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Regulated by both the Australian Securities and Investments Commission (ASIC) and the Financial Services Commission (FSC) of Mauritius, KCM Trade remains committed to compliance, operational integrity, and sustainable growth. This latest recognition further reinforces the Group’s accumulated expertise and expanding presence in the global market.

Driven by the Market, Recognised by Industry Authorities

FX Daily Info has long been dedicated to research and evaluation within the global forex industry. Its annual awards are widely respected for their transparency and fairness, carrying significant industry influence.

This year’s selection process engaged forex investors worldwide, with all awards determined through public voting. KCM Trade stood out with a significant lead of over a thousand votes ahead of the runner-up. This accomplishment not only signifies strong industry recognition of KCM Trade’s sustained commitment to technological advancement and continuous optimisation of the trading experience, but also reflects a clear endorsement from the market through an open and transparent voting mechanism. The result further consolidates KCM Trade’s leadership position in the global forex market.

KCM Trade has consistently upheld a client-centric service philosophy. Receiving the “Best Forex Trading Platform” award reflects global clients’ strong recognition of the Group’s trading execution efficiency, system stability, client service standards, and diversified product offering. It also serves as a driving force for the Group’s ongoing refinement and innovation.

A Decade of Excellence, Looking Ahead

As KCM Trade marks its tenth anniversary, this recognition as “Best Forex Trading Platform 2026” carries special significance. Looking ahead, the Group will continue to drive intelligent technological innovation, further enhancing trading experience and service quality, and remains committed to providing global clients with a more efficient, reliable and trusted trading environment.

Hashtag: #KCMTrade #Besttradingplatform #2026 #10years #globalbrokers

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HKDC Chairman, Mr Joseph Lo, remarked, ‘HKDC has long been committed to supporting local designers and enterprises, driving design to create business value for Hong Kong, and reinforcing the city’s position as a global creative hub. In alignment with Hong Kong’s integration into the national development agenda and the advancement of Guangdong-Hong Kong-Macao Greater Bay Area (GBA) collaboration under the 15th Five-Year Plan, we will continue to strengthen partnerships between Hong Kong’s design sector, the Chinese Mainland, and the international community, leveraging Hong Kong’s unique role as a “super connector” and “super value-adder”. Through flagship programmes, we foster cross-sectoral collaboration and design innovation, and are dedicated to transforming the DX design hub into a cultural landmark for visitors to Hong Kong, further enhancing the competitiveness and influence of the city’s design industry.’

HKDC believes that Hong Kong’s diverse cultural background, world-class cultural infrastructure, and global creative industry network will further reinforce the city’s leadership in the creative industries. Its annual flagship event, Business of Design Week (BODW), will continue to convene world-class designers, brand leaders, and entrepreneurs to foster cross-cultural and cross-disciplinary exchange and business collaboration. The project ‘DX GRAVITY’, developed with the GBA design industry, will promote cross-sectoral creative and commercial synergies.

Meanwhile, ‘Fashion Asia Hong Kong’ will strengthen ties among local, Chinese Mainland, and international fashion communities through strategic showcases, offering valuable opportunities for business growth and global exposure. Together, these initiatives highlight HKDC’s role as the premier platform enabling design brands to go global while attracting international talent and investment.

HKDC will continue to fully support government policy initiatives, working closely with industry stakeholders to advance Hong Kong’s cultural and creative industries, enhance global competitiveness, and position the city as a world‑class creative capital.

Hashtag: #HKDC

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About Hong Kong Design Centre (www.hkdesigncentre.org)

Hong Kong Design Centre is a strategic partner of the HKSAR Government in leveraging the city’s East-meets-West advantage to create value from design.

The major programmes include Business of Design Week, DFA Awards, Fashion Asia Hong Kong and BODW In the City. Since 2024, we have also been operating the DX design hub in Sham Shui Po, dedicated to fostering emerging design talents and facilitating collaborations and exchanges in the design industry, as well as providing visitors an immersive experience through innovative exhibitions, fashion showcases and cultural events.

To achieve our goals, we:

• Cultivate a culture of design
• Bridge stakeholders to opportunities that unleash the power of design
• Promote excellence in various design disciplines

About Cultural and Creative Industries Development Agency (www.ccidahk.gov.hk)

The Cultural and Creative Industries Development Agency (CCIDA), formerly known as Create Hong Kong (CreateHK) since 2009, was established in June 2024. CCIDA is a dedicated office under the Culture, Sports and Tourism Bureau of the Government of the Hong Kong Special Administrative Region (HKSAR Government) to provide one-stop services and support to the cultural and creative sectors with a mission to foster a conducive environment in Hong Kong to facilitate development of the arts, culture and creative sectors as industries. CCIDA’s strategic foci are nurturing talent and facilitating start-ups, exploring markets, promoting cross-sectoral and multi-disciplinary collaboration, promoting industrialisation of the arts, culture and creative sectors under the industry-oriented principle, and fostering a creative atmosphere in the community, thereby reinforcing Hong Kong as Asia’s creative capital and our positioning as the East-meets-West centre for international cultural exchange.

Disclaimer: The Government of the Hong Kong Special Administrative Region provides funding support to some of HKDC’s activities/projects only, and does not otherwise take part in such funded activities/projects. Any opinions, findings, conclusions or recommendations expressed in this publication and relevant materials/events (or by members of the project teams) are those of HKDC only and do not reflect the views of the Government of the Hong Kong Special Administrative Region, the Culture, Sports and Tourism Bureau, the Cultural and Creative Industries Development Agency, the CreateSmart Initiative Secretariat or the CreateSmart Initiative Vetting Committee.

Committed to addressing the difficulties regarding people’s livelihood through the rule of law, Pi Jianlong, a lawyer and a national political advisor, has spent years going deep into factories, workshops, law firms and juvenile probation and rehabilitation centers, making sure that his proposals, grounded in rigorous field research, are precise, practical and responsive to real needs.

Noting the predicament faced by food delivery riders, including the lack of contracts, social security and basic protection, he proposed targeted suggestions such as innovating social security models and strengthening platform responsibilities. In 2025, platforms such as JD.com and Meituan successively introduced social security plans, providing full social insurance coverage for full-time riders and accident and medical insurance for part-time riders.

Awarded for his outstanding performance in 2025 by the Chinese People’s Political Consultative Conference (CPPCC) National Committee recently, Pi exemplifies the commitment of thousands of CPPCC members to serving the people through high-quality duty fulfillment, underscoring the CPPCC’s role as a major vehicle through which people’s democracy is practiced.

On Wednesday afternoon, China’s top political advisory body, the CPPCC National Committee, kicked off its annual session in Beijing. Chinese President Xi Jinping, together with other leaders, attended the opening meeting of the fourth session of the 14th CPPCC National Committee.

99.9% proposals handled

Acting as a dedicated consultative body, the CPPCC has pooled extensive consensus and strength to support the successful conclusion of the 14th Five-Year Plan and a solid start to the 15th Five-Year Plan over the past year, injecting strong vitality into the practice of whole-process people’s democracy – a key concept put forward by Xi himself to advance China’s political landscape.

Over the years, China has made all-around progress in improving the institutions, standards and procedures of socialist democracy and advanced socialist consultative democracy by way of extensive participation.

According to a work report delivered at the opening meeting, in 2025, the CPPCC National Committee received 5,992 proposals from its members, of which 5,061 were accepted for processing. The response rate for the accepted proposals stood at 99.9%.

The CPPCC National Committee members carried out 6,778 activities to serve the people, along with 11,115 outreach activities engaging people from relevant sectors. These efforts benefited more than 4 million people.

By innovating consultative and deliberative methods, improving consultative democracy institutions, and fostering a culture of consultation, the CPPCC has further strengthened its role in promoting democracy and offering policy advice while building consensus.

Over the past year, the CPPCC National Committee held 98 consultative and deliberative events, ranging from promoting the country’s green and low-carbon transition for the 15th Five-Year Plan and developing the silver economy to improving and innovating social governance. These efforts demonstrate that consultative democracy is grounded in reality and responsive to public needs, pooling support, consensus, wisdom and strength to advance Chinese modernization.

Securing a strong start to the 15th Five-Year Plan

Supporting the formulation of the 15th Five-Year Plan serves as a key task of the CPPCC in 2025, representing a vivid practice of whole-process people’s democracy.

From May 20 to June 20 last year, China launched an online public consultation to gather opinions for its next five-year plan. The initiative drew over 3.11 million valid submissions, yielding more than 1,500 constructive suggestions across 27 topics.

A summary of these findings was submitted to the Party leadership, ensuring that the people’s voices were heard at the highest level. By September, a total of 2,112 suggestions had been collected from various regions, departments and sectors, resulting in 218 revisions to the document.

To contribute to the 15th Five-Year Plan, the CPPCC, over the past year, held a special standing committee meeting and carried out 54 special studies, yielding a series of high-quality outcomes. Meanwhile, it launched a special research column, publishing 55 issues to provide evidence-based references for policy-making.

This broad-based participation highlights that national development strategies are rooted in public will, gathering strong momentum for Chinese modernization.

According to the work report, in 2026, the CPPCC will conduct in-depth research and thorough consultations on major tasks and strategic measures of the 15th Five-Year Plan and carry out cross-committee, cross-sector and cross-disciplinary studies, aiming to put forward forward-looking, targeted and operable policy suggestions, according to the report.

Focusing on key issues in areas such as economic development, technological innovation, reform and opening up, social development, and people’s livelihood, the CPPCC will truthfully reflect public opinions based on facts and implement the CPPCC National Committee’s democratic oversight work plan during the 15th Five-Year Plan period.

For more information, please click:
https://news.cgtn.com/news/2026-03-04/How-China-builds-consensus-boosts-growth-via-consultative-democracy-1LeSOfZLbk4/p.html

Hashtag: #CGTN

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Eight years after the EC (European Commission) issued its “yellow card” warning over Illegal, Unreported and Unregulated (IUU) fishing, Vietnam’s entire political system is executing comprehensive measures with unprecedented resolve. The campaign to remove the IUU yellow card transcends mere commercial calculations; it has become inextricably linked to national prestige, the livelihoods of fishing communities, and the sustainable future of the fisheries sector.

HANOI, VIETNAM – Media OutReach Newswire – 6 March 2026 – Combating IUU fishing represents a critical and urgent national mission with enduring implications for sustainable fisheries development. This mission constitutes a collective mandate that rests with the entire political system and society, presenting a pivotal opportunity to restructure, modernise, and transform the fisheries sector’s sustainable development strategy while ensuring social equity.

Removing the EC’s yellow card warning embodies Vietnam’s honour, responsibility, and national interest, essential elements for enhancing the reputation and global competitiveness of Vietnamese seafood products. Simultaneously, combating IUU fishing and developing a responsible, internationally integrated fisheries sector stands as a cornerstone of the blue economy agenda, ranking among the Vietnamese Government’s highest priorities in recent years.

Institutional Reform in Fisheries Management

Vietnam’s commitment manifests through sweeping legislative reforms. Decree 26/2019 established comprehensive traceability requirements, mandating that every kilogram of seafood must carry verifiable proof of legal origin from the moment of harvest until reaching international buyers.

Subsequent decrees (No. 42/2019, 37/2024, 38/2024, 301/2025) have progressively clarified liability, extending sanctions to both vessel owners and captains, substantially increasing penalties for specific violations, and introducing supplementary sanctions and remedial measures to ensure rigorous enforcement. These enhanced penalties strengthen deterrence capabilities against IUU violations.

The amended Fisheries Law 2017, effective January 1, 2026, incorporates crucial provisions including: (i) transferring certain authorities from the National Assembly to the Government/Ministries to ensure responsive IUU enforcement; (ii) delegating authority to establish fishing permit conditions to the Government (Article 50, Clause 2); (iii) expanding regulatory authority over vessel deregistration cases (Article 50, Clause 5); (iv) transferring authority to establish fishing port criteria and the procedures for opening and closing fishing ports to the Minister of Agriculture and Environment (Article 78); and (v) incorporating requirements for export vessels to meet Government-prescribed conditions (Article 66).

Integrated Technology for Vessel Management and Monitoring

Central to implementing the EC inspection team’s fourth-round recommendations is the deployment of a comprehensive fishing vessel management and monitoring system. Bolstered by the Politburo’s Resolution 57 on scientific-technological breakthroughs, innovation, and national digital transformation, technology has become indispensable to the yellow card removal campaign.

The eCDT system now enables end-to-end data digitisation for monitoring vessel port entries and departures, while the Vessel Monitoring System (VMS) tracks all vessels exceeding 15 meters operating offshore.

Fishing vessels may only register for local operations when allocated fishing permit quotas remain available. Registered vessels are comprehensively catalogued in the national fisheries database (VNFishbase), with ownership information verified against the national population database (VNeID), enabling effective management, operational control, and administrative violation processing while ensuring seamless coordination between central and local authorities.

Establishing Traceability Mechanisms for Domestic and Imported Fisheries Products

As of December 31, 2025, Vietnam has declared 86 operational fishing ports, with continued investment in planned ports to enhance vessel monitoring capacity. The nationally deployed eCDT system now manages complete fishing vessel operations while ensuring transparent traceability of harvested aquatic products. System participation among vessels, fishermen, and enterprises continues growing, with mandatory eCDT and electronic logbook implementation scheduled for all operational fishing vessels.

In 2025, the eCDT system recorded 158,885 port departures (an increase of 81,158 vessels, up 104.41% from 2024) and 154,657 port arrivals (up 88,032 vessels, a 132.13% increase from 2024). Certification and confirmation of harvested aquatic product origins now strictly adhere to legal requirements.

Regarding imported harvest traceability: 14 designated seaports have been announced for foreign vessel arrivals, fully implementing PSMA, compliant control measures for imported harvested aquatic materials and container-shipped products. Domestic and imported harvest traceability mechanisms now operate with rigorous oversight, ensuring full compliance with Vietnamese and international legal frameworks. Notably, no violations have been detected in shipments to European markets since the fourth inspection mission (October 2023).

Legal Enforcement and Violation Processing

A unified vessel monitoring system operates consistently from central to local levels, tracking all vessels exceeding 15 meters in offshore waters. By December 31, 2025, all remaining cases of VMS signal loss and unauthorised boundary crossings have been resolved, with continued strict enforcement against emerging violations.

Coastal provincial authorities conduct regular reviews of vessel registration, surveying, and fishing permit issuance to eliminate unregistered, unlicensed, and VMS-deficient vessels and deregistered vessels still operating. These measures have significantly reduced foreign waters violations.

Sanctions against vessels and fishermen violating foreign waters have intensified, producing measurable improvements. In 2025, 20 vessels detained by foreign authorities underwent investigation, with 17 cases (85%) now resolved. Overall detention figures since 2017 show marked reduction, with complete cessation of violations in Pacific island nations. Currently, only six localities report vessel detentions compared to ten previously.
Vietnam maintains an unequivocal zero-tolerance stance toward IUU violations, committing to continued rigorous processing of remaining cases upon receiving complete vessel and captain information from detaining nations.

Analysts suggest the finish line is approaching. “Vietnam has accomplished more in eight years than many nations achieve in decades,” observers note. “Yellow card removal would not merely boost GDP, it would demonstrate Vietnam’s capacity for ocean governance leadership.”
Vietnam presents a transformed reality: bustling ports equipped with digital inspection infrastructure, vessels monitored by satellite tracking systems, and a fishing community actively upholding government mandates.

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Based on insights from over 130 senior fintech leaders, the report highlights an industry moving beyond pilot programs toward enterprise-scale solutions that prioritize collaboration, digital trust, and financial inclusion as core business imperatives for 2026.

Key Findings

• 22.9% of respondents identify the region as their primary growth target, underscoring its continued dominance as the region’s growth engine.
• 90.6% of executives say social good initiatives are now embedded in corporate strategy — confirming impact has become a commercial imperative.
• 61.2% of organizations have already adopted AI or machine learning.
• New frameworks in Singapore, Hong Kong, and Japan are driving institutional adoption of stablecoins and tokenized assets.
• 63.5% of leaders cite fraud prevention as their highest operational priority.

“APAC is no longer experimenting — it’s executing,” said Ian Fong, VP of Content at Money20/20 Asia. “The region is building financial infrastructure that is faster, safer, and more inclusive than ever before. What happens here will influence the future of money globally.”

Digital Trust Becomes the New Currency

With digital adoption accelerating, 63.5% of leaders identify fraud prevention as their top priority. Regulators and industry players are now pivoting toward real-time risk intelligence and AI-driven security.

“The speed of digital adoption in APAC has outpaced traditional fraud models,” said Justin Lie, Founder & CEO of SHIELD. “What we’re seeing now is a shift toward real-time, device-level intelligence that operates silently in the background. Trust is the new currency of digital finance, and the companies that embed it in every interaction while delivering a frictionless experience will define the future of the industry.”

Stablecoins Move into Mainstream Financial Infrastructure

Institutional engagement with stablecoins and tokenized financial instruments has grown significantly, supported by clearer regulatory frameworks emerging across Singapore, Hong Kong, and Japan.

“Across Asia, stablecoins are already embedded in real economic activity from payments and cross-border settlements to treasury optimization,” said Yam Ki Chan, Vice President, Asia Pacific at Circle. “The region is demonstrating how digital assets can scale within financial systems, and the next phase is about interoperability and the development of an economic operating system for the internet”.

Digital Lending Expands Financial Access

The report highlights 72.9% of respondents believe SME-tailored fintech solutions are key to APAC’s economic growth, signaling a widening opportunity for inclusive financial innovation.

“Financial inclusion isn’t achieved by simply putting products online — it requires building for the realities of everyday consumers,” said Moritz Gastl, General Manager of Tala Philippines. “In markets like the Philippines, trust, transparency, and flexibility matter just as much as credit scoring. Digital lending works when it empowers people, not when it replicates old systems with new interfaces.”

Looking Ahead: Collaboration Will Define the Next Decade

As AI scales, payment rails interconnect, and digital assets enter regulated markets, APAC is emerging as a global blueprint for future financial systems.
“The next wave of fintech innovation will be defined by how well we balance technological advancement with social impact,” added Fong. “APAC markets are proving that financial innovation and inclusion can advance together.”

The Future of Fintech in APAC report can be downloaded HERE.
Hashtag: #Money20/20

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By Dr. Gyan Pathak Chief Minister Nitish Kumar’s exit from Bihar politics not only marks the most consequential political transition in Bihar but also has greater implications on BJP’s national strategy and realization of its dream that it may appear at first glance. With negotiated removal of the CM Nitish Kumar, a significant regional political […]

The article Nitish’s Exit Marks The Most Consequential Political Transition In Bihar appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The first OWA dates back to 1999, 3 years after HKWPEA was inaugurated, and has been running at a few years’ interval since. The 2026 OWA is the 9^th to be organized to recognize outstanding Hong Kong women professionals and entrepreneurs, to celebrate excellence, spotlight role models and to showcase the continuous contribution made by women in the current age and New Economy.

The press conference was hosted by HKWPEA represented by office bearers including Ms. Julianne Doe, President; Partner of Hui Doe & Sum Law Firm LLP; Ms. Jennifer Tan, Chairperson, Organizing Committee of 2026 OWA; Senior Advisor of Ant Digital Technologies – International Business and Partner of 01F Group; Ms. Marina Wong, JP, Chartered President; Ms. Helen Kan, Immediate Past President, HKWPEA; Ms. Sandra Mak, Director, Ms. Angel Hon, Director, and Ms. Agnes Koon, Director, HKWPEA.

Ms. Jennifer Tan, Chairperson, Organizing Committee of 2026 OWA, said: “Coming out of the challenging pandemic years, we found ourselves faced with global economic uncertainties and severe geopolitical issues calling for strong leadership and audacity to innovate and advance. Against this backdrop, we find it even more meaningful to celebrate outstanding women professionals and entrepreneurs in Hong Kong and thank them for their tireless contributions to society. Their accomplishments are leading lights for the younger generation. By highlighting their success, we encourage future leaders to chase their dreams and pursue sustainable initiatives to benefit communities and mankind.”

Nomination for the 2026 OWA recognising achievements in professions and business categories begins today until April 30, 2026. Six awardees will be selected by an eminent judging panel. The nomination form can be downloaded from HKWPEA website: https://www.hkwpea.org/

47 outstanding women have been selected in the past 8 OWA events. A few past OWA awardees were present at the press conference for a brief fire-side chat at the media conference. They are Dr. Eliza Yi Wah HO FOK, Winner, 2021 OWA, Chairman of the Hong Kong Breast Cancer Foundation; Prof. Helen MENG, Winner, 2017 OWA, Patrick Huen Wing Ming Professor of Systems Engineering & Engineering Management, The Chinese University of Hong Kong and Dr. Rebecca LEE, Winner, 1999 OWA, Founder of Polar Museum Foundation. While sharing their key to success, they also encourage women from different fields to come forward and join the award scheme.

Ms. Marina Wong, Founding President of HKWPEA, announced the 2026 OWA Judging Panel composition:

• Mr. Benjamin HUNG Pi Cheng, BBS, JP, President, International for Standard Chartered (Head Judge)
• Ms. Agnes CHAN Sui Kuen, BBS, Chairman, Hong Kong General Chamber of Commerce
• Ms. Teresa KO Yuk Yin, BBS, JP, Former Senior Partner, Hong Kong and China Chairman, Freshfields
• Hon. Jeffrey LAM Kin Fung, GBM, GBS, JP, Member of the Executive Council
• Professor Charles NG Wang Wai, PhD, Vice-President for Institutional Advancement, The Hong Kong University of Science and Technology
• Dr. Rosanna WONG Yick Ming, DBE, JP, Senior Advisor, The Hong Kong Federation of Youth Groups

Independent Advisor:

Professor Andrew CHAN Chi-fai, SBS, JP, Emeritus Professor, Department of Marketing, The Chinese University of Hong Kong Business School

Since the inception in 1999, the award has achieved recognition in selecting women who provide outstanding examples to business leaders, peers and youth alike, in their high standard of integrity and ethical values. HKWPEA was established in 1996 as a non-profit organization by a group of local women professionals and entrepreneurs. They have come together to develop a strong support network, to create practical and innovative learning and business opportunities for themselves and for others, to promote high professional standards, and to respond to consultations of the HKSAR Government on various policy issues.

HKWPEA website: https://www.hkwpea.org/

Special thanks to Hong Kong Economic Times, our Media Partner

Hashtag: #HKWPEA

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Outstanding Women Professionals and Entrepreneurs Award

Past Winners of Outstanding Women Professionals and Entrepreneurs Award

1999

Professor Rosie Young, Dr. Polly Cheung Suk-yee, Ms. Rebecca Lee Lok-sze,
Ms. Augusta Chui, Ms. Chong Kin-wo, Mrs. Anna Sohmen

2002

Professor Felice Lieh Mak, Professor Hu Shiu-ying, Ms. Rita Chan Pui-kwan,
Ms. Ella Cheong Shuk-ki, Ms. Mary Ma Xue-zheng, Dr. Magdalena Wong Man-kun

2005

Professor Nancy Y Ip, Ms. Vivien Chen, Professor Grace W K Tang, Ms. Sandy Yip Fung-ying, Ms. Vivienne Tam, Ms. Chiang Lai-yuen

2008

Professor Karen Lam Siu-Ling, Professor Vivian Yam Wing-Wah, Ms. Yao Jue,
Ms. Eleanor Law Kwai Chun, Ms. Bianca Ma Kin San, Ms. Deborah Wan Lai Yau

2011

Dr. Edith Mok Kwan Ngan Hing, Ms. Starry Lee Wai King, Mrs. Margaret Leung,
Dr. Margaret Chung Wai Ling, Ms. Gao An Feng, Ms. Wong Siu Ling

2014

Ms. Susanna Chiu Lai-kuen, Professor Leung Suet-yi, Ms. Nancy Sit Ka-yin,
Ms. Daisy Poon, Mrs. Annie Tse Yau On-yee, Mrs. Viola Wong Ho Suk-ying

2017

Professor Pascale Fung Ngan, Professor Helen Meng Mei-ling, Ms. Judy Chan, Professor Karen Chan Ka-yin and Dr. Jane Lee Ching-yee

2021

Ms. Ashley Galina DUDARENOK, Dr. Eliza Yi Wah HO FOK, Ms. Vivian Ying Shih LEE, Prof. Christine Kung-wai LOH, Ms. Winnie Wan Chi TAM, Ms. Jennifer Yuen Chun TAN

Global Hotel Alliance has strengthened its footprint in East Asia after signing a partnership with Tokyu Hotels & Resorts, bringing a major Japanese hospitality operator into the alliance’s loyalty and distribution network and marking a significant expansion into one of the world’s most established travel markets.

The agreement integrates Tokyu Hotels & Resorts, which manages the TOKYU HOTELS chain and several affiliated brands across Japan, into Global Hotel Alliance’s GHA DISCOVERY loyalty ecosystem. The move allows travellers staying at Tokyu properties to earn and redeem rewards across the alliance’s international portfolio, while offering Tokyu access to millions of loyalty members and a wider global marketing platform.

Headquartered in Dubai, Global Hotel Alliance represents a consortium of independent hotel brands that cooperate on loyalty programmes, distribution systems and shared technology platforms while retaining operational independence. The alliance counts dozens of hospitality brands spanning hundreds of properties worldwide. By welcoming Tokyu Hotels & Resorts, GHA gains an important presence in Japan’s domestic and inbound tourism sector, an area that has drawn increasing interest from international hospitality networks.

Tokyu Hotels & Resorts operates more than 40 hotels across Japan under brands including TOKYU HOTELS, Tokyu REI Hotel and other affiliated concepts. Many of its properties are located in key urban and resort destinations such as Tokyo, Yokohama, Kyoto, Osaka and Sapporo. Through the partnership, the group will connect its hotels to GHA DISCOVERY, a loyalty programme that offers members benefits such as room upgrades, flexible rewards and local experiences tied to destination culture.

Executives from both organisations describe the partnership as strategically aligned with rising demand for travel to Japan. Tourism to the country has surged as international travel continues to rebound, with visitor arrivals climbing sharply and hospitality groups seeking deeper engagement with global distribution networks and loyalty platforms.

GHA’s leadership said the addition of Tokyu Hotels & Resorts strengthens the alliance’s reach in Asia while offering travellers greater access to accommodation options in Japan. Access to the GHA DISCOVERY platform also opens new channels for Tokyu properties to reach travellers from Europe, the Middle East and North America who are already members of the programme.

Tokyu Hotels & Resorts sees the collaboration as a way to enhance international visibility for its hotels while preserving the local identity that defines many of its properties. Japanese hospitality operators have historically relied heavily on domestic demand, though international partnerships have gained momentum as inbound tourism expands and travellers seek more diverse accommodation experiences.

Japan’s tourism sector has undergone major changes in the past decade as the government and private sector push to attract more overseas visitors. Infrastructure upgrades, expanded air connectivity and marketing campaigns have helped position the country as a leading travel destination in Asia. Hospitality companies are responding by strengthening international alliances, investing in technology platforms and adapting loyalty programmes to compete with global hotel chains.

Global Hotel Alliance’s model differs from traditional hotel groups that operate under a single brand portfolio. Instead, it links independent brands that share a common loyalty and technology framework while maintaining separate identities and management structures. This structure appeals to regional hotel companies that want global exposure without surrendering brand control.

Industry analysts note that loyalty ecosystems have become central to hospitality competition. Major international chains rely heavily on large membership bases to drive repeat bookings and reduce reliance on online travel agencies. Independent hotel brands, which often lack such scale individually, have increasingly turned to alliances such as GHA to achieve similar reach.

GHA DISCOVERY now includes millions of members worldwide who accumulate rewards known as DISCOVERY Dollars when staying at participating properties. These digital rewards can be spent on future hotel stays, dining or experiences across the alliance network. The programme also focuses on destination-based benefits designed to highlight local culture and activities.

For Tokyu Hotels & Resorts, integration into the programme allows guests to participate in the broader network while still experiencing Japanese hospitality traditions often associated with domestic hotel operators. Many Tokyu properties emphasise regional design, culinary offerings and proximity to transport hubs, particularly within major metropolitan areas.

The alliance has pursued steady expansion in Asia as travel demand shifts across the region. Partnerships with hospitality companies in markets such as Thailand, Singapore and the Gulf have broadened its reach, while collaborations with regional hotel groups help introduce new destinations to global travellers.

Japan represents a particularly attractive addition to that network. The country hosts some of Asia’s busiest cities, internationally recognised cultural landmarks and a thriving domestic travel culture. Hotel demand has remained strong across urban centres and resort areas, drawing interest from global investors and hospitality brands.

Leveraging Know Your Customer’s cutting-edge digital compliance platform, DBS Hong Kong will gain real-time access to comprehensive business verification data — including instant retrieval of official company documents and automatic identification of complex ultimate beneficial ownership (UBO) networks across more than 140 jurisdictions.

This AI-powered automation addresses the traditionally manual and cumbersome SME onboarding processes by streamlining the end-to-end business KYC process, efficiently verifying corporate structures and ownership, reducing manual effort and accelerating onboarding timelines. The result is significantly enhanced operational efficiency and a faster, more seamless onboarding experience for DBS Hong Kong’s business customers.

[Lareina Wang, Head of SME Banking, DBS Bank Hong Kong] said,

” At DBS Hong Kong, we are dedicated to reimagining the customer onboarding experience through continuous digital innovation. By engaging Know Your Customer, we leverage advanced technology to streamline CDD workflows, delivering faster service to our customers. This collaboration also represents a major advancement in automating SME onboarding processes that have historically been complicated and manual, solidifying SME banking position of DBS in the market of Hong Kong. “

Claus Christensen, CEO and Co-Founder of Know Your Customer, added,

“Our service provided to DBS Hong Kong exemplifies how financial technology can simplify complex onboarding challenges. With our global data coverage and AI-powered automation, we empower DBS Hong Kong to accelerate KYC processes and provide business customers with an unrivalled onboarding journey. Together, we are shaping the future of digital banking.”

In recognition of its visionary digital strategy, DBS Hong Kong was named Asia’s Best Digital Bank in 2025 by Euromoney. The bank also continues to lead digital innovation, evidenced by over 70% of Hong Kong SMEs already integrating or exploring AI and digital technologies as part of their operations, according to its recent SME survey.

This transformative collaboration underscores DBS Hong Kong’s unwavering commitment to innovation and delivering safe and trusted digital onboarding solutions in Asia’s rapidly evolving financial landscape.

Hashtag: #KnowYourCustomer

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About DBS Bank (Hong Kong) Limited

DBS is a leading financial services group in Asia with a presence in 19 markets. Headquartered and listed in Singapore, DBS is in the three key Asian axes of growth: Greater China, Southeast Asia and South Asia. The bank’s “AA-” and “Aa1” credit ratings are among the highest in the world.

Recognised for its global leadership, DBS has been named “World’s Best Bank” by Global Finance, “World’s Best Bank” by Euromoney and “Global Bank of the Year” by The Banker. The bank is at the forefront of leveraging digital technology to shape the future of banking, having been named “World’s Best Digital Bank” by Euromoney and the world’s “Most Innovative in Digital Banking” by The Banker. In addition, DBS has been accorded the “Safest Bank in Asia” award by Global Finance for 17 consecutive years from 2009 to 2025. In 2026, DBS won the “Triple A award – Best Digital Customer Onboarding Experience – Hong Kong”

DBS provides a full range of services in consumer, SME and corporate banking. As a bank born and bred in Asia, DBS understands the intricacies of doing business in the region’s most dynamic markets.

DBS is committed to building lasting relationships with customers, as it banks the Asian way. Through the DBS Foundation, the bank creates impact beyond banking by uplifting lives and livelihoods of those in need. It provides essential needs to the underprivileged, and fosters inclusion by equipping the underserved with financial and digital literacy skills. It also nurtures innovative social enterprises that create positive impact.

With its extensive network of operations in Asia and emphasis on engaging and empowering its staff, DBS presents exciting career opportunities. For more information, please visit www.dbs.com.

About Know Your Customer Limited

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“Effective execution of our strategy drove strong financial performance and higher shareholder returns in 2025, despite a challenging retail environment. Our significant progress made in portfolio simplification creates investment capacity for strategic priorities, enabling greater value for our customers and accretive inorganic opportunities to drive sustainable growth and returns.”

Lincoln Pan

Chairman

DFI RETAIL GROUP HOLDINGS LIMITED

PRELIMINARY ANNOUNCEMENT OF RESULTS

FOR THE YEAR ENDED 31 DECEMBER 2025

INTRODUCTION

It is my honour and privilege to join DFI Retail Group (‘DFI’ or the ‘Group’) as Chairman of the Board, supporting Group Chief Executive, Scott Price, and his leadership team in executing its strategic priorities and delivering shareholder returns. On behalf of the Board, I would also like to express our gratitude to John Witt for his invaluable contributions to DFI over many years.

As Asia’s leading multi-format retail platform, DFI has a unique set of assets – strong customer trust, an extensive store network across markets, deep data insights from a powerful loyalty programme, and a strengthening Own Brand portfolio – that will serve as a foundation for growth over the coming years.

Amid macroeconomic volatility and evolving consumer needs, the Group has been responding effectively through a stronger value proposition and enhanced omnichannel capabilities. This strategy is yielding early and encouraging results, demonstrated by a 35% increase in underlying profit in 2025. We remain particularly optimistic about the growth prospects in Health & Beauty and Convenience, as well as the opportunities emerging in digital.

I am confident that under the capable leadership of Scott and his team, DFI will continue to deliver retail excellence to customers across Asia while driving long-term value creation and growth.

Under a new 70% dividend payout policy announced in December 2025, the Board recommends a final dividend of US¢10.50 per share (2024 final dividend: US¢7.00).

STRATEGIC HIGHLIGHTS

Over the course of 2025, the Group executed effectively against its strategic framework of Customer First, People Led, Shareholder Driven. This approach enables DFI to navigate market challenges while capturing opportunities that build on its strong platform for sustainable growth.

The retail landscape is rapidly evolving, driven by shifting consumer behaviour and digitalisation. The Group remains focused on strategic priorities that place customers first – delivering quality, value and convenience in everyday moments. Across its businesses, the Group made good progress in strengthening value propositions, expanding customer reach in growth markets, driving deeper customer engagement with data-driven insights and accelerating digital monetisation. These initiatives enhance its ability to better serve customers and supplier partners while delivering returns to shareholders.

Investing in talent development remains at the top of the agenda. During the year, the Group achieved an improved team member engagement score. Inclusive leadership, a purpose-driven culture and engaged team members are critical to driving stronger performance and delivering exceptional customer experience. In parallel, the Group continues to enhance its organisational agility in meeting customer needs while reducing overhead costs.

In 2025, the Group completed the divestments of minority stakes in Yonghui and Robinsons Retail, as well as Singapore Food business, enabling reinvestment in subsidiary businesses and strategic priorities with stronger growth and return potential. This approach, combined with a sharpened business focus and a strengthened balance sheet, delivered a total shareholder return exceeding 90% in 2025, including the distribution of a US$600 million special dividend in October.

PROSPECTS

Transformation is an ongoing journey for today’s retailers. Serving diverse communities across Asia, where economic conditions and consumer expectations vary widely, the Group must stay agile and locally relevant guided by a customer-first mindset and a disciplined focus on growth opportunities that further build on its competitive advantages. Over the year, DFI has invested in delivering better outcomes for customers through price reinvestment, Own Brand innovation, omnichannel expansion and data-driven personalisation – focus areas that will remain central to its growth plans in the years ahead. An expanded digital ecosystem also unlocks new avenues to drive deeper value for supplier partners and enhance shareholder returns.

I would like to end by expressing the Board’s appreciation to our team members. We could not be more proud of the work they have done over the year, particularly in responding to the deeply tragic Tai Po fire in Hong Kong. Their unwavering dedication to serving our customers across Asia is what will continue to drive our business forward and build long-term value for shareholders.

Lincoln Pan

Chairman

GROUP CHIEF EXECUTIVE’S REVIEW

INTRODUCTION

We are pleased to close 2025 on a strong note, with underlying profit attributable to shareholders up 35% year-on-year to US$270 million, reaching the high end of our guidance range. This strong performance was driven by a recovery in LFL subsidiary sales, improved margins and proactive portfolio actions, including the divestment of our minority stake in Yonghui.

Customers across Asia, including in our home market of Hong Kong, are increasingly seeking quality and convenience at great value. While macro challenges remain, we are encouraged to see early signs of recovery in key retail segments, including 3% growth in health and beauty sales in Hong Kong, supported by a 12% increase in tourist arrivals. As Asia’s leading multi-format omnichannel retail platform, we are uniquely positioned to meet customers’ evolving needs effectively across all channels through relevant and compelling customer propositions.

With a renewed focus on balancing profitability with capital discipline, the Group ended the year in a net cash position, after distributing a US$600 million special dividend, and delivered a significantly improved return on capital employed (ROCE) of 9.4%. Our strengthened balance sheet allows us to reinvest for growth as we deepen our focus on higher-return subsidiary businesses and strategic priorities that sustain value creation for shareholders. For the full year 2025, we returned a total of approximately US$740 million to shareholders, including the special dividend.

In December, we held our inaugural Investor Day where DFI announced a new dividend policy with an increased payout ratio of 70%. Dividends paid during the year, combined with a share price increase of more than 70%, resulted in a total shareholder return exceeding 90% in 2025. We also outlined our three-year plan for realising our financial ambitions and accelerated growth goals, including a target of US$310-350 million in underlying profit (representing 11% CAGR at the mid-point compared to 2025¹) and an improved ROCE of at least 15% by 2028.

As we enter the new financial year, we remain firmly focused on executing our strategic priorities to drive sustained, profitable growth.

STRATEGIC DELIVERABLES – KEY PROGRESS

Over the past year, we have made significant progress in our transformation from a portfolio business into a strategically focused operating company. We have been advancing our strategy across five key deliverables to create greater value for our customers, supplier partners and shareholders.

Retail Excellence

By delivering best-in-class customer propositions, we see a wide range of opportunities for driving higher store sales density and market share gain across all business segments.

Health & Beauty

Mannings and Guardian continue to strengthen their position as the trusted advisor for wellness, unlocking strong cross-category growth opportunities through an assortment with high functional value across supplements, derma skin care and hair care. Customers across Asia are increasingly shifting to retailers that best fulfil their broad, diverse and unique wellness goals. Our technology-enabled personalised services – including skin, scalp and health assessments – drive higher purchase conversion and basket size by deepening customer understanding of their wellness needs. These capabilities will be expanded to 25% of our Health & Beauty store network to enhance our competitive differentiation and leadership in wellness.

Convenience
7-Eleven is broadening its shopper missions towards higher-margin, non-cigarette categories with a strategic focus on ready-to-eat (RTE) offerings, which accounted for 24% of Convenience sales in 2025. Across markets, consumers are seeking more convenient, high-quality and value-driven meal solutions. The expansion of Food Bars to 1,250 locations in South China and the rollout of RTE-focused store revamp across the entire Hong Kong network by 2028 will further strengthen 7-Eleven’s RTE proposition.

Food

Given consumers’ pivot towards value, continued northbound travel and increasing competition from Chinese mainland e-commerce platforms, the Wellcome team has focused on enhancing food basket value for customers by advancing our Everyday Low Price strategy. Investment in reduced pricing through strategic direct sourcing of core basket items, particularly in fresh, has resulted in a 2% growth in volume driven by higher footfall and increased items per basket. Direct sourcing allowed us to reduce prices while protecting gross profit, resulting in a 30-basis point gross margin improvement. These efforts further supported the narrowing basket price gap compared to the Greater Bay Area to a currently low single-digit price difference².

Home Furnishings

Similar to Food, IKEA has focused on enhancing its affordability and accessibility by reinvesting in the pricing of high-volume products, broadening the range of entry price points, rationalising the tail of slow-selling assortment, and further expanding digital touchpoints through third-party marketplaces. We are also strengthening IKEA Food as a key draw for customers seeking exciting and affordable food experiences as part of their store journey. These efforts are supported by significant cost transformation initiatives across our operating markets.

Own Brand

Our reset in Own Brand strategy across Food and Health & Beauty is driving higher customer loyalty and sales penetration through greater exclusivity and value. By refining our product range to align closely with customer needs and maximising cross-selling across our formats, we achieved meaningful improvements in margins and sales productivity.

Access to Customers

We continue to strategically expand our network in high-growth, profitable markets, primarily through a capex-light franchise model, with 114 net new openings³ in 2025. In particular, we will deepen 7-Eleven’s presence in Guangdong province to around 2,400 stores and expand Guardian’s footprint in Indonesia to approximately 750 stores by 2028.

Omnichannel and Data Ecosystem

DFI’s expanded omnichannel ecosystem is elevating our relevance and engagement with customers, providing us deep data insights across daily consumer needs that few peers in Asia can match. This ecosystem now allows our customers to engage with DFI brands across more than 90 digital channels, including apps, websites, third-party marketplaces, quick-commerce partnership with food delivery platforms and click-and-collect services. Our strengthened digital proposition was underpinned by a 140-basis point increase in online sales penetration to 6.4%⁴ as at year-end 2025, with order volume more than doubled year-on-year. Our overall digital ecosystem, comprising e-commerce, retail media, insights monetisation and yuu, continues to drive improved financial returns for the Group.

Retail Media (DFIQ Media)

Positioned to become Asia’s leading omnichannel retail media network, DFIQ Media offers a differentiated online and offline advertising proposition, enabling brands to execute cross-format campaigns through our digital assets and more than 10,000 in-store digital screens across markets. DFIQ Media delivered strong sales growth, albeit from a low starting base, achieving a fourfold increase in revenue over 2024, supported by proprietary data insights from over 7 million monthly active users across our growing digital portfolio.

DFIQ Portal

We aim to empower our supplier partners with actionable insights that drive greater business impact and better outcomes for customers. The DFIQ Portal – a vendor platform combining DFIQ Media, DFIQ Insights and trade capabilities – was launched in December 2025, providing suppliers real-time access to critical analytics that enables optimised inventory management and more effective strategic planning.

Retail Analytics

Leveraging cross-format data insights from over 5 million yuu Rewards members in Hong Kong, we continue to enhance our assortment and promotional decisions to help expand both in-store sales and gross profit.

Lean & Agile Model

Maintaining a lean and agile operating model is essential to ensuring efficient decision-making in a rapidly evolving retail landscape. Continued cost optimisation and better product sourcing will support both strategic price reinvestment and sustainable margin expansion in the coming years. Overhead reductions are expected to translate into lower SG&A costs beginning 2026. We remain disciplined in capex, driving network growth primarily through a franchise model with a strong focus on paybacks.

Strategic pivot from portfolio to a focused operating company

We conduct strategic reviews of our businesses guided by return on capital and total shareholder return priorities. During the year, we completed the divestment of our minority stakes in Yonghui and Robinsons Retail, as well as our Singapore Food business, generating total gross proceeds of approximately US$1 billion in cash consideration. In line with our capital allocation priorities, these proceeds were redeployed towards debt repayment, resulting in a net cash position of US$70 million as at year-end 2025. In addition, a special dividend of US$600 million was distributed to shareholders in October 2025. The Group remains focused on maximising total shareholder return while maintaining strategic flexibility for inorganic growth opportunities that are accretive to long-term shareholder value.

2025 PERFORMANCE

Total revenue from subsidiaries in 2025 was US$8.9 billion, up 1% on a LFL basis, excluding cigarettes. Organic revenue, excluding divested businesses⁵ for the comparable period, grew 0.5%. Strong sales growth in the Health & Beauty division was offset by lower contributions from other segments.

Excluding the impact of the minority stake divestments in Yonghui and Robinsons Retail completed in 2025, total revenue for the Group, including 100% of associates and joint ventures, remained broadly stable.

The Group reported total underlying profit attributable to shareholders of US$270 million for the year, up 35% year-on-year. This was supported by improved profitability from subsidiary businesses, lower financing costs and higher underlying profit from associates following the divestment of Yonghui.

Underlying profit from subsidiaries was US$183 million, 15% higher than the prior year. This was driven by strong Health & Beauty performance in addition to earnings recovery in Singapore Food and Home Furnishings segment, partially offset by lower contribution from Convenience due to reduced cigarette volume.

The Group’s share of underlying profit from associates was US$88 million, an improvement of US$45 million compared to the prior year, primarily due to the divestment of minority stake in loss-making Yonghui and higher contribution from Maxim’s as a result of improved mooncake sales and restaurant performance in Southeast Asia. Despite challenging trading conditions in Hong Kong and Chinese mainland, Maxim’s delivered profit growth in these regions through cost optimisation.

The Group reported operating cash flow after lease payments of US$430 million, 30% higher than the prior year, supported by underlying operating profit growth. Free cash flow⁶ for the period was US$281 million, up 78% year-on-year. As at 31 December 2025, the Group’s net cash was US$70 million, compared to US$468 million net debt at 31 December 2024.

SUSTAINABILITY

We remain firmly committed to our purpose to sustainably serve Asia for generations with everyday moments – with a focused, balanced, collaborative approach taking into account the macroeconomic environment and consumer sentiment. We are driving progress on our pathway to reduce our Scope 1 and 2 emissions by 50% by 2030 from a 2021 baseline, with our targeted investments in refrigerant emissions management, energy efficiency, and behaviour-change initiatives across our operations gaining momentum throughout the year. From 2025 to 2030, we will further increase the share of renewable energy use in our portfolio, helping to accelerate the energy transition in the key markets where we operate.

As advocates for our customers and the communities we serve, we are committed to delivering affordable, sustainable products. In 2025, we delivered 380 tonnes of Own Brand low-carbon rice to our Hong Kong markets and added multiple products through our Grounds to Green programme to our 7-Eleven RTE range. These award-winning initiatives demonstrate our ability to anticipate customer expectations and deliver on market demands. We maintained strong discipline in waste and packaging management, keeping us on track to meet our 2030 targets.

BUSINESS REVIEW

HEALTH AND BEAUTY

Sales for the Health and Beauty division grew 7% year-on-year or 5% on an LFL basis to US$2.6 billion. Underlying operating profit was US$228 million for the year, representing an increase of 8% compared to 2024.

Both Mannings and Guardian achieved strong LFL sales performance, supported by growing wellness sales penetration towards the mid-term target of over 35%. To further strengthen our leadership in wellness – a cross-category opportunity spanning health, beauty and personal care – Mannings and Guardian complemented their wellness-focused assortment with in-store health, skin and scalp assessments in selected outlets. Our personalised consultations and tailored product recommendations deepen our engagement with customers, supporting larger basket sizes and higher purchase conversion.

Hashtag: #DFIRetailGroup #Mannings #Guardian #7-Eleven #Wellcome #MarketPlace #IKEA #yuu #Maxim’s

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

DFI Retail Group