News related to
demand

71 per cent of Asia’s young adults prefer clear planning, with 69 per cent optimistic about their financial future despite prevailing uncertainty

HONG KONG SAR – Media OutReach Newswire – 7 January 2026 – Asia’s young adults are taking a structured approach to managing their finances, according to a new study published by Prudential plc (“Prudential”), the leading Asia and Africa insurer. The research, titled “Financial Mindset of Young Adults in Asia”, finds that more than seven in 10 respondents (71 per cent) choose clear planning over spontaneity, maintaining consistent insurance and investment habits. This pragmatism is coupled with optimism: nearly 70 per cent believe their personal finances will improve in the next five to 10 years.

The study surveyed over 5,300 young adults aged 20-35 across seven Asian markets, including Hong Kong, Indonesia, Malaysia, the Philippines, Singapore, Taiwan, and Thailand, aiming to take a pulse on this dynamic generation’s insurance and investment experiences, preferences, and attitudes.

A Generation of Financial Pragmatists

The majority of Asia’s young adults believe living in uncertainty is now the norm (63 per cent), citing financial security as their top life concern (77 per cent), surpassing family responsibilities (53 per cent), health (52 per cent), career and education (42 per cent). Close to 60 per cent report focusing more on the future over enjoying the present moment.

Amidst this prevailing sense of unpredictability, young Asians maintain a positive personal financial outlook. Sixty-four per cent express confidence that they will have enough money to fund retirement.

In terms of financial management, more than half of young adults (53 per cent) seek a balance of smart investment strategies with freedom to enjoy life. Flexibility remains a defining preference, with 62 per cent of respondents favouring financial solutions that evolve alongside their lives and aspirations, rather than adhering rigidly to one style of saving or investing.

A measured risk profile with a long-term perspective also defines how young adults in Asia approach investment. They are balanced between high-risk investments for higher returns (42 per cent) and safe, low-risk options such as fixed deposits to safeguard savings (40 per cent). Nearly 60 per cent prefer investment instruments designed to be held for an extended period, reflecting an orientation toward sustainable financial growth.

Priscilla Ng, Chief Customer and Wealth Officer at Prudential plc, said: “Prudential is committed to empowering people across all life stages, including young adults, to shape their future, protecting possibilities and nurturing every promise. Today, Asia’s median age is just 32.5 years¹, highlighting a vibrant and youthful population. This generation is redefining how financial management and security is approached, with unique priorities and expectations. Understanding their perspectives helps us tailor solutions that are simple, accessible, and relevant to their needs.”

Digital Ease, Human Expertise

The survey further reveals that young adults in Asia are navigating their insurance and investment journey through a blend of digital convenience and human support. With the prevalence of digital tools, 61 per cent of respondents feel confident researching and selecting products on their own, and 54 per cent are confident managing their portfolio independently.

Yet, human touchpoints remain highly valued: 64 per cent prefer consulting financial advisers for life or health insurance decisions and ongoing support, especially when handling complexities in coverage details (70 per cent) and the claims process (68 per cent). At the same time, digital platforms are favoured for real-time financial management, reflecting a growing demand for hybrid insurance and investment experiences that integrate technology and personal guidance – an approach that strongly resonates with today’s pragmatic young adults.

Millennials and Gen Z are expected to make up about half of Asia-Pacific’s consumers by 2030². For insurers, this means reimagining engagement with this segment through simple, accessible products and innovative, empathetic experiences that blend data, technology, and human understanding, said Ms. Ng.

Explore the detailed findings in the full report.

¹ United Nations’ World Population Prospects 2024
² Eastspring Investment: Asia’s consumer-fuelled growth, September 2025Hashtag: #Prudential

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

About the report

Financial Mindset of Young Adults in Asia is a Prudential commissioned report, delving into the insurance and investment experiences, preferences and attitudes of 5,348 people aged 20-35 in seven Asian markets. through online quantitative survey. The survey was conducted in July-August 2025.

About Prudential plc

Prudential provides life and health insurance and asset management in Greater China, ASEAN, India and Africa. Prudential’s mission is to be the most trusted partner and protector for this generation and generations to come, by providing simple and accessible financial and health solutions. The business has dual primary listings on the Stock Exchange of Hong Kong (HKEX: 2378) and the London Stock Exchange (LSE: PRU). It also has a secondary listing on the Singapore Stock Exchange (SGX: K6S) and a listing on the New York Stock Exchange (NYSE: PUK) in the form of American Depositary Receipts. It is a constituent of the Hang Seng Composite Index and is also included for trading in the Shenzhen-Hong Kong Stock Connect programme and the Shanghai-Hong Kong Stock Connect programme.

Prudential is not affiliated in any manner with Prudential Financial, Inc. a company whose principal place of business is in the United States of America, nor with The Prudential Assurance Company Limited, a subsidiary of M&G plc, a company incorporated in the United Kingdom.

www.prudentialplc.com/

There are no flashy RGB lighting effects here, only a sheet of glass as thin as a cicada’s wing, being repeatedly rolled and unrolled like a tape measure. This is the public debut of Lens Technology’s aerospace-grade UTG (Ultra-Thin Glass) photovoltaic encapsulation solution. This technology marks the official entry of the manufacturing titan—best known as a giant in the Apple supply chain—transferring its precision manufacturing capabilities from consumer electronics to humanity’s next trillion-dollar market: space infrastructure.

As leading global satellite companies begin the mass deployment of third-generation (V3) satellites, the Low Earth Orbit (LEO) internet race is entering a “second half” defined by heavy payloads, long lifespans, and low costs. Lens Technology’s entry aims to untie the knot that has long plagued the aerospace industry: the trade-off between flexibility and durability.

Farewell to the “Plastic Feel”: The Material Battle in Space

At the Lens Technology booth, engineers demonstrated the core contradiction to the audience: Traditional aerospace solar cell covers are either heavy Cerium-doped Glass (CMG) or expensive Fused Silica, typically ranging from 100μm to 500μm in thickness. They are robust, but too heavy and impossible to bend.

To adapt to the massive power demands of next-generation satellites (such as those supporting direct-to-cell services), solar wing designs are rapidly evolving from rigid panels to Roll-Out Solar Arrays (ROSA-like structures). This shift forced designers to temporarily turn to polymer materials like transparent Polyimide (CPI).

“However, polymers have a fatal weakness in space,” explained a Lens Technology on-site technical lead. “The LEO environment is filled with high-energy Atomic Oxygen (AO) and strong UV radiation. Under long-term exposure, polymer molecular chains break, causing the material to yellow, become brittle, and suffer a drastic drop in light transmission. This efficiency decay was tolerable for early satellites with 5-7 year lifespans, but for the new generation of mega-constellations pursuing higher commercial returns, it is unacceptable.”

Lens Technology’s answer is Aerospace-Grade UTG. As an inorganic material, glass possesses innate “immunity” to Atomic Oxygen and UV aging, ensuring high light transmission throughout the satellite’s lifecycle. More importantly, its dense structure provides an effective barrier against water vapor and micrometeoroids, offering physical protection for delicate ultra-thin HJT or future Perovskite batteries.

The 30-Micron “Moat”: A Perfect Match for Next-Gen Satellites

In the demo area, a piece of glass only 30μm-50μm thick is bent to an astonishing radius of R1.5mm. This level of flexibility drew gasps from the audience.

This is exactly the characteristic most coveted by top global satellite companies today. To reduce the cost per launch, next-generation mega-satellites must be stowed with origami-like efficiency inside the rocket fairing. Lens Technology’s UTG solution allows solar wings to be tightly wound like a tape measure during launch, and instantly recover to a flat state upon orbital deployment.

However, making glass thin is the first step; keeping it from shattering during the violent vibration of a rocket launch is the real challenge.

Analysts point out that Lens Technology’s core competitiveness lies in its proprietary chemical strengthening processes and laser/diamond wire cutting technologies. Glass fractures often originate from micro-cracks invisible to the naked eye. Leveraging processes honed on foldable smartphones, Lens has significantly reduced the density of micro-defects on the glass edges and surfaces. This means that even under immense tension and vibration, this “glass skin” remains tough and resilient.

Dimensional Strike: Reshaping Aerospace Costs with “Consumer-Grade” Capacity

If technical specifications are the ticket to entry, then capacity and cost control are Lens Technology’s ultimate weapons.

“The logic of commercial space has changed; it is now the era of industrial mass production,” commented an industry analyst at the scene. Compared to the small-batch, lab-grade customization model of traditional aerospace glass manufacturers, Lens Technology brings the scale of consumer electronics manufacturing.

Facing the grand ambition of global satellite leaders planning to launch tens of thousands of satellites annually, supply chain elasticity is critical. Lens Technology stated that it has the capability to rapidly expand existing pilot lines or flexibly retrofit mass production lines. This potential for “ten-thousand-satellite scale” delivery and yield control can significantly lower the BOM (Bill of Materials) cost per satellite—addressing the most sensitive pain point for commercial space giants today.

Outlook: The New Cornerstone of Next-Gen Space Energy

At CES, Lens Technology also “spoiled” its future technology roadmap.

As Perovskite/Silicon tandem cells are viewed as the mainstream for future satellite power, UTG will serve not just as a cover, but as an encapsulation substrate. Lens Technology revealed it is developing next-generation composite UTG integrated with Anti-Static (ESD) coatings and Selective Radiation coatings, which will not only protect chips from electrostatic discharge damage but also assist in regulating battery temperature.

Although this business currently accounts for a tiny fraction of Lens Technology’s massive revenue and is in a period of intensive validation with global top-tier photovoltaic component manufacturers (Tier 2) and top commercial space clients (Tier 1), its signal significance cannot be ignored.

From smartphone screens to satellite wings, Lens Technology is proving that in the era of scaled expansion for space infrastructure, ground-based industrial giants possessing extreme craftsmanship and mass manufacturing capabilities will be indispensable “pavers” for the interstellar journey.

Hashtag: #LensTechnology

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

By Nitya Chakraborty India’s isolation from Global South on the issue of Trump’s invasion of Venezuela is now complete. Prime Minister Narendra Modi claims himself as the leader of Global South. Both at the SCO summit and BRICS meeting last year, Modi was active in articulating the aspirations and the programmes of the developing and […]

The article Narendra Modi Has Lost His Moral Right To Lead 2026 BRICS Presidency appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Enhancing Efficiency Through Technology, Safeguarding Every Match with Professional Oversight

AI Improves Information Efficiency, Allowing Matching to Focus on Interaction

HONG KONG SAR – Media OutReach Newswire – 6 January 2026 – In the domestic helper matching process, employers face their biggest challenge not at the point of decision, but earlier—when they spend hours comparing one profile after another. In Hong Kong’s fast-paced environment, limited time and an overload of information often make the first step of matching particularly demanding.

Recognising this challenge, Daniel Wong, Managing Director of My Sweet Home Employment Agency, led his team to develop and launch Hong Kong’s first AI-powered domestic helper comparison tool. Designed to reduce the time spent searching and comparing information, the system consolidates multiple helper profiles into a single view and provides preliminary analysis based on household background and job requirements—allowing employers to move more quickly to the most important step: meeting and interacting with the helper in person.

My Sweet Home’s AI-powered domestic helper comparison tool is built on the agency’s own long-established database. The system draws on years of actual matching cases, together with the frontline experience and industry knowledge accumulated by its consultant team. These real-world insights form the foundation of the AI’s training, ensuring that its analysis is informed by practical matching experience rather than abstract data alone.

Daniel emphasises that whether a domestic helper is truly suitable for a family must ultimately be assessed through direct interaction.”AI helps organise information more clearly, but the core of matching still lies in face-to-face interaction,” he said. “That interaction allows both sides to assess whether it’s the right match.”

Technology Improves Efficiency, While Interaction Reveals the Details

While AI streamlines the overall process, technology cannot replace what consultants observe through direct interaction with employers and domestic helpers. Every household differs in background, communication style, and daily routines, just as every helper brings a distinct personality, attitude, and set of values that cannot be captured through a resume alone.Through direct interaction with both sides, consultants gain a clearer sense of whether a match is likely to remain stable over time.

For this reason, even as information technology continues to advance and video interviews become increasingly common, My Sweet Home sends Hong Kong–based consultants to the Philippines each week to conduct in-person interviews. Face-to-face interaction allows consultants to observe a helper’s attitude, behaviour, responsiveness, and emotional stability with greater accuracy. Resumes reflect skills, and videos demonstrate language ability, but qualities such as attitude, patience, responsibility, commitment to family life, and sincerity emerge only through direct human interaction.

Maintaining Balance Between Technology and Professional Matching Standards

As the first employment agency in Hong Kong to introduce an AI-powered domestic helper comparison tool, My Sweet Home leads the industry in technology while maintaining a consistent matching philosophy. This innovation brings together years of matching experience and industry insight from the consultant team, using AI to organise and structure professional knowledge. The training data comes from real frontline matching cases and is applied to internal training, improving knowledge transfer while maintaining consistent professional standards and service quality across the team.

The domestic helper industry will continue to digitalise, but effective matching relies on trust and communication. In an era of rapid technological advancement, Daniel has chosen to lead My Sweet Home along a path that is both modern and rooted in direct human interaction. He believes that while technology can accelerate processes, successful matching depends on professional care and attention.

For employers seeking a more structured way to begin matching, My Sweet Home’s AI-powered domestic helper comparison tool provides a clearer and more efficient starting point.

Hashtag: #MySweetHomeEmploymentAgency #DomesticHelpers #AIHelperComparison #EmploymentAgency

https://www.mysweethome.hk
https://www.facebook.com/MySweetHomeEmploymentAgency
https://www.instagram.com/my.sweet.home.hk

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

My Sweet Home Employment Agency

People familiar with the transaction said the capital injection is structured to provide QXO with flexibility to pursue large-scale deals while maintaining access to public markets. The funding is expected to be deployed alongside existing cash and debt capacity to accelerate consolidation across a fragmented construction materials supply chain that spans roofing, insulation, waterproofing and related products.

QXO, chaired and controlled by Jacobs, was formed to assemble a scaled distribution platform capable of competing with established regional and national players. Jacobs, known for building multibillion-dollar logistics businesses through serial acquisitions, has positioned QXO as a long-term consolidator targeting steady cash flows and pricing power in non-cyclical end markets such as residential repair, maintenance and infrastructure upgrades.

Apollo’s participation signals institutional backing for that strategy at a time when dealmaking in building products is reshaping supply networks in North America. The alternative asset manager has extensive experience in industrial and services investments, and its involvement is expected to reassure lenders and potential sellers as QXO negotiates transactions that could reshape the sector’s competitive landscape.

People briefed on the matter said the investment gives QXO additional firepower to support a transformative purchase announced earlier, while also preserving capacity for follow-on acquisitions. The company has indicated that scale is critical to improving procurement economics, expanding private-label offerings and deploying technology to optimise inventory and logistics across a wide branch network.

Market participants note that building products distribution has drawn sustained private equity interest due to its resilience during economic slowdowns and its exposure to long-term housing and infrastructure demand. While new construction can fluctuate with interest rates, repair and renovation spending tends to be more stable, supporting predictable earnings for distributors with diversified customer bases.

Apollo’s investment arrives amid cautious optimism in credit markets. Financing conditions have improved compared with earlier tightening cycles, though borrowers remain selective and focused on leverage discipline. By bringing in a deep-pocketed sponsor, QXO reduces reliance on debt at a time when acquisition multiples remain elevated for high-quality assets.

Executives close to the company have said QXO aims to balance rapid growth with operational integration, avoiding the pitfalls that can accompany aggressive roll-up strategies. Jacobs has emphasised disciplined capital allocation, standardised systems and experienced management teams as cornerstones of value creation.

The transaction also underscores Apollo’s broader strategy of partnering with founder-led platforms that can compound value through scale rather than short-term financial engineering. The firm has increasingly favoured equity-heavy structures in sectors where operational improvements and market positioning drive returns over extended horizons.

Analysts covering the building products space say the investment could intensify competitive pressure on mid-sized distributors, many of which face succession challenges or capital constraints. For sellers, a well-capitalised buyer with public currency and sponsor backing can offer certainty of execution, a factor that often influences deal outcomes alongside price.

QXO’s shares have reflected heightened investor attention since the company outlined its acquisition plans, with trading volumes increasing as the market digests the implications of a more aggressive growth profile. The Apollo-backed financing is expected to reduce uncertainty around funding while sharpening focus on execution and integration milestones.

The Gulf Cooperation Council has moved closer to a fully integrated regional market with the launch of the first phase of an electronic customs data linkage system, enabling member states to securely exchange customs declaration information in real time. Approved by the Gulf Cooperation Council Customs Union Authority, the initiative marks a structural shift in how goods move across the bloc, replacing fragmented national processes with a shared digital framework.

Under the new system, customs authorities across the six-member bloc can access standardised declaration data as shipments cross borders, reducing repetitive checks and administrative bottlenecks that have long affected intra-GCC trade. Officials involved in the rollout describe the project as foundational to the Customs Union’s original objectives, which include the free movement of goods produced within the bloc and the consistent application of common external tariffs.

Trade flows within the Gulf have expanded steadily alongside diversification efforts that aim to reduce reliance on hydrocarbons. Manufacturing, re-export activity, food security logistics and e-commerce have all increased the volume and complexity of cross-border shipments. The electronic linkage is designed to keep pace with these changes by allowing authorities to verify origin, valuation and compliance details instantly, rather than relying on physical documentation and sequential clearance at each border.

Technically, the system connects national customs platforms through a secure digital interface governed by agreed data standards. Each declaration submitted in one member state becomes visible to others, allowing advance risk assessment and coordinated inspection decisions. This approach is expected to shorten clearance times, lower costs for traders and improve the predictability of supply chains, particularly for time-sensitive goods such as perishables and pharmaceuticals.

Customs officials familiar with the project say the first phase focuses on core declaration data and risk indicators, with future stages expected to expand into areas such as duty settlement, exemptions and post-clearance audits. The phased approach reflects the complexity of aligning legacy systems and legal frameworks across six jurisdictions while maintaining data security and national sovereignty.

For governments, the linkage strengthens oversight and revenue protection by reducing opportunities for misdeclaration or tariff arbitrage between borders. Shared data allows authorities to track consignments throughout their journey in the region, improving enforcement of customs rules and trade remedies. The system also supports broader efforts to combat illicit trade by enhancing visibility over cargo movements and identifying anomalies earlier in the process.

Businesses operating across the Gulf stand to benefit from lower compliance burdens and faster market access. Logistics providers have long argued that differences in documentation requirements and clearance practices add hidden costs to regional trade. A unified digital channel reduces the need for duplicate submissions and manual reconciliations, making it easier for firms to scale operations across multiple markets within the bloc.

The initiative aligns with national digital transformation agendas that place trade facilitation at the centre of economic policy. Several member states have invested heavily in smart ports, automated clearance systems and single-window platforms over the past decade. The customs data linkage builds on this foundation by connecting these national efforts into a regional network, rather than treating borders as isolated endpoints.

From a strategic perspective, the project supports the Gulf’s ambition to position itself as a global logistics and re-export hub linking Asia, Europe and Africa. As international supply chains increasingly depend on data-driven decision-making, regions with interoperable customs systems are better placed to attract investment and high-value trade flows. The ability to offer predictable, transparent and rapid clearance across multiple countries is viewed by policymakers as a competitive advantage.

Economic analysts note that the linkage also enhances resilience by allowing authorities to respond more effectively to disruptions. Shared data enables coordinated responses to surges in demand, rerouting of shipments or regulatory changes, reducing the risk of congestion at individual borders. This coordination has become more important as global trade patterns adjust to geopolitical shifts and evolving production networks.

MiniMax is preparing to price its Hong Kong initial public offering at the top of the marketed range, signalling strong demand for artificial intelligence developers as investors seek exposure to homegrown technology firms with global ambitions, according to people familiar with the transaction.

The Shanghai-based company, best known for its large language models and consumer-facing AI applications, has accelerated its listing timetable amid a surge in interest for Chinese technology firms that are perceived to be less exposed to US trade and regulatory pressures. Bankers involved in the deal say early indications from institutional investors point to robust demand, particularly from Asia-based funds focused on long-term technology themes.

MiniMax, founded in 2021 by former SenseTime and Megvii researchers, has positioned itself as one of the country’s leading independent AI model developers. Its core products include general-purpose foundation models, AI companions and enterprise solutions used across gaming, education and content creation. The firm competes with larger players backed by internet conglomerates while marketing itself as more agile and research-driven.

People familiar with the IPO said the company is targeting a valuation that reflects the premium currently attached to AI-related listings in Hong Kong. While final pricing has not yet been approved, the expectation is that the offer will be set at the upper end of the range to capitalise on strong order books built during early marketing. The shares are expected to begin trading later this year, subject to market conditions and regulatory clearances.

The decision to push for top-range pricing comes as Hong Kong’s equity market shows signs of renewed momentum after a prolonged slowdown. Technology and healthcare deals have drawn increasing attention, supported by policy measures aimed at reviving capital markets and encouraging listings by innovative firms. Fund managers say AI remains one of the few sectors where investors are willing to pay up for growth, despite broader concerns over economic headwinds.

MiniMax’s IPO is also being closely watched as a test case for how investors value Chinese AI companies that operate largely outside the orbit of the country’s major internet platforms. Unlike peers that rely heavily on parent companies for distribution and funding, MiniMax has raised capital from a mix of venture investors and strategic backers, allowing it to retain greater operational independence. That positioning has resonated with some institutional investors seeking exposure to AI innovation without heavy platform risk.

The company has continued to expand its research capabilities, investing heavily in computing infrastructure and talent. Industry analysts note that MiniMax has been among the more visible Chinese developers releasing multilingual models and consumer applications that aim to compete with global offerings. Its emphasis on overseas markets, including Southeast Asia and parts of the Middle East, has helped broaden its revenue base and narrative ahead of the listing.

Still, the firm faces stiff competition. Domestic rivals supported by large technology groups benefit from vast user ecosystems and deep pockets, while international players continue to dominate cutting-edge model development. Pricing the IPO aggressively could raise expectations around execution and financial performance at a time when monetisation of AI remains uneven across the industry.

Market participants say Hong Kong has become a more attractive venue for such listings as regulatory scrutiny on technology firms has stabilised compared with earlier years. The city’s exchange has also updated listing rules to better accommodate companies with heavy research spending and limited near-term profitability, a profile that fits many AI developers.

Bankers involved in the transaction say MiniMax has highlighted its progress in commercialising products, including enterprise contracts and consumer subscriptions, to address investor concerns around sustainability. While the company is not yet profitable, it has signalled a clearer path to revenue growth than at earlier funding rounds, helped by rising demand for customised AI solutions among businesses.

GLAS has carved out a niche as a specialist provider of services that support the lifecycle of debt instruments, from syndicated loans and direct lending to private credit and leveraged finance transactions. Founded in 2011 by Mia Drennan and Brian Carne, the firm oversees administration for a substantial portfolio of assets under management running into the hundreds of billions of dollars and employs over 450 staff across 16 offices worldwide. Drennan is expected to remain at the helm as chief executive, reflecting continuity in leadership amid the change in ownership.

The strategic rationale behind the investment reflects broader shifts in global credit markets. Demand for outsourced loan administration and trustee services has grown as lenders and borrowers navigate increasingly complex financing arrangements and regulatory requirements. Private credit, in particular, has expanded sharply, with non-bank lenders and institutional investors seeking specialist support for documentation, compliance and reporting functions that underpin large, bespoke transactions. GLAS’s suite of services has made it a go-to partner in this space, particularly for institutional clients negotiating intricate debt structures.

Financial terms of the deal disclosed by Oakley indicate its indirect contribution via Fund VI will be up to about £55 million, but wider valuations implied by market coverage suggest a total enterprise value near £1 billion. That figure aligns with expectations from advisers and reflects both GLAS’s established market position and the strategic value investors place on firms that facilitate the expanding private credit ecosystem. Oakley’s purchase follows a period of growth for GLAS under Levine Leichtman’s ownership, during which assets under administration reportedly rose from roughly $120 billion in 2021 to more than $750 billion today, driven by geographic expansion, technology investment and targeted acquisitions.

Oakley Capital’s profile has broadened in recent years as the firm has backed a variety of businesses across sectors including consumer brands, technology and business services. Its backing of GLAS reflects a deliberate push into specialised financial services where structural trends favour outsourced, technology-enhanced solutions. The involvement of La Caisse, a major institutional investor, underscores the appeal of GLAS’s business model to long-term capital allocators seeking exposure to the infrastructure of global credit markets.

Industry analysts have noted the appetite for loan agency services has been underpinned by the proliferation of private credit funds and a resurgence of syndicated lending activity following periods of market volatility. As banks and alternative lenders diversify their portfolios and jurisdictions tighten reporting standards, demand for independent administrators with global reach has grown. GLAS’s deep bench of expertise in handling complex transactions and its geographic footprint are seen as competitive advantages that could support accelerated growth under Oakley’s stewardship.

Executives from both sides have highlighted the strategic fit. Mia Drennan said the partnership with Oakley and La Caisse positions GLAS to expand its offerings and deepen client relationships, building on a track record of innovation in service delivery. Josh Kaufman, partner and head of Europe at Levine Leichtman, expressed pride in the firm’s role in GLAS’s development and confidence in its future trajectory under new ownership. Advisers on the transaction included Deutsche Bank and Robert W. Baird, working with GLAS and Levine Leichtman, reflecting the complexity and market interest in the deal.

The developments will be led by Manrre Developments, a joint venture between GFH and Palmon Group, a seasoned UAE-based industrial conglomerate with over 40 years of institutional experience. This partnership unites proven regional expertise across acquisition, planning and design, development, execution, and operational readiness to deliver exceptional, future-ready warehouses and logistics centres.

Harry Ip, Managing Director of Gaw Capital, said, “We are thrilled to enter UAE’s flourishing industrial and logistics market, supported by strong fundamentals, the surge in structural demand driven by government-led initiatives, and heightened global interest in the logistics and industrial asset class. Leveraging the expertise from GFH Partners, this partnership positions us as one of Asia’s leading forerunners in delivering prime industrial facilities in the UAE, providing investors with exposure to a fundamentally undersupplied market.”

Nael Mustafa, CEO of GFH Partners, commented, “GFH Partners brings on-the-ground specialists, experienced local operators, and a strong track record managing logistics and industrial assets across the GCC. This joint venture allows us to scale that regional expertise even further, capitalizing on the UAE’s robust industrial growth trajectory. Through this partnership with Gaw Capital, we are combining regional insight with global capability to unlock new opportunities in the UAE’s expanding industrial and logistics sector.”

The Platform is being launched at a time of strong macroeconomic momentum, supported by the UAE’s long-term development strategies including the Dubai Industrial Strategy 2030 and the Dubai 2040 Urban Master Plan. Majority of these initiatives are aimed at accelerating industrial diversification, attracting FDI, and expanding logistics infrastructure. The local government offers a list of pro-business regulatory and fiscal policies, including tax exemptions, customs duty exemption, simplified regulations in 40+ free zones, and relaxed foreign ownership limitation, to accelerate logistics demand and investment. Furthermore, the population of the UAE has experienced dramatic growth and is expected to reach 12.2 million by 2030, driven by the long-term residency incentives (e.g. Golden Visa), competitive tax regime, openings of prestigious school campuses for expatriate professional and family relocation.

Demand for logistics and industrial assets remains robust, supported by a persistent supply–demand imbalance. Dubai’s warehouse and logistics occupancy currently exceeds 97%, with rental rates increasing 33% year-on-year. The formation of the Platform will mark Gaw Capital’s first geographic footprint in the logistics sector in the UAE, demonstrating its global network and cross-border expertise in accessing industrial and logistics investments ahead of the curve.

Gaw Capital has established a robust logistics footprint across China, Japan, South Korea, Vietnam and Australia, with investments in 39 projects totalling approximately 3.8 million sqm of GFA. As of Q3 2025, Gaw Capital manages over US$3.4 billion in assets under management in its global logistics portfolio.

Since 2014, the firm has acquired, developed, and managed a substantial portfolio of modern logistics facilities with over 3 million sqm of GFA across China, supported by a team of around 100 professionals through 4 investment vehicles. Leveraging its deep expertise, Gaw Capital has expanded into other APAC markets through strategic partnerships, acquiring high-quality assets in key metropolitan hubs. Recent investments include seven logistics assets in Greater Tokyo (nearly 250,000 sqm GFA), one in Seoul (over 75,000 sqm GFA), two in Vietnam (over 210,000 sqm GFA) and six urban industrial and logistics warehouses in Sydney (over 45,000 sqm GFA). The firm’s in-house teams and operating partners deliver value-added services across the logistics value chain, including development, construction, leasing, and property management.
Hashtag: #GawCapitalPartners #GFHPartners

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

About Gaw Capital Partners

Based in Asia, Gaw Capital Partners is a multi-asset investment management firm focusing on real estate, growth equity, private credit and infrastructure markets globally.

Since its inception in 2005, the firm has raised seven commingled funds targeting Asia Pacific, alongside value-add /opportunistic funds in the U.S., a Pan-Asia Hospitality Fund, a European Hospitality Fund, a Growth Equity Fund and a Credit Fund. It also manages credit strategies and separate account direct investments globally.

Gaw Capital has consistently generated high yields by revitalizing underperforming assets, enhancing value through creative financing solutions and leveraging deep expertise in capital allocation.

Since 2005, the firm has managed US$35.8 billion in assets and raised US$24.4 billion in equity as of Q2 2025.

About GFH Partners Ltd.

GFH Partners Ltd. (“GFH Partners”) is the DIFC-based global asset management subsidiary of GFH Financial Group B.S.C. (“GFH”). Headquartered in Dubai International Financial Centre and regulated by the Dubai Financial Services Authority, GFH Partners is dedicated to real estate investment and asset management across diverse markets. With assets under management exceeding US$7 billion and investments spanning the US, UK, and GCC. GFH Partners focuses on strategic partnerships and innovative real estate solutions, reinforcing its role as a leading player in global asset management.

Aviation in the United Arab Emirates has deepened its role as a strategic pillar of the national economy, with 2025 marking a year of consolidation that underscored the sector’s influence on trade, tourism, logistics and supply chains. Policymakers and industry leaders say the ecosystem’s direct and indirect contribution has reached as much as 18 per cent of gross domestic product, reflecting the scale of activity generated by airlines, airports, maintenance hubs, free zones and aviation-linked services.

Passenger and cargo volumes across the federation continued to trend higher, supported by steady growth in international travel demand and the country’s positioning as a crossroads between Asia, Europe and Africa. Major hubs operated by Dubai Airports and Abu Dhabi Airports handled sustained traffic flows as carriers expanded networks and frequencies. Capacity discipline and targeted route additions allowed operators to absorb higher volumes while maintaining service standards, reinforcing the UAE’s reputation for operational reliability.

Flag carriers remained central to the sector’s momentum. Emirates Airline pressed ahead with fleet renewal and network optimisation, focusing on long-haul markets that underpin connectivity for tourism and business travel. Etihad Airways pursued a parallel strategy centred on profitability and partnerships, aligning growth with demand and strengthening Abu Dhabi’s role as a transfer hub. Together, the airlines’ scale supported ancillary industries ranging from catering and ground handling to training and aviation finance.

Cargo performance remained a defining feature of the year. Dedicated freighter operations and belly-hold capacity benefited from the UAE’s role in high-value, time-sensitive shipments, including pharmaceuticals, perishables and e-commerce. Logistics providers highlighted improved customs processes and digital clearance systems as key enablers, allowing faster turnaround times and reinforcing confidence among multinational shippers. The integration of air cargo with ports and free zones helped sustain supply chains amid ongoing adjustments in global trade patterns.

Governance and regulation were cited by executives as competitive advantages. The General Civil Aviation Authority continued to align oversight with international standards while supporting innovation through performance-based regulation. Industry participants pointed to predictable policy frameworks and coordinated planning between federal and emirate-level authorities as factors that reduced friction for investors and operators.

Sustainability initiatives gathered pace across airlines and airports, reflecting both regulatory expectations and commercial imperatives. Carriers advanced fuel-efficiency programmes through newer aircraft types and operational measures, while airports invested in energy management, waste reduction and water stewardship. Trials involving sustainable aviation fuel expanded through partnerships with energy suppliers and research institutions, positioning the UAE as an early mover in the region’s decarbonisation efforts. While volumes of alternative fuels remain limited, industry leaders argued that early adoption builds expertise and supply-chain readiness.

Technology adoption also shaped the sector’s evolution. Biometric processing, predictive maintenance and data-driven air traffic management systems were rolled out to improve efficiency and resilience. Airports leveraged automation to manage peak flows without proportional increases in staffing, while airlines used analytics to refine scheduling and revenue management. These investments were framed as necessary to accommodate future growth while preserving service quality.

The aviation workforce expanded alongside operations, with training academies and partnerships focusing on pilots, engineers and air traffic specialists. Officials emphasised localisation and skills development as priorities, citing aviation’s role in high-value employment and knowledge transfer. At the same time, competition for specialised talent remained intense, prompting employers to enhance retention and career progression pathways.

Tourism authorities linked aviation capacity directly to visitor inflows, noting that air connectivity underpins hotel occupancy, events and retail activity. Route launches and increased frequencies supported diversification into new source markets, aligning with broader economic strategies aimed at reducing reliance on hydrocarbons. Business travel and exhibitions contributed to premium traffic, reinforcing the UAE’s positioning as a regional commercial hub.