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Firmly Implementing the “Single Brand, Multi-categories, Diversified Channels” Strategy; Super BOOM Capsule Technology Achieves Full Commercialization; Deepens Global Professional Sports Resources Together with Curry

FINANCIAL HIGHLIGHTS

• In the first half of the year, the Group recorded the following operating results:
  • Revenue rose by 2.8% to RMB15,235 million; gross profit margin increased by 0.9 percentage points to 50.9%
  • Net operating cash inflow was RMB954 million
  • Net profit attributable to equity holders was RMB1,816 million with net profit margin of 11.9%, and EBITDA margin was 22.1%
• Working capital remained at a healthy level:
  • The percentage of gross average working capital to revenue was 7.8%
  • The cash conversion cycle was 35 days, an increase of 4 days compared with the same period last year
• The Board resolved to declare an interim dividend of RMB35.12 cents per ordinary share of the Company issued or to be issued upon conversion of convertible securities for the six months ended 30 June 2026.

OPERATIONAL HIGHLIGHTS

• The retail sell-through for the overall platform increased by low-single-digit from last year, including online and offline channels.
• Offline channel new products sell-through accounted for 83% of overall offline channel sell-through, maintaining a healthy and reasonable level.
• Channel inventory-to-sales ratio of 4 months; and inventory level and ageing structure remained at a healthy level.

HONG KONG SAR – Media OutReach Newswire – 20 August 2026 – Li Ning Company Limited (“Li Ning” or the “Company”, together with its subsidiaries, collectively the “Group”; Hong Kong Stock Exchange stock codes: 2331 (HKD counter) and 82331 (RMB counter)) today announced the unaudited interim results of the Group for the six months ended 30 June 2026 (the “Reporting Period”).

FINANCIAL RESULTS

In the first half of 2026, the Group continued to enhance product technology performance, optimise channel efficiency and deepen its professional brand mindset, maintaining steady operations. During the period, the Group’s revenue reached RMB15,235 million, up 2.8% year-on-year (2025: RMB14,817 million). Gross profit was RMB7,751 million, up 4.5% year-on-year (2025: RMB7,415 million), and the Group’s overall gross profit margin was 50.9%, up 0.9 percentage points year-on-year (2025: 50.0%).

During the period, profit attributable to equity holders of the Group was RMB1,816 million (2025: RMB1,737 million); the margin of profit attributable to equity holders was 11.9% (2025: 11.7%); and return on equity attributable to equity holders was 6.5% (2025: 6.5%). Basic earnings per share were RMB70.40 cents (2025: RMB67.43 cents). The Board resolved to declare an interim dividend of RMB35.12 cents per ordinary share of the Company issued or to be issued upon conversion of convertible securities for the six months ended 30 June 2026 (2025: RMB33.59 cents).

In terms of cash flow management, net cash generated from operating activities during the period amounted to RMB954 million (2025: RMB2,411 million). As at 30 June 2026, cash and cash equivalents (including cash at banks and in hand, and fixed term deposits with original maturity of not more than three months) amounted to RMB13,003 million, a decrease of RMB3,713 million compared with 31 December 2025. Adding back amounts recorded in bank time deposits, the cash balance was RMB19,389 million, a net decrease of RMB585 million compared with 31 December 2025. During the period, revenue increased year-on-year while cash expenses such as marketing expenses and taxes increased, resulting in a year-on-year decrease in net cash generated from operating activities; an increase in time deposits led to a significant increase in net cash used in investing activities. The Group will continue to prioritise cash flow management to ensure the stable development of the Company in the long term.

BUSINESS OVERVIEW

In the first half of 2026, the Group firmly implemented its core development strategy of “Single Brand, Multi-categories, Diversified Channels”. On one hand, it continuously strengthened the core of professional sports technology and product performance, consolidating the brand’s professional mindset in niche segments; on the other hand, it continuously deepened its highly efficient operating model, maintaining solid operating fundamentals and a healthy inventory level.

In terms of product upgrades, the Group drove iterative upgrades in the performance of its core category products through technological innovation, and coordinated the synergistic development of the core categories of running, basketball, training, badminton, table tennis and sports casual. The Group launched its “Super BOOM Capsule” technology, applied to racing running shoe series such as Feidian and Red Hare, covering the full-scenario needs of competitive training, elite and mass runners; the LI-NING Aerospace Dynamic Thermal Technology was applied to the award equipment of the Chinese Sports Delegation at the 2026 Milan Winter Olympics. The Group also expanded its outdoor product matrix and accelerated its layout in the outdoor market.

In terms of brand communication, the Group focused on building an all-round sports resource system represented by its cooperation with the Chinese Olympic Committee (the “COC”) and top international athlete IPs. During the period, the Group continued to strengthen its strategic partnership with the Chinese Olympic Committee, developing podium wear for the Chinese sports delegation competing at the 2026 Milan Winter Olympics, and establishing a presence at the “China House” in Milan, working alongside the Chinese Olympic Committee to showcase the strength of Chinese sports. In addition, the Group entered into a long-term strategic partnership with NBA superstar Stephen Curry and his brand “Curry Brand”, cooperating on the research and development of professional basketball equipment, the promotion of event culture, and the expansion of new-generation consumer groups, enhancing LI-NING’s professional sports brand perception and international exposure.

In terms of channels, the Group continued to deepen strategic synergy with leading commercial complexes and orderly carried out the planning and roll-out of innovative store formats. During the period, the standalone outdoor store “COUNTERFLOW” officially opened in Chongqing, laying the foundation for the Group’s outdoor category to deepen its presence in the Southwest regional market; the Group’s cooperation with quality commercial resources also entered a new stage, creating favourable conditions for the concentrated opening of multiple “Loong Stores” in the second half of the year. At the same time, the Group continued to optimise its rental structures and commercial cooperation models, enhancing the overall operating health of its channels.

In terms of retail operations, the Group promoted dual-driven growth in products and brand by establishing a high-tier market operating model and a distribution business operating model. In high-tier markets, the Group strengthened its brand image around three dimensions, namely channel structure optimisation, refinement of store product mix and upgrading the shopping experience, driving incremental capture of brand elevation and category depth. In terms of distribution business, the Group concurrently established a distribution management model to enhance distribution efficiency and the sustainable operating capability of the channel. In terms of terminal operating capability, the Group continued to drive the implementation of retail standards on a project basis, strengthened coordination efficiency between headquarters and terminals, and enhanced sports advisors’ customer reception capability and professional service standards, comprehensively improving consumers’ shopping experience in LI-NING stores and laying the foundation for enhanced single-store operating efficiency.

In terms of e-commerce operations, the Group leveraged key promotional opportunities including Tmall Celebration Day, Goddess Festival and 618 to precisely target new-customer acquisition and deeply reach female consumer groups, effectively driving simultaneous growth in sales scale and brand influence. The Group also converted cutting-edge technology into quality product experiences, coordinated Olympic champions and celebrity spokesperson resources, and worked with fashion magazines, trend events and social media platforms to continuously consolidate its professional sports mindset. Flagship products including basketball shoes Gamma 2, LI REN 6V2 and DLO 2, as well as the running shoe matrix of Wushi, Youzhi and Zhui Feng, all achieved notable results in expanding awareness and increasing sales, while the Feeling family remained ranked first in searches in the thin-soled shoe segment.

In terms of new retail business, the Group established a new retail department to focus on mapping out its omni-channel growth business model. Through the O2O model, it connected online and offline merchandise pools, providing consumers with a more consistent and efficient shopping experience. The Group also accelerated its layout on mainstream instant-retail platforms, making concerted efforts across three areas: channel store expansion, merchandise matching and refined single-store operations. On the one hand, it fully leveraged the Group’s multi-category advantages, expanding product coverage on the basis of core categories such as running shoes, basketball shoes and lifestyle apparel in combination with sports and lifestyle scenario needs; on the other hand, it strengthened the supply of seasonal categories such as outdoor and sun protection around consumption nodes such as holiday travel, driving stable growth in sales scale for the instant-retail channel.

In terms of product management, to respond to market competition, the Group increased its technology investment in high-end professional running shoes, leveraging the “Feidian” family driven by “Super BOOM Capsule” technology and the brand-new “Red Hare ULTRA” series to consolidate the brand’s product mindset and market position among professional runners. While the basketball shoe market faced challenges, the Group relied on core signature models combined with an e-commerce-channel-led promotion strategy to keep basketball shoe sales stable across directly-operated and e-commerce channels. The Group also actively applied flexible supply models such as segmented production and rolling replenishment orders, dynamically adjusting order scale according to actual sales and, in particular, carrying out refined control of the inventory structure for the running shoe category, maintaining healthy inventory levels amid a challenging market environment.

In terms of supply chain and logistics, the Group continued to advance the building of a large supply-chain system across five directions: planning management, quality control, cost management, development management and digital-intelligence transformation. The Group actively advanced the development of its Glory Gold Label series to safeguard the supply of top-tier event equipment, while also promoting the implementation of AI and 3DVR design and development processes for footwear, substantially shortening the R&D cycle. On the logistics front, the Group advanced omni-channel logistics integration, connecting online and offline inventory, and continued to drive warehouse automation and the application of RFID technology, improving the efficiency of goods flow and the precision of inventory management.

OUTLOOK

Looking ahead to the second half of 2026, the Group will continue to seize the development opportunities arising from the ongoing release of domestic demand potential, uphold its core value of ” Serve With Sportsmanship “, continuously refine the “LI-NING’s experience value”, and strive to become the preferred professional sports brand trusted by consumers in the sports consumption sector.

1. Technology-driven product upgrades: The Group will continue to adhere to technological innovation as its core driving force, strengthening the core competitiveness of its products through the three major levers of its technology innovation platform, a full-scenario category matrix and Eastern aesthetics, while reinforcing its layout in high-potential tracks such as professional sports and urban outdoor.
2. Top-tier resources empowering the brand: The Group will coordinate its domestic and overseas marketing resources. By leveraging core resource deployments such as its partnership with the Chinese Olympic Committee and collaborations with superstar IPs, the Group will build a multi-dimensional, long-term and high-conversion communication system. The Group will continue to deepen its long-term cooperation with the Chinese Olympic Committee, supporting the Chinese sports delegation as it competes in international events such as the 2026 Asian Games, and will deepen its strategic cooperation with Stephen Curry and “Curry Brand”.
3. Elevating both the quality and efficiency of business operations: The Group will focus on the three core pillars of channel layout, merchandise systems and supply chain integration, accelerating online-offline integration, prioritising the scalable replication of innovative store formats such as “Loong Store”, and building a flexible supply chain system that is high-efficiency, low-cost and fast-response.
4. Strengthening the foundation to safeguard development: The Group will reinforce its operating foundation across talent, finance and digital intelligence, building out its talent pipeline, maintaining ample cash flow and a rigorous risk control mechanism, and advancing the deep penetration of artificial intelligence and digital technologies across the full scenarios of R&D, production and channels.

Mr. Li Ning, Executive Chairman and Joint Chief Executive Officer of the Group, commented,“The year 2026 marks the opening year of the ’15th Five-Year Plan’. Although the external trade landscape was complex and volatile in the first half of the year and structural divergence in the domestic consumer market persisted, consumption in functional niche segments such as professional sports and urban outdoor remained resilient, supported by a series of national policies to expand domestic demand and promote consumption. Facing a challenging external environment, the Group firmly implemented its core development strategy of ‘Single Brand, Multi-categories, Diversified Channels’, achieving steady growth in both revenue and profit while maintaining healthy inventory and working capital levels, a clear demonstration of the resilience of the Group’s operating fundamentals.

Looking ahead to the second half of the year, we will stay rooted locally while looking to the future, seizing the structural opportunities brought by the ’15th Five-Year Plan’ policies to expand domestic demand and build a leading sports nation, advancing the scalable replication of innovative store formats such as ‘Loong Store’, deepening the dual drivers of technological innovation and top-tier sports resources, so as to deliver higher-quality and more sustainable steady operations in return for the long-term trust of our consumers and shareholders.”

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.

Local Franchise Model to Enhance Operational Efficiency and Support Sustainable Growth

SINGAPORE – Media OutReach Newswire – 20 August 2026 – International Housewares Retail Company Limited (“IH Retail” or the “Group”, stock code: 1373), the parent company and owner of the “Japan Home” brand in Singapore, is pleased to announce that all “Japan Home” stores in Singapore have resumed operations and are open for business.

Following the completion of the transition arrangements, all relevant stores have reopened on 20 August 2026.

On 13 August 2026, an indirect subsidiary of the Group entered into a three-year master franchise agreement with the Singapore master franchisee, Radha Export Pte. Ltd (“Radha”), the company which is the engine behind the ABC and Valu$ stores in Singapore, and completed the handover of the existing stores on 19 August 2026. The agreement grants the master franchisee the exclusive right to operate the “Japan Home” business in Singapore, including through sub-franchisees, and to establish additional outlets at suitable locations.

Radha combines extensive experience in consumer goods and wholesale distribution with strong local operational expertise and a well-established supply chain network. By leveraging the Radha’s local capabilities, the Group expects to enhance store operating efficiency, improve its responsiveness to market demand and maintain strong brand awareness in Singapore. The local franchise model is also expected to support the continued expansion of the “Japan Home” brand’s reach and influence in Singapore and across the Southeast Asian market over the next three years.

This strategic restructuring represents an important step in optimizing the Group’s regional business structure, improving operational quality and enhancing efficiency. The Group remains confident in the long-term development of the Singapore market and is committed to ensuring customers continue to enjoy shopping at “Japan Home” stores in Singapore.

Hashtag: #JapanHome

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

Navigating Market Cycles with Operational Resilience, Core Business Stabilizes and Rebounds, Marking a Strategic Turnaround and New Growth Phase

HONG KONG SAR – Media OutReach Newswire – 20 August 2026 – ZJLD Group Inc. (“ZJLD” or the “Company”, together with the Company’s subsidiaries, collectively the “Group”) (SEHK stock code: 06979.HK), a flagship enterprise in China’s baijiu industry and the first baijiu company listed on the Hong Kong Stock Exchange, is pleased to announce its interim financial results for the six months ended 30 June 2026 (“FY 2026 1H” or the “Period”)

In the first half of 2026, the broader baijiu industry operated within a demanding macroeconomic environment characterized by structural adjustments and sluggish consumer demand. In response to cyclical headwinds during the Period, the Group proactively optimized its operational strategies, strengthened healthy channel management, and accelerated digital innovation, resulting in comprehensive stabilization and an operational rebound. The year 2026 marks a pivotal strategic inflection point for ZJLD, signaling the completion of a two-year industry-driven consolidation and the onset of a new high-quality growth cycle.

The key financial and business highlights are as follows:

Optimized Product Mix Drives Profitability; Multi-Brand Synergy Amplifies Resilience

• During the Period, the Group recorded revenue of RMB 2,546.1 million, representing a 2.0% year-on-year increase. Gross profit increased by 3.2% to RMB 1,520.9 million, while Adjusted Net Profit reached RMB 626.1 million, up 2.1% year-on-year. Benefiting from an expanded revenue contribution of Sub-premium products and the Li Du brand, alongside streamlined production efficiencies, the Group’s gross margin expanded by 0.7 percentage points to 59.7%. Net cash operation cash outflow narrowed significantly by 27.4%, underscoring rigorous cash flow management and prudent risk control.
• Zhenjiu (Flagship Brand): Generated RMB 1,342.4 million in revenue during the Period, accounting for 52.7% of total revenue. The Group exercised disciplined control over channel fulfilment ahead of the launch of the next-generation Zhen 15 to safeguard channel pricing integrity. Meanwhile, the strategic flagship product “Da Zhen” achieved strong growth and explosive nationwide expansion across 31 provinces and 280 cities, driving Zhenjiu’s gross margin up to 59.8%.
• Li Du (Second Growth Engine): Accelerated its growth momentum, recording revenue of RMB 788.0 million, sharply up 28.9% year-on-year. Driven by the national expansion of its Sub-premium and Mid-tier product portfolio, such as Li Du Sorghum 1975 (李渡高粱 1975), Li Du Sorghum * Changyin Collection Series (李渡高粱酒 · 暢飲珍藏版), and the Li Du King Series (李渡王系列), Li Du demonstrated formidable, explosive market penetration and volume growth.
• Xiangjiao & Kaikouxiao (Regional Powerhouse): Maintained solid market share within Hunan Province, generating RMB 282.8 million, up 2.0% year-on-year, and RMB 81.8 million, up 1.0% year-on-year, respectively in revenue, both delivering sustained market stabilization and modest growth.
• Sub-Premium Baijiu Segment: Delivered exceptional performance, achieving revenue of RMB 1,366.1 million, up 39.1% year-on-year. The segment’s contribution to overall revenue surged from 39.3% to 53.7%, reflecting the Group’s agile realignment with evolving consumer shifts toward rational spending and banquet occasions (e.g., weddings and celebrations), successfully capturing growth opportunities in the sub-premium segment.
• The Board of Directors does not recommend the declaration of an interim dividend for the six months ended 30 June 2026 (FY 2025 1H: nil).

Strategic Agility: Pioneering Channel Innovation & Digital Synergy as Dual-Engine
The Group’s proprietary “Premier Retailers Alliance” model and the Monthly Profit-sharing Model (“月月分利模式”) designed for the 5th Generation Zhen 15 have effectively resolved long-standing industry pain points, such as price inversion and distributor margin compression. By establishing competitive monthly margins, automating online ordering, and offering a share-linked sales incentive plan with certain distributors, the Group successfully attracted and retained high-calibre distributors with strong group-selling capabilities and direct access to end consumers. As of 30 June 2026, the Group’s distributor network expanded to 8,993 partners, an increase of 710 from the end of 2025.

Complementing this channel evolution, the Group adopted an omnichannel marketing framework combining “Community Penetration + Digital Empowerment”. Chairman Wu Xiangdong’s executive video channel (“Wu Jindong – ZJLD, 吳金東－珍酒李渡“) and regional cultural livestreams topped the “Entrepreneur Video IP 100 List” (企業家視頻IP100榜單) for seven consecutive months, averaging over one million views per broadcast. This sparked widespread co-created content with members of the Premier Retailers Alliance (萬商聯盟), creating a powerful online-to-offline traffic funnel. Simultaneously, Zhenjiu’s brand value rose to RMB 34.685 billion, a 103% gain over five years, solidifying among China’s top three sauce-aroma baijiu brands.

Forward-Looking AI Integration and Enterprise Digitization
The Group anchors its digital transformation strategy on operational capability and sustainable value creation. During the Period, in partnership with China Unicom, the Group developed an “AI + Expert Blending” framework powered by Large Language Models (LLMs). This synthesis of traditional heritage and advanced AI enables intelligent blending, elevating consistency, efficiency and craft precision. Furthermore, the Group upgraded Da Zhen‘s digital coding system to a “Six-Code” integration architecture, incorporating NFC anti-counterfeiting and ceramic jar storage metrics, as well as an RFID smart case labelling system to track and ensure precise volumetric measurement and end-to-end lifecycle traceability for every Da Zhen product. Zhenjiu was also awarded the national Data Management Capability Maturity Model (DCMM) Level 3 (Robust) accreditation, further validating its AI deployment and digital leadership.

Deepening Operational Foundations to Drive the New High-Quality Growth Cycle
Looking ahead to the second half of 2026 and beyond, ZJLD will maintain strategic poise by extending proven operational frameworks, such as the “Premier Retailers Alliance” and “Monthly Profit-sharing Model” to Zhen 30 and other core product lines. This initiative will precisely activate high-end and mid-tier markets while strengthening portfolio synergies across all price ranges. Concurrently, the Group will deepen its operation-sales decoupling (營銷分離) mechanism, rigorously monitor channel pricing, protect distributor profitability, and prioritize storage facility construction across its five major production facilities, namely Zhen Jiu Mao Tai Shuang Long (茅台鎮雙龍), Zhen Jiu Bai Yan Gou (白岩溝), Zhen Jiu Zhao Jia Gou (趙家溝), Li Du Zheng Jia Shan (鄭家山) and Xiang Jiao Jiang Bei (江北) to reinforce its long-term competitive moat.

Mr. Wu Xiangdong, Founder and Chairman of ZJLD Group, remarked, “Baijiu is a business that demands patience and reverence—time speaks through quality, and authentic fragrance endures. Over two years of industry rebalancing, our distributor partners and we have navigated genuine challenges and hardships; yet this period offered an invaluable window for reflection, consolidation, and self-reinvention. The deeper the valley, the more vital it is to stay grounded and focus on disciplined execution. Our stabilization in the first half of 2026 is the natural reward of diligent work and marks the dawn of a new growth phase. There are no shortcuts in business—only an uncompromising pursuit of quality, continuous market exploration, and adaptability in the face of change. In times of adversity, we chose to brew finer liquor, preserve channel profitability, and deliver utmost sincerity to our consumers. The launch of the ‘Premier Retailers Alliance’ and ‘Monthly Profit-sharing Model’ models ensures that every partner who trusts ZJLD enjoys security, clarity, and equitable rewards amid challenging conditions.

Engaging directly with consumers and merchants through digital broadcasts has reinvigorated my entrepreneurial passion and joy, which I felt when I first entered the baijiu industry. The consumers’ appreciation for fine baijiu remains undiminished, and their yearning for a better life remains passionate. 2026 serves as ZJLD’s springboard for a renewed journey. We remain a dedicated team of idealistic distillers, honoring nature’s harvest, grateful for the passage of time, and optimistic about the industry’s future. ZJLD will move forward with resilience, innovation, and an open heart alongside all our companions—cheers to bright moments and the journey ahead.”

Hashtag: #ZJLDGroup

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

About ZJLD Group Inc.

Zhen Jiu was established in 1975 in Zunyi, Kweichow, China’s primary production area of sauce-aroma baijiu. In 1988, it was honored with the National Quality Award at the 5th National Wine Appreciation Conference. In the same year, it was announced by the Protocol Department of the Ministry of Foreign Affairs, the Communication Department of the Ministry of Economy and Trade, and the Great Hall of the People Management Bureau to become one of the two sauce-aroma baijiu served at state banquets. It is also known as one of the “Three Representative Baijiu Brands in Kweichow”.

ZJLD Group Inc. is a leading baijiu group in China devoted to offering premium baijiu products, including sauce-aroma, mixed-aroma, and strong-aroma varieties. According to Frost & Sullivan statistics, the flagship brand Zhenjiu has maintained its position for two consecutive years (2023 and 2024) as the fourth-largest sauce-aroma baijiu brand in China and the third-largest in Guizhou Province, by revenue. The Company operates four baijiu brands in China, including two national baijiu brands, Zhen Jiu and Li Du, and two regional brands, Xiangjiao and Kaikouxiao. ZJLD prides itself on inheriting the time-honored baijiu-brewing techniques and reinvigorating them to develop iconic products. It strives to create a wide variety of aromatic and mellow baijiu products to meet consumers’ diverse preferences, seize broader market opportunities, and promote traditional Chinese baijiu culture.

The event was attended by core management of Tesson Holdings : Chairman and Executive Director, Mr. Wei Mingren; Executive Director and Chief Executive Officer, Mr. Li Jingquan; Executive Director, Mr. Li Yang; as well as distinguished guests including Ms. Li Jinying (李錦瑩), President of Logistics Planning Research Institute of CFLP; Mr. Yan An (閆安), President of the Digital Lianli Research Institute of the Jiangxi Centre of the Chinese Academy of Sciences (CAS) (中科院江西中心數字連理研究院); Professor Yu Changyuan, Chairman of Anlaseo Technology; and Dr. Cheng Zhi, Chief Executive Officer of Anlaseo Technology.

Strategic Evolution: From “Battery Manufacturing” to “Smart Energy Operation”

Tesson Holdings has long been engaged in the research, manufacturing and sales of lithium-ion motive batteries. In 2025, the Company launched its Hong Kong-based “photovoltaic storage charging and checking” AI-inspected ultra-fast charging and zero-carbon microgrid asset operation business, completing the acquisition of the assets of seven new energy integrated service stations and marking its first step towards strategic recharge.

Mr. Wei Mingren said that the recharge does not represent a departure from the Company’s existing industrial foundation, but rather based on the company’s past decade of industrial foundation of the system of motive battery manufacturing business, the experience of the operation of charging network in Hong Kong and the capabilties of industrial integration and capital management.”Based on our manufacturing foundation, Tesson Holdings is accelerating its transformation into a smart energy platform operator, enabling every unit of electricity to unleash greater value.”

Mr. Li Jingquan outlined development pathway of the company:”Battery manufacturing → zero-carbon microgrid and energy storage operations → AI-powered electricity trading and carbon-energy asset management platform.”

He noted that Tesson will leverage its “photovoltaic storage charging and checking” microgrid operations as an entry point, collaborate with supply chain partners to develop zero-carbon microgrids and virtual power plants, while strategic upgrade gradually from an energy equipments manufacturer into a smart energy platform operator.

Mr. Li Yang further elaborated on the company’s core competitiveness built around “Data, Intelligence and Electricity”:”Data” represents the credible data base; “Intelligence” represents the AI-driven capabilities of electricity trading; “Electricity” represents capabilities of electrical assets operation.

The Company will expand its regional market presence actively, aim to secure over 10% of regional market share in multiple cities, and building an operating ecosystem servicing up to 10 billion kWh of electricity consumption.

Industrial Opportunities: Policy Support Driving New Energy Infrastructure Development in Mainland China and Hong Kong

Ms. Li Jinying (李錦瑩) noted that China is simultaneously advancing the upgrading and restructure of two major infrastructure networks — the new power system and modern logistics network.

She highlighted that logistics facilities are evolving beyond traditional transportation hubs into important industrial platforms for energy consumption, green transformation and electrical data collection. The cooperative operation of energy flows, logistics flows and data flows is reshaping the pattern of national infrastructure. Tesson Smart Energy timely deploy related industries

Since 2026, the company has entered into strategic cooperation memorandum of understanding with DST Sustainable Technology (Shenzhen) Co., Ltd. (地上鐵綠色科技（深圳）股份有限公司) (DST) and China Railway First Group Co., Ltd respectively. The first pilot project of China Railway First Group, located at car park of Hoi Wang Road in Tsuen Wan, Hong Kong, and will be developed into a zero-carbon integrated facility combining parking, charging and vehicle inspection functions.

Meanwhile, the joint venture company established with DST plans to build 10 more multi-functional battery swapping stations.

The launch event follows the completion of the Company’s financing activity of placing of new shares. With the completion financing activity of placing, strategic launching and industrial partnership signings simultaneously, signaling the new energy strategic of”Tesson Smart Energy”which is driven by “Technology + Industry + Capital” formally set sail.

Strategic Partnerships Covering the Full “Industry–Research–Application” Value Chain

The three strategic partnership signings at the event covering national think tank, research institutions and university spin-offs, surrounding modern power and development of new energy ecosystem, forming a complete layout from strategic planning, technology development and commercial application.

Mr. Wei Mingren said the significance of these signings is not only “plans announcing”, but rather is “in progress and amplifying the outcomes through ecological cooperation”.

The cooperation between Tesson Holdings and Logistics Planning Research Institute of CFLP is particularly crucial. Both parties will establish a joint venture big data operation company in Beijing to formally advance to transport logistics, important scenario of power consumption.

As a national logistics think tank and the Purchasing Managers’ Index (PMI) publishing organization, the Logistics Planning Research Institute of CFLP, both parties will work together to explore the integration path of new and renewable energy power and green logistics, pushing logistics industry to upgrade in the direction of low-carbonization and intelligentization.

Afterwards, Tesson Holdings also signed a strategic cooperation agreement with Zhongke Lianli (中科连理) focusing on development of industrial brain data resource, digitization of logistics hub energy and scenario collaboration of modernized power grid, further improving the capabilities of digitization and intelligentization of new energy industry

Finally, Tesson Holdings entered into a strategic partnership with Hong Kong Polytechnic University Anlaseo Technolgy, which is a startup incubator of Hong Kong Polytechnic University. Anlaseo Technology was also subsidized by the Hong Kong Government’s “Research, Academic and Industry Sectors One-plus Scheme (RAISe+)”.Its intelligent battery sensor system enabling intelligent lifecycle monitoring of batteries through edge computing and AI algorithm, providing the core technological support in the of field of such as electrical safety awareness and smart management. .

Future Outlook: Anchoring the Strategic Position of Smart Energy Platform Operator

With the upgrade of strategy of “Tesson Smart Energy” and the implementation of significant industrial cooperation partnership signings, Tesson Holdings is in the stage of systematically advancing the deployment of new energy ecosystem.

Looking ahead, Tesson Holdings will continue advancing systematic deployment across energy generation, distribution and consumption sectors with core strategic brand of “Tesson Smart Energy”.

Through a dual strategy combining strategic acquisitions and organic development, Tesson Holdings aims to build an integrated new energy ecosystem covering renewable energy generation, energy storage, charging infrastructure, electricity trading and carbon-energy asset management.

Hashtag: #Tesson

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

About Tesson Holdings

Tesson Holdings Limited (Stock Code: 01201.HK) is a company listed on Hong Kong Exchanges and Clearing Limited principally engaged in the research, manufacturing and sale of lithium ion motive battery and investment and operation of new energy electric vehicles ultra-fast charging stations

On 10 August 2026, the company formally launches the newest strategic brand “Tesson Smart Energy” accelerate new business innovation such as the deployment of photovoltaic storage charging and checking zero-carbon microgrid, AI-powered electricity trading, operation of carbon-energy assets, transforming into a premier new energy smart electricity platform operator.

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The article Hormuz: Trump’s territorial bravado and Iran defiance appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

By Suryamurthy Energy security often becomes a national priority only when a crisis erupts. The current conflict spreading across West Asia has once again reminded India how fragile global energy supply chains can be — and how deeply its own economy remains tied to them. The disruption of tanker routes through the Strait of Hormuz, […]

The article India pushes coal gasification to reduce import risks appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

By Ashok Nilakantan Ayers For much of independent India’s history, the security response to communal violence and terrorism was essentially reactive: an attack occurred, intelligence agencies investigated it, police made arrests, and security forces moved in after violence had already begun. Over the past five years, however, India’s counter-terrorism architecture has been moving towards a […]

The article From reaction to prevention: India’s five-year turn against radicalisation appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).