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The financing is a key milestone for TW1 Empyrion Digital’s strategy of developing high-quality digital infrastructure across Asia’s key markets.

Located in Neihu, Taipei, TW1 is a carrier-neutral colocation facility designed to meet Taiwan’s growing demand for reliable, scalable and well-connected digital infrastructure. The facility will offer colocation solutions to enterprise, cloud and digital infrastructure customers with the capacity and connectivity to support AI deployment alongside their evolving compute needs.

Teruo Iwamoto, Chief Financial Officer of Empyrion Digital, said:

“Closing this financing is another important step in our growth in Taiwan. It reflects the strong fundamentals of TW1 and our financing partner’s confidence in the project and Taiwan’s broader digital infrastructure market. We thank E.Sun Bank, our advisers and all our partners for their support throughout the financing process.”

E.Sun Bank, said:

E.Sun Bank is pleased to support Empyrion Digital in the financing of TW1. As AI, cloud computing and digital services continue to grow, resilient and high-quality digital infrastructure is becoming increasingly important to Taiwan’s digital economy. E.Sun Bank is committed to leveraging its financial expertise to support quality infrastructure projects with long-term development potential. We look forward to building a strong partnership with Empyrion Digital as TW1 progresses.”

The financing underpins the continued development of TW1 as Empyrion Digital advances its data centre portfolio across Asia. The company remains focused on delivering strategically located, high-quality colocation infrastructure to meet the region’s growing demand for AI, cloud, connectivity and data-intensive applications.

Empyrion Digital thanks E.Sun Bank, its advisers and the wider project team for their contributions to the successful completion of this financing.

Hashtag: #EmpyrionDigital

https://empyriondigital.com/
https://www.linkedin.com/company/empyrion-digital/

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

About Empyrion Digital

Empyrion Digital is a next-generation digital infrastructure platform committed to sustainable practices and operational excellence. Green-by-design, we develop and operate scalable, carrier-neutral AI-capable data centres for hyperscale and enterprise customers across Asia.

Headquartered in Singapore, Empyrion Digital is a portfolio company of Seraya Partners, a leading Asia infrastructure fund with USD 2.7 billion of assets under management.

For more information, visit www.empyriondigital.com.

Arjavi Indraneesh Iraq’s proposal for a joint security council bringing Saudi Arabia and Iran into a formal mechanism is more than another attempt at regional mediation. It reflects Baghdad’s growing conviction that diplomatic contact between the two powers, while valuable, is no longer sufficient to prevent security crises from spilling across borders. National Security Adviser […]

The article Iraq tests new security formula for Saudi-Iran rivalry appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The facility, launched on August 18, expands the company’s Korea region only about 14 months after its second data centre began operating. Alibaba Cloud established its first South Korean data centre in 2022 after entering the market in 2016, reflecting a faster infrastructure build-out as demand for generative AI and enterprise AI agents increases.

The third site adds capacity for computing, storage, networking, databases, security, containers and cloud-native services. It will also support workloads requiring lower latency and stronger disaster-recovery arrangements, while giving customers more options to distribute applications across separate facilities.

Alibaba Cloud has not disclosed the new centre’s power capacity, investment cost, number of graphics processing units or current utilisation rate. The company has indicated that additional computing equipment can be installed as customer demand expands.

Operating three data centres also changes the resilience of Alibaba Cloud’s South Korean infrastructure. With two facilities, disruption at one centre could leave the remaining location handling workloads alone. The addition of a third allows applications to remain distributed between two facilities if another suffers an outage.

The expanded configuration has enabled Alibaba Cloud to raise the service-level availability commitment for its Korea region from 99.95% to 99.99%, strengthening its pitch to companies running business-critical applications and AI services.

Enterprise AI is becoming an increasingly important part of that strategy. Alibaba Cloud is introducing six agentic AI services in South Korea covering development, testing, deployment, operations and cybersecurity. They include AgentRun, STAROps, ACS Agent Sandbox, Agent Security Center, AI Security Guardrails 2.0 and Agentic SOC.

The services are aimed at companies seeking to move AI agents from experimental projects into production environments, where governance, reliability and security become more demanding. Enterprises are increasingly looking beyond access to large language models towards infrastructure capable of operating autonomous or semi-autonomous software agents at scale.

Alibaba Cloud is pairing those services with its broader full-stack AI offering, including infrastructure, development platforms and the Qwen family of AI models. Qwen models have recorded more than 3 billion downloads globally, while developers have created more than 300,000 derivative models based on the family.

South Korean companies are already using parts of Alibaba Cloud’s AI ecosystem. Gwangju-based Gendive has integrated Alibaba models including Wan for video generation and HappyHorse for image generation into its DevDive enterprise automation platform. NAVER Z’s ZEPETO platform also uses Alibaba Cloud infrastructure to support real-time 3D avatar generation and immersive services across Asian markets.

Alibaba Cloud has built local partnerships with companies including Megazone Soft and Team Sparta, seeking to combine its infrastructure with consulting, implementation and industry-specific services. Such alliances are important in a South Korean cloud market where global hyperscalers compete with strong domestic technology groups.

Data sovereignty is another factor shaping cloud investment. Businesses handling sensitive information increasingly want workloads hosted within national borders, particularly as regulators pay greater attention to cybersecurity, resilience and governance surrounding AI systems. Alibaba Cloud says its South Korean infrastructure is designed to comply with applicable local data-protection and cybersecurity requirements.

The Korea expansion forms part of Alibaba’s wider commitment to spend about 380 billion yuan, roughly $53 billion when the programme was announced, on AI and cloud infrastructure over three years. The group has already committed substantial capital to computing capacity, chips and AI development as it attempts to establish cloud services as a larger growth engine.

Alibaba Cloud revenue rose sharply in the April-June quarter of 2026, with cloud and AI-related sales reaching about 48.4 billion yuan and growing 45% from a year earlier. The expansion has come at a cost: Alibaba’s quarterly capital expenditure climbed to nearly 67.7 billion yuan as spending on computing infrastructure and semiconductor components increased.

The company has also expanded cloud infrastructure in France, Japan, Malaysia and Mexico. With the new South Korean facility, Alibaba Cloud says its global network has reached 104 availability zones across 30 regions.

The London-headquartered banking group said it will help qualifying customers integrate HKDAP into financial and commercial operations. Planned applications include money-market fund subscriptions, settlements with asset managers, transfers between entities within the bank’s international network and cross-border payments.

The move gives HKDAP a major banking distribution channel less than two weeks after Anchorpoint began its limited institutional rollout on August 12. The stablecoin, whose name stands for HKD At Par, is designed to maintain a one-to-one value with the Hong Kong dollar and is currently available through a controlled beta programme.

Standard Chartered is the majority shareholder in Anchorpoint, which was established with HKT and Animoca Brands. The venture received one of Hong Kong’s first stablecoin issuer licences in April, alongside HSBC, following the introduction of the territory’s Stablecoins Ordinance in August 2025.

Standard Chartered’s role as distributor is distinct from Anchorpoint’s function as issuer. Under Anchorpoint’s business-to-business-to-consumer model, authorised distributors provide access to the token after conducting customer onboarding and know-your-customer checks. That structure is intended to connect regulated tokenised money with banks, exchanges, asset managers, companies and, eventually, individual users.

Access remains restricted during the beta stage to corporates and professional investors. Anchorpoint aims to broaden availability to retail users as early as the end of 2026, subject to operational and market readiness.

HKDAP currently operates on the Ethereum mainnet. Its reserves are held under a trust arrangement for token holders, with Standard Chartered Trustee acting as trustee. The token does not pay interest and is not positioned as an investment product. Instead, it is designed as digital cash for payments, settlement and movement of funds.

Early activity remains deliberately limited. Anchorpoint disclosed circulation of HK$522,000 and transaction volume of HK$658,160 as of August 19, with reserve assets of about HK$1.62 million. Issuance over the preceding 30 days totalled HK$524,130, while HK$4,170 had been redeemed. The small amounts reflect the controlled institutional testing phase rather than a mass-market launch.

The distribution agreement nevertheless represents an important step towards commercial use. Standard Chartered plans to introduce additional HKDAP applications over the coming month, expanding beyond experiments into transactions that could demonstrate whether regulated stablecoins can reduce settlement times and connect conventional banking infrastructure with blockchain-based markets.

The bank has been accelerating its digital-asset strategy across several areas. It already provides institutional trading in deliverable spot Bitcoin and Ether, has expanded digital-asset custody services and has developed blockchain-based settlement and collateral arrangements. In July, it also launched integrated institutional access to Circle’s USDC minting and redemption infrastructure.

Standard Chartered’s scale could give HKDAP a distribution advantage. The group operates across 55 markets and reported total assets of about $993.4 billion at the end of June 2026, up from roughly $920 billion at the end of 2025. First-half operating income reached a record $11.6 billion, while pre-tax profit rose to $4.8 billion.

Hong Kong’s regulated stablecoin experiment is taking shape cautiously. The monetary authority has imposed capital, reserve-management, redemption, governance, anti-money-laundering and risk-management requirements on licensed issuers, seeking to distinguish supervised fiat-backed tokens from the less regulated stablecoins that dominate global cryptocurrency trading.

HSBC, the other initial licensed issuer, is preparing its own Hong Kong dollar stablecoin for launch during the second half of 2026. The entrance of two globally significant banks places Hong Kong among the jurisdictions attempting to develop regulated alternatives to dollar-denominated tokens such as USDT and USDC, which account for the overwhelming majority of global stablecoin activity.

HKDAP’s first commercial targets centre on areas where settlement speed can offer measurable benefits. Tokenised investment products can potentially be subscribed to and redeemed using programmable money without waiting for traditional banking hours. Cross-border corporate transactions and intragroup treasury transfers could similarly move continuously while maintaining a direct link to regulated fiat reserves.

From a Vietnamese barbershop to an international network of more than 130 locations

In the global men’s grooming industry, building an international brand requires barbershop chains to solve a fundamental challenge: How can they standardize services, train staff, maintain a consistent customer experience and scale their model without losing their identity?

This is the formula behind many of the world’s leading names in the hair and grooming industry, including Great Clips, Supercuts, Sport Clips Haircuts, TONI&GUY, QB House and Jawed Habib Hair & Beauty. These brands have transformed a service industry traditionally dependent on individual craftsmanship into scalable business systems.

East West Barbershop (Dong Tay Barbershop) is pursuing a similar path. Founded in Vietnam in 2018, the company has grown into a network of more than 130 locations, with over 1,000 barbers, while gradually expanding into international markets. At this scale, East West operates in a different league from independent barbershops.

The value of a barbershop chain with hundreds of locations lies in its ability to deliver a consistent experience across the entire network. This is also why East West Barbershop (Dong Tay Barbershop) has been ranked among the Top 10 large-scale grooming brands in the world.

But as it prepares to enter the U.S. market, the key question is whether this model can be successfully transferred and operated in a completely different market.

Beyond the haircut: When a barbershop becomes an experience

East West Barbershop (Dong Tay Barbershop) seeks to differentiate itself by developing an “Experiential Barbershop” concept, combining grooming with relaxation and entertainment.

From the moment customers walk through the door, they are greeted by a space filled with greenery, along with relaxation areas featuring pool tables, chess, a piano, a bar and bookshelves. The chain, which caters exclusively to men and boys, also features car-themed barber chairs and dedicated play areas for its younger customers.

Its services extend well beyond a haircut, including hair washing, ear cleaning, massage, hair restoration treatments, perming, coloring, nail care, shoe cleaning and phone sanitization.

East West Barbershop (Dong Tay Barbershop) aims to change the way customers perceive a barbershop. Rather than simply purchasing a grooming service, customers can take time to relax, look after themselves or bring their children along to a space designed around the overall experience.

As consumers increasingly value the overall experience alongside service quality, this approach reflects the changing dynamics of the men’s grooming market.

The United States: East West Barbershop’s next major test

The United States is no random choice. It represents the next step in East West Barbershop (Dong Tay Barbershop)’s international strategy, building on a business model that has already been tested in Vietnam and several overseas markets.

The U.S. is home to many major barbershop and salon brands and is one of the world’s most mature markets for franchising in the service sector.

Great Clips is a prime example. With thousands of salons across the United States and Canada, the brand demonstrates the scale a haircut business can achieve when its model is standardized and successfully replicated.

Supercuts, Sport Clips and many other chains have likewise spent years building strong brand recognition and extensive customer networks.

Against this backdrop, the Vietnamese brand must answer a fundamental question: Why would American consumers choose a brand from Vietnam over names they already know and recognize?

East West Barbershop (Dong Tay Barbershop)’s answer is not simply to compete on price. Its goal is to “export” a business model that combines customer experience, workforce training, operating standards and franchising.

This requires the company to turn its operational experience into a transferable system while addressing the many differences between Vietnam and the United States.

East West Barbershop (Dong Tay Barbershop) identifies barber training, skills standardization and the ability to adapt to a new environment as key foundations of this process. International expansion also creates opportunities for Vietnamese barbers to gain exposure to international working environments.

East West Barbershop (Dong Tay Barbershop) has also linked its development with social initiatives, including free vocational training for young people, mobile haircut programs offering free services, and contributions to charitable activities. These efforts contribute to a distinctive brand story: a service business seeking to develop its brand, its profession and its community at the same time.

After nearly a decade of establishment and development, East West Barbershop (Dong Tay Barbershop) is gradually proving that a business model built in Vietnam can be standardized, franchised, and compete on the same playing field as the major players in the global hair industry.

If successful in the U.S., East West Barbershop (Dong Tay Barbershop)’s story will go beyond being a Top 10 brand or a network of more than 130 locations. It will be the story of how a Vietnamese service business transformed capabilities built at home into a model capable of reaching the global stage.

Hashtag: #EastWestBarbershop #Dongtaybarbershop

https://dongtaybarbershop.com

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

East West Barbershop Vietnam Joint Stock Company

Autonomous AI Attack-and-Defence Demonstrates Next-Generation Cybersecurity Talent and Advance Regional Digital Security Talent Development

HONG KONG SAR – Media OutReach Newswire – 23 August 2026 – The AI x Cybersecurity Challenge, jointly organised by the Digital Policy Office of the Hong Kong Special Administrative Region Government, the Chinese Academy of Cyberspace Studies, the Hong Kong Cybersecurity Professional Association, and China Mobile Hong Kong Company Limited, and co-organised by Hong Kong Cyberport Management Company Limited, the Cyber Security and Technology Crime Bureau of the Hong Kong Police Force, the Hong Kong Productivity Council, Venustech Group Inc., and Hong Kong Cloud Peak Technology Co., Limited, held the Finals today.

Following a 12-hour online qualifying round, a total of 40 teams advanced to the Final Competition, including 20 teams from the Chinese Mainland, 18 from Hong Kong, and two from overseas regions. The Challenge adopts an innovative AI-Driven Dual (AID) competition format, in which artificial intelligence (AI) executes the competition and enables autonomous defence by AI agents. Teams of up to three members showcase their capabilities in leveraging AI technologies for automated vulnerability discovery and exploitation, competing for total prize money of HK$180,000.

The event brings together representatives from Government, industry, academia and research organisations to witness the latest developments in AI-powered cybersecurity innovation. Officiating guests at the Opening Ceremony included Professor SUN Dong, JP, Secretary for Innovation, Technology and Industry, Mr LI Shuguang, Director-General of the General Office of the Liaison Office of the Central People’s Government in the HKSAR, Mr WANG Jiang, Director-General of the Chinese Academy of Cyberspace Studies, Mr Daniel CHEUNG, JP, Acting Commissioner for Digital Policy, Mr WANG Minwei, Deputy Director of the Cyberspace Administration of Guangdong Province, Dr Rocky CHENG, JP, President of the Hong Kong Cybersecurity Professional Association, and Ms SHI Xiaoping, Director and Chief Executive Officer of China Mobile Hong Kong Company Limited.

In his opening remarks, the Secretary for Innovation, Technology and Industry, Professor Sun Dong, said that AI is reshaping every aspect of people’s life at a breathtaking speed. He noted that although innovation may at times bring new threats, these same technologies can also spur defensive capabilities. As such, the Government champions an “AI versus AI” strategy, leveraging AI to forge the strongest shields to effectively manage risks associated with the use of AI.

Professor Sun added that the Government is continuously strengthening related policies, guidelines and ethical frameworks, as well as conducting regular cyber-attack-and-defence drills to better prepare for cybersecurity readiness. Through multi-pronged efforts, the Government hopes to guide society to apply AI responsibly, foster a healthy ecosystem, and strengthen city-wide resilience in face of cyber attacks.

Addressing AI-Era Cybersecurity Challenges Through Talent Development

The rapid advancement of AI is reshaping the global cybersecurity landscape. AI has evolved from a supporting tool for security analysis and threat monitoring into a technology capable of autonomously constructing attack chains and bypassing existing defence mechanisms. This has significantly lowered the technical barriers to cyberattacks, making sophisticated attack techniques more automated and accessible. Threat actors can leverage AI for intelligent vulnerability discovery, automated penetration testing, and even the creation of highly convincing deepfake content, enabling stealthier and more persistent cyberattacks.

As emerging threats such as model security risks, data poisoning, model theft, phishing attacks, supply chain vulnerabilities and automated exploitation continue to evolve, the demand for interdisciplinary talent with expertise in both AI and cybersecurity is becoming increasingly urgent. In response, the organisers aim to promote the practical application of AI technologies through this hands-on competition while cultivating a new generation of cybersecurity professionals equipped with cross-disciplinary expertise.

AI-Driven Attack-and-Defence Competition Platform

Unlike traditional Capture the Flag (CTF) competitions, this year’s Challenge adopts an innovative AI-Driven (AID) competition format. Participating teams leverage AI-powered automated systems to analyse the competition environment provided by the organisers, identify vulnerabilities and exploit them. The automated capabilities of the AI agents include information gathering, vulnerability discovery and flag submission. The competition environment incorporates both vulnerabilities found in real-world scenarios and simulated zero-day vulnerabilities that may exist in software systems.

The challenge design draws on concepts from international cybersecurity competitions and incorporates practical operating scenarios as well as simulated zero-day attack-and-defence environments, testing participants’ ability to apply AI technologies to real-world cybersecurity challenges. The Challenge aims to enhance participants’ practical attack-and-defence experience and innovation capabilities, promote the research and application of AI security technologies, and nurture a new generation of cybersecurity talent equipped with both strategic vision and practical expertise. Through these efforts, the competition seeks to strengthen capabilities in addressing AI-driven cyber threats.

Government, Industry, Academia and Research Communities Join Forces to Advance AI Security

This year’s Challenge brings together stakeholders from government, industry and research institutions to drive innovation in AI security technologies, strengthen cybersecurity capabilities and cultivate future talent.

Mr Wang Jiang, Director-General of the Chinese Academy of Cyberspace Studies, said, “AI technologies are reshaping the global cyber attack-and-defence landscape. While they lower the barriers to cyberattacks, they also drive the evolution of security protection from reactive response to proactive and intelligent defence. In this technological contest, using technology to counter technology has become an inevitable trend. By focusing on practical AI attack-and-defence capabilities, this competition aims to identify emerging talent and contribute to building a more trustworthy and intelligent cyberspace.”

Ms Shi Xiaoping, Director and Chief Executive Officer of China Mobile Hong Kong Company Limited, said, “As one of the organisers of this competition, China Mobile Hong Kong has devoted substantial resources to building an innovative AI attack-and-defence competition platform. Through continuous technology investment and ecosystem development, we actively fulfil our corporate social responsibility while showcasing Hong Kong’s innovation and leadership in AI cybersecurity to the world.”

Dr Rocky CHENG, JP, President of the Hong Kong Cybersecurity Professional Association, concluded, “AI-driven cyberattacks and agentic AI-related risks have emerged as some of the most significant cybersecurity threats today. Against this backdrop, cultivating interdisciplinary talent with expertise in AI system design, development and practical attack-and-defence capabilities has become an important pillar in strengthening Hong Kong’s overall cyber resilience.”

The Awards Presentation Ceremony will be held in late September 2026 during the China Cybersecurity Week to recognise teams that have demonstrated outstanding performance in the competition. The organisers encourage enterprises and organisations to continuously strengthen their cybersecurity governance, regularly review information system risks, enhance data protection measures and improve cyber incident response capabilities. Young talents are also encouraged to pursue opportunities in artificial intelligence and cybersecurity, developing their expertise through training, professional certifications and hands-on competitions. Members of the public and organisations may also make use of the cybersecurity information, training programmes and support services provided by the Hong Kong Computer Emergency Response Team Coordination Centre (HKCERT) and other relevant organisations, helping to foster a safer, more secure and trustworthy digital ecosystem.

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

About Hong Kong Computer Emergency Response Team Coordination Centre

Managed by the Hong Kong Productivity Council (HKPC), Hong Kong Computer Emergency Response Team Coordination Centre (HKCERT) is the centre for coordination of computer security incident response for local enterprises and Internet Users. Its missions are to facilitate information disseminating, provide advices on preventive measures against security threats and to promote information security awareness.

HKCERT collaborates with local bodies to collect and disseminate information, and coordinate response actions. HKCERT is also a member of the Forum of Incident Response and Security Teams (FIRST) and the Asia Pacific Computer Emergency Response Team (APCERT). We exchange information with other CERTs and act as a point of contact on cross-border security incidents.

About the Hong Kong Productivity Council

The Hong Kong Productivity Council (HKPC) is a statutory body established in 1967, dedicated to enhancing the productivity and competitiveness of Hong Kong enterprises through world-class applied R&D, innovative technology services, and integrated manufacturing solutions. As a market-oriented, international R&D organisation, HKPC leverages its deep expertise and extensive industry experience in key areas such as AI, advanced manufacturing, life and health technology, green technology and new energy to drive new industrialisation and support the growth of emerging and future industries.

HKPC focuses on addressing businesses challenges and industrial technology needs, promoting the full integration between technological and industrial innovation. Through technology transfer, product innovation, intellectual property protection and commercialisation of R&D outcomes, the Council fosters collaboration with the local business community as well as top global R&D institutions, delivering added value to industries and advancing the development of new productive forces. HKPC’s world-class R&D achievements have been widely recognised over the years, winning an array of local and overseas accolades, reinforcing Hong Kong’s role as an international innovation and technology centre and a smart city.

To help enterprises capitalise on Hong Kong’s strengths in international connectivity to expand into global markets, HKPC offers comprehensive overseas expansion services tailored to critical areas including product development, technology, manufacturing, and management, enabling businesses to successfully go global from Hong Kong.

HKPC is also committed to providing timely and practical support to SMEs and startups with timely and practical , assisting them in accessing Government funding programmes. Through its FutureSkills training initiatives, HKPC helps both industry and academia stay ahead in latest digital and STEM technologies, nurturing a future-ready talent pool for Hong Kong.

For more information, please visit HKPC’s website: www.hkpc.org/en.

The new facility at Meenakshi Eco Park strengthens Hyderabad’s position within TDCX’s international delivery network and makes the country its fourth-largest operations base. The expansion is aimed at supporting global technology and digital economy clients requiring customer experience, sales, digital support and technology-enabled services.

The campus was formally opened on August 20 by TDCX founder and chief executive Laurent Junique, alongside Group chief information officer and executive vice-president Byron Fernandez and country director Ananth Premkumar.

The move marks a substantial expansion from TDCX’s initial entry into the market in 2022, when it established a 45,000 sq ft operation at Skyview 20 in Hyderabad’s technology corridor. That facility was designed both as a customer experience delivery centre and a digital innovation hub, with the company initially targeting specialists in software development and emerging technologies.

TDCX said the expansion reflects strong demand for services delivered from Hyderabad and the availability of skilled employees across technology, sales and customer operations. Its local business has developed from a relatively small start-up operation into a significant delivery centre serving international accounts.

The company’s growth also points to a wider shift in the outsourcing sector. Customer experience providers are increasingly moving beyond conventional voice-based support towards higher-value work covering digital sales, content operations, artificial intelligence-assisted customer service, trust and safety and technical support.

Hyderabad has benefited from that transition because of its established technology ecosystem and large pool of engineering and multilingual talent. Global technology, financial services and digital businesses have expanded operations in the city, while major property transactions during 2026 have underlined continued demand for large technology campuses.

TDCX operates in sectors including technology, e-commerce, digital advertising, financial services, travel, gaming and social media. Its services range from customer acquisition and sales to customer support and online community protection, placing its delivery centres at the intersection of the business process outsourcing and technology services industries.

The company currently operates dozens of locations across Asia-Pacific, Europe and the Americas and has more than 20,000 employees globally. Its network has expanded beyond its traditional Southeast Asian strongholds as clients seek greater geographic diversification and access to specialised talent.

The Hyderabad investment comes as the outsourcing industry adapts to rapid advances in generative artificial intelligence. Automation is increasingly handling routine customer queries, prompting service providers to focus employees on more complicated interactions, sales activity, problem resolution and specialist support.

Rather than eliminating the need for large delivery centres, the shift is changing the skills expected within them. Providers are investing in analytics, automation tools, AI-assisted workflows and employee training while competing for workers capable of managing sophisticated customer interactions.

For TDCX, the scale-up in Hyderabad offers access to a workforce that can support those higher-value functions while maintaining the cost and operating advantages associated with major outsourcing locations. The company has previously identified the city’s technology talent as a factor behind its decision to establish its first operation there.

The new campus also gives TDCX additional capacity as global companies review the resilience of their service networks. Businesses increasingly spread operations across several locations to reduce concentration risks and ensure uninterrupted customer support across different time zones.

That trend has strengthened the position of established technology hubs capable of handling large international accounts. Hyderabad competes with Bengaluru, Chennai, Pune and the National Capital Region for investment from technology companies, global capability centres and business services providers.

TDCX’s expansion is significant because its workforce growth in the country has occurred even as parts of the global technology and outsourcing industries have faced pressure to improve productivity and restrain costs. The company has continued to build capacity in markets where it sees demand for specialised digital customer experience services.

The Meenakshi Eco Park operation will complement the existing Hyderabad facility rather than replace it, giving TDCX a larger local platform from which to support international clients.

The company is also positioning workplace design and employee development as elements of its expansion strategy as competition for skilled customer experience and technology professionals intensifies. Its campuses combine operational delivery areas with training and collaborative spaces intended to support technology-enabled working.

By T Neelakantan Aiyers Despite the tariff shocks unleashed by Donald Trump, Indian exports to the United States have proved remarkably resilient. New trade agreements with Britain, the EU, Oman and New Zealand are giving India more options—but not yet replacing America as its most important export market. There was a moment when Donald Trump’s […]

The article Why America still cannot shake India’s export machine appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

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.

The exchange spread quickly on Chinese social media. For visitors, the character has become more than a photo opportunity: people stop to trade lines, ask questions and play along. Some have traveled specifically to meet the performer.

The small scene reflects a larger change underway in Tonglu, a county in Zhejiang province in eastern China. Long known for its scenery along the Fuchun River, Tonglu is adding performers, interactive storylines, water activities and even unexpected roadside attractions to encourage visitors to take part rather than simply look on.

A cave tour with characters

The “Turtle Immortal” is played by Zhang Yunbin, a 26-year-old opera performer who studied in Russia and speaks English and Russian. His setting is not a conventional theater but a river route winding through limestone caves.

At Chuiyun Tongtian River, Zhang is one of a rotating cast inspired by Journey to the West, the classic Chinese novel. Visitors may encounter Zhu Bajie, also known as Pigsy, as well as the Bull Demon King and Taishang Laojun, a Taoist deity.

More than 120 performers take part in the program. Rather than delivering a fixed show from a stage, they improvise with visitors, pose for photos and pull travelers into short scenes along the route.

The approach is part of what tourism marketers call immersive travel, though the experience is fairly straightforward: visitors are invited to respond, joke back and become part of the moment.

Similar experiments are appearing elsewhere in the county. At Yaolin Wonderland and Yan Ziling Fishing Platform in Tonglu, performers appear among caves, riverbanks and mountain paths as characters drawn from folklore, history and local life. A visit might include a brief role-playing exchange, a story about the site or an encounter that changes the pace of an otherwise standard tour.

The goal is to give visitors a reason to linger.

An aquarium at a highway rest stop

Tonglu’s most unusual tourism experiment may not be in a scenic area at all.

During China’s May Day holiday this year, travelers stopping at the Tonglu service area on the G25 Changchun–Shenzhen Expressway found more than fuel, snacks and restrooms. The rest area featured a large aquarium, mermaid performances and crowds pausing to take photos.

The attraction turned a routine highway break into a destination in its own right. According to figures released by local authorities, the service area received more than 80,000 visitors a day during the holiday.

The idea is to capture some of the spending that would otherwise pass through the county without stopping. A traveler who pulls over for coffee may stay for a show, buy a meal or decide to explore nearby attractions.

County data show that Tonglu received 1.61 million visits during the May Day holiday, up 13.2% from a year earlier.

Tourism revenue reached 958 million yuan, or roughly $132 million, a 12.4% increase, according to authorities.

Those numbers do not prove that a single aquarium or character program drove the growth. But they point to the value Tonglu sees in making travel stops more memorable — and in turning short visits into longer ones.

More ways to spend a summer day

In late July, Tonglu launched a summer tourism campaign “Water Play Kingdom: Tonglu Is Wild.” The branding is aimed at visitors looking for a mix of rafting, family activities, village stays and outdoor recreation.

The county’s tourism offerings now range from river rafting and mountain-stream activities to the family resort, rural walks and evening events. The strategy is less about promoting a single landmark than about creating enough options for visitors to spend a full weekend — or return in another season.

That broader approach matters in a destination with no shortage of natural scenery. Tonglu’s rivers, caves and hills remain the foundation of its appeal. But local planners are increasingly treating those landscapes as settings for activities, stories and encounters rather than as backdrops for a quick stop and a photo.

Making travel easier for overseas visitors

Tonglu is also preparing for more international travelers.

The multilingual “Turtle Immortal” has become a lighthearted symbol of that effort. When the performer chats with overseas visitors in English, Chinese social-media users joke that “the Heavenly Palace has opened an international branch.”

Behind the joke is a more practical effort to improve the visitor experience. Yaolin township in Tonglu has been selected as a provincial pilot area for inbound-tourism innovation, with work underway on multilingual signs, international payment options and other services for overseas guests.

For international visitors, those details can matter as much as the attractions themselves. A cave performance or rafting trip may be memorable, but clear directions, workable payment systems and accessible information determine whether a trip feels easy or frustrating.

The county’s tourism push is still rooted in the things that first drew people there: water, mountains and caves. What is changing is the role of the visitor.

In Tonglu, tourists may still come for the view. But they may also find themselves joking with a cave character, watching mermaids at a highway rest stop or joining an activity that asks them to do more than pose for a photo.

Hashtag: #Tonglu

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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.

Mr Munafò joined Allianz Trade in 2015 as part of the Multinationals team and has spent over a decade shaping the company’s commercial strategy across four regions. Rising through key account management roles spanning MMEA, APAC, and Northern Europe – including his appointment as Regional Account Director for Northern Europe in 2021 – he was named Group Head of Broker Management and Partnerships in 2025, where he was responsible for defining and executing Allianz Trade’s global commercial and distribution strategy and strengthening broker partnerships across multiple regions. Mr Munafò holds an MBA from POLIMI Graduate School of Management (Politecnico di Milano) and a degree in Law from Università Bocconi with a major in Public Sector and Law.

On this appointment, Rodrigo Jimenez, Regional CEO at Allianz Trade in Asia Pacific, says: “Over the past decade, Scott has built extensive experience across various regions, demonstrating a strong track record in growing commercial portfolios, building strategic partnerships, and maintaining exceptional customer retention. His international experience, commercial leadership, and deep understanding of our business make him exceptionally well positioned to lead our China operations. I am confident that, together with the local management team, Scott will successfully drive our growth ambitions and deliver continued success in this important and fast-growing market.”

Mr Munafò remarks: “Allianz Trade has been part of China’s trade story for nearly two decades – built on the strength of our team, our partners, and our customers who have trusted us through every cycle. I am honoured to be entrusted with what so many have built together. My commitment is simple: to keep listening, to keep creating lasting value and to ensure the next chapter sets a new standard.”
Hashtag: #allianztrade #tradecreditinsurance

https://www.allianz-trade.com/en_HK.html
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About Allianz Trade

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Nationwide #AreYourKidneysOK+? initiative expands access to subsidised blood screening, public education, and pharmacist support for 12,550 Malaysians.

KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 19 August 2026 – As chronic conditions such as diabetes, cardiovascular disease and chronic kidney disease continue to affect Malaysians, early detection is becoming increasingly important in reducing complications and improving long-term health outcomes.

These conditions are closely interconnected across the Cardio-Kidney-Metabolic spectrum, meaning that a problem affecting one area of health may also increase the risks to other parts of the body. However, many individuals may not recognise these risks until their condition has progressed or complications have developed.

One such complication is hyperkalemia, a condition characterised by elevated potassium levels in the blood. Hyperkalemia is more common among people living with chronic kidney disease because impaired kidneys may have lower ability to remove excess potassium from the body. As the condition may not always present noticeable warning signs, it remains under-recognised by the public and may lead to serious complications affecting the heart’s rhythm if not appropriately identified and managed.

Recognising the need to strengthen early detection and public awareness across the Cardio-Kidney-Metabolic (CKM) spectrum, Alpro Group, in collaboration with AstraZeneca Malaysia, announced the launch of #AreYourKidneysOK+?, a nationwide awareness campaign dedicated to encourage early detection, promoting kidney health, and raising awareness of hyperkalemia.

This nationwide initiative aims to empower Malaysians to better understand the connection between their heart, kidney and metabolic health, while bringing greater attention to hyperkalemia as an often-overlooked complication associated with chronic kidney disease.

At the heart of the campaign is a subsidised blood screening programme aimed at encouraging more Malaysians to take an earlier and more proactive approach to their health. Eligible individuals will receive subsidy on selected blood test packages, to reduce financial barriers in screening and to support the earlier identification of potential Cardio-Kidney-Metabolic and health risks.

The campaign aims to reach 12,550 individuals across Malaysia, a shared commitment by Alpro Group and AstraZeneca Malaysia to turn public health awareness into meaningful action.

Beyond providing financial support for screening, the campaign creates a more accessible pathway for Malaysians to learn about their potential health risks, undergo appropriate screening and speak to their healthcare professionals about the next steps they may need to undertake.

To extend the campaign’s reach beyond physical pharmacy locations, the initiative is supported by a dedicated digital health education platform containing trusted and easy-to-understand information about hyperkalemia, including its causes, risk factors, possible warning signs and relationship with chronic kidney disease.

The platform serves as a public health resource that Malaysians can access at any time, helping individuals and caregivers better understand hyperkalemia and prepare for more informed conversations with pharmacists, doctors and other healthcare professionals.

Through Alpro Group’s community healthcare network, members of the public will also have greater access to pharmacist support and guidance. Alpro pharmacists can help individuals better understand the importance of screening, recognise relevant risk factors and seek appropriate medical assessment or follow-up when necessary.

“Many chronic health risks develop quietly and may only be discovered after complications have occurred. Through this campaign, we want to make preventive healthcare more accessible by connecting public education, affordable screening and professional healthcare support. By targeting 12,550 Malaysians, we hope to encourage more people to take an earlier and more proactive step towards understanding their heart, kidney and metabolic health,” said Dr. Ng Ming Lee, Medical Director of Alpro Clinic.

“As chronic kidney disease remains a significant public health challenge in Malaysia, this collaboration reflects a shared commitment across the healthcare ecosystem to strengthen public awareness of kidney health and bring health education closer to the public. Through Alpro Group’s nationwide network, we aim to help more Malaysians learn about relevant risk factors and have informed conversations with healthcare professionals to support appropriate assessment and follow-up,” said Dr. Svetlana Yanchuk, Country President, AstraZeneca Malaysia.

Through this collaboration, Alpro Group and AstraZeneca Malaysia reaffirm their shared commitment to advancing preventive healthcare by combining greater public awareness, accessible screening and professional healthcare support.

The campaign also demonstrates the important role that community pharmacies can play in supporting wider public health efforts by providing Malaysians with convenient access to health education, early screening opportunities and trusted professional guidance within their communities.

Members of the public are encouraged to learn more about hyperkalemia by visiting www.alpropharmacy.com/pages/hyperkalemia or by speaking to an Alpro pharmacist.

References
1. KDIGO Controversies Conference. Potassium Homeostasis and Management of Dyskalemia in Kidney Diseases. Kidney International (2020). [kdigo.org]

2. National Kidney Foundation. High Potassium (Hyperkalemia): Causes, Symptoms, and Treatment (updated 2025).
Hashtag: #AlproPharmacy #AlproGroup #AreYourKidneysOK+?

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

About Alpro Group

Founded in 2002, Alpro Group’s ecosystem has grown to include Alpro Pharmacy, Apotek Alpro, Alpro スギ (Sugi) Pharmacy, Alpro Physio, Alpro Clinic, Alpro Baby, Alpro OptiSaver, Alpro Audiology, Alpro Health, and Alpro Foundation. Supported by a team of more than 1,000 healthcare professionals, including doctors, pharmacists, nutritionists, dietitians, physiotherapists, optometrist and many others, Alpro serves over 5 million families in Malaysia and Indonesia through its extensive network of 500 physical outlets.

Alpro Pharmacy is the first and only community pharmacy in the region to offer product liability insurance of MYR 1 million in Malaysia and IDR 3 billion in Indonesia, ensuring the supply of genuine medications and enhancing consumer trust.

With the vision of a healthy and vibrant world, Alpro Group aims to become the No. 1 prescription pharmacy chain in Southeast Asia.

About AstraZeneca

AstraZeneca is a global, science led biopharmaceutical company focused on the discovery, development, and commercialisation of innovative medicines that transform patient outcomes. Headquartered in Cambridge, United Kingdom, the company operates in more than 100 countries and plays a significant role in advancing modern healthcare through research driven innovation and strategic partnerships worldwide.

Guided by its purpose to push the boundaries of science to deliver life changing medicines, AstraZeneca prioritises long term investment in research and development. The company’s global strategy is built on deep scientific expertise, advanced technology platforms, and precision medicine approaches, including biologics, antibody drug conjugates, and data driven drug discovery. These capabilities enable AstraZeneca to address complex diseases and unmet medical needs with increasing accuracy and effectiveness.