Transport – LiveNews.co.nz

Smooth take-off for new Terminal 2 at Hong Kong International Airport

MIL OSI — Fri, 29 May 2026 06:16:28 +0000

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 29 May 2026 – Hong Kong International Airport (HKIA) embarked on a new era on 27 May, with the successful launch of the expanded Terminal 2 (T2), further boosting the city’s position as global aviation hub.

In 2025, HKIA handled 61 million passenger trips, representing a year-on-year growth of 15%. It has recently garnered several prestigious recognitions for its outstanding performance in areas including security processing, aviation infrastructure, passenger services, and continuous enhancement of passenger facilities.

HKIA was crowned “Best Airport in the World” at the Global Travel Awards 2026, and was voted “Best Airport in China” in the 2026 TTG China Travel Awards for the third year in a row.

Spanning 300,000 square metres, the new T2 is designed and equipped to serve both departing and arriving passengers. The departures hall of T2 features eight check-in aisles, with 68 express self-bag drop counters, 58 smart check-in kiosks and 108 hybrid check-in counters.

The Terminal 2 at Hong Kong International Airport commenced operations on 27 May, boosting the city’s position as global aviation hub.

Large LED displays are installed at different levels of T2, with 3D contents and ocean-themed videos creating a vibrant atmosphere. The food court at the departures hall serves passengers with eight catering outlets, four of which operate around the clock, while 12 shops offer a variety of products, including travel necessities and souvenirs.

Speaking at the opening ceremony on 22 May, Michael Wong, Acting Financial Secretary of the Hong Kong Special Administrative Region Government, said, “The government will continue to adopt a multi-pronged approach to strengthen HKIA’s position as an international aviation hub, including accelerating the expansion of the aviation network, enhancing intermodal connectivity with the (Guangdong-Hong Kong-Macao) Greater Bay Area, and advancing the development of the Airport City. In particular, we will proactively align with and work on the National 15th Five-Year Plan, and fully support Hong Kong’s role as an international aviation hub.”

Fred Lam, Chairman of Airport Authority Hong Kong (AAHK), said the opening of T2 is another milestone of the airport’s development. “Positioned as a terminal for leisure travel, T2’s design prioritises efficiency and passenger comfort. We attend to every detail, leveraging technology extensively to enable efficient self-check in, self-bag drop and smooth immigration clearance,” he said.

Vivian Cheung, Chief Executive Officer of AAHK said the Authority was delighted to see the smooth relocation of airline partners to T2 and the positive passenger response to the new facilities.

“We have a lot of LED, animation, and new designs emphasising technology, and we have our in-house design for self-check in system, which only requires 45 seconds to go through the entire process. We want to help the airlines to migrate to a full-automation process, which will actually help passengers have better experiences and also reduce the labour needs,” she said.

HKIA also topped the ranking as the world’s busiest air cargo airport for the 15th time since 2010, handling 5.07 million tonnes of cargo last year.

https://www.brandhk.gov.hk/
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Hashtag: #hongkong #brandhongkong #asiasworldcity #HKIA #Terminal2

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

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

From Marketing to Transactions: Fynix AI Shop Aims to Reshape Merchant Operations Across Southeast Asia

MIL OSI — Fri, 29 May 2026 04:31:28 +0000

Source: Media Outreach

AI agents are integrating into the day-to-day operations of merchants across Southeast Asia.

SINGAPORE – Media OutReach Newswire – 29 May 2026 – Fushi Technology, a subsidiary of Yeahka (9923.HK), has launched Fynix AI Shop, an AI agent product that sets itself apart from conventional marketing tools and customer service platforms. Rather than serving as a standalone utility, the product is designed to take an active role across multiple stages of the merchant workflow — from product content generation and customer interaction to product recommendations, payment processing, and membership management.

Beyond automating product listings, Fynix AI Shop can generate personalized recommendations based on user behaviour and consolidate transaction data through its integrated payment and CRM systems, enabling more effective repeat-purchase conversion. In a word, the platform functions as an AI “claw”, one that refines itself with every customer interaction.

Industry observers say the launch reflects a broader shift: AI is no longer merely a tool, but increasingly an operational actor embedded in the commercial process.

For much of the past several years, large language models have been deployed primarily in supporting roles — drafting copy, streamlining customer service, and processing data. Their value has been largely about efficiency. But as the concept of AI agents gains traction, the technology is developing the capacity to execute tasks directly, and is gradually finding its way into the core operational chains of businesses.

Southeast Asia is emerging as a key proving ground for this shift.

The region’s small and medium-sized merchants have been digitalizing at a rapid pace in recent years. Point-of-sale systems, membership tools, social media marketing platforms, and digital payment services have all seen widespread adoption. Yet this progress has come with a catch: separate systems have led to fragmented operations.

Many merchants still manage inventory through Excel spreadsheets, communicate with customers via WhatsApp, and connect to separate payment gateways to complete transactions. Customer acquisition, marketing, payments, and membership management remain largely siloed, with operational efficiency heavily dependent on manual effort.

The prevailing view in the industry is that most Southeast Asian merchants have achieved “tool digitalization” — the adoption of individual digital instruments — without yet reaching what might be called “operational digitalization,” where those tools work in concert to drive business outcomes.

Fynix AI Shop is squarely aimed at that gap.

Unlike traditional SaaS providers that address specific pain points in isolation, Fynix AI Shop positions itself as a unified operating hub. The core proposition is that AI can consolidate customer acquisition, marketing, transactions, and customer relationship management into a single system — reducing the cost and complexity of managing multiple platforms.

The broader momentum behind AI agents is hard to ignore. Salesforce has introduced Agentforce, while Sierra AI has attracted significant investor attention. Across the enterprise software sector, valuations of 30 to 60 times annual recurring revenue (ARR) have become common benchmarks for AI agent companies — a reflection of the market’s conviction in the long-term commercial value of what some are calling “AI employees.” The fundamental distinction from traditional software lies in AI agents’ ability not just to support tasks, but to carry them out directly.

Where Fushi Technology diverges from its Western counterparts — which have largely focused on workplace productivity and collaboration — is in its emphasis on real transactional scenarios. The company is attempting to embed AI into the consumer journey and payment flow, creating a closed loop that runs from customer conversation through product recommendation to completed purchase.

That is, in part, what makes Southeast Asia an attractive opportunity. Digital maturity remains uneven across the region, with many small and medium-sized businesses operating in a state of partial digitalization. The market is also comparatively fragmented, with no single dominant platform infrastructure having emerged. Against that backdrop, demand for integrated operating systems is on the rise.

Payments, notably, are becoming a critical differentiator in the AI agent race.

As the underlying capabilities of large language models converge, competition in the sector is shifting away from model performance toward real-world transactional scenarios and data feedback loops. When an AI can not only execute marketing but also process payments, every customer interaction becomes a potential source of new data.

Some analysts argue that the future of AI agent competition will hinge less on model capability than on proximity to actual commercial transactions. If that assessment holds, Southeast Asia is shaping up to be one of the most important testing grounds for the industry.

Hashtag: #FushiTechnology

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

Payment Options Japan Becomes Official Partner of Yokohama Football Club

MIL OSI — Fri, 29 May 2026 04:16:28 +0000

Source: Media Outreach

TOKYO, JAPAN – Media OutReach Newswire – 29 May 2026 – Payment Options K.K. and Yokohama Football Club (Yokohama FC) are pleased to announce the signing of a partnership agreement. Through this collaboration, Payment Options K.K. has become official partners of Yokohama FC for the Meiji Yasuda J.League 100 Year Vision League and the 2026/27 season.

Payment Options K.K. is an international financial technology company providing secure, reliable digital payment solutions designed to support merchants in an increasingly connected economy. With strong emphases on risk management, compliance, operational integrity, and customer experience, the company is committed to delivering trusted, accessible payment solutions tailored to business needs in Japan and across the region.

Through this partnership, Payment Options K.K. and Yokohama FC will work closely to explore opportunities in fintech and football, and support Yokohama FC’s continued innovation and growth both on and off the pitch.

“We are deeply honoured to be an official partner of Yokohama FC, and showcasing the unique spirit of Yokohama,” said Yuka Kawamukai, Country Manager, Japan. “This partnership reflects our shared values of commitment and growth, and we look forward to exploring meaningful collaboration opportunities while supporting Yokohama FC’s continued growth and success.”

“Even in difficult situations, Yokohama FC has always continued to carve its own path forward, and that spirit resonates deeply with Payment Options’ determination to forge its own path in the Japanese market,” said Daijiro Katahara, President of Yokohama FC. “Together with Payment Options, we hope to build a strong partnership where we can share the journey of our respective challenges, inspire each other, and grow together.”

Looking ahead, this collaboration will strengthen supportive relationships between financial technology and sport creating positive, meaningful impact within the respective communities.

Both parties have expressed mutual interest in exploring further opportunities and sustaining long-term value for fans, merchants, and communities in Japan and beyond. Payment Options K.K. and Yokohama FC look forward to an impactful and successful partnership throughout the 2026/2027 season.

https://www.paymentoptions.com/
https://www.linkedin.com/company/payment-options/
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Hashtag: #PaymentOptions

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

Bracell Highlights Removal of 6 Million Tons of CO₂ and Advances Climate Monitoring with Flux Towers

MIL OSI — Fri, 29 May 2026 03:16:34 +0000

Source: Media Outreach

The company’s results are part of the 2025 Sustainability Report, which consolidates progress in its environmental agenda grounded in science and investment in technology

SINGAPORE – Media OutReach Newswire – 29 May 2026 – Bracell, one of the world’s leading producers of dissolving and specialty pulp, reported in its 2025 Sustainability Report that it removed 6 million tons of CO₂ from the atmosphere between 2020 and 2025 and expanded its climate monitoring capabilities through the installation of flux towers across planted forests and native vegetation areas. The progress reinforces the company’s strategy of integrating nature-based solutions with scientific monitoring to accelerate the transition to a low-carbon economy.

This result is driven by the role of forests in the company’s carbon balance. In 2025 alone, Bracell removed 3.4 million tCO₂e, with 1.8 million tons coming from planted forests and 1.6 million tons from preserved native areas. The cumulative total of 6 million tons marks important progress toward the company’s goal of removing 25 million tons of CO₂ by 2030, set under the “Bracell 2030” commitment, and reflects the maturation of its forest assets as well as the potential for scale gains in the coming years.

As part of this scaling strategy, Bracell, a member of the RGE group of companies founded by Sukanto Tanoto, intensified investments in climate monitoring technologies. In 2025, the company began installing a new flux tower in a native vegetation area within the Lontra Private Natural Heritage Reserve (RPPN Lontra), in the state of Bahia, expanding the existing measurement network across its operations.

Flux Towers: What They Are and What They Are Used For

Flux towers enable high-frequency measurement of carbon and water vapor exchanges between vegetation and the atmosphere. Equipped with sensors that capture variables such as CO₂ concentration, temperature, humidity, and radiation, these systems generate data used to improve the understanding of ecosystem carbon balance and to support strategic decision-making in response to climate change.

“Accurate measurement of carbon fluxes is a strategic differentiator for Bracell. By combining science, technology, and responsible forest management, we are advancing climate value generation and the development of concrete solutions for decarbonisation. As we expand our forest base and deepen our use of data, we also increase our capacity to capture and generate positive climate impact consistently over time. Through the integration of technological innovation and natural assets, the company consolidates its role in the global climate agenda, positioning Brazil as a key player in the low-carbon bioeconomy,” says Márcio Nappo, Vice President of Sustainability at Bracell.

“The company already uses advanced statistical models developed from field data collected in Bracell’s areas and other regions of Brazil, which increases the accuracy of estimates of stored carbon and strengthens the credibility of emissions and removals inventories. This work is complemented by the use of flux towers, which allow for highly accurate, real-time measurement of carbon exchanges between vegetation and the atmosphere. As a result, we have evolved toward a technical methodology based on real forest data, enabling us to report our results more responsibly and improve forest planning. At the same time, we remain focused on short-term results without losing sight of a long-term strategic vision, continuously seeking improvement opportunities aligned with the business and the consistent generation of value,” says Gabriela Matzner, Forest Management R&D Manager at Bracell.

https://www.bracell.com

Hashtag: #RGE #Bracell #Brazil #Sustainability #CO2 #Carbon #Climatemonitoring

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

Skills Become the New Currency: Salary Polarisation Deepens as AI and Semiconductor Talent Command Up to 30% Pay Increases in Taiwan

MIL OSI — Fri, 29 May 2026 02:16:43 +0000

Source: Media Outreach

Robert Walters Taiwan’s 15th anniversary report Reveals Structural Shift in the Local Talent Market

Taiwan’s talent market has officially shifted from an employer-driven to a candidate-driven market, with critical skills increasingly replacing tenure and job titles as the core measure of talent value.
AI adoption and global supply chain restructuring are accelerating salary polarisation. Professionals in semiconductors and high-tech industries are seeing salary increases of 15–20% when changing jobs, while those with AI, HPC and cross-border supply chain expertise can command increases of up to 30%.
Career priorities are evolving beyond compensation. 54% of professionals cite learning and development opportunities as a key reason for staying with their current employer.
By 2030, Gen Z is expected to account for 30–33% of Taiwan’s workforce, making flexibility, work-life balance and transparent workplace culture critical factors in talent attraction and retention.

TAIPEI, TAIWAN – Media OutReach Newswire – 29 May 2026 – Taiwan’s talent market has gradually shifted from an employer-driven to a candidate-driven market through globalisation, digital transformation and pandemic-driven disruption. Meanwhile, the rapid advancement of technology and AI is not only accelerating demand for critical skills, but also reshaping industry structures and redefining the rules of talent competition.

Robert Walters, the world’s most trusted talent solutions business, said in its latest 15th anniversary report, Taiwan’s Talent Market: The New Rules of Competition, that “critical skills” are increasingly replacing tenure and job titles as the primary indicators of talent value and compensation. Particularly as Taiwan’s semiconductor industry strengthens its strategic position within the global technology supply chain, professionals with in-demand capabilities are seeing salary growth significantly outpace the broader market, making salary polarisation an increasingly structural feature of Taiwan’s labour market.

As competition for high-skilled talent intensifies, candidates are placing greater emphasis not only on compensation, but also on Career Value Proposition (CVP), including career development, workplace flexibility and management culture. The report also highlights the rise of a candidate-driven market, where professionals are becoming increasingly selective about what they expect from employers.

In today’s market, growing uncertainty and increasing business complexity are shifting competition away from workforce scale towards the ability to secure critical capabilities and high-value talent. John Winter, Country Manager of Robert Walters Taiwan, noted: “Since entering the Taiwan market in 2011, we have seen talent strategy evolve into a core business strategy. Organisations that can identify critical capabilities early, integrate talent effectively and continuously strengthen organisational resilience will be best positioned for long-term success.”

Global Supply Chain Restructuring Accelerates the Shift Towards a Skills-Based Talent Market and Salary Polarisation

Amid geopolitical uncertainty and ongoing global supply chain restructuring, organisations are increasingly reshaping their structures and global workforce strategies to strengthen resilience and competitiveness. As a result, hiring priorities are shifting away from narrow technical expertise towards cross-functional integration, strategic thinking and problem-solving capabilities. At the same time, talent assessment is moving beyond tenure and job titles, with greater emphasis placed on practical capability, skill scarcity and immediate business impact.

Rapid AI adoption is further accelerating demand for critical skills, driving increasingly concentrated salary growth across the market.

In semiconductor and high-tech industries, professionals changing jobs may see salary increases of 15–20%, while talent with expertise in AI, High-Performance Computing (HPC), Edge Computing and cross-border supply chain management may achieve salary growth of up to 30% reinforcing the growing shift towards a labour market increasingly defined by “skills value”. In contrast, salary growth among execution-focused roles has remained relatively moderate. According to Taiwan’s Directorate-General of Budget, Accounting and Statistics (DGBAS), nearly 70% of employees in 2025 earned below the average salary level — the highest proportion on record — highlighting widening salary polarisation across the labour market.

Candidate-Driven Market Takes Shape:

Career Value Proposition Emerges Alongside Salary as a Key Driver of Employer Attractiveness

The rise of in-demand skills is accelerating Taiwan’s shift towards a candidate-driven labour market, with professionals becoming increasingly selective about what they expect from employers. According to Robert Walters Taiwan’s 15th Anniversary Report, candidates are moving beyond a compensation-led mindset and placing greater emphasis on Career Value Proposition (CVP), including career growth, workplace flexibility and management culture.

As AI adoption and industry transformation continue to reshape the workforce, professionals are placing greater importance on long-term career development and employability. Robert Walters Taiwan’s research found that 54% of professionals view continuous learning and development opportunities as a key reason for staying with their current employer.

Expectations around workplace culture and working models are also evolving. The report shows that beyond salary and benefits (75%), professionals increasingly prioritise flexible working arrangements (36%) and an open, effective management culture (32%) when evaluating employers. Meanwhile, Taiwan’s National Development Council projects that Gen Z will account for approximately 30–33% of the labour force by 2030. As the influence of this generation continues to grow, priorities such as work-life balance, workplace flexibility and transparent organisational culture are becoming defining factors in employer attractiveness.

Reflecting on the findings, John Winter noted: “The rise of a candidate-driven market reflects a broader shift in how professionals evaluate employers. Beyond compensation, talent is increasingly prioritising long-term growth, flexibility and organisational culture. Companies that can provide meaningful career development and adaptability will be better positioned to attract and retain top talent.”

Five Strategies Reshaping Talent Competition:

Building Organisational Resilience Through Critical Capabilities and Skills Value

As geopolitical uncertainty, global supply chain restructuring and rapid AI adoption continue to reshape business environments, organisations are increasingly competing on critical capabilities and organisational resilience rather than scale alone. In this context, talent strategy is no longer a back-office HR function, but a core driver of transformation, competitiveness and long-term business sustainability.

Robert Walters Taiwan’s report identifies five key strategies organisations should focus on to remain competitive in a rapidly evolving market:

1. Shift from workforce expansion to critical capability planning
Hiring success will increasingly depend on the ability to identify and secure high-value talent with in-demand, business-critical skills.

2. Build compensation strategies around skills value
As skills replace tenure as the key measure of talent value, organisations must redesign salary structures and talent evaluation frameworks to remain competitive.

3. Strengthen long-term learning and capability development
AI-driven transformation will require organisations to proactively build reskilling and upskilling cultures to reduce future capability gaps.

4. Redesign workplaces around flexibility and employee experience
Beyond compensation, organisations must strengthen career development, flexibility and workplace culture to attract and retain high-performing talent.

5. Elevate talent strategy to a core business priority
Future talent competition will increasingly shape organisational agility, transformation capability and long-term competitiveness.

Reflecting on the evolving talent landscape, John Winter said: “In the past, talent strategies were largely designed to address immediate hiring needs. Today, the nature of talent strategy has fundamentally changed. Organisations must shift from asking ‘Who do we need now?’ to ‘What capabilities will we need in the future?’ The businesses that can continuously build adaptable talent and resilient organisations will be the ones best positioned for long-term success.”

-END-

About Taiwan’s Talent Market: The New Rules of Competition

Published as Robert Walters Taiwan’s 15th anniversary report, Taiwan’s Talent Market: The New Rules of Competition explores how globalisation, digital transformation, the pandemic, AI adoption and geopolitical uncertainty have structurally reshaped Taiwan’s labour market over the past 15 years.

The report combines Robert Walters Taiwan’s long-term market observations, talent insights and findings from the Salary Survey 2026, covering key sectors including semiconductors, high technology, manufacturing, digital transformation and cross-border operations. It also examines the major workforce trends redefining talent competition, salary structures and employer attractiveness in Taiwan’s evolving labour market.

To access the full report, please visit: https://reurl.cc/9W97bn

Hashtag: #RobertWalters

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

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

VOLANT Aerotech Secures Nearly RMB 1 Billion in Series C+ Round, Bolstering Global Lead in Commercial Passenger eVTOL Sector

MIL OSI — Fri, 29 May 2026 02:01:38 +0000

Source: Media Outreach

SHANGHAI, CHINA – EQS Newswire – 29 May 2026 – VOLANT Aerotech, a leading pioneer in China’s commercial passenger electric vertical takeoff and landing (eVTOL) sector, today announced the successful completion of its Series C+ financing round. This marks the company’s second major funding achievement within a single month, raising nearly RMB 1 billion in this round alone.

The funding was led by China Life Investment (a premier state-owned insurance investment platform). It saw strong participation from Minjin Investment (a Shanghai Minhang District state-owned platform), NIO Capital (a leader in the new energy vehicle sector), CoStone Capital (a top-tier market-driven VC), and existing shareholder China Internet Investment Fund (CIIF). China Renaissance and CYGNUS EQUITY acted as the financial advisors.

A Robust “Capital Ecosystem” to Fuel Commercialization

Over the past five years, VOLANT Aerotech has secured over RMB 5 billion through 13 rounds of market-driven financing, setting a fundraising record in China’s manned eVTOL industry.

Moving beyond traditional venture capital structures, VOLANT has strategically built a powerhouse shareholder matrix spanning global strategic capital, national insurance funds, multi-level state-owned capital, industrial chain leaders, and top-tier VCs. This powerful synergy is meticulously designed to support the intensive R&D cycles, stringent airworthiness certifications, and global market expansion unique to the eVTOL sector.

The new capital influx will be primarily utilized to accelerate flight testing, advance airworthiness certification, and deepen industrial chain integration, paving the way for large-scale commercial operations.

Clear Milestones in Airworthiness and R&D

As a frontrunner in high-grade passenger eVTOLs, VOLANT has established a fully independent and controllable core technology system, overcoming critical bottlenecks in power systems, avionics, and structural design.

In October last year, VOLANT made headlines by successfully completing its first piloted test flight, validating the high maturity and safety of its aircraft design. Currently, the company is aggressively advancing the airworthiness certification of its flagship model, the VE25-100, with the goal of securing certification and commencing commercial deliveries by 2027.

Dual-Engine Strategy: Seamless Domestic and Global Expansion

VOLANT’s market strategy leverages a “dual-engine” approach, combining deep localization within China with aggressive global expansion.

Domestic Footprint: Headquartered in Shanghai, VOLANT has locked in over 1,900 domestic orders valued at RMB 47.5 billion. The company has forged deep industrial partnerships with state-owned giants such as China Southern Airlines General Aviation, Asian Express Aviation, and ABC Financial Leasing to build infrastructure and pilot operations.
Global Network: VOLANT has rapidly established a robust “Southeast Asia – Middle East – Europe” market network. Key international milestones include:

○ Southeast Asia:A landmark three-way agreement signed in July 2025 with Thailand’s Pan Pacific and AVIC International Engineering for 500 aircraft (valued at USD 1.75 billion), setting a record for Chinese passenger eVTOL exports.

○ Middle East & Europe:

Backed by its world-class capital ecosystem, rigorous technical execution, and solid global order book, VOLANT Aerotech is uniquely positioned to lead the high-quality development of the global eVTOL industry and unlock the multi-trillion-dollar low-altitude economy.

Hashtag: #VOLANTAerotech

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

Budget 2026: Did the Government listen? – Hapai Te Hauora

LiveNews Publisher — Fri, 29 May 2026 00:46:45 +0000

Source: Hapai Te Hauora

Ahead of Budget 2026, Hāpai Te Hauora called for a budget that listens. A budget that responds to what communities have already been saying over the last year: that prevention matters, warm homes matter, safe sleep matters, and Māori-led solutions matter.

Following yesterday’s Budget announcement, Hāpai Te Hauora acknowledges some much needed investment into areas including frontline services and climate resilience.

However, questions remain around whether long term prevention and Māori-led solutions are being invested in at the scale communities continue to call for.

While we acknowledge the fiscal pressures facing Aotearoa New Zealand, we remain concerned that this Budget continues to focus more heavily on responding to crisis than preventing them in the first place.

This government characterises this budget as responsible economic management. But it feels like tough fiscal austerity.

Aggressive spending cuts in the name of rebuilding our economy while its people suffer hardship only redistributes who pays the price.

Communities across Aotearoa continue to carry the weight of rising living costs, housing stress, stretched health systems and climate-related emergencies.

In many cases, whānau and local communities are stepping in long before systems do.

Hāpai Te Hauora CEO Jacqui Harema says this Budget was an opportunity to invest earlier rather than continuing to respond once people are already at breaking point.

“Solutions already exist and communities across Aotearoa are leading them every day” says Harema.

“What’s missing is a Budget that will back them.” Ahead of the Budget, Hāpai Te Hauora called for:

greater investment in safe sleep support and kaupapa Māori antenatal wānanga

healthier and warmer homes for whānau

Māori-led climate resilience and emergency preparedness

continued support for healthy school lunches

long-term investment in Māori-led community wellbeing initiatives

Hāpai Te Haupra also acknowledges the extension of funded postnatal stays for new māmā as a positive step, and an important opportunity to strengthen early support for whānau through things like safe sleep planning, breastfeeding support and kaupapa Māori antenatal education.

The continuation of healthy school lunches was also a positive to see, particluarly at a time when many whānau continue to face financial pressure and food insecurity. At the same time, there is still room to improve the quality, nutrition and portion sizes to better support growing tamariki and rangatahi.

However, while some progress was made, Budget 2026 still leaves significant questions around long-term prevention and Māori-led solutions.

We heard about investment in frontline services. But critical gaps remain. Without funding the preventative measures that keep people out of those services in the first place, what is being treated is symptoms, not causes. The Government has acknowledged pressures on our primary health system but has missed the mark once again in addressing the root causes driving that pressure. Prevention works. Ignoring it is short-sighted.

Aotearoa is experiencing the worst homelessness crisis in recent history, yet this Budget still falls short of the urgency needed by communities who are experiencing hardship on the ground. The numbers are alarming. At a time when more whānau are being pushed into insecure and unsafe housing, this Budget does not go far enough. The proposed social housing response may help in time, but it does not meet the urgency of the crisis facing communities right now.

“Budgets reflect priorities,” says Harema.

“If prevention, whānau wellbeing and Māori-led solutions are continually under-prioritised, communities feel that in very real ways.” “We cannot continue expecting whānau to carry the consequences of decisions that fail to invest early and support solutions communities are already leading.”

Hāpai Te Hauora remains committed to advocating for long-term investment in prevention, whānau wellbeing and Māori-led approaches that strengthen before crisis point.

MIL OSI

Vietnam’s Bridge to the Global Experience Economy

MIL OSI — Fri, 29 May 2026 00:16:30 +0000

Source: Media Outreach

HANOI, VIETNAM – Media OutReach Newswire – 29 May 2026 – As traditional Asian markets such as Singapore and Thailand approach saturation, Vietnam is accelerating its rise as a new destination for the Experience Economy, with the integrated ecosystem of the Vietnam Exposition Center (VEC) emerging as a strategic bridge connecting Vietnam to the world.

Vietnam Exposition Center (VEC) will become the definitive hub for international exhibitions and world-class outdoor mega-events in Vietnam.

The rapid growth of the Experience Economy is reshaping competition across the global MICE industry, spanning meetings, incentives, conferences, and exhibitions. Against this backdrop, Vietnam is increasingly positioning itself as a new regional hub. At the center of this shift is the Vietnam Exposition Center (VEC), whose record-breaking scale and all-in-one ecosystem are redefining event infrastructure standards while creating new opportunities to bring Vietnamese culture onto the global stage.

The Rise of the Experience Economy

No longer viewed simply as entertainment, the event industry has become a major economic growth driver, a trend increasingly reflected in Vietnam’s market performance.

Speaking at the High-Level Conference connecting the Vietnam Exhibition, Event & Advertising Industry 2026 held at VEC on May 8, Jason Yan, Partner at M Square Capital, the investment fund behind the global EDM festival brand Ultra Worldwide, said Vietnam’s live entertainment market has surpassed USD 50 million in revenue. More than 700 large-scale events are now held annually, generating over USD 1 billion in economic impact from international visitors.

In 2025 alone, Vietnam hosted more than 800 music events of varying scales, while music copyright revenues grew by 200%. According to Yan, these figures indicate that Vietnam is entering a period of accelerated growth within the Experience Economy.

The momentum extends beyond live entertainment. Dr. Cấn Văn Lực, Chief Economist at BIDV, noted that Vietnam’s MICE market has reached approximately USD 6 billion, while the advertising industry has grown to USD 3.5 billion. With annual growth projected at around 12%, Vietnam is increasingly viewed as entering a “golden period” for experiential industries.

At the same time, the market itself is evolving. Consumers are no longer simply purchasing tickets to events, but seeking immersive and integrated experiences. Global brands, meanwhile, are looking beyond venues alone, prioritizing platforms capable of delivering meaningful “Return on Experience.”

VEC’s emerging role as a “strategic connector”

Capturing investment flows from the Experience Economy requires more than consumer demand alone. Large-scale infrastructure remains essential, and for many years, this was one of the limitations preventing Vietnam from hosting major international events. The emergence of VEC is increasingly changing that equation.

Located in Cổ Loa, Hanoi, VEC is a landmark development spanning 900,000 square meters, making it one of Southeast Asia’s largest exposition complexes. At the heart of the venue is the Kim Quy Exhibition Hall, a 13-hectare centerpiece designed with flexible operational capabilities capable of accommodating exhibitions and events welcoming millions of visitors.

The complex is complemented by the VinPalace conference and banquet system, parking facilities for up to 10,000 vehicles integrated with VinFast charging stations, and transportation links providing rapid access to central Hanoi. Together, these elements create a seamless experience ecosystem aligned with international standards.

Vingroup’s world-class organization and operational excellence have already been proven through legendary mega-events, most notably bringing G-Dragon’s “Übermensch” World Tour to Vietnam under the 8Wonder brand. Leveraging this proven expertise, VEC is designed to seamlessly execute the next generation of large-scale activations. Looking ahead, this operational blueprint will further expand across the Vingroup ecosystem, notably with the upcoming VEC Can Gio project in Ho Chi Minh City, the Blue Wave Theater—a 60,000-capacity venue set to become the largest in Southeast Asia.

Perspective view of the Blue Wave Theater—Southeast Asia’s largest theater, located within the Vietnam Exposition Center in Can Gio, Ho Chi Minh City (VEC Can Gio).

Building a nationwide all-in-one event ecosystem

Much of VEC’s all-in-one capability is tied directly to its integration within the broader Vingroup ecosystem. Events hosted at VEC can simultaneously leverage platforms including Vincom, Vinpearl, VinWonders, Vinhomes, and the green mobility network Green SM, which now operates across 34 provinces and four countries.

As a result, VEC is evolving beyond a standalone venue into a broader platform connecting commerce, tourism, entertainment, and culture within a unified experience ecosystem.

The broader infrastructure ecosystem also includes the 135,000-seat Hùng Vương Stadium and the 60,000-seat PVF Stadium, equipped with a retractable roof system capable of opening or closing within minutes.

While many traditional Asian venues, including Singapore National Stadium and Thailand’s Rajamangala Stadium, are increasingly facing constraints related to capacity and aging infrastructure, Vingroup’s next-generation venue network is positioning Vietnam as a more competitive player in the regional event market.

The growing presence of global MICE leaders in Vietnam is increasingly viewed as a reflection of both the market’s potential and VEC’s operational readiness.

Jason Yan described Vietnam as “a convergence point of limitless energy for the future of cultural industries,”emphasizing that realizing such potential requires operators capable of managing venues at massive scale. According to him, the ecosystem developed by Vingroup and VEC provides the operational confidence needed for Ultra Worldwide to expand major festival productions into Vietnam.

Geoff Dickinson, CEO of dmg events, shared a similar perspective, noting that decisions by global corporations and political leaders to choose a destination “are never accidental,” but rather the result of “deliberate” long-term strategies.

According to Dickinson, the emergence of VEC, combined with Vietnam’s broader development vision, is creating what he described as a “perfect storm” for international businesses seeking long-term opportunities in the market.

From that viewpoint, the launch ceremony for Vietnam’s Exhibition, Event and Advertising Ecosystem at VEC on May 8 marked more than a new partnership milestone between VEC and international partners. It also signaled a broader new phase for Vietnam’s cultural industries.

Supported by large-scale infrastructure, growing operational capabilities, and Vingroup’s integrated ecosystem, VEC is increasingly positioning itself as a strategic platform connecting Vietnam with the global Experience Economy while advancing its vision of “Bring Vietnam to the world and bring the world to Vietnam.”

Hashtag: #VEC

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

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

Budget 2026 overlooks struggling general practice sector – GenPro

LiveNews Publisher — Thu, 28 May 2026 21:11:37 +0000

Source: General Practice Owners Association (GenPro)

The General Practice Owners Association (GenPro) says Budget 2026 is a major missed opportunity to strengthen the front line of New Zealand’s healthcare system, with general practice ignored despite growing pressure on clinics, doctors and patients.

GenPro Chair Dr Angus Chambers said the Budget contained significant new health spending, but virtually none of it was directed toward supporting the country’s struggling network of general practices.

“Primary healthcare barely gets a mention in this Budget, and general practice is absent altogether,” Dr Chambers said.

“The Government talks about improving access to healthcare and reducing wait times, but none of that is possible without properly supporting the family doctors and practice teams who are the foundation of the health system.”

Health spending will rise by more than $3 billion under Budget 2026, including funding for cost increases, hospitals, ambulance services, Pharmac, cancer care and digital health initiatives.

However, there is no meaningful investment in the sustainability of general practice, despite rising demand, workforce shortages and increasing financial pressure on clinics across the country.

“This neglect will cost our country a lot more in the long run. Every day general practice is managing more complex patients, more chronic illness and more demand, while dealing with severe workforce shortages and rapidly increasing costs,” Dr Chambers says.

“General practice is the most cost-effective part of the health system. When patients can’t get timely access to a GP, they end up in emergency departments and hospitals, which puts even greater pressure on the wider system.”

The Government’s focus on increasing hospital treatments and emergency department capacity failed to recognise that many health issues could be prevented or managed earlier through better investment in community-based care.

“You cannot build a sustainable health system while neglecting the front door of healthcare,” he said.

“The Budget includes targets for 53,000 additional general practice enrolments, yet there is no direct investment to help practices absorb those patients or expand capacity. It simply does not add up.”

Dr Chambers said GenPro supported investment in areas such as child health, cancer care and ambulance services, but said long-term health improvements would remain out of reach unless primary care was properly funded.

“General practice is where prevention happens, where long-term conditions are managed, and where most New Zealanders first access healthcare,” he said.

“If the Government is serious about improving health outcomes and reducing pressure on hospitals, it must stop treating general practice as an afterthought.”

MIL OSI

Budget 2026 – Budget spend on school lunches short-sighted: Health Coalition Aotearoa

LiveNews Publisher — Thu, 28 May 2026 21:07:45 +0000

Source: Health Coalition Aotearoa

Many children will continue to struggle without permanent funding for Ka Ora, Ka Ako, the Healthy School Lunch Programme, says Health Coalition Aotearoa (HCA).

Budget 2026 provides $212.4 million to extend the current school and ECE lunches programmes for another calendar year, which HCA says does not go far enough.

“The Child Poverty Report released as part of today’s Budget shows the number of kids living in material hardship is unchanged at 14.3 percent with no chance of meeting legislative targets,” says Health Coalition Aotearoa co-chair Professor Boyd Swinburn from Waipapa Taumata Rau, University of Auckland.

Health Coalition Aotearoa is calling for permanent funding for a ‘3.0 version’ of the programme, combining the best features of the original Ka Ora Ka Ako model and the current low-cost model.

Permanent funding enshrined in law would allow both local providers and children to thrive.

Health Coalition Aotearoa estimates that only about 40 percent of children living in food-insecure households are now receiving free school lunches and this needs to be increased urgently.

“It is good that the Healthy School Lunch programme has not been stopped because it is a powerful tool for improving food security, child nutrition and educational outcomes,” Swinburn says.

“Kicking the can down the road on permanent funding is bad news for schools and food providers. Not investing in the programme for the long-term means that the programme’s full potential cannot be realised.”

Some schools are keen to innovate by linking the lunch programme with the curriculum or local growers but this is stifled by the uncertainty created by year-by-year funding. Similarly, some efficiencies which could come from investing in upgraded equipment or regional industrial-scale composting will only come with long term programme certainty.

Professor Lisa Te Morenga (Ngāti Whātua Ōrākei, Te Uri o Hua, Ngāpuhi and Te Rarawa), Health Coalition Aotearoa co-chair and professor of Māori health and nutrition at Massey University says that, while it is positive the Government is extending the school lunch programme, it is a mean and cynical offering.

“The lunches are so bad that tamariki say it’s embarrassing to be seen to be desperate enough to eat them,” Te Morenga says. “Yet, bad as they are, plenty of students are asking, in private, at the end of the school day, to take the leftovers home.

“I just wish this government would treat our tamariki with the dignity and care that they deserve. You don’t grow an economy by starving its future workers.”

The lunches need to be more nutritious, appealing and larger for growing children and teens, the co-chairs say.

Health Coalition Aotearoa (HCA)

HCA is a coalition of health NGOs, professionals and academics with an unwavering commitment to reduce harm from tobacco, alcohol, unhealthy food and advance public health equity.

Together with its four expert panels – alcohol, tobacco, unhealthy food and public health infrastructure – HCA is a powerful collective voice for preventative health in Aotearoa. Find out about HCA: https://www.healthcoalition.org.nz/

MIL OSI

Hong Kong rises to world No.1 cross-boundary wealth hub

MIL OSI — Thu, 28 May 2026 12:17:43 +0000

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 28 May 2026 – Hong Kong has overtaken Switzerland as the world’s top cross-boundary wealth management centre, according to the latest Global Wealth Report 2026 published by the Boston Consulting Group (May 27).

Hong Kong has emerged as the world’s largest cross-boundary wealth management centre

Hong Kong’s cross-boundary wealth rose 10.7% in 2025 to US$2.9 trillion, driven by Chinese Mainland flows and a vigorous stock market that delivered significant IPO (initial public offering) activity and strong gains in benchmark-heavy internet platforms, according to the report. It also projected that, from 2025 to 2030 the cross-boundary wealth managed by Hong Kong will grow by 9% on average annually and maintain first place globally, fully affirming Hong Kong’s position as a world-leading cross-boundary wealth management centre.

Paul Chan, Financial Secretary of the Hong Kong Special Administrative Region Government (HKSARG), highlighted that China’s National 15th Five-Year Plan clearly supports Hong Kong in strengthening its functions as an international asset and wealth management centre, which is also a key component of Hong Kong’s ‘Finance +’ development strategy.

“Over the past few years, the Government has worked closely with the financial sector to continuously improve the financial infrastructure and ecosystem, expand the range of investment products and risk management tools, and deepen the connectivity with capital markets around the world.

“Leveraging the advantages of ‘one country, two systems’, complemented by free, open, transparent, and predictable economic policies as well as a stable and secure investment environment, and cross-market connectivity, Hong Kong is attracting more and more ultra-high-net-worth individuals and family offices to establish a presence and invest in the city,” Mr Chan said.

Christopher Hui, Secretary for Financial Services and the Treasury of the HKSARG, noted that the Government had issued the Policy Statement on Developing Family Office Businesses in Hong Kong in March 2023 and has since implemented various measures to encourage family offices to operate in Hong Kong. Such initiatives, he said, include providing profits tax concession to family-owned investment holding vehicles managed by eligible single family offices and introducing the New Capital Investment Entrant Scheme.

“The Government will introduce legislative proposals into the Legislative Council next month (June 2026) to further enhance the preferential tax regimes for funds, single family offices and carried interest, so as to further enhance the competitiveness of the tax regimes, and attract more funds and family offices to set up and operate in Hong Kong,” Mr Hui said.

According to a study commissioned by Invest Hong Kong and published in February 2026, there were over 3,380 single family offices operating in Hong Kong as of end-2025, representing an increase of more than 25%, over the past two years.

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

Hashtag: #HongKong #BrandHongKong #Global #Wealth #Management #Top

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

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

Johnson Electric reports results for the year ended 31 March 2026

MIL OSI — Thu, 28 May 2026 11:01:29 +0000

Source: Media Outreach

Group sales US$3,650 million – up 0.1% compared to the prior year; a decrease of 2% on a constant currency basis
Gross profit US$840 million or 23.0% of sales (compared to US$843 million or 23.1% of sales in the prior year)
Adjusted EBITA US$287 million or 7.9% of sales (compared to US$344 million or 9.4% of sales in the prior year)
Net profit attributable to shareholders totalled US$202 million – a decrease of 23% compared to the prior year
Net profit, excluding non-cash unrealized currency movements, restructuring costs, impairment of certain intangible assets, and adverse fair value movements in investments, declined by 13% to US$234 million
Free cash flow from operations totalled US$217 million compared to US$286 million in the prior year
A recommended final dividend of 44 HK cents per share (5.64 US cents)
As of 31 March 2026, cash reserves amounted to US$902 million (compared to US$791 million at the prior year end); and the ratio of total debt to capital was 10%

HONG KONG SAR – Media OutReach Newswire – 28 May 2026 – Johnson Electric Holdings Limited (“Johnson Electric”), a global leader in electric motors and motion subsystems, today announced its results for the twelve months ended 31 March 2026.

Group sales for the 2025/26 financial year were US$3,650 million, an increase of 0.1% compared to the prior year. Net profit attributable to shareholders decreased by 23% to US$202 million or 21.59 US cents per share on a fully diluted basis. Adjusted net profit, excluding the effects of non-cash foreign exchange rate movements, the impairment of intangible assets, restructuring charges, and adverse fair value movements in investments, declined by 13% to US$234 million.

Sales Performance

The Automotive Products Group (“APG”) achieved sales of US$3,054 million, which amounted to 84% of total Group sales. Excluding currency effects, APG’s sales decreased by 3%.

Global automotive industry production volumes increased slightly over the prior year, but growth remains lacklustre in most markets due to affordability concerns and the challenges faced by OEMs and suppliers in adjusting to geopolitical uncertainty, tariff pressures, and the shifting economics of battery electric vehicles that continue to be shaped by the level of government subsidies available to consumers.

APG’s sales are divided broadly equally across the three major geographic regions of demand, but performance over the past year reflected distinct variations in local market conditions, as well as APG’s own mix of OEM customers and the timing of new program launches.

In Asia, the division’s sales declined by 7% on a constant currency basis primarily due to the ongoing erosion in market share held by Sino-foreign joint venture OEM customers in China. APG has continued to win significant new business awards from Chinese domestic OEMs and their suppliers, which now account for the majority of its sales in China. However, the division’s historically large share among joint venture customers has acted as a drag on its recent sales performance that is taking time to reverse. The domestic passenger vehicle market in China itself experienced a sharp slowdown in sales in the first quarter of 2026 due to the phasing out of trade-in subsidies designed to encourage the purchase of electric vehicles.

APG’s sales to the Americas increased by 1% on a constant currency basis in a market that saw total light vehicle production volumes broadly flat. The predominant factor constraining new car sales in North America is cost of living concerns, with many low to middle income car buyers struggling to afford new vehicles that, on average, have increased in price by over 30% since 2020.

In Europe, APG’s sales decreased by 2% on a constant currency basis. The European auto market continues to experience sluggish consumer demand at the same time that OEMs are hampered by excess production capacity and the impact of shifting emissions regulations on their product model line-ups.

APG’s strategy in the context of the varied and unpredictable operating environment for component suppliers is, firstly, to focus on bringing to market innovative motion technologies that enable electrification, reduce emissions, and enhance passenger safety and comfort. Secondly, APG aims to offer its diverse base of customers an unrivalled total cost and value proposition that combines speed, scale, and reliability of production with an adaptable global operating footprint.

The Industry Products Group (“IPG”) achieved sales of US$596 million – an increase of 2% compared to the prior year on a constant currency basis. After three successive years of declining sales, this marks an important return to growth for the division. In more commoditized product application segments, new business development has been redirected towards the rapidly growing base of Chinese manufacturers who are capturing an increasing share of the global market for consumer and commercial hardware goods – particularly for low-priced, entry-level products. In parallel, IPG is focused on supplying motion subsystem solutions to more specialized, higher-growth segments, including humanoid robotics, warehouse automation, medical devices, semiconductor manufacturing equipment, and liquid cooling applications.

Gross Margins and Operating Profitability

The Group’s gross profit of US$840 million, or 23.0% of sales, was essentially flat compared to the prior financial year. Slight increases in production staff costs, depreciation, and raw materials were offset by savings in other production overheads and direct labour.

Reported earnings before interest, tax and amortization (“EBITA”) amounted to US$258 million, a decrease of 22% compared to US$331 million achieved in the prior year. The decline was due to a combination of factors, including higher selling and administrative staff costs and other provisions, an impairment of intangible assets arising from a past acquisition, and reduced other income due to an adverse net change in the fair value of certain investments.

Net Profit and Financial Condition

Net profit attributable to shareholders decreased by 23% to US$202 million or 21.59 US cents per share on a fully diluted basis. Adjusted net profit, excluding the effects of non-cash foreign exchange rate movements, the impairment of intangible assets, restructuring charges, and adverse fair value movements in investments, amounted to US$234 million compared to US$268 million in the prior year.

The Group’s overall financial condition remains robust with a total debt to capital ratio of 10%, an interest coverage ratio of 22 times, and year-end cash reserves of US$902 million.

Dividends

The Board considers it appropriate to recommend maintaining the final dividend of 44 HK cents (5.64 US cents) per share, which together with the interim dividend of 17 HK cents per share, represents a total dividend of 61 HK cents (7.82 US cents) per share.

Chairman’s Comments on the Annual Results and Outlook

Commenting on the annual results for the financial year 2025/26, Dr. Patrick Wang, Chairman and Chief Executive, said, “Operating conditions for global manufacturing businesses during the financial year 2025/26 remained challenging, with end-market demand in most regions subdued and geopolitical events and uncertainties placing upward pressure on input costs.”

Dr. Patrick Wang further commented: “In the face of these headwinds, Johnson Electric maintained its long-standing resilience with sales and gross profit margins both holding up comparatively well. The bottom-line result, however, was negatively impacted by the effects of higher overhead expenses on a flat sales base, adverse net changes in the fair value of investments, and a non-cash intangible assets impairment charge.”

Concerning the near-term financial outlook, Dr. Patrick Wang said: “The global economy demonstrated resilience over the past year, despite the protracted conflict between Russia and Ukraine and the geopolitical shock of tariffs being imposed on US imports of goods from almost all countries. Looking ahead, the unstable and unpredictable conditions for trade and global manufacturing have been made even more precarious by the outbreak of war in the Middle East.”

“Johnson Electric has a long-standing track record in successfully navigating volatile global markets. In the near term, with geopolitical and macro-economic dynamics impossible to forecast with precision, management remains focused on cost control, managing the effects of inflation, and maintaining a prudent financial risk profile.”

“In parallel, however, we are also committed to invest in adapting and scaling our business model to meet strong underlying demand for our motion subsystem solutions in several high-growth end-markets and new product applications. Included among these are: thermal management systems for electric and hybrid vehicles that depend on a combination of water pumps, valves and actuators to support optimal vehicle cabin temperature, extend electric vehicle driving range, and contribute to longer battery life; solid oxide fuel cell power generation systems that are becoming established as an important source of low-emission, on-site electricity supply to AI data centres; and AI-enabled humanoid robots, which are widely viewed as one of the most significant industrial and commercial opportunities over the next ten to twenty years.”

Forward Looking Statements

This news release contains certain forward looking statements with respect to the financial condition, results of operations and business of Johnson Electric and certain plans and objectives of the management of Johnson Electric.

Words such as “outlook”, “expects”, “anticipates”, “intends”, “plans”, “believe”, “estimates”, “projects”, variations of such words and similar expressions are intended to identify such forward looking statements. Such forward looking statements involve known and unknown risk, uncertainties and other factors which may cause the actual results or performance of Johnson Electric to be materially different from any future results or performance expressed or implied by such forward looking statements. Such forward looking statements are based on numerous assumptions regarding Johnson Electric’s present and future business strategies and the political and economic environment in which Johnson Electric will operate in the future.

Note to Editors and Securities Analysts: The full text of the Annual Results announcement, includingfinancial statements, is available through the Investors section of company’s website at www.johnsonelectric.com

Hashtag: #JohnsonElectric

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

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

Matrix Robotics Presents MATRIX-3 at BEYOND Expo Macao, a Stunning Showcase of China’s Top-Tier Humanoid Robot Technology

MIL OSI — Thu, 28 May 2026 10:46:57 +0000

Source: Media Outreach

MACAO – EQS Newswire – 28 May 2026 – Running from May 27 to 30, 2026, BEYOND Expo opened its doors at The Venetian Macao Cotai Expo. A premier global platform for technological innovation and real-world deployment, the Expo brought together top tech companies, investors and business leaders to explore breakthroughs across artificial intelligence, embodied AI and next-generation technologies.

Matrix Robotics, as a trailblazer in China’s general-purpose humanoid robot industry, put its flagship all-round model MATRIX-3 on full display. The robot embodies the Company’s latest progress in embodied AI, motion control, precision manipulation and industrial mass production, and stands as a testament to the competitiveness of China’s humanoid robotics sector.

Live Demos Showcase Hard-core Capabilities

The booth created an immersive tech experience. MATRIX-3 finished smooth bipedal walking and nimble turns with human-like movements. Capable of reaching a maximum speed of 3.9 km/h, it closely mimics human walking, proving the high stability and reliability of its self-developed biomimetic linear joints and motion control algorithms.

The robot also completed delicate tasks including grasping, holding and rolling fruit replicas. Equipped with a 27-degree-of-freedom dexterous hand that delivers micron-level precision, MATRIX-3 is well-suited for a wide range of scenarios including high-end manufacturing, commercial services, logistics sorting, medical assistance and household use.

MATRIX-3 features sleek tech styling and 3D woven biomimetic skin. Its ergonomic design and human-centric interaction drew crowds of visitors and industry professionals.

Engaging Activities Wow the Crowds, Bringing Embodied AI to the Public

To engage the public, Matrix Robotics hosted two one-hour interactive sessions every day. Visitors could scan a QR code to sign up and play rock-paper-scissors against MATRIX-3, with winners receiving limited-edition keychains. This creative interaction drew long queues and livened up the venue, making it one of the most popular photo spots at BEYOND Expo.

Distinguished Guests Visit the Booth, Praising Chinese Technology

During the event, the Chief Executive of the Macao SAR, representatives from renowned consortia came to the booth. They watched MATRIX-3’s demonstrations, experienced human-robot interaction, and exchanged in-depth views with Matrix Robotics on technical roadmaps, mass production plans and real-world applications.

The guests spoke highly of MATRIX-3’s design, motion performance, operational accuracy and interaction safety. They acknowledged Matrix Robotics’ leading edge in the engineering, commercialization and large-scale deployment of general humanoid robots, as well as its technological strength and industrial value in the global embodied AI sector as a Chinese tech player.

Dual Drive of Technology & Mass Production Puts Embodied AI into Reality

Matrix Robotics is led by Haixing Zhang (Allen Zhang), founding head of Tesla China Design and Research Center. Its team boasts world-class expertise in humanoid robot R&D and engineering. The Company officially launched its flagship MATRIX-3 and commissioned the MFH Factory in Zhangjiang, Shanghai, realizing end-to-end independent production to accelerate industrial rollout.

Standing 1.7 meters tall and weighing 65 kilograms, MATRIX-3 integrates 4 core technologies: the WAVE physical foundation large model, high-performance biomimetic linear joints, a 27-degree-of-freedom dexterous hand and 3D-woven biomimetic safety skin. It can work continuously for 4 hours, carry up to 15 kilograms with dual arms and achieve zero-shot generalization, enabling rapid deployment across diverse scenarios.

Currently, the Company is capable of delivering 5,000 units within this year and targets an output of 100,000 units by 2027. Scaled production will reduce costs steadily and turn humanoid robots from tech exhibits into general-purpose workforce.

BEYOND Expo Macao marks a key international showcase for MATRIX-3. It further reinforces Matrix Robotics’ leading position in global humanoid robotics and drives technological cooperation, scenario expansion and ecosystem development.

Going forward, Matrix Robotics will continue to pursue technological innovation and deployment based on first principles. Leveraging China’s industrial value chain, the Company will launch industry partnership programs and the RAAS ecosystem, striving to make China’s embodied AI technologies universal intelligent solutions for the world.

Hashtag: #MatrixRobotics

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

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

Vietnam: The New Destination for Billion-Dollar Events

MIL OSI — Thu, 28 May 2026 09:46:27 +0000

Source: Media Outreach

The convergence of progressive policies and large-scale infrastructure developed by Vingroup is positioning Vietnam as a rising hub for the global events and experience economy.

HANOI, VIETNAM – Media OutReach Newswire – 28 May 2026 – Across the Asia-Pacific region, the experience economy is undergoing a major shift. In many established destinations, rising venue and accommodation costs are forcing 73% of event organizers to tighten budgets, according to Mordor Intelligence. At the same time, political uncertainties in several markets are prompting international investors to take a more cautious approach toward long-term commitments.

Vietnam Exposition Center (VEC) will be the destination for international exhibitions and world-class outdoor events in Vietnam.

Against this backdrop, Vietnam is increasingly drawing attention as a new destination for global exhibitions, live entertainment, and large-scale experiential events. Political stability, sustained economic growth, a young population with rising spending power, and coordinated efforts from both the government and the private sector are contributing to the country’s growing appeal.

This is “a golden opportunity” for Vietnam’s cultural industries, said Dr. Cấn Văn Lực, Chief Economist at BIDV, during the 2026 Exhibition, Event and Advertising Summit held at the Vietnam Exposition Center (VEC) on May 8.

According to Dr. Lực, Vietnam has maintained an average annual growth rate of 6.4% over four decades of the Doi Moi economic reform without experiencing a major economic crisis. Per capita income has now surpassed USD 5,000 and is projected to reach USD 8,500 by 2030, fueling demand for entertainment, sports, and live events.

Vietnam’s growing profile is also reflected in its position among the world’s Top 20 trading economies, Top 15 destinations for foreign direct investment, and its 29-place rise in the Index of Economic Freedom. These macroeconomic advantages are increasingly translating into tangible momentum for the country’s event industry.

Vietnam’s MICE sector is currently valued at approximately USD 6 billion, while the advertising market has reached USD 3.5 billion. The live entertainment industry alone has generated more than USD 50 million in revenue, supported by over 700 large-scale events annually and more than USD 1 billion in economic spillover from international visitors, according to data presented at the summit.

Much of this momentum is being driven by parallel advances in policy reform and infrastructure development.

Policy Reforms Open New Opportunities

As Vietnam enters a new phase of development, culture is increasingly being positioned as a strategic growth driver.

“Culture is not only the spiritual foundation of society, but is increasingly becoming an intrinsic resource, a development driver, and a source of national soft power,” Minister of Culture, Sports and Tourism Lâm Thị Phương Thanh said at the summit.

Earlier this year, the Politburo issued Resolution No. 80 on the development of Vietnamese culture, setting targets for cultural industries to contribute 7% of GDP by 2030 and 9% by 2045. The National Assembly also passed Resolution No. 28/2026/QH16, widely viewed as a significant step toward easing restrictions in the cultural, exhibition, and performance sectors by reducing barriers related to taxation, land access, and administrative procedures.

Key measures include a commitment to allocate at least 2% of the annual state budget to culture, establish a cultural venture investment fund, reduce VAT to 5%, and introduce tax incentives for exhibitions, performances, and sports-related activities. Policies encouraging the development of creative complexes with dedicated land and infrastructure incentives are also expected to accelerate industry growth.

If policy reforms are laying the groundwork, infrastructure is becoming the decisive factor in Vietnam’s ability to compete for international mega-events.

“You cannot attract ministers, government representatives, or the world’s 5,000 largest corporations by chance. They come because of deliberate planning and infrastructure development,” said Geoff Dickinson, CEO of dmg events, one of the world’s leading energy event organizers.

Infrastructure Scales Up

The rapid development of Vietnam’s event industry is increasingly being shaped by major private-sector investments.

Among the most prominent projects is the Vietnam Exposition Center (VEC) in Hanoi, developed by Vingroup. Covering 900,000 square meters, VEC has been positioned as one of Southeast Asia’s largest all-in-one exposition and event complexes.

Perspective view of the Blue Wave Theater—Southeast Asia’s largest theater, located within the Vietnam Exposition Center in Can Gio, Ho Chi Minh City (VEC Can Gio).

Jason Yan, Partner at M Square Capital, the investment fund behind the Ultra Worldwide EDM festival franchise, said VEC’s physical infrastructure and operational model meet the requirements for hosting global-scale productions.

“We are no longer only looking at festival organization. Success in this industry also depends on artist management and venue operations. Vingroup has clearly invested in building those capabilities,” he said.

Further ahead, the group is investing in mega-projects designed to elevate Vietnam’s position in the global event infrastructure landscape. These include the planned Hùng Vương Stadium, expected to open in 2028 with a capacity of 135,000 seats and designed to meet FIFA and international entertainment standards.

Another project, the 60,000-seat PVF Stadium, will feature a PTFE retractable roof capable of opening and closing within 12 to 20 minutes, addressing weather-related challenges for outdoor concerts and sporting events.

Beyond venue development, Vingroup has also assembled a broader ecosystem supporting the event industry.

Green SM operates more than 186,000 electric taxis and motorbikes across 34 provinces and four countries, helping support transportation and logistics for large-scale events and international delegations.

Vinpearl provides more than 16,100 hotel rooms and villas across major tourism and economic centers, alongside golf courses and VinWonders entertainment complexes, contributing integrated hospitality capacity for large events.

The ecosystem is further complemented by V-Spirit, an international event organizer; V-Culture Talent, a talent development organization; and VinPalace, a network of convention and culinary centers.

Together, policy reforms, private capital, and large-scale infrastructure investments are creating conditions that could significantly reshape Vietnam’s role in the global events industry.

“We believe this is Vietnam’s moment,” Dickinson said. “The combination of national ambition and world-class infrastructure has the potential to transform the country into a major destination for global events.”

Hashtag: #VEC

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

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

ONYX Hospitality Group Advances Quality-Led Growth Across Asia-Pacific Through a Disciplined and Strategic Portfolio Expansion Approach

MIL OSI — Thu, 28 May 2026 09:31:30 +0000

Source: Media Outreach

BANGKOK, THAILAND – Media OutReach Newswire – 28 May 2026 – ONYX Hospitality Group, a leading hospitality management company in Asia Pacific specialising in hotels, resorts, serviced apartments, and luxury residences, reaffirms its strategic direction at a time of transition within the travel and tourism industry, placing greater emphasis on the quality of growth rather than the sheer scale of asset expansion.

Mr. Kashyap Vora Senior Vice President – Investments & Business Development ONYX Hospitality Group

For ONYX Hospitality Group, growth does not simply mean opening more hotels across multiple destinations. It requires a comprehensive understanding of the broader travel ecosystem — from demand structures and traveller behaviour to urban development trends and long-term economic fundamentals — before committing to new investments or management agreements.

With more than six decades of experience in hospitality, the Group positions itself as a strategic partner, working alongside investors to evaluate both opportunities and risks. The focus remains on building resilient, sustainable growth rather than pursuing short-term, volume-driven expansion.

Mr. Kashyap Vora, Senior Vice President – Investments & Business Development, ONYX Hospitality Group, commented on the industry overview: “The hospitality sector across Asia-Pacific is entering an increasingly sophisticated phase that demands greater rigour, strategic discipline, and market discernment. Investment decisions today can no longer be driven solely by short-term tourism recovery metrics or occupancy performance. Instead, they must be underpinned by a comprehensive understanding of the broader travel ecosystem, encompassing infrastructure development, business expansion, consumption trends, and the evolving dynamics of international travel flows”

“Portfolio expansion is no longer about the number of hotels within a network; it is about strategic curation of a resilient portfolio that contributes meaningfully to profitability and delivers long-term value accretion for all stakeholders. Each project must play a clearly defined role within the broader portfolio — whether through risk diversification, return enhancement, strategic value creation or long-term scalability. Sustainable growth therefore requires disciplined investment selection, deep market insight, and alignment with the organisation’s long-term strategic vision”

He further emphasised that this approach aligns closely with ONYX Hospitality Group’s long-term vision of delivering sustainable, quality-driven growth through a tailored approach to each project. This includes careful consideration of investment structures, partnership models, and brand positioning to ensure strategic relevance, sustainable profitability and long-term value creation.

“We prioritise partnerships with like-minded investors and owners who share our vision, values, and commitment to quality” he added. “Hotel development is inherently a long-term commitment. Alignment on quality standards, risk management, and growth objectives is essential to delivering sustainable profitability, creating enduring value, and achieving long-term success for all stakeholders.”

Drawing on over six decades of market expertise and consumer insight, ONYX Hospitality Group continues to refine a portfolio strategy built on strong alignment between destination, brand and business partner.

Currently, the Group operates 49 properties and projects across seven strategic destinations in Asia-Pacific. By 2030, ONYX Hospitality Group aims to expand its portfolio to over 75 properties across the Asia-Pacific region. This growth will be achieved through disciplined project selection and collaboration with partners who share the Group’s long-term vision — ensuring that every investment delivers both strategic and financial value.

As the company approaches its 60th anniversary milestone in 2026, ONYX Hospitality Group remains firmly committed to quality-led expansion, underpinned by disciplined risk management and prudent governance. The Group continues to strengthen confidence among investors, owners and partners across all markets in which it operates, laying the foundation for sustained, long-term growth in the decade ahead.

For more information on ONYX Hospitality Group please visit: www.onyx-hospitality.com

Hashtag: #ONYXHospitalityGroup

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

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

Leading UK school group to establish Phuket campus as international school demand grows beyond Bangkok

MIL OSI — Thu, 28 May 2026 09:16:35 +0000

Source: Media Outreach

Recognised as Independent Secondary School of the Year 2026, NLCS will bring its academic model to Cherng Talay through a new day and boarding school for families across Thailand and the region

PHUKET, THAILAND – Media OutReach Newswire – 28 May 2026 – NLCS International has signed an agreement with VLC Group, the owners of multiple premium hotels and resorts in Phuket and Khao Lak, to develop NLCS Phuket, bringing the educational model of one of the United Kingdom’s highest-ranked independent schools to Thailand’s fast-growing international education market.

(Top row, from left to right) Mr Varis Chirayus, Deputy Managing Director of VLC Group and NLCS Phuket; Mr Ali Aliev, Director of Business Development of NLCS Internationa(Bottom row,from left to right) Mr Naruj Chirayus, Managing Director of VLC Group and NLCS Phuket; Mr Daniel Lewis, Managing Director of NLCS International.

Founded in 1850 by educational pioneer Frances Mary Buss, North London Collegiate School is one of the United Kingdom’s most respected and most successful independent schools. In The Sunday Times Parent Power Guide 2026, NLCS was named Independent Secondary School of the Year, Independent International Baccalaureate School of the Year and Independent Secondary School of the Year in London. In the accompanying league tables, NLCS was ranked the number one girls’ school in the UK, gaining second place for all schools in London and third place for all schools nationally.

Serving students from Early Years to Year 13, NLCS Phuket will be developed as a premium co-ed day and boarding school in Cherng Talay, one of Phuket’s fastest-growing residential districts. The school is planned for Thai, expatriate and internationally mobile families seeking a rigorous British education in Phuket, with boarding provision for students from across Thailand and the wider region.

The agreement was formalised at Courtyard by Marriott Phuket, Patong Beach Resort, with Mr Daniel Lewis, Managing Director of NLCS International, and Mr Naruj Chirayus, Managing Director of VLC Group and NLCS Phuket, signing on behalf of the two organisations.

“For many families, Phuket already offers an exceptional quality of life, but there has been a clear gap in the market for a highly academic school with a direct connection to one of the UK’s leading educational institutions,” said Mr Naruj Chirayus, Managing Director of VLC Group. “As a Phuket-based family business, we see education as a natural part of the island’s next stage of growth. Our aim is to help make Phuket a more complete place to live, learn and build community.

NLCS International works with partners around the world to develop schools that reflect the founding school’s educational philosophy: academic ambition, pastoral care that is tailored to the individual, and a vibrant co-curricular life. Its family of schools includes NLCS Jeju, NLCS Dubai, NLCS (Singapore), NLCS Kobe and NLCS Hong Kong (opening 2027).

“NLCS Phuket represents an important new chapter for our international family of schools,” said Mr Daniel Lewis, Managing Director of NLCS International. “Our aim is to deliver an education that develops scholarship, in a joyful and exciting environment, that celebrates every individual for who they are, and that is rooted in a genuine love of learning. This is not simply a well-known name above the door. The strength of NLCS lies in the authentic connection between our schools, the quality and depth of our academic support, and our shared belief that happy, confident students are best placed to achieve exceptional outcomes.”

Boarding will be a central part of the NLCS Phuket offer, giving families access to an NLCS education without having to send their children abroad. It also strengthens Phuket’s appeal as a regional education base, allowing students to remain closer to family, home markets and Asia’s major travel hubs.

The school is expected to open with capacity for around 1,000 students, with scope to grow to approximately 1,500 over time. Planned facilities include boarding provision, dedicated junior and senior school spaces, science and technology facilities, a 50-metre swimming pool, sports hall, covered tennis courts and football pitches.

The announcement comes as Thailand’s international education sector continues to expand beyond Bangkok. Kasikorn Research Centre expects Thailand’s international school business to grow by 9.7% in 2025, while international student numbers are projected to increase by 8.3%. The research also notes that international schools are likely to expand further beyond the capital, with Phuket named among the key provincial markets.

For Phuket, the arrival of a leading day and boarding school adds another layer to the island’s family infrastructure. International schools help attract long-stay residents, skilled professionals, entrepreneurs and investors, while supporting demand across housing, hospitality, retail, transport, local services and employment.

Mr Chirayus continued: “Top schools create communities around them. We have seen this in places such as Dubai and Jeju, where education has played an important role in shaping internationally minded residential destinations. With NLCS Phuket, we want to support the development of Phuket as an educational centre of excellence for the region.”

NLCS Phuket will maintain close links with the wider NLCS family of schools, with support from NLCS International in school design, curriculum development, recruitment, teacher training, academic planning and quality assurance.

Further details on admissions, opening timelines and campus development will be announced in due course. For any enquiries, please direct your email to: enquiries@nlcs-phuket.com

For more information, please visit http://www.nlcs-phuket.com
For more images, click HERE

Hashtag: #NLCSPhuket

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

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

Linz Health Launches Advanced Neurorehabilitation Clinic in Hong Kong

MIL OSI — Thu, 28 May 2026 09:16:33 +0000

Source: Media Outreach

HONG KONG SAR – Media OutReach Newswire – 28 May 2026 – Linz Health, an Australian-founded neurorehabilitation provider, has launched its first Hong Kong clinic, introducing a specialised outpatient model focused on recovery for stroke, brain injury, and various neurological conditions such as Parkinson’s disease.

Located in the Dah Sing Financial Centre in Wan Chai, the modern clinic addresses a critical gap between hospital discharge and ongoing rehabilitation, supporting patients from early recovery through to longer-term care—an increasingly important need as Hong Kong’s population continues to age.

The facility combines one-on-one therapy with advanced rehabilitation technologies, including MindMotion GO and IZAR —both introduced in Hong Kong for the first time—alongside Physilog, enabling data-driven treatment and measurable progress tracking.

“It’s incredibly exciting to launch in Hong Kong and introduce game-changing, evidence-based neurorehabilitation therapy and technology into one of the most dynamic cities in the world,” said Andrew Fyffe, Managing Director of Linz Health. “We see a clear opportunity to replicate the success of our Sydney clinic in Hong Kong, with measurable outcomes as the sole priority.”

Linz Health’s model emphasises structured, intensive therapy programmes aligned with global best practices in neurological rehabilitation and is designed to support both subacute and longer-term rehabilitation pathways.

The Hong Kong launch follows the company’s flagship clinic in the southern beaches of Sydney and marks the first step in its international expansion strategy.

Linz Health will also host an Open Day at its Dah Sing Financial Centre clinic on Friday, 5 June, providing healthcare professionals and the broader community with an opportunity to tour the facility, meet the team, and experience the clinic’s rehabilitation technologies and treatment approach firsthand.

For further information: https://linzhealth.com.hk/en/
Email: admin@linzhealth.com.hk
Tel: +852 2668 4468

Trademark Notice
MindMotion GO and IZAR are trademarks of NeuroX Group SA.

Hashtag: #LinzHealth

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

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

Bracell Exceeds Female Entrepreneurship Target and Reaches 73% of Projects Led by Women

MIL OSI — Thu, 28 May 2026 06:46:30 +0000

Source: Media Outreach

Company brings forward its Bracell 2030 target and strengthens social impact through income generation and female empowerment in local communities

SINGAPORE – Media OutReach Newswire – 28 May 2026 – Bracell, one of the world’s leading producers of dissolving and specialty pulp, exceeded in 2025 the target set to promote female entrepreneurship in surrounding communities by reaching 73% of its social impact business projects led by women. The result surpasses the 60% target established for 2030 and represents a significant increase compared to the 56% baseline recorded in 2020, highlighting the consistent evolution of the company’s social strategy.

The results are part of Bracell’s 2025 Sustainability Report, which consolidates the company’s performance under its Bracell 2030 strategy, aligned with the United Nations Sustainable Development Goals (SDGs). The female entrepreneurship target is part of the Empowering Lives pillar, which focuses on income generation, productive inclusion, and strengthening women’s leadership in the territories where the company operates.

The supported projects include small businesses, cooperatives, and local enterprises that receive technical training, access to support networks, and encouragement to formalise their operations. The early achievement of the target reflects both the expansion and the growing maturity of these initiatives over recent years.

“The Bracell 2030 Plan reflects our long-term commitment to a development model that combines environmental responsibility, social impact, and sustainable growth. Progress in female entrepreneurship demonstrates our ability to generate structural and lasting impact in communities”

In 2025, Bracell, a member of the RGE group of companies founded by Sukanto Tanoto, invested BRL 9.9 million in social projects, benefiting more than 159,000 people through initiatives focused on education, income generation, and citizenship, according to the 2025 Sustainability Report.

Dona Della and Social Transformation

The main driver of this impact is Dona Della, a Bracell Social project focused on fostering financial autonomy and boosting women-led businesses. In 2026, the programme reaches its third edition, expanding its reach to additional municipalities. With applications opening on May 20, the initiative will operate this year across two main pillars:

The first pillar consists of a hybrid training programme developed in partnership with Rede Mulher Empreendedora, offering individual mentoring sessions and potential access to seed capital. The second pillar, Dona Della Impulsiona, is an acceleration programme carried out in partnership with SEBRAE for participants who have completed the initial training. It provides consultancy support, networking opportunities, and participation in trade fairs and business events.

According to Francine Toledo Mendonça, Social Responsibility Coordinator at Bracell, the project offers not only a structured learning pathway for women entrepreneurs but also an essential support network for business growth. “Dona Della aims to broaden horizons, unlock potential, and create concrete opportunities for these women to move forward with greater confidence and autonomy in the entrepreneurial ecosystem. More than accelerating businesses, we are strengthening stories, trajectories, and new beginnings. Our commitment is that each woman recognises herself as the protagonist of her own journey,” she emphasises.

Stories That Reflect Impact

Marta Rocha, 53, originally from Belo Horizonte, Minas Gerais, moved to the interior of São Paulo State in search of better living conditions and found a new opportunity through entrepreneurship. After years working in various roles, she learned how to sew through professional training projects and began doing small alterations with a simple sewing machine. “I bought my first machine for BRL 158, and I will never forget that,” she recalls.

Participating in Dona Della, a Bracell-supported entrepreneurial training initiative focused on women’s development in local communities, marked a turning point. Even though she did not win the award in the 2024 edition, Marta says she gained something even more valuable: knowledge and confidence. She expanded her activities, participated in business fairs and events—such as Facilpa and initiatives supported by Bracell—and structured her own business.

Today, Marta owns three industrial sewing machines and an overlock machine, produces her own pieces, and plans to expand her atelier, including organising a fashion show featuring dresses from her own brand, Marta Rocha. “My emotional and financial life was transformed. Today, I can see a future that once seemed impossible,” she says.

Selma Arantes, a retired teacher, found a fresh start through handicrafts. Inspired by her mother, who also produced handmade items, she began making cloth dolls after retirement. What initially started as an emotional activity took on new meaning when she decided to invest in professional development.

By participating in Dona Della and other training initiatives in partnership with Bracell and Sebrae, Selma developed skills in management, planning, and brand positioning. She formalised her business as a micro-entrepreneur and structured her operations, resulting in approximately 80% financial growth in 2025. “I learned to recognise the value of my work and to position myself as a professional. It is never too late to learn and start again,” she highlights.

Launched in 2023, Bracell 2030 brings together 14 goals across four pillars: Climate Action; Sustainable Landscapes and Biodiversity; Promoting Sustainable Growth; and Empowering Lives, reinforcing the company’s commitment to shared value creation and sustainable development.

https://www.bracell.com

Hashtag: #RGE #Bracell #Brazil #femaleentrepreneurship #SDG #socialimpact

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

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

Budget 2026 doesn’t move the dial on child poverty rates – CPAG

LiveNews Publisher — Thu, 28 May 2026 05:23:01 +0000

Source: Child Poverty Action Group (CPAG)

For yet another year, Treasury’s child poverty forecasting shows no movement toward hitting the 2028 goal of halving child poverty in accordance with the Child Poverty Reduction Act 2018.

Child Poverty Action Group (CPAG) says taken as a whole, Budget 2026 doesn’t meaningfully shift the dial on child poverty.

Forecasts

Of the three child poverty measures that Treasury models, only one is set to hit the 2027 target. The rest will miss, and all are miles away from the 2028 targets.

It is important to note that the 2027 targets were set by Child Poverty Reduction Minister Louise Upston in 2024 as part of the Government’s Child and Youth Strategy.

This was a target the Government set because it “wants to make the target achievable” ( Figure 2), yet even after it’s lowered the bar, it’s still failing to clear it.

Fuel support

The temporary $50 increase to the In-Work Tax Credit will provide welcome relief for many working families. However, CPAG remains deeply concerned that children in families receiving income support continue to be excluded from this assistance through the discriminatory design of the Working for Families system.

With unemployment forecast to rise to 5.5 percent in mid-2026, more families are likely to experience periods out of paid work due to broader economic conditions, not personal choice. In that context, maintaining a two-tier system of support for children becomes even more difficult to justify.

A child’s access to food, housing, and essentials should not depend on their parents’ employment status. If the Government recognises that rising living costs require additional support for children in working families, it is hard to understand why that support should also be extended to children in households receiving income support.

Housing

The Government’s flagship “housing support fairness” package effectively asks some of the lowest-income families in the country – those in public housing – to pay more of their income in rent in order to fund modest increases in support for private renters. While reducing inequities between housing support systems is a legitimate policy aspiration, it should not come at the expense of households already struggling to meet basic needs.

The increase in Income-Related Rent from 25 to 30 percent of income represents a direct reduction in disposable income for many low-income families in public housing. About 84,000 households will see rents increase by around $31 a week on average. For households already facing impossible choices between food, power, transport, and school costs, this matters.

At the same time, the Government is reducing access to Temporary Additional Support (TAS), one of the few mechanisms available to families facing acute hardship. Cutting the maximum TAS rate sends the wrong message during a cost-of-living crisis and risks deepening material deprivation for children.

General initiatives

More broadly, the Budget continues a pattern of relying on foodbanks, food hubs, and charity-based responses as core pillars of social support. While community providers do extraordinary work, food insecurity is ultimately a systems issue in a country that feeds 40 million people globally a year. Children need incomes that are adequate and secure, not ongoing dependence on emergency food assistance.

Community resilience is not a long-term solution to child poverty, it is a temporary band-aid, and the longer the Government leaves the band-aid as the only solution, the less effective it will be.

The continuation of school lunch programmes and investment in social housing are positive steps, but they are mitigations of hardship, not solutions to poverty.

There are also serious concerns about the impact on the public services and community infrastructure children and whānau rely on. Behind every frontline service are the policy, administration and coordination roles that keep income support, housing assistance, public health and community services functioning effectively. Reducing state capacity can mean longer waits, weaker support systems, and greater barriers for families already under pressure.

Child poverty is the result of policy choices. Ending it requires a sustained commitment to income adequacy, affordable housing, and an unconditional approach to supporting children. Budget 2026 contains few short-term relief measures, but it falls well short of the transformational change needed to ensure every child in Aotearoa can thrive.

MIL OSI

Budget 2026 – College of GPs: Budget 2026 misses the opportunity to invest in a sustainable, accessible and affordable primary care

LiveNews Publisher — Thu, 28 May 2026 05:22:58 +0000

Source: Royal NZ College of General Practitioners

A sustainable health system starts with a sustainable general practice workforce and today’s Budget announcement does not go far enough to deliver it.

Despite commitment to improve access and strengthen frontline services, the significant investment into general practice that is required is yet to be delivered.

The Royal New Zealand College of General Practitioners’ President, Dr Luke Bradford, says increasing enrolments and access targets must be matched by workforce capacity.

“You cannot improve access to frontline health care without the workforce to deliver it. Announcements to provide 53,000 additional enrolments and expanded access are positive in their intent, but without enough GPs there is a real risk of shifting the pressure, rather than relieving it.

“General practice is the front door to the health system, but patients are struggling to afford to see their GP. At the same time, we are struggling to recruit enough junior doctors into this profession due to a lack of alignment in pay and working conditions compared to other specialities.”

There are so many advantages to investing in general practice, and the College is concerned that the Budget continues to prioritise hospital and secondary care, despite the evidence that investing in primary care is the most cost-effective option for reducing pressure on the rest of the system and for improving health outcomes.

“Funding must reflect the full scope and value of general practice, including the complex, preventative and ongoing care we provide, as well as the essential work that happens outside of the consultation that keeps patients safe and well.

College Medical Director Dr Prabani Wood says, “Funding must support GPs to build long-term therapeutic relationships with the communities that they serve. It is this continuity of care that enables general practice to deliver its full value to the health system.”

“Retention of the current workforce is just as critical as recruitment. Today’s workforce is under significant pressure, and they are the ones who are also training the next generation,” says Dr Bradford.

A significant win for New Zealanders is the lowering of the bowel screening age to 56 years. However, to meaningfully address the documented health inequities, eligibility must be extended to age 50 for Māori and Pacific Peoples who are at greater risk.

College CE Toby Beaglehole says a reset in health funding priorities is urgently needed.

“Investment in general practice is not optional. It is the most affordable way to improve access, affordability and health outcomes. We won’t achieve those improvements while primary care in New Zealand receives on average 6% of the total health budget, compared with 14% internationally.

“If we want to have a sustainable health system that delivers early, affordable care close to home, we need a targeted shift in investment towards the specialism of general practice and the wider primary care workforce.”

The College acknowledges the support and additional funding for general practice and rural medicine and is committed to working with the health minister to deliver sustainable, equitable and accessible care for all New Zealanders.

The College has developed a series of advocacy white papers that set out the priorities for strengthening New Zealand’s health system. Read the first paper in the series, The future and sustainability of general practice – Why this must be a Budget and election priority.

Read Dr Bradford’s pre-Budget opinion editorial published in NZ Doctor highlighting how meaningful change depends not just on policy intent, but on solutions that reflect the realities of frontline care.

MIL OSI

Health – IHACPA releases Support at Home pricing and costing advice

LiveNews Publisher — Thu, 28 May 2026 05:22:56 +0000

Source: Independent Health and Aged Care Pricing Authority (IHACPA)

28 May 2026 – The Independent Health and Aged Care Pricing Authority (IHACPA) has released the Support at Home Pricing Advice 2026–27 and the Support at Home Cost Collection 2025 Final Report.

The pricing advice was developed based on IHACPA’s annual cost collection and after extensive public consultation, ensuring IHACPA’s advice is directly informed by the costs of delivering in-home aged care services.

To inform the pricing advice, IHACPA’s Support at Home Cost Collection 2025 captured and analysed detailed cost data from 135 services, covering over 35,000 clients to produce a comprehensive dataset. This cost collection prioritised participation from providers who had not previously taken part, as well as those delivering services to underrepresented groups. This includes Aboriginal and Torres Strait Islander peoples, people from culturally and linguistically diverse backgrounds, and rural and remote populations.

As part of the public consultation held from 11 June to 18 July 2025, IHACPA received 220 submissions from a wide range of stakeholders. This includes submissions from in-home aged care participants and their families, carers and representatives, providers and the aged care workforce, government departments and agencies, researchers and peak bodies.

IHACPA’s Chair, Mr David Tune AO PSM said, ‘We’re pleased to release our pricing and costing advice for the Support at Home service list. This work is central to supporting older people to stay at home for longer together with access to quality aged care services that meets their needs.’

‘IHACPA’s pricing advice is grounded in evidence, informed by real cost data and direct engagement across the sector. I would like to thank everyone who participated in our cost collections and consultation last year. Stakeholder feedback is vital to ensuring our advice reflects not only financial considerations, but also the practical aspects of delivering in-home aged care,’ Mr Tune added.

Key elements of IHACPA’s pricing advice include:

unit prices for each service on the Support at Home service list
delineation of unit prices for care management into clinical and non-clinical care management
a separate combined price for team-based care management which is assumed to be the same unit price as home support care management
information about the confidence intervals around the unit prices and distribution of costs observed
the labour, non-labour and administration components of the unit prices.

In developing this advice, IHACPA accounted for recent Fair Work Commission decisions, superannuation guarantee increases, and the indexation of historical cost data.

IHACPA’s pricing advice to the Australian Government helps inform funding decisions for Support at Home.

The recommended prices in IHACPA’s pricing advice do not present a price cap, benchmark or guidance for aged care providers when setting their prices. The Minister for Health and Ageing is responsible for determining price caps for in-home aged care services and the timing of announcement for prices for services on the Support at Home service list.

More information

MIL OSI

Budget 2026 – ProCare welcomes expansion to bowel screening but acknowledges the equity gap that remains

LiveNews Publisher — Thu, 28 May 2026 05:22:54 +0000

Source: ProCare

ProCare is pleased to see the Government move to lower the age for free bowel screening, improving access to early detection and preventative care for thousands more New Zealanders this year.

The age for screening is expected to be lowered to 56 this September, following a drop to 58 years in March 2026.

Expanding eligibility means more people can take part in screening earlier, helping to detect any issues sooner when they’re easier to treat, and reducing the likelihood of people developing serious illness.

Bindi Nowell, Chief Executive at ProCare says, “Keeping care in the community, and making sure as many people have the opportunity to get their health checks sooner, is always a win for primary care. Our teams in general practice are constantly looking for ways to keep their populations healthy, so expansions like these are always positive.”

“Previously, Māori and Pacific people have had access to free bowel screening from 50 years, which was a great equity move to support these communities who are often affected by bowel cancer at a younger age. Today’s announcement of lowering to 56 is welcome, but we want to acknowledge the gap in equity that we’re still not addressing.”

“We’ll be supporting for our general practices to let their patients know about the changes, so as many people as possible can access screening sooner.”

About ProCare

ProCare is a leading healthcare provider that aims to deliver the most progressive, pro-active and equitable health and wellbeing services in Aotearoa. We do this through our clinical support services, mental health and wellness services, virtual/tele health, mobile health, smoking cessation and by taking a population health and equity approach to our mahi.

As New Zealand’s largest Primary Health Organisation, we represent a network of general practice teams and healthcare professionals who provide care to nearly 700,000 patients across Auckland and Northland. These practices serve the largest Pacific and South Asian populations enrolled in general practice and the largest Māori population in Tāmaki Makaurau. For more information go to www.procare.co.nz

MIL OSI

Budget 2026: where are the solutions to climate, biodiversity and fuel crisis? – Greenpeace

LiveNews Publisher — Thu, 28 May 2026 05:16:43 +0000

Source: Greenpeace

Greenpeace is lamenting the paucity of solutions in Budget 2026 to the climate, biodiversity and fuel price crises.

“We’re facing twin climate and biodiversity crises, overlaid by a cost of living crisis directly caused by our economy’s dependence on fossil fuels,” says Russel Norman, Greenpeace Executive Director.

“Yet the Budget has no plan to decarbonise our economy and hence simultaneously address the cost of living and climate crisis,” says Norman.

“There is no plan to decarbonise the transport sector which is highly dependent on imported fossil fuels and produces a fifth of all New Zealand’s climate pollution.

“The new Road of National Party Significance will cost us $112 million per kilometre but will do absolutely nothing to deal with the cost of transport which is driven by fossil fuel dependence.

“The Budget has money to repair state highways being damaged by extreme weather events but no plan or money to cut the climate pollution that is causing the damage.

“There is no plan to support everyday New Zealanders’ uptake of rooftop solar and batteries which would actually help with the cost of living crisis.

“On the positive side there is an investment of $1 billion in rail and the previously announced, yet begrudging, loan scheme to support businesses to reduce fossil gas use.

“Undermining that, on the biodiversity front, there are further cuts to the Department of Conservation. And the use of $100 million of the International Visitor Levy simply replaces existing baseline funding.”

The Government’s climate policy has resulted in large fiscal costs:

The National Party’s original fiscal plan released in 2023 included $2.1 billion in revenue, over four years, from Emissions Trading Scheme auctions. But these auctions have largely failed due to the weakening of climate policy leaving a large hole in the Government’s revenue.
The Government is allocating $200 million to subsidise oil and gas exploration.
The fiscal impact of the Government decision to weaken the Clean Car Standard directly cost the Government $264 million.
The fiscal impact of subsidising agribusiness climate pollution, by keeping them out of the ETS, is hard to quantify but will be hundreds of millions.
The $23 billion liability for failing to meet the Paris climate agreement.

“Now is not the time for business as usual. Now is the time to embrace our renewable energy future,” says Norman.

MIL OSI

Budget 2026 – Budget misses opportunity to respond to growing mental health need – Mental Health Commission

LiveNews Publisher — Thu, 28 May 2026 05:16:41 +0000

Source: Te Hiringa Mahara – Mental Health and Wellbeing Commission

Te Hiringa Mahara – Mental Health and Wellbeing Commission is disappointed to see no new explicit investment into mental health and addiction services in today’s budget.

Of particular concern is the lack of funding for specialist services, where too many people are already waiting far too long to get the help they need.

“At a time when mental health is the leading health concern for New Zealanders, this response does not match the scale of the need experienced across the country every day,” says Te Hiringa Mahara Chief Executive, Karen Orsborn.

“According to the recent Ipsos New Zealand health report, released this month, 61% of New Zealanders say mental health is the biggest health issue facing the country. This Budget does little to ease those concerns.

“A cornerstone of a well-functioning mental health system is making sure support is available long before people reach crisis. We are not seeing enough investment in this, which means people are missing out on vital care.

“It’s critical that when people reach out for help, they have someone to call, someone to respond and somewhere safe and welcoming to go, when and where they need it.

“The current system doesn’t always work well for Māori, young people or those living rurally in particular. This is unlikely to change without investment.

“Last November we welcomed the additional funding announced by Minister Doocey for expansion of crisis cafes, crisis assessment teams and peer-led acute alternatives. This was a step in the right direction, and further investment will enable the much needed expansion of options for people seeking support.

“This budget won’t take us any closer to having a cohesive national approach to crisis support. No matter where you live, you should have a range of support options to choose from.

“We are pleased to see the investment into reducing online harms for young people announced today and acknowledge what it will achieve. We hope this investment reflects youth-led solutions, investment in education and a strong rigorous regulation on platforms and content.

“The longer we put off expanding the range of support in the face of growing rates of psychological distress, the worse it will be for people seeking help,” says Ms Orsborn.

MIL OSI

Budget 2026 – Primary care overlooked again in Budget 2026 – despite known results from investment in primary care – ProCare

LiveNews Publisher — Thu, 28 May 2026 05:11:45 +0000

Source: ProCare

Primary care has once again been left behind in Budget 2026, with limited clear, targeted investment to match the growing burden of disease through aging, the increasing complexity of patient care, and constrained access to secondary care.

While the Government has committed more than $33 billion to health overall, nearly half of that funding continues to be directed toward hospitals and specialist services, reinforcing a system that prioritises treating illness over preventing it.

ProCare says this approach risks entrenching pressure across the health system rather than relieving it.

Bindi Norwell, Chief Executive at ProCare says: “General practice is the front door of the health system – but it continues to be funded as if it’s an afterthought.

“Research has shown that for every dollar invested in primary care results in between $13 and $15 in savings in secondary care, so we question why primary care continues to be overlooked,” says Norwell.

“Without stronger investment in primary care, we will continue to see pressure build in emergency departments and hospital services. We simply cannot hospitalise our way out of this,” continues Norwell.

“We need a stronger focus on planned, proactive care that deliberately shifts services into primary and community settings, improving access, reducing waiting times, and keeping people well in their communities,” she points out.

Positive step for community services card holders

Budget 26 announced an increase of $800,000 additional funding for Community Services Card holders and people aged 65 and over, who are exempt from the Budget 2024 savings initiative to reintroduce the $5 prescription co-payment for those aged 14 years and over.

ProCare acknowledges this as a step in the right direction, particularly initiatives aimed at improving access through community-based care.

“This is a positive step for equity in primary care. Removing cost barriers for those who need support most helps ensure people can access the medicines they rely on, without financial pressure,” says Norwell.

“Maintaining these exemptions will help improve access to pharmaceuticals, particularly for older people and those on lower incomes, and supports better health outcomes by enabling people to manage conditions early and consistently,” points out Norwell.

Demand rising, workforce stretched

General practice continues to face increasing patient complexity, workforce shortages, financial pressure on practices, and growing unmet need across communities. Without targeted investment, access will continue to deteriorate.

“New Zealand needs a long-term health strategy that recognises growing demand and backs primary care as the foundation of the system; supported by smart investment in workforce, digital tools, and reduced administrative burden,” points out Norwell.

“At the same time, we must shift care closer to home through better planned, community-based services and a more streamlined system, improving access, reducing pressure on hospitals, and delivering better value for patients and taxpayers,” concludes Norwell.

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