News related to
Bank

Under the partnership, Etiqa Insurance Singapore’s suite of Shariah-compliant Family Takaful products will be distributed through AIA Singapore and AIA Financial Advisers, the nation’s largest tied distribution channel comprising more than 6,300 highly professional, qualified AIA insurance representatives. This expanded reach significantly increases accessibility and choice for customers seeking principled and values-aligned protection and savings options.

Growing Demand for Values-Based Financial Solutions

Global demand for Takaful continues to rise as consumers increasingly prioritise financial solutions aligned with their personal values. The global Takaful market is projected to grow from US$36.5 billion in 2025 to US$63.6 billion by 2030, representing a compound annual growth rate (CAGR) of 11.7%[1]. Since launching its Takaful offerings, Etiqa Insurance Singapore has seen strong and accelerating momentum, supported by rising consumer awareness and growing confidence in Shariah-compliant financial protection.

Creating a Unified Takaful Ecosystem in Singapore

The partnership brings together the complementary strengths of both insurers to build a more cohesive and accessible Takaful ecosystem:

• Etiqa Insurance Singapore — The pioneer in reintroducing Takaful insurance to Singapore after more than a decade, with deep expertise and a dedicated Shariah advisory framework.
• AIA Singapore — One of the nation’s leading life and health insurers with extensive distribution capabilities, broad community reach and a diverse customer base.

Together, the two organisations are positioned to significantly expand the availability, understanding and adoption of Takaful solutions in Singapore.

“This partnership marks an important step in advancing access to Shariah-compliant protection and savings solutions in Singapore,” said Claudia Soh, Acting Chief Executive Officer, Etiqa Insurance Singapore. “By leveraging AIA’s extensive distribution network and strong presence within the Muslim community, we can scale Takaful solutions more effectively and reach customer groups that have historically been underserved. As demand for values-aligned financial planning grows, this collaboration reinforces our commitment to inclusive and responsible insurance.”

“This partnership with Etiqa is a pivotal step in our commitment to inclusivity and we are excited to work together,” said Alvin Fu, Chief Distribution Officer, AIA Singapore. “By integrating Etiqa’s Shariah-compliant expertise with our highly professional AIA insurance representatives, we can serve a wider customer base, close protection gaps and help more families live Healthier, Longer, Better Lives.”

Bringing Takaful to the Masses

While rooted in Islamic principles, Shariah-compliant, values-based Takaful solutions serve a broad spectrum of customers and appeal to increasingly values-driven consumers seeking ethical, transparent and socially responsible financial protection and savings solutions beyond the Muslim community.

Beyond distribution, Etiqa Insurance Singapore shares a long-term commitment to raising awareness, understanding and adoption of Takaful solutions across Singapore. Through educational programmes and community engagement initiatives, the partnership aims to enhance financial literacy, deepen understanding of Takaful principles and bring Takaful education directly to underserved communities, empowering consumers to make informed decisions on protection and savings.

Hashtag: #EtiqaSingapore #EtiqaSG

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

About Etiqa Insurance Pte. Ltd (Etiqa Insurance Singapore)

Etiqa Insurance Pte. Ltd. (EIPL) is a life and general insurance company licensed and regulated by the Monetary Authority of Singapore and governed by the Insurance Act 1966. Having protected customers in Singapore since 1961 under the name United General Insurance Co. Sdn. Bhd., the company transitioned into the Singapore branch of Etiqa Insurance Berhad in 2009. Today, EIPL in Singapore stands as the pivotal operating entity of Etiqa Insurance Group, a leading insurance and takaful provider in ASEAN.

EIPL offers a comprehensive range of life and general insurance products accessible through its diverse distribution channels, including bancassurance, agents, brokers, financial advisers, partnerships, direct and online sales via Tiq by Etiqa. Etiqa is rated ‘A’ by credit rating agency Fitch for the group’s ‘Favorable’ business profile. EIPL is owned by Maybank Ageas Holdings Berhad, a joint venture combining local market expertise with international insurance knowledge, with 69% ownership by Maybank, the fourth largest banking group in Southeast Asia, and 31% by Ageas, an international insurance group operating across 13 countries.

About AIA

AIA Group Limited and its subsidiaries (collectively “AIA” or the “Group”) comprise the largest independent publicly listed pan-Asian life insurance group. It has a presence in 18 markets – wholly-owned branches and subsidiaries in Mainland China, Hong Kong SAR[2], Thailand, Singapore, Malaysia, Australia, Cambodia, Indonesia, Myanmar, New Zealand, the Philippines, South Korea, Sri Lanka, Taiwan (China), Vietnam, Brunei and Macau SAR[3], and a 49 per cent joint venture in India. In addition, AIA has a 24.99 per cent shareholding in China Post Life Insurance Co., Ltd.

The business that is now AIA was first established in Shanghai more than a century ago in 1919. It is a market leader in Asia (ex-Japan) based on life insurance premiums and holds leading positions across the majority of its markets. It had total assets of US$345 billion as of 31 December 2025.

AIA meets the long-term savings and protection needs of individuals by offering a range of products and services including life insurance, accident and health insurance and savings plans. The Group also provides employee benefits, credit life and pension services to corporate clients. Through an extensive network of agents, partners and employees across Asia, AIA serves the holders of more than 44 million individual policies and over 16 million participating members of group insurance schemes.

AIA Group Limited is listed on the Main Board of The Stock Exchange of Hong Kong Limited under the stock codes “1299” for HKD counter and “81299” for RMB counter with American Depositary Receipts (Level 1) traded on the over-the-counter market under the ticker symbol “AAGIY”.

By Nantoo Banerjee With the US-Israel military conflict against Iran continuing through the fourth week, severely disrupting global supply of oil and gas, petro-fuel prices may shoot up to record highs this year threatening economic stability across the world. India’s economy, which is 90 percent import dependent on oil, may be among the worst hit. […]

The article No End Of Iran-US-Israel War Is In Sight appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The proposed deal centres on AMD’s latest data centre-grade accelerators, designed to rival dominant offerings in the global AI chip market. Upstage, known for its large language model development and enterprise AI services, is positioning the potential purchase as a step towards building sovereign computing capabilities within Korea, where demand for generative AI infrastructure is rising sharply across finance, manufacturing and public-sector applications.

People familiar with the discussions indicate that the scale of the planned acquisition reflects both immediate computational needs and longer-term ambitions to establish a domestic AI ecosystem capable of training and deploying advanced models without depending heavily on foreign cloud providers. The move aligns with broader efforts in several countries to localise AI infrastructure amid geopolitical concerns and supply chain constraints.

AMD has been expanding its footprint in AI hardware as companies seek alternatives to entrenched suppliers. Its latest accelerators, part of the MI300 series, are designed to handle large-scale model training and inference workloads with improved memory bandwidth and energy efficiency. Industry analysts view Upstage’s interest as a sign that AMD’s strategy of targeting hyperscalers and emerging AI players is gaining traction beyond North America.

Upstage has grown steadily since its founding, focusing on document processing, natural language understanding and enterprise automation. Its proprietary models have been deployed across industries including banking and legal services, where demand for domain-specific AI solutions continues to expand. Executives at the company have previously emphasised the need for greater control over computing resources, citing cost volatility and limited access to high-performance GPUs as barriers to scaling.

Securing a large volume of accelerators could enable Upstage to train more advanced models locally while offering competitive AI services to regional clients. It also positions the company to compete with larger global players that benefit from extensive infrastructure investments. Market observers note that access to compute power has become a defining factor in the AI race, with startups increasingly seeking direct hardware procurement rather than relying solely on cloud-based capacity.

The discussions come amid tightening supply conditions for AI chips, driven by surging demand from technology firms, research institutions and governments. Export controls and trade restrictions have further complicated access to advanced semiconductors, prompting countries in Asia and Europe to accelerate domestic capacity-building initiatives. Korea, home to major semiconductor manufacturers, has been exploring strategies to strengthen its position across the AI value chain.

Government-backed initiatives have aimed to support AI development through funding, talent programmes and infrastructure investments. The potential deal between Upstage and AMD reflects private-sector momentum complementing these policy efforts, as companies seek to capitalise on the growing importance of AI across economic sectors.

Competition in the AI hardware market has intensified as AMD, Intel and other players attempt to challenge established leaders. While Nvidia maintains a dominant position, particularly in training large language models, customers are increasingly evaluating alternative suppliers to diversify risk and manage costs. AMD’s recent partnerships with cloud providers and enterprise customers highlight a shift towards a more competitive landscape.

Analysts caution that large-scale procurement of accelerators involves significant logistical and operational challenges, including data centre readiness, energy consumption and integration with existing software frameworks. Upstage would need to invest in infrastructure and engineering capabilities to fully utilise the hardware, particularly if it aims to build a self-sufficient AI platform within Korea.

At the same time, the strategic implications extend beyond a single company. A successful deployment of large-scale compute resources by Upstage could encourage other regional players to pursue similar investments, contributing to a broader decentralisation of AI development. This trend could reshape how AI capabilities are distributed globally, reducing the concentration of computing power in a handful of technology hubs.

High-end resorts along the Andaman coast and landmark properties in Bangkok have introduced significant discounts, extended stay packages and exclusive local offers to offset a slowdown in foreign arrivals. Industry executives describe a shift in booking patterns, with cancellations rising in key long-haul markets and advance reservations thinning compared with earlier projections.

Tourism has long been central to Thailand’s economic model, contributing a substantial share of gross domestic product and supporting millions of jobs. The luxury segment, in particular, relies heavily on affluent visitors from Europe, the Middle East, China and North America, many of whom plan trips months in advance. Heightened regional tensions and broader global uncertainties have altered those patterns, prompting travellers to reconsider long-haul leisure plans.

Hotel operators report that destinations such as Phuket, Krabi and Koh Samui—traditionally magnets for premium travellers—have experienced a noticeable drop in occupancy rates at the top end of the market. In Bangkok, riverside hotels and internationally branded properties are also seeing softer demand from overseas guests, especially in the high-spending segments that underpin profitability.

To cushion the impact, hotels have rolled out targeted campaigns aimed at residents and expatriates. Weekend staycation deals, dining credits, spa packages and family-oriented promotions have become more prominent. Some properties are offering discounts of 20 to 40 per cent compared with standard peak-season rates, while others are bundling experiences to maintain revenue per guest despite lower room prices.

Industry analysts say the strategy reflects both necessity and opportunity. While domestic travellers typically spend less than international tourists, their presence can help maintain occupancy levels, keep staff employed and sustain ancillary revenue streams such as food and beverage services. Hotels are also leveraging loyalty programmes and partnerships with local banks and airlines to attract repeat customers.

Executives within major hospitality groups indicate that flexibility has become essential. Pricing is being adjusted more frequently in response to shifting demand signals, and marketing efforts are increasingly focused on short-haul markets that may be less sensitive to geopolitical developments. Regional travellers from Southeast Asia and parts of South Asia are being courted alongside domestic guests.

The slowdown in foreign arrivals is not uniform across all markets. Some segments, including travellers from neighbouring countries, continue to show resilience, though not enough to fully offset declines from traditional long-haul sources. Chinese outbound tourism, a key driver before the pandemic, remains uneven, adding another layer of uncertainty for hotel operators.

Government agencies have sought to reassure visitors by emphasising safety measures and the country’s established tourism infrastructure. Promotional campaigns highlighting cultural attractions, wellness tourism and culinary experiences are being amplified to sustain Thailand’s global appeal. However, industry participants acknowledge that external factors—particularly geopolitical tensions—are largely beyond their control.

Airline capacity and flight connectivity also play a critical role. Any reduction in routes or frequency can quickly translate into fewer arrivals, affecting hotel bookings across the spectrum. Conversely, competitive airfares and improved connectivity could help stimulate demand once conditions stabilise.

Luxury hotel operators are also reassessing cost structures to preserve margins. Energy efficiency initiatives, staffing adjustments and renegotiation of supplier contracts are among the measures being implemented. At the same time, there is caution against excessive discounting that could dilute brand positioning in the long term.

Tourism experts note that Thailand has demonstrated resilience in past crises, including political unrest, natural disasters and global health emergencies. Recovery patterns have often been swift once external conditions improve, supported by strong brand recognition and diversified tourism offerings.

The current environment, however, underscores the vulnerability of high-end hospitality to global shocks. Dependence on international travellers exposes the sector to sudden demand fluctuations, prompting calls for a more balanced mix of domestic and regional tourism.

Hotel groups are increasingly investing in digital marketing and data analytics to better understand changing consumer behaviour. Personalised offers, dynamic pricing models and targeted advertising campaigns are being used to capture demand in a more competitive landscape.

By Anjan Roy The West Asia crisis has now morphed into a global economic challenge, with the latest strikes by Israel on the South Pars gas field and Iranian attacks on the Qatari gas facilities in the adjacent North Dome gas field of Qatar. Undoubtedly, the war has escalated and there is little control over […]

The article Another Global Economic Meltdown Seems Real As War Spreads To World’s Largest Gas Field appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Refining our Identity After Years of Strategic Growth

Since its inception, PFIS Group has undergone an extraordinary journey of expansion. What began as a specialised boutique advisory practice in cross-border insurance has evolved into a formidable international platform. Today, the firm operates 8 offices worldwide, holds intermediation licenses in 34 countries, and has successfully advised on the structuring and restructuring of over USD 1 billion in private wealth.

“After years of rapid international expansion and hundreds of complex client engagements, we realised that our identity needed to catch up with our evolution,” said Mr. Samy Reeb, CEO of Alpina Legacy. “This rebranding comes at a pivotal moment. After establishing a robust global footprint, we are returning to our roots—not by shrinking our horizons, but by deepening the Swiss values that have always been the bedrock of our success.”

A Name that Bridges Heritage and Future

The new name, Alpina Legacy, was meticulously chosen to reflect the dual pillars of the firm’s value proposition:

• Alpina: A tribute to the firm’s Swiss foundation. It symbolises the precision, discretion, and unwavering regulatory discipline associated with the Swiss financial tradition. In an increasingly volatile global landscape, “Alpina” represents the stability and rigour that the firm’s institutional partners and clients rely upon.
• Legacy: Defines the firm’s ultimate purpose. It underscores a commitment to helping internationally mobile families, entrepreneurs, and investors protect and transmit their wealth across jurisdictions and generations through compliant, sophisticated insurance solutions.

Strengthening Partnerships and Roots

The transition to Alpina Legacy also reinforces the firm’s commitment to its global network of private banks, asset managers, and institutional partners.

“Our business partners are the lifeblood of our operation. By rebranding to Alpina Legacy, we are signalling our long-term commitment to the standards they expect from a Swiss-rooted firm,” added Samy Reeb. “As we look back on our years in operation, we recognise that our growth was only possible because we remained close to our roots while remaining agile in the face of complex regulatory environments.”

A New Chapter in Wealth Structuring

While the name and visual identity have changed, Alpina Legacy’s dedication to excellence remains constant. The firm will continue to provide bespoke cross-border planning and international insurance solutions, ensuring that the wealth created today becomes the enduring legacy of tomorrow.
Hashtag: #AlpinaLegacy

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

About Alpina Legacy

Alpina Legacy (formerly PFIS Group) is a leading international insurance and wealth structuring firm. With a global reach spanning 8 offices and licenses in 34 countries, Alpina Legacy specialises in providing compliant, cross-border life insurance and wealth planning solutions for high-net-worth individuals and international families.

For more information, please visit the newly launched website at:
https://www.alpinalegacy.com/ (formerly https://www.pfisgroup.com/).

HONG KONG SAR – Media OutReach Newswire – 19 March 2026 – Li Ning Company Limited (the “Company” or “Li Ning Company”; together with the subsidiaries, the “Group”; stock codes: 2331 (HKD counter) and 82331 (RMB counter)) today announced its audited annual results for the year ended 31 December 2025 (the “Year”).

Financial Results

In 2025, the Group continued to enhance the technological features of its products, optimising channel efficiency, and strengthening the brand’s professional positioning, delivering stable operating performance. During the year, the Group’s revenue amounted to RMB29,598 million, representing an increase of 3.2% compared with 2024 (2024: RMB28,676 million). Gross profit amounted to RMB14,489 million, up 2.4% from 2024 (2024: RMB14,156 million). The overall gross profit margin decreased by 0.4 percentage points to 49.0% (2024: 49.4%).

During the year, the net profit attributable to equity holders was RMB2,936 million (2024: RMB3,013 million). The margin of net profit attributable to equity holders was 9.9% (2024: 10.5%). Return on equity attributable to equity holders was 10.9% (2024: 11.9%). Basic earnings per share was RMB113.91 cents (2024: RMB116.98 cents). The Board has recommended the payment of a final dividend of RMB23.36 cents per ordinary share for the year ended 31 December 2025. Together with the interim dividend of RMB33.59 cents per ordinary share paid in September 2025, the total dividend for the year ended 31 December 2025 will amount to RMB56.95 cents per ordinary share or a total dividend payout ratio of 50% (2024: 50%).

In cash flow management, the Group’s net cash generated from operating activities during the year amounted to RMB4,852 million (2024: RMB5,268 million). As at 31 December 2025, cash and cash equivalents (including cash at banks and on hand, and fixed-term deposits with an original maturity of no more than three months) amounted to RMB16,717 million, an increase of RMB9,218 million compared with 31 December 2024. Adding back the amount recorded as fixed-term deposits held at banks, cash balance at 31 December 2025 amounted to RMB19,973 million, representing a net increase of RMB1,833 million compared with 31 December 2024. During the year, revenue increased year-on-year, while cash-based expenses including marketing costs and tax payments rose, coupled with the settlement time lag of e-commerce platforms, leading to a year-on-year decrease in net cash generated from operating activities. Meanwhile, the maturity and redemption of time deposits led to a significant increase in net cash generated from investing activities. The Group will continue to place extra emphasis on cash flow management to ensure the stable development of the Company in the long term.

Operational Summary

In 2025, the Group remained anchored in its “Single Brand, Multi-categories, Diversified Channels” strategy, advancing development through product upgrades, channel optimisation, and brand marketing.

The Group focused on six core categories—running, basketball, training, badminton, table tennis and sports casual—while actively pursuing opportunities in emerging fields and exploring new sports subcategories, such as outdoor, tennis and pickleball. During the year, the Group continued to upgrade its products through technological innovation and enhance the deployment of professional sports resources, guided by three key pillars: reinforcing a professional sports mindset, showcasing sports-fashion aesthetics, and honouring Chinese cultural heritage. In addition, it worked proactively to strengthen brand influence and increase brand recognition and visibility through diversified, and comprehensive marketing campaigns.

As the official partner of the Chinese Olympic Committee, the Group leveraged its deep expertise and strong professional sports credibility to blend sportsmanship with cutting-edge technology and Eastern aesthetics—all under the narrative theme “China’s Glory, Together with LI-NING.” During the year, it opened the world’s first LI-NING “Loong Store” and launched the “Glory Gold Label” product series, transforming exclusive, top-tier scarce sports resources into a driving force for brand reputation and market recognition, continuously strengthening consumers’ perception of LI-NING’s professional capabilities and product reliability.

In terms of channel development, the Group continued to advance a multi-dimensional channel network layout to expand market coverage while enhancing operational efficiency. In high-end markets, the Group deepened synergistic collaborations with top-tier commercial complexes and leading outlet malls, jointly promoting the planning and implementation of innovative stores. During the year, the Group successfully launched an independent outdoor store “COUNTERFLOW”, marking an important milestone for the brand’s official entry into the outdoor segment. The Group actively carried out cross-industry collaborations, partnering with top IPs embodying Chinese cultural heritage such as the Palace Museum, and launched marketing campaigns by collaborating with channel partners through diverse initiatives, effectively improving brand reach and conversion. In terms of efficiency enhancement, the Group continued to optimize the channel structure and improved rental structures and cooperation models, enhancing overall channel health and operational sustainability through a series of strategic optimization measures. As of 31 December 2025, the LI-NING brand (including LI-NING Core Brand and LI-NING YOUNG) operated a total of 7,609 conventional stores, flagship stores, China LI-NING stores, factory outlets, and multi-brand stores, representing a net increase of 24 POS compared with 31 December 2024.

In terms of retail operations, the Group built a highly profitable, efficient, and replicable single-store operating model. In high-level markets, targeted brand strategies were implemented across key regions, strengthening brand image and improving product operation efficiency through optimised channel structure, store product mix, and shopping experience. The Group established a distribution management model to improve operational efficiency and sustainable development capabilities of the distribution system. In addition, the Group strengthened the efficient coordination between retail outlets and the logistics system. Through refined planning systems, flexible supply chain construction and digital support, channel inventory turnover and full lifecycle product management were realised, thereby comprehensively improving operational quality and efficiency.

In terms of e-commerce operations, the Group made precise deployments that effectively enhanced consumer awareness and market share during major e-commerce campaigns such as Tmall Celebration Day and Tmall Super Product Day. During the year, core IP products such as “Zhui Feng”, “DLO”, “ULTRALIGHT” and “LI REN” delivered outstanding performance, successfully penetrating multiple consumer segments including Gen Z, professional sports and trendy fashion, ranking highly in both sales and reputation across segmented markets. By leveraging top athletes, celebrities, trending events and channel resources, the Group not only enhanced product exposure and achieved traffic acquisition and promotional sales conversion, helping inventory optimisation, but also supported offline business and drove overall revenue growth.

In terms of supply chain, the Group continuously optimised the supplier matrix, aligning high-quality supplier resources for high-end sports, outdoor, premium and sponsored product lines. Meanwhile, the Group aligned with its major product plan by adopting segmented production planning and data-driven management to achieve high-level coordination among product planning, supply chain, logistics, and retail outlets. To improve operational efficiency, the Group adopted multiple measures such as integration of fabric resources, optimization of process structures, large-scale procurement of materials and staggered production scheduling, further improving the cost structure, while enhancing production efficiency. In addition, the Group continued to integrate sustainable development into supply chain management and promoted green products, with the proportion of eco-friendly products exceeding annual targets during the year.

In terms of logistics, the Group launched a channel logistics project to connect the order system with logistics operations, improving product circulation efficiency and fulfilment timeliness. On the digital front, the Group introduced a warehouse coordination system and adopted SKU-level refined management. In terms of automation, automated equipment was introduced into various warehouses, enabling multi-scenario coverage and data visualization management. In December 2025, the East China and North China warehouses took the lead in adopting RFID full-process warehouse management, achieving full-process traceability of logistics data, greatly strengthening inventory management precision, and deployment across all warehouses is expected to be completed in the first quarter of 2026 to continuously drive cost reduction and efficiency improvement.

In terms of its kidswear business, LI-NING YOUNG continued to focus on professional sports and children’s developmental needs, advancing product optimization and exclusive IP creation. In terms of channel strategy, the Group continued to strengthen outlet channel development, improve single-store efficiency and optimize overall channel structure while accelerating its e-commerce deployment. LI-NING YOUNG maintained a coordinated development of wholesale and direct retail. Through refined management and strategic layout, both scale and quality were improved. In terms of marketing, LI-NING YOUNG centred its efforts around three core pillars “Event Cooperation + User Stories + IP Collaboration” to build professional recognition and accumulate its user foundation, successfully expanding its influence among youth and family demographics. As at 31 December 2025, the total number of LI-NING YOUNG POS was 1,518, representing a net increase of 50 POS since 31 December 2024.

Outlook

Entering 2026, the Group will seize the development opportunities arising from the continuous release of domestic demand potential. The Group will remain committed to its core value of “serving the public with sportsmanship,” meticulously refine its “LI-NING’s experience value,” and strive to become the preferred professional sports brand.

1. Technology-driven product upgrades: The Group will firmly implement the development strategy of “Single Brand, Multi-categories, Diversified Channels”, empowering product iterative upgrades with technology to build core competitiveness and market differentiation barriers. Relying on the technical accumulation and R&D of the LI-NING technology innovation platform, the Group will focus on deep cultivation of core categories and actively expand into emerging segments such as outdoor sports. The Group aims to respond to increasingly diversified and personalised consumer demands, achieving full-scenario coverage from professional competitive sports to daily wear. By promoting the ingenious integration of cutting-edge technology and fashion design, the Group will create a product system that combines excellent functionality, technological texture, and aesthetic value. Furthermore, the Group will continuously strengthen the efficiency of transforming scientific and technological achievements, promoting the rapid realization of frontier technologies into product competitiveness.

2. Olympic marketing empowering the brand: The Group will drive value creation through sports marketing, establish emotional connections with consumers, and facilitate the steady enhancement of brand value. By continuously deepening the cooperation with the Chinese Olympic Committee, the Group will seize the development window of the Olympic cycle and promote the brand to achieve a leap from resource cooperation to value co-creation. LI-NING will fully explore the diversified value of the cooperation with the Chinese Olympic Committee. Through systematic marketing layout and technological equipment support, it will convey the story of the mutual growth of LI-NING and Chinese sports, highlighting the technological strength and cultural confidence of the national brand.

3. Dual improvement in quality and efficiency of business operations: The Group will continue to focus on improving quality and efficiency across all aspects of its business. By deepening channel layout, strengthening product operations, and optimising supply chain management, the Group aims to build an efficient operational system, achieve simultaneous improvements in operational quality and efficiency, and lay a solid foundation for the high-quality growth of the enterprise. Offline channels will focus on improving efficiency in high-tier markets and penetrating emerging markets, while exploring new business models. Online channels will strengthen domain synergy and resource integration, promoting complementarity between online and offline channels. In terms of product operations, the Group will optimize the precision of full-chain planning and flexible supply capabilities, and accelerate inventory turnover. The supply chain will achieve coordinated optimization of cost, quality, and delivery time across the entire chain, thereby enhancing overall operational efficiency.

4. Consolidating the foundation to safeguard development: The Group will continuously strengthen three core support capabilities: talent, finance, and digital intelligence, to lay a solid bedrock for high-quality development. In terms of talent strategy, talent development will focus on selection, incentives, and efficiency. In terms of financial management, emphasis will be placed on precise resource allocation and risk control. In terms of digitalization, the Group will promote the deep integration of AI and big data with business operations, enhance operational efficiency and the scientific nature of decision-making, and provide systematic safeguards for the long-term development of the Group.

Mr. Li Ning, Executive Chairman and Joint CEO of the Group, concluded: “2026 marks the first year of the 15^th Five-Year Plan. With the strategic goal of accelerating the development of a sports powerhouse, the nation will further unlock sports consumption potential while driving the transformation and upgrading of the sporting goods manufacturing industry. We expect this to release domestic demand potential and create both strong support and a vast stage for the sports industry to thrive.”

“We will remain rooted in the local market while looking ahead, seizing opportunities of the era with greater foresight and more efficient execution. We will continue to deepen the Group’s ‘Single Brand, Multi-categories, Diversified Channels’ strategy, optimising and upgrading our core category matrix while exploring emerging segments. Most importantly, we will keep strengthening the core advantages of our products—professional performance, technological capability, and sports experience—by empowering them with innovative technology and design aesthetics to reward consumer trust.”

Hashtag: #LiNing

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

About Li Ning Company Limited

Li Ning Company Limited is one of the leading sports brand companies in China, mainly operating professional and leisure footwear, apparel, equipment and accessories under the LI-NING brand. The Group has comprehensive research and development, design, manufacturing, marketing, distribution and retail management capabilities. It has established an extensive retail distribution network and supply chain management system in China. We are committed to be the most prominent, stylish, world-leading sports brand from China.

In addition to its core LI-NING brand, the Group also manufactures, develops, markets, distributes, sells various sports products which are self-owned by or licensed to the Group, including Double Happiness (table tennis), AIGLE (outdoor sports) and Kason (badminton), which are operated through joint venture/associate with third parties of the Group.

Trading across major Asian markets reflected a cautious tone, with benchmark indices in Tokyo, Hong Kong, Seoul and Shanghai posting losses amid persistent volatility in energy markets. Investors reacted to the sustained rise in crude prices, which has added to worries about input costs, supply disruptions and the potential for central banks to maintain tighter monetary policies for longer than anticipated.

Brent crude climbed above $111 a barrel, driven by a combination of constrained supply and geopolitical tensions affecting key energy-producing regions. Analysts noted that limited spare capacity among major producers and continued uncertainty around output from certain exporting nations have kept oil markets tight. West Texas Intermediate also traded at elevated levels, reinforcing concerns that energy inflation could remain entrenched.

The sharp move in oil has had a ripple effect across equities, particularly in Asia where many economies are heavily dependent on imported energy. Airlines, manufacturing firms and transport companies bore the brunt of selling pressure as investors reassessed earnings prospects under a higher-cost environment. Export-oriented sectors, which typically benefit from stable input prices, faced additional headwinds.

Market sentiment was further dampened by declines on Wall Street, where major indices closed lower amid renewed concerns about inflation and interest rates. Technology stocks, which are sensitive to borrowing costs, continued to underperform, dragging broader markets down. The negative momentum from the United States spilled over into Asian trading hours, reinforcing risk aversion among investors.

Currency markets reflected the shift towards caution, with the US dollar strengthening against several Asian currencies. A stronger dollar typically tightens financial conditions globally, particularly for emerging markets with significant dollar-denominated debt. Economists warned that sustained currency pressure could complicate policy decisions for central banks across the region, which are already balancing growth concerns against inflation risks.

Energy producers were among the few bright spots in Asian trading, with shares in oil and gas companies posting gains as higher crude prices improved revenue outlooks. However, the broader market impact remained negative, as rising energy costs tend to weigh on consumption and corporate margins.

Central banks are facing a complex policy environment shaped by persistent inflation and uneven economic recovery. While some policymakers have signalled a willingness to pause rate hikes if growth weakens, elevated oil prices could limit that flexibility. Higher fuel costs feed directly into headline inflation and indirectly affect food prices and transportation costs, raising the risk of prolonged price pressures.

Economic data from several Asian economies has shown mixed signals, with manufacturing activity slowing in some regions while services sectors demonstrate resilience. Analysts suggest that the trajectory of energy prices will play a crucial role in determining whether growth can stabilise or faces further downside risks.

Geopolitical factors continue to influence oil markets, with supply disruptions and production decisions by major exporters remaining key variables. Traders are also monitoring inventory levels and demand trends, particularly in large consuming nations, to gauge the sustainability of current price levels.

Investor positioning indicates a shift towards defensive assets, including commodities and safe-haven currencies, as uncertainty persists. Portfolio managers are increasingly cautious about exposure to sectors vulnerable to cost pressures, while seeking opportunities in areas that can benefit from elevated commodity prices.