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The Department of Trade and Industry of the Philippines, together with the Foreign, Commonwealth and Development Office, the British Council and the ASEAN Secretariat, convened over 270 leaders, policymakers, creatives, and investors from ASEAN and the United Kingdom in Manila for the ASEAN–UK Creative Economy Symposium 2026, reinforcing the region’s push to harness the creative economy as a key driver of growth, innovation, and cultural identity.

Deputy Secretary-General of ASEAN for ASEAN Economic Community (AEC), Satvinder Singh, said:
“ASEAN is well-positioned to harness the full potential of the creative economy. Six out of eleven ASEAN Member States now rank among the top 70 globally in the WIPO Global Innovation Index’s creative outputs dimension. ASEAN recognises that intangible assets, such as intellectual property, brands, and design as the currencies of modern creative economy. The ideas, expressions, and innovations our creators produce must be protected, valued, and commercialised.”

UK Ambassador to ASEAN, Helen Fazey, said:
“The UK and ASEAN are advancing together through trust, cooperation, and shared priorities. This partnership reflects a strong and growing relationship built on mutual respect and a shared ambition to support sustainable economic growth, innovation, and opportunity across the region. Through initiatives like the ASEAN–UK Advancing Creative Economy programme, we are deepening collaboration, strengthening people-to-people links, and supporting the development of vibrant and resilient creative sectors.”

ASEAN-focused research highlights pathways for growth in the creative economy
New research under the ASEAN–UK Advancing Creative Economy initiative is providing critical insights into the evolution and economic potential of cultural industries across the region.

Arts and Technologies in ASEAN: Interconnected Parts, commissioned by the British Council, examines the fast-growing creative technology landscape across ASEAN. Drawing on more than 60 interviews and case studies, the report explores how artists are using digital tools—from AI to immersive media—while also analysing the regulatory environments shaping innovation. It highlights both the dynamism of the sector and the need for stronger support systems to sustain growth.

Complementing this, the Regional Perception Poll on the ASEAN Creative Economy offers a comprehensive view of how the sector is understood across the region. Based on insights from over 4,000 respondents, including both producers and audiences, the study highlights the interconnected nature of creative ecosystems and the relationships between artists, industries, policymakers, and communities. Its findings underscore the need for tailored, context-specific strategies and stronger regional collaboration to unlock further growth.

Together, these research outputs provide valuable evidence to inform policy, guide investment, and strengthen UK–ASEAN partnerships.Building on this work, a new ASEAN festival research and mapping initiative is underway, expanding earlier studies to provide a more comprehensive understanding of the region’s diverse festival landscape and identify opportunities for future collaboration.

Country Director Indonesia and Director South East Asia, Summer Xia, said:
“Through the ASEAN–UK Advancing Creative Economy initiative, we are investing in the research, skills, and partnerships needed to support long-term growth in the creative sector. The symposium in Manila was an important opportunity to share these resources and ensure they are shaped by and for the region. By working closely with the Foreign, Commonwealth and Development Office and the ASEAN Secretariat, we are helping to build a stronger, more connected creative economy across ASEAN countries.”

Underscoring the broader vision of the initiative, Deputy Secretary-General of ASEAN for ASEAN Socio-Cultural Community (ASCC) San Lwin has reaffirmed, in separate engagements, that the ASEAN-UK Advancing Creative Economy programme maximises the region’s creative potential to fuel socio-economic growth and cultural exchange. He reiterated the shared commitment to leveraging innovation and creativity as key connectors to drive prosperity, deepen cultural unity, advance social equity, and promote sustainable, inclusive development in order to forge an “ASEAN Community of Opportunities for All.”

Learn more at: ASEAN Creative Economy Initiative
Hashtag: #BritishCouncil

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About the British Council

The British Council is the UK’s international culture and education organisation. We support peace and prosperity by building connections, understanding and trust between people in the UK and countries worldwide. We do this through our work in arts and culture, education and the English language. We work with people in over 200 countries and territories. In 2024–25, we reached 600 million people.
www.britishcouncil.org

Jardines embeds sustainability within its value creation strategy and applies a rigorous lens to investment and capital allocation decisions. There are clear sustainability expectations for our diverse portfolio of market‑leading businesses with the aim to build resilience and mitigate emerging risks.

Earlier, Jardines announced its strategic repositioning from owner-operator to an investment company with a focus on sustainable, top-quartile Total Shareholder Return. Jardines is also committed to active portfolio value creation, talent development, world-class governance and sustainability improvements across its portfolio.

In 2025, Jardine Matheson delivered strong progress on its ‘Building Towards 2030’ sustainability strategy:

• Climate action – Decarbonisation remains top priority. 8% decline in scope 1 and 2 emissions from companies on the Decarbonisation and Transition pathway
• Responsible consumption – Improvements in waste reduction, resource efficiency and circularity initiatives. 29% decrease in total waste generated and 95% total waste diverted from landfill
• Social inclusion – Ongoing investments in education, health and livelihoods. US$59m in community investments made
• Governance and transparency – Enhanced sustainability governance and disclosure as Jardines maintains portfolio oversight of sustainability across its portfolio. ESG ratings improvement reflect positive response on sustainability performance _{(S&P: 82nd percentile, ISS ESG: Prime)}

Ben Keswick, Executive Chairman of Jardine Matheson said, “Sustainability is foundational to how we protect and enhance economic value and build long-term resilience across Jardine Matheson – it is an essential value that every business in our portfolio must commit to and that guides the investment decisions we make. We will continue to embed sustainability in our strategy and portfolio management decisions, with a clear focus on decarbonisation, by setting clear commitments, measuring progress against our roadmaps, and applying disciplined governance across our portfolio.”

Decarbonisation is top priority
Contributing to a sustainable, low-carbon future is a strategic priority for Jardines. In 2025, the Group delivered an 8% reduction in total scope 1 and 2 emissions, reflecting steady progress across its diversified portfolio. This was supported by a continued shift away from fossil-fuel energy, with renewable energy accounting for 45% of total energy consumption, alongside an overall reduction in energy use.

Jardines’ decarbonisation approach is structured around two pathways: a Decarbonisation Pathway, and a Transition Pathway for mining and energy businesses.

In 2025, Jardines’ portfolio companies began formal reporting on climate risks and opportunities to their audit committees, following the integration of climate risks into existing ERM processes the prior year. Alongside, Jardines is also integrating sustainability factors into investment due diligence and decision-making, ensuring material sustainability-related aspects of an investment are considered as Jardines continues to unlock value creation for its stakeholders.

Looking forward
Looking ahead, Jardines will continue to embed sustainability as a core value driver across its portfolio by setting clear commitments and prioritising decarbonisation. The Group will continue to strengthen governance and incentives to drive accountability and deliver on scope 1 and 2 emissions reduction pathways.

To access the Sustainability Report 2025, please visit sustainability.jardines.com/2025/ or click here to download the PDF.
Hashtag: #JardineMatheson

https://www.jardines.com
https://www.linkedin.com/company/jardine-matheson/

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

Jardine Matheson

Jardine Matheson (Jardines) is a diversified, Asia-focused investment company. Founded in China in 1832, Jardines creates value for our stakeholders by building lasting, scalable businesses in Asia that produce sustainable returns and market leading services and products.

We ensure highly-qualified boards and leadership teams are in place across the Group, with incentives aligned to driving shareholder value. At the holding company level, we aim for decisive portfolio management built on disciplined capital allocation and strong investment expertise.

At Jardines, we value integrity and long-term partnerships. We ensure global best practice in risk management and governance is embedded across our portfolio, and coupled a strong balance sheet with excellent access to low-cost funding from banks and the capital markets.

Since our founding, Jardines has benefitted from the role of family shareholders who act as long term stewards of our values and commitments – which includes embedding sustainability across our portfolio companies and doing right by our communities for the long term. We are proud to build value for shareholders while also making a positive contribution to the communities we serve.

Jardine Matheson holds interests in Hongkong Land (54.7%), DFI Retail Group (77.5%), Mandarin Oriental (100%), Jardine Pacific (100%), Jardine Cycle & Carriage (JC&C) (85.7%), and Zhongsheng (21.4%). JC&C in turn has a 50.1% shareholding in Astra.

Jardine Matheson Holdings Limited is a listed company with a primary listing on the London Stock Exchange and a secondary listing in Singapore.

www.jardines.com

BANGKOK, THAILAND – Media OutReach Newswire – 8 April 2026 – SC has announced its first major rebrand in 20 years, repositioning the brand as “Beyond Residential”. The company is moving forward with the strategy “Reform to Perform” to rebalance its business portfolio through three business engines, diversifying revenue sources, increasing recurring income, and building new S-curves for future growth. SC has set a total revenue target of THB 25.5 billion for 2026 and aims to achieve a new profit high by 2030.

Mr. Nuttaphong Kunakornwong, Chief Executive Officer of SC Asset Corporation Public Company Limited or SC, said that the fragile global economic environment has prompted the company to proactively adapt over the past two to three years. These efforts include organizational restructuring, financial discipline, expanding joint investment partnerships, and initiating new businesses in line with its risk diversification strategy. The company has gradually reshaped its business structure into a portfolio built around three business engines. These include Engine 1 Residential Property, Engine 2 Recurring Income Property, and Engine 3 New Businesses for a Better Future.

SC is also targeting to increase the profit contribution from Engine 2 and Engine 3 to more than 30 percent in order to drive the company’s overall profit to reach a new high again by 2030, while ensuring that all businesses continue to create value for people and the planet.

In 2026, the company will implement a comprehensive rebrand, including a new logo and refreshed corporate identity, marking its first such transformation in 20 years. The move reinforces SC’s position as “Beyond Residential,” supported by a more flexible and diversified portfolio, enabling the company to engage more effectively with customers, employees, partners, investors, and stakeholders.

2026 Business Targets and Plans

• SC targets total revenue of THB 25.5 billion in 2026, representing 21% growth year-on-year, with a capital expenditure budget of THB 8 billion to drive all three business engines. The Interest-Bearing Debt to Equity ratio (IBD/E) is expected to decline to below 1.2 times.

• Engine 1: Residential Property, targeting sales of THB 27 billion, up approximately 33% from 2025, and transfers of THB 23 billion, with backlog of more than THB 18.5 billion as of end-2025, of which around 40% is expected to be recognized in 2026.

– Low-rise housing: Revitalizing of eight single-detached home series across 17 projects under a concept focused on deeply understanding life needs.
– Condominium: Launch of a new ultra-luxury branded residence and a new riverside project, with a combined value of THB 25.5 billion across two projects.

– Introduction of “GenSCription” (Living Subscription Program by SC), responding to the growing shift toward renting instead of homeownership among younger generations, increasing accessibility and flexibility in housing.

• Engine 2: Recurring Income Property, covering operations across hotels, warehouses, office buildings, and rental apartments in the U.S. The business targets revenue growth of around 70 percent to THB 2 billion.

– Expansion of hospitality portfolio by 450 rooms in key seaside destinations such as Pattaya and Phuket.
– Development of an additional 170,000 square meters of warehouse space in the Bangna–EEC zone.
– Investment in alternative energy businesses to support data center growth under SCX 360.

• Engine 3: New Businesses for a Better Future, covering after-sales services, digital platforms, and health related businesses. The company targets revenue of THB 400 million this year, representing growth of around 60 percent from 2025.

– After-sales services will expand from 150 projects to 260 projects, alongside the launch of LINTON, a concierge service designed for ultra luxury residents.
– SC has allocated an investment budget of THB 1 billion over the next three years to support the growth of this business segment.

• SC also introduced “SC Green Mark,” a green building development standard encompassing environmental performance and residents’ quality of life. The standard will be applied across all engines and projects to ensure sustainable growth aligned with long-term environmental responsibility.

• Sustainable business operations

– The company continues to operate in accordance with international sustainability assessment standards of FTSE Russell.
– SC is advancing its greenhouse gas reduction efforts in line with its five-year target of reducing 100,000 tons of carbon emissions from 2025 to 2030.
– The company is also introducing SC Green Mark, a green building development standard covering environmental performance and residents’ quality of life, which will be applied across all engines and projects.

“Brands are like living things. They survive through evolution, and brands that fail to adapt will eventually become extinct. SC therefore continues to evolve. Rebranding and organizational reform are part of that evolution. A more flexible and diversified business portfolio will enable SC not only to survive but to grow sustainably in the highly volatile and challenging real estate industry, while creating greater value for people more broadly,” Nuttaphong said.
Hashtag: #SC #SCisQuality #SCBusinessDirection2026 #ReformtoPerform

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The announcement signals how sharply competition for AI infrastructure has intensified across Asia. Microsoft said the programme will focus on adding computing capacity inside Japan at a time when governments and corporations are demanding secure, local processing for sensitive workloads. Brad Smith, Microsoft’s vice-chair and president, disclosed the plan during a visit to Tokyo, where the company also set out training and security goals tied to the investment.

Under the plan, Microsoft intends to train one million engineers and developers by 2030, a figure that underlines the labour challenge facing Japan as it tries to scale AI use across the economy. The company is also expanding cybersecurity collaboration with the Japanese government, including work around threat intelligence and cybercrime prevention. Those elements give the package a dual purpose: commercial expansion for Microsoft and strategic support for a country that has made digital resilience and industrial competitiveness central to policy.

The new commitment builds on a smaller programme announced in April 2024, when Microsoft said it would invest $2.9 billion over two years to expand cloud and AI infrastructure in Japan, while also launching wider digital skilling efforts, opening its first Microsoft Research Asia lab in the country and deepening cooperation on cybersecurity. The latest package therefore appears less like a standalone move than the next stage of a longer campaign to lock in market share and policy relevance in one of Asia’s most advanced economies.

Japan offers Microsoft an attractive mix of high-value enterprise customers, a technologically sophisticated manufacturing base and a government that has been openly supportive of industrial uses for generative AI. Tokyo’s policy stance has increasingly favoured the deployment of advanced digital tools to lift productivity, offset labour shortages and bolster economic security. That political environment has made Japan a focal point for global technology groups seeking not just customers, but durable alignment with state priorities on data sovereignty and national resilience.

Market conditions also help explain the scale of the move. Reuters reported that around one-fifth of working-age people in Japan are now using generative AI tools, showing that adoption has advanced but remains well below leading global levels, leaving substantial room for growth. At the same time, labour projections point to a steep shortage of AI and robotics specialists by 2040, raising the stakes for corporate training programmes and local infrastructure investment. For Microsoft, that creates an opening to sell both computing capacity and the wider ecosystem needed to make AI usable at scale.

Partnerships with local players will be central to execution. Microsoft said it would work with firms including SoftBank and Sakura Internet to expand domestic AI computing capacity and provide more secure local access to Azure services. That matters in Japan, where demand from public institutions and regulated industries often hinges on where data is processed and how operational control is shared. Collaboration with established domestic groups may also help Microsoft navigate competitive pressure from rival cloud providers and home-grown digital infrastructure ambitions.