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A draft framework under consideration would expand the role of monitoring agencies, usually SEBI-registered credit rating firms, and give them a stronger channel to flag diversion, delays or non-cooperation in the deployment of funds raised through equity issues. The proposals cover initial public offerings, rights issues, preferential allotments and qualified institutional placements, widening the regulatory lens beyond conventional IPO scrutiny.

Central to the plan is a proposal to lower the threshold for mandatory monitoring of issue proceeds from ₹100 crore to ₹50 crore. That change would bring a larger number of mid-sized fundraisings under independent review, particularly at a time when companies are using public markets not only for expansion but also for debt repayment, acquisitions, working capital and general corporate purposes.

The proposed framework would also require monitoring agencies to report directly to stock exchanges, rather than depend mainly on issuers for the onward dissemination of their findings. This would mark a significant shift in the balance of responsibility, as exchanges would receive a clearer view of whether the stated objects of an issue match actual fund utilisation.

Companies that fail to cooperate with monitoring agencies could face penalties, including fines of ₹50,000 for each violation. The measure is intended to address a weakness in the current structure, where monitoring agencies review deployment but have limited power when issuers delay information, provide incomplete data or fail to explain deviations from stated plans.

SEBI’s initiative comes after a period of heavy fundraising through equity markets, followed by a more cautious phase shaped by global risk aversion, pressure on domestic stocks and foreign portfolio outflows. Large companies and new-age firms have kept IPO plans alive, but several issuers have deferred listings as valuations became harder to defend. The regulator’s draft reflects a view that investor confidence depends not only on disclosure before fundraising but also on verifiable use of proceeds after capital is raised.

Under existing rules, companies raising equity funds must disclose the objects of the issue in offer documents and provide periodic updates on utilisation. Monitoring agencies submit reports on whether the proceeds are being used as promised. These reports are placed before audit committees and submitted to stock exchanges, but the enforcement burden largely remains with the issuer and the regulator.

The proposed changes would make monitoring more active and less dependent on company-led disclosure. Rating firms would be expected to examine bank statements, payment trails, board approvals and project progress more closely. They may also need to identify whether funds have been parked for long periods, shifted to purposes not approved by investors, or routed through related-party arrangements.

For investors, the changes could improve visibility over post-issue conduct, especially in cases where companies raise money for broad purposes and later alter business plans. Fund diversion has long been a concern in equity markets because public shareholders bear the risk when proceeds are used for objectives that differ materially from those advertised during the fundraising process.

For issuers, the proposals may raise compliance costs and increase documentation burdens. Smaller companies crossing the proposed ₹50 crore threshold would have to engage monitoring agencies and respond to periodic queries. Market participants expect some pushback from companies that argue existing audit committee and exchange disclosure requirements already provide sufficient oversight.

The regulatory argument is that tougher monitoring could reduce the gap between promise and performance. When a company raises money to build capacity, buy assets or reduce debt, the market prices the issue partly on those declared plans. If funds are later diverted or left idle without adequate explanation, minority shareholders have limited ability to intervene.

Credit rating agencies would gain a more prominent governance role under the proposed structure. Their task would move beyond checking utilisation statements to becoming a stronger early-warning mechanism for exchanges and investors. That may also bring questions over capacity, liability and conflict management, since the same agencies operate across ratings, surveillance and advisory-linked functions.

SEBI has been refining capital-raising rules across public issues, preferential allotments, rights issues and qualified institutional placements as it seeks to balance ease of fundraising with protection for minority investors. The latest proposal fits into a broader regulatory push to make market access faster while demanding greater transparency after money is raised.

Robert Walters Taiwan’s 15th anniversary report Reveals Structural Shift in the Local Talent Market

• Taiwan’s talent market has officially shifted from an employer-driven to a candidate-driven market, with critical skills increasingly replacing tenure and job titles as the core measure of talent value.
• AI adoption and global supply chain restructuring are accelerating salary polarisation. Professionals in semiconductors and high-tech industries are seeing salary increases of 15–20% when changing jobs, while those with AI, HPC and cross-border supply chain expertise can command increases of up to 30%.
• Career priorities are evolving beyond compensation. 54% of professionals cite learning and development opportunities as a key reason for staying with their current employer.
• By 2030, Gen Z is expected to account for 30–33% of Taiwan’s workforce, making flexibility, work-life balance and transparent workplace culture critical factors in talent attraction and retention.

TAIPEI, TAIWAN – Media OutReach Newswire – 29 May 2026 – Taiwan’s talent market has gradually shifted from an employer-driven to a candidate-driven market through globalisation, digital transformation and pandemic-driven disruption. Meanwhile, the rapid advancement of technology and AI is not only accelerating demand for critical skills, but also reshaping industry structures and redefining the rules of talent competition.

Robert Walters, the world’s most trusted talent solutions business, said in its latest 15th anniversary report, Taiwan’s Talent Market: The New Rules of Competition, that “critical skills” are increasingly replacing tenure and job titles as the primary indicators of talent value and compensation. Particularly as Taiwan’s semiconductor industry strengthens its strategic position within the global technology supply chain, professionals with in-demand capabilities are seeing salary growth significantly outpace the broader market, making salary polarisation an increasingly structural feature of Taiwan’s labour market.

As competition for high-skilled talent intensifies, candidates are placing greater emphasis not only on compensation, but also on Career Value Proposition (CVP), including career development, workplace flexibility and management culture. The report also highlights the rise of a candidate-driven market, where professionals are becoming increasingly selective about what they expect from employers.

In today’s market, growing uncertainty and increasing business complexity are shifting competition away from workforce scale towards the ability to secure critical capabilities and high-value talent. John Winter, Country Manager of Robert Walters Taiwan, noted: “Since entering the Taiwan market in 2011, we have seen talent strategy evolve into a core business strategy. Organisations that can identify critical capabilities early, integrate talent effectively and continuously strengthen organisational resilience will be best positioned for long-term success.”

Global Supply Chain Restructuring Accelerates the Shift Towards a Skills-Based Talent Market and Salary Polarisation

Amid geopolitical uncertainty and ongoing global supply chain restructuring, organisations are increasingly reshaping their structures and global workforce strategies to strengthen resilience and competitiveness. As a result, hiring priorities are shifting away from narrow technical expertise towards cross-functional integration, strategic thinking and problem-solving capabilities. At the same time, talent assessment is moving beyond tenure and job titles, with greater emphasis placed on practical capability, skill scarcity and immediate business impact.

Rapid AI adoption is further accelerating demand for critical skills, driving increasingly concentrated salary growth across the market.

In semiconductor and high-tech industries, professionals changing jobs may see salary increases of 15–20%, while talent with expertise in AI, High-Performance Computing (HPC), Edge Computing and cross-border supply chain management may achieve salary growth of up to 30% reinforcing the growing shift towards a labour market increasingly defined by “skills value”. In contrast, salary growth among execution-focused roles has remained relatively moderate. According to Taiwan’s Directorate-General of Budget, Accounting and Statistics (DGBAS), nearly 70% of employees in 2025 earned below the average salary level — the highest proportion on record — highlighting widening salary polarisation across the labour market.

Candidate-Driven Market Takes Shape:

Career Value Proposition Emerges Alongside Salary as a Key Driver of Employer Attractiveness

The rise of in-demand skills is accelerating Taiwan’s shift towards a candidate-driven labour market, with professionals becoming increasingly selective about what they expect from employers. According to Robert Walters Taiwan’s 15th Anniversary Report, candidates are moving beyond a compensation-led mindset and placing greater emphasis on Career Value Proposition (CVP), including career growth, workplace flexibility and management culture.

As AI adoption and industry transformation continue to reshape the workforce, professionals are placing greater importance on long-term career development and employability. Robert Walters Taiwan’s research found that 54% of professionals view continuous learning and development opportunities as a key reason for staying with their current employer.

Expectations around workplace culture and working models are also evolving. The report shows that beyond salary and benefits (75%), professionals increasingly prioritise flexible working arrangements (36%) and an open, effective management culture (32%) when evaluating employers. Meanwhile, Taiwan’s National Development Council projects that Gen Z will account for approximately 30–33% of the labour force by 2030. As the influence of this generation continues to grow, priorities such as work-life balance, workplace flexibility and transparent organisational culture are becoming defining factors in employer attractiveness.

Reflecting on the findings, John Winter noted: “The rise of a candidate-driven market reflects a broader shift in how professionals evaluate employers. Beyond compensation, talent is increasingly prioritising long-term growth, flexibility and organisational culture. Companies that can provide meaningful career development and adaptability will be better positioned to attract and retain top talent.”

Five Strategies Reshaping Talent Competition:

Building Organisational Resilience Through Critical Capabilities and Skills Value

As geopolitical uncertainty, global supply chain restructuring and rapid AI adoption continue to reshape business environments, organisations are increasingly competing on critical capabilities and organisational resilience rather than scale alone. In this context, talent strategy is no longer a back-office HR function, but a core driver of transformation, competitiveness and long-term business sustainability.

Robert Walters Taiwan’s report identifies five key strategies organisations should focus on to remain competitive in a rapidly evolving market:

1. Shift from workforce expansion to critical capability planning
Hiring success will increasingly depend on the ability to identify and secure high-value talent with in-demand, business-critical skills.

2. Build compensation strategies around skills value
As skills replace tenure as the key measure of talent value, organisations must redesign salary structures and talent evaluation frameworks to remain competitive.

3. Strengthen long-term learning and capability development
AI-driven transformation will require organisations to proactively build reskilling and upskilling cultures to reduce future capability gaps.

4. Redesign workplaces around flexibility and employee experience
Beyond compensation, organisations must strengthen career development, flexibility and workplace culture to attract and retain high-performing talent.

5. Elevate talent strategy to a core business priority
Future talent competition will increasingly shape organisational agility, transformation capability and long-term competitiveness.

Reflecting on the evolving talent landscape, John Winter said: “In the past, talent strategies were largely designed to address immediate hiring needs. Today, the nature of talent strategy has fundamentally changed. Organisations must shift from asking ‘Who do we need now?’ to ‘What capabilities will we need in the future?’ The businesses that can continuously build adaptable talent and resilient organisations will be the ones best positioned for long-term success.”

-END-

About Taiwan’s Talent Market: The New Rules of Competition

Published as Robert Walters Taiwan’s 15th anniversary report, Taiwan’s Talent Market: The New Rules of Competition explores how globalisation, digital transformation, the pandemic, AI adoption and geopolitical uncertainty have structurally reshaped Taiwan’s labour market over the past 15 years.

The report combines Robert Walters Taiwan’s long-term market observations, talent insights and findings from the Salary Survey 2026, covering key sectors including semiconductors, high technology, manufacturing, digital transformation and cross-border operations. It also examines the major workforce trends redefining talent competition, salary structures and employer attractiveness in Taiwan’s evolving labour market.

To access the full report, please visit: https://reurl.cc/9W97bn

Hashtag: #RobertWalters

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

About Robert Walters

Robert Walters is the world’s most trusted talent solutions business. Across the globe, we deliver recruitment, recruitment process outsourcing and advisory services for businesses of all shapes and sizes, opening doors for people with diverse skills, ambitions, and backgrounds. We help organisations find the skills and solutions to reach their goals and assist talented professionals to power their unique potential.

The Taipei office specialises in placing candidates in the following specialities: accounting & finance, electronics & industrial, healthcare, human resources, IT & digital transformation, marketing, manufacturing, sales, semiconductors, software, supply chain, logistics & procurement.

Highlights of FY25/26 Results

HONG KONG SAR – Media OutReach Newswire – 28 May 2026 – Johnson Electric Holdings Limited (“Johnson Electric”), a global leader in electric motors and motion subsystems, today announced its results for the twelve months ended 31 March 2026.

Group sales for the 2025/26 financial year were US$3,650 million, an increase of 0.1% compared to the prior year. Net profit attributable to shareholders decreased by 23% to US$202 million or 21.59 US cents per share on a fully diluted basis. Adjusted net profit, excluding the effects of non-cash foreign exchange rate movements, the impairment of intangible assets, restructuring charges, and adverse fair value movements in investments, declined by 13% to US$234 million.

Sales Performance

The Automotive Products Group (“APG”) achieved sales of US$3,054 million, which amounted to 84% of total Group sales. Excluding currency effects, APG’s sales decreased by 3%.

Global automotive industry production volumes increased slightly over the prior year, but growth remains lacklustre in most markets due to affordability concerns and the challenges faced by OEMs and suppliers in adjusting to geopolitical uncertainty, tariff pressures, and the shifting economics of battery electric vehicles that continue to be shaped by the level of government subsidies available to consumers.

APG’s sales are divided broadly equally across the three major geographic regions of demand, but performance over the past year reflected distinct variations in local market conditions, as well as APG’s own mix of OEM customers and the timing of new program launches.

In Asia, the division’s sales declined by 7% on a constant currency basis primarily due to the ongoing erosion in market share held by Sino-foreign joint venture OEM customers in China. APG has continued to win significant new business awards from Chinese domestic OEMs and their suppliers, which now account for the majority of its sales in China. However, the division’s historically large share among joint venture customers has acted as a drag on its recent sales performance that is taking time to reverse. The domestic passenger vehicle market in China itself experienced a sharp slowdown in sales in the first quarter of 2026 due to the phasing out of trade-in subsidies designed to encourage the purchase of electric vehicles.

APG’s sales to the Americas increased by 1% on a constant currency basis in a market that saw total light vehicle production volumes broadly flat. The predominant factor constraining new car sales in North America is cost of living concerns, with many low to middle income car buyers struggling to afford new vehicles that, on average, have increased in price by over 30% since 2020.

In Europe, APG’s sales decreased by 2% on a constant currency basis. The European auto market continues to experience sluggish consumer demand at the same time that OEMs are hampered by excess production capacity and the impact of shifting emissions regulations on their product model line-ups.

APG’s strategy in the context of the varied and unpredictable operating environment for component suppliers is, firstly, to focus on bringing to market innovative motion technologies that enable electrification, reduce emissions, and enhance passenger safety and comfort. Secondly, APG aims to offer its diverse base of customers an unrivalled total cost and value proposition that combines speed, scale, and reliability of production with an adaptable global operating footprint.

The Industry Products Group (“IPG”) achieved sales of US$596 million – an increase of 2% compared to the prior year on a constant currency basis. After three successive years of declining sales, this marks an important return to growth for the division. In more commoditized product application segments, new business development has been redirected towards the rapidly growing base of Chinese manufacturers who are capturing an increasing share of the global market for consumer and commercial hardware goods – particularly for low-priced, entry-level products. In parallel, IPG is focused on supplying motion subsystem solutions to more specialized, higher-growth segments, including humanoid robotics, warehouse automation, medical devices, semiconductor manufacturing equipment, and liquid cooling applications.

Gross Margins and Operating Profitability

The Group’s gross profit of US$840 million, or 23.0% of sales, was essentially flat compared to the prior financial year. Slight increases in production staff costs, depreciation, and raw materials were offset by savings in other production overheads and direct labour.

Reported earnings before interest, tax and amortization (“EBITA”) amounted to US$258 million, a decrease of 22% compared to US$331 million achieved in the prior year. The decline was due to a combination of factors, including higher selling and administrative staff costs and other provisions, an impairment of intangible assets arising from a past acquisition, and reduced other income due to an adverse net change in the fair value of certain investments.

Net Profit and Financial Condition

Net profit attributable to shareholders decreased by 23% to US$202 million or 21.59 US cents per share on a fully diluted basis. Adjusted net profit, excluding the effects of non-cash foreign exchange rate movements, the impairment of intangible assets, restructuring charges, and adverse fair value movements in investments, amounted to US$234 million compared to US$268 million in the prior year.

The Group’s overall financial condition remains robust with a total debt to capital ratio of 10%, an interest coverage ratio of 22 times, and year-end cash reserves of US$902 million.

Dividends

The Board considers it appropriate to recommend maintaining the final dividend of 44 HK cents (5.64 US cents) per share, which together with the interim dividend of 17 HK cents per share, represents a total dividend of 61 HK cents (7.82 US cents) per share.

Chairman’s Comments on the Annual Results and Outlook

Commenting on the annual results for the financial year 2025/26, Dr. Patrick Wang, Chairman and Chief Executive, said, “Operating conditions for global manufacturing businesses during the financial year 2025/26 remained challenging, with end-market demand in most regions subdued and geopolitical events and uncertainties placing upward pressure on input costs.”

Dr. Patrick Wang further commented: “In the face of these headwinds, Johnson Electric maintained its long-standing resilience with sales and gross profit margins both holding up comparatively well. The bottom-line result, however, was negatively impacted by the effects of higher overhead expenses on a flat sales base, adverse net changes in the fair value of investments, and a non-cash intangible assets impairment charge.”

Concerning the near-term financial outlook, Dr. Patrick Wang said: “The global economy demonstrated resilience over the past year, despite the protracted conflict between Russia and Ukraine and the geopolitical shock of tariffs being imposed on US imports of goods from almost all countries. Looking ahead, the unstable and unpredictable conditions for trade and global manufacturing have been made even more precarious by the outbreak of war in the Middle East.”

“Johnson Electric has a long-standing track record in successfully navigating volatile global markets. In the near term, with geopolitical and macro-economic dynamics impossible to forecast with precision, management remains focused on cost control, managing the effects of inflation, and maintaining a prudent financial risk profile.”

“In parallel, however, we are also committed to invest in adapting and scaling our business model to meet strong underlying demand for our motion subsystem solutions in several high-growth end-markets and new product applications. Included among these are: thermal management systems for electric and hybrid vehicles that depend on a combination of water pumps, valves and actuators to support optimal vehicle cabin temperature, extend electric vehicle driving range, and contribute to longer battery life; solid oxide fuel cell power generation systems that are becoming established as an important source of low-emission, on-site electricity supply to AI data centres; and AI-enabled humanoid robots, which are widely viewed as one of the most significant industrial and commercial opportunities over the next ten to twenty years.”

Forward Looking Statements

This news release contains certain forward looking statements with respect to the financial condition, results of operations and business of Johnson Electric and certain plans and objectives of the management of Johnson Electric.

Words such as “outlook”, “expects”, “anticipates”, “intends”, “plans”, “believe”, “estimates”, “projects”, variations of such words and similar expressions are intended to identify such forward looking statements. Such forward looking statements involve known and unknown risk, uncertainties and other factors which may cause the actual results or performance of Johnson Electric to be materially different from any future results or performance expressed or implied by such forward looking statements. Such forward looking statements are based on numerous assumptions regarding Johnson Electric’s present and future business strategies and the political and economic environment in which Johnson Electric will operate in the future.

Note to Editors and Securities Analysts: The full text of the Annual Results announcement, includingfinancial statements, is available through the Investors section of company’s website at www.johnsonelectric.com
Hashtag: #JohnsonElectric

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

About Johnson Electric Group

At Johnson Electric, our vision is to be the world’s definitive provider of innovation and reliable motion systems.

We are a global leader in electric motors, actuators, motion subsystems and related electro-mechanical components, serving a broad range of industries including Automotive, Liquid Cooling, Robotic Joints, Smart Metering, Business Equipment, Ventilation, Home Automation, Large Appliances, Power Tools, Medical Devices and Lawn & Garden Equipment. The Group is headquartered in Hong Kong and employes over 30,000 individuals in more than 20 countries worldwide. We are listed on The Stock Exchange of Hong Kong Limited ( Stock no. 179). For further information, please visit: www.johnsonelectric.com.

The resort, located on Naka Yai Island off Phuket’s east coast, has completed a series of enhancements designed to strengthen its appeal to affluent leisure travellers seeking privacy, wellness and destination-led experiences. The upgrades cover its Beachside Infinity Pool, villa interiors, spa facilities, restaurants, bar concepts and event spaces, reflecting a broader shift in Phuket’s luxury sector towards secluded, experience-rich stays rather than conventional beach resort offerings.

A central feature of the refresh is the transformed Beachside Infinity Pool, positioned against the Andaman Sea and redesigned as one of the resort’s main visual anchors. Its shape draws on Naka Yai Island and the resort’s own brand identity, while a new deck and cabana area add a stronger leisure component for guests using the beach and pool zones. The redesign gives the property a more defined social space without diluting its private-island positioning.

The villa upgrades are aimed at travellers prioritising seclusion and personal space. The resort has enhanced its private pool villas with updated interiors, bespoke furnishings and fully air-conditioned spa-style bathrooms. The emphasis on private pools in every villa aligns with demand from couples, families and long-haul guests who increasingly favour self-contained accommodation after the pandemic-era shift towards privacy-led luxury travel.

Spa Naka by HARNN has also been expanded from six to eight treatment rooms, adding capacity at a time when wellness remains one of the strongest growth areas in resort hospitality. The spa refresh includes replenished tropical gardens, upgraded pathways and new relaxation areas, reinforcing the property’s pitch as a wellness retreat rather than only a beach escape.

Dining has received equal attention. Aiyara, the resort’s signature restaurant, has been repositioned around Thai cuisine with design cues inspired by the elephant and the country’s cultural heritage. Veranda, the all-day dining venue, focuses on international menus in a beachfront setting, using natural materials such as reclaimed driftwood, rattan and pottery to reflect the surrounding marine environment. Rum Chapel offers Mediterranean flavours, seafood and imported premium ingredients, while Z Bar continues to serve as the sunset venue overlooking the Andaman.

The improvements come as Phuket’s luxury and upscale hotel market remains highly competitive, with resort operators seeking to differentiate through design, privacy, food and wellness. The island continues to attract travellers from Europe, the Middle East, Asia-Pacific and domestic markets, although Thailand’s broader tourism recovery has been uneven. Foreign arrivals rebounded strongly after border restrictions were lifted, but market composition has shifted, with softer Chinese demand and stronger competition from other regional destinations influencing pricing and occupancy.

Thailand welcomed nearly 33 million international visitors in 2025, below the previous year’s level but still among the strongest performances in Southeast Asia. Phuket remained one of the country’s most resilient destinations, supported by direct air links, villa-led accommodation, marine tourism and a mature luxury hospitality base. Upscale properties have benefited from travellers willing to spend more on privacy, wellness, curated activities and recognised hospitality standards.

The Michelin One Key recognition gives The Naka Island an additional credential in a crowded market. The Michelin hotel key system evaluates stays on criteria including architecture, character, service, comfort and value relative to the experience offered. Thailand’s 2025 selection included 62 key hotels, with The Naka Island listed among One Key properties, a category described as a very special stay. The distinction is expected to support international visibility, particularly among travellers who use independent hotel rankings to choose high-value resort stays.

The resort’s owner and operator ecosystem also adds weight to its positioning. The property is part of Marriott’s Luxury Collection portfolio, while The Erawan Group is associated with the asset as a hotel investor and operator in Thailand’s hospitality sector. The combination gives the resort access to global distribution, loyalty demand and professional asset management, while still allowing it to market itself around local identity and island seclusion.

Access remains central to the resort’s appeal. The property is reached by a short speedboat transfer from Phuket, creating a sense of separation while keeping it close to the island’s airport and main tourism infrastructure. Its location on Naka Yai allows the resort to market mangrove discovery, coastal activities, beach experiences and private dining as part of a contained luxury journey.

The ‘Xpress Sale’ is open for bookings from May 27 to May 31, 2026, with travel valid from June 15 to October 10. The discount applies to Lite and Value fare categories, giving passengers a wider window to plan summer, festive and early autumn trips across the carrier’s network. The airline began the sale through its website and mobile app on May 27, before widening access to major booking platforms from May 28.

The scale of the offer points to a calibrated push by Air India Express to fill capacity across a network that now spans 42 domestic and 17 international destinations. The carrier operates more than 500 daily flights and has been expanding its presence across South Asia, Southeast Asia and the Gulf, where demand is shaped by migrant traffic, family visits, business travel and holiday movement.

Passengers booking directly through the airline’s website or app during the sale are being offered zero convenience fees, adding a direct-channel incentive to the headline fare reduction. The campaign also includes additional benefits for Tata NeuPass members, including 20 per cent off Business Class fares, an extra discount of up to ₹300 on flight bookings and the opportunity to earn up to 8 per cent NeuCoins.

The Business Class offer covers seats with extra legroom, complimentary hot meals under the airline’s Gourmair product, enhanced check-in baggage allowance and priority services under Xpress Ahead. The airline is also offering up to 30 per cent off selected add-ons, including meals, seat selection, excess check-in baggage and extra cabin baggage options.

Air India Express is positioning the sale as both a demand-generation exercise and a customer-retention tool at a time when fare-sensitive travellers are comparing airlines more actively across direct platforms and online travel agencies. Promotional fare campaigns have become a central part of the low-cost aviation model, helping carriers improve forward bookings while encouraging passengers to buy optional services that raise ancillary revenue.

The offer arrives against a backdrop of steady aviation demand. Domestic air passenger traffic in FY2026 stood at about 167.7 million, reflecting moderate growth despite pressure from high operating costs and capacity adjustments across the sector. March 2026 alone recorded about 14.68 million domestic passengers, higher than both the previous month and the same month a year earlier.

Fuel remains one of the largest cost variables for airlines, often accounting for a major share of operating expenditure. Volatile jet fuel prices, currency pressure and airspace disruptions have added complexity to airline planning, making advance sales an important tool to manage load factors, cash flow and route economics. Discounted inventory can support demand on thinner routes while helping carriers protect aircraft utilisation during shoulder periods.

The campaign also fits into Air India Express’s broader transformation after the merger of AIX Connect with Air India Express was completed in October 2024. The merged low-cost carrier had a fleet of 88 aircraft at the time and has been working towards a larger narrow-body operation built around domestic and short-haul international markets.

The airline’s growth strategy includes a plan to more than double capacity over four to five years and build a fleet of more than 200 aircraft. Domestic routes are expected to take a larger share of capacity over time, rising towards about 60 per cent of operations, while short-haul international flying remains a key component of the network.

Gulf connectivity remains central to the carrier’s overseas strategy. Air India Express has been rebuilding and expanding services to West Asia, including Qatar, Bahrain, the UAE, Oman and Saudi Arabia, with more than 40 daily services to Gulf destinations after route resumptions and frequency additions. This market is especially important for travellers from Kerala, Karnataka, Tamil Nadu, Telangana and other states with deep labour, family and business links to the region.

Over the two-year period from 2023 to 2025, cumulative growth reached approximately 5.9-fold in number loans issuedand 8.7-fold in disbursement value. Skyro’s loan portfolio includes POS (point-of-sale) installment loans, cash loans, and сredit lines.

Skyro co-founder, Nasim Aliev:

“We are proud to deliver multiple-fold growth in our loan portfolio, significantly outpacing the overall expansion of consumer lending in the Philippines. Since launching in 2022, Skyro has focused on offering a simple, convenient and mobile-first solution at the point of sale, building a business that is clearly in strong demand. Our core mission is to empower people by providing accessible financing. The priority remains delivering innovative, AI-powered digital finance tools that enhance the customer experience.”

Skyro co-founder, Arsen Liametov:

“We’ve been tripling our revenue every year since 2022. Our success in unsecured lending in the Philippines provides a strong foundation for expansion into additional fintech products and new jurisdictions across developing markets. Backed by Skyro’s multinational team of over 600 fintech professionals with experience across more than 20 markets, we bring a broad perspective that strengthens our ability to scale our business model internationally.”

Over the past year, Skyro’s customer base doubled and remains on a strong upward growth trajectory. At the same time, its loan portfolio was significantly de-risked, primarily dueto Skyro’s AI-driven scoring system. The number of registered users on the Skyro platform reached 6.3 million at the end of 2025. The average loan size grew by nearly 30% year-on-year, driven by a shift toward larger-ticket products.

Skyro’s merchant partner network expanded significantly in 2025, with particularly strong growth in the online channel. The number of online partners grew by 405%, reflecting an active push into e-commerce POS lending. The offline network added 631 new merchant locations, growing by 50%. By the end of 2025, Skyro had partnered with more than 2,000 merchants, including those operating nearly 9,000 brick-and-mortar stores.

Hashtag: #Skyro

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

About SKYRO

Skyro is a high-growth, digital-first fintech group delivering scalable, responsible financial access across high-potential emerging markets. Powered by proprietary data science, AI-driven credit decisioning, and alternative-data scoring, the company combines a mobile-native experience with modular fintech architecture to serve underserved client segments at scale.

In just three years, Skyro has grown to serve over one million active customers in the Philippines, underpinned by a robust credit portfolio exceeding $200 million. The company’s strategic ambition is to establish itself as the preeminent full-spectrum financial services group across dozens of emerging markets worldwide.

Prudent Risk Management Yields Solid Outcomes metrics, Core Pawn Business Demonstrates Resilient Growth with Proposed Final Dividend of HK$1.15 cents per share

Results Highlights:

• Profit for the year attributable to shareholders increased by approximately 47.8% YoY to approximately HK$82.6 million
• Net profit margin increased by approximately 16.2 p.p. YoY to approximately 50.2%
• Impairment losses recognized on loan receivables decreased by approximately 72.6% YoY to HK$12.7 million
• Revenue from pawn loan business increased by approximately 12.9% YoY to approximately HK$98.6 million
• Proposed final dividend of HK$1.15 cents per share

HONG KONG SAR – Media OutReach – 27 May 2026 – The board of directors of Oi Wah Pawnshop Credit Holdings Limited (HKEx stock code: 1319.HK, the “Group” or “Oi Wah”) announced its annual results and its financial position. For the year ended 28 February 2026 (“FY2026“), the Group recorded revenue of approximately HK$164.4 million. Profit attributable to shareholders of the Company reached approximately HK$82.6 million, representing an increase of 47.8% compared to the year ended 28 February 2025 (“FY2025“). During the year, net interest margin expanded to approximately 17.2%.

As of 28 February 2026, the cash and cash equivalents (net of bank overdraft) amounted to approximately HK$376.9 million, representing a substantial increase of approximately 74.8% YoY. The net assets increased to approximately HK$1,155.7 million. Concurrently, the gearing ratio dropped to 4.1%. During the year, the earnings per share increased by approximately 48.3% YoY to HK 4.3 cents. The Board of Directors recommends a final dividend of HK 1.15 cents per share.

BUSINESS REVIEW

Mortgage loan business

In FY2026, the economy entered a phase of gradual recovery, leading to a steady resurgence in financing demand. The revenue from the mortgage loan business was approximately HK$65.8 million and accounted for approximately 40.0% of the Group’s total revenue during the year. The gross mortgage loan receivables were approximately HK$612.5 million as at 28 February 2026. During the year, net interest margin of the mortgage loan business was approximately 10.1%.

In FY2026, the Group maintained a disciplined and risk-sensitive approach in its lending activities. While we observed an encouraging stabilization in the residential property market, the Group exercised intensified vigilance toward the commercial and industrial sectors due to persistent supply overhangs and valuation pressures. Our underwriting strategy remained focused on building a resilient loan portfolio by prioritizing high-quality collaterals and prudent loan-to-value ratios. During the year, the average loan-to-value ratio for first mortgage was approximately 56.27%, while overall average loan-to-value ratio for subordinate mortgage was approximately 40.82% of which, average loan-to-value ratio of subordinate mortgage that the Group participated in was approximately 3.73%.

Reflecting our robust credit risk management, the charge for impairment losses recognized on loan receivables decreased from approximately HK$46.3 million to approximately HK$12.7 million, representing a decrease of approximately 72.6% or HK$33.6 million.

Pawn Loan Business

The revenue from the pawn loan business increased by approximately 12.9% to approximately HK$98.6 million in FY2026. The business’s profitability was further bolstered by a significant 73.0% increase in the gain on disposal of repossessed assets, which reached approximately HK$19.2 million as compared to approximately HK$11.1 million in FY2025. This performance was mainly attributed to the unprecedented strength of gold prices and a highly active secondary market for luxuries, particularly high-end timepieces. These factors have further solidified the pawn loan business as a resilient and strategic hedge against broader economic volatility.

During the year, the Group continued to channel resources to advertising and promotion to enhance the Group’s brand exposure. Such effort has generated demand for one-to-one pawn loan appointment services for pawn loans exceeding HK$0.1 million.

PROSPECTS

Looking ahead, the Group maintains a stance of cautious optimism regarding the global economic recovery. While macroeconomic and geopolitical uncertainties may persist, we remain dedicated to a proactive yet prudent strategy to ensure sustainable long-term growth and maximize returns for our shareholders.

Within the mortgage loan market, our strategy will be characterized by a calibrated and divergent approach. We continue to hold an optimistic outlook on the residential property segment, where we intend to capitalize on the stabilizing interest rate environment by identifying high-quality mortgage opportunities. Conversely, we maintain cautious and vigilant towards the commercial and industrial sectors. Given the structural challenges of inventory overhang and the increasing prevalence of distressed assets, the Group will exercise intensified oversight in its credit underwriting and collateral appraisal to mitigate valuation risks.

Regarding our core operations, we anticipate our pawn loan business to remain resilient, supported by a firm gold price trajectory and sustained demand for liquidity management. To further enhance operational efficiency, the Group is actively optimizing its pawn shop network. We are strategically identifying more cost-effective locations within our established service areas, aiming to relocate our pawn outlets to premises with more competitive lease terms to reduce operating overheads while maintaining our leading market presence.

Simultaneously, our strategic partnership with PACM Group remains a key driver for geographic diversification. By proactively exploring institutional credit opportunities in developed markets while maintaining rigorous investment oversight, the Group is well-positioned to navigate evolving industry dynamics and deliver stable value to all stakeholders.

Mr. Edward Chan, Chairman and CEO of the Company, said, “Global geopolitical and macroeconomic uncertainties intertwine, placing pressure on the global economic recovery and posing ongoing challenges to the local property market. In the face of a complex external environment, Oi Wah has consistently adhered to a proactive yet prudent management strategy. Our core pawn loan business has fully demonstrated its role as a strategic tool to hedge against macroeconomic fluctuations, showcasing the Group’s strong resilience amidst market challenges.

Looking forward, we will adopt a carefully calibrated differentiation strategy and continue to drive regional diversification. Under strict investment monitoring, we will actively explore business opportunities in developed markets to further expand our revenue streams and customer base, striving to deliver long-term, stable, and sustainable returns for our shareholders.”

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About Oi Wah Pawnshop Credit Holdings Limited

Oi Wah is a financing service provider in Hong Kong, mainly providing short-term secured financing, including pawn loans and mortgage loans. The Group established its first pawnshop in 1975 and currently owns 10 pawnshops and one premium service center in various locations in Hong Kong. Oi Wah diversified into mortgage loan business in 2009. The Group is the first local pawn shop which successfully listed on the Main Board of The Stock Exchange of Hong Kong Limited on 12 March 2013.