Tōpu Trust. The total cost is $17.8 million, with co-funding from Ngāti Te Whiti hapū, local government, the Toi Foundation, and the community. It will support around 46 jobs during construction.

Long term, the marae is expected to support cultural tourism, local enterprise and community-led development.

Original source: https://nz.mil-osi.com/2026/06/27/8-6m-brings-marae-into-heart-of-new-plymouth/

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 27 June 2026 – The “Wealth Management Expo 2026”, powered by Bank of China (Hong Kong) (“BOCHK”) and organised by TVB under the theme of “Empowering Enterprises to Go Global, Pioneering the Blue Ocean of Silver Economy”, was successfully held today. The Expo featured top-tier financial experts and prominent figures for market pulse insights and visionary perspectives on the international landscape, the international use of RMB, enterprises going global, silver economy and wealth management.

The Expo was officiated by Mr. Michael WONG, GBS, JP, Acting Financial Secretary of the HKSAR Government; Mr. Christopher HUI, GBS, JP, Secretary for Financial Services and the Treasury of the HKSAR Government; and Mr. Stephen CHAN, Deputy Chief Executive of BOCHK. Mr. Christopher HUI also shared at the opening forum on how Hong Kong as a global offshore RMB hub supports enterprises in going global. Other attending guests included Dr. KO Wing Man, GBS, JP, Standing Committee of the National Committee of the CPPCC; Mr. SIU Sai Wo, General Manager (Business Operations) of TVB; and representatives from BOCHK.

Mr. Stephen CHAN, Deputy Chief Executive of BOCHK, said in his opening remarks, “This year marks the inaugural year of the nation’s 15th Five-Year Plan, which clearly supports Hong Kong in strengthening its role as an international asset and wealth management centre. Against this backdrop, Hong Kong, as a vital bridge between the Chinese Mainland and the rest of the world, is set to tap into an unprecedented opportunity for growth. Bank of China (Hong Kong) will actively align with national policies and the HKSAR Government’s direction by deepening its regional business development and promoting the international use of RMB, while continuing to fulfil its corporate social responsibilities, contributing to the consolidation of Hong Kong’s position as an international financial centre.”

Opening Forum: Experts Shared Insights on RMB Empowering Enterprises to Go Global

The opening forum of the Expo “New Opportunities in Global Wealth Investment: RMB Empowering Enterprises to Go Global” featured Mr. Christopher HUI, GBS, JP, Secretary for Financial Services and the Treasury, HKSAR Government; Mrs. Pauline NGAN, BBS, JP, Deputy Chairman and Managing Director of Mainland Headwear Holdings Limited, Member of the National Committee of the CPPCC; Mr. Sam YU, Chairman of Hong Kong Investment Funds Association; and Mr. Jack YANG, RMB Business Executive Director of BOCHK. They engaged in an in-depth discussion on the international market trends, enterprises going global and the international use of RMB, elaborating new investment opportunities.

Summit Forum: Decoding Silver Economy Opportunities and Industry Integration

The growing silver-haired population is driving demand across a range of areas, including health, lifestyle and wealth management. Held under the theme “Redefining Value in the Silver Age: Uncovering Blue Ocean Market Opportunities”, the summit forum featured Dr. KO Wing Man, GBS, JP, Standing Committee of the National Committee of the CPPCC; Mr. Angus CHAN, Director of Elderly Care Services of Chinachem Group; Mr. Terry WONG, Chief Executive Officer of Hong Kong Science and Technology Parks Corporation; and Mr. Wilson TANG, Chief Executive of BOC Group Life Assurance Company Limited. Drawing on a macro perspective on industry structure, the speakers analysed the business opportunities within the silver economy and explored how to drive supply chain transformation and integration across traditional industries such as healthcare and insurance, while offering a forward-looking view of the immense potential of this emerging market.

Thematic Workshops and Immersive Digital Experience Zone, Showcasing Comprehensive Wealth Growth Strategies

The Expo also held several thematic workshops, in which experts analysed prevailing topics, including global fund and equity market conditions, retirement wealth planning, and emerging markets, equipping clients with insights into wealth growth strategies. Two fund workshops focused respectively on emerging markets and global income opportunities. The first workshop, “Focusing on Emerging Value in Asia: Embarking on a New Chapter for RMB Assets and China’s Equity and Bond Markets”, examined how the Chinese Mainland’s deepening cooperation with ASEAN, the Global South, and Belt and Road Initiative partner countries is generating new investment opportunities in emerging markets. The workshop also offered an investment outlook of the implications of the National 15th Five-Year Plan and the shifting global landscape for RMB assets and the Chinese Mainland’s equity and bond markets. The second fund workshop, “Harnessing Multi-Asset Strategies to Capture Asia-Pacific Income Opportunities,” explored how investors should diversify asset portfolio amid heightened volatility in global equity and bond markets, while capturing income opportunities from Asia-Pacific and emerging markets.

The retirement planning workshop, “Forward-Looking Wealth Planning: Charting Your Own Path to a Premium Retirement”, addressed the retirement pain points commonly faced by Hong Kong residents, offering financial advice for the silver generation to build a solid safety net for themselves and their families. The equities workshop, “Navigating 2026: Decoding Stock Market Strategies”, dissected global equity market performance and explored how different financial products can be used to balance aggressive and defensive positioning to capture markets with growth potential. The wealth management workshop, “AI-led Future: Blue Ocean Opportunities in Southeast Asia and New Horizons for Enterprises Going Global”, examined the AI investment boom and analysed the unique edge of Hong Kong as a “super value-adder” for enterprises going global.

A 3D immersive digital experience zone highlighted BOCHK’s capabilities across its expansive network reach, anti-fraud education, professional services, digital innovation leadership and award-winning credentials.

BOCHK Private Wealth also officially unveiled its new Wealth+ service proposition at the event, expanding its scope beyond wealth management to encompass multi-dimension of clients’ lives, including lifestyle experiences, family financial planning and holistic well-being, with a commitment to addressing client’s unique and individual needs.

The “Wealth Management Expo 2026” concluded successfully with fruitful outcomes. Through a full day of engaging forums, workshops, digital experience zone and sponsored booths, industry professionals, investors and the public can gain insights into global opportunities, keep abreast of the latest development in the international use of RMB and the strategic advantages of enterprises going global, while capitalising on the diverse opportunities presented by the silver economy, and mastering financial management and wealth growth.

Hashtag: #WealthManagementExpo2026

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

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

Source: New Zealand Government

The public’s views are being sought on proposed changes for catch limits and sustainability measures for 22 fish stocks, Oceans and Fisheries Minister Shane Jones says.

“Twice a year, formal reviews are done on a range of fish stocks and proposals are developed to adjust settings where necessary. The proposed options are developed using the best available science and information about the fishery,” Mr Jones says.

“When a fishery can sustainably handle more harvesting, contributing to our economy and supporting our communities, we should allow it. On the other hand, it is in everybody’s best interests to reduce fishing when needed.”

When selecting stocks for review, a range of factors are considered including sustainability risks, new information about the stock from assessments and monitoring programmes, information from tangata whenua, the public, and stakeholders, and environmental factors.

This review includes proposals to significantly reduce catch throughout New Zealand’s tarakihi fisheries. 

“Tarakihi is one of New Zealand’s favourite fish species, with around 95 per cent of commercially caught tarakihi sold and consumed domestically,” Mr Jones says.

“Warming waters are likely to have impacted the number of juvenile fish. Despite efforts to reduce pressure on the fishery, supported by industry – including catch limit reductions in 2018, 2019, and 2022 – the fishery has not recovered as well as hoped.

“Stock assessments for both the East and West Coast tarakihi fisheries indicate levels will continue to decline, which is why significant changes are proposed for these fisheries.

“On the other hand, snapper and trevally continue to do well as they respond well to warmer waters. Catch limit increases are proposed for snapper and trevally in area 2 (East Cape, Hawke’s Bay, and Wellington), reflecting increasing abundance.”

The review also includes proposals for adjustments to deemed value rates on 11 fish stocks. Deemed value rates are paid by fishers on catch that exceeds their Annual Catch Entitlement.

“Once consultation closes, officials will analyse the submissions and provide me with advice. My decisions will be announced before the start of the fishing year on 1 October 2026.

“Consultation opens today and I encourage anyone with an interest in these fisheries to read the proposals and provide feedback.”

Submissions can be made online until 5pm on 24 July 2026. More information about the proposals and how to make a submission can be found on MPI’s website: https://www.mpi.govt.nz/consultations/review-of-fishery-sustainability-measures-october-2026-round

Stocks included in this review:

Deepwater – Total Allowable Catch Review

• Blue mackerel – EMA 7 – West coast North Island, west coast South Island
• Ling – LIN 7 – West Coast and Top of the South Island
• Gemfish – SKI 3 – East Coast South Island, Chatham Islands
• Frostfish – FRO 3 – East Coast South Island
• Scampi – SCI 3 – East Coast South Island, western Chatham Rise  
• Alfonsino – BYX 3 – East Coast South Island, Chatham Islands

Inshore – Total Allowable Catch Review

• East Coast tarakihi – TAR 1E, 2, 3, 7E – East Coast North and South Island
• West Coast tarakihi – TAR 1W, 7W, 8 – West Coast North and South Island
• Ling – LIN 1 – Northland, Auckland, Waikato, and Bay of Plenty
• Snapper – SNA 2 – East Cape, Hawke’s Bay, and Wellington
• Trevally – TRE 2 – East Cape, Hawke’s Bay, and Wellington
• Stargazer – STA 7 – West Coast and Top of the South Island
• Butterfish – BUT 7 – West Coast and Top of the South Island
• Shortfin eel – SFE 13 – Te Waihora (Lake Ellesmere)
• Pāua – PAU 7 – Marlborough
• Leatherjacket – LEA 3 – East Coast South Island, Southland 
• Elephant fish – ELE 3 and 5 – East Coast South Island, Southland, and Sub-Antarctic
• Pāua – PAU 5D – Southland and Otago

Review of deemed value rate adjustments

• East Coast tarakihi – TAR 1, 2, 3, 7 – East Coast North and South Island
• West Coast tarakihi – TAR 1, 8, 7 – West Coast North and South Island
• School shark – SCH 3, 5 – East Coast South Island, Southland
• Parore – PAR 1, 9 – East and West Coast upper North Island 
• Yellow-eyed mullet – YEM 1, 9 – East and West Coast upper North Island

Original source: https://nz.mil-osi.com/2026/06/24/feedback-sought-on-catch-limits-and-sustainability/

Source: New Zealand Government

Ōtorohanga will see three significant bridge projects happening in the second half of this year, Transport Minister Chris Bishop says. 

“The Mangaorongo Bridge on State Highway 3 near Ōtorohanga will be repaired after flood damage earlier this year, with NZTA also strengthening the riverbank to help protect the bridge from future floods,” says Mr Bishop.

“On State Highway 39, Symes Bridge over the Moakurarua Stream will be repaired from early July after the February storm caused significant erosion underneath the bridge. This stage of the work should take around 5 weeks to complete. 

“Later this year, the deck and beams will be replaced. Together, these components form the bridge’s superstructure, and replacing them will provide a wider, more resilient and safer structure. 

“Further north on SH39, a temporary single-lane Acrow bridge replaced the Mangati Bridge in March after the original bridge was destroyed in the February flood. 

“A permanent bridge is still a priority and NZTA is currently running a tender process for a two-lane replacement. NZTA will have more to say on this in coming months. 

“This is about fixing the basics and making sure these critical routes stay open and reliable for the communities and businesses that depend on them.”

Notes to editor: 

Traffic over the Mangaorongo bridge, approximately 7km north of Ōtorohanga, will be reduced to one lane with stop/go traffic management when work starts on Monday 29 June, until completion approximately 4 weeks later. 
Work on the Symes Bridge will require a few days of lane closures while equipment is brought to and from site and a temporary access underneath the bridge is built, with shoulder closures in place for the remainder of the time. The second stage of works will require the bridge to be closed for 7 weeks. NZTA will share further information about these works, including the specific dates and detour routes, closer to the time.   

Original source: https://nz.mil-osi.com/2026/06/24/bridge-improvements-for-otorohanga/

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 26 June 2026 – Co-organised by the Hong Kong Productivity Council (HKPC), with support of the Commerce and Economic Development Bureau (CEDB), and in partnership with the Trade and Industry Department (TID), the inaugural “E-commerce Innovation Expo 2026” (Expo) officially opened yesterday at the HKPC Building. The two-day Expo brings together tech innovation, brand and IP licensing, global platform support, and market expansion strategies, assisting small and medium enterprises (SMEs) in mastering the keys to expanding overseas through e-commerce. The opening ceremony was officiated by Mr Algernon YAU Ying-wah, JP, Secretary for Commerce and Economic Development; Mr Aaron LIU Kong Cheung, JP, Director-General of Trade and Industry; Mr Emil YU Chen-on, BBS, JP Deputy Chairman of HKPC; and Mr Mohamed Din BUTT, MH, Executive Director of HKPC. As its first edition, the Expo has registered with nearly 7,000 pax, reflecting the industry’s keen demand for e-commerce technology information and services.

With Hang Seng Bank as the Diamond Partner and strong support from over 250 supporting organisations, the Expo brings together over 90 exhibitors across five thematic exhibition zones, including Cross-border E-commerce Experience, New Retail Tech Application, Brand x IP Value-added, Smart Operations, and E-commerce Go-Global Support. Gathering e-commerce platforms, technology and business service providers, IP licensors, and Government funding booths, the Expo targets the four keys to going global, namely platform selection, brand building, smart operations, and global expansion. It provides a one-stop platform that assists SMEs from strategic planning to practical deployment, empowering brands to achieve borderless market expansion through e-commerce.

Mr Emil YU Chen-on, BBS, JP, Deputy Chairman of HKPC, remarked in his opening address that as a staunch supporter of SMEs, HKPC has always provided comprehensive, tailored support to address SMEs’ challenges, bridging policy resources with practical business needs to guide SMEs step by step from strategic formulation to execution. We hope this Expo will enhance the resilience and competitiveness of SMEs, speeding up local brands’ integration into the global digital economy. HKPC and its ‘SME ReachOut’ team will continue to provide timely and practical support for all SMEs.

Mr Algernon YAU Ying-wah, JP, the Secretary for Commerce and Economic Development, stated in his address that the Government has always attached great importance to the development potential of e-commerce and actively encourages local enterprises to seize digital economy opportunities and utilise e-commerce to explore diversified markets, thereby enhancing the competitiveness of Hong Kong’s external trade and injecting new impetus into economic growth. As an international trade centre and business hub, Hong Kong plays a vital bridging role in connecting Chinese Mainland with the foreign countries. The Government encourages SMEs to proactively capture these emerging opportunities, leveraging Hong Kong’s global advantages to expand overseas and elevate the international competitiveness of local brands and products.

Mr Yau also thanked HKPC “SME ReachOut” for its efforts, and noted that since 2020 and up to the end of May 2026, SME ReachOut had handled nearly 40,000 SME enquiries, organised or participated in 16 exhibitions and 75 seminars and workshops, and conducted more than 350 outreach activities, visiting various chambers of commerce, industrial and commercial buildings, and co-working spaces under the support of the Government.

Gathering Major E-commerce and AI Technology Service Providers to Support SMEs Going Global Digitally

The Expo features a multitude of e-commerce and AI technology service exhibitors, offering all-round support to SMEs spanning e-commerce, AI technology, brand development, and going global. Alongside Hang Seng Bank, which provides professional cross-border payment solutions to address the collection and payment challenges faced by SMEs going global, the Expo’s exhibitor lineup brought together a wide range of representative organisations from across the industry. Highlights included Innocorn and Auki Labs, technology companies specialising in AI solutions and scenario-based applications for cross-border e-commerce; Lazada, a leading e-commerce platform in Southeast Asia; the Shenzhen Cross-Border E-Commerce Association, which connects domestic and international e-commerce resources; as well as the Hong Kong Brand Toy Association (HKBTA) and SHIBAINC, both of which have successfully expanded globally through strong IP-driven strategies.

Exhibitors widely expressed that the Expo effectively integrated resources across the industry chain, creating an efficient platform for networking and business matchmaking. This enabled SMEs to leverage cross-border e-commerce and emerging AI technologies to overcome development bottlenecks and explore new overseas markets. Please refer to Appendix I for detailed exhibitor information.

Over 10 thematic seminars covering core e-commerce topics, including cross-border e-commerce, new retail technology, brand x IP value-adding, smart operations, and go-global strategies are hosted during the Expo. Over 10 workshops and live showcases are also available, offering expert insights, success stories, practical examples, innovative solutions, instant consultations, and business matching opportunities to help SMEs develop effective plans for going global. In addition, a dedicated Government Funding Zone is set up to guide SME on Government funding to accelerate their upgrade and expansion, reduce costs, enhance competitiveness, and expand into new markets.

The event was also honoured to receive generous support from different organisations, including Alibaba.com Hong Kong Limited, United Technologies (Int’l) Limited, Tradelink Electronic Commerce Limited, Achiever Technology Limited, and Nextguard Technology Limited. HKPC cordially invites all SMEs to register and participate in this free Expo, leveraging the rich cross-border e-commerce information, Government funding information, one on one expert consultations, and practical case study sharing to enhance business resilience and competitiveness through e-commerce. SME representatives are welcome to visit in person to experience the related latest technology applications and Government funding solutions of cross-border e-commerce to capture opportunities for brand and market expansion.

-The End-

Attachment I:

Exhibitor Information (Partial):

Hashtag: #HKPC

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

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

MIL OSI

Source: Environment Canterbury Regional Council

Original source: https://nz.mil-osi.com/2026/06/24/annual-plan-2026-27-delivery-affordability-and-readiness/

Source: Media Outreach

The Fund is beginning to generate tangible international outcomes, including awards, nominations and co-productions across music, film, games and the arts, while expanding opportunities for overseas performances, international events and cross-border collaborations.

To date, projects supported by the Fund have been implemented across 23 countries and regions, generating new forms of international collaboration within the creative industries.

TOKYO, JAPAN – Media OutReach Newswire – 25 June 2026 – Held on Friday, June 5, 2026, the “Japan Creator Support Fund Progress Report Meeting” served as a platform for organizations selected under the “Support Programs for Creator Development & Cultural Facilities Function Enhancement” and the “Creator Support Program (Program Development and Implementation)” to present the outcomes of their projects from FY2025. The event, took place at the Ministry of Education, Culture, Sports, Science and Technology (MEXT), Tokyo, highlighted growing international engagement through overseas performances, participation in major international events, and cross-border collaborations, with supported projects generating tangible results including awards, nominations, co-productions, and institutional partnerships across music, film, games, visual arts, and the performing arts.

Now entering its third year, the Japan Creator Support Fund is a government-backed, multi-year national initiative supported by the Agency for Cultural Affairs that aims to nurture emerging creators and artists while strengthening cultural institutions that serve as hubs for creative activity and public engagement. The Fund, delivered through the Japan Arts Council, also promotes international exchange and overseas expansion opportunities, helping Japanese creators and cultural organisations build global networks and reach new audiences.

The progress report meeting opened with remarks from Mr. Shigeki Kobayashi, Vice Minister of Education, Culture, Sports, Science and Technology. Noting the government’s commitment to strengthening Japan’s creative industries, Vice Minister Kobayashi emphasised that “creators and artists themselves are the source of compelling content,” reaffirming the importance of sustained investment in creative talent and international exchange. At the report meeting, representatives from the Japan Arts Council provided an overview and progress update on the Japan Creator Support Fund, reporting that supported projects have generated international activity across 23 countries and regions, spanning Asia, Europe, North America and beyond. Achievements reported for FY2025 included selections at the Berlin International Film Festival, Cannes Directors’ Fortnight and Annecy International Animation Film Festival, performances at London’s Royal Opera House, international touring projects, and new collaborations between Japanese and overseas cultural organisations. Further information on program results, case studies and upcoming international activities can be found in the Notes to Editors below.

At the report meeting, four organizations each introduced its project, reporting on progress to date as well as key challenges, future plans and areas for further development.

• Japan Performing Arts Solidarity Network introduced SOIL Fellowship Program (Stage for Originality, Innovation, and Leadership), an initiative designed to cultivate producers and strengthen the international positioning of Japanese performing arts. In FY2025, program participants took part in pitching events in London and Edinburgh, presenting their work to performing arts professionals from around the world. The project aims to enhance the global presence of Japanese theatre, facilitate the international circulation of works, and foster the accumulation and sharing of professional expertise.
• Tokyo Metropolitan Theatre presented TMT Gear – The Creator Support Project, which seeks to strengthen Japan’s international presence in contemporary performing arts through the development of globally active creators and the enhancement of theatre staff expertise. FY2025 activities included on-the-job training during overseas performances, international networking with performing arts professionals, work-in-progress presentations in the fields of performing arts and music, and 8K recording and technical training initiatives undertaken by the theatre’s video media team.
• KINEMA CIRTUS reported on the Global Anime Challenge (GAC), a program designed to provide learning opportunities for emerging talent and foster the next generation of leaders in Japan’s animation industry. In FY2025, participants attended domestic workshops and undertook internships at overseas animation studios, gaining practical knowledge across key areas of the industry, including international collaboration, production and business development. The project also identified future priorities, including strengthening support from participating studios and expanding opportunities for internationally focused animation production.
• Jikei Gakuen School Corporation – Tokyo Communication Arts College introduced Immersive Media Lab++, an immersive content creator development program delivered in collaboration with XR company STYLY. During FY2025, the project focused on establishing the foundations of its curriculum and conducting overseas research visits to inform program development. Participants also reported on experiences gained through hackathons and study visits to the United States. Beginning in FY2026, the program plans to introduce year-round courses for students alongside overseas training opportunities and expanded international partnerships.

For further information, please visit the official Japan Creator Support Fund website, which provides updated information on selected organizations, upcoming exhibitions and performances, event information, creator interview videos, and creator profiles. https://creator.ntj.jac.go.jp

APPENDIX: KEY FY2025 RESULTS, INTERNATIONAL ACHIEVEMENTS AND UPCOMING FY2026 ACTIVITIES

Support Program Achievements

Creator & Artist Development Support Program
Activities carried out under the supported projects have included participation in overseas events, performances in Europe, research conducted abroad, and other initiatives. These initiatives have produced results such as awards, nominations, and co-productions across various fields, including music, film, and games. Through the strengthening of domestic and international networks and professional guidance, a solid foundation is being steadily built for full-scale overseas expansion.

Key FY2025 Results:

• Number of creators supported: 544
• Number of advisors involved: 301
• Domestic performances/exhibitions: 163
• Overseas performances/exhibitions: 165
• Total attendance across domestic and international events: 873,761
• Countries and regions involved (23 total): Ireland, United States, Italy, India, United Kingdom, Australia, Canada, Singapore, Switzerland, South Korea, China, Germany, France, Vietnam, Malta, Taiwan, Hong Kong, Indonesia, Thailand, Malaysia, Spain, Argentina, and Portugal

Support Program for Cultural Facilities Function Enhancement
Through initiatives funded by the Japan Creator Support Fund, international collaboration has advanced through various hubs including museums, theaters, concert halls, and other institutions. Talent development has also been strengthened through the invitation of overseas curators, co-commissions, mentoring by leading figures in Japan and abroad, and critical writing by development candidates. Progress is also being made in forming foundations for international expansion and network-building, including the establishment of new organizations, overseas performances, professional development, and exchange.

Key FY2025 Results:

• Number of creators supported: 133
• Number of advisors involved: 88
• Overseas performances/exhibitions: 5
• Domestic performances/exhibitions: 92
• Total attendance across domestic and international events: 1,900,597
• Countries and regions involved (8 total): South Korea, China, Germany, France, Taiwan, Indonesia, Slovakia, and Mexico

Creator Support Program (Program Development & Implementation)
Individual projects are undertaking specific measures to develop and implement training programs. In particular, selected educational organizations are making progress in their preparations to establish new departments and courses. As part of these measures, many overseas study visits have been conducted in order to understand needs for Japanese content around the world and survey the state of education for developing global talent. Destinations included approximately 15 countries worldwide, including countries in Africa.

The selection of training candidates is moving forward, and some projects have already launched practical programs. In addition to seminars and workshops held in Japan, overseas dispatches have also taken place. Initiatives included participation in the Berlin International Film Festival in Germany by Tokyo Docs, Atmovie Inc., and Tokyo University of the Arts; an observation visit to MIT Reality Hack in the United States by Jikei Gakuen; and training at higher education institutions, such as the dispatch by VIPO to the Griffith Film School in Australia.

Building on Recent International Successes: Looking Ahead to FY2026

Various organizations are expected to launch full-scale overseas exhibitions, performances and collaborative initiatives in FY2026, further expanding the global reach of Japanese creators and cultural institutions. These upcoming activities build on a growing number of international achievements already generated through projects supported by the Japan Creator Support Fund.

Upcoming FY2026 Activities

As part of ROHM Theatre Kyoto‘s “Repertory Premiere: ‘Hopes’” program, Kichijitsu Saikai, a work created by one of the program’s supported artists, is scheduled to be presented at the Beitou Art Festival in Taiwan from 7–9 August 2026.

In September 2026, WITH LiMBO, created by participants of Aichi Prefectural Art Theater’s “Constellation ~ Connecting Worlds with Aichi Prefectural Art Theater Dance Project ~” is scheduled to be performed in Slovakia.

In the visual arts sector, Syuto Kanazawa is presenting the exhibition Ethnography of the Body and Material — Slowness and Depth in an Accelerated Society as part of “Kogei Artists Promotion Project”in Venice, Italy, from 9 May to 22 November 2026.

Recent International Successes

Under the New National Theatre, Tokyo‘s “Project for Training World-class Dancers Through International Performances”, Giselle was staged at London’s Royal Opera House from 24–27 July 2025. The performances attracted significant attention and played to near-capacity audiences throughout the run. Building on this success, the National Ballet of Japan was named Outstanding Company at the UK’s National Dance Awards 2025 by the Critics’ Circle Dance Section, becoming the first Japanese ballet company to receive the prestigious honour. The award recognised the company’s achievements in the UK, including its Royal Opera House performances under the artistic direction of Miyako Yoshida.

As part of Shochiku‘s “Creator Development Aimed at Expanding Kabuki Overseas”, joint lectures and performances with Korean pansori artists were held in South Korea, laying the groundwork for the European tour of How an Onnagata Is Made. In April 2026, the production undertook its first European tour in eight years, presenting six performances across Paris, Rome and Cologne.

Under “Film Frontier”, a feature animation creator support program administered by UNIJAPAN, Hanarokushō ga Akeru Hi ni was selected for the Competition section of the 76th Berlin International Film Festival, competing for the Golden Bear. Directed by Japanese painter Yoshitoshi Shinomiya, the film marks his feature directorial debut and received support through the program for its international development. The selection represents a significant milestone for Japanese animation, following Spirited Away and Suzume, which were previously selected for the festival’s Competition section.

Also supported through “Film Frontier”, Housenka was selected for the Feature Film Competition at the Annecy International Animation Film Festival 2025. The original animated feature was created by director Baku Kinoshita and writer Kazuya Konomoto, the creative team behind the acclaimed television series Odd Taxi. The program supported the film’s international development and overseas promotion.

Under “New Way, New World: Program for Connecting Japanese Animators to the World”, administered by Computer Graphic Arts Society (CG-ARTS), Eri, directed by first-cohort selected artist Honami Yano, was selected for Directors’ Fortnight at the 79th Cannes Film Festival.

As part of Mori Art Museum‘s “Global Art Professional Development Project”, the exhibition The Architecture of Sou Fujimoto: Primordial Future Forest attracted 236,705 visitors, achieving 160% of its attendance target, and received positive reviews across more than 50 media outlets. Following its successful presentation in Tokyo, the exhibition is scheduled to tour Asia in 2026.

Under Aichi Prefectural Art Theater‘s “Constellation: Aichi Prefectural Art Theater Dance Project Connecting the World”, Giselle: A Summary, featuring program participant Hana Sakai, was invited to the Lessingtage theatre festival in Hamburg, Germany, in February 2026 and to the SPRING Performing Arts Festival in Utrecht, the Netherlands, in May 2026. The performances received positive critical attention, with local reviewers highlighting Sakai’s exceptional technical skill and artistry.

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MIL OSI

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 26 June 2026 – More than 380 representatives of global enterprises joined a welcome reception yesterday (June 25) for 413 newly arrived or expanded overseas and Chinese Mainland companies in Hong Kong.

During the reception, Invest Hong Kong (InvestHK), the government’s investment promotion agency, announced impressive results for the first half of 2026, revealing that these enterprises are expected to bring in over HK$53 billion (US$6.8 billion) in foreign direct investment and create over 8,600 new jobs for Hong Kong.

<figure data-width="100%" data-caption="Hong Kong SAR’s Chief Executive, John Lee (second left); the Secretary for Commerce and Economic Development, Algernon Yau (second right); the Director of the Chief Executive’s Office, Carol Yip (first left); and the Director-General of Investment Promotion, Alpha Lau (first right), toast the success of enterprises expanding in Hong Kong at Invest Hong Kong’s annual welcome reception.
” data-caption-display=”block” data-image-width=”0″ data-image-height=”0″ class=”c6″ readability=”5″>

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 26 June 2026 – Co-organised by the Hong Kong Productivity Council (HKPC), with support of the Commerce and Economic Development Bureau (CEDB), and in partnership with the Trade and Industry Department (TID), the inaugural “E-commerce Innovation Expo 2026” (Expo) officially opened yesterday at the HKPC Building. The two-day Expo brings together tech innovation, brand and IP licensing, global platform support, and market expansion strategies, assisting small and medium enterprises (SMEs) in mastering the keys to expanding overseas through e-commerce. The opening ceremony was officiated by Mr Algernon YAU Ying-wah, JP, Secretary for Commerce and Economic Development; Mr Aaron LIU Kong Cheung, JP, Director-General of Trade and Industry; Mr Emil YU Chen-on, BBS, JP Deputy Chairman of HKPC; and Mr Mohamed Din BUTT, MH, Executive Director of HKPC. As its first edition, the Expo has registered with nearly 7,000 pax, reflecting the industry’s keen demand for e-commerce technology information and services.

With Hang Seng Bank as the Diamond Partner and strong support from over 250 supporting organisations, the Expo brings together over 90 exhibitors across five thematic exhibition zones, including Cross-border E-commerce Experience, New Retail Tech Application, Brand x IP Value-added, Smart Operations, and E-commerce Go-Global Support. Gathering e-commerce platforms, technology and business service providers, IP licensors, and Government funding booths, the Expo targets the four keys to going global, namely platform selection, brand building, smart operations, and global expansion. It provides a one-stop platform that assists SMEs from strategic planning to practical deployment, empowering brands to achieve borderless market expansion through e-commerce.

Mr Emil YU Chen-on, BBS, JP, Deputy Chairman of HKPC, remarked in his opening address that as a staunch supporter of SMEs, HKPC has always provided comprehensive, tailored support to address SMEs’ challenges, bridging policy resources with practical business needs to guide SMEs step by step from strategic formulation to execution. We hope this Expo will enhance the resilience and competitiveness of SMEs, speeding up local brands’ integration into the global digital economy. HKPC and its ‘SME ReachOut’ team will continue to provide timely and practical support for all SMEs.

Mr Algernon YAU Ying-wah, JP, the Secretary for Commerce and Economic Development, stated in his address that the Government has always attached great importance to the development potential of e-commerce and actively encourages local enterprises to seize digital economy opportunities and utilise e-commerce to explore diversified markets, thereby enhancing the competitiveness of Hong Kong’s external trade and injecting new impetus into economic growth. As an international trade centre and business hub, Hong Kong plays a vital bridging role in connecting Chinese Mainland with the foreign countries. The Government encourages SMEs to proactively capture these emerging opportunities, leveraging Hong Kong’s global advantages to expand overseas and elevate the international competitiveness of local brands and products.

Mr Yau also thanked HKPC “SME ReachOut” for its efforts, and noted that since 2020 and up to the end of May 2026, SME ReachOut had handled nearly 40,000 SME enquiries, organised or participated in 16 exhibitions and 75 seminars and workshops, and conducted more than 350 outreach activities, visiting various chambers of commerce, industrial and commercial buildings, and co-working spaces under the support of the Government.

Gathering Major E-commerce and AI Technology Service Providers to Support SMEs Going Global Digitally

The Expo features a multitude of e-commerce and AI technology service exhibitors, offering all-round support to SMEs spanning e-commerce, AI technology, brand development, and going global. Alongside Hang Seng Bank, which provides professional cross-border payment solutions to address the collection and payment challenges faced by SMEs going global, the Expo’s exhibitor lineup brought together a wide range of representative organisations from across the industry. Highlights included Innocorn and Auki Labs, technology companies specialising in AI solutions and scenario-based applications for cross-border e-commerce; Lazada, a leading e-commerce platform in Southeast Asia; the Shenzhen Cross-Border E-Commerce Association, which connects domestic and international e-commerce resources; as well as the Hong Kong Brand Toy Association (HKBTA) and SHIBAINC, both of which have successfully expanded globally through strong IP-driven strategies.

Exhibitors widely expressed that the Expo effectively integrated resources across the industry chain, creating an efficient platform for networking and business matchmaking. This enabled SMEs to leverage cross-border e-commerce and emerging AI technologies to overcome development bottlenecks and explore new overseas markets. Please refer to Appendix I for detailed exhibitor information.

Over 10 thematic seminars covering core e-commerce topics, including cross-border e-commerce, new retail technology, brand x IP value-adding, smart operations, and go-global strategies are hosted during the Expo. Over 10 workshops and live showcases are also available, offering expert insights, success stories, practical examples, innovative solutions, instant consultations, and business matching opportunities to help SMEs develop effective plans for going global. In addition, a dedicated Government Funding Zone is set up to guide SME on Government funding to accelerate their upgrade and expansion, reduce costs, enhance competitiveness, and expand into new markets.

The event was also honoured to receive generous support from different organisations, including Alibaba.com Hong Kong Limited, United Technologies (Int’l) Limited, Tradelink Electronic Commerce Limited, Achiever Technology Limited, and Nextguard Technology Limited. HKPC cordially invites all SMEs to register and participate in this free Expo, leveraging the rich cross-border e-commerce information, Government funding information, one on one expert consultations, and practical case study sharing to enhance business resilience and competitiveness through e-commerce. SME representatives are welcome to visit in person to experience the related latest technology applications and Government funding solutions of cross-border e-commerce to capture opportunities for brand and market expansion.

-The End-

Attachment I:

Exhibitor Information (Partial):

Hashtag: #HKPC

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HONG KONG SAR – Media OutReach Newswire – 26 June 2026 – More than 380 representatives of global enterprises joined a welcome reception yesterday (June 25) for 413 newly arrived or expanded overseas and Chinese Mainland companies in Hong Kong.

During the reception, Invest Hong Kong (InvestHK), the government’s investment promotion agency, announced impressive results for the first half of 2026, revealing that these enterprises are expected to bring in over HK$53 billion (US$6.8 billion) in foreign direct investment and create over 8,600 new jobs for Hong Kong.

<figure data-width="100%" data-caption="Hong Kong SAR’s Chief Executive, John Lee (second left); the Secretary for Commerce and Economic Development, Algernon Yau (second right); the Director of the Chief Executive’s Office, Carol Yip (first left); and the Director-General of Investment Promotion, Alpha Lau (first right), toast the success of enterprises expanding in Hong Kong at Invest Hong Kong’s annual welcome reception.
” data-caption-display=”block” data-image-width=”0″ data-image-height=”0″ class=”c6″ readability=”5″>

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 26 June 2026 – HONMA Golf Limited (“HONMA”; together with its subsidiaries, the “Group”; HKEX stock code: 6858), one of the world’s most prestigious golf brands, announces its consolidated annual results for the year ended 31 March 2026 (the “Period”).

Financial Highlights

• Despite continued global economic and geopolitical challenges which negatively impacted consumer sentiments, the Group reported a year-on-year revenue growth of 2.7% to JPY22,259.7 million (equivalent to USD147.7 million).
• Korea rebounded robustly with a year-on-year sales growth of 55.2%, resulting from continued investment in HONMA’s brand and product awareness in the country and success with both retail and wholesale channels in the country.
• Revenue from golf clubs, accounting for 70.7% of total revenue, reported a solid year-on-year growth of 4.5%. Golf ball sales grew by 12.2%, on the back of solid recovery in Japan, Korea and China (including Hong Kong and Macau), which markets grew by 5.1%, 4.8% and 87.3% respectively.
• Full year net profit increased to JPY1,119.8 million (equivalent to USD7.4 million), up from a loss of JPY264.2 million for the year ended 31 March 2025.
• Net operating cash flow remained positive at JPY1,109.3 million (equivalent to USD7.4 million) and net gearing reduced to 21.4%, down from 23.5% as at March 31, 2025.
• Continuously delivering working capital efficiency with inventory turnover days improved significantly from 315 to 251.

Major Achievements

During the twelve months period ended 31 March 2026, the golf industry was faced with intensified competition amidst economic slowdown and regional geopolitical instabilities in some parts of the world. Despite these challenges, HONMA firmly executed its growth strategy while continuously investing in product innovation, optimising its distribution network, and strengthening brand marketing efforts.

Korea Market Outperformed All Other Markets with Exponential Growth in Both Retail and Wholesale Channels

While overall market conditions and consumer sentiment remained subdued, Korea outperformed all other markets and delivered a year-on-year growth of 56.7% from its wholesales channel and 34.3% from its retail channel, thanks to continued investment in HONMA’s brand awareness among Korean golfers, its direct-to-consumer businesses in the country and the renewal of its distributor arrangements. During the Period, gross profit margin in Korea improved by 10 percentage points resulting from continued improvement in the Group’s price management, product offering and consumer journey in this dynamic and evolving golf market.

Newly Launched Products Received Positive Consumer Acceptance

HONMA launched a number of products in the twelve months’ period ended March 31, 2026. These products symbolized the highest level of Japanese craftsmanship and HONMA’s signature aesthetics and performance features and have in turn received positive feedback and acceptance from its customers and end consumers. In addition, the Company incorporated several proprietary, cutting-edge technologies into the design and development of its latest BERES and TOUR WORLD series, targeting affluent and avid golfers. As a result, revenue from BERES golf clubs rose by 3.9% and from country specific golf clubs surged by 41.5%, reconfirming HONMA’s strong brand equity and its resilience amid economic headwinds.

Optimised Distribution Network

During the Period, the Group continued to optimise its distribution network in Asia, gradually shifting towards a more balanced channel mix and customers who are capable of delivering sustainable and profitable sales growth in their respective markets. While revenue from self-operated stores decreased by 6.2% due to strong headwinds in Japan, sales from third-party channels increased by 12.3% year on year, benefiting from ongoing channel optimisation in its key markets.

Re-defining the HONMA Brand

HONMA implemented a series of marketing initiatives to strengthen its global brand positioning, brand awareness, to expand reach and to deepen engagement with its target consumers. To reposition the brand as a dynamic, relevant, and premium golf lifestyle offering for digitally savvy younger golfers, the Group has continued to enhance its global website and social media presence through the delivery of regular, high-quality visual content, supporting increased brand awareness and product appeal.

Supported by a full-channel strategy and increased investment in digital marketing, the Group recorded consistent enhancements in organic traffic and conversion rates during the Period, with certain markets achieving double-digit monthly growth. HONMA’s e-commerce sales recorded a year-on-year growth of 13.1% and 18.1% in Chinese Mainland and North America market.

Business Outlook

Looking ahead, HONMA will continue to advance its long-term growth strategy, with the ambition of establishing itself as a leading global golf lifestyle brand. This strategic direction builds on the Group’s strong heritage, expanding distribution footprint, advanced technologies, and renowned Japanese craftsmanship. Key priorities include enhancing and revitalizing brand value to deepen customer loyalty, reinforcing leadership in the super-premium segment, and accelerating growth in the fast-expanding premium-performance category. HONMA also aims to drive sustainable expansion in North America and Europe through a more refined product offering and optimized distribution strategy, while broadening its portfolio of complementary non-club products to deliver a more holistic golf lifestyle experience. At the same time, the Group will continue to prioritize innovation and product development to remain aligned with evolving market dynamics and shifting consumer preferences.

Mr. LIU Jianguo, Chairman of the Board, President, and Executive Director of HONMA Golf Limited, said: “Despite ongoing operating challenges and business uncertainties, HONMA delivered resilient results, underpinned by solid margin performance and continued progress in its direct-to-consumer strategy. Through a disciplined focus on premium positioning, enhanced digital engagement, and an optimized distribution footprint, we have established a robust platform for sustainable long-term growth and remain committed to delivering value for our stakeholders.”

Hashtag: #HONMA

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– 26 June 2026 – On June 25, 2026, the China Telecom Global Partner Conference convened in Shanghai. Centered on the theme of “OneGrowth 2026: Shared AI Token Era Ahead,” the event brought together leading global telcos, key ecosystem partners, and prominent clients from both domestic and international markets. During the event, the upgraded “OneGrowth Global Cooperation Initiative” was officially launched, and the AI Token Global Service Ecosystem Alliance was inaugurated.

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Source: Press Release Service

Headline: Premium Clean Service Credit Giveaway at CleanNZ Expo 2026

Premium Clean will exhibit at CleanNZ Expo 2026 on 15–16 July, showcasing its commercial cleaning and facilities management services. Visitors to Stand G7 can meet the team, discuss facility requirements, and enter a business card draw to win service credits valued at up to $1,000.

The post Premium Clean Service Credit Giveaway at CleanNZ Expo 2026 first appeared on PR.co.nz.

Original source: https://nz.mil-osi.com/2026/06/26/premium-clean-service-credit-giveaway-at-cleannz-expo-2026/

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 26 June 2026 – IX Asia Indexes today announced the 1^st Half 2026 Review of the IX Digital Asset Industry Classification System (“DAICS^®“), aiming to provide professionals worldwide with a transparent and standardized classification scheme to determine sector and exposure of particular digital assets. DAICS^® classifies digital assets into 2 main categories: a) Cryptocurrencies and b) Asset Backed Tokens (ABTs) in a 3-tier system for each category. For Cryptocurrencies: Tier 1-Industry/ Tier 2-Sector/ Tier 3-Sub-sector; and for ABTs: Tier 1-Asset Type/ Tier 2-Branch/ Tier 3-Sub-branch. The results are as follows:

• DAICS^® coin coverage: As of 31^st May, the top 50 coins by average market capitalization across the past 90 days
• DAICS^®market capitalization coverage: 97.45%*
• The % coverage of market capitalization of the 50th ranked coin: 0.06%**
• Member changes within the Top 50 Coins in DAICS^®: seven coins added and six coins deleted
• Additions: Canton (CC), Tether Gold (XAUT), Pax Gold (PAXG), Global Dollar (USDG), Aster (ASTER), Ripple USD (RLUSD), USDD (USDD)
• Deletions: Ethena (ENA), Aptos (APT), Worldcoin (WLD), Polygon (POL), Story (IP), Arbitrum (ARB)
• 7 Green Coins labelled: Internet Computer (ICP), Binance (BNB), Hedera (HBAR), Solana (SOL), Sui (SUI), XRP (XRP), Canton (CC)

*Special currency treatment of DAICS^® applies, where any wrapped or second-level cryptocurrency is not considered in the calculation for the market capitalization of DAICS^®
**Based on 31^st May 2026
G: Green Coin

The rankings of additions and deletions for the DAICS^® top 50 cryptocurrencies are listed in Appendix 1. All classification changes, including the ixCrypto Infrastructure Index and ixCrypto Stablecoin index, will take effect on 24^th July 2026, with market capitalization, rankings, and weightings available at www.ix-index.com.

1. Cryptocurrencies
1.1 Structure and Definitions

Tier 1: Industry Changes
The industry groups remain unchanged, with 5 industries and the respective weightings as follows:

Tier 2: Sector Changes
The number of sectors remains unchanged at 18.

1.2 Reclassification Changes
This review doesn’t have any reclassification of the existing coins. The DAICS® 1H 2026 cryptocurrencies classification is available in Appendix 2.

1.3 Green Coin Label
This review identifies 7 Green Coins, classified based on their energy-per-unit-transaction, which is defined as the amount of energy consumed for a successful single unit transaction of the coin in the blockchain network. The coins selected rank in the top 15 percentile of the least energy-consuming cryptocurrencies out of the 50 DAICS^® constituents. The table below lists these low-energy coins.

Note: G as ‘Green Coin‘ labelling for cryptocurrencies that adhere to the principles of sustainability

2. Asset Backed Tokens (ABT)
2.1 Structure and Definitions

Tier 1: Asset Type Changes
The asset types remain unchanged at 6 as follows:
1) Culture (205),
2) Real Estate (215),
3) Financials (235),
4) Entertainment (255),
5) Natural Resources (265), and
6) Green Economy (275)

Tier 2: Branch Changes
The number of branches remains unchanged at 32.

2.2 Classification Changes
This review doesn’t have any reclassification of the existing assets.

2.3 Coverage of DAICS^®
IX Asia Indexes has classified 2 ABTs in 1H 2026, which are Tether Gold (XAUT) and PAX Gold (PAXG). As of May 31, 2026, ABTs comprised 2.05% of the total market capitalization of digital assets, a rise from 0.91% in the 2025 2H review, which shows that ABT’s presence in the market has become more significant.

With accelerating growth and dominance of stable coins in the past two half yearly reviews, the IX Asia Tokenisation Advisory Committee has decided to expand the coverage to “50 coins + stablecoins within top 50” starting from the next review.

A classification summary and definition table of both cryptocurrencies and ABTs are available in Appendices 3 and 4. For further information regarding the methodology of the DAICS^®, please refer to the “IX Digital Asset Industry Classification System”- principle and guiding methodology on the company website https://ix-index.com/daics.html.

Additions and Deletions in DAICS^® Top 50 Cryptocurrencies

Additions

Deletions

G: Green Coin

Classification of the Top 50 Coins by Industry and Sector

Note: NEW for newly added branch

² United Nations 17 sustainable development goals covering 1) No Poverty 2) Zero Hunger 3) Good Health and Well-Being 4) Quality Education 5) Gender Equality 6) Clean Water and Sanitation 7) Affordable And Clean Energy 8) Decent Work and Economic Growth 9) Industry, Innovation and Infrastructure 10) Reduced inequalities 11) Sustainable Cities and Communities 12) Responsible Consumption and Production 13) Climate Action 14) Life Below Water 15) Life on Land 16) Peace, Justice and Strong Institutions and 17) Partnerships for the Goals https://sdgs.un.org/goals

Note:
G as ‘Green Coin‘ for cryptocurrencies that adhere to the principles of sustainability
NEW for newly added sector

DAICS^® Industry and Sector Definition

Note: NEW for newly added sector

DAICS^® Asset Type and Branch Definition

Note: NEW for newly added branch

² United Nations 17 sustainable development goals covering 1) No Poverty 2) Zero Hunger 3) Good Health and Well-Being 4) Quality Education 5) Gender Equality 6) Clean Water and Sanitation 7) Affordable And Clean Energy 8) Decent Work and Economic Growth 9) Industry, Innovation and Infrastructure 10) Reduced inequalities 11) Sustainable Cities and Communities 12) Responsible Consumption and Production 13) Climate Action 14) Life Below Water 15) Life on Land 16) Peace, Justice and Strong Institutions and 17) Partnerships for the Goals https://sdgs.un.org/goals

Hashtag: #IX #DAICS

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Partnership supports Singapore SMEs early access to new networking products, preferential support, and bundled connectivity solutions

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HONG KONG SAR – Media OutReach Newswire – 25 June 2026 – Speaking at the Global Summit of the Consumer Goods Forum, Dr Malina Ngai, Group CEO of AS Watson, shared a clear message to industry leaders: AI transformation is not an IT programme – it is a CEO mandate.

Presenting on the subject “CEO AI Playbook” for retailers and manufacturers, Malina shared that while many organisations have identified AI use cases, few have addressed the real barrier to scale: culture and system design.

“AI does not transform companies. Leaders do,” said Malina. “Culture moves when everyone moves. If AI sits in IT, it fails. If every function moves together, it scales.”

From Pilots to Enterprise Synchronisation

Malina challenged the traditional cascade model – CEO to IT to training to business units – calling it too slow for today’s environment.

Instead, she outlined a CEO-led synchronised approach in which all businesses and functions adopt AI simultaneously, supported by IT and HR. AI is horizontal, not vertical. Everyone moves in parallel, embedding AI directly into workflows, decisions, and performance management.

“This is not about experimentation at the edges,” Malina said. “It is about enterprise-wide execution.”

Redefining ROI: From Static Returns to Compounding Value

“Traditionally, we start with a defined investment. We build a business case, implement the solution, and drive initial adoption. Once deployed, we measure productivity gains and calculate ROI. The focus is on achieving a fixed financial return within a set timeframe. Value is captured once – not compounded.”

“In AS Watson, we begin with Value Creation – identifying high‑impact AI use cases aligned to strategy in each function. Once value is proven, we drive Adoption across workflows to embed it operationally.”

“As adoption deepens, we achieve Value Scaling – expanding across functions, geographies, and additional use cases . That leads to measurable Value Realisation which funds and accelerates the next wave of value creation. This is how ROI becomes compounding value.”

The Agility Equation

A central moment of the keynote was the introduction of a simple formula:

Agility = Acceleration – Friction

Acceleration comes from technology investment and ambition. Friction comes from complexity, silos, slow decision rights, and misaligned incentives.

“Agility is not a talent issue. It is not a capability issue, not a software issue,” Malina said. “It is a leadership choice and a system design issue.”

She opined that most companies overinvest in acceleration while underinvesting in friction removal – leaving AI initiatives stalled in pilots rather than scaled across the enterprise.

“The question is not how to add more speed,” she said. “It is what friction leaders are willing to remove.”

A CEO Agenda

Closing the session, Malina positioned AI as a defining leadership test for the industry.

“AI will not transform the company because you bought it. It will transform your company because you led it.”

“The return on AI doesn’t come from the tool. It comes from the courage to change how the company works.”

“GenAI will not just change how retailers and manufacturers work — it will change how we work together.”

“Retail will become more human, not less. Technology will be invisible. Customers will remember how we made them feel, not how advanced our systems were.”

In an environment defined by margin pressure, supply chain volatility, and shifting consumer expectations, the message resonated clearly: AI-driven agility is no longer optional – it is structural.

Hashtag: #ASWatson

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The Fund is beginning to generate tangible international outcomes, including awards, nominations and co-productions across music, film, games and the arts, while expanding opportunities for overseas performances, international events and cross-border collaborations.

To date, projects supported by the Fund have been implemented across 23 countries and regions, generating new forms of international collaboration within the creative industries.

TOKYO, JAPAN – Media OutReach Newswire – 25 June 2026 – Held on Friday, June 5, 2026, the “Japan Creator Support Fund Progress Report Meeting” served as a platform for organizations selected under the “Support Programs for Creator Development & Cultural Facilities Function Enhancement” and the “Creator Support Program (Program Development and Implementation)” to present the outcomes of their projects from FY2025. The event, took place at the Ministry of Education, Culture, Sports, Science and Technology (MEXT), Tokyo, highlighted growing international engagement through overseas performances, participation in major international events, and cross-border collaborations, with supported projects generating tangible results including awards, nominations, co-productions, and institutional partnerships across music, film, games, visual arts, and the performing arts.

Now entering its third year, the Japan Creator Support Fund is a government-backed, multi-year national initiative supported by the Agency for Cultural Affairs that aims to nurture emerging creators and artists while strengthening cultural institutions that serve as hubs for creative activity and public engagement. The Fund, delivered through the Japan Arts Council, also promotes international exchange and overseas expansion opportunities, helping Japanese creators and cultural organisations build global networks and reach new audiences.

The progress report meeting opened with remarks from Mr. Shigeki Kobayashi, Vice Minister of Education, Culture, Sports, Science and Technology. Noting the government’s commitment to strengthening Japan’s creative industries, Vice Minister Kobayashi emphasised that “creators and artists themselves are the source of compelling content,” reaffirming the importance of sustained investment in creative talent and international exchange. At the report meeting, representatives from the Japan Arts Council provided an overview and progress update on the Japan Creator Support Fund, reporting that supported projects have generated international activity across 23 countries and regions, spanning Asia, Europe, North America and beyond. Achievements reported for FY2025 included selections at the Berlin International Film Festival, Cannes Directors’ Fortnight and Annecy International Animation Film Festival, performances at London’s Royal Opera House, international touring projects, and new collaborations between Japanese and overseas cultural organisations. Further information on program results, case studies and upcoming international activities can be found in the Notes to Editors below.

At the report meeting, four organizations each introduced its project, reporting on progress to date as well as key challenges, future plans and areas for further development.

• Japan Performing Arts Solidarity Network introduced SOIL Fellowship Program (Stage for Originality, Innovation, and Leadership), an initiative designed to cultivate producers and strengthen the international positioning of Japanese performing arts. In FY2025, program participants took part in pitching events in London and Edinburgh, presenting their work to performing arts professionals from around the world. The project aims to enhance the global presence of Japanese theatre, facilitate the international circulation of works, and foster the accumulation and sharing of professional expertise.
• Tokyo Metropolitan Theatre presented TMT Gear – The Creator Support Project, which seeks to strengthen Japan’s international presence in contemporary performing arts through the development of globally active creators and the enhancement of theatre staff expertise. FY2025 activities included on-the-job training during overseas performances, international networking with performing arts professionals, work-in-progress presentations in the fields of performing arts and music, and 8K recording and technical training initiatives undertaken by the theatre’s video media team.
• KINEMA CIRTUS reported on the Global Anime Challenge (GAC), a program designed to provide learning opportunities for emerging talent and foster the next generation of leaders in Japan’s animation industry. In FY2025, participants attended domestic workshops and undertook internships at overseas animation studios, gaining practical knowledge across key areas of the industry, including international collaboration, production and business development. The project also identified future priorities, including strengthening support from participating studios and expanding opportunities for internationally focused animation production.
• Jikei Gakuen School Corporation – Tokyo Communication Arts College introduced Immersive Media Lab++, an immersive content creator development program delivered in collaboration with XR company STYLY. During FY2025, the project focused on establishing the foundations of its curriculum and conducting overseas research visits to inform program development. Participants also reported on experiences gained through hackathons and study visits to the United States. Beginning in FY2026, the program plans to introduce year-round courses for students alongside overseas training opportunities and expanded international partnerships.

For further information, please visit the official Japan Creator Support Fund website, which provides updated information on selected organizations, upcoming exhibitions and performances, event information, creator interview videos, and creator profiles. https://creator.ntj.jac.go.jp

APPENDIX: KEY FY2025 RESULTS, INTERNATIONAL ACHIEVEMENTS AND UPCOMING FY2026 ACTIVITIES

Support Program Achievements

Creator & Artist Development Support Program
Activities carried out under the supported projects have included participation in overseas events, performances in Europe, research conducted abroad, and other initiatives. These initiatives have produced results such as awards, nominations, and co-productions across various fields, including music, film, and games. Through the strengthening of domestic and international networks and professional guidance, a solid foundation is being steadily built for full-scale overseas expansion.

Key FY2025 Results:

• Number of creators supported: 544
• Number of advisors involved: 301
• Domestic performances/exhibitions: 163
• Overseas performances/exhibitions: 165
• Total attendance across domestic and international events: 873,761
• Countries and regions involved (23 total): Ireland, United States, Italy, India, United Kingdom, Australia, Canada, Singapore, Switzerland, South Korea, China, Germany, France, Vietnam, Malta, Taiwan, Hong Kong, Indonesia, Thailand, Malaysia, Spain, Argentina, and Portugal

Support Program for Cultural Facilities Function Enhancement
Through initiatives funded by the Japan Creator Support Fund, international collaboration has advanced through various hubs including museums, theaters, concert halls, and other institutions. Talent development has also been strengthened through the invitation of overseas curators, co-commissions, mentoring by leading figures in Japan and abroad, and critical writing by development candidates. Progress is also being made in forming foundations for international expansion and network-building, including the establishment of new organizations, overseas performances, professional development, and exchange.

Key FY2025 Results:

• Number of creators supported: 133
• Number of advisors involved: 88
• Overseas performances/exhibitions: 5
• Domestic performances/exhibitions: 92
• Total attendance across domestic and international events: 1,900,597
• Countries and regions involved (8 total): South Korea, China, Germany, France, Taiwan, Indonesia, Slovakia, and Mexico

Creator Support Program (Program Development & Implementation)
Individual projects are undertaking specific measures to develop and implement training programs. In particular, selected educational organizations are making progress in their preparations to establish new departments and courses. As part of these measures, many overseas study visits have been conducted in order to understand needs for Japanese content around the world and survey the state of education for developing global talent. Destinations included approximately 15 countries worldwide, including countries in Africa.

The selection of training candidates is moving forward, and some projects have already launched practical programs. In addition to seminars and workshops held in Japan, overseas dispatches have also taken place. Initiatives included participation in the Berlin International Film Festival in Germany by Tokyo Docs, Atmovie Inc., and Tokyo University of the Arts; an observation visit to MIT Reality Hack in the United States by Jikei Gakuen; and training at higher education institutions, such as the dispatch by VIPO to the Griffith Film School in Australia.

Building on Recent International Successes: Looking Ahead to FY2026

Various organizations are expected to launch full-scale overseas exhibitions, performances and collaborative initiatives in FY2026, further expanding the global reach of Japanese creators and cultural institutions. These upcoming activities build on a growing number of international achievements already generated through projects supported by the Japan Creator Support Fund.

Upcoming FY2026 Activities

As part of ROHM Theatre Kyoto‘s “Repertory Premiere: ‘Hopes’” program, Kichijitsu Saikai, a work created by one of the program’s supported artists, is scheduled to be presented at the Beitou Art Festival in Taiwan from 7–9 August 2026.

In September 2026, WITH LiMBO, created by participants of Aichi Prefectural Art Theater’s “Constellation ~ Connecting Worlds with Aichi Prefectural Art Theater Dance Project ~” is scheduled to be performed in Slovakia.

In the visual arts sector, Syuto Kanazawa is presenting the exhibition Ethnography of the Body and Material — Slowness and Depth in an Accelerated Society as part of “Kogei Artists Promotion Project”in Venice, Italy, from 9 May to 22 November 2026.

Recent International Successes

Under the New National Theatre, Tokyo‘s “Project for Training World-class Dancers Through International Performances”, Giselle was staged at London’s Royal Opera House from 24–27 July 2025. The performances attracted significant attention and played to near-capacity audiences throughout the run. Building on this success, the National Ballet of Japan was named Outstanding Company at the UK’s National Dance Awards 2025 by the Critics’ Circle Dance Section, becoming the first Japanese ballet company to receive the prestigious honour. The award recognised the company’s achievements in the UK, including its Royal Opera House performances under the artistic direction of Miyako Yoshida.

As part of Shochiku‘s “Creator Development Aimed at Expanding Kabuki Overseas”, joint lectures and performances with Korean pansori artists were held in South Korea, laying the groundwork for the European tour of How an Onnagata Is Made. In April 2026, the production undertook its first European tour in eight years, presenting six performances across Paris, Rome and Cologne.

Under “Film Frontier”, a feature animation creator support program administered by UNIJAPAN, Hanarokushō ga Akeru Hi ni was selected for the Competition section of the 76th Berlin International Film Festival, competing for the Golden Bear. Directed by Japanese painter Yoshitoshi Shinomiya, the film marks his feature directorial debut and received support through the program for its international development. The selection represents a significant milestone for Japanese animation, following Spirited Away and Suzume, which were previously selected for the festival’s Competition section.

Also supported through “Film Frontier”, Housenka was selected for the Feature Film Competition at the Annecy International Animation Film Festival 2025. The original animated feature was created by director Baku Kinoshita and writer Kazuya Konomoto, the creative team behind the acclaimed television series Odd Taxi. The program supported the film’s international development and overseas promotion.

Under “New Way, New World: Program for Connecting Japanese Animators to the World”, administered by Computer Graphic Arts Society (CG-ARTS), Eri, directed by first-cohort selected artist Honami Yano, was selected for Directors’ Fortnight at the 79th Cannes Film Festival.

As part of Mori Art Museum‘s “Global Art Professional Development Project”, the exhibition The Architecture of Sou Fujimoto: Primordial Future Forest attracted 236,705 visitors, achieving 160% of its attendance target, and received positive reviews across more than 50 media outlets. Following its successful presentation in Tokyo, the exhibition is scheduled to tour Asia in 2026.

Under Aichi Prefectural Art Theater‘s “Constellation: Aichi Prefectural Art Theater Dance Project Connecting the World”, Giselle: A Summary, featuring program participant Hana Sakai, was invited to the Lessingtage theatre festival in Hamburg, Germany, in February 2026 and to the SPRING Performing Arts Festival in Utrecht, the Netherlands, in May 2026. The performances received positive critical attention, with local reviewers highlighting Sakai’s exceptional technical skill and artistry.

https://x.com/JCSF_official
https://www.instagram.com/jcsf_official/&&data=05|02

Hashtag: #JapanCreatorSupportFund

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

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

Source: GlobeNewswire (MIL-NZ-AU)

PERTH, Australia, June 24, 2026 (GLOBE NEWSWIRE) — Paladin Energy Ltd (ASX:PDN, TSX:PDN, OTCQX:PALAF) (“Paladin” or the “Company”) announces it has successfully completed its 2026 winter drilling program at the Patterson Lake South (PLS) high-grade uranium project, located in the Athabasca Basin region of Saskatchewan, Canada, with the discovery of a new body of high-grade uranium mineralisation, the Atlas discovery. 

Highlights

• High-grade uranium mineralisation has been intersected 3.5km south of Paladin’s Triple R deposit and 4.5km southwest of Saloon East.
• Eight (8) exploration drillholes were collared, with seven intersecting significant uranium mineralisation at the new Atlas discovery, totalling 2,408m.
• Key winter 2026 intercepts at Atlas include:
  • PLS26-708B (discovery drillhole): 17.5m of total composite uranium mineralisation across three intervals, the largest being 8.0m averaging 1.75% U₃O₈, including 3.0m averaging 4.25% U₃O₈ from 190.0m to 193.0m
  • PLS26-718: 21.5m of total composite uranium mineralisation across two intervals, the largest being 14.5m averaging 1.70% U₃O₈, including 5.5m averaging 2.86% U₃O₈ from 194.5m to 200.0m
  • PLS26-722: 30.0m of total composite uranium mineralisation across seven intervals, the largest being 11.0m averaging 1.79% U₃O₈, including 5.0m averaging 2.94% U₃O₈ from 189.0m to 200.0m
• The Atlas discovery remains open along strike and at depth.

After a large-scale ground geophysical survey at the PLS project from February to June 2025, a highly prospective anomaly was identified within the broader Saloon Trend, 4.5km southwest of anomalous uranium concentrations identified at Saloon East. Drill testing of this geophysical anomaly intersected new high-grade basement-hosted uranium mineralisation commencing approximately 160m downhole in what was subsequently named the Atlas discovery. A total of 2,408m of drilling has been completed at Atlas, and the discovery remains open along strike and at depth.

The 2026 winter drilling program also targeted resource conversion and extension drilling at the Triple R deposit and further drilling on the Saloon Trend, along with regional exploration.  Following a short seasonal break, drills and field crews were re-mobilised to the PLS project in May to continue work at Atlas as well as other priority target areas. All currently identified trend targets (including Atlas) are land-based, allowing drilling activities to continue uninterrupted throughout the summer months.

Paladin CEO Paul Hemburrow said: “The Atlas discovery is a significant and very positive result for Paladin’s exploration strategy and builds on our success in 2025 with the Saloon East discovery. The initial Atlas results reinforce the potential of the PLS project across multiple prospective mineral corridors and demonstrates the effectiveness of the Company’s systematic targeting approach that is now focused on the land-based trends surrounding Patterson Lake. We also continue drilling the Triple R deposit to upgrade confidence in that resource, focusing on resource to reserve conversion to add value to the life of the mine.”

Overview of Atlas Drill Program
The Saloon Trend is a linear, multi-kilometre long, southwest-northeast trending structural zone up to 1km in width, that is parallel to and located 3.5km south of the shear zones that host the Triple R deposit within the Patterson Lake corridor (Figure 1).

Since 2024, the Saloon Trend has represented a principal exploration focus for the Company, with anomalous uranium geochemistry and associated structural disruption defined over an approximately 8km strike extent. Drill targeting for the 2026 campaign was further refined following completion of a large-scale ground geophysical survey from February to June 2025, which identified high priority geophysical anomalies along the trend.

Although the second drillhole of the 2026 program, PLS26-708, was discontinued at a depth of 152.0m due to challenging ground conditions, a follow-up drillhole, PLS26-708A, successfully intersected three zones of uranium mineralisation before also being discontinued at a depth of 206.0m due to similar ground conditions. The final re-collar, PLS26-708B, was completed as planned and intersected 17.5m of composite uranium mineralisation across three discrete intervals, including 8.0m grading 1.75% U₃O₈ from 188.0m to 196.0m.  This result underpinned the Atlas discovery.

Prior to a seasonal break of drilling activities in May, five additional drillholes were completed at Atlas, bringing the total to 2,408m drilled (Figure 2 and Table 1). Uranium mineralisation was intersected in seven of eight Atlas drillholes, hosted within steeply southeast-dipping stacked shear zones, currently defined over approximately 60m of strike length and at vertical depths ranging from 120m to 260m below surface (Figure 3). The Atlas discovery remains open along strike and at depth, representing one of the main targets for the summer drill program.

In addition to Atlas, eight drillholes were completed at Saloon East, 3.5km southeast of Triple R, totalling 2,759m. Samples for uranium assay from the Saloon East drillholes are currently being processed at the Saskatchewan Research Council Geoanalytical Laboratory.

Table 1: 2026 Atlas Drillhole Summary

*Drillhole terminated due to challenging ground conditions

Figure 1: Location of the Atlas discovery

Figure 2: Inset map of Atlas drilling

Figure 3: Longitudinal section looking northwest at Atlas showing
total uranium grade (%U₃O₈) x thickness (m) per drillhole

This announcement has been authorised for release by the Board of Directors of Paladin Energy Ltd.

Contacts

About Paladin
Paladin Energy Ltd (ASX:PDN TSX: PDN OTCQX:PALAF) is a globally significant independent uranium producer with a 75% ownership in Namibia of the world-class long-life Langer Heinrich Mine. In Canada, Paladin is progressing development of the Tier-1, high grade and shallow Patterson Lake South (PLS) Project in northern Saskatchewan and has an extensive portfolio of exploration assets within the province’s highly prospective Athabasca Basin and also at the Michelin project in Newfoundland and Labrador. In Australia, Paladin owns uranium exploration assets in Queensland and Western Australia. Paladin is committed to a sustainability framework that ensures responsible, accountable and transparent management of uranium resources – now and in the future. The Langer Heinrich Mine is delivering reliable uranium supplies to major nuclear utilities around the world, positioning Paladin as a meaningful contributor to baseload energy provision in multiple countries and global decarbonisation, whilst unlocking the PLS Project to support future global nuclear energy expansion.

Competent Person’s Statement / Qualified Person and Technical Information
The drilling and exploration results contained in this document have been prepared in accordance with National Instrument 43-101 Standards of Disclosure for Mineral Projects (“NI 43-101”).  The information in this document as it relates to drilling and exploration results is based on, and fairly represents, information and supporting documents prepared by Kanan Sarioglu, a Competent Person and “qualified person” under NI 43-101, who is a registered Professional Geoscientist (P.Geo) with the Engineers and Geoscientists of British Columbia (EGBC), the Association of Professional Engineers and Geoscientists of Alberta (APEGA) and the Association of Professional Engineers and Geoscientists of Saskatachewan (APEGS). Kanan Sarioglu is the VP Exploration for Paladin Canada Inc. and has sufficient experience which is relevant to the style of mineralisation and type of deposit under consideration and to the activity which he is undertaking, to qualify as a Competent Person as defined in the 2012 Edition of the ‘Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves’. Mr. Sarioglu consents to the inclusion in this document of the matters based on the information in the form and context in which it appears.

The drilling and exploration results including verification of the data disclosed, have been completed by Kanan Sarioglu following NI 43-101. Mr. Sarioglu has reviewed and approved the contents of this news release.

The design of the drilling programs and interpretation of results is under the control of Paladin Canada’s geological staff, including qualified persons employing strict protocols consistent with NI 43-101 and industry best practices. Drill core samples are analysed at the Saskatchewan Research Council (SRC) Geoanalytical Laboratories (an SCC ISO/IEC 17025: 2005 Accredited Facility) in Saskatoon, Saskatchewan, which includes U₃O₈ (wt %) and fire assay for gold.

All intersections are down-hole depths.  All depths reported of core interval measurements including radioactivity and mineralisation intervals widths are not always representative of true thickness.

Forward-looking statements
This document contains certain “forward-looking statements” within the meaning of Australian securities laws and “forward-looking information” within the meaning of Canadian securities laws (collectively referred to in this document as forward-looking statements). All statements in this document, other than statements of historical or present facts, are forward-looking statements and generally may be identified by the use of forward-looking words such as “anticipate”, “expect”, “likely”, “propose”, “will”, “intend”, “should”, “could”, “may”, “believe”, “forecast”, “estimate”, “target”, “outlook”, “guidance” and other similar expressions.

Forward-looking statements involve subjective judgment and analysis and are subject to significant uncertainties, risks and contingencies including those risk factors associated with the mining industry, many of which are outside the control of, change without notice, and may be unknown to Paladin. These risks and uncertainties include but are not limited to liabilities inherent in mine development and production, geological, mining and processing technical problems, the inability to obtain any additional mine licences, permits and other regulatory approvals required in connection with mining and third party processing operations, competition for amongst other things, capital, acquisition of reserves, undeveloped lands and skilled personnel, incorrect assessments of the value of acquisitions, changes in commodity prices and exchange rates, currency and interest fluctuations, various events which could disrupt operations and/or the transportation of mineral products, including labour stoppages and severe weather conditions, rising energy costs, inflationary pressures, the demand for and availability of transportation services, the ability to secure adequate financing and management’s ability to anticipate and manage the foregoing factors and risks.

Although at the date of this announcement Paladin believes the expectations expressed in such forward-looking statements are based on reasonable assumptions, such statements are not guarantees of future performance. Actual results or developments may differ materially from the expectations expressed in such forward-looking statements due to a range of factors including (without limitation) fluctuations in commodity prices and exchange rates, exploitation and exploration successes, environmental, permitting and development issues, geopolitical events and political risks (including armed conflict or escalation of hostilities in the Middle East), and the impact of such events on global security conditions, economic activity, trade flows, energy markets, sanctions regimes, and uranium supply and demand, First Nation engagement, climate risk, operating hazards, natural disasters, severe storms and other adverse weather conditions, shortages of skilled labour and construction materials, equipment and supplies, energy costs, inflation, regulatory concerns, continued availability of capital and financing and general economic, market or business conditions and risk factors associated with the uranium industry generally, and other factors. There can be no assurance that forward-looking statements will prove to be accurate.

Readers should not place undue reliance on forward-looking statements, and should rely on their own independent enquiries, investigations and advice regarding information contained in this document. Any reliance by a reader on the information contained in this document is wholly at the reader’s own risk. Recipients are cautioned against placing undue reliance on such projections without conducting their own due diligence with appropriate professional support. The forward-looking statements in this document relate only to events or information as of the date on which the statements are made. Paladin does not assume any obligation to update or revise its forward-looking statements, whether as a result of new information, future events or otherwise. No representation, warranty, guarantee or assurance (express or implied) is made, or will be made, that any forward-looking statements will be achieved or will prove to be correct. Except for statutory liability which cannot be excluded, Paladin, its officers, employees and advisers expressly disclaim any responsibility for the accuracy or completeness of the material contained in this document and exclude all liability whatsoever (including negligence) for any loss or damage which may be suffered by any person as a consequence of any information in this document or any error or omission therefrom. Except as required by law or regulation, Paladin accepts no responsibility to update any person regarding any inaccuracy, omission or change in information in this document or any other information made available to a person, nor any obligation to furnish the person with any further information. Nothing in this document will, under any circumstances, create an implication that there has been no change in the affairs of Paladin since the date of this document. To the extent any forward-looking statement in this document constitutes “future-oriented financial information” or “financial outlooks” within the meaning of Canadian securities laws, such information is provided to demonstrate Paladin’s internal projections and to help readers understand Paladin’s expected financial results. Readers are cautioned that this information may not be appropriate for any other purpose and readers should not place undue reliance on such information. Future-oriented financial information and financial outlooks, as with forward-looking statements generally, are, without limitation, based on the assumptions, and subject to the risks and uncertainties, described above.

JORC Code, 2012 Edition – Table 1

Section 1 Sampling Techniques and Data

(Criteria in this section apply to all succeeding sections.)

Section 2 Reporting of Exploration Results

(Criteria listed in the preceding section also apply to this section.)

Figures accompanying this announcement are available at:

https://www.globenewswire.com/NewsRoom/AttachmentNg/f5b4ab0d-9e68-40e9-8512-d2de9247ca98

https://www.globenewswire.com/NewsRoom/AttachmentNg/9779c77f-c9b8-4514-a276-770c49d483e7

https://www.globenewswire.com/NewsRoom/AttachmentNg/fa339109-8ffa-4180-9461-941ed8ef750e

– Published by The MIL Network

Source: New Zealand Government

From early August, practical regulatory changes will help businesses manage the impacts of fuel price uncertainty, Regulation Minister David Seymour and Transport Minister Chris Bishop say.

The package of heavy vehicle rule changes will reduce compliance costs, improve productivity, and remove barriers to investment in modern vehicles. These changes will take effect on 6 August. 

“It’s important to Kiwis that they have a say on rules that affect them,” Mr Seymour says.  

“Earlier this year we called for businesses, fuel users, freight operators, and the wider public to report any regulatory barriers that might be hindering our response to global fuel pressures to the Red Tape Tipline. Some of those ideas were too good to ignore and are now being implemented. 

“The Ministry for Regulation has worked with the Ministry of Transport to test and progress the best ones. Now, we are making changes to provide regulatory relief for Kiwis. Analysis from the two Ministries found that some changes should be made now. 

“These are practical, common-sense changes that reduce compliance costs, improve productivity, and make our transport rules easier to understand and comply with. they remove outdated requirements, reduce paperwork, and make it easier for operators to get on with the job.”

As part of Phase 1 of the Government’s fuel response regulatory relief work, the Government will permanently remove permit requirements for some High Productivity Motor Vehicles (HPMVs), including 50MAX trucks and unladen rental service HPMVs being repositioned between depots or delivered to customers.

“These vehicles are already approved to operate on specific routes, so requiring additional permits serves little practical purpose,” Mr Bishop says.

“Not every challenge created by higher fuel prices can be solved by Government, but we can make sure outdated regulations aren’t adding unnecessary costs on top.

“Removing these permit requirements cuts compliance costs for operators, reduces administrative burden on NZTA, and helps freight move more efficiently around the country.”

The Government has also agreed to permanently allow Class 1 licence holders to drive heavier zero-emission vehicles up to 7,500kg, and Class 2 licence holders to drive heavier electric buses up to 22,000kg.

“Zero-emission trucks and buses are often heavier because of their battery technology. Current licence thresholds can unintentionally discourage operators from investing in them,” Mr Bishop says.

“We’re fixing that by making sure licence rules keep pace with vehicle technology and don’t stand in the way of investment.”

The changes will take effect on 6 August through an Order in Council.

The Government has also agreed to a range of additional heavy vehicle rule changes that are expected to come into force later this year, including removing H-plate requirements for HPMVs and improving signage requirements for load pilot vehicles.

“These are practical, common-sense changes that reduce compliance costs, improve productivity, and make our transport rules easier to understand and comply with,” Mr Seymour says.

The changes form part of the Government’s wider Land Transport Rules Reform programme and have been accelerated where appropriate under the Government’s fuel response regulatory relief work.

“Taken together, these changes support a more productive, resilient and efficient freight sector that keeps New Zealand moving,” Mr Bishop says.

Notes to editor: 

• These changes are part of the Government’s Land Transport Rules Reform programme, which is focused on modernising outdated rules, reducing red tape, and supporting a safer, more productive transport system.
• An Order in Council is a type of secondary legislation made by the executive branch of government without needing to pass a full act through Parliament.
• Class 1 drivers of heavier zero-emission vehicles will also be exempted from the Transport Service Licence requirement, to align with the requirements for other vehicles that can be driven on a Class 1 licence.
• The full list of agreed heavy vehicle rule changes that are expected to come into effect before the end of the year includes:
  • removing the requirement for High Productivity Motor Vehicles (HPMVs) to display H plates.
  • incorporating the Bolster Attachment Code by reference.
  • removing an unused definition from the Land Transport Rule: Heavy Vehicles 2004 (the Heavy Vehicles Rule).
  • removing the Accelerated Licensing Process (ALP).
  • standardising speed limits for tractors and special-type vehicles to 40 km/h.
  • introducing three new load pilot vehicle signs:’OVERSIZE LOAD AHEAD’, ‘OVERSIZE LOAD FOLLOWS’, and ‘PREPARE TO PULL OVER’, to better inform motorists
  • removing load pilot signage specifications from the Land Transport Rule: Vehicle Dimensions and Mass 2016 (VDAM) and retaining those in the Land Transport Rule: Traffic Control Devices 2004, to simplify the requirements.
  • removing the requirement for forward-facing and rear-facing load pilot signs to be on the reverse of each other.

Original source: https://nz.mil-osi.com/2026/06/26/cutting-red-tape-for-freight-operators/

Source: New Zealand Government

Associate Health Minister David Seymour has today announced more clear expectations for Pharmac to continue delivering the medicines and medical technology that Kiwis need, more efficiently. 

“For many New Zealanders, funding for pharmaceuticals is life or death, or the difference between a life of pain and suffering or living freely. That’s why it has been a focus of this Government,” Mr Seymour says.

“My expectation is that Pharmac continues to deliver for Kiwis within its fixed budget. Pharmac will need to find efficiencies to make their budget go further, because that’s what Kiwi patients and their families deserve.”

The expectations for Pharmac for 2026/27 include: 

• Ensuring assessment, procurement and exceptional circumstances processes continue to work for patients and support access to medicines.
• Strengthening how Pharmac considers the wider health, social and fiscal impacts of funding decisions. 
• Continuing to reflect the voices of patients, carers and families in decision-making.
• Further improving the timeliness and transparency of medicine funding decisions, including introducing assessment timeframes targets, public reporting, and faster publication of decision records.
• Building on engagement with consumer groups, suppliers and other stakeholders to improve collaboration and planning to achieve the best results for Kiwi patients. 
• Investing in data and digital infrastructure to enhance core functions, including the use of AI.

“Pharmac has gone for focussing solely on managing their fixed budget to an agency that seeks collaboration and advocates for further funding. I want to acknowledge Pharmac for the work they have done to respond to my previous Letters of Expectations,” Mr Seymour says.  

Pharmac achievements from previous letters of expectations:

• Changed their culture, by: 
• Delivering a 12-month Reset Programme with input from the Consumer and Patient Working Group.
• Developing a new vision and strategic priorities following significant external and internal consultation.
• Investing in data and digital infrastructure, including beginning work to redevelop the aging Pharmaceutical Schedule.
• Built productive consumer and procurement partnerships by:
• Speeding up its processes, including completing a streamlined assessment pilot.
• Strengthening partnerships with key stakeholders, including establishing a new Medical Devices Supplier Reference Group.
• Taking part in the November 2024 consumer engagement workshops. 
• Strengthening stakeholder engagement through a dedicated Consumer Engagement team.
• Expanding public consultation steps to include the annual tender process. 
• Significantly improved access to medicines and medical technology by: 
• Engaging with international experts on best practice for considering the societal impacts of funding medicines.
• Established the medical devices procurement arrangement with Health NZ. 

“The Government’s doing its part. Since this Government took over, we’ve allocated Pharmac its largest ever budget of $7.2 billion over four years,” Mr Seymour says.  

This includes a $54 million uplift over 4 years announced in Budget 2026 and a $604 million uplift over 4 years made in June 2024. It also includes the $1.77 billion investment made in Budget 2024 to address previous time limited funding 

“Patients are reaping the benefits. With that money, Pharmac has made 135 decisions to fund or widen access to medicines, including decisions on 47 cancer medicines. Over 680,000 patients are expected to benefit in the first year of funding from these medicines,” Mr Seymour says. 

“The progress so far has been impressive, but there is more work to be done. Listening to the voices of patients and consumers will continue to be at the heart of Pharmac’s work as it launches the next phase of its long-term improvement programme.” 

Original source: https://nz.mil-osi.com/2026/06/26/minister-sets-2026-expectations-for-pharmac-continue-upward-trajectory/

Source: New Zealand Government

Importance of the freight sector

I want to begin by stating the obvious: we understand how critical the freight sector is to New Zealand’s success.

Freight is what keeps our country moving. When your sector is working well, the rest of the economy works well. When it’s not, everything slows down.

The pride we feel when picking up a product in an overseas supermarket and seeing the silver fern on the front doesn’t happen by chance. It’s made possible by a freight sector that moves our products efficiently from farm gate to factory and from factory to port – and ultimately to shelves around the globe.

Whether it’s milk from Fonterra, meat from Silver Fern Farms, or kiwifruit from Zespri, these exports rely on a freight system that works. Without it, our economy stalls. With it, we thrive. 

When we say we’re listening to the sector, we mean it. 

We’ve launched a clear action plan relating to freight, focused on lifting productivity and making the system work better.

That plan is about getting the fundamentals right. Making sure our freight networks are clear and prioritised, that we’re investing in the right places, and that the system is more reliable and resilient when things go wrong.

Alongside that, we’ve reinstated the National Freight Demand study because good decisions rely on good data.

For too long, we’ve been trying to plan the system without a clear, up-to-date picture of what’s actually moving around the country, where it’s going, and how that’s changing over time.

Bringing that study back gives us the information we need to plan properly, prioritise investment, and make smarter, evidence-based decisions.

But reinstating the study wasn’t really about the benefits to us – it was about the benefits to you. You told us that you rely on the data, and we listened. 

Freight Advisory Council

One of the most useful steps we’ve taken to continue to get workable and informed advice has been establishing the Freight Advisory Council.

I set that up last October because I wanted practical advice from people who actually operate in the system. 

I particularly want to acknowledge the Council today, and Transporting New Zealand as a key member, because that input has been invaluable.

You’ve seen this most clearly during the fuel response.

The Council met regularly during the peak of the crisis, advising us and stress testing our positions against real-world impacts, and helping us avoid getting caught up in solutions that might look good on paper but don’t actually work on the ground.

I understand the Council is turning its attention back to medium-to-longer term issues such as quality system data and the workforce, as well as assessing the impact of potentially structurally higher fuel prices on the freight and supply chains.

I look forward to seeing the products of these discussions.

Red tape

I want to address something I hear consistently from this sector – the sheer amount of red tape you’re dealing with.

Not big, headline-grabbing issues, but the accumulation of small, technical rules, permits and restrictions that slow you down every day.

The reality is a lot of these issues never make it anywhere near a Minister’s desk.

Individually, they don’t look big enough. They don’t look urgent enough. They’re often highly technical. So they get parked, pushed aside. 

More often than not, they end up in the too-hard basket.

But when you add all of these issues up, they drive down productivity, add costs to your businesses and ultimately, a drag on the economy as a whole. 

Well, I am fed up with these meaningless rules holding you up. I am committed to taking them out of the too hard basket. 

Our Land Transport Rules Reform Programme is an important first step on unclogging the system – creating a pipeline of reform that clears the backlog and keeps the system moving.

Heavy vehicle productivity rule changes

We have already made good progress, some of which I want to announce today.

I am making a set of heavy vehicle productivity changes. They’re practical, not flashy – but importantly, they’re permanent.

Some of these have been accelerated as part of the Government’s Fuel Response Plan. That includes allowing Class 1 drivers to operate slightly heavier zero-emission vehicles, enabling Class 2 drivers to operate heavier electric buses, and removing permit requirements that frankly no longer make sense given the modern fleet.

These changes sit within Phase One of our national fuel response plan and will help ease some of the immediate pressure from the current situation.

These accelerated changes were consulted on as part of a broader package of heavy vehicle productivity proposals. 

Alongside the above changes, I am also pleased to announce that I have made final policy decisions on a number of other further permanent rule changes, including:

Removing H plates to reduce compliance costs and enforcement confusion
Removing inconsistencies in the rules to make them simpler and easier to comply with 
Removing the Accelerated Licensing Process, and
Standardising speed limits for tractors and special-type vehicles to 40kmh. 
Introducing three new load pilot vehicle signs to better inform motorists

These changes are expected to come into effect before the end of the year.

What that means in practice is less paperwork, more flexibility, and fewer unnecessary barriers getting in the way of doing your job.

It’s about making sure the rules keep up with the vehicles we now have on our roads — and cutting red tape where it’s causing real-world problems.

Now, we know this isn’t a complete solution. But it is a meaningful first step – and there is more coming as the work continues.

Fuel crisis

In the context of the fuel situation, we’ve also taken a very close look at a wider range of potential temporary regulatory changes.

We worked through a full set of options, including payload changes, overdimension travel, and a number of broader heavy vehicle proposals.

Most of these options didn’t make sense as a short-term response.

Not because we’re opposed to change, but because the analysis simply didn’t stack up. Some options would have delivered only marginal benefits or only applied to a small portion of the fleet.

Others would have taken too long to implement to make a meaningful difference in the short term.

And in some cases, the trade-offs were stark.

Take mass limits, for example. Officials modelled potential diesel savings of up to 16 million litres over six months in a best-case scenario. This is equivalent to about 1.5 days’ diesel use at current levels.

But achieving that would have come at a cost of around $150 million in additional infrastructure damage over the same period.

When it came down to it, the costs outweighed the benefits.

That’s why we made the call to keep this change in reserve and only do it if the situation worsens. 

If we move into Phase Four of the Fuel Response Plan, we are ready to go with targeted payload changes. This is because at Phase Four the cost of diesel is likely to be materially higher, the need to conserve supply is more acute, and overall freight task and road damage would be correspondingly lower – meaning the benefit-cost balance is likely to look quite different.

Looking ahead to Phase Two, we’ve got a set of targeted, temporary changes ready to go if needed. 

That includes lifting route restrictions on overdimension vehicles so they can use key Auckland motorways — cutting down travel distances and improving efficiency. 

And we’ve done the groundwork with NZTA and Auckland Transport to make sure those changes stack up.

That gives us a pathway to act if we need to but in a way that is proportionate to the scale of the challenge.

Looking further ahead, there is more we can do to lift productivity, particularly through changes to the Vehicle Dimensions and Mass Rule.

But I want to be very clear about the Government’s position: we are not in the business of subsidising the freight sector. Any changes we make will need to ensure the effects on infrastructure are properly accounted for and managed through the system.

That position – that any changes need to reflect the user-pays principle – is workable in the longer term in a way it isn’t in the middle of a short-term fuel response. And that comes down to two key things.

First, infrastructure.

When changes to vehicle weights and dimensions are planned for, their effect on the network can be managed. NZTA and local road authorities can build those changes into their asset management planning, their maintenance programmes, and their long-term investment decisions.

That means roads, pavements and bridges can be designed, maintained and renewed to accommodate more productive vehicles rather than the Crown being left with an unplanned bill from accelerated wear.

Second, industry has time to adapt.

Short-term changes would focus on the existing fleet, putting more weight on their axles, which concentrates the impact on the network.

Over the longer term, operators can invest in things like different axle configurations that spread loads more effectively, and adopt newer vehicle technologies — including zero-emission vehicles — that improve productivity without the same level of infrastructure impact.

VDAM change, done properly, is about enabling a smarter, more efficient system over time.

And that’s exactly how we’re approaching the next phase of work.

We’re building it on real-world evidence and robust research, so that any changes we bring forward will lift productivity, deliver meaningful benefits for operators, and properly account for the impacts on the network, including how those costs are paid for.

And that work is already underway.

The fuel response work has given the longer-term VDAM programme a running start. To develop the regulatory relief options at pace, NZTA brought forward an initial assessment of state highway bridges, and commissioned Road Controlling Authorities to do the same on the local network. 

That evidence – alongside the sector input and the policy analysis and modelling done at pace – now feeds directly into the next phases of heavy vehicle productivity reform.

Because if we’re going to do this, we want to do it properly and make sure it is grounded in engineering reality, not assumptions.

That’s what gives us confidence that the next phase of VDAM reform will be both ambitious and workable.

Potential for future reform

Finally, as Minister I also want the Government to turn its mind more to how our ports interconnect with freight and supply chains.

Ports are a critical component of the system and it is important to check that the settings are right. I hear a lot of commentary from freight stakeholders about ports.

I look forward to receiving the Transport and Infrastructure Select Committee report on its inquiry into ports and the maritime sector. 

MCERT will help the Government develop its response to that report, and I am keen for it to think about how ports fit into the system, as I do see the potential for reform there.

Conclusion

Thank you again for the opportunity to speak with you about the Government’s transport programme.

You play a vital role in the land transport system, and I want us to keep working together to achieve our shared goals.

I hope you enjoy the rest of the conference and make the most of the connections you build while you’re here.

Original source: https://nz.mil-osi.com/2026/06/26/speech-to-transporting-nz-conference/

MIL OSI

Source: New Zealand Government

Hawke’s Bay patients will soon be able to access radiation treatment closer to home, with today’s sod-turn marking the start of construction on the new Hawke’s Bay Cancer Centre, Health Minister Simeon Brown says.

“Today marks a major milestone in improving access to cancer care for people in Hawke’s Bay,” Mr Brown says.

“Currently, Hawke’s Bay patients requiring radiation treatment must travel to Palmerston North, making return journeys of more than four hours while undergoing some of the most challenging treatment of their lives.

“Once complete, the new cancer centre will allow most patients to receive radiation treatment closer to home, closer to their families, and closer to their support networks.”

Around 500 patients each year are expected to benefit from receiving radiation treatment locally, significantly reducing the emotional, financial, and logistical burden of travelling for care.

The new centre will provide Hawke’s Bay’s first local radiation treatment service and form a key part of the wider redevelopment of Hawke’s Bay Fallen Soldiers’ Memorial Hospital.

The Government is also investing a further $7.6 million to complete Stage Two of the project, in addition to the $37.2 million announced last year for Stage One, bringing total investment to $44.8 million.

“Funding the full build now means we can deliver the complete cancer centre sooner, avoid unnecessary delays and duplication, and ensure patients benefit from improved access to care as quickly as possible.

“At the heart of the centre will be Hawke’s Bay’s first Linear Accelerator (LINAC) machine, enabling radiation treatment to be delivered locally for the first time. This advanced technology precisely targets cancer cells while minimising damage to healthy tissue, improving both treatment outcomes and patient comfort.”

Stage One includes construction of the LINAC facility, featuring two treatment bunkers and associated clinical spaces to meet current demand and support future growth. The second bunker will provide capacity for an additional LINAC as demand increases.

Stage Two will complete the wider cancer centre, including modern medical oncology and haematology services.

Workforce planning is already underway to support the new service.

“This investment is about making it easier for people to access the care they need, when and where they need it.

“Once complete, the Hawke’s Bay Cancer Centre will improve access to specialist cancer treatment locally, reduce pressure on other hospitals, and support a more connected and resilient health system for the region.

“We are focused on building the future of cancer care in Hawke’s Bay, ensuring patients and their communities have access to quality, modern treatment for many years to come.”

The cancer centre is part of the wider Hawke’s Bay Hospital redevelopment programme, which is upgrading facilities to meet the needs of the region’s growing population.

Original source: https://nz.mil-osi.com/2026/06/26/sod-turned-on-hawkes-bay-cancer-centre/

Source: New Zealand Government

Health New Zealand’s first primary birthing unit in central Auckland was officially opened by Associate Health Minister Casey Costello today.

Whānau Ngā Uri, which is located in Parnell, will operate 24/7 and support up to 400 women and their families each year.

“Today marks an important milestone in helping to deliver more choice for women giving birth,” Ms Costello says.

“I want to acknowledge the clinicians, midwives and partners who have worked tirelessly to bring this service to life.”

The new unit provides a calm, home-like, midwifery-led environment, while remaining close to Auckland City Hospital for rapid transfer if specialist care is needed.

“Providing real choice matters. Women should be able to choose the birthing experience that is right for them and their family,” Ms Costello says.

The facility includes three birthing suites – each equipped for water births – and a shared family space. It will be staffed by 10 Health New Zealand midwives, with two onsite at all times. 

The service will deliver acute assessment and support births with both Health New Zealand and community midwives, alongside antenatal and postnatal care including vaccinations, anti-D, iron infusions, and primary assessment.

Metro Auckland is one of New Zealand’s highest-demand maternity areas, with approximately 65 births each day. The introduction of this service provides dedicated primary birth capacity and supports a more distributed model of care.

“This is also a key clinical training environment, with opportunities for midwifery and medical students, as well as structured support for new graduate midwives to build capability in maternity care.”

Women who give birth at the facility will have priority access to stay onsite for their three-day postnatal stay, which is funded by Health NZ and delivered by Birthcare.

Ms Costello says the opening aligns with the Government’s Budget 2026 commitment to improve access to maternity care.

Budget 2026 provides $34.4 million over four years to expand maternity capacity and support the workforce, ensuring all women can access up to three days of funded postnatal care.

“The days following birth can be intense and physically demanding. Mothers need time to recover, bond with their baby, and build confidence — they shouldn’t feel rushed to leave,” she says.

“I’m proud to open this service today, marking a significant boost to maternity care in central Auckland, and a step forward in giving every mother and baby the best possible start.”

Original source: https://nz.mil-osi.com/2026/06/26/primary-birthing-unit-opens-in-central-auckland/

MIL OSI

Source: New Zealand Government

Young New Zealanders who courier drugs are risking their lives, Customs Minister Casey Costello said today.

“Our young people are being targeted to do things which have devastating consequences. Criminal groups only want to boost their profits – they do not care what happens to drug mules,” Ms Costello says. “As far as the gangs and cartels are concerned, they are expendable.”

The Minister’s warning follows the arrest yesterday of six people from Auckland charged with smuggling methamphetamine from Malaysia. 

This year, 11 young New Zealanders have been arrested for trying to courier drugs through our airports. This is in addition to five foreign travellers being caught and charged.

“People from overseas may not understand that we have a sophisticated border protection system and that they will be caught, prosecuted and go to prison, Ms Costello says. 

“Our young people should have seen enough by now to know that if they courier drugs here, they will go to prison for several years. They won’t be with their loved ones, they won’t be with their friends, and future travel and career opportunities will be seriously hurt.

“But that is far better than being caught in the countries they are travelling to. A number of Southeast Asian countries retain the death penalty for drug crimes.

“Criminal groups are advertising to young people on social media with opportunities to have overseas holidays or make a quick buck. 

“What those ads don’t say is the price to be paid.

“My simple message is, if you’re approached, don’t do it. For families and friends if you have any notion that someone is thinking about this, please stop them.

Editor’s Note:

• People smuggling methamphetamine and cocaine face a maximum penalty in NZ of life imprisonment. Couriers caught smuggling commercial quantities (e.g. 10kg-20kg) frequently receive sentences ranging from seven to ten years in prison.
• The latest charges relate to a wider operation involving smuggling 345 kilograms of methamphetamine.
• In 2023 and 2024, no New Zealanders were arrested for couriering drugs here. In 2024, 15 foreign nationals were arrested and in 2023 there were 11.
• In 2025, three New Zealanders and 21 foreign nationals were arrested.  

Original source: https://nz.mil-osi.com/2026/06/25/free-holidays-not-worth-dying-for/

Source: New Zealand Government

With the third reading passage of the Education and Training (System Reform) Amendment Bill, it will now be easier for successful charter school sponsors to open more schools and offer proven education models to more students, Associate Education Minister David Seymour says. 

“Charter schools are unlocking young New Zealanders’ potential. Students who were not attending are at school, and those who were behind are ahead,” Mr Seymour says. 

“Now that a single proven sponsor can hold a contract for multiple charter schools, more Kiwi students will have that opportunity. It means a school that’s unlocking potential for kids in one community can do the same in another, without having to go through a whole new application process.  

“We know the demand for more charter schools is there. In some cases, demand was even higher than we expected. For example, Northwest College in Auckland has already had to move into a bigger building to accommodate its growth, and its waitlist continues to grow. Newer schools are in huge demand too. Twin Oaks School only opened in Term 3 last year and already has to move into a bigger space.

“The evidence for letting successful schools grow is strong. The largest charter school network in America KIPP, has shown that when you let proven models expand, kids who were behind catch up. Students who attended KIPP through middle and high school were nearly twice as likely to graduate from a four-year college as comparable peers. That’s what happens when you stop blocking growth.

“We’re already seeing this at home too. For example, TIPENE took initial assessment data in February 2025. It showed more than half their students were below the expected levels in mathematics, reading, and writing. By the end of the year, 81 per cent of students were achieving at or above the expected level in mathematics, 79 per cent in reading, and 80 per cent in writing. 

“In its first year École Française Internationale Auckland surpassed the Government targets for both attendance and achievement. In Term 1 this year regular attendance at Twin Oaks was 98 per cent. 

“Last year students at charter schools also attended school more than students in the state system. Three of the charter schools which opened last year were set up to work with students who faced significant barriers to education prior to their enrolment in charter schools. This includes many students who previously attended school very rarely, but are now at school significantly more, and achieving at a much higher level. 

“Christchurch North College and BUSY School NZ are two examples of those schools. Both these schools in their first year didn’t reach their attendance thresholds, but the improvement has been significant. 

“At Christchurch North College for example, all its students were previously disengaged from education. The school began its year with a regular attendance rate of 28 per cent. In Term 4 it was 42 per cent. While at BUSY School NZ, the average attendance rate for its students before enrolling was just 19 per cent. It now sits at 83 per cent.

“Charter schools show that education can be different if we let communities bring their ideas to the table. In return for greater autonomy with how they use their funding, charter schools will face greater scrutiny and more accountability. We will continue to set tough targets for charter schools so that they continue to deliver great results.” 

Original source: https://nz.mil-osi.com/2026/06/24/multi-school-contracts-for-charter-sponsors/

Source: New Zealand Government

Work will begin later this month on a new bridge over State Highway 1 (SH1) in Rolleston which will better connect residential and industrial areas, following the opening of other major improvements, says Transport Minister Chris Bishop.

“Rolleston is at the heart of the fastest growing district in New Zealand. Currently, SH1 carries around 24,000 vehicles per day, 11 percent of that heavy vehicles, with expectations it could reach 33,000 over the next 20 years. SH1 needs an upgrade to get ahead of that growth and we’re getting on with it,” Mr Bishop says.

“Since turning the first sod on this project in October last year, the SH1 Rolleston Access Improvements, a Road of Regional Significance project, has continued to move at pace with Fulton Hogan successfully delivering the first of two stages.

“A new roundabout and road alignment at the Dunns Crossing and Walkers Road intersection with SH1 is now fully open, making it safer and easier to enter or exit Rolleston at the southern end of the town, and providing a less congested connection for freight into the industrial area.

“A pedestrian and cycling subway next to the new roundabout is also now open to the public, providing a safe route under SH1 that will connect people with planned cycling or shared paths in the area either side of the state highway.

“Having now opened the major components of the first stage of improvements on schedule and within budget, the NZ Transport Agency (NZTA) has now appointed Fulton Hogan to start construction and delivery on the second stage.

“The centrepiece of the project’s second stage will be a new bridge that passes over SH1 and the railway line, connecting Rolleston’s residential areas with its industrial and business areas. 

“The new bridge will have two lanes for vehicle traffic travelling into the industrial area, accommodating the largest traffic flows, with a single lane for traffic travelling into Rolleston’s residential area. A shared use path for walking and cycling is also planned for one side of the bridge.  

“The design of the bridge has also been future proofed, with the overall width of the bridge able to accommodate an additional traffic lane if needed. The bridge support structures are also wide enough to accommodate any future four laning of SH1 underneath the bridge when required.

“Early work will start shortly for this second stage, including site clearance to make way for the new bridge. Piling is expected to get underway in October, and the bridge is due to be completed and open to the public by the end of 2027. The remaining work on SH1, including removal of two signalised intersections, work on local roads and the rail level crossing, will be complete by the end of 2028.

“I want to thank road users and freight operators for their on-going patience as these crucial works are delivered. Ensuring SH1 is reliable, accessible, and safe, is a priority for the Government, and we’re getting on with these important upgrades.”

Notes to the editor: 

• The estimated full cost of the SH1 Rolleston Access Improvements project is between $180 to $200m.
• While the new SH1 roundabout from stage one of the project is now fully open, temporary speed limits will be in place as further finishing touches are carried out later in the year such as further surfacing and line-marking.
• The pedestrian and cycling subway, while also now open, will have refinements progressively added, including landscaping and permanent lighting.
• The first stage of the project has also included an upgrade to the rail crossing at Walkers Road, and traffic signals at the nearby Weedons interchange to alleviate queues on the southbound offramp.
• In addition to the traffic bridge to be built over SH1, the second stage of the Rolleston Access Improvements project also includes:
• Removal of the two signalised intersections on SH1 (Hoskyns Rd and Rolleston Drive North).
• Extension of the two southbound lanes on the motorway to just south of the planned bridge at Rolleston.
• A southbound service lane to access businesses and Rolleston town centre. 
• Major safety improvements and upgrades to the rail level crossing at Hoskyns Rd.
• More about the Rolleston Access Improvements project can be found here: https://www.nzta.govt.nz/projects/sh1-rolleston

Original source: https://nz.mil-osi.com/2026/06/24/bridge-over-sh1-in-rolleston-getting-underway/

Source: Media Outreach

Live-Fluence League showcases how creators are becoming entrepreneurs, partnering with brands to drive sales and build long-term brand equity, reflecting Ogilvy’s Creator Commerce proposition and principle: Sales Overnight. Brand Over Time

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

Source: Media Outreach

SINGAPORE – Media OutReach Newswire – 25 June 2026 – For the first time, Singapore’s accountancy profession will be represented in the National Day Parade (NDP), as the Institute of Singapore Chartered Accountants (ISCA) leads a civilian marching contingent made up of accountants, aspiring Chartered Accountants, students, educators and partners from across the profession.

The contingent brings together people at different stages of the accountancy journey, from seasoned professionals to those still pursuing the Singapore Chartered Accountant Qualification (SCAQ). It reflects the breadth of a profession that works quietly behind the scenes to uphold trust, accountability and confidence across businesses, institutions and the wider economy.

The accountancy profession in Singapore is two years older than the nation itself, making ISCA’s NDP debut a meaningful reminder of the profession’s long-standing role in Singapore’s development.

Among those marching is Mr Ng Heng Kuan, a Chartered Accountant of Singapore who is serving as Reserve Contingent Commander. A veteran of the profession, he joined the contingent during a career break and saw it as a meaningful opportunity to give back.

Mr Ng said: “This is not an opportunity that comes by often. Taking part in NDP has given me the chance to reflect on my journey in the profession and to contribute in a different way. What has been especially meaningful is marching alongside younger members of the profession and seeing that shared sense of pride and purpose grow week by week.”

Another contingent member, Mr Vincent Lye Kim Hee, Finance Manager at FOZL and SCAQ candidate, is balancing work, study and NDP rehearsals as part of the contingent.

Mr Lye said: “It has been demanding, but also deeply rewarding. NDP has shown me another side of teamwork, one built on discipline, trust and shared commitment. I am proud to be part of ISCA’s first contingent and to represent a profession that plays such an important role in business and society.”

Led by Contingent Commander Mr Koh Wee Kwang, ISCA Council member, the contingent includes representatives from 10 partner organisations across the accountancy ecosystem, including public sector agencies, professional services firms, institutes of higher learning, professional bodies, ISCA Cares Ambassadors, ISCA staff and ISCA members.

As Singapore marks its 61st year of independence, ISCA’s participation in NDP 2026 recognises the contributions of the accountancy profession to nation building. From strengthening financial stewardship and governance to supporting business confidence and public trust, the profession has long played an important role in Singapore’s progress.

ISCA President Mr Lee Boon Teck said: “This is a proud first for ISCA and for the accountancy profession. Accountants often work behind the scenes, but the work they do helps build trust in business, institutions and the wider economy. Marching at NDP is a meaningful way to recognise those contributions and to show younger Singaporeans that accountancy is a profession with purpose.”

ISCA’s inaugural participation in the NDP marching contingent also aims to raise awareness of the diverse and meaningful career opportunities in accountancy, and to inspire more young Singaporeans to consider a future in the profession.

As the national accountancy body, ISCA’s presence at NDP 2026 reflects its commitment to advancing the profession, strengthening trust in business and contributing to Singapore’s future.

Contingent at a glance

• First NDP marching contingent representing Singapore’s accountancy profession.
• Includes accountants, SCAQ candidates, students, educators and ecosystem partners.
• Drawn from public sector agencies, professional services firms, institutes of higher learning and professional bodies.
• Represents a profession that has supported Singapore’s development from before independence to today.

Hashtag: #ISCA #CharteredAccountants #DifferenceMakers #Accounting #Accountancy

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

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

Source: NZ Department of Conservation

Date:  25 June 2026

Tena koutou, tena koutou, tena tatou katoa.

I’m delighted to be back here at Lincoln; you have a special place in my heart.

The last time I was here – back in November – I was part of a panel talking about what environmental management would look like in the next five years. Back then, I talked about how the environment had gone backwards in the 30 years since I did my Master’s in Resource Management.

I was advocating for a radical re-think of how we approach the way we manage the environment, and to make sure nature counts in decision making. Since then, I’ve doubled down on that view.

In the past five years as Director-General of Conservation, I’ve seen pressures on nature and the assets we manage become more relentless, more intertwined and more costly.

The Department of Conservation turns 40 years old next year – and I commissioned a piece of work to understand what the next 40 years will look like, and what’s needed to make a difference.

Over that time, DOC has done a lot of things right – we’ve intensively managed taonga species back from the brink and we’re a world leader in island eradications.

Take Campbell Island – two decades ago we boldly eradicated rats on an island six times bigger than any island attempted before – not only that but it was 700 kilometres south of the South Island, in wild, wet and windy conditions – a logistical nightmare.

But we did it, thanks to our can-do spirit, pioneering techniques and grunty determination. Where we focus our efforts, we get results.

Campbell Island today is stunning with fields of giant lilac megaherbs. The fields are dotted white and brown, with nests of southern royal albatross – and lounging sea lions.

But grunt will only get you so far. Our analysis shows the challenges facing conservation are growing faster than we can respond.

Nature is under increasing pressure from introduced predators – rats, stoats and feral cats – and invasive weeds like wilding pines, broom and gorse. We’re seeing more biosecurity threats – caulerpa is choking our sea floor and golden clams are clogging our riverbeds.

Wild animals – deer goats, tahr and chamois – are present at 80% of our monitored sites on public conservation land, up from 63% just a decade ago.

Climate change is compounding these pressures, and the cost of responding is rising faster than the resources available to meet them. We cannot rely on doing more of the same – we must make some hard choices.

Some sobering facts

Here are some sobering facts for you.

DOC manages one third of New Zealand’s land on a budget that’s about half of Christchurch City Council’s budget.

Our modelling shows DOC’s current biodiversity budget of around $360 million is not enough to hold the line on species and ecosystem protection.

My team says an extra $207 million a year is needed to prevent extinctions across the 900 threatened species and ecosystems that need urgent intervention.

Last year our modelling showed we needed an extra 150 million to hold the line – so the gap is widening.

And if we want to move from managing decline to enabling recovery, our modelling shows we need an extra 500-million a year.

That investment would target pests, weeds and biosecurity pressures and improve 5,600 key species and critical ecosystems.

This is modelling using DOC’s new BioInvest system and there are caveats on the data. But it shows the scale of the challenge we’re facing and why we need to look more broadly to draw in new sources of revenue and get sustainable levels of investment into conservation.

• We’ve doubled the amount of money we spend recovering from storms.
• Over the past five years we have spent about $10 million dollars a year on major storm events – Cyclone Gabrielle, Cyclone Dovi and heavy flooding in the Southern South Island.
• In any given year we also get one or two lesser events that cost about $3 million each time to recover from.

What were highly damaging but, thankfully rare, storms are happening far more frequently. In most cases we have to absorb those costs and defer other work to create space to fix the damage.

In terms of other climate change impacts 

Last year DOC published an assessment of over a thousand terrestrial species1 including birds, bats, lizards, invertebrates, and vascular plants – against climate change impacts.

Our research found that about a third of the species will be highly vulnerable to climate change by mid-century, rising to almost two thirds by 2090.

Then if you look at the marine environment – New Zealand is a global hotspot for biodiversity because of its remoteness and size.

At least a third of our biodiversity is found at sea. But 87% of marine species could be highly vulnerable to climate change.

From an economic perspective – in 2017, the total value of the marine economy was estimated at $7 billion and it employed more than 30,000 people2

We need to do more to protect our oceans and coastlines.

Nature is not free

One of the biggest problems we’ve got as a country is that collectively, we act as though nature is free. It’s treated as a free backdrop to economic activity and recreation, rather than as critical infrastructure that underpins prosperity, resilience and wellbeing.

For decades we have relied on nature to absorb pressure, support livelihoods and provide resilience. The reality is that in terms of natural capital, we’re living well beyond our means and are racking up debts for future generations to pay.

We risk running down our natural capital and calling it growth. New Zealanders like to think of ourselves as people who love nature. We call ourselves kiwis, we market ourselves to international tourists as clean and green and 100% pure.

So many of our main agricultural producers use images of conservation land – our national parks, rivers, and coastlines – to sell their products. But affection is not the same thing as valuing something properly.

We’ve crunched the numbers and more than 80% of New Zealanders — and over half of international visitors — visit protected natural areas each year. Conservation tourism contributes around $5.4 billion annually3 and demand remains high.

Nature gives us clean air, fresh water, good quality soils. Public conservation land provides these ecosystem services to the tune of about $11 billion per year.4

Despite all this, nature does not feature prominently in national priorities and investment decisions. We are better at praising nature than valuing it, planning for it, or protecting it. We must factor nature into decisions that shape growth, investment and land use.

Our insurance industry for example understands a simple truth: if risk is real, it has to be priced, planned for, and reduced — not just cleaned up afterwards. Resilience is cheaper than repeated recovery.

How do we begin to get the shift we need?

To move to a future state where nature is recovering, heritage is protected, and effort is sustained we need to do three things.

• First, we must protect the expertise and core capability within DOC, the Government’s lead on conservation,
• We must grow conservation well beyond DOC,
• And we need to change the wider system that shapes the extent to which nature can thrive in Aotearoa.

There will always be a need for what DOC does well – the Crown will always have responsibilities that cannot be handed away, for example, the role of protecting and advocating for public conservation land for future generations.

Our role also includes public safety, regulatory functions, and specialist expertise.

We must protect and strengthen field expertise, science, heritage knowledge and the ability to make difficult decisions under pressure. I’m talking about things like bird banding, skills to translocate birds, how to repair a heritage brick wall, how to assess tree felling, and to build swing bridges.

Those capabilities are hard to rebuild if we lose them — so they matter.

Lincoln also has a role to play here – you help us grow the next generation of land managers and spark the passion for conservation. And I’m really proud of the MOU we’ve just signed. This will foster collaboration between Lincoln and DOC over the use of data and digital tools, plus we’re aiming to strengthen pathways between study, applied research and future employment in the conservation system.

This will go a long way towards valuing a career in conservation management and helping us retain the skills and boost the capability we need heading into the future.

The second shift we need is growing ownership of conservation. I believe DOC matters – but DOC is not enough. Conservation already depends on iwi, communities, landowners, councils, businesses, and others.

At the centre of that is the critical role of Māori — as tangata whenua, as kaitiaki, and as long-standing partners in conservation. Many of our most significant conservation gains are built on iwi-led and iwi-partnered approaches, grounded in deep place-based knowledge and intergenerational stewardship.

If conservation is to grow, it will do so with Māori — not alongside, but together.

The question now is whether this wider effort can grow in a way that is consistent, supported, and able to last. And ensuring that DOC is ready to be a powerful partner to those efforts.

We’re already seeing what this looks like at scale. In the Raukūmara and through initiatives like Kotahitanga mot e Taiao, iwi and partners are leading coordinated, landscape-scale conservation. These efforts bring multiple groups together around shared outcomes — and they are delivering real results. This is the model for growing conservation beyond DOC.

Building on these examples means clearer roles, stronger partnerships, and better systems that make it easier for others to act with confidence.

Third — and most importantly over time — we need to change the wider system that shapes the extent to which nature can thrive in Aotearoa

Many of the pressures on nature are coming from decisions made outside of the conservation system. They come from decisions about land use, infrastructure, investment, and development.

We already know a great deal about what drives nature decline, what happens when action is delayed, and which approaches and resources make a difference. But we are yet to gain traction on the changes needed to ensure this is reflected in decisions.

If those decisions don’t account for the values of nature upfront, we’ll keep mopping up after the fact, once damage has already occurred.

One of the main battles for nature is before any conservation dollars are spent – in the choices that shape land use, investment and infrastructure. Part of the answer here will be new financial tools to expand how we pay for the cost of protecting and restoring nature.

I’m talking about mechanisms like bonds, co-investment models, natural infrastructure funding, carbon markets and biodiversity credits.

To realise these opportunities, we need robust and visible accounting of everything that nature does for us, as well as the opportunities and risks that creates. And we need the reporting, audit and monitoring that goes with that.

This isn’t about commodifying nature, it’s about giving it a voice in the language that decisions are made in.

It is now urgent to gain traction on these system changes so that nature’s value is reflected in decision-making and investment. This requires a whole-of-New Zealand shift — across government, iwi/Māori, the private sector and communities. DOC can and is supporting and helping to shape this, but we can’t deliver it on our own.

DOC has invested in comprehensive analysis of the ecosystem services provided by conservation land, is advising on the design of a voluntary nature credits system, contributing to development of nature-related financial disclosures and a national Natural Infrastructure Plan, and exploring instruments such as green bonds.

Canada is leading the way. Their Nature Strategy is so inspirational – they’re expanding the amount of protection across land, sea and freshwater systems – connecting habitats so species can move more safely. They’re focused on building Canada well and designing infrastructure that works with nature instead of against it. And they’re using finance tools to create capital to fund conservation in a sustainable long-term way.

Other leading jurisdictions are moving in similar directions: Costa Rica, a much less wealthy country than our own, is one of the clearest examples of a country that deliberately stopped treating nature as valueless.

• Through its national Payment for Environmental Services programme, landowners are paid for carbon sequestration, biodiversity protection, water regulation and scenic protection, shifting nature from an unpriced constraint to a recognised asset.

I believe that future prosperity will favour countries that learn to value nature properly.

Lincoln’s programmes strongly emphasise sustainability, ecological systems, restoration, and human–environment interactions.

Your Natural Resource Management and environmental degrees are exactly the disciplinary base used for nature-based solutions work (e.g. catchment restoration, ecosystem-based adaptation, biodiversity finance, etc.).

This thinking is needed more than ever the shift the system to meet current and future challenges.

Conclusion

We have got to stop taking nature for granted. What we don’t value, we will keep losing.

Across Aotearoa New Zealand, people already care about nature.

They already act for it, in many different ways.

The task now is to build a system that can hold and grow that effort, and make a difference at a national level.

To protect what matters most, support others to lead, and to make sure nature is considered early — in the decisions that shape our future.

The challenge ahead is not choosing between these shifts, but balancing our effort across all three.

Together, they are what will build a more resilient conservation system, capable of meeting the pressures we face now and those still to come.

That is what it will take for nature to thrive.

Ngā mihi.

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Original source: https://nz.mil-osi.com/2026/06/25/public-speech-at-lincoln-university/

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