News related to
Part

Attendees can visit Booth 1808 at the Hong Kong Convention and Exhibition Centre to explore Cregis’ infrastructure offerings, including its crypto payment engine, self-custody MPC wallet infrastructure, and enterprise-grade self-custody solutions. According to the team, the event represents not just an industry appearance, but an opportunity to observe and contribute to a deeper question: how crypto assets can meaningfully integrate into real financial systems.

Digital Assets Enter Business Operations

Over the past few years, much of the industry conversation has centered on issuance and trading. But as institutional participation accelerates, the focus is shifting toward a more complex challenge: how digital assets are operated in secure, compliant, and efficient ways.

As financial institutions and payment companies begin using on-chain assets in real business workflows, asset management is no longer just about private key security. It becomes a system-level problem involving multi-party coordination, permission design, auditability, and risk governance.

Against this backdrop, Cregis plans to focus on:

• The security and coordination requirements of enterprise asset management in stablecoin and payment use cases
• How permissions, accountability, and auditability should function across multi-team, multi-system operations
• How automation and intelligent systems are redefining the requirements for underlying asset infrastructure

Stablecoins Move to the Center of Financial Infrastructure

Consensus Hong Kong 2026’s agenda reflects a broader industry shift. Compared with previous years, stablecoin-related discussions have expanded significantly, with the focus moving from whether stablecoins are viable to how they scale.

Topics around cross-border payments, settlement efficiency, liquidity movement, and regulatory frameworks are increasingly seen as the connective layer between crypto-native systems and traditional finance. For many industry participants, this marks a transition: crypto assets are no longer viewed primarily as speculative instruments, but as emerging components of financial circulation infrastructure.

The Debate Has Shifted

Disagreements around the future of crypto adoption remain. But the nature of the debate has changed. At Consensus Hong Kong 2026, the discussion is less about whether crypto will be adopted, and more about:

• What form adoption will take
• Whether infrastructure will become invisible to end users
• Who bears systemic risk, and who defines operational rules

In this context, the maturity of infrastructure is emerging as a key determinant of where the industry goes next.

Observing and Participating in an Inflection Point

The industry is transitioning from “exploring possibilities” to “building durable systems.” The evolving themes at Consensus Hong Kong 2026 are a clear signal of that shift.

As stablecoins, digital assets, and intelligent systems move deeper into real financial and commercial environments, the resilience, controllability, and compliance-readiness of infrastructure will determine how far adoption can go. During the event, Cregis will engage with participants across payments, financial institutions, and Web3, while continuing to focus on the evolution of enterprise digital finance infrastructure.

Cregis aims to provide enterprises with end-to-end digital asset management and operational infrastructure. By building security-first, flexible, and compliance-oriented systems, the company seeks to abstract complex onchain operations into standardized solutions that enterprises can easily integrate and manage — helping institutional clients navigate this industry transition with confidence.
Hashtag: #consensus2026 #cregis #Stablecoins

https://www.cregis.com
https://www.linkedin.com/company/cregis
https://x.com/0xCregis

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

About Cregis

Cregis is a global provider of enterprise-grade digital asset infrastructure, delivering secure, scalable, and compliant solutions for institutional clients.

Its core offerings—MPC-based self-custody wallets, Wallet-as-a-Service, and a robust Payment Engine—help exchanges, fintech platforms, and Web3 businesses manage digital assets with confidence.

With over 3,500 businesses served globally, Cregis empowers businesses to accelerate their Web3 transformation and unlock new digital asset opportunities.

3,500 Companies Recognized; Support for Working Caregivers Emerges as New Benchmark for Friendly Workplaces

HONG KONG SAR – Media OutReach Newswire – 22 January 2026 – 22 January 2026 – The Hong Kong Council of Social Service (HKCSS) held the 2024/25 Caring Company Scheme Recognition Ceremony today at the Hong Kong Convention and Exhibition Centre. Mr. Chris SUN Yuk-han, JP, Secretary for Labour and Welfare of the Hong Kong Special Administrative Region, attended as the Guest of Honour. This year, a total of 3,500 caring companies and organisations were recognised.

For the first time, HKCSS released the major findings from the Caring Business Achievements Overview, providing an in-depth look at corporate trends in addressing social issues such as population ageing, workforce challenges, and climate change across four key pillars: Partnership, Social, Economic, and Environmental Sustainability.

Mr. Chris SUN Yuk-han, JP, Secretary for Labour and Welfare of the Hong Kong Special Administrative Region, congratulated the businesses and organizations recognized by the Caring Company Scheme. He emphasized that building a compassionate society requires collaboration with the business community, which plays a vital role alongside government and non-governmental efforts. By prioritizing employee welfare, employers not only uplift families but also drive growth, attract talent, and foster mutual benefits. Mr. SUN called upon the business sector to engage more proactively in this initiative, fostering a collective commitment to building a more caring society for all.

24 Years of Deep-Rooted Partnership: 28% of Collaborations Last 10 Years or More

The Caring Company Scheme has been running for 24 years. The Revd Canon the Hon. Peter Douglas KOON, SBS, JP, Chairman of HKCSS, stated in his speech: “The Scheme underwent a significant revamp recently to localise international sustainability frameworks. Through our inaugural data analysis, we can observe the business sector’s overall performance in tackling challenges like population ageing and climate change. We hope these trends will guide companies to transform a culture of care into concrete business decisions.”

Data indicates that business-social partnerships have built a solid foundation. Over 70% of companies have maintained partnerships with community partners for three years or more, while 28% have sustained collaborations for over a decade, reflecting a commitment to long-term stability in cross-sectoral collaboration.

New Frontier in the Workplace: Support for Working Caregivers Emerges as a Key Focus

Corporate performance in supporting caregivers has become a focal point. Data reveals that over 80% of companiess have popularised flexible work arrangements, and 104 companies received special “Caregiver-Friendly” commendations for their outstanding support measures this year.

Hon Grace CHAN Man-yee, Chief Executive of HKCSS, observed several innovative cases: “Some companies have implemented eight weeks of fully paid adoption leave, five days of leave for only-child caregivers, and even ‘Grandchild Leave’. Others provide patient companion service. Supporting caregivers does not necessarily require massive financial investment; as long as it starts from the employees’ needs, the possibilities for caring business are endless.”

Five Key Recommendations: From “Ad Hoc Actions” to “Policy Integration”

While companies excel in charitable donations and active participation, there is room for improvement in environmental data tracking (currently at approximately 30%) and workplace diversity. Consequently, HKCSS proposes five key recommendations:

1. Deepen Caring Standards: Treat the Caring Company Scheme indicators as operational benchmarks to establish a systematic socially responsible business model.
2. Promote Professional Sharing and Responsible Procurement: Encourage management to join NGO boards as volunteers to provide professional support and integrate NGO products into corporate procurement supply chains.
3. Build Diverse and Inclusive Workplaces: Actively employ disadvantaged groups to tap into new talent pools and implement flexible work to support working caregivers.
4. Sustain Investment in Talent Development: Recognize talent as a driver of economic growth, enhance staff training, and strengthen mental health support.
5. Initiate Data-Driven Management: We recommend that companies immediately start tracking data related to sustainability performance to ensure that social initiatives are measurable and sustainable.

In 2024/25, the Caring Company Scheme received over 4,300 applications. Ultimately, 3,500 companies and organisations were recognised the Caring Company and Caring Organisation logos, comprising large corporations (42%), SMEs (51%), and organisations (7%). HKCSS emphasised that the data release aims to establish a long-term mechanism to guide the business sector in finding room for improvement and addressing future social challenges through collaboration.

Hashtag: #TheHongKongCouncilofSocialService #HKCSS #theCaringCompanyScheme #Caregiver-Friendly

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

By K Raveendran When the Supreme Court of India struck down the electoral bond scheme introduced under the government led by Narendra Modi, it did so on the realisation that the anonymity offered by the bonds, far from curing the malaise of black money, had institutionalised it. But the alternative of electoral trusts that the […]

The article Supreme Court Alternative To Electoral Bonds Turns Out To Be More Vicious appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The Group’s sales for the nine months ended 31 December 2025 were US$2,726 million compared to US$2,730 million for the same period in the previous financial year, a decrease of approximately US$4 million. Exchange rate movements had a favourable impact of US$40 million on the Group’s sales during the period.

Sales of Automotive Products Group (“APG”)

APG’s sales for the nine months ended 31 December 2025 were US$2,301 million, a decrease of US$14 million or 1% compared to the same period in financial year 24/25. Excluding currency effects, APG’s sales decreased by US$49 million or 2%.

The division’s sales changes by region, excluding currency effects, were as follows:

In Asia-Pacific, sales decreased by 6%, driven by pricing adjustments implemented to remain competitive and weaker demand for non-domestic car brands in China, which has historically been a strong market for APG. This was partially offset by growth in sales to domestic car brands. Sales of products for thermal management, steering and closure applications, together with oil pumps decreased, partially offset by increased sales of products for braking, vision and transmission applications.

In Europe, the Middle East and Africa (“EMEA”), sales decreased by 1%. Sales of products for closure, vision and thermal management applications decreased, mitigated by increased sales of oil pumps, powder metal components and other products for transmission applications.

In the Americas, sales increased by 1%. Sales of powder metal components, oil pumps and products for thermal management applications increased, largely offset by decreased sales of products for braking and engine and fuel management applications due to the phasing out of certain programs.

Sales of Industry Products Group (“IPG”)

IPG’s sales for the nine months ended 31 December 2025 were US$425 million, an increase of US$10 million or 2% compared to the same period in the previous financial year. Excluding currency effects, IPG’s sales increased by US$5 million or 1%. The overall performance reflects a mixed regional picture, shaped by varying market and customer dynamics.

The division’s sales changes by region, excluding currency effects, were as follows:

In Asia-Pacific, sales decreased by 1%, primarily due to significant price competition affecting both IPG and some of its customers in certain product segments. Consequently, sales of products for food and beverage, floor care and printer applications decreased. This was largely offset by increased sales for lawn and garden, medical and data centre cooling applications.

In EMEA, sales increased by 6%, driven by a combination of inventory replenishment by certain customers following their consumption of previous inventory surpluses, as well as the launch of new products. This resulted in increased sales of products for lawn and garden, and heating applications and flexible printed circuits. This was partially offset by a decrease in sales of products for beverage applications.

In the Americas, sales decreased by 2% mainly due to the combined effects of reduced demand from certain customers and some programs reaching end of life. This resulted in decreased sales of products for ventilation and surgical applications. This was partially offset by stronger sales of piezo motors and piezo motion subsystems, which benefited from strong demand for high-precision equipment for semiconductor manufacturing and medical drug-dosing systems.

Chairman’s Comments on Sales Performance and Outlook

Commenting on the Group’s sales performance and near-term outlook, Dr. Patrick Shui-Chung Wang, Chairman and Chief Executive, said: “Johnson Electric’s sales for the financial year to date have remained stable, reflecting generally subdued macroeconomic conditions and high levels of uncertainty related to geopolitics and US trade policies. Based on current trading conditions and customer orders, full-year Group sales are expected to be broadly similar to the prior year. In this environment, Johnson Electric remains focused on executing its strategy to deliver long-term value through innovation, operational excellence, and a resilient global supply chain.”

Cautionary Statement

Shareholders and potential investors in the Company are reminded that the information provided in this news release, including information related to the expected outlook for the full year, is based on the Group’s unaudited internal records and management accounts. This information has not been reviewed or audited by the Company’s auditors.

Shareholders and potential investors should exercise caution when dealing or investing in the shares of the Company.

Hashtag: #JohnsonElectric

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

About Johnson Electric Group

The Johnson Electric Group is a global leader in electric motors, actuators, motion subsystems and related electro-mechanical components. It serves a broad range of industries including Automotive, Liquid Cooling, Robotic Joints, Smart Metering, Business Equipment, Ventilation, Home Automation, Large Appliances, Power Tools, Medical Devices and Lawn & Garden Equipment. The Group is headquartered in Hong Kong and employs over 30,000 individuals in over 20 countries worldwide. Johnson Electric Holdings Limited is listed on The Stock Exchange of Hong Kong Limited (Stock Code: 179). For further information, please visit: www.johnsonelectric.com.

The TRUCKAIR solution integrates road and air freight to strike an optimal balance between cost and speed. Following inland pickup in China, the goods are transported via truck to Tashkent, Uzbekistan, where they are transferred via air freight for onward delivery to Istanbul, and thereafter onwards to other European destinations via various modes of transport. While costs may vary from shipment to shipment for this tailor-made solution, customers have reported six-digit figures in savings over the two months of adopting TRUCKAIR multimodal solution over airfreight solution. Additionally, with the TRUCKAIR multimodal service, the total transit time from China to Türkiye is approximately 9 to 11 days, only 4 to 5 days longer than usual transit time of 4 to 7 days by only air freight, making this service a prime choice for companies seeking a reliable and cost-effective solution for high-volume shipments.

“Demand for agile and cost-efficient logistics solutions continues to rise, backed by sustained growth in China–Europe and broader Asia–Europe trade. DHL’s latest market update points to tight capacity and rate increases into Chinese New Year, with a demand peak expected in early February 2026; TRUCKAIR helps customers avoid short term volatility while maintaining predictable lead times. China’s total imports and exports of goods grew 3.6% in the first eleven months of 2025, signaling a steady recovery in trade momentum. The European Union was also China’s second-largest trading partner in 2025, with bilateral trade up 5.4% year-on-year to RMB 5.37 trillion,” said Aditi Rasquinha, CEO of DHL Global Forwarding Greater China. “TRUCKAIR was developed to meet this growing demand for greater flexibility and predictability in cross-border shipments, enabling businesses to control costs without compromising speed.”

Designed for high-volume, general cargo shipments, the TRUCKAIR solution offers customers a cost-effective alternative to traditional air freight while maintaining delivery timelines suitable for retail and other time-sensitive and high-volume industries. Customers may also integrate TRUCKAIR with DHL’s broader portfolio of forwarding services to build customized, end-to-end supply chain solutions.

“The strategic design of the TRUCKAIR route reflects China’s pivotal role as a global trade hub,” Aditi added. “With its vast network, well-developed logistics infrastructure and rapid adoption of smart technologies and automation, the country is uniquely positioned to maintain strong connectivity with international markets. Leveraging these strengths, TRUCKAIR helps businesses to navigate supply chain challenges amid evolving global trade patterns and serves as a gateway for other Asia-Pacific markets to access Europe efficiently.

Hashtag: #DHL

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

DHL – The logistics company for the world

DHL is the leading global brand in the logistics industry. Our DHL divisions offer an unrivalled portfolio of logistics services ranging from national and international parcel delivery, e-commerce shipping and fulfillment solutions, international express, road, air and ocean transport to industrial supply chain management. With approximately 400,000 employees in more than 220 countries and territories worldwide, DHL connects people and businesses securely and reliably, enabling global sustainable trade flows. With specialized solutions for growth markets and industries including technology, life sciences and healthcare, engineering, manufacturing & energy, auto-mobility and retail, DHL is decisively positioned as “The logistics company for the world”.

DHL is part of DHL Group. The Group generated revenues of approximately 84.2 billion euros in 2024. With sustainable business practices and a commitment to society and the environment, the Group makes a positive contribution to the world. DHL Group aims to achieve net-zero emissions logistics by 2050.

Momentum has gathered through a series of policy signals that place safeguards alongside scale. Draft frameworks circulated by NITI Aayog and implementation roadmaps led by Ministry of Electronics and Information Technology have reinforced principles around responsible data use, model transparency and accountability for outcomes, while stopping short of prescribing one-size-fits-all rules that could chill innovation. Officials involved in consultations say the intent is to embed risk controls early—covering bias, explainability and security—rather than bolting them on after systems are deployed.

Enterprise adoption has followed a similar trajectory. Banks, insurers and large manufacturers are prioritising AI programmes that demonstrate near-term productivity gains and compliance readiness, favouring narrowly scoped applications over open-ended generative tools. Executives interviewed across sectors point to fraud detection, demand forecasting and maintenance optimisation as areas where benefits can be quantified and audited. By contrast, unrestricted text and image generation remains subject to tighter internal review, particularly where customer-facing outputs could expose firms to reputational or regulatory risk.

Scepticism has not slowed investment, but it has reshaped it. Venture funding has tilted towards platforms that promise governance controls by default—model cards, audit trails and data lineage—alongside performance. Start-ups building on foundation models increasingly highlight enterprise-grade safeguards as differentiators, responding to procurement teams that now treat ethics and security as commercial requirements rather than public-relations add-ons. Industry analysts note that this shift mirrors global buyer behaviour, but localised rules on data residency and consent amplify its importance.

Public-sector pilots underscore the same pattern. State administrations experimenting with AI for grievance redressal, traffic management and land records have emphasised human oversight and explainability, often keeping decision authority with officials while using algorithms to triage or recommend. Procurement documents reviewed by this publication show explicit clauses on dataset provenance and bias testing, reflecting lessons from earlier digital programmes where opaque automation triggered legal challenges.

At the national level, interoperability with global standards remains a priority. Engagements with multilateral bodies and peer regulators have sought alignment with emerging norms on risk classification and model evaluation, while retaining flexibility for domestic conditions. Officials argue that a principles-based stance will allow rapid adaptation as technology evolves, avoiding the lock-in that can follow prescriptive rules. Critics, however, warn that voluntary compliance may prove uneven without clear enforcement pathways.

Talent development forms another pillar of the blueprint. Universities and skilling platforms are expanding curricula that combine machine learning with ethics, law and product management, aiming to produce practitioners who can translate policy into code. Industry groups say demand is strongest for professionals able to design systems that pass audits and deliver return on investment, rather than purely experimental research. This has influenced hiring, with firms rewarding cross-disciplinary expertise.

Cloud providers and chipmakers are also recalibrating offerings for a market that prizes trust. Secure enclaves, confidential computing and on-premise deployment options are being pitched to enterprises wary of exposing sensitive data. Partnerships between domestic integrators and global technology companies have focused on localisation—language support, regulatory reporting and sector-specific controls—over raw model size.

A shift towards paperless aviation credentials gathered pace as the Directorate General of Civil Aviation rolled out an Electronic Personnel Licence for commercial pilots, marking a structural change in how flight crew qualifications are issued, verified and carried. The initiative covers Airline Transport Pilot Licence holders and is designed to replace physical documents with a secure digital alternative accessible through the eGCA mobile application.

Officials said the Electronic Personnel Licence, or EPL, allows pilots to store and display their credentials on smartphones and tablets, reducing reliance on printed licences that can be lost, damaged or delayed during renewals. The digital licence is issued directly by the aviation regulator after validation of training records, medical certification and flight experience already housed within the eGCA system, which has been the central portal for licensing and examinations for several years.

The move aligns civil aviation oversight with global trends in digital identity management, particularly as airlines and regulators seek faster verification processes. Under the new system, the EPL carries a dynamically generated QR code that can be scanned by airlines, airport authorities and foreign regulators to confirm authenticity in real time. DGCA officials indicated that the licence is tamper-resistant and protected by multi-layer authentication linked to the pilot’s registered credentials.

Paper licences give way to secure digital credentials is how the regulator internally describes the transition, emphasising both operational efficiency and security gains. According to people familiar with the rollout, the digital format also shortens turnaround time for licence issuance and endorsements, which previously depended on manual checks and physical dispatch.

Pilots holding an Airline Transport Pilot Licence are the first group covered, reflecting the operational importance of captains and senior first officers in commercial aviation. DGCA plans to extend the framework to other categories, including Commercial Pilot Licence holders, aircraft maintenance engineers and cabin crew, once the system stabilises and feedback from initial users is assessed.

Airline operators have welcomed the development, noting that licence verification is a routine but critical compliance task. Flight operations departments often need to validate licences at short notice for roster changes, wet leases or overseas operations. A digital licence accessible through an official app reduces administrative friction and supports faster decision-making, particularly for international deployments where foreign authorities seek immediate confirmation of credentials.

The launch comes amid sustained growth in domestic and international air traffic, with fleet expansion and accelerated pilot hiring placing additional pressure on regulatory processes. Training organisations and airlines have repeatedly flagged delays in licence endorsements as a bottleneck, especially during aircraft type transitions. By integrating the EPL with existing digital records, the regulator aims to address those concerns without compromising oversight.

Security has been positioned as a central feature rather than an add-on. The EPL is designed to function both online and offline, allowing pilots to present credentials even in low-connectivity environments, while ensuring that any verification attempt flags expired or suspended privileges. DGCA officials said this feature was essential for remote airfields and international operations where network access may be inconsistent.

The initiative also responds to a broader push by governments and regulators to adopt digital public infrastructure. Within civil aviation, several jurisdictions have begun experimenting with electronic licences and medical certificates, though adoption has been uneven. Industry experts note that interoperability and trust between regulators remain key challenges, as foreign authorities must be confident in the issuing system’s integrity.

From a compliance perspective, the electronic licence does not alter the underlying regulatory requirements. Pilots must continue to meet medical, proficiency and recency standards, and enforcement actions remain unchanged. The EPL is a format change rather than a relaxation of rules, a point DGCA officials have stressed to avoid misinterpretation within the industry.

Training academies and pilot associations have sought clarity on transitional arrangements, particularly for pilots flying internationally. DGCA has indicated that the physical licence will remain valid during a defined transition period, allowing operators and foreign regulators time to familiarise themselves with the digital format. Guidance notes circulated to airlines outline verification procedures and recommend carrying both digital and physical copies during the initial phase.