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Helping Retail Investors Build Decision-Making Discipline in Volatile Markets

HONG KONG SAR – Media OutReach Newswire – 14 February 2026 – CrazyLive, a platform dedicated to investor education and behavioral finance research, today announced that it will host a free public investment seminar on March 8, 2026 (Sunday) at Hotel ICON in Hong Kong.

Titled “Investor Behavior and Decision-Making Frameworks in High-Volatility Environments,” the seminar is designed for retail investors seeking to improve decision-making discipline amid rising market volatility. The event will explore common cognitive biases and behavioral traps that often lead to emotional investing, and introduce a systematic and repeatable decision-making framework to help participants strengthen consistency, structure, and execution in real-world market conditions.

Warren Wang, Founder of CrazyLive, stated:

“Over the years, I have observed that many retail investors do not underperform because they lack intelligence or information, but because they lack discipline and structure. Volatility is not an exception—it is the market’s normal state. The key is whether investors have a clear and executable framework to reduce emotional interference. This seminar is designed to share practical tools and structured thinking approaches grounded in behavioral finance.”

The seminar will feature three seasoned financial market professionals as keynote speakers:

• Cecilia Kwok — Market Sentiment Specialist at CrazyLive and senior financial news anchor, with over 10 years of hands-on investment and trading experience.
• Angel Xu — Wharton School graduate (University of Pennsylvania); former Morgan Stanley (New York) analyst; currently a fund manager; CFA and FRM charterholder.
• Jolin Zhu — With over 17 years of experience in financial market research and trading, she has participated in large-scale asset management projects and institutional investment operations. She is a specially appointed lecturer for the National Association of Financial Market Institutional Investors (NAFMII) and an editorial board member of the China Asset Management Industry Development Report. She is also a CFA and FRM charterholder.

Key seminar topics will include behavioral bias analysis, case studies of common decision-making errors, and practical decision-support tools such as a streamlined decision checklist and a cash flow stress-testing framework. The discussion will also incorporate insights from recent market developments and volatility cycles.

CrazyLive emphasized that the seminar will focus strictly on academic framework sharing, market phenomenon analysis, and practical experience exchange. The event will not involve the promotion of any financial products, nor will it provide any return guarantees or investment advice.

Event Details

Date: March 8, 2026 (Sunday)
Time: 2:00 PM – 6:00 PM
Venue: Function Room 1–3, Hotel ICON, 17 Science Museum Road, Tsim Sha Tsui East, Kowloon, Hong Kong
Admission: Free of charge
Registration Link: https://crazylivehk.netlify.app/

Hashtag: #CrazyLive

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

About CrazyLive

CrazyLive is a platform dedicated to investor education and behavioral finance research. Founded by Warren Wang, CrazyLive provides global Chinese retail and institutional investors with structured knowledge frameworks and decision-support tools.

Guided by its core philosophy, “Clarity in a Complex World,” CrazyLive aims to help investors build systematic decision-making frameworks that are understandable, executable, and sustainable, enabling them to navigate complex and rapidly evolving financial markets.

2025 Annual Results – Financial Highlights

(Figures for the corresponding period in 2024 are shown in brackets)

• Consolidated revenue: HK$1,046million (HK$695million)

• Consolidated net loss attributable to equity holders of the Company:
  HK$69 million (HK$230million)

• Basic loss per share: 3.38 HK cents (11.29 HK cents)

• No final dividend (No final dividend)

Pacific Century Premium Developments Limited (“PCPD”, SEHK: 00432) has announced its annual results for the year ended December 31, 2025.

The consolidated revenue of PCPD and its subsidiaries (together, the “Group”) amounted to HK$ 1,046 million, representing an increase of 51% compared to the revenue of HK$ 695 million in 2024.

The consolidated net loss attributable to equity holders of the Company for the year of 2025 was HK$ 69 million, compared to the net loss of HK$ 230 million in 2024.

Basic loss per share for 2025 was 3.38 Hong Kong cents compared to the loss per share of 11.29 Hong Kong cents for the previous year.

The Board of Directors has not recommended the payment of a final dividend for the year ended December 31, 2025.

In 2025, PCPD achieved robust full-year results, driven by the sustained surge in international travel across our key Asian markets, our operational strengths, and the continued recognition of our high-quality portfolio. This performance was underpinned predominantly by contributions from two segments: Park Hyatt Niseko, Hanazono, our hospitality business in Hokkaido, which delivered a notable rise in occupancy and revenue, and our ski and recreation operations in Niseko, Hokkaido, which also saw a surge in demand and revenue.

Park Hyatt Niseko, Hanazono, our hotel operations in Hokkaido, delivered a robust performance in 2025, as the boom in Japan‘s tourism sector continued throughout the year, again with record-breaking tourist arrivals. The average occupancy rate of Park Hyatt Niseko increased by 4 percentage points.

During the winter season of 2024/2025, total ski-lift and gondola rides increased 9% year-on-year. The travel surge continued to drive robust demand for our recreational business in Niseko well beyond the cold months.

In Phang Nga, Thailand, the Group has sold or reserved 40% of Phase 1A villas. The Group’s revenue from its property development in Thailand totalled HK$14 million for the year ended December 31, 2025, compared to no revenue in 2024.

We formed a strategic alliance with Hotel Properties Limited in Singapore to bring a Four Seasons Resort and Branded Residences to the prestigious integrated resort community of Aquella in Phang Nga. The move represents a significant milestone in PCPD‘s long-term vision of transforming Aquella into a visionary integrated resort destination that effortlessly blends luxury living, recreation and exceptional service.

In Jakarta, Indonesia, the occupancy of our premium commercial building, Pacific Century Place, Jakarta (“PCP Jakarta”), was stable throughout the year, and the project remained a consistent revenue contributor to the Group. As of December 31, 2025, the office space committed occupancy was 87%, compared to 85% in the previous year.

Development of the superstructure of the Group‘s project at 3–6 Glenealy, Central, Hong Kong, has been progressing well. We have reached a key structural milestone, with the superstructural work now completed and installation of the curtain walls progressing at pace. The name of the development has also been unveiled as “Central Residence by the Park”, and its completion is scheduled for the first half of 2026.

In the long run, we remain cautiously optimistic about the long-term outlook for property sectors in Hong Kong, Japan, Thailand and Indonesia. With PCPD‘s disciplined execution and proactive risk management, we have confidence in our ability to drive continued growth and deliver sustained value.

Mr. Benjamin Lam, PCPD’s Deputy Chairman and Group Managing Director, said: “We will maintain our prudent yet proactive approach, allocating resources carefully and pursuing value-enhancing initiatives. Our priority remains to drive sustainable growth, improve profitability, and deliver solid returns to shareholders and stakeholders.”

Hashtag: #PacificCenturyPremiumDevelopments

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

About PCPD

Pacific Century Premium Developments Limited (“PCPD” or the “Group”, SEHK: 00432) is principally engaged in the development and management of premium-grade property and infrastructure projects as well as premium-grade property investments. PCCW Limited (“PCCW”, SEHK: 00008) is the single largest shareholder of the Group.

Larsen & Toubro is set to expand its data centre footprint to 32 megawatts by the end of March, commissioning 18 MW of new capacity as the engineering major sharpens its focus on digital infrastructure alongside emerging opportunities in green hydrogen and semiconductors.

The additional capacity will lift the group’s operational data centre load from the existing 14 MW, marking a decisive step in a segment that has become a core pillar of its technology-led growth strategy. The commissioning is scheduled to be completed before the close of the financial year, aligning with strong demand from cloud service providers, hyperscalers and large enterprises accelerating their migration to outsourced digital infrastructure.

Larsen & Toubro has steadily built its data centre business over the past few years, leveraging its engineering, procurement and construction capabilities to develop facilities that meet high standards for power efficiency, uptime and scalability. Executives have previously indicated that the group’s focus is on delivering carrier-neutral and hyperscale-ready campuses in key metros, where demand continues to outpace supply despite a wave of new announcements by domestic and global operators.

Industry estimates show that data consumption growth, artificial intelligence workloads and stricter data localisation norms are driving sustained investment in capacity across Asia. India remains one of the fastest-growing markets in this space, with several multinational cloud companies committing to expand their presence. Against this backdrop, L&T’s move to lift capacity by more than double underscores its intention to be a long-term player rather than a peripheral builder.

The data centre expansion is being pursued alongside the company’s ambitions in newer industrial segments. L&T has signalled that it is actively pursuing orders related to electrolysers, a critical component for producing green hydrogen, as governments and industrial groups accelerate decarbonisation plans. Electrolyser manufacturing and deployment are viewed as strategic areas where the company’s heavy engineering background can be translated into repeatable, export-oriented businesses.

Management has also reiterated interest in the semiconductor ecosystem, particularly in supplying equipment, engineering services and infrastructure for chip fabrication and assembly units. While L&T is not positioning itself as a chipmaker, it aims to capture value across the supply chain as multiple semiconductor projects move from proposal to execution stages. The company has indicated that it is evaluating opportunities linked to cleanroom construction, precision engineering and advanced manufacturing systems required by chip plants.

Analysts tracking the capital goods sector note that diversification into data centres and clean energy-linked manufacturing provides a hedge against cyclicality in traditional infrastructure spending. Order inflows from transport, hydrocarbons and power transmission remain important for L&T, but newer verticals are expected to deliver higher margins and longer visibility once scale is achieved.

The data centre business, in particular, benefits from predictable long-term contracts and rising demand for energy-efficient facilities. Power availability and cooling efficiency have become critical differentiators as operators seek to control operating costs and meet sustainability targets. L&T has highlighted its emphasis on optimised designs, modular construction and integration of renewable energy where feasible, in response to customer requirements.

From a financial perspective, the 18 MW commissioning is not expected to materially strain the balance sheet, given the group’s strong cash flows and diversified revenue base. The company has historically funded growth through a mix of internal accruals and selective partnerships, and similar structures are being explored for digital infrastructure projects to manage risk and accelerate execution.

Market participants also point to the broader ecosystem benefits of large data centre builds, including demand for electrical equipment, cooling systems, specialised construction and long-term maintenance services. This creates opportunities for L&T to cross-leverage capabilities across its subsidiaries and verticals, reinforcing the strategic rationale behind the expansion.

Y Combinator continues to generate outsized returns from companies with roots in India even as its broader influence across Asia shows signs of long-term retreat, reflecting a strategic shift by the world’s best-known startup accelerator amid changing regional dynamics. While founders from Bengaluru, Chennai and Delhi remain visible in its demo days and alumni rosters, the programme no longer shapes Asia’s startup narrative in the way it once did.

Founded in 2005 in Silicon Valley, Y Combinator built its reputation by backing early-stage companies that later became global giants, including Airbnb, Stripe and Dropbox. Its appeal in Asia peaked during the previous decade, when limited access to global capital and mentorship made association with a US-based accelerator especially valuable. India emerged as one of the biggest beneficiaries, with dozens of YC-backed startups securing follow-on funding, overseas market access and high-profile exits.

Companies such as Razorpay, Meesho and Groww, all of which passed through the YC ecosystem in earlier years, became reference points for founders seeking validation from global investors. India’s expanding pool of engineers, rising digital adoption and a large domestic market aligned well with YC’s software-first investment philosophy. These successes continue to deliver financial returns for the accelerator through equity stakes that have appreciated sharply as several firms reached unicorn valuations or prepared for public listings.

Yet the accelerator’s footprint across Asia has narrowed. YC formally closed its China-focused efforts earlier in the decade, citing regulatory complexity and difficulties operating within a tightening policy environment. Activity in Southeast Asia also slowed, with fewer batches featuring startups from Indonesia, Vietnam or Thailand compared with earlier years. The shift reflects not only YC’s internal priorities but also the maturation of Asia’s startup ecosystems, which now offer more local alternatives.

Across Asia, domestic accelerators, corporate venture arms and sovereign-backed funds have stepped in to fill gaps once dominated by Silicon Valley programmes. In India, initiatives backed by large conglomerates, universities and state governments provide capital, mentorship and market access without requiring relocation or deep integration into the US ecosystem. Southeast Asia has followed a similar path, with regional venture firms increasingly willing to lead early rounds.

YC itself has changed. The accelerator has leaned further into its core strengths, focusing on fewer geographies while doubling down on artificial intelligence, developer tools and enterprise software. Its decision to emphasise remote participation during and after the pandemic reduced the symbolic value of spending months in Silicon Valley, a factor that once set YC apart for Asian founders. While remote access broadened participation, it also diluted the sense of exclusivity that helped the programme stand out.

For Indian startups, the relationship with YC has become more transactional. Participation is still seen as a strong signal of quality, especially for companies targeting global markets or US-based customers. However, founders increasingly view YC as one of several possible launchpads rather than a defining milestone. Follow-on funding now depends less on accelerator pedigree and more on unit economics, regulatory clarity and the ability to scale within complex local markets.

Investors tracking Asia’s venture landscape note that YC’s reduced presence does not imply a loss of relevance everywhere. India remains an exception because of its scale, talent depth and ongoing pipeline of software-led startups with global ambitions. YC partners continue to engage with Indian founders, and each batch includes a steady, if smaller, number of companies from the country. Returns from earlier bets ensure that India remains financially meaningful to the accelerator.

At the same time, YC no longer sets the pace for Asia-wide innovation trends. Local accelerators and venture funds are shaping sectors such as fintech, climate technology and logistics, areas where regulatory nuance and on-the-ground execution matter as much as global networks. Governments across the region have also become more involved in startup promotion, offering grants, sandboxes and procurement opportunities that reduce reliance on foreign programmes.