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The launch marks a significant step in expanding Malaysian retail investor participation in financial products through blockchain technology

TOKYO, JAPAN – Media OutReach Newswire – 26 February 2026 – Kenanga Investment Bank Berhad (“Kenanga Group“), Malaysia’s leading independent investment bank and the Stellar Development Foundation (“Stellar”), a US-based non-profit organisation that supports the Stellar network, yesterday introduced Myrra, a dedicated token platform that leverages the Stellar blockchain to enable the tokenisation of real world-assets.

The inaugural deployment on the Myrra platform is the tokenisation of the Kenanga Money Market Fund (“KMMF“) and the Kenanga Islamic Money Market Fund (“KIMMF“) (collectively, the “Funds“) managed by Kenanga Investors Berhad (“Kenanga Investors“). The Funds represent the first tokenised unit trust funds to go live within the Malaysian market.

Through this initiative, investors can now transact blockchain-based digital representations of the Funds’ units through Myrra. Tokens are issued on a 1:1 basis, with each token representing a unit of either fund. This ensures the digital tokens function exactly like traditional fund units, while prioritising regulatory compliance, legal parity with existing unit holders, and operational integrity.

The reveal took place at the Blockchain Summit 2026, co-organised by Credit Saison and Pacific Meta as part of Japan Fintech Week.

By tokenising its Malaysian Ringgit money market funds using trusted Stellar blockchain infrastructure, Kenanga Group is bringing its money market products directly to a broader segment of Malaysian investors, enabling the purchase or selling of tokens directly on Myrra’s web portal.

“The launch of Malaysia’s first tokenised money market funds on the new Myrra platform represents a major step forward in our Group-wide commitment to driving digital innovation across the Malaysian capital markets,” said Datuk Chay Wai Leong, Group Managing Director of Kenanga Group. “By deploying on the Stellar network, we are able to contribute to the development of a digital public infrastructure that aligns with Malaysia’s vision of becoming a regional centre for blockchain-enabled finance.”

“The implementation of tokenisation is a strategic initiative to evolve our existing distribution and operational processes and capabilities through the operational efficiencies offered by Distributed Ledge Technology,” said Datuk Wira Ismitz Matthew De Alwis, Chief Executive Officer and Executive Director of Kenanga Investors. “We believe this will work towards driving investor participation without compromising regulatory standards and transparency.”

Operating for more than a decade, Stellar is one of the earliest blockchains designed specifically to support payments, asset issuance, and financial products in a compliance-forward and transparent manner. It hosts Franklin Templeton’s Benji token, a tokenised U.S. Treasury money market fund primarily used by institutional users for on-chain settlement and peer-to-peer transfers. Stellar also powers MoneyGram’s large-scale cash-to-crypto on/off-ramp across 170 countries using USDC and supports the United Nations High Commissioner for Refugees (“UNHCR“) in distributing USDC-based aid that refugees can redeem even without bank accounts.

“Tokenisation drives real-world utility and access when it is built on infrastructure that institutions and regulators trust,” said Jose Fernandez da Ponte, President and Chief Growth Officer at the Stellar Development Foundation. “Stellar was designed from the outset to support regulated financial products, increase access and provide the rails for enterprise-grade assets to move securely. This deployment by Kenanga Group is a prime example of how digital public infrastructure is scaling on Stellar making financial services more accessible, efficient, and inclusive for everyone across the globe.”

Myrra represents a milestone in addressing a tokenised asset opportunity in Malaysia, estimated at US$43 billion by 2030. It builds upon recent efforts by the Securities Commission Malaysia to advance tokenised capital market products within a framework that balances innovation with investor protection. By applying blockchain and Distributed Ledger Technology to familiar financial products, Kenanga Group is taking a pragmatic approach to financial innovation and inclusion while positioning Malaysian investors for a global transition toward faster settlement and enhanced transparency.

The KMMF aims to provide investors with a regular income stream while maintaining capital stability by investing entirely in money market instruments, debentures, and deposits. Meanwhile, the KIMMF offers similar benefits aligned with Shariah principle. Both Funds cater to investors who want stable, short-term returns with minimal volatility.

For more information about Myrra, please visit myrra.my.Hashtag: #KenangaGroup #Myrra #Tokenisation#BlockchainFinance #FinTech

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

Kenanga Investment Bank Berhad (197301002193 (15678-H))

Established for over 50 years, Kenanga Investment Bank Berhad (“Kenanga” or “The Group”) is a leading financial group in Malaysia, offering a wide range of services, including equity broking, investment banking, treasury, Islamic banking, listed derivatives, investment management, wealth management, structured lending, and trade financing. The Group’s digital innovations include the launch of KDi GO, a wealth-centric app, along with Kenanga Digital Investing, an A.I. robo-advisor, and game-changing products such as Rakuten Trade, Malaysia’s first fully digital stockbroking platform developed through a joint venture with Japan’s Rakuten Securities, Inc. This digital expansion also extends to the digital assets space through the Group’s investment in Kinetic DAX Sdn Bhd (formerly known as Tokenize Technology (M) Sdn Bhd).

Kenanga has garnered multiple industry accolades, including top honours at the Bursa Excellence Awards, Asia Asset Management’s Best of the Best Awards, and The Morningstar Awards, recognition for its sustainability leadership at The Edge Malaysia ESG Awards and the Euromoney Awards for Excellence, and further acknowledgements for its corporate governance and sustainability excellence at the National Corporate Governance and Sustainability Awards. As one of the highest scoring constituents of the FTSE4Good Bursa Malaysia Index and a Participant of the United Nations Global Compact, the Group continues to drive collaboration, innovation, and sustainability in the financial industry.

Disclaimer: The Replacement Master Prospectus (including all supplemental and ancillary documents thereto) and the Product Highlight Sheet (“PHS”), have been registered and/or lodged with the Securities Commission Malaysia (“SC”), who takes no responsibility for its contents and related advertisement or marketing materials, does not indicate that the SC has recommended or endorsed the product/service. The material has not been reviewed by the SC. Investors have the right to request for a copy of the RMP, PHS and other relevant product disclosure documents which are available at our office, at any authorised distributors and our corporate website before making investment decisions. If you are in doubt when considering the investment or any of the information provided, you are advised to consult a professional adviser. A Fund’s track record does not guarantee its future performance. Kenanga Investors Berhad is committed to prevent conflict of interest between its various businesses and activities and between its clients/director/shareholders and employees by having in place procedures and measures for identifying and properly managing any apparent, potential and perceived conflict of interest by making disclosures to Clients, where appropriate. Kenanga Investors Berhad 199501024358 (353563-P).

OpenAI’s chief executive Sam Altman delivered a candid message to students at the Indian Institute of Technology Delhi, telling them that conventional career guidance may be of limited value as artificial intelligence reshapes the world of work. Speaking at an interactive session in Dogra Hall, Altman said that younger generations will have to trust their own instincts and adapt to fast-changing technological landscapes rather than relying on established rules or advice from older generations. His remarks underscored a broader debate about how work, education and ambition will evolve alongside accelerating AI developments.

Addressing a packed audience, Altman said that the “biggest mistake young people make” is listening too closely to traditional wisdom on careers passed down by their elders. He acknowledged that even he did not claim to have a firm grasp on the pace of change, urging students to cultivate independent judgment and flexibility instead. “For a predictor of what the world is going to be like going forward, I don’t think you should trust me for having good intuition of the rate of change,” he said, emphasising that those entering the workforce must be prepared to navigate uncertainty and disruption.

Altman’s comments reflected a growing consensus among technology leaders that the job market and the nature of work are undergoing fundamental transformation as generative AI and automation systems become more capable. Traditional professions that once seemed secure are being rethought, while new categories of employment linked to AI development, oversight and ethical deployment are emerging. Altman’s view was echoed elsewhere at global forums where he and other AI leaders have stressed the need for adaptability, lifelong learning and creative problem-solving.

During the session at the institute, Altman clarified that while parents and mentors remain important for personal values, their career advice – rooted in past paradigms – may not offer reliable direction amid rapid technological shifts. He said young people must develop what he called “agency,” a capacity to shape their own paths, learn from failure and recalibrate as conditions evolve. “Young people always figure this out best,” he told the students, highlighting the creative energy he sees in younger cohorts.

Altman also acknowledged that the rise of artificial intelligence will entail changes in employment structures, with some roles becoming obsolete even as new opportunities are created. He stressed that preparing for the future will require calculated risk-taking and an openness to reinventing career plans rather than adhering to criteria like stability and predictability alone. His advice resonated with students grappling with how to position themselves in a world where AI tools are becoming deeply integrated into industries from healthcare to finance.

Reactions to Altman’s remarks have been varied. Some students and observers praised his emphasis on independent thought and adaptability, seeing it as realistic guidance for navigating disruption. Others questioned whether the message might undermine confidence in tried-and-tested pathways into professions such as engineering, medicine and law that have long been valued for stability and societal contribution. This tension illustrates the broader uncertainty about how best to prepare for a future shaped by rapid technological evolution.

Altman’s visit to the institute took place against the backdrop of major international discussions about the role of artificial intelligence in economic and social life. In New Delhi last month, global tech leaders and policymakers gathered for a major AI summit focused on collaboration, governance and responsible innovation. Altman’s remarks at IIT Delhi dovetail with themes emerging from those dialogues, where experts have called for societies to rethink education systems, regulatory frameworks and workforce strategies to accommodate profound shifts driven by AI capabilities.

His message to students also reflects a generational contrast in attitudes towards technology and opportunity. Younger people, he suggested, have an inherent advantage when it comes to understanding and experimenting with emerging tools and platforms. As AI becomes more pervasive, Altman said, those who can integrate machine intelligence with human creativity and judgement will be best positioned to thrive, even as older models of career guidance lose relevance.

SINGAPORE – Media OutReach Newswire – 24 February 2026 – In the wake of Budget 2026 and Prime Minister Lawrence Wong’s announcement of a National AI Council to accelerate mission-driven artificial intelligence deployment, EtonHouse International Education Group has collaborated with OpenAI to roll out ChatGPT Edu across its global education network, establishing a secure, enterprise-grade AI workspace designed to strengthen governance, operational excellence and institutional capability.

The implementation spans the Group’s schools and education brands, including EBridge Pre-School, an Anchor Operator, extending AI integration beyond classroom experimentation into enterprise-wide infrastructure supporting operations, marketing and admissions, finance, human resources, school administration and technology development.

While education was not named among the initial priority sectors identified under Singapore’s national AI strategy, EtonHouse views schools as foundational to building long-term AI capability and literacy across society.

Governance-led AI deployment

The rollout has been structured around enterprise governance principles. Access is managed through role-based access controls, single sign-on authentication and automated provisioning, ensuring that AI tools and information remain aligned to defined job responsibilities and permission boundaries.

ChatGPT Edu operates within a centrally managed internal workspace governed by consistent policies across the Group. External sharing and third-party integrations are enabled only where explicitly approved and aligned with business requirements, reinforcing a secure and compliant AI environment.

This governance-first approach reflects a deliberate shift from isolated experimentation to structured, scalable adoption.

From classroom innovation to enterprise infrastructure

EtonHouse previously developed Lumina, its proprietary AI-powered lesson planning platform. The deployment of ChatGPT Edu represents the next phase of integration, extending advanced artificial intelligence capabilities into enterprise functions.

Within the secure workspace, teams can upload documents for structured analysis, generate comparative reports, conduct scenario modelling and retrieve institutional knowledge more efficiently. Technology teams are also leveraging Codex, OpenAI’s agentic coding tool, to enhance development workflows, supporting code drafting, review and testing while maintaining human oversight and established engineering standards.

The Group is concurrently developing internal AI assistants and structured workflows within defined governance parameters to streamline routine processes and standardise how knowledge is accessed and applied across departments.

Augmentation, not replacement

EtonHouse emphasises that artificial intelligence is being implemented as an augmentation layer rather than a substitute for professional judgement.

“Artificial intelligence is not a shortcut or a replacement technology. It is a learning infrastructure,” said Mr Ng Yi-Xian, Group CEO of EtonHouse International Education Group. “We are developing tools that help students learn more confidently, support teachers to plan and differentiate more effectively, and equip HQ teams to serve schools faster and with higher quality. AI should amplify good practice, not replace it, so we are building the governance and capability to deploy it responsibly at scale.”

The rollout will be supported by structured staff training alongside OpenAI experts clear usage guidelines and ongoing oversight to ensure transparency, responsible usage and alignment with internal policies and regulatory obligations.

“As Singapore advances its national AI ambitions, many institutions are working to bridge the gap between rapidly advancing AI technologies and their ability to deploy them effectively and responsibly. EtonHouse’s rollout of ChatGPT Edu shows how forward-thinking education organisations can translate AI into practical, trusted enterprise-wide systems that empower teams today, while building confidence for the long-term.” added Oliver Jay, Managing Director, International at OpenAI.

Education’s role in Singapore’s AI future

Budget 2026 outlined the formation of a National AI Council to guide coordinated deployment across priority sectors including advanced manufacturing, connectivity, finance and healthcare.

EtonHouse’s implementation reflects how education institutions can apply similar principles of governance, security and enterprise readiness, positioning schools not only as adopters of technology but as contributors to Singapore’s broader AI capability building.

With this move, EtonHouse signals a transition from exploratory AI usage to secure, scalable integration across its global network, reinforcing its commitment to innovation anchored in institutional discipline and responsible deployment.

Hashtag: #ArtificialIntelligence #EnterpriseAI #AIGovernance #AIDeployment #EdTech

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

About EtonHouse International Education Group

In 2015, the EtonHouse Community Fund (ECF) was established, dedicated to enhancing the lives of underserved children and youth through education.

The Eton Academy was launched in 2020, providing English, Maths, and Science academic programmes for Nursery 1 to Primary 6 in centres across the island. Building on this success, The Eton Academy expanded in 2025 with the introduction of Elevate After School Care, offering primary school children a holistic, well-rounded after-school experience that complements their academic development.

EtonHouse International Education Group remains unwavering in its commitment to shaping futures and making a meaningful impact on the world through education.

Tata Group, Tata Consultancy Services and OpenAI unveiled a landmark strategic partnership that aims to redefine the landscape of artificial intelligence deployment across enterprise, infrastructure and workforce development. With a multi-year agreement signed at a major AI summit in New Delhi, the collaboration is centred on building out AI infrastructure in India, rolling out Enterprise ChatGPT to thousands of employees and co-creating industry-tailored AI solutions.

Under the pact, TCS’ HyperVault unit will lead the development of large-scale AI-ready data centres, starting with an initial capacity of about 100 megawatts of power and a roadmap to scale to 1 gigawatt. OpenAI is anticipated to become the first anchor customer for this infrastructure, supporting advanced AI computation and inference workloads within the country.

Central to the partnership is the deployment of Enterprise ChatGPT across Tata Group companies, designed to enhance productivity and accelerate innovation within one of India’s largest conglomerates. Thousands of employees are set to receive access to the enterprise version of the generative AI platform, enabling broader internal adoption of AI tools for knowledge work and decision support.

Beyond productivity tools, the alliance will explore the development of “agentic” AI solutions that combine OpenAI’s cutting-edge models with TCS’ industry knowledge and engineering capabilities. This approach aims to address complex sector-specific challenges across fields such as manufacturing, financial services and healthcare, rather than offering generic AI applications.

OpenAI’s CEO Sam Altman positioned the collaboration as part of a larger initiative to expand the company’s footprint and capabilities in emerging markets like India, where demand for AI services and local data processing is accelerating. He emphasised the need for robust infrastructure and local partnerships to scale AI responsibly and securely.

Tata Sons Chairman N. Chandrasekaran described the partnership as a cornerstone in the group’s wider AI strategy, underscoring its potential to strengthen both domestic capacity and global competitiveness. The agreement aligns with TCS’ ambition to become a leading AI-driven technology services provider on the world stage, building on its existing HyperVault platform and ongoing investments in state-of-the-art data centres.

Financial markets reacted positively to the announcement, with TCS shares rising after the news broke, reflecting investor confidence in the company’s expanded role in AI infrastructure build-out and its position as a strategic partner to global AI developers.

The infrastructure element of the partnership places a strong emphasis on scalability and sustainability. TCS’ HyperVault facilities are designed to support liquid-cooled, high-density data environments that can handle the demanding computational needs of generative AI models, while also integrating with major cloud regions for broader interoperability.

A social impact component is woven into the alliance through plans to collaborate with the OpenAI Foundation to deliver AI training programmes for youth and underserved communities, equipping individuals with skills to engage with emerging technologies responsibly. The initiative aims to develop a pipeline of talent capable of contributing to the wider AI ecosystem.

This partnership comes amid a broader surge in investment and strategic alignments between global AI firms and Indian technology leaders, as the country seeks to position itself as a competitive hub for innovation and data infrastructure. Industry observers note that similar efforts by other major tech players to localise AI capabilities reflect a global trend towards data residency, regulatory compliance and sovereign control over critical AI workloads.

Critics caution that the rapid expansion of AI infrastructure must be balanced with robust governance frameworks to address concerns around data security, ethical use and labour market disruption. Analysts argue that while the partnership promises substantial gains in efficiency and capability, clear policies and oversight mechanisms will be crucial to ensure equitable benefits across society.

Battery swapping allows drivers to exchange a depleted battery for a fully charged one in a matter of minutes at automated stations. Proponents argue that the process reduces waiting times, eases pressure on charging grids and addresses consumer concerns over driving range. The single-day tally reflects the rapid build-out of swapping infrastructure, particularly in urban clusters where electric vehicle adoption has surged.

Nio, one of the most prominent advocates of the model, has invested heavily in automated swap stations capable of completing a battery exchange in roughly three to five minutes. The company has deployed thousands of such stations nationwide, positioning the service as a core part of its premium brand offering. CATL, the world’s largest electric vehicle battery manufacturer, has also entered the segment, unveiling standardised battery packs and modular swap solutions aimed at broader industry adoption.

The record comes as authorities continue to encourage innovation in electric mobility as part of wider decarbonisation efforts. China remains the world’s largest market for electric vehicles, accounting for more than half of global sales. According to industry data, new energy vehicles — which include battery-electric and plug-in hybrid models — have steadily expanded their share of total car sales, supported by policy incentives, local government backing and a dense manufacturing ecosystem.

Supporters of battery swapping argue that the model can complement fast-charging networks rather than replace them. While high-powered chargers have improved, recharging times can still extend beyond 20 minutes depending on capacity and grid availability. Swapping offers a predictable and shorter turnaround, which fleet operators such as ride-hailing and logistics companies view as critical to maintaining vehicle utilisation rates.

Industry analysts note that standardisation has historically been a barrier to wider adoption. Different vehicle platforms often require unique battery configurations, complicating interoperability. CATL has sought to address this by promoting unified battery specifications that could be shared across brands. If widely adopted, such standardisation could lower infrastructure costs and accelerate rollout beyond premium segments.

Nio has expanded partnerships with other manufacturers to open its swapping network to additional vehicle models. The company has also integrated digital systems to allow drivers to locate stations, reserve slots and monitor battery health. Executives argue that separating vehicle ownership from battery ownership — through subscription-style battery leasing — reduces upfront purchase prices and mitigates concerns over long-term battery degradation.

However, sceptics question whether the economics can be sustained at scale. Building and maintaining automated swap stations requires substantial capital expenditure. Each site houses multiple battery packs, robotic handling systems and grid connections capable of recharging stored units. Critics argue that fast-charging networks, which rely on increasingly powerful chargers, may offer a more straightforward path to expansion without the need for physical battery inventories.

Grid management is another factor shaping the debate. Swapping stations can recharge batteries during off-peak hours and potentially provide energy storage services to the grid. By smoothing demand, operators may reduce strain during peak periods. Analysts suggest that such integration could become more valuable as renewable energy capacity grows and grid balancing becomes more complex.

Beyond domestic deployment, Chinese firms have signalled ambitions to export swapping technology. Pilot projects have been announced in parts of Europe and Asia, though regulatory frameworks and consumer preferences vary widely. In markets where home charging is common and long-distance travel patterns differ, adoption may face distinct challenges. Even so, global interest in reducing charging bottlenecks has prompted automakers and policymakers to monitor developments closely.

Competition within China’s electric vehicle market remains intense. Dozens of manufacturers are vying for market share amid price competition and rapid technological upgrades. Infrastructure innovation has become a key differentiator. Companies capable of offering integrated ecosystems — spanning vehicle, battery, software and energy services — are viewed as better positioned to secure customer loyalty in a crowded field.

The 146,000-swap benchmark illustrates how quickly usage volumes can scale once infrastructure density reaches critical mass. Urban corridors linking major economic centres have seen particularly high utilisation rates, with drivers opting for swaps during peak commuting hours. Fleet operators report that predictable turnaround times improve route planning and asset productivity.