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Organized jointly by AsianNet and the global B2B marketplace TradeAsia (www.e-tradeasia.com), ASSOE 2026 provides suppliers with long-term international exposure while helping buyers efficiently discover products, compare suppliers, and submit sourcing inquiries online. Through TradeAsia’s B2B matchmaking platform, the exhibition supports cross-border procurement opportunities and strengthens business connections between global buyers and Asian manufacturers.

Expanding International Sourcing Opportunities Through Global Industry Exposure

To increase global visibility and sourcing opportunities, ASSOE 2026 aligns its exhibition period with several major international industry events, including INTERSCHUTZ 2026, Expo Seguridad México, NSC Safety Congress & Expo, SECURITY ESSEN, and FISP. By running alongside major international industry exhibitions, ASSOE 2026 helps increase global exposure for participating suppliers and creates more sourcing opportunities for international buyers.

Through the ASSOE 2026, buyers can review supplier information, browse product catalogs, and directly contact exhibitors for sourcing inquiries. ASSOE 2026 helps suppliers increase global exposure while giving buyers convenient access to qualified manufacturers and a wide range of safety and security solutions.

Comprehensive Product Categories Across the Safety & Security Industry

The exhibition also features a strong lineup of participating suppliers and manufacturers from across Asia’s safety and security industry. International buyers can explore products and sourcing solutions presented by companies including A-BELT-LIN INDUSTRIAL, PAN TAIWAN ENTERPRISE, DORIS INDUSTRIAL, MODERN AUTO, JI JUSTNESS INDUSTRIAL, CLEVER INTELLIGENCE UNITY, PERFECT MEDICAL INDUSTRY, LITEFILM TECH, ET&T TECHNOLOGY, FORMOSA GLOVE INDUSTRIAL, YAU YOUNG AUTO PARTS and HARCO ENTERPRISE.

These exhibitors showcase a diverse range of products and applications covering smart security technologies, industrial safety equipment, protective products, automotive safety solutions, access control systems, and related safety and security applications.

Supporting Global B2B Trade Through Digital Sourcing Solutions

Powered by TradeAsia’s B2B platform, ASSOE 2026 provides exhibitors with online product showcases, supplier profiles, and digital e-catalogs designed to increase international exposure and sourcing opportunities.

International buyers can browse products and communicate with suppliers online regardless of location or time zone, making it easier to compare products, evaluate supplier capabilities, and submit inquiries efficiently. The exhibition’s long-term online format also enables participating companies to maintain continuous visibility throughout the five-month exhibition period.

By integrating online sourcing, digital promotion, and buyer-supplier matchmaking services, ASSOE 2026 creates an efficient environment for global B2B trade and international procurement across the safety and security industry.

Start Sourcing Now

Explore suppliers, discover products, and connect directly with exhibitors through the official ASSOE 2026 online exhibition platform:
https://www.etradeasia.com/online-show/46/Asian-Safety-Security-Online-Exhibition-2026.html

Hashtag: #TradeAsia

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

About TradeAsia

The web-based marketplace located at www.eTradeAsia.com functions as an essential vehicle for global B2B matchmaking by prioritizing transactional outcomes for procurement professionals and corporate vendors worldwide. This expansive network unifies an extensive audience of millions of registered buyers alongside more than 600,000 active manufacturing entities within a constantly evolving product database. Beyond its digital architecture, the enterprise leverages formal partnerships with hundreds of transnational trade federations and industrial expo organizers. This strategic framework merges cloud-based positioning with on-site promotional operations to optimize international market penetration and drive high-impact marketing results across geopolitical boundaries.

Defence Minister Mohamed Khaled Nordin said Oslo’s decision had moved beyond a procurement setback and raised wider questions about trust in global relations. He argued that rules and agreements lose credibility when advanced economies can withdraw from signed deals after payments, integration work and delivery schedules have already been set.

Kuala Lumpur is seeking more than RM1 billion in compensation after Norway revoked approvals linked to the Kongsberg Defence & Aerospace missile system intended for Royal Malaysian Navy littoral combat ships. Malaysia says it had paid about 95 per cent of the contract value before the reversal, which disrupted plans for weapons installation on ships already designed around the Norwegian system.

The dispute centres on the Naval Strike Missile, an anti-ship weapon produced by Kongsberg and selected under Malaysia’s long-delayed littoral combat ship programme. The original 2018 contract was valued at about €124 million and covered missiles for six vessels, while Malaysia has also referred to a second arrangement involving two additional naval platforms.

Norway has defended the decision as part of tightened export controls over sensitive defence technology. Its foreign ministry has said exports of some Norwegian-developed systems will be limited to allies and closest partners because of changes in the European and global security environment. Oslo has also said it values relations with Malaysia and wants continued dialogue, while Kongsberg has maintained that licensing decisions rest with Norwegian authorities.

Kuala Lumpur’s anger has deepened because the decision came after years of planning around the missile system. Officials say the financial claim includes direct payments and indirect costs, including work needed to remove or modify equipment already fitted to accommodate the system, integration of replacement weapons and retraining of personnel.

Prime Minister Anwar Ibrahim has called Norway’s action unilateral and unacceptable, warning that signed contracts cannot be treated as disposable commitments. He has said the move could damage confidence in European defence suppliers if commercial and strategic agreements can be reversed without adequate safeguards for the buyer.

Khaled’s remarks have widened the argument from a bilateral dispute to a broader critique of defence procurement norms. He said smaller countries must ask whether powerful states can invoke shifting policy considerations after contracts have been finalised, leaving customers to absorb operational, financial and strategic consequences.

Malaysia’s immediate concern is the impact on the littoral combat ship programme, one of the country’s most politically sensitive defence projects. The programme began in 2011 with an initial plan for six vessels at RM6 billion but became mired in delays, cost escalation and allegations of mismanagement. The government later revived the project after a review, reducing the number of vessels to five.

The first ship, originally expected earlier, is now due for delivery in December 2026. The absence of the missile system adds another layer of difficulty to a programme already under scrutiny, though the defence ministry has said construction will continue while alternative missile options are assessed.

Replacing the Naval Strike Missile is not a simple procurement switch. Any substitute must be compatible with the combat management system, launch architecture, ship design, maintenance regime and training pipeline. Defence analysts have warned that retrofitting could raise costs and extend integration timelines, especially when warship systems have been configured around a specific weapon package.

Malaysia is also weighing the diplomatic cost of the dispute. Norway is not among Malaysia’s largest defence partners, but the controversy could influence how Kuala Lumpur assesses future purchases from Europe and NATO-aligned suppliers. Khaled has indicated that trust, technology transfer and support for Malaysia’s self-reliance goals will carry greater weight in future procurement decisions.

The episode comes as Southeast Asian states are modernising naval capabilities amid busier sea lanes, contested maritime zones and growing demand for precision strike systems. Malaysia has sought to strengthen its maritime posture while avoiding alignment with any major bloc, making reliability of suppliers a central issue in long-term planning.

The Ministry of Energy and Mineral Resources is working with the Ministry of Agrarian Affairs and Spatial Planning, state electricity company PLN and other agencies to identify land, grid links and storage systems needed for the programme. About 24,000 hectares on Java Island have been earmarked for verification, with the authorities seeking to match project sites with transmission lines, PLN substations and battery storage capacity.

Deputy Energy and Mineral Resources Minister Yuliot Tanjung said the government’s first priority is to push ahead with an initial 17 GW phase, supported by around 33 GW of battery energy storage systems. The early phase is expected to test the country’s ability to turn a national target into bankable projects at scale, particularly in areas where land acquisition, grid connection and tariff design have slowed renewable energy investment.

The wider 100 GW plan is designed to reduce Indonesia’s reliance on diesel and gas-fired generation, particularly in regions where imported fuel and high operating costs have weighed on the state budget. Officials have estimated that converting fossil fuel-based generation to solar power combined with battery storage could cut electricity generation costs by up to Rp73.9 trillion, or about $4.18 billion, a year once implemented at scale.

The programme also reflects Jakarta’s attempt to close the gap between Indonesia’s large solar potential and its modest installed capacity. The country has abundant sunshine across its islands, yet solar has remained a small part of the electricity mix compared with coal, gas, hydro and geothermal power. Rooftop and utility-scale solar deployment has been constrained by regulatory uncertainty, procurement delays, grid limitations and the financial position of PLN.

Indonesia’s latest electricity supply plan for 2025-2034 calls for 69.5 GW of new generation capacity, with renewable energy making up a large share of future additions. Solar is expected to play a central role in that expansion, with PLN’s planning framework pointing to 17.1 GW of new solar capacity by 2034 alongside hydro, geothermal, wind and storage projects. The 100 GW programme goes beyond that planning baseline and signals a more aggressive policy push from President Prabowo Subianto’s administration.

A key feature of the solar strategy is its decentralised design. Earlier planning discussions have described a model that could combine large centralised solar plants with smaller village-level systems, many paired with batteries. Such an approach could help remote communities replace diesel generation, improve supply reliability and reduce exposure to fuel price volatility, while also creating demand for locally produced panels, batteries, inverters and grid equipment.

The proposed investment scale underlines the financing challenge. A $71.3 billion programme would require state support, PLN procurement commitments, private sector participation, concessional finance and possibly blended funding from climate-related investment platforms. Indonesia has already attracted international attention through its Just Energy Transition Partnership, but converting pledges into project-level funding has remained difficult, particularly because coal continues to dominate power generation and captive industrial power demand is rising.

Land availability will be another decisive issue. Java, the country’s most populous island and main electricity demand centre, offers stronger grid connectivity but also intense competition for land. The identification of 24,000 hectares is a first step rather than a final allocation, as each site must still pass verification covering ownership, spatial planning, environmental suitability and connection feasibility.

Grid readiness may prove equally important. Large volumes of intermittent solar power will require stronger transmission networks, flexible generation, storage systems and updated dispatch rules. Battery storage is central to the plan because solar output peaks during daylight hours while demand often rises in the evening. Without adequate storage and grid upgrades, high solar penetration could create curtailment risks and weaken project economics.

The programme could strengthen Indonesia’s industrial policy if it succeeds in building domestic solar manufacturing capacity. Officials have linked the plan to demand for locally produced panels, a move that could support factories, create jobs and reduce exposure to import barriers in global solar trade. The strategy comes as several countries seek to capture more of the clean energy supply chain, from polysilicon and wafers to modules and battery systems.

Indonesia’s energy transition remains complicated by its coal-heavy electricity system, long-term power purchase agreements and the need to provide affordable energy to households and industry. Coal plants still anchor baseload supply, while nickel processing and other industrial sectors have increased captive power demand. Those pressures make the solar programme both a climate policy instrument and an energy security strategy.

Work on floating solar projects, rooftop systems and village electrification schemes has already begun to build momentum. PLN’s Saguling floating solar project in West Java, scheduled for commercial operation in late 2026, is one of several projects intended to demonstrate technical and commercial viability. The larger 100 GW plan, however, will require faster procurement, clearer tariff rules and stronger coordination across ministries, PLN, regional governments and investors.

The California-based server maker said the equipment had first been sold through an authorised reseller before being deceptively acquired and targeted for illicit diversion. Its statement framed the case as a successful intervention rather than a failure of internal controls, stressing that it had worked with Taiwan authorities to stop the movement of high-value systems used in artificial intelligence data centres.

The case has drawn attention because Supermicro sits at the centre of the AI infrastructure boom, supplying servers that integrate advanced graphics processors and networking components used to train and run large AI models. Such systems have become strategically sensitive as Washington, Taipei and allied governments tighten oversight of technology flows to mainland China, Hong Kong and Macau.

Taiwan prosecutors have been investigating suspects accused of falsifying export documents for high-end AI servers containing Nvidia chips. The servers were allegedly routed through Japan as part of an attempt to move restricted technology onwards to China-linked buyers. The seizure of 50 systems, though small compared with global AI server demand, is significant because it shows authorities are now pursuing hardware diversions beyond the better-known routes through Southeast Asia.

Supermicro’s response is also shaped by a separate and larger US criminal case that has placed the company under scrutiny. In March, US prosecutors charged three people linked to Super Micro Computer, including co-founder Yih-Shyan “Wally” Liaw, in an alleged conspiracy to divert about $2.5bn worth of AI server technology to China in violation of export controls. Liaw and another defendant were arrested, while a third defendant was listed as a fugitive. Super Micro Computer itself was not named as a defendant.

That case alleged a sophisticated scheme involving shell companies, false shipping documents, repackaging and dummy servers designed to mislead compliance checks. Prosecutors said controlled AI server technology was moved from the United States to Taiwan before being redirected through intermediary locations to reach Chinese customers. The allegations intensified questions over how manufacturers, distributors and resellers monitor the final destination of advanced hardware once it leaves controlled channels.

Supermicro has denied institutional wrongdoing and has said the conduct alleged in the US case violated company policies. The latest Taiwan-linked statement attempts to reinforce that message by presenting the firm as a partner to investigators. It thanked law-enforcement and legal officials, while saying industry and government must work together to strengthen safeguards and improve supply-chain visibility.

The timing matters for investors. Supermicro has been one of the most closely watched hardware suppliers during the AI build-out, benefiting from surging demand for rack-scale servers used by cloud providers, enterprises and sovereign AI projects. That growth has made export-control compliance a material business risk. A single enforcement case can raise concerns about sales screening, reseller audits, customer identification and shipment tracking, even when the company is not accused of direct wrongdoing.

Nvidia’s position adds another layer to the issue. Its most advanced AI processors remain central to global data-centre expansion, and restrictions on sales to China have forced chipmakers and server companies to navigate a shifting regulatory environment. Nvidia has repeatedly said it follows export rules and does not support unlawfully exported products. Its chief executive, Jensen Huang, has also underlined that server vendors must maintain their own compliance standards when handling systems containing restricted chips.

The Taiwan action highlights a broader enforcement shift. Authorities are no longer focused only on chip shipments; fully assembled AI servers are now a priority because they can be more difficult to trace after integration. Servers may contain restricted processors, specialised networking, memory and cooling systems that together create the computing power needed for frontier AI workloads. Once such systems are broken into multiple shipments or passed through resellers, detecting diversion becomes more complex.

InterGlobe Aviation, the parent of IndiGo, reported a consolidated net loss of ₹2,536.9 crore for the quarter ended 31 March 2026, compared with a profit of ₹3,067.5 crore a year earlier. Revenue from operations rose 1.3 per cent to ₹22,438.4 crore, underscoring the pressure on margins even as traffic and network scale remained broadly resilient.

Foreign exchange was the biggest drag on earnings. The airline recorded a net forex loss of about ₹4,823 crore during the quarter, reversing a gain in the same period last year. More than half of IndiGo’s cost base is linked to the US dollar, leaving the carrier exposed to currency movements through aircraft leases, maintenance, engine costs and other overseas obligations.

The March-quarter performance also reflected the impact of higher aviation turbine fuel prices, which rose sharply as geopolitical tensions disrupted crude markets. Fuel remains the single largest variable cost for airlines, and IndiGo’s low-cost model has been tested by the combination of higher oil prices, a weaker rupee and operational restrictions affecting parts of its network.

Capacity growth slowed to 3.4 per cent during the quarter, far below the pace recorded a year earlier. The carrier faced route and scheduling challenges tied to West Asia airspace disruption, while higher fuel prices made some services less attractive commercially. IndiGo and other carriers have trimmed planned domestic schedules for June and July as they reassess deployment during the summer travel period.

The result marks a sharp reversal for an airline that has benefited from strong domestic demand, high aircraft utilisation and the weakness of smaller rivals. IndiGo still controls the largest share of the country’s aviation market and operates one of the world’s biggest aircraft order books, but the quarterly loss shows that scale alone cannot fully offset external shocks.

Operationally, the airline continued to expand its network and strengthen international connectivity, including services aimed at capturing longer-haul demand from South Asia to Europe, the Gulf and Southeast Asia. Management has been pushing a broader transformation from a predominantly domestic low-cost carrier into a larger international operator with premium options on select routes.

That strategy requires higher spending, more complex aircraft deployment and deeper exposure to foreign-currency costs. Lease liabilities, engine maintenance obligations and airport charges in overseas markets are all sensitive to exchange-rate movement. The quarter therefore highlights a central challenge for IndiGo: maintaining its cost advantage while moving into markets where volatility is harder to absorb.

The airline is also evaluating a broader hedging approach for fuel and currency exposure. IndiGo has traditionally kept a limited fuel-hedging position, relying instead on operational efficiency and scale. The latest loss could accelerate a shift towards more active risk management, particularly if crude prices remain elevated and the rupee stays under pressure.

Passenger demand has not collapsed, but softer discretionary travel linked to higher fares and regional uncertainty has added pressure. Airlines have sought to pass part of the fuel-cost increase to passengers, yet fare hikes can weaken price-sensitive demand, especially in the low-cost segment. That balance is becoming more difficult as carriers deal with aircraft shortages, engine inspections and congested airports.

IndiGo’s cost structure also faced pressure from labour-related provisions and broader inflation in staff, airport and maintenance expenses. The company has been adding pilots, cabin crew and engineering capacity to support network growth, while aircraft groundings linked to engine issues continue to affect industry-wide fleet planning.

Despite the quarterly loss, the airline remains better placed than many competitors because of its fleet scale, liquidity position and extensive domestic network. Its large Airbus order book gives it long-term growth visibility, while its high-frequency metro and regional operations provide strong load-factor support. The carrier’s ability to manage unit costs will be central to restoring profitability.

The board has approved a plan to deploy up to $450 million for aircraft, engines and other aviation assets, a move aimed at giving the airline more control over key operating inputs. That investment points to a longer-term effort to reduce dependence on leased capacity and improve flexibility in fleet management.

The agreements were signed at the Vietnam-Thailand Business Forum and the Vietnam-Singapore Technology Connectivity Forum, held as part of Party General Secretary and State President To Lam’s official visits to the Kingdom of Thailand, the Republic of Singapore, and the Republic of the Philippines from May 28 to June 1, 2026.

In Thailand, Vinpearl announced the expansion of its strategic partnerships with Agoda and AirAsia MOVE to strengthen the international presence of its integrated tourism, hospitality, and entertainment ecosystem.

Through Agoda, one of the world’s largest online travel platforms, Vinpearl aims to optimize business performance across its tourism, hospitality, and entertainment portfolio while expanding its reach in key markets including Southeast Asia, India, the Middle East, Australia, and long-haul international traveler segments. The partnership also marks a new milestone for VinWonders, with its integrated leisure and hospitality products now being offered directly through Agoda’s global platform.

The partnership with AirAsia MOVE is designed to broaden international access to Vinpearl and VinWonders hospitality, leisure, and entertainment offerings in Phu Quoc, Nha Trang, and Da Nang-Hoi An through one of the region’s leading digital travel platforms. Via AirAsia MOVE, travelers can conveniently book flights, accommodations, and attractions within a single itinerary, making it easier to choose integrated Vinpearl and VinWonders experiences when visiting Vietnam.

With access to a network of more than 700 airlines and over one million hotels worldwide, AirAsia MOVE is expected to further strengthen the visibility of the Vinpearl and VinWonders ecosystem among international travelers, while also enhancing Vietnam’s appeal as a destination for visitors from ASEAN and other key global markets.

In Singapore, Vinpearl also signed partnership agreements with BeMyGuest and GlobalTix, two of the Asia-Pacific region’s leading technology and distribution platforms for travel experiences.

Supported by extensive partner networks and some of the region’s most diverse travel product portfolios, these collaborations are expected to strengthen the presence of the VinWonders brand across Southeast Asia, China, and India, while expanding international access to unique experience offerings in Nha Trang, Phu Quoc, and Da Nang.

Through these agreements, the partners will leverage their respective strengths in technology, distribution, and customer ecosystems to progressively expand the international footprint of Vinpearl and VinWonders while enhancing the global appeal of Vietnamese tourism.

Ms. Ngo Thi Huong, Chief Executive Officer, Vinpearl, said: “These partnerships not only expand Vinpearl’s network of strategic partners but also create a strong foundation for the Vinpearl and VinWonders ecosystem to connect more deeply with global traveler segments through some of the region’s leading travel, aviation, and distribution platforms. This represents an important step in our strategy to strengthen international competitiveness and position Vinpearl destinations among the top choices for travelers across Asia.”

Mr. Krishna Rathi, Associate Vice President, Supply, Agoda, said: “With its extensive scale of operations, diverse portfolio, and ability to develop integrated destinations, Vinpearl is one of the most outstanding partners in Vietnam’s tourism industry today. We believe this partnership will help the Vinpearl and VinWonders ecosystem engage more deeply with rapidly growing international traveler segments across Asia and global markets.”

Ms. Nadia Omer, Chief Executive Officer, AirAsia MOVE, said: “We highly value the opportunity to partner with Vinpearl in unlocking strategic collaboration potential within one of Southeast Asia’s most dynamic and fast-growing tourism markets. As an OTA platform with a comprehensive travel ecosystem and extensive regional connectivity, AirAsia MOVE is committed to further enhancing travel connectivity and intra-regional tourism flows. Vietnam is emerging as one of the region’s brightest tourism destinations, and we believe the combination of Vinpearl’s leading hospitality and entertainment ecosystem with AirAsia MOVE’s distribution and connectivity capabilities will create significant growth opportunities for the tourism sector in the years ahead.”

The partnerships with Agoda, AirAsia MOVE, BeMyGuest, and GlobalTix mark another milestone in Vinpearl’s strategy to internationalize its tourism, hospitality, and entertainment ecosystem while expanding the presence of Vinpearl and VinWonders accommodation, leisure, and experience offerings across global travel platforms.

Hashtag: #Vinpearl

https://vinpearl.com/en

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

About Agoda

Agoda is a global online travel platform offering more than six million accommodation options, including hotels, resorts, apartments, and vacation villas, as well as flight bookings, travel activities, and related travel services. Headquartered in Singapore, Agoda is part of Booking Holdings (Nasdaq: BKNG). The platform operates in 39 languages, provides 24/7 customer support, and employs more than 7,500 people worldwide.

About AirAsia MOVE
AirAsia MOVE (MOVE) is the digital travel platform of Capital A Group and has been recognized by the World Travel Tech Awards as Asia’s Best Travel Booking App for three consecutive years since 2023. Focused on building a comprehensive travel ecosystem, MOVE delivers affordable, seamless, and personalized travel experiences across Southeast Asia and international markets.

The platform currently connects travelers to more than 700 airlines and over one million hotels worldwide while offering a wide range of services including attraction tickets, airport transfers, travel insurance, and integrated travel products. AirAsia MOVE also enhances user experience through its loyalty program and AskBo, an AI-powered travel chatbot.

About BeMyGuest
BeMyGuest is a Singapore-based travel technology company founded in 2012, specializing in booking and distribution solutions for attractions, tours, and travel experiences across the Asia-Pacific region. Its ecosystem includes the Distribution Network and Xplore Booking System, which support sales management, multi-channel distribution, and digital operations for thousands of partners in the experience tourism industry. BeMyGuest is connected to numerous online travel platforms and international distribution partners while providing multilingual solutions and flexible pricing models for integrated systems.

About GlobalTix
GlobalTix is a global technology and distribution platform for attractions, tours, and travel experiences, headquartered in Singapore with operations across multiple Asia-Pacific markets. Founded in 2013, GlobalTix enables attractions and experience operators to connect with travel agencies, online travel platforms, and international distribution partners through a unified platform. Its partners include major brands such as Mount Faber Leisure Group, Taman Safari Indonesia, Mandai Wildlife Group, National Gallery Singapore, and Singapore Airlines.

About Vinpearl

Vinpearl is Vietnam’s leading hospitality, tourism, and entertainment brand, currently operating 60 properties across 20 provinces and cities nationwide. Its ecosystem includes a network of five-star hotels and resorts with more than 17,500 rooms; 15 VinWonders theme parks featuring attractions for visitors of all ages; six world-class golf courses; and three VinPalace convention and performing arts centers. The portfolio also includes two semi-wildlife conservation and care parks, an equestrian academy, and million-dollar live-action performance shows in destinations such as Nha Trang and Phu Quoc, attracting millions of visitors each year.

The unit sits under the president’s office and is evaluating AI start-ups globally, with long-serving executive Zhang Endong leading the effort. The move places investment activity closer to Sea’s top management at a time when the company is trying to convert its scale across Shopee, Garena and Monee into a stronger position in the next phase of consumer internet competition.

The new team is part of a wider internal reorganisation aimed at accelerating AI adoption across Sea’s businesses. Zhang is also involved in projects examining how the technology can be deployed inside the group, from product recommendations and seller tools to game development and financial services. A company spokesperson declined to comment on the investment unit.

The initiative follows a series of signals from chief executive Forrest Li that AI has become central to Sea’s long-term strategy. Li told investors last year that a trillion-dollar market capitalisation could be possible if the company doubled down on artificial intelligence and made the right calls. That ambition is now being tested against tougher operating conditions, heavier competition and investor scrutiny over margins.

Sea’s pivot comes as its core businesses remain sizeable but increasingly contested. Shopee continues to dominate e-commerce across South-east Asia, where price-led competition, live commerce, faster delivery expectations and merchant services have raised both growth potential and operating costs. Rivals including TikTok Shop, Lazada, Amazon and Rakuten are intensifying their own use of AI to personalise shopping, automate seller support and streamline logistics.

Artificial intelligence is already being built into Shopee’s customer and merchant systems. Its applications include recommendation engines, search improvements, advertising tools and seller assistance functions. The strategic logic is straightforward: more effective targeting can increase conversion, better seller tools can deepen merchant loyalty, and automated service functions can reduce costs across markets with different languages, payment habits and logistics infrastructure.

Sea has also expanded its partnership with Google to develop AI-powered tools across e-commerce and gaming. The companies are exploring an agentic shopping prototype for Shopee, designed to move beyond basic search and recommendation functions towards digital assistants capable of helping consumers complete tasks across the shopping journey. Garena is expected to use AI to improve game development productivity, an area where faster content cycles and lower development costs can carry significant commercial value.

Financial performance has given Sea room to invest, though not without pressure. First-quarter revenue rose 46.6 per cent year on year to US$7.1 billion, while gross profit increased 40.7 per cent to US$3.1 billion. Net income reached US$438.2 million, up 6.7 per cent, and adjusted EBITDA rose 9.3 per cent to US$1 billion. The figures showed continued momentum, but also reflected the cost of defending market share and expanding services.

Shopee delivered gross merchandise value of US$37.3 billion in the quarter, up 30.2 per cent from a year earlier, while gross orders climbed 29.3 per cent to 4 billion. Revenue from the e-commerce arm rose 45.1 per cent to US$5.1 billion, though adjusted EBITDA fell to US$223.2 million from US$264.4 million a year earlier, underlining the margin trade-off behind its expansion strategy.

Monee, Sea’s digital financial services unit, has become another pillar of growth. Revenue rose 57.8 per cent to US$1.2 billion, while consumer and small-business loans outstanding reached US$9.9 billion. Non-performing loans more than 90 days past due remained at 1.1 per cent, a key metric as the company expands credit services across emerging markets where risk controls are critical.

Garena, once Sea’s dominant profit engine, also showed stronger momentum. Bookings rose 20.1 per cent to US$931.4 million, while quarterly active users stood at 666.5 million. The unit remains anchored by Free Fire, but Sea’s AI push suggests management sees broader potential in development tools, content generation, player engagement and operational efficiency.

Sea’s AI Centre of Excellence in Singapore adds another layer to the strategy. The centre is intended to strengthen local AI capabilities, support enterprise adoption and develop talent in areas such as engineering, research and product development. Its launch aligns the company with Singapore’s broader ambition to become a regional AI hub and gives Sea a clearer institutional base for experimentation.

The investment team could give Sea access to external innovation at a time when start-ups are moving faster than large platforms in areas such as autonomous commerce, generative game design, fraud detection, credit scoring and AI-enabled logistics. The challenge will be distinguishing durable business models from inflated valuations in a crowded funding environment.

Investors will be watching whether Sea’s AI spending produces measurable gains in revenue growth, user engagement and margin improvement. The company has already shown that it can rebuild profitability after years of expansion-led losses. Its next test is whether AI can become more than an efficiency tool and help create the next major growth curve for one of South-east Asia’s most valuable technology groups.

15-year-old Filipino Crimson Arradaza achieves a historic 5.33 second One-Handed solve at the Inaugural Philippine National Speed Cubing Open

TAGAYTAY CITY, PHILIPPINES – Media OutReach Newswire – 29 May 2026 – Southeast Asia has made its mark on the global speed cubing stage.

In a moment that electrified the international speed cubing community, Filipino prodigy Crimson Arradaza shattered the 3x3x3 One-Handed World Record with a blistering 5.33-second solve at the inaugural Philippine National Speed Cubing Open, organised by the Asian Mind Sports Association (AMSA) and the Philippine Olympic Committee (POC).

Held from 27–28 May at the Tagaytay City Combat Arena, the tournament was the first major nationally-backed speed cubing event under the Philippine Olympic movement — and immediately, it made history.

Arradaza’s stunning performance broke the previous 5.66-second record set by Switzerland’s Dhruva Sai Meruva in 2024. More significantly, it pushed the boundaries of what many believed possible in one-handed solving, placing the Philippines in the spotlight of global mind sports. It is an extraordinary achievement for the rising speed cubing powerhouse.

“I have been speed cubing for the past four years and this is the best birthday gift for myself,” said Arradaza, who turned 15 the day before.

The teenager from Baguio City travelled eight hours to compete in Tagaytay, accompanied by his parents — a powerful reminder of the sacrifices and support behind every young champion.

“This is not just a Philippine achievement. This is an Asian achievement,” said AMSA Director-General Jim Yu. “The future of mind sports belongs to the younger generation, and today the Philippines showed the world what Southeast Asian talent is capable of.”

POC President Abraham “Bambol” Tolentino and Tagaytay City Mayor Ross Tolentino were also present to witness the historic achievement.

“Sports is not only about physical strength. It is also about mental sharpness, discipline, and focus,” said POC President Tolentino. “Filipinos are naturally talented in mind sports, and this world record proves we can compete with the very best globally.”

Beyond competition, the two-day event featured referee training programmes, operational workshops, and development dialogues aimed at strengthening the speed cubing ecosystem.

AMSA reaffirmed its commitment to developing mind sports across Asia through partnerships with National Olympic Committees, federations, and local organisers.

The organisation plans to continue growing regional competitions, talent pathways, livestream infrastructure, referee systems, youth engagement programmes, and international exchanges to elevate mind sports to unprecedented mainstream recognition across Asia.
Hashtag: #AMSA

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By Krishna Jha The entire origin and development of living world has led to the emergence of complicated natural environment of which human beings are part and parcel. Environment and society are inter-related and inter-dependent. Society has come to rely on the natural environment for its existence. Any destruction of environment is sure to pose […]

The article Supreme Court Bench Has To Give More Clarity To Their Views On Aravalli Hills appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Highlights of FY25/26 Results

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.

About Johnson Electric Group

At Johnson Electric, our vision is to be the world’s definitive provider of innovation and reliable motion systems.

We are a global leader in electric motors, actuators, motion subsystems and related electro-mechanical components, serving a broad range of industries including Automotive, Liquid Cooling, Robotic Joints, Smart Metering, Business Equipment, Ventilation, Home Automation, Large Appliances, Power Tools, Medical Devices and Lawn & Garden Equipment. The Group is headquartered in Hong Kong and employes over 30,000 individuals in more than 20 countries worldwide. We are listed on The Stock Exchange of Hong Kong Limited ( Stock no. 179). For further information, please visit: www.johnsonelectric.com.

The resort, located on Naka Yai Island off Phuket’s east coast, has completed a series of enhancements designed to strengthen its appeal to affluent leisure travellers seeking privacy, wellness and destination-led experiences. The upgrades cover its Beachside Infinity Pool, villa interiors, spa facilities, restaurants, bar concepts and event spaces, reflecting a broader shift in Phuket’s luxury sector towards secluded, experience-rich stays rather than conventional beach resort offerings.

A central feature of the refresh is the transformed Beachside Infinity Pool, positioned against the Andaman Sea and redesigned as one of the resort’s main visual anchors. Its shape draws on Naka Yai Island and the resort’s own brand identity, while a new deck and cabana area add a stronger leisure component for guests using the beach and pool zones. The redesign gives the property a more defined social space without diluting its private-island positioning.

The villa upgrades are aimed at travellers prioritising seclusion and personal space. The resort has enhanced its private pool villas with updated interiors, bespoke furnishings and fully air-conditioned spa-style bathrooms. The emphasis on private pools in every villa aligns with demand from couples, families and long-haul guests who increasingly favour self-contained accommodation after the pandemic-era shift towards privacy-led luxury travel.

Spa Naka by HARNN has also been expanded from six to eight treatment rooms, adding capacity at a time when wellness remains one of the strongest growth areas in resort hospitality. The spa refresh includes replenished tropical gardens, upgraded pathways and new relaxation areas, reinforcing the property’s pitch as a wellness retreat rather than only a beach escape.

Dining has received equal attention. Aiyara, the resort’s signature restaurant, has been repositioned around Thai cuisine with design cues inspired by the elephant and the country’s cultural heritage. Veranda, the all-day dining venue, focuses on international menus in a beachfront setting, using natural materials such as reclaimed driftwood, rattan and pottery to reflect the surrounding marine environment. Rum Chapel offers Mediterranean flavours, seafood and imported premium ingredients, while Z Bar continues to serve as the sunset venue overlooking the Andaman.

The improvements come as Phuket’s luxury and upscale hotel market remains highly competitive, with resort operators seeking to differentiate through design, privacy, food and wellness. The island continues to attract travellers from Europe, the Middle East, Asia-Pacific and domestic markets, although Thailand’s broader tourism recovery has been uneven. Foreign arrivals rebounded strongly after border restrictions were lifted, but market composition has shifted, with softer Chinese demand and stronger competition from other regional destinations influencing pricing and occupancy.

Thailand welcomed nearly 33 million international visitors in 2025, below the previous year’s level but still among the strongest performances in Southeast Asia. Phuket remained one of the country’s most resilient destinations, supported by direct air links, villa-led accommodation, marine tourism and a mature luxury hospitality base. Upscale properties have benefited from travellers willing to spend more on privacy, wellness, curated activities and recognised hospitality standards.

The Michelin One Key recognition gives The Naka Island an additional credential in a crowded market. The Michelin hotel key system evaluates stays on criteria including architecture, character, service, comfort and value relative to the experience offered. Thailand’s 2025 selection included 62 key hotels, with The Naka Island listed among One Key properties, a category described as a very special stay. The distinction is expected to support international visibility, particularly among travellers who use independent hotel rankings to choose high-value resort stays.

The resort’s owner and operator ecosystem also adds weight to its positioning. The property is part of Marriott’s Luxury Collection portfolio, while The Erawan Group is associated with the asset as a hotel investor and operator in Thailand’s hospitality sector. The combination gives the resort access to global distribution, loyalty demand and professional asset management, while still allowing it to market itself around local identity and island seclusion.

Access remains central to the resort’s appeal. The property is reached by a short speedboat transfer from Phuket, creating a sense of separation while keeping it close to the island’s airport and main tourism infrastructure. Its location on Naka Yai allows the resort to market mangrove discovery, coastal activities, beach experiences and private dining as part of a contained luxury journey.

The ‘Xpress Sale’ is open for bookings from May 27 to May 31, 2026, with travel valid from June 15 to October 10. The discount applies to Lite and Value fare categories, giving passengers a wider window to plan summer, festive and early autumn trips across the carrier’s network. The airline began the sale through its website and mobile app on May 27, before widening access to major booking platforms from May 28.

The scale of the offer points to a calibrated push by Air India Express to fill capacity across a network that now spans 42 domestic and 17 international destinations. The carrier operates more than 500 daily flights and has been expanding its presence across South Asia, Southeast Asia and the Gulf, where demand is shaped by migrant traffic, family visits, business travel and holiday movement.

Passengers booking directly through the airline’s website or app during the sale are being offered zero convenience fees, adding a direct-channel incentive to the headline fare reduction. The campaign also includes additional benefits for Tata NeuPass members, including 20 per cent off Business Class fares, an extra discount of up to ₹300 on flight bookings and the opportunity to earn up to 8 per cent NeuCoins.

The Business Class offer covers seats with extra legroom, complimentary hot meals under the airline’s Gourmair product, enhanced check-in baggage allowance and priority services under Xpress Ahead. The airline is also offering up to 30 per cent off selected add-ons, including meals, seat selection, excess check-in baggage and extra cabin baggage options.

Air India Express is positioning the sale as both a demand-generation exercise and a customer-retention tool at a time when fare-sensitive travellers are comparing airlines more actively across direct platforms and online travel agencies. Promotional fare campaigns have become a central part of the low-cost aviation model, helping carriers improve forward bookings while encouraging passengers to buy optional services that raise ancillary revenue.

The offer arrives against a backdrop of steady aviation demand. Domestic air passenger traffic in FY2026 stood at about 167.7 million, reflecting moderate growth despite pressure from high operating costs and capacity adjustments across the sector. March 2026 alone recorded about 14.68 million domestic passengers, higher than both the previous month and the same month a year earlier.

Fuel remains one of the largest cost variables for airlines, often accounting for a major share of operating expenditure. Volatile jet fuel prices, currency pressure and airspace disruptions have added complexity to airline planning, making advance sales an important tool to manage load factors, cash flow and route economics. Discounted inventory can support demand on thinner routes while helping carriers protect aircraft utilisation during shoulder periods.

The campaign also fits into Air India Express’s broader transformation after the merger of AIX Connect with Air India Express was completed in October 2024. The merged low-cost carrier had a fleet of 88 aircraft at the time and has been working towards a larger narrow-body operation built around domestic and short-haul international markets.

The airline’s growth strategy includes a plan to more than double capacity over four to five years and build a fleet of more than 200 aircraft. Domestic routes are expected to take a larger share of capacity over time, rising towards about 60 per cent of operations, while short-haul international flying remains a key component of the network.

Gulf connectivity remains central to the carrier’s overseas strategy. Air India Express has been rebuilding and expanding services to West Asia, including Qatar, Bahrain, the UAE, Oman and Saudi Arabia, with more than 40 daily services to Gulf destinations after route resumptions and frequency additions. This market is especially important for travellers from Kerala, Karnataka, Tamil Nadu, Telangana and other states with deep labour, family and business links to the region.

The arrangement makes BlockShoals the approved local intermediary under the SEC’s StratBox framework, while Binance supplies technology, security systems, operational support and compliance expertise developed across regulated markets. The sandbox phase is expected to begin in the second half of 2026 and run for at least two years, giving regulators direct oversight of product testing before any wider rollout to users.

The move marks a notable shift in Binance’s strategy in the Philippines. Rather than seeking to restore access through an offshore model, the exchange is now pursuing market participation through a domestic company operating under SEC supervision. BlockShoals, a Philippine-incorporated fintech firm, secured approval under the crypto asset intermediary framework after a multi-year process involving regulatory conditions, compliance checks and investor-protection requirements.

Binance’s online presence in the Philippines was blocked in 2024 after the SEC said the platform had offered investment and trading services without the necessary licence. The regulator had warned the public about the exchange in November 2023, then moved to restrict website access through telecommunications authorities the following year. The action became one of the clearest signals that Manila intended to bring offshore digital-asset platforms under local rules.

That enforcement drive has since widened. The SEC’s crypto-asset service provider rules, issued in 2025, require firms serving Philippine users to register, maintain sufficient capital, observe marketing standards, and meet operational and reporting obligations. The framework is intended to protect retail investors while allowing controlled innovation in a market where crypto use remains high by regional and global standards.

The Philippines ranked ninth in the 2025 global crypto adoption index, reflecting strong activity across retail centralised services and digital-asset platforms. Usage has been driven by a young, mobile-first population, remittance demand, online work, gaming-linked crypto activity and a broad appetite for alternative financial products. That adoption has also heightened regulatory concern over fraud, weak disclosures, market volatility and the risks of foreign platforms serving users without domestic accountability.

Seker, Binance’s head of Asia-Pacific, described the Philippines as one of Southeast Asia’s most dynamic digital economies, saying frameworks such as StratBox create a channel for regulators and industry participants to work together while maintaining user protection and market integrity. The company has presented the BlockShoals partnership as part of a compliance-first approach rather than a conventional market relaunch.

BlockShoals has framed its role around local accountability. A company representative said the partnership was an opportunity to show that global digital-asset platforms and domestic regulatory frameworks could operate constructively together, adding that the firm would work under direct SEC supervision while building a secure platform for users.

The sandbox structure gives the SEC room to monitor how products are configured, how customer onboarding is handled, how risks are disclosed, and how safeguards such as know-your-customer checks, anti-money-laundering controls and transaction monitoring are applied. It also gives Binance a pathway to rebuild trust after a period in which its Philippine operations were defined by access restrictions and licensing concerns.

The Philippine approach mirrors a broader shift across Asia, where regulators are moving away from informal tolerance of offshore crypto activity and towards domestic licensing regimes. Singapore, Hong Kong, Thailand, Indonesia and Japan have tightened rules for exchanges, stablecoin activity, custody, marketing and investor suitability. The result is a more fragmented operating environment for global platforms, with access increasingly dependent on local registration, capital commitments and regulator-facing governance.

For Binance, the Philippine partnership carries strategic value beyond one market. The exchange has spent the past several years seeking to repair relations with regulators after facing scrutiny in multiple jurisdictions. A successful sandbox test in Manila would support its argument that global crypto platforms can adapt to local rules through partnerships, product controls and supervised deployment.