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Strategic Selection: A Global Education Hub
For students planning to study abroad, choosing a university often means balancing academic reputation with a curriculum that aligns with current industry needs and global trends. Hong Kong’s blend of Eastern and Western cultures, strong academic institutions, and global career pathways makes it a natural draw. Through CUHK’s Scholarship Nomination Programme for Vietnamese students, Dat identified a programme that stood apart. “CUHK quickly became my top and only choice because of its strong reputation, supportive community, and the unique major I was passionate about,” he shared.

Bridging Technical Rigour and Holistic Education
Since joining the Faculty of Engineering, Dat’s academic experience reflects a broader transformation in engineering education. The SEEM curriculum continuously challenges students to think critically and solve complex operational problems. Its unique blend of engineering principles and economic theory equips students to tackle real-world business challenges. Dat has especially valued courses that combine quantitative problem-solving with practical business applications.

Beyond his major, CUHK’s University General Education courses has allowed Dat to explore interdisciplinary fields beyond engineering, reinforcing a holistic perspective that is increasingly valued by global employers.

A Vibrant Campus Environment and Cross-Cultural Connection
Outside the lecture hall, Dat has built a rich university life. He participates in cultural exchange workshops, joins language exchanges with international students, volunteers at campus events, and explores Hong Kong through hiking trips.

One memory stands out in particular: celebrating the Mid-Autumn Festival on campus with close Vietnamese friends. “Sharing these special cultural moments made me feel truly at home and gave me more confidence adapting to university life,” he noted. For Dat, CUHK is defined by the balance of academic rigour and inspiring community.

CUHK’s Systems Engineering and Engineering Management Programme
The SEEM programme prepares graduates to manage complex, data-driven systems across modern industries by integrating engineering technology with management. Key highlights include:

• Specialised Streams: Offers focused specialisation streams in Business Information Systems and Decision Analytics.
• Analytical Toolkit: Trains students in advanced mathematical tools including optimisation, stochastic modelling, and computer simulation.
• Technology at the Core: Infuses core engineering studies with cutting-edge expertise in machine learning, big data analytics, and artificial intelligence.
• Global Career Paths: Equips competitive graduates for prominent positions in asset management, information technology consulting, and e-commerce supply chain management.

For more information about CUHK’s undergraduate programmes, visit https://admission.cuhk.edu.hk/.

Hashtag: #CUHK

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

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.

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.

Over the three-day event, more than 60 distinguished leaders and professionals from the technology, entertainment and creative sectors in Hong Kong, the Chinese Mainland and around the world will discuss how AI, immersive technologies and cutting-edge innovations are reshaping content creation and entertainment experiences. As AI continues to lower the barriers to creation, the content industry is rapidly evolving from content production toward the development of the IP economy. This year’s forum will focus on how AI empowers creators and enterprises to build globally competitive original intellectual properties (IPs), while examining how Cyberport’s AI infrastructure, innovation ecosystem and international network can help transform innovative ideas into commercialised products, brands and globally recognised IPs, further strengthening Hong Kong’s position as a leading digital entertainment and IP innovation hub in Asia.

Dr Rocky Cheng, Chief Executive Officer of Cyberport, said: “Artificial intelligence is reshaping the cultural and creative industries, opening up unprecedented opportunities for creators, businesses and society. DELF 2026 brings together technology, creativity and business to foster cross-sector collaboration, advance original content creation, support IP incubation and accelerate commercial applications. Leveraging its AI infrastructure, industry ecosystem and global partnership network, Cyberport will continue to support innovative enterprises and original IP creators in seizing the opportunities of the AI era and expanding into international markets.”

Today, Cyberport also hosted a special panel discussion titled “From AI Creation to Global IP: New Opportunities for the Entertainment Industry,” bringing together industry experts to explore emerging opportunities in content creation, IP incubation and commercialisation in the age of AI. Moderated by Ir Eric Chan, Chief Public Mission Officer of Cyberport, the discussion featured Mr Frankie Tam, Creative Director of Ultra Instinct Limited; Ms Polly Yeung, Chief Executive Officer of Gudo Inc.; and Ms Louie Cheng, Director of AI Education and OPC Entrepreneurship Incubation at FizzDragon. Panellists agreed that AI is not only significantly enhancing content creation efficiency but is also accelerating the transition of the content industry into the era of the IP economy, creating broader commercial and international development opportunities for Hong Kong’s original IPs.

Ir Eric Chan, Chief Public Mission Officer of Cyberport, said: “AI is unlocking unprecedented creative possibilities and injecting fresh momentum into Hong Kong’s cultural and creative industries. As the industry enters a new phase of transformation, our focus should go beyond encouraging the creation of original content. We must also help promising IP develop long-term value, progressing from creative ideas to practical applications, and from individual works to recognised brands. Cyberport will continue to advance its public mission by connecting technology, creativity, talent and industry resources, empowering more local creators and enterprises to harness AI and turn Hong Kong’s creativity into market-ready outcomes with international potential.”

Over the three days, the forum will feature discussions on a wide range of topics, including AI collaboration, IP ecosystem development, the cultural and creative economy, smart cities, and future living. Speakers and representatives from organisations such as the University of Southern California (USC), The Hong Kong Academy for Performing Arts, TVB Plus, GGWP, Mei Ah Entertainment, and Xi’an XR Film Industry Base will share insights on how AI is driving innovation, commercialisation and globalisation across the creative industries.

In addition, the interactive experience zone will feature four themed areas and more than 35 experiential activities, showcasing diverse digital entertainment and smart living scenarios powered by AI, immersive technologies and other advanced innovations.

The four themed zones include:

• Arts & Culture – featuring the immersive interactive art exhibition Another World: RADIANCE, Cyberport’s original immersive cultural exhibition The Reveries of Ancient Egypt, Hong Kong’s first XR 6D experience Harbour Dreams: Hong Kong XR Adventure, and the complete VR experience Versailles: The Lost Gardens of the Sun King VR experience.
• Digital Entertainment – showcasing innovative projects including Nikopicto’s interactive skateboard experience SkateAway Circus, TVB Music Money Monster System, and the FizzDragon AI Short Drama Creation Platform.
• Smart Living & Business – featuring products such as Genesis One’s 3D & AI Smart Fashion Platform, allowing visitors to experience how technology is transforming everyday life.
• Robotics & Drones – presenting consumer robotics innovations such as combat robots and AI interactive smart vehicles developed by Jin Technology, alongside the “Charting the Future: eVTOL Inaugural Test Flight,” highlighting the latest developments in interactive technology, the low-altitude economy and smart mobility.

To encourage visitors to explore the diverse digital entertainment experiences, DELF 2026 will launch a special “Play-to-Earn” campaign that combines gamification and rewards. Participants can collect stamps by completing designated tasks across the four themed zones and redeem gifts, while those who complete all challenges will have a chance to receive limited-edition merchandise from the Hong Kong original animation IP Another Worlds.

The event will also feature AI interactive workshops under the Cyberport Academy: DELF 2026 – AI Cultural & Creative Micro-Academy, where participants can learn creative skills such as concept art design and video production. In addition, the event will feature a special movie screening programme showcasing a Mars-themed AIGC sci-fi short drama from Singapore, selected works from the 3rd AI-assisted animation production support scheme, and 2nd HKUST AI Film Festival. Complemented by a live performance from popular K-pop band XODIAC and an indoor drone cirque, the programme will deliver an immersive experience that brings together artificial intelligence, digital entertainment and creative technology.

For more information about DELF 2026 and the speaker lineup, please visit: https://delf.cyberport.hk.

Please click HERE to download the high-resolution press photos.

Hashtag: #DELF #Cyberport

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

About Hong Kong Cyberport

Wholly owned by the Hong Kong Special Administrative Region (HKSAR) Government, Cyberport is Hong Kong’s digital tech hub and AI accelerator, with a vision to empower industry digitalisation and intelligent transformation, to promote digital economy and AI development, and to foster Hong Kong to be an international AI, innovation and technology (I&T) hub. Cyberport gathers over 2,400 companies, including 29 listed companies and 10 unicorns. One-third of onsite companies’ founders come from 28 countries and regions, while Cyberport companies have expanded to over 35 global markets.

Cyberport, with Hong Kong’s largest AI Supercomputing Centre and AI Lab as the engine, has been building the AI ecosystem with industry-leading AI companies and over 500 AI and data science start-ups. Through development of tech clusters, namely AI, data science, blockchain and cybersecurity, Cyberport empowers industries across smart city and government, banking and finance, digital entertainment, culture and tourism, healthcare, education and training, property management, construction, transportation and logistics, green environment and more, while hosting Hong Kong’s largest FinTech community. Commissioned by the HKSAR Government, Cyberport has implemented proof-of-concept and sandbox schemes, subsidisation for digital tech adoption, industry tech training and start-up incubation, to drive technology R&D, translation and commercialisation, thus propelling digital transformation and intelligent upgrade across industry and society.

Also as “State-level Scientific and Technological Enterprise Incubator” and Hong Kong’s key incubator, Cyberport supports entrepreneurs with funding and office space, extensive networks of enterprises, investors, technology corporations and professional services for business growth and expansion to Chinese Mainland and overseas markets, all-round facilitation for landing in Hong Kong, talent attraction and cultivation, ready as a launchpad to take start-ups in any stages of development to the next level.

For more information, please visit https://www.cyberport.hk/en.

Azad Mirza Nearly six months into the US-Israel war on Iran, the Strait of Hormuz has become less a shipping lane than a rhetorical battlefield. This week that theatre reached a new pitch: Donald Trump posted an AI-generated map on Truth Social labelling the waterway “NEW US Territory,” insisting the strait is “open and operating” […]

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

HONG KONG SAR – Media OutReach Newswire – 19 August 2026 – Adding travel insurance when booking a flight is a common practice among many Hong Kong travellers. However, the latest test by 10Life’s Research and Data Analytics team found that the same coverage may not always come at the same price.

Using the profile of one Hong Kong adult traveller, 10Life compared airline embedded travel insurance for a 14-day Hong Kong to New York trip across two departure dates and three economy fare classes, covering six scenarios in total. Each scenario involved the same travel insurance plan, coverage level, coverage details and benefit limits. Despite this, premiums ranged from HK$859 to HK$1,153, with the highest quote 34% higher than the lowest.

Table 1: Six quotes for the same travel insurance plan for a 14-day Hong Kong to New York trip, ranked by premium

Note: The premium difference is calculated against the lowest premium among the six tested scenarios, at HK$859. Test conditions: one adult traveller, single return trip, destination New York (John F. Kennedy International Airport), 14-day trip. Test and data update date: 6 August 2026. All amounts are in Hong Kong dollars. Premium amounts and percentages are calculated based on the relevant premiums and rounded to the nearest whole number. Premiums and quotes may change from time to time. Actual prices should be based on the relevant page shown at the time of purchase or booking.

1. Premiums appear to move with airfare, rather than being priced solely by coverage
Across the six tested scenarios, higher airfares were consistently associated with higher add-on travel insurance premiums. 10Life’s analysis found an almost linear relationship between airfare and premium: for every HK$1,000 increase in airfare, the add-on travel insurance premium rose by around HK$22.

Travel insurance premiums should generally be priced according to factors such as trip duration, destination, traveller age and coverage details, as these are the factors that typically determine risk. For the same departure date, destination and trip duration, the likelihood of an accident or medical claim should not increase simply because the airfare is higher.

It is also worth noting that higher fare classes usually offer more flexible change, cancellation or refund arrangements, which could theoretically reduce part of the trip cancellation risk. However, in the test, premiums for higher fare classes increased instead of decreasing. During the booking process, consumers may not easily notice these fluctuations in the travel insurance premium.

2. Other purchase channels did not show similar price fluctuations, with premiums up to 77% lower
10Life also reviewed two travel insurance products in the market offering similar coverage, referred to here as Product A and Product B. The findings showed that, whether purchased directly through an insurer’s website or via an insurance comparison platform, premiums were generally calculated based on trip details, such as destination, trip duration and traveller age. They did not appear to vary according to airfare.

Table 2: Premium comparison across different purchase channels for a 14-day Hong Kong to New York trip

Note: Quotes for products purchased directly through insurer websites and insurance comparison platforms were based on travel insurance products with similar coverage. Product names, quote sources and key benefit limits are set out in the appendix. Test conditions are the same as Table 1. All amounts are in Hong Kong dollars and rounded to the nearest whole number. Coverage scope, benefit limits, claim conditions and exclusions may vary between products. Consumers should read the policy terms carefully before purchasing. Product A refers to MSIG iTravel Go Plan B; Product B refers to HSBC TravelSurance Worldwide Basic Plan. Quotes from the insurance comparison platform were obtained from the 10Life platform.

The airline booking page’s highest quote was HK$1,153, while Product A, which offers similar coverage, was quoted at HK$287 on the insurer’s website and HK$262 through an insurance comparison platform — approximately 75% and 77% lower respectively. Even compared with the airline booking page’s lowest quote of HK$859, Product A was still approximately 67% and 70% lower through the two channels.

Product B showed a similar trend. It was quoted at HK$553 on the insurer’s website and HK$442 through an insurance comparison platform, which were approximately 52% and 62% lower than the airline booking page’s highest quote, and approximately 36% and 49% lower than its lowest quote. Unlike the airline booking page, quotes from insurer websites and comparison platforms did not appear to vary according to airfare, suggesting that the convenience of one-click add-on may come at a higher cost.

3. 10Life view: Convenience should not come at the expense of pricing transparency
Airlines have increasingly separated flight-related charges, with services such as seat selection, baggage and ticket changes priced individually. Consumers can usually understand these differences because the service itself varies.

Dexter Ng, Head of Research and Data Analytics at 10Life, said: “Consumers generally understand why seat selection or baggage fees may differ, because the service itself is different. But if it is the same travel insurance plan, with the same coverage and the same benefit limits, the premium should not rise simply because the airfare is higher. In our test, the same coverage rose from HK$859 to HK$1,153 across different booking scenarios, a difference of nearly HK$300. From a consumer perspective, pricing the same insurance coverage based on airfare is difficult to justify.”

10Life believes that when the same insurance plan is priced differently across fares or booking scenarios without a clear explanation, consumers may find it difficult to judge whether the premium is reasonable. This lack of transparency is unfair to consumers. The key question is simple: should travel insurance premiums be based on the coverage provided, or on the price of the flight ticket?

4. Three travel insurance tips from 10Life

1. Compare other purchase channels before adding travel insurance
   Before confirming a one-click travel insurance add-on, consumers can take 30 seconds to open another tab and check similar products on insurer websites or insurance comparison platforms. Consumers may find plans with similar, or even better, coverage at a lower premium. In 10Life’s test, the premium difference could amount to several hundred Hong Kong dollars.
2. A higher premium does not necessarily mean better coverage
   When choosing a plan, consumers should compare key benefit limits, including medical expenses, trip cancellation, baggage and personal accident coverage. They should also read the claim conditions and exclusions carefully.
3. A higher airfare does not necessarily mean more expensive travel insurance is needed
   Trip cancellation cover is usually subject to a fixed benefit limit, meaning a higher airfare does not automatically result in a higher payout. Consumers should compare the actual benefit limit against their ticket cost, and review exclusions carefully, especially if the trip involves family travel, self-driving, diving, skiing, cruise holidays or other activities that may be subject to specific conditions.

Travellers who are unsure how to choose travel insurance may use the Travel Insurance Recommendation Tool for an initial comparison. By answering a few questions, the system can help match suitable travel insurance products based on destination, trip type and potential risks. Travellers may also use an insurance comparison platform to compare premiums, coverage scope, claim conditions and key terms across different products, helping them understand the coverage clearly before purchasing.

Travel insurance comparison: https://www.10life.com/en/products/travel
Travel insurance recommendation tool: https://www.10life.com/en/products/travel/recommend

About the Study
This test used the profile of one Hong Kong adult traveller and compared the same travel insurance plan recommended on the booking page of the same airline. Using a 14-day Hong Kong to New York trip as an example, the test covered two departure dates and three economy fare classes, resulting in six scenarios in total. All quotes were obtained based on one adult traveller taking a single return trip. 10Life did not test all airlines in the market. The results reflect only the airline, route and scenarios tested. Full data is available from 10Life upon request.

Reference Materials

Appendix 1: Comparison of key travel insurance benefit limits

Note: The above table sets out only the maximum benefit limits for selected key coverage items and does not represent the full coverage of each product. Coverage scope, claim conditions, exclusions, item sub-limits and compensation calculation methods may vary between products. Consumers should read the policy terms carefully before purchasing. Benefits such as travel delay and baggage delay may be subject to delay duration, per-incident limits or specific claim conditions, and may not be directly comparable based solely on the total benefit limit. All amounts are in Hong Kong dollars. The information was compiled based on publicly available product information and test results. Data update date: 6 August 2026. Actual coverage, premiums and final underwriting results should be subject to the information shown on the purchase page, the relevant policy terms and the insurer’s final approval.

Notes

1. Test conditions: one adult traveller, single return journey, destination New York, John F. Kennedy International Airport, with a trip duration of 14 days. The test covered two departure dates and three economy fare classes, resulting in six scenarios in total.
2. Data from the airline booking page test was collected and updated on 6 August 2026. Comparison data for products purchased directly through insurer websites and insurance comparison platforms was also collected on 6 August 2026.
3. Airline travel insurance premiums and plan information were obtained from tests conducted on the airline booking page. The airfare referenced in this release includes fuel surcharges, taxes and other charges.
4. The comparison products purchased directly through insurer websites and insurance comparison platforms. Product A refers to MSIG iTravel Go Plan B; Product B refers to HSBC TravelSurance Worldwide Basic Plan. Quotes from the insurance comparison platform were obtained from the 10Life platform.
5. All amounts are in Hong Kong dollars. Premium amounts and percentages are calculated based on the relevant premiums and rounded to the nearest whole number.
6. The comparison was made based on products with similar coverage. However, coverage scope, benefit limits, claim conditions and exclusions may vary between products. Consumers should read the policy terms carefully before purchasing.
7. The premiums, discounts and quoted prices above may change from time to time and may vary depending on purchase time, purchase channel, trip details and policy terms. Actual prices and final coverage should be subject to the information shown on the purchase and booking pages, the relevant insurer’s published information and final approval.
8. This study was conducted by 10Life’s Research and Data Analytics team.

Hashtag: #10Life

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

About 10Life

10Life is a one-stop insurance comparison platform committed to bringing fair insurance to life. Founded by insurance professionals, 10Life combines technology with a human-centered approach to bring fair products, fair sales and fair claims to Hong Kong.

10Life pioneered insurance product ratings, enabling consumers to compare premiums, coverage scope, key terms and actuarial ratings across different insurance products, and purchase selected plans online according to their needs. The 10Life team also includes insurance advisers who provide professional advice based on customer needs, while independent claims specialists focus on claims support, helping policyholders obtain fair compensation.

10Life’s services cover insurance comparison, purchase and claims support, with the goal of helping consumers “buy right insurance and get fair payout”.

For more information about 10Life, or to compare different types of insurance, please visit: 10life.com

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.