News related to
next

The strengthening of the senior leadership teams at VinFast and GSM comes as Vingroup and companies across its ecosystem accelerate the training and development of in-house talent and transition leadership responsibilities to a younger generation of leaders, in line with the needs and growth trajectory of the system. In particular, both VinFast and GSM are entering a period of strong and decisive growth on a global scale.

Prior to assuming the position of Chief Executive Officer of VinFast Global from Mr. Pham Nhat Vuong, Mr. Pham Nhat Quan Anh was appointed Chairman of VinFast Global in May 2026. With his official assumption of the positions of Chairman and Chief Executive Officer of VinFast Global, as well as Chairman and Chief Executive Officer of VinFast Vietnam, Mr. Pham Nhat Quan Anh will hold ultimate and comprehensive responsibility for all of VinFast’s operations as the company enters a new phase of growth.

Following his official appointment, Mr. Pham Nhat Quan Anh commented: “I am deeply honored by the Board of Directors’ trust and confidence in entrusting me with the additional responsibility. Built on a strong foundation established over the years and supported by the growing confidence of customers across our markets, VinFast is well positioned to seize the significant opportunities ahead and further strengthen its role in advancing the global transition to sustainable mobility. I am committed to working closely with our talented team to uphold VinFast’s core values and continue delivering world-class products and the highest standards of service to customers around the world.”

Born in 1993, Mr. Pham Nhat Quan Anh holds a Bachelor’s degree from Singapore Management University and has held several key leadership positions at VinFast and other companies within the Vingroup ecosystem before being appointed Chairman of the Board of Directors of VinFast Auto Ltd. in May 2026. With extensive cross-sector management experience and a strategic operational mindset, he has made significant contributions to VinFast’s development, from building its foundation in the domestic market to expanding its presence internationally.

In addition to his senior leadership responsibilities at VinFast, Mr. Pham Nhat Quan Anh will continue to serve as Chief Executive Officer of VinMetal Trading and Production JSC, a high-quality steel manufacturer within the Vingroup ecosystem.

At GSM, Mr. Nguyen Quoc Tuan, currently Chief Executive Officer of GSM Global, has been appointed Chairman of GSM Global, succeeding Ms. Pham Thu Huong. Mr. Pham Nhat Minh Hoang will succeed Mr. Tuan as Chief Executive Officer of GSM Global and concurrently assume the position of Chief Executive Officer of GSM Vietnam.

Born in 2000, Mr. Pham Nhat Minh Hoang has held senior leadership positions at VinFast, Green Future, VinSmart Future, GSM and other companies. In addition to his management responsibilities, he has directly invested in and serves as a major shareholder of several industrial, technology, energy and infrastructure companies within the Vingroup ecosystem, including VinSpeed, VinEnergo, VinMetal, VinVentures and robotics companies.

VinFast currently has a presence in 16 countries worldwide, including key markets such as Vietnam, India, Indonesia, the Philippines, Europe, the Middle East and North America. VinFast electric cars and electric motorcycles are currently manufactured at four facilities across three countries: Vietnam, Indonesia and India.

Alongside VinFast, GSM operates its green mobility brand, Green SM. The company currently operates in seven countries, including Vietnam, Laos, Indonesia, the Philippines, India, Kazakhstan and Denmark, and plans to expand into at least three additional markets within this year. GSM is also targeting a transition into a globally scaled public company with its shares listed on an international stock exchange.

The appointment of senior leadership is of particular importance, not only in addressing the more demanding requirements of the companies’ next phase of development, but also reflecting positive expectations for the future of VinFast and GSM as they continue their expansion into international markets.

Hashtag: #VinFast #GSM

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

Two decades after its first projects broke ground on reclaimed industrial land and riverbank outside Hanoi, Vinhomes, anchored in the wider Vingroup ecosystem and its “ESG++” environmental standards, is positioning itself to help define what a good city looks like for the decades ahead.

Building Cities as Integrated Ecosystems, Not Just Developments

The first Vinhomes projects rose on difficult ground, but their premise was unusual for its time: that a residential development had to fold an entire urban life into a single, walkable proposition. Royal City and Times City were carved from former industrial land in Hanoi, while Vinhomes Riverside took shape on the far side of a river that once marked the edge of the city’s imagination. What set these projects apart was not their scale but their structural approach, schools, clinics, parks, transit, and commerce built in as foundations, not added on later.

That premise has held up. Vietnam’s cities have since become one of the region’s most closely watched growth stories. In 2025, the country drew more than $38 billion in registered foreign direct investment, with real estate the second-largest recipient sector after manufacturing. The capital is following the population, and the population is following the belief that Asian cities will decide what urban life looks like next. Research from the McKinsey Global Institute finds that roughly half of the world’s 600 largest cities by GDP are now in Asia, and that in most Asian countries, cities already generate more than 80 percent of national output.

Vinhomes’ answer to the challenge of urban sequencing has been structural rather than cosmetic, folding its projects into the wider Vingroup ecosystem. A housing development arrives already wired into education (Vinschool, VinUni), healthcare (Vinmec), retail (Vincom Retail), hospitality (Vinpearl, VinWonders), and green mobility (VinFast, V-Green, Green SM), with renewable energy and regional infrastructure now extending that network through VinEnergo and VinSpeed. The premise is that a city assembled this way behaves less like a real-estate product and more like an economy in miniature, one that generates its own demand for jobs, services, and further investment as residents move in.

From ESG++ Leadership to Global Expansion

The newer test for urban development is what a project is willing to leave alone. Vinhomes has framed its approach as “ESG++”, not merely limiting environmental damage, but actively restoring the ecosystems a project sits within. At Can Gio, Vinhomes Green Paradise is being built alongside one of Vietnam’s most significant mangrove systems, with construction is deliberately constrained to protect it. In Ha Long, Vinhomes Global Gate sits beside a UNESCO World Heritage Bay, built with the explicit aim of complementing rather than competing with the landscape.

This approach has drawn notice beyond Vietnam. Vinhomes Green Paradise became the first official global participant in New7Wonders’ “7 Wonders of Future Cities” initiative. Jean-Paul de la Fuente, the campaign’s director, described visiting the project as an encounter with a place where nature, people, and technology converge in ways he had not anticipated from the paperwork alone, adding that few developers anywhere have the execution capacity to build at this scale and speed while still managing that complexity.

The company’s ambitions now extend well beyond its home market. Vinhomes has projects and development plans in Congo, India, Australia, the Philippines, and Indonesia, less an export of a real-estate model than an attempt to carry two decades of Vietnamese urban experience into markets asking the same questions Vietnam once asked itself. For most of the modern era, Vietnamese cities absorbed standards and formats tested elsewhere; that posture is shifting, and not only inside Vietnam.

The data points to a single conclusion: the next several decades of urban growth will be decided in Asia, whether or not Asian developers are ready to define its terms. The United Nations’ World Urbanization Prospects 2025 puts the scale of that growth beyond dispute, cities are now home to 45 percent of the planet’s 8.2 billion people, more than double the share in 1950, with two-thirds of all future population growth through mid-century expected to land in urban areas. The number of megacities has quadrupled since 1975, from eight to 33, and more than half of them sit in Asia. Capital is already voting with its feet, and McKinsey’s research suggests the economic weight has shifted, even if global recognition has not yet caught up.

What Vinhomes is proposing, in effect, is that the second half of that shift, reputation, precedent, the standing to say what a good city looks like, is still being written. Twenty years on from a stretch of marshland and disused factory yards outside Hanoi, the argument is no longer really about towers. It is about whether a place built quickly can still be built to last, for the people living in it and for the land it stands on.

Hashtag: #Vinhomes

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

About Vinhomes

Vinhomes is Vietnam’s largest residential real estate and integrated township developer. The company pioneers the development of synchronized, modern large-scale townships, delivering premium living standards and unlocking sustainable investment opportunities for domestic and international clients.

By Dr. Gyan Pathak With all talks between the United Forum of Banks Unions (UFBU) and Indian Banks’ Association (IBA), Department of Financial Services (DFS), and Central Labour Commissioner under the Union Ministry of Labour and Employment failed, the Public Sector Banks in India have issued alerts for possible disruption of banking operations during all […]

The article Banks issue alerts: Operations may face disruption on Sep 11 appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The third rebuild of Ramco’s platform in thirty years, moving enterprise software from a system of record towards a system of intelligence and action

At the event, the company provided a preview of its upcoming AI-native enterprise platform, built to move enterprise software from a system of record to a system of intelligence, and ultimately a system of action. The first two shifts in Ramco’s platform changed how enterprise software was delivered; this one changes what the software is.

The new platform is designed to move away from software that people must log into and interpret, towards a system that surfaces what needs attention and drafts the resulting action for a human to approve. A walkthrough during the keynote showed how the platform would identify a projected stock shortfall across multiple warehouses and prepare the corresponding replenishment requests for approval.

Abinav Raja, Managing Director, Ramco Systems, said, “Nobody running a business today is short of information. They are short of the time to go and assemble it into something they can act on. What we are building is meant to do that assembly for them, and bring the next step with it, while leaving the judgement where it belongs.”

Payroll offers one example of what this looks like in practice: a monthly processing cycle gives way to continuous validation, with anomalies flagged as they arise rather than surfacing at the end of the period. The AI and Machine Learning technology carries out the processing while payroll teams retain the review and the sign-off.

Ramco has operated in Malaysia since 1996 and today processes payroll for more than 100,000 employees every month across more than 50 Malaysian organisations in over 15 industries. Kuala Lumpur serves as one of Ramco’s regional support hubs for HR and Global Payroll, with Singapore as its Asia headquarters.

Sandesh Bilagi, Chief Executive Officer, Ramco Systems, said, “We have spent thirty years in Malaysia solving problems our customers could not afford to get wrong. Some of the organisations we recognised today started with us decades ago. They have been part of our journey and been with us as our platform transformed and modernized over the years. Thirty years is not the achievement. Those relationships are.”

At the event, Ramco recognised its Malaysian clientele, including:

• Valiram Group, the Kuala Lumpur headquartered luxury retail specialist with more than 600 stores across Southeast Asia and Oceania, was Ramco’s first retail customer in the region. Ramco provided an integrated solution that could replace the disparate HRIS systems in each country, which were working in silos.
• Hitachi Energy used Ramco to build a unified payroll model spanning 20 countries and 8,000 employees. Ramco enabled Hitachi Energy to supplement and empower its retained payroll resources and amplify its expertise across countries.
• Aurecon, an Asia Pacific engineering consultancy, went live on Ramco Payce this year, replacing legacy payroll processes across seven Asian markets, including Malaysia, with a single consolidated service. The service covers gross and net pay calculations, retroactive pay and increments, and payslip generation, alongside country-specific statutory compliance. The shift improved payroll accuracy and timeliness and delivered cost efficiencies across payroll and other teams.

Ramco expects the domain knowledge and experience built over three decades in Malaysia to reinforce how the new platform reaches customers across the region.
Hashtag: #RamcoSystems

https://www.ramco.com/
https://www.linkedin.com/company/ramco-systems/
https://www.ramco.com/blog

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

Ramco Systems

Ramco Systems is a world-class enterprise software product/ platform provider disrupting the market with its multi-tenant cloud and mobile-based enterprise software, successfully driving innovation for over 30 years. Over the years, Ramco has maintained a consistent track record of serving 800+ customers globally with 2 million+ users, and delivering tangible business value in Global Payroll, Aviation, Aerospace & Defense, and ERP. Ramco’s key differentiator is its innovative approach to develop products through its revolutionary enterprise application assembly and delivery platform. On the innovation front, Ramco is leveraging cutting edge technologies around Artificial Intelligence, Machine Learning, RPA and Blockchain, amongst the others, to help organizations embrace digital transformation.

For more information, please visit https://www.ramco.com/

Follow Ramco on LinkedIn and stay tuned to https://www.ramco.com/blog

Lam admitted one count of participating in a racketeering conspiracy before US District Judge Colleen Kollar-Kotelly on Tuesday, September 8. Prosecutors said he organised a network that targeted cryptocurrency holders through social engineering scams, online intrusions and, on some occasions, break-ins at victims’ homes.

The US Attorney’s Office for the District of Columbia said the criminal enterprise operated from at least October 2023 until May 2025 and included participants based in California, Connecticut, New York, Florida and overseas. Lam, who also used several online aliases, identified targets and coordinated roles among members of the group.

One of the organisation’s largest thefts occurred in August 2024, when Lam and associates obtained more than 4,100 bitcoin from a victim in Washington. Court records say conspirators impersonated representatives of trusted companies, including Google and cryptocurrency exchange Gemini, and persuaded the victim to provide access information and authentication codes.

Those details allowed the group to gain control of the victim’s cryptocurrency holdings and transfer the bitcoin. Prosecutors have placed the value of that theft at more than $245 million for the purposes of the case, while earlier court filings valued the same 4,100 bitcoin at about $263 million at the time of the alleged transaction.

The broader racketeering case involves 18 defendants, with Lam becoming the 11th to plead guilty. Prosecutors described him as an organiser who played several roles in the enterprise and directed associates involved in obtaining credentials, moving stolen assets and laundering cryptocurrency through exchanges and other channels.

The plea marks a step in the prosecution of a network that authorities say grew out of contacts made through online gaming communities. Investigators allege members specialised in different parts of the operation, including identifying wealthy holders, impersonating corporate security staff, gaining account access and converting stolen cryptocurrency into cash or goods.

Federal authorities have pursued the case under the Racketeer Influenced and Corrupt Organizations Act, a statute more commonly associated with organised criminal enterprises. The charge allows prosecutors to treat coordinated fraud, laundering and related acts as part of one conspiracy rather than as isolated offences.

Court documents also describe occasional home invasions or break-ins used to obtain information from cryptocurrency holders. The Justice Department said the group combined those physical intrusions with deceptive calls and other social engineering methods designed to gain passwords, seed phrases, security codes and related information needed to access digital wallets.

The stolen proceeds financed extensive spending by members of the group. Authorities said the conspiracy paid for private jets, rental properties in Miami, Los Angeles and the Hamptons, luxury clothing, handbags, watches, private security and a fleet of exotic cars. Some vehicles were valued at as much as $3.8 million.

Nightclub spending was another major outlet for the proceeds. Court records cited services costing as much as $500,000 per evening, while Lam was linked to a $569,000 bill during one night at a Los Angeles club. Luxury watches purchased by members of the group were valued from about $100,000 to more than $500,000.

Lam was arrested in Miami after the August 2024 bitcoin theft. The guilty plea followed months of negotiations over whether he would accept an agreement or proceed to trial. Several alleged co-conspirators had indicated they were prepared to testify if the case went before a jury.

At the plea hearing, Lam acknowledged the prosecution’s account and entered his guilty plea to the RICO conspiracy charge. The offence carries a maximum prison term of 20 years, although the sentence will be determined later under federal law and sentencing guidelines.

Judge Kollar-Kotelly scheduled a status hearing for December 8, when the court is expected to address the next steps towards sentencing. Lam and other participants have also been ordered to repay more than $245 million in stolen funds to victims.

Growth reflects Prudential’s continued investment in adviser development and career progression

HONG KONG SAR – Media OutReach Newswire – 10 September 2026 – Prudential plc (“Prudential”) has retained its No. 2 position among multinational companies in the 2026 Million Dollar Round Table (MDRT) rankings. First-time qualifiers increased 14 per cent year-on-year, reflecting continued momentum in Prudential’s agency business and the impact of its strategy to build a more professional and productive agency force across Asia and Africa.

This momentum is reflected across Prudential’s markets:

• Indonesia has held the No. 1 in-country ranking for more than a decade and continues to have the largest number of MDRT members in the market.
• Hong Kong climbed three places in MDRT rankings to No. 3 globally and No. 2 in-country, with the second-highest number of Top of Table (TOT) and Court of Table (COT) qualifiers.
• Singapore ranked No. 1 in-country for TOT qualifiers, with an 83.8 per cent MDRT member retention rate, and sits in the global top three. It also led the 2026 MDRT Culture of Excellence Awards, with 29 Agency Leader award recipients from a total of 68 winners worldwide.
• In Africa, Prudential remains the only insurer represented in the MDRT Global Top 100 company rankings in the last three years, with Nigeria and Ghana each ranked No. 1 in-country.
• In the Chinese Mainland, Prudential grew MDRT qualifiers 40 per cent year-on-year in the first half of 2026.

Prudential’s base of quality producers is driving year-on-year double-digit growth in new business profit per MDRT agent, as reported in its 2026 Half Year Results.

Pankaj Banerjee, Group Chief Agency Officer, Prudential plc, said: “Our agency transformation is gathering pace, and our direction is clear: we are building a higher-quality, more professional and more productive agency force, equipped to deliver the trusted advice our customers increasingly need, at every stage of their lives. The continued growth in first-time MDRT qualifiers reflects the progress we are making and the commitment of our advisers, agency leaders and colleagues to raising professional standards across the industry.”

As customer needs become more complex, particularly in health, protection and wealth planning, the demand for trusted, high-quality advice is rising. For Prudential, upholding agency excellence is about providing advisers access to learning, role models, communities and opportunities that help them progress and deliver better outcomes for customers.

This commitment is reflected in Prudential’s long-standing partnership with MDRT, which gives advisers access to a global professional community, learning opportunities and standards of excellence. At every stage of the adviser journey, Prudential continues to invest in attracting high-quality talent, strengthening capabilities and productivity. This includes equipping advisers with deeper wealth planning capabilities, insights and AI-enabled tools to meet evolving customer needs and drive sustained MDRT growth.

To accelerate this progress, Prudential recently established the MDRT Advisory Council, a Group-wide platform bringing together leading producers in 11 agency markets to share best practices, accelerate adviser growth and support advisers in their professional progression across the force.

Prudential’s commitment to adviser development was also reflected at the 2026 MDRT Global Conference in Sydney, where it was recognised as MDRT Premier Sponsor and joined by 400 of its advisers and agency leaders from across different markets.

As MDRT approaches its 100th anniversary, Prudential looks forward to continuing its partnership with MDRT with a focus on expanding development pathways, raising professional standards, and supporting the next generation of advisers to achieve their full potential.

Hashtag: #Prudentialplc

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

About Prudential plc

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

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

www.prudentialplc.com/

The transaction follows the landmark property’s March 2026 debut and marks the completion of the joint venture transformation of the Lake Como site into a five-star EDITION hotel

BANGKOK, THAILAND – Media OutReach Newswire – 9 September 2026 – Bain Capital, a leading global private investment firm, and Omnam Group, a Europe-based hospitality real estate developer and investor, recently announced the sale of The Lake Como EDITION to Sansiri Capital, the hospitality trophy asset fund of Sansiri Public Company Limited, a leading Thai real estate developer with more than 40 years of experience. The transaction marks the culmination of the partners’ transformation of the landmark Lake Como property into one of Italy’s most significant new luxury hospitality destinations. The transaction is expected to be completed in the next several weeks. Completion remains subject to customary closing conditions and required third-party approvals. Financial terms were not disclosed.

Set on the shores of Cadenabbia, the property occupies a rare waterfront position opposite Bellagio, with access to Milan and Malpensa International Airport in approximately one hour. The landmark 19th-century palazzo was acquired by Bain Capital and Omnam Group in late 2021. An extensive redevelopment began in April 2022, reimagining the historic property as The Lake Como EDITION. The hotel opened in March 2026, just under six months ago, as part of Marriott International’s EDITION Hotels portfolio, introducing a new expression of contemporary luxury to one of Italy’s most iconic destinations.

At acquisition, Bain Capital and Omnam identified an opportunity to create a new luxury hospitality offering in a market characterized by strong international demand, limited five-star supply and significant barriers to new lakeside development. Acquiring the property with vacant possession enabled the partners to undertake a comprehensive repositioning rather than an incremental refurbishment.

The sale reflects growing international investor interest in distinctive, experience-led European hospitality assets and marks Sansiri’s strategic expansion into Europe’s luxury hospitality sector through the Sansiri Capital fund, further strengthening its portfolio of trophy assets. For Bain Capital and Omnam Group, the transaction demonstrates the value created by combining real estate investment, development expertise and leading hospitality partners to reposition a complex asset.

The redevelopment substantially reconfigured the property, reducing the former hotel’s room count from nearly 300 to 148 larger rooms and suites and creating a new spa and wellness building, alongside an extensive food and beverage and leisure offering. The transformation also incorporated the property’s distinctive waterfront amenities, including its floating pool and beach club.

Ali Haroon, a Partner and Head of Europe Real Estate for Bain Capital, said:

“Lake Como is a strong example of how we approach real estate investing in Europe. We focus on sectors supported by long-term structural demand and opportunities where our capital, local relationships and hands-on capabilities can fundamentally transform an asset. Together with Omnam, we have taken a highly underinvested property in an irreplaceable location and created a contemporary luxury destination for the international market. This is exactly the type of complex, execution-led opportunity we seek across our Europe Real Estate strategy.”

David Zisser, CEO and Founder of Omnam Group, said:

“The Lake Como EDITION has been an ambitious undertaking from the outset. Our vision was to take a remarkable historic property in one of the world’s most iconic destinations and give it new relevance through architecture, design and hospitality, while remaining deeply connected to the character of Lake Como.

Together with Bain Capital and an exceptional group of partners, we have taken that vision from acquisition and development through to the opening of a landmark new hotel. We are immensely proud of what has been created. The completion of this transaction is a significant milestone for Omnam and a testament to the strength of our development approach, while marking the beginning of an exciting new chapter for The Lake Como EDITION.”

The sale of The Lake Como EDITION marks the latest chapter in Omnam Group’s expanding presence across Europe, where an ambitious pipeline of projects is currently underway in Florence, Venice, Puglia and Sicily — each reimagining distinctive properties into internationally relevant lifestyle destinations.

The acquisition also marks a significant international investment for Sansiri Public Company Limited, bringing one of Lake Como’s newest luxury hospitality assets into its trophy-asset portfolio through Sansiri Capital, the hospitality trophy-asset investment arm.

Napat Thavisin, President of International Operations, Sansiri Public Company Limited and Managing Director of Sansiri Capital, said:

“The acquisition of The Lake Como EDITION marks a significant milestone in advancing Sansiri’s New S-Curve strategy. It strengthens our financial resilience and diversifies risk across our global hospitality portfolio. We remain focused on ultra-luxury trophy assets in gateway cities and high-demand leisure destinations—markets characterised by robust demand and inherently constrained supply. This disciplined capital-allocation approach is designed to maximise long-term shareholder value.

As Thailand’s No.1 most trusted luxury real estate developer, with 40 year of experience, Sansiri brings a proven record in global markets from The Manner SoHo, New York to the growth of Standard International prior to its acquisition by Hyatt Hotels Corporation. Leveraging this expertise, we look forward to stewarding this exceptional investment in The Lake Como EDITION under Sansiri Capital’s ownership, in collaboration with Marriott International, which will continue to operate the hotel, while further diversifying our revenue streams across major global currencies. Looking ahead, Sansiri will actively pursue trophy-asset investments in premier leisure and gateway destinations worldwide, reinforcing our position as a fully integrated global real estate and lifestyle investment platform.”

Hashtag: #Sansiri

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

By Dr. Gyan Pathak Guwahati High Court’s September 3, 2026 order to bring the woman pushed into Bangladesh as infiltrator back to India and to give interim compensation of ₹2 lakh to her husband has brought the BJP’s infiltrator politics on test for accountability. The order has already made the BJP led Government of Assam […]

The article BJP’s infiltrator politics in Assam on test appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Frost & Sullivan credited TP’s ability to move AI from experimentation into live operations, which Frost identified as one of the most urgent gaps in the industry. TP applies AI across the service delivery lifecycle to help teams become productive faster and improve service quality at scale. This starts with AI-enabled recruitment and onboarding, extends into simulation-based training that helps customer experts build proficiency before handling live interactions, and continues through workforce management and AI-assisted coaching. In quality assurance, TP now reviews every transaction rather than the small sample the industry has traditionally relied on, sharpening coaching precision, compliance visibility and operational learning.

“As AI becomes embedded into customer operations, enterprises need outcome-based models that orchestrate AI and human agents to improve productivity and deliver measurable business value,” said Dave Rizzo, President and CEO, APAC, TP. “TP designs workflows that use AI to elevate human work, while linking productivity gains to the business outcomes clients want to achieve. Being named Frost & Sullivan’s Asia-Pacific Company of the Year recognizes the progress we are making in delivering that transformation for clients across the region.”

Frost & Sullivan highlighted TP’s work with a major hospitality brand in Singapore as an example of this approach in practice. The engagement went beyond operational delivery to integrate technology across legacy and modern systems, while also implementing an AI-enabled knowledge platform that delivers trusted, context-aware answers to customer inquiries across multiple operational teams and lines of business. Together, these capabilities supported a broader redesign of the service infrastructure behind a high-touch, premium customer experience. Beyond individual client engagements, TP’s operations across Asia-Pacific play a dual role in TP’s strategy as both a delivery engine and a business development engine in a high-growth demand market. Frost & Sullivan noted that TP’s regional footprint enables it to respond to different language, regulatory, cultural, and operational requirements.

“The company’s centers of excellence in Asia-Pacific contribute to the development of solutions across AI, machine learning, natural language processing, analytics, and automation. This gives the region a role beyond labor delivery. It becomes a capability engine for global transformation,” said Krishna Baidya, Vice President, ICT Practice, Frost & Sullivan.

Frost & Sullivan also highlighted TP’s approach to reframing the traditional onshore-versus-offshore debate. Across Asia-Pacific, TP supports offshore, nearshore, onshore and hybrid delivery models, using technology and local market capabilities to balance cost efficiency, service quality, language requirements and regulatory needs. This flexibility allows TP to tailor delivery models to the realities of individual markets rather than relying on a single approach.

With operations in close to 100 countries and services spanning more than 170 markets, TP combines global scale with regional delivery depth, technology and human expertise. Across Asia-Pacific, this is translating into measurable outcomes, including an agentic triage use case that reduced referral-to-booking turnaround from approximately 24 hours to minutes while improving booking conversion. The recognition reflects how TP is evolving its digital business services for the next phase of AI-enabled transformation while keeping human oversight, empathy, judgment and relationships central to the service model.

Hashtag: #TP

http://www.tp.com
https://www.linkedin.com/company/wearetpgroup/home/
https://x.com/wearetpgroup
https://www.facebook.com/wearetpgroup/

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

AboutTP in SINGAPORE

TP in Singapore is part of the TP Group, a global leader in digital business services which consistently seeks to blend the best of advanced technology with human empathy to deliver enhanced customer care that is simpler, faster, and safer for the world’s biggest brands and their customers. The Group’s comprehensive, AI-powered service portfolio ranges from front office customer care to back-office functions, including high-value digital transformation services, collections and operations consulting. It also offers a range of specialized services such as interpreting and localization, visa and consular services, and recruitment process outsourcing services. The teams of multilingual, inspired, and passionate experts and advisors, spread in close to 100 countries, as well as the Group’s local presence allows it to be a force of good in supporting communities, clients, and the environment.

For more information: www.tp.com.

Global research explores how newer wealth, continued business ownership, and family stewardship influence philanthropic practices among Asia’s wealthiest families

• Roughly 94 percent of Asia‘s wealthiest families are first- or second-generation wealth holders
• Approximately 95 percent of Asia’s wealthiest families retain control of the businesses that generated their wealth

SINGAPORE – Media OutReach Newswire – 8 September 2026 – As private wealth continues to expand globally and an estimated US$74 trillion is expected to transfer between generations over the next 20 to 25 years, understanding how wealthy families approach philanthropy is becoming increasingly important. New research from The Bridgespan Group, based on analysis of 186 of the wealthiest individuals and families across 20 economies spanning Asia, Africa, Europe, and the Americas, sheds light on how the world’s wealthiest families give, what they fund, how they organise their philanthropy, and how they seek to create change.

Supported by Bridgespan’s Funders Council comprising the Institute of Philanthropy, The Rockefeller Foundation, and the Gates Foundation, and with contributions from the Financial Services Development Council and Wealth Management Institute, High-Impact Family Philanthropy: What Makes Family Giving Distinctive marks the third year of the High-Impact Philanthropy series, building on previous research on institutional philanthropy and corporate giving.

“This research comes at a pivotal moment for family philanthropy, especially as private wealth continues to grow,” said Xueling Lee, co-author and partner at Bridgespan. “Our research helps fill a knowledge gap on how the world’s wealthiest families organise their philanthropy and pursue impact, and finds distinguishing characteristics in Asia.”

In Asia, where founders and second-generation leaders often remain closely involved in the businesses that generated their wealth, philanthropy is frequently connected to broader questions of stewardship, business ownership, succession, and community engagement. The research finds that these differences are shaped by factors including the relative newness of wealth, continued business ownership, and the close connection between family, business, and philanthropy. Bridgespan’s research on corporate giving highlights this dynamic: founder- or family-linked companies account for 11 of Asia’s 20 largest corporate funders, compared with four among the world’s 20 largest corporate funders.

“Beyond the scale of their giving, many families bring a long-term perspective, deep personal commitment, and relationships across sectors built over decades,” said Brian San, secretary-general of the Institute of Philanthropy. “These qualities are particularly relevant in Asia, where family-owned businesses remain a powerful force and philanthropy is often closely connected to family stewardship, business leadership, and community engagement. The report highlights how these characteristics can help families catalyse collaboration, support innovation, and contribute to meaningful impact over time.”

“This research confirms what we have seen firsthand: family philanthropy has driven some of today’s boldest solutions and most pioneering research. These funders are uniquely positioned to take risks and build coalitions that can solve big, complex problems at their root,” said Deepali Khanna, senior vice president and head of Asia (division) at The Rockefeller Foundation. “Some of the work we are proudest of, like the Global Energy Alliance for People and Planet, started because family philanthropies were willing to commit early and jointly at a time when no single institution could have carried it alone.”

While the report finds that wealthy families around the world share many common philanthropic behaviours, it also identifies several characteristics that distinguish family philanthropy in Asia.

• Asia’s wealth is newer: Approximately 94 percent of wealth held by Asia’s wealthiest families sits with first- or second-generation wealth holders, compared with roughly 85 percent in high-income economies outside Asia. The relative newness of wealth influences how wealth is held, the degree of family involvement in operating businesses, the availability of liquid assets, and the form philanthropy takes.
• Asian families retain tighter control of their businesses: Approximately 95 percent of Asian families maintain control of the businesses that generated their wealth, compared with roughly 68 percent outside Asia. Where wealth remains closely tied to an operating business, philanthropic decisions often sit alongside broader considerations such as government relationships, succession planning, and reputation.
• Families fund remarkably similar issues across regions: Education, health, and support for marginalised and vulnerable populations are among the top issues supported by wealthy families. In Asia, families are more likely to support elderly care, religion, and sports, while families from other regions more frequently fund science and technology initiatives, including those related to artificial intelligence.
• Few families publicly report outcomes from their giving: More than 80 percent of families in Asia publicly report outputs from their giving, such as schools built or teachers trained, compared with just 45 percent of high-income families outside Asia. However, outcome reporting, such as learning gains or graduation rates, remains uncommon across all groups.

Beyond examining how families give, the companion report How the World’s Wealthiest Families Give explores approaches that help families translate their resources and influence into meaningful and sustained impact:

1. Taking risks others cannot or will not: Families often have the autonomy to move from decision to deployment more readily than institutional or corporate funders. In Singapore, for example, the Lien Foundation made a decade-long push into early childhood development, a sector that few had championed when it began. Its sustained work alongside government and other stakeholders contributed to broader sector development over time.
2. Facilitating collective action: Families with trusted relationships across sectors can bring together stakeholders who might not otherwise gather, helping fragmented efforts to evolve into coordinated action. In 2024, the Jollibee Group Foundation, led by Tony and Grace Tan Caktiong, partnered with the Provincial Government of Basilan, the Zuellig Family Foundation, and the League of Corporate Foundations to expand its school feeding programme. Together, the partnership supports the delivery of nutritious meals to nearly 25,000 children in 250 schools.
3. Mobilising multiple types of capital: A family with authority across philanthropic and investment decisions may be able to move capital across different instruments with fewer external negotiations, board approvals, or fiduciary obligations to outside investors.

Download the full reports:

• https://www.bridgespan.org/insights/high-impact-family-philanthropy-what-makes-family-giving-distinctive
• https://www.bridgespan.org/insights/how-the-worlds-wealthiest-families-give

Hashtag: #TheBridgespanGroup #Bridgespan #CSR #ESG #Philanthropy #FamilyPhilanthropy #InstituteofPhilanthropy

https://www.bridgespan.org

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

About The Bridgespan Group

The Bridgespan Group (www.bridgespan.org) is a global nonprofit that collaborates with social change organisations, philanthropists, and impact investors to make the world more equitable and just. Bridgespan’s services include strategy consulting and advising, sourcing and diligence, and leadership team support. We take what we learn from this work and build on it with original research, identifying best practices and innovative ideas to share with the social sector. We work from locations in Boston, Delhi, Johannesburg, Mumbai, New York, San Francisco, Singapore, and Washington, DC.

HONG KONG SAR – Media OutReach Newswire – 7 September 2026 – HUAFULI, a high-end decorative panel brand under the Shanghai Stock Exchange main board listed company “Dongguan Huali Industries Co., Ltd.” (Stock Code: 603038.SH), has leveraged its 30 years of brand heritage and formidable R&D and supply chain strength to achieve a rapid growth of over 50% against recent market downturns! Backed by a robust brand history, HUAFULI served as a supporting furniture materials supplier for top-tier international events, including the 2008 Beijing Olympics, the 2010 Guangzhou Asian Games, and the 2011 Shenzhen Summer Universiade, earning national-level recognition for its quality.

HUAFULI today officially announced its full-scale entry into the Hong Kong market, establishing its presence in the heart of Lockhart Road, Wan Chai—renowned as “Hong Kong’s Building Materials Street.” A grand opening ceremony was held for its brand-new 2,800 sq. ft. flagship exhibition hall, the “HUAFULI Hong Kong Home Art Gallery”. The brand offers an Integrated Door-Wall-Cabinet solution and localized services, using Hong Kong as a strategic pivot to expand into the global market!

The ceremony, themed “Huafuli: A New Chapter in Hong Kong”, was officiated by management representatives, including Mr. Jacky Tan Xujie, Vice Chairman of Dongguan Huali Industries Co., Ltd., Mr. Xie Zhikun, CEO and Co-founder of Dongguan Huali Industries Co., Ltd., Mr. Lu Xuqiu, Co-founder of Dongguan Huali Industries Co., Ltd., Mr. Wang Tangxin, Co-founder of Dongguan Huali Industries Co., Ltd., Mr. Ji Juntao, Vice President of Dongguan Huali Industries Co., Ltd., and Mr. Ken So, Sales Manager of the Hong Kong Region, Huafuli. The event also featured a heavyweight guest, three-time TV King, renowned artist, and Brand Spokesperson Mr. Wayne Lai, who attended the ribbon-cutting and conducted a live contract signing ceremony, witnessing this significant milestone in HUAFULI’s development in Hong Kong.

30 Years of Dedication: From Single-Product Champion to System Service Provider; Executive President Xie Zhikun Reveals Deep “Hong Kong Ties”

Founded in 1995, Huali Shares was listed on the SSE main board in 2017. In its early years, the brand took the lead in breaking foreign technological monopolies, spearheading the formulation of China’s furniture edge banding industry standards, and achieving the highest national sales for ten consecutive years. Over 30 years of development, the brand has successfully upgraded from an edge banding sales champion to a whole-house system service provider encompassing decorative panels, edge banding, and home hardware. Amid the transformative challenges faced by the home building materials industry in recent years, HUAFULI has defied market trends with a robust growth of over 50%, demonstrating remarkable business resilience and market leadership.

During his opening speech, Mr. Xie Zhikun, CEO and Co-founder of Dongguan Huali Industries Co., Ltd., shared emotionally: “Thirty years ago, we started with a single edge banding strip, proactively formulating the industry standards for furniture edge banding in China and maintaining the number one sales position nationwide for thirty consecutive years. With this dedication, we successfully upgraded from a ‘single-product champion’ to a complete system covering decorative panels, edge banding, and home hardware. Even when the industry faced challenges recently, HUAFULI still achieved a 50% growth against the trend. In fact, our connection with Hong Kong began back in 2008 when we established a subsidiary here. Hong Kong people are extremely particular about home quality, placing special emphasis on eco-friendliness, moisture resistance, and health, which are precisely HUAFULI’s strengths. The ‘HUAFULI Hong Kong Home Art Gallery’ unveiled today is not just an ordinary showroom, but a home art gallery that offers peace of mind and lifestyle aesthetics. In the future, we will collaborate with all sectors in Hong Kong using solid products, a professional team, and localized services, opening a new chapter where quality and craftsmanship parallel each other—basing ourselves in Hong Kong, connecting with the Mainland, and radiating globally!”

Mr. Ken So, Sales Manager of the Hong Kong Region, Huafuli, Addresses Three Industry Pain Points, Eliminates Northbound Travel Hassles, and Sets a HK$100 Million Sales Target

In an exclusive media interview, Mr. Ken So, Sales Manager of the Hong Kong Region, Huafuli, deeply analyzed the business logic and localized strategy behind the brand’s entry into Hong Kong:

• Eliminating Cross-border Travel Fatigue to Significantly Boost Deal Success Rates: Mr. So pointed out that local interior designers and homeowners were often limited to brochure samples or had to endure tiring trips to Mainland factories to view actual materials. “We established ourselves directly in the core area of Lockhart Road, Wan Chai, building a 2,800 sq. ft. high-spec exhibition hall. Designers can now bring clients at any time to view 1:1 physical large panels and finished door-wall-cabinet displays. The art gallery does not retail directly to homeowners but serves as a shared design base for Hong Kong designers and contractors, addressing eco-concerns on the spot and significantly improving local designers’ deal success rates.”
• Insisting on a 100% Direct-Sale Model with Unified National Pricing—”Not a Cent Added”: Differentiating from traditional building material brands that rely on multi-tiered agents, Mr. So emphasized HUAFULI’s commitment to a direct-sale system: “Whether in the Mainland or Hong Kong, HUAFULI is directly operated by the group, ensuring high consistency in product quality, after-sales service, and pricing. Although we have set up a top-tier showroom in the prime location of Wan Chai and hired a star spokesperson, the panel prices remain unified nationally with the Mainland—’not a cent added’—truly yielding benefits to local partners with sincerity.”
• Eco-friendly Panels Replacing Traditional Laminates; Setting a HK$100 Million Sales Target: Mr. So analyzed that eco-friendly decorative panels are in a golden growth period in Hong Kong, gradually replacing traditional fireproof laminates and veneers. “We see massive market potential, and HUAFULI has set a target of achieving HK$100 million in sales in Hong Kong within 3 to 5 years! The Hong Kong market is strict and aligned with international standards. We are using Hong Kong as a touchstone and strategic hub for adapting to global standards, and will further expand into more overseas markets in the future.”
• Strong Supply Chain Backing to Achieve “Zero Minimum Order, Next-Day Delivery” Express Fulfillment: Relying on six major production bases in the Mainland (totaling 600,000 square meters) and a network of 14 branch warehouses, HUAFULI breaks the traditional months-long waiting period for imported building materials. It provides the local industry with a localized, one-stop delivery service characterized by “zero minimum order, zero inventory requirements, same-day response, and next-day delivery,” greatly alleviating the financial and warehousing pressures on local partners.

Global Debut of German-Japanese Nano-Microcrystalline EBH Technology; Dual Ultimate Eco-certifications Lead New Trends in HK Building Materials

With Hong Kong’s increasingly stringent requirements for green buildings, indoor air quality, and ESG standards, HUAFULI brings a high-specification product system suitable for the Hong Kong environment:

• Hong Kong Debut of the German-Japanese EBH Series: Combining German plasma spraying and Japanese precision light-curing technologies, this series boasts top-tier performance across six dimensions: anti-fingerprint (90% reduction), scratch resistance (2H+ hardness), anti-mildew and antibacterial (99.5%+), and yellowing resistance. Its surface presents an advanced, luxurious 5° matte gloss, perfectly adapting to Hong Kong’s humid climate.
• Dual Highest Eco-certifications: “ENF Grade + JIS JAS F4-star”: Showcasing top-tier eco-friendly panels (including Particle Board, Multi-layer Plywood, and Oriented Strand Board, etc.) that have comprehensively passed the dual certifications of the national highest environmental standard “ENF Grade” (formaldehyde emission ≤0.025 mg/m³) and Japan’s highest environmental standard “F☆☆☆☆ (F4-Star).”
• Recognized by the “Hong Kong ECO Mark”: The products have obtained the Hong Kong Green Label Scheme certification, achieving extremely low TVOC and formaldehyde emissions from the source. This directly addresses the pain points of Hong Kong’s indoor air quality and aligns with the high standards for ESG inspection by developers.
• Patented Laser Edge Banding 2.0 and colour matched door-wall-cabinet system: The entire series comes standard with the original factory’s seamless laser edge banding technology, achieving panel edge banding in-one. HUAFULI particularly advocates the “Integrated Door-Wall-Cabinet” concept, where interior doors, wall panels, and custom cabinets are all made from the same original factory batch of substrates with identical colors and textures. This achieves zero color difference and a highly unified whole-house aesthetics with perfectly extended textures, providing unparalleled one-stop quality solutions when paired with original factory moldings and hardware components.

Star Spokesperson Mr. Wayne Lai Yiu Cheung Attends the Event, Heavily Endorses Dual Ultimate Eco-friendliness at Contract Signing

The atmosphere at the grand opening ceremony was vibrant, with traditional auspicious lion eye-dotting and lion dance performances kicking off the splendid prologue for the “HUAFULI Hong Kong Home Art Gallery.” Brand Spokesperson Mr. Wayne Lai Yiu Cheung conducted a grand contract signing ceremony on site and joined management guests for a celebratory group toast and photo.

Hashtag: #HUAFULI

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

About HUAFULI

Founded in 1995, Huali Shares was listed on the main board of the Shanghai Stock Exchange in 2017 (Stock Code: 603038.SH). Starting from the field of decorative composite materials, the company has adhered to integrity and innovation, inherited the spirit of craftsmanship, and over the past 30 years, has developed into a comprehensive holding enterprise encompassing home building materials, smart water affairs, membrane filtration materials, and industrial digital intelligence businesses. It is committed to leading industry progress through high-level R&D, satisfying people’s aspirations for a better life through technological innovation, and empowering industrial upgrades through digital and intelligent technologies. Its home building materials business primarily focuses on edge banding, decorative panels, and home hardware, mainly used in panel furniture, interior decoration, and commercial space construction. It is the first domestic home materials manufacturing enterprise to break the German technological monopoly and possess independent intellectual property rights, and is the leading formulator of important industry standards for edge banding in China.