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Ms Lee said, “Africa holds a strategic position in the Global South, representing a vital engine of growth in an era of global economic uncertainty. Interconnectivity is the key to unlocking this potential, and Hong Kong plays a strategic role in linking capital, talent, and innovation and technology between Africa, the Chinese Mainland, and international markets to drive high-quality, multilateral growth. As the Government’s arm for both inward investment and Chinese Mainland enterprises aiming to go global, InvestHK facilitates two-way investment through strategic market insights, extensive global access, targeted promotion and policy facilitation. ”

Ms Lee will visit Johannesburg from May 10 to 13 to meet with representatives from the local chambers, financial institutions, banks, fintech interests, and business and professional services sectors. Extending her mission to Kigali, Rwanda, from May 13, Ms Lee will represent InvestHK at the Africa CEO Forum to drive high-level exchanges with C-suite executives from the continent’s leading multinationals.

African enterprises establishing a presence in Hong Kong can benefit from a globally recognised common law system and Asia’s most competitive tax regime. Most recently, Hong Kong has further sharpened its competitive edge by announcing a halve in the profits tax to 8.25 per cent from the standard 16.5 per cent for qualifying physical commodity traders. By combining this fiscal incentive with the city’s status as the world’s pre-eminent offshore Renminbi hub, Hong Kong offers African commodities exporters a high-liquidity, efficient gateway to Asian markets.

In line with the advancement of the National 15th Five-Year Plan, Hong Kong is leveraging its status as a “super connector” and “super value-adder” to support national development. As China-Africa economic relations pivot towards high-value trade and investment, Hong Kong is uniquely positioned to accelerate two-way capital flows – spurring growth across finance, shipping, and innovation and technology.

Citing the South African national rugby team’s recent first-ever title at the Hong Kong Sevens, Ms Lee emphasised that such vibrant people-to-people connections are not merely symbolic, but serve as a meaningful foundation for driving bilateral economic connection.
Hashtag: #InvestHK

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

The revised plan would involve the sale of a 2.5 per cent stake through new shares, with the proceeds flowing to Jio Platforms rather than to shareholders seeking exits. The change marks a significant adjustment in what is expected to be one of the largest public offerings in the country’s capital markets, and places long-term growth funding ahead of partial monetisation by early backers.

Jio Platforms, controlled by Mukesh Ambani’s Reliance Industries, owns Reliance Jio Infocomm and houses a broad portfolio of digital services spanning telecom, broadband, cloud, media, payments and consumer technology platforms. Its shareholder base includes Meta, Google, Vista Equity Partners, KKR, Mubadala, Abu Dhabi Investment Authority and Saudi Arabia’s Public Investment Fund, many of which entered the company during the 2020 fundraising cycle.

Earlier discussions had explored an offer-for-sale structure under which foreign investors could have sold about 8 per cent of their individual holdings, amounting to roughly 2.5 per cent of Jio Platforms. That approach has now been set aside, with investors opting to remain exposed to the business rather than reduce stakes at the listing stage.

The decision strengthens Reliance’s control over the IPO narrative. A fresh issue allows the company to present the listing as a growth-financing event instead of an exit window for private investors. It also limits the risk that the market interprets selling by marquee shareholders as a signal of valuation caution, particularly at a time when global technology listings are being judged closely on profitability, cash generation and regulatory exposure.

Jio Platforms is widely seen as the centrepiece of Reliance Industries’ transition from an energy-heavy conglomerate to a broader consumer, digital and technology group. The telecom arm has become one of the world’s largest mobile operators by users, while its digital ecosystem has helped Reliance build links across retail, entertainment, finance and enterprise services.

The company’s operating performance has supported expectations of a high-profile listing. Jio Platforms reported strong profit growth for the quarter ended March 2026, helped by tariff-led gains, subscriber additions, higher data consumption and expansion in home broadband. Average revenue per user rose to ₹214, reflecting improved monetisation after tariff increases and a better customer mix.

The proposed IPO has been closely watched since Ambani told shareholders that Jio Platforms was being readied for a market debut in the first half of 2026. Preparations gathered pace after listing rules were adjusted to make it easier for very large companies to float a smaller portion of equity while still meeting public-shareholding requirements over time.

A 2.5 per cent offering would keep public float modest at the start, but even that limited stake could translate into a multibillion-dollar transaction if the company commands a valuation close to estimates that have placed Jio Platforms around $180 billion. At that level, the IPO could rank among the largest listings ever seen on domestic exchanges.

The timing remains sensitive. Equity markets have been volatile as investors weigh interest-rate expectations, geopolitical risks, technology valuations and capital flows into emerging markets. Several large companies have adjusted listing timetables as issuers and bankers test demand from institutional and retail investors.

Reliance has assembled a large banking syndicate for the transaction, underlining the scale and complexity of the planned sale. The deal will require careful pricing to balance investor appetite, Reliance’s valuation expectations and the interests of existing shareholders who invested at a premium during the digital fundraising boom.

For Meta and Google, continued ownership preserves access to one of the world’s largest digital consumer markets through partnerships linked to messaging, cloud services, devices and online commerce. For sovereign wealth funds and private equity investors, remaining invested offers exposure to a mature telecom platform with rising cash flows and expanding digital adjacencies.

The IPO will also have implications for Reliance Industries’ own market valuation. Investors have long debated whether separate listings of Jio Platforms and Reliance Retail could unlock value trapped inside the conglomerate structure. A successful Jio debut may narrow the holding-company discount, while a weak listing would raise questions over the pace and pricing of Reliance’s broader demerger and monetisation strategy.

Richard Cheng, Associate Commercial Director (Hong Kong & Macau) at BeOne, said: “We are honored to receive this award from the Hong Kong Commercial Times. BeOne has built differentiated capabilities across clinical development and manufacturing, supported by a broad and diverse R&D pipeline. In Hong Kong, we have introduced several therapies, including BTK, PD-1 and IL-6 inhibitors. Looking ahead, we will continue to advance our plans in Hong Kong by leveraging opportunities enabled by the ‘1+’ policy and the planned establishment of the Hong Kong Centre for Medical Products Regulation (CMPR) and its ‘primary evaluation’ mechanism. Supported by our global supply network, we aim to bring additional medicines to patients in Hong Kong and the Greater Bay Area and help improve access to treatments aligned with international standards.”

Global R&D and Innovation

Founded in 2010, BeOne is focused on accelerating key stages of oncology innovation—from discovery through development to patient access. Through an integrated model spanning R&D, manufacturing and commercialization, the company works to translate innovation into clinical value. Today, BeOne operates across six continents in more than 45 markets and is supported by more than 1,200 oncology R&D professionals.

BeOne’s R&D platform has advanced more than 35 clinical-stage drug candidates, including three internally developed products that have received commercial approval, reaching more than 2 million patients worldwide.

Pipeline Highlights

BeOne continues to expand its global footprint through a portfolio of internally developed products, including:

• BTK Inhibitor: As the company’s first self-developed innovative drug, it holds a significant position in the global market (including Hong Kong), particularly in the field of B-cell malignancies.
• PD-1 Inhibitor: Launched in more than 50 markets worldwide, reaching 1.8 million people. In Hong Kong, it has been approved for six indications, including immunotherapy for lung, esophageal and gastric cancers.
• Next-Generation BCL-2 Inhibitor: Approved for certain lymphoma indications in Mainland China. It has been granted Priority Review by the U.S. Food and Drug Administration, and a marketing application has been submitted in the European Union.

Manufacturing Network Supporting Global Supply

BeOne maintains an integrated chain from R&D to manufacturing and commercialization, supported by production sites in the United States and China designed to help maintain a stable global supply:

• New Jersey, U.S.: A North America biologics hub integrating manufacturing and clinical R&D. The site spans 1.82 million square feet, including a dedicated 400,000-square-foot production facility.
• Suzhou, China (small molecule manufacturing): Supports clinical and commercial-scale production in accordance with applicable FDA, EMA and GMP requirements.
• Guangzhou, China (biologics and ADC manufacturing): A 1.3 million-square-foot facility supporting R&D and production of antibody-drug conjugates (ADCs) and serving as a supply hub for the Greater Bay Area, including Hong Kong.

BeOne has also been recognized by industry organizations for its innovation, including being named one of the “Top 10 Most Inventive” pharmaceutical companies by IDEA Pharma in 2025^[1]. The company will continue to advance programs in hematologic malignancies and solid tumors, with Hong Kong serving as a strategic hub to support the delivery of innovative therapies globally.

1. 2025 Pharmaceutical Innovation and Invention Index, IDEA Pharma

This material is intended for the purpose of communicating disease-related knowledge and cutting-edge medical information to the public and is not intended for promotional or advertising purposes. It does not constitute a promotion or recommendation for any medication or treatment plan, nor can it serve as a substitute for the advice of medical and health professionals. If you have any questions, please consult a medical or health professional.

Hashtag: #BeOneMedicines

https://www.beonemedicines.com/

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

About BeOne Medicines

BeOne Medicines is a global oncology company domiciled in Switzerland, focused on discovering and developing innovative treatments designed to be more affordable and accessible to cancer patients worldwide. With a portfolio spanning hematology and solid tumors, BeOne is advancing a diverse pipeline of novel therapeutics through internal capabilities and collaborations. With a growing global team of nearly 12,000 colleagues spanning six continents, the Company is committed to improving access to medicines for more patients. To learn more about BeOne, please visit www.beonemedicines.com and follow us on LinkedIn, X, Facebook and Instagram.

About HKCT Business Awards 2026

Organized by the Hong Kong Commercial Times, the HKCT Business Awards is a representative annual event in the Hong Kong business community. It honors companies demonstrating excellence, innovation, and significant contributions to Hong Kong’s economy and society across dimensions including technological innovation and market competitiveness.

Partnership pairs international leading longevity institution with HSBC’ to build the region’s first integrated “health and wealth” ecosystem for high‑net‑worth families.

HONG KONG SAR – Media OutReach Newswire – 11 May 2026 – Humansa, international leading integrated longevity institution and a premier destination for preventative healthcare, today announced the signing of a landmark Memorandum of Understanding (MoU) with The Hongkong and Shanghai Banking Corporation Limited (HSBC) and HSBC Life (International) Limited. This strategic collaboration aims to integrate advanced health optimisation with financial and insurance services, redefining how clients manage both their healthspan in Hong Kong and across the region.

A unified vision: healthspan as a core family asset

In a city renowned for its financial sophistication, the HSBC x Humansa alliance introduces a new paradigm: treating healthspan as a critical component of the modern family portfolio. As longevity science advances and demand for preventative healthcare accelerates, the partnership establishes a pioneering framework for an integrated “health and wealth” ecosystem designed specifically for high‑net‑worth and ultra‑high‑net‑worth clients.

Research from the Stanford Center on Longevity and other leading institutions highlights that many people in developed markets may live close to 100 years, making sustained cognitive and physical performance essential for a life of purpose and fulfilment. Simultaneously, global wealth reports show that affluent families are shifting spending from status goods toward wellness and longevity, and expect their financial partners to support this transition.

Moving beyond siloed services that treat health, wealth and insurance separately, Humansa contributes clinical excellence and geroscience‑based, data‑driven insights, while HSBC brings its wealth and insurance capabilities and a long‑term commitment to Asia as the world’s next major cross‑border wealth hub. Together, the parties aim to build the specialised infrastructure needed to manage health as a high‑value, appreciating asset over a 100‑year life.

Research‑driven excellence for high‑net‑worth clients

Humansa will lead the exploration of specialised longevity programs and dedicated physical spaces that combine clinical precision, behavioural coaching, and premium client experiences tailored to HSBC’s clients. By merging Humansa’s geroscience expertise with HSBC’s global wealth management reach and HSBC Life’s insurance capabilities, the partnership seeks to ensure that clients living longer – and better, at every stage of life.

Directives of the strategic collaboration: three pillars of “Longevity as an Asset”

Under the terms of the MoU, the parties have committed to three key pillars:

Longevity hubs and programs for HSBC clients – Explore the development of flagship “Longevity as an Asset” hubs and programs, where HSBC high-net-worth clients can access Humansa’s advanced diagnostics, health assessments and geroscience‑based services designed to preserve and grow their healthspan capital.

Integrated health‑wealth and insurance advisory – Pilot models where Humansa’s health insights can complement HSBC’s wealth and HSBC Life’s insurance advisory, enabling clients to align wealth management protection and succession strategies with their projected healthspan and personal goals.

Thought leadership and ecosystem building – Co‑create thought‑leadership platforms including research, client forums and CEO‑level dialogues in Hong Kong and other regional hubs to advance understanding of the economics of a 100‑year life, positioning Hong Kong at the forefront of longevity‑driven innovation.

These pillars provide a structured roadmap for turning the idea of “longevity as an asset” into practical offerings and experiences for clients across Asia.

“Humansa was founded on a simple belief: in a 100‑year life, healthspan is the most under‑managed asset on the family balance sheet,” said Don So, Chief Executive Officer of Humansa. “By joining forces with HSBC and HSBC Life, we are building the infrastructure that clients need to measure, protect and grow that asset – with clinical rigour, personalised programs and experiences that match the sophistication of their financial lives.

“Health, wealth and protection are deeply interconnected and shouldn’t be treated in isolation. As people live longer and spend more years beyond working life, they need trusted solutions to protect, grow and pass on their wealth — especially in an increasingly uncertain macro environment. Our partnership with Humansa brings together the best of both organisations to offer high net worth customers a seamless, one-stop health and wealth management solution.” said Daisy Tsang, Chief Executive Officer, HSBC Life Hong Kong and Macau.

“People are living longer, and that changes what ‘wealth planning’ really means. Our partnership with Humansa will help our clients treat healthspan as a core family asset, alongside their financial wealth, so they can stay well, stay active and keep their options open over a longer life. By combining Humansa’s longevity expertise with HSBC’s wealth capabilities, we’ll explore new ways to deliver a premium client experience that supports wellbeing and long-term resilience, setting a new standard for how high‑net‑worth families live well across generations.” said Brian Hui, Chief Customer Officer, Retail Banking and Wealth Management, HSBC Hong Kong.
Hashtag: #Humansa

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

About Humansa

Humansa is a leading healthcare and wellness brand dedicated to extending the human healthspan through evidence-based preventative medicine, advanced diagnostics and holistic lifestyle solutions. Founded in 2020 and headquartered in Hong Kong, Humansa operates an extensive network of centres, offering services that span health assessments, medical services, restorative therapies, wellness coaching and skin aesthetics in a refined, hospitality-inspired environment.

About HSBC and HSBC Life

The Hongkong and Shanghai Banking Corporation Limited is the founding member of the HSBC Group and one of the world’s largest banking and financial services organisations, serving customers across Asia and beyond. HSBC Life (International) Limited is a leading life insurance company, offering a comprehensive range of protection and savings solutions to individuals and corporations across the region. Together, they provide integrated banking, wealth and insurance services designed to meet the evolving financial and lifestyle needs of their clients.

Cinema star C. Joseph Vijay took office as Tamil Nadu Chief Minister on Sunday after his Tamilaga Vettri Kazhagam secured outside support from smaller parties, ending decades of dominance by the DMK and AIADMK in one of the country’s most industrialised states.

Vijay was sworn in by Governor Rajendra Vishwanath Arlekar in Chennai after TVK, which emerged as the single largest party in the 234-member assembly, crossed the majority threshold with backing from allies and smaller groups. The result marks a dramatic transition for a politician who launched his party only two years ago and built his campaign around welfare promises, anti-corruption messaging, youth mobilisation and a direct appeal to voters frustrated with entrenched Dravidian party structures.

TVK won 108 seats, short of the 118 needed for a simple majority, but support from Congress, Left parties, Viduthalai Chiruthaigal Katchi and the Indian Union Muslim League gave Vijay the numbers to stake claim to power. The Bharatiya Janata Party said it would neither support nor participate in government formation, leaving the new administration dependent on a coalition arrangement that will test Vijay’s ability to move from mass politics to legislative management.

The swearing-in has wider economic significance because Tamil Nadu is a key manufacturing base for automobiles, electronics, textiles, renewable energy components and iPhone assembly. The state hosts major production networks linked to Apple suppliers, including Foxconn near Chennai, Tata Electronics in Hosur and facilities connected with Pegatron’s operations. Its industrial corridors around Chennai, Sriperumbudur, Hosur, Coimbatore and Tiruchirappalli have made it central to efforts to expand high-value manufacturing supply chains outside China.

Vijay’s first orders signalled an effort to combine welfare politics with a law-and-order pitch. His early decisions included 200 units of free electricity for households, a dedicated anti-drug task force and a separate mechanism for women’s safety. He also moved to seek a white paper on the outgoing government’s finances, a step likely to shape the first phase of political confrontation with the DMK.

The new Chief Minister used his first speech to frame the victory as a social justice mandate, telling supporters that his government would represent ordinary people rather than political dynasties. His language echoed themes that powered TVK’s campaign: dignity for poorer households, jobs for young voters, clean administration and a break from the established rivalry between the DMK and AIADMK.

Tamil Nadu’s business community will be watching how the new government handles investment approvals, land acquisition, labour relations, power subsidies and infrastructure spending. The state has attracted large investments in electronics and electric vehicles while retaining a strong automobile base built over several decades. Any uncertainty in policy execution could affect expansion plans, but a stable administration could strengthen Tamil Nadu’s position as a production hub at a time when global manufacturers are diversifying supply chains.

Vijay’s cabinet includes a mix of TVK loyalists and figures brought in to manage administration, political outreach and coalition discipline. N. Anand, Aadhav Arjuna and other senior party functionaries are expected to play central roles in converting a campaign-driven organisation into a governing machine. The inclusion of experienced political hands will be closely scrutinised because TVK lacks the administrative depth of the DMK and AIADMK.

The DMK, led by M. K. Stalin, now faces a sharp reversal after years in office, while the AIADMK’s weakened position raises questions about the future of the opposition space. Vijay’s rise has disrupted the familiar structure of Tamil Nadu politics, where cinema and politics have long intersected but power has remained largely within parties rooted in the Dravidian movement. His victory shows that celebrity appeal, when tied to welfare messaging and anti-incumbency sentiment, can still reshape electoral arithmetic.

Coalition pressures may emerge quickly. Parties extending support to TVK will expect policy consultation, constituency-level influence and space in governance decisions. Welfare commitments, including subsidised power, will also place pressure on state finances unless matched by revenue growth and investment-led job creation.