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Ringing in the New Year, the extended collection promotes moderation and conscious drinking throughout the festive season and beyond

HONG KONG SAR – Media OutReach Newswire – 16 December 2025 – Carlsberg Hong Kong is championing moderation and mindful drinking with the launch of its extended No & Low-Alcohol Range and Beyond Beer product collection to ring in the New Year. Available from January 2026, the perfectly timed launch coincides with the season of gathering and the upcoming Dry January. The collection offers a refreshing, flavourful alternative for those looking to drink more consciously without compromising on taste or experience.

At the heart of this collection is Carlsberg 0.0, the flagship product that sets the standard for mindful drinking. With No Alcohol, No Sugar, and Low Calories, Carlsberg 0.0 delivers all the taste without the compromise – perfect for those who want to celebrate responsibly while maintaining a balanced lifestyle. True to its tagline, “Alcohol Free; Not Flavor Free,” Carlsberg No & Low-Alcohol Range together with its Beyond Beer collection proves that great beer experiences don’t need alcohol to shine.

Carlsberg Hong Kong Toasts to Mindful Drinking Choices

Driven by increasing consumer demand for healthier and more inclusive drinking options, especially among younger generations, Carlsberg Hong Kong’s latest beverage series embraces the shift toward moderation. Whether it’s over a festive meal, after a workout, or out with friends, the No & Low-Alcohol Range and Beyond Beer products is designed to support all types of occasions.

The lineup features new additions to Carlsberg’s expanding No & Low-Alcohol product portfolio, including:

• Poretti Zero, recognised as the winner of Italy’s “Elected Product of the Year 2025” in the Non-Alcoholic Beer Category, known for its delicate and velvety body crafted from four varieties of hops.
• Erdinger Alkoholfrei, is a full-bodied alcohol-free beer (ABV <0.5%) filled with notes of spicy malt, caramel sweetness and a touch of fruity acidity.

These are accompanied by trusted favourites like Carlsberg 0.0 – crafted using a unique brewing process that gently removes alcohol through evaporation, preserving the full flavour and refreshing character of traditional beer – Young Master Zero, Young Master Another One, Tetley’s Original Bitter, and the newly rebranded Jolly Shandy Lemon.

This launch also marks the first Dry January since Carlsberg Hong Kong began its strategic partnership with Young Master Brewery, holding exclusive distribution rights for its full portfolio of beers and Ready-to-Drink (“RTD”) products in Hong Kong and Macau since September. With this collaboration, Carlsberg is bringing Young Master’s award-winning products to more consumers than ever before through its extensive distribution network.

Nathaniel Moxom, Managing Director of Carlsberg Hong Kong and Taiwan, said “We are proud to lead the way in promoting mindful drinking and expanding the choices available to our consumers. Through our No & Low-Alcohol Range and Beyond Beer portfolio, we aim to make moderation both accessible and enjoyable, perfectly in tune with today’s evolving lifestyle habits.”

Discover What’s Brewing Beyond Beer

Carlsberg Hong Kong is also introducing a new product category under Beyond Beer, all with purest flavours derived from quality ingredients. This includes a curated range of premium mixers and non-alcoholic beverages designed to elevate the drinking experience, whether enjoyed on their own or as part of creative mocktails. Highlights include:

• Sophisticated mixers from The London Essence Company ranging from Indian tonic water, soda water and a delicate ginger ale.
• HIGHERTHAN 0% Salted Lime Soda with Electrolytes from HIGHERTHAN by Young Master, a first-in-market beverage featuring classic Hong Kong salted lime flavour, with added electrolytes – reimagined for modern hydration and boost.

Exclusive Deals to Sip, Shop and Savour

Carlsberg Hong Kong is rolling out a series of consumer promotions both in retail and on-premises throughout January. Shoppers at major supermarkets like Wellcome, ParknShop, city’super, and HKTVmall can enjoy special pricing and gifts with purchase. Customers who purchase designated amount of Carlsberg 0.0 in selected stores or ECOM platforms will receive a complimentary branded shoe bag. A tasting booth at designated city’super will also offer samples of Carlsberg 0.0, Poretti 0.0 and Erdinger 0.0 for curious shoppers.

On foodpanda, the full No & Low-Alcohol Beer and Beyond Beer range will be featured from January lasting for 6 weeks, with alcohol-free selections featured prominently for easy discovery. Participating restaurant brands will offer special promotions and in-app pick-up discounts to make conscious drinking even more accessible.

Around 70 participating outlets will run a Loyalty Stamp Card Programme throughout January. Guests who collect four stamps – one for each purchase of a Carlsberg 0.0 bottle – can redeem an exclusive Carlsberg 0.0 shoe bag, available while supplies last.

Hashtag: #CarlsbergHongKong

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

About Carlsberg Hong Kong

Carlsberg has grown into one of the world’s leading brewery groups, boasting an extensive portfolio of beer and beverage brands across 150 markets and employing 37,000 staff globally. Carlsberg Brewery Hong Kong Limited offers a diverse range of beers, including Carlsberg, 1664, Somersby, and SKOL.

With a rich tradition spanning 178 years, Carlsberg is driven by a spirit of innovation, curiosity, and an unwavering commitment to progress. The company is dedicated to brewing for a better today and tomorrow, continuously striving to enhance its offerings and foster a sustainable future.

IHBMSU and The Digital School have formalised a memorandum of understanding aimed at accelerating digital education initiatives, widening access to cross-border learning programmes and building structured pathways that connect education to employment, according to statements issued by the two institutions.

The agreement outlines cooperation across curriculum design, online delivery platforms and faculty collaboration, with a stated focus on making accredited learning more accessible to learners who face economic or geographic barriers. Officials involved in the partnership said the MoU is intended to combine IHBMSU’s academic framework with The Digital School’s digital infrastructure to support scalable, internationally oriented education models.

Under the terms of the arrangement, the two entities will jointly develop online and blended courses aligned with industry demand, covering areas such as business management, technology, data literacy and applied digital skills. Programmes are expected to be structured to allow flexible pacing and modular certification, enabling learners to accumulate credentials that can be stacked towards full degrees or professional qualifications.

Representatives from both sides said a core pillar of the collaboration is the creation of “learning-to-earning” pathways, particularly for underserved communities. This includes aligning course content with employer needs, embedding practical projects into curricula and facilitating links with industry partners for internships, apprenticeships and job placements. The aim is to reduce the gap between academic training and labour-market outcomes, an issue that has drawn growing attention from policymakers and education providers worldwide.

The MoU also commits the partners to mobilising technical and financial resources to ensure the long-term sustainability of joint initiatives. This may involve co-investment in digital platforms, outreach programmes and learner support systems, as well as engagement with philanthropic organisations, development agencies and corporate sponsors interested in workforce development and social impact education.

IHBMSU officials said the partnership reflects a broader shift within higher education towards digitally enabled delivery and international collaboration. Universities across regions have been under pressure to modernise teaching methods, expand access beyond traditional campuses and respond more quickly to evolving skill requirements. By working with a digital-first education provider, IHBMSU aims to extend its reach to learners outside its conventional geographic footprint while maintaining academic standards.

The Digital School, for its part, said the collaboration strengthens its mission to provide affordable, technology-driven education at scale. The organisation has positioned itself as a platform that blends online instruction, adaptive learning tools and partnerships with accredited institutions. Executives involved in the MoU said working with IHBMSU would allow it to offer learners recognised qualifications alongside practical, employment-focused training.

Education analysts note that such partnerships have become more common as institutions seek to balance quality assurance with the need for speed and flexibility. Digital platforms can lower delivery costs and reach large audiences, but questions around accreditation, assessment integrity and learner outcomes remain central. Collaborations with established universities are often seen as a way to address these concerns while retaining the benefits of digital scale.

The agreement also places emphasis on global learning opportunities, including cross-border classrooms, virtual exchange programmes and collaborative projects involving students from multiple countries. Advocates argue that exposure to international peers and perspectives can enhance employability and cultural competence, particularly in sectors where remote and distributed work has become standard.

While financial terms of the MoU were not disclosed, both parties indicated that pilot programmes would be rolled out in phases, with feedback from learners and employers used to refine course offerings. Metrics such as completion rates, job placement outcomes and learner satisfaction are expected to play a role in evaluating the partnership’s impact.

The move comes against a backdrop of heightened demand for reskilling and upskilling, driven by technological change and shifting labour markets. Employers in fields ranging from information technology to digital marketing and business analytics have reported difficulties finding candidates with job-ready skills, even as large numbers of graduates struggle to secure suitable employment. Education providers have been under pressure to demonstrate that qualifications translate into tangible economic opportunities.

Foxconn will invest $173 million to build a consumer electronics manufacturing facility in Louisville, Kentucky, creating 180 jobs and marking another step in the contract manufacturer’s effort to expand its United States footprint as companies seek to rebalance global supply chains.

The facility, scheduled to begin operations in the third quarter of 2026, will focus on injection moulding, tooling and the production of key components used in consumer electronics. Company executives said the plant would support domestic manufacturing demand and align with a broader push by technology firms and policymakers to strengthen industrial capacity within the US.

State and local officials confirmed that the project has received approvals tied to job creation and capital investment benchmarks. Kentucky’s economic development authorities described the investment as part of a strategy to attract advanced manufacturing and reduce exposure to overseas supply disruptions that became evident during the pandemic and amid geopolitical frictions affecting global trade.

Foxconn, formally known as Hon Hai Precision Industry, is the world’s largest electronics contract manufacturer and a critical supplier to several major technology brands. While the company is best known for its vast manufacturing operations in China, it has been diversifying production across regions including Southeast Asia, Latin America and North America. The Kentucky plant adds to that network but on a scale that contrasts with earlier, more ambitious US plans.

The new facility is expected to employ engineers, technicians and production workers, with roles centred on high-precision manufacturing rather than large-scale assembly. Injection moulding and tooling are considered foundational processes in electronics production, supplying parts used across a range of devices. Industry analysts note that locating these processes closer to end markets can shorten lead times and reduce logistics costs, even if final assembly remains globally distributed.

Foxconn executives have framed the project as a “Made in America” initiative designed to support customers seeking domestic sourcing options. Several technology companies have been under pressure from governments and consumers to demonstrate resilience and transparency in their supply chains, particularly for components linked to critical infrastructure or sensitive technologies.

The Kentucky investment comes against the backdrop of Foxconn’s mixed history in the US. The company’s high-profile Wisconsin project announced in 2017 promised tens of thousands of jobs and billions in investment but was later scaled back significantly, leading to criticism from local communities and policymakers. That experience has made state governments more cautious, with incentives increasingly tied to verifiable outcomes rather than headline commitments.

In Kentucky, officials emphasised that the Foxconn deal is structured around realistic employment numbers and phased investment. The projected 180 jobs are modest by the standards of traditional manufacturing plants, but they reflect the capital-intensive and automated nature of modern electronics production. Wages are expected to be above the regional manufacturing average, according to preliminary workforce plans shared with state authorities.

For Foxconn, the move aligns with a broader recalibration of its global strategy. Rising labour costs in China, trade restrictions affecting technology exports, and growing scrutiny of cross-border dependencies have pushed manufacturers to adopt a “China plus one” or even “plus many” approach. The US has also introduced incentives aimed at encouraging domestic manufacturing, particularly in semiconductors and advanced electronics, although Foxconn’s Kentucky plant does not fall directly under federal chip subsidy programmes.

Supply chain experts say the investment reflects a pragmatic approach rather than a wholesale shift. Building a specialised plant focused on components allows Foxconn to serve US customers without replicating the scale of its Asian campuses. It also limits financial exposure while testing the economics of domestic production in a high-cost environment.

Local economic impact assessments suggest the project will have secondary benefits for suppliers, logistics firms and technical training providers in the Louisville area. Community colleges and workforce agencies have begun discussions with the company on skills development, particularly in precision tooling and materials processing.

By Nantoo Banerjee It is difficult to explain why the government took nearly 17 years to decide on launching a bill in Parliament to allow private participation in India’s nuclear power generation programme. The proposed Sustainable Harnessing and Advancement of Nuclear Energy for Transforming India (SHANTI) Bill to amend the civil liability law to shield […]

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Dubai-based Binghatti has completed what it describes as the most expensive residential penthouse transaction ever recorded in the Middle East, selling a single ultra-luxury home for AED550 million at its Bugatti Residences development in Business Bay, underlining the depth of demand for trophy assets in the emirate’s high-end property market.

The sale centres on a 47,200-square-foot penthouse within Bugatti Residences by Binghatti, the world’s first residential project branded by the French luxury marque. The developer said the transaction reflects sustained appetite from global ultra-high-net-worth buyers seeking rare, branded homes in prime Dubai locations, even as other global luxury markets face slower momentum.

Dubai lands a record luxury penthouse deal has become the shorthand among brokers for the transaction, which eclipses earlier benchmark sales in the region and places Dubai among a small group of global cities capable of sustaining nine-figure residential deals. Industry executives say the scale of the sale reinforces the city’s shift from being a regional wealth hub to a global destination for capital preservation and lifestyle-driven investment.

Bugatti Residences, located along the Dubai Water Canal in Business Bay, has been positioned as a statement project blending automotive-inspired design with high-end residential living. The penthouse includes multiple private terraces, bespoke interiors, and exclusive amenities tailored to the Bugatti brand ethos, according to details released by the developer. Residents are offered services and facilities that mirror ultra-luxury hospitality standards rather than conventional apartment living.

Property consultants tracking prime residential markets say such sales are no longer isolated events in Dubai. Over the past few years, the city has recorded a rising number of transactions above AED100 million, driven by buyers from Europe, Asia, and the Middle East, as well as family offices and entrepreneurs relocating operations or assets to the UAE. The combination of regulatory clarity, long-term residency pathways, and the absence of personal income tax continues to weigh heavily in purchasing decisions.

Binghatti has emerged as a prominent player in this segment by pairing architecture-led developments with globally recognised brands. The Bugatti partnership followed earlier branded collaborations and marked a strategic shift towards ultra-premium projects aimed at a narrow but financially powerful buyer base. Executives close to the company say the strategy is designed to differentiate its portfolio in a market that has become increasingly competitive at the luxury end.

Business Bay itself has evolved from a primarily commercial district into a mixed-use zone attracting high-end residential investment. Proximity to Downtown Dubai, waterfront views, and improved infrastructure have supported pricing growth, with branded residences commanding a significant premium over non-branded counterparts. Analysts note that buyers at this level are less sensitive to price cycles and more focused on exclusivity, security, and global status.

The penthouse sale also reflects a broader trend of branded residences outperforming traditional luxury housing in Dubai. International fashion houses, automotive brands, and hospitality groups have increasingly licensed their names and design philosophies to residential projects, tapping into buyer loyalty and global recognition. Developers argue that branding provides assurance on quality and long-term value, while buyers view such homes as collectible assets rather than purely functional residences.

Market data compiled by leading consultancies shows that Dubai has consistently ranked among the world’s most active markets for luxury home sales above $10 million, often rivaling London, New York, and Hong Kong in transaction volumes. While macroeconomic uncertainty persists globally, the UAE’s positioning as a politically stable, business-friendly jurisdiction has insulated its top-tier property segment from sharper corrections seen elsewhere.

For Binghatti, the transaction serves both as a financial milestone and a branding exercise. Selling a single residence at AED550 million places the developer in a rare category and strengthens its negotiating position for future collaborations and land acquisitions. Company officials have signalled that demand for Bugatti Residences remains strong, with several units already allocated to international buyers seeking full-floor or customised layouts.

Cognizant has opened a new AI Lab and a Moment Studio in Bengaluru, signalling a deeper push into enterprise-focused artificial intelligence, multi-agent systems and immersive digital experiences as global clients accelerate adoption of advanced automation and data-driven platforms.

The facilities, located in the city’s technology corridor, are designed to function as integrated hubs where research, product engineering and client co-creation converge. Cognizant said the AI Lab will concentrate on applied research across generative AI, multi-agent architectures, responsible AI frameworks and industry-specific models, while the Moment Studio will focus on experience-led design, blending AI with data, cloud and interactive technologies to help enterprises modernise customer and employee journeys.

Bengaluru’s selection reflects its role as Cognizant’s largest delivery base worldwide and a centre for digital engineering talent. The company employs tens of thousands of professionals across the city, spanning cloud, analytics, cybersecurity and software engineering. Senior executives have described the new facilities as a strategic investment aimed at shortening the distance between innovation and deployment at a time when clients are moving from pilots to scaled AI implementation.

The AI Lab is expected to work on multi-agent systems that allow autonomous software agents to collaborate, negotiate tasks and adapt to changing business conditions. Such systems are increasingly viewed as a step beyond single-model generative AI, particularly for complex enterprise workflows such as supply chain optimisation, financial operations, software testing and IT service management. Cognizant engineers will also focus on building governance layers to address transparency, bias mitigation, data lineage and regulatory compliance, areas that have become central to enterprise adoption.

Alongside this, the Moment Studio will act as a client-facing environment where design teams, data scientists and engineers jointly prototype digital products. The studio model, which Cognizant has rolled out in several global locations, emphasises rapid experimentation, user-centric design and measurable business outcomes. In Bengaluru, the studio will place particular emphasis on AI-driven personalisation, intelligent interfaces, extended reality and data visualisation for sectors such as banking, healthcare, manufacturing and retail.

Company leadership has framed the expansion as part of a broader shift in client demand. Enterprises are no longer seeking isolated AI tools but integrated platforms that can be embedded into core operations with clear accountability. That shift has placed pressure on technology services firms to combine research capability with delivery scale and domain knowledge, areas where Bengaluru’s ecosystem offers advantages.

The move also aligns with Cognizant’s wider strategy to reposition itself as an AI-first services company. Over the past two years, the firm has increased investment in generative AI platforms, partnered with major cloud providers and integrated AI capabilities into its consulting and engineering offerings. The Bengaluru AI Lab is expected to collaborate closely with Cognizant’s global research teams and with academic institutions and startups in the region, although the company has not disclosed specific partnerships tied to the launch.

Industry analysts note that the emphasis on responsible AI is particularly significant. As enterprises deploy AI across regulated environments, scrutiny from boards, regulators and customers has intensified. Embedding governance, auditability and ethical safeguards at the design stage is increasingly seen as a differentiator rather than an optional feature. Cognizant’s decision to anchor this work in a dedicated lab suggests an attempt to institutionalise these practices across its delivery network.

The expansion also underscores the competitive dynamics among global technology services firms operating in Bengaluru. Peers have been scaling AI centres of excellence, experience studios and innovation labs in the city, seeking proximity to talent and clients while managing costs. For Cognizant, the dual-facility model aims to bridge the gap between conceptual innovation and real-world deployment, a gap that has slowed returns on AI investment for many organisations.

Danish pharmaceutical company Novo Nordisk has launched its blockbuster diabetes and weight-related therapy Ozempic in India, making the semaglutide-based injectable available across the country with a starting cost of about ₹2,200 per week for the lowest 0.25 mg dose. The move positions Ozempic as a key element in the fast-evolving metabolic health market, where type 2 diabetes and obesity rates are among the highest globally.

Available in pre-filled pens with 0.25 mg, 0.5 mg and 1 mg strengths, the therapy has been approved in India as an adjunct to diet and exercise for adults with uncontrolled type 2 diabetes. Novo Nordisk has set the monthly cost for the 0.25 mg dose at approximately ₹8,800, with incremental pricing for the higher strengths. The company says Ozempic delivers benefits beyond glycaemic control, including cardiovascular and kidney risk reduction, and supports weight management through appetite suppression.

India’s diabetes burden is among the world’s largest, with more than 100 million adults affected, according to World Health Organization estimates. Additionally, hundreds of millions live with overweight or obesity, factors that increase the risk of metabolic complications. The introduction of a globally validated therapy such as Ozempic provides clinicians with another option in managing these interconnected health challenges.

Industry analysts note that the launch comes as the country becomes a major battleground for GLP-1 receptor agonist drugs — a class that includes semaglutide and competitors such as Eli Lilly’s tirzepatide, marketed locally as Mounjaro. These therapies mimic gut hormones to regulate blood glucose and appetite, and have become focal points in efforts to curb both diabetes and excess weight.

Novo Nordisk’s roll-out follows the entry of Wegovy, its higher-dose semaglutide formulation specifically approved for chronic weight management, which debuted in India earlier in the year. Wegovy’s pricing adjustments have sparked a noticeable uptick in uptake, highlighting how cost influences adoption of these premium therapies. Ozempic’s pricing at a relatively lower weekly rate aims to broaden its accessibility, though some clinicians stress that affordability will remain a concern for patients without comprehensive insurance coverage.

The timing of the launch intersects with ongoing intellectual property developments. While the core semaglutide patent has expired in India, a secondary patent covering specific formulations remains valid until early 2026, limiting domestic generic competition. Indian courts have recently allowed local firms such as Sun Pharmaceutical Industries and Dr. Reddy’s Laboratories to manufacture semaglutide for export to countries where Novo Nordisk holds no patent but have barred domestic sales of these versions until the formulation patent lapses, shaping competitive dynamics in the near term.

Novo Nordisk India’s managing director, Vikrant Shrotriya, has acknowledged that the weekly pricing is positioned to balance accessibility with the company’s investment in supply infrastructure. He said the goal is to expand reach beyond major urban centres to tier-1 and tier-2 cities and dedicated diabetes clinics, where consistent access to modern therapies has traditionally lagged. Clinicians emphasise that appropriate patient education and specialist referrals will be crucial in ensuring safe and effective use, given that semaglutide therapies require monitoring for gastrointestinal and metabolic effects as part of comprehensive care.

The launch also intersects with broader digital health initiatives. Local health-tech firms are partnering with international drugmakers to offer patient support programmes that provide coaching and adherence tools for individuals on GLP-1 therapies. These services aim to bolster outcomes by integrating medication with lifestyle guidance, reflecting a holistic approach to long-term metabolic health management.

Abu Dhabi has hosted the CGIAR System Council meeting for the first time in the Arabian Gulf region, marking a significant moment for global agricultural governance and underscoring the UAE’s ambition to position itself as a convening hub for food systems innovation, climate resilience and sustainable development.

The gathering brought together representatives of governments, multilateral organisations, donors and research leaders who collectively oversee CGIAR, the world’s largest public agricultural research partnership. The System Council sets strategic direction, approves funding allocations and assesses the impact of research programmes that influence food security for hundreds of millions of people, particularly in climate-vulnerable regions.

Hosting the council in the UAE reflects a broader shift in global agricultural research towards regions facing acute water stress, rising temperatures and land degradation. Officials involved in the meeting emphasised that solutions for future food systems must be designed and tested in environments that mirror the challenges many countries already face, including arid climates and fragile ecosystems. The Gulf, long associated with food import dependence, is increasingly presented as a laboratory for innovation in desert agriculture, controlled-environment farming and climate-smart technologies.

CGIAR’s research portfolio spans crop improvement, climate adaptation, nutrition, water management and biodiversity conservation. Its network includes 15 research centres operating across Africa, Asia, Latin America and parts of the Middle East. Discussions in Abu Dhabi focused on aligning research priorities with accelerating climate risks, tightening development budgets and the need to demonstrate measurable outcomes for smallholder farmers and vulnerable communities.

Senior figures attending the meeting highlighted the urgency of scaling innovations that improve productivity while reducing environmental footprints. Heat-tolerant crop varieties, drought-resilient seeds, precision irrigation systems and data-driven advisory services were cited as areas where scientific advances are already delivering tangible benefits. Council members also reviewed progress on integrating gender equity and nutrition outcomes into agricultural research, recognising that yield gains alone do not guarantee food security.

The UAE’s role as host was framed around its investments in agri-tech, food security strategies and international development partnerships. Over the past decade, the country has expanded funding for agricultural research, supported pilot projects in arid farming and strengthened ties with international institutions working on climate adaptation. Officials involved in organising the meeting said the decision to host the council aligned with national priorities on sustainable food production and knowledge-based economic diversification.

Beyond symbolism, the location influenced the agenda. Sessions examined how lessons from desert agriculture can be adapted for other water-scarce regions, including parts of Africa and Central Asia. Controlled-environment agriculture, including greenhouse and vertical farming, featured prominently as participants assessed their potential to complement open-field farming rather than replace it. Energy use, affordability and scalability in lower-income settings were central to these debates.

Financing emerged as a critical issue. CGIAR operates in an environment of competing global crises, where humanitarian needs, climate finance and development assistance all draw from limited public funds. Council members discussed strategies to broaden the donor base, attract blended finance and strengthen partnerships with the private sector without compromising CGIAR’s public-good mandate. Transparency, accountability and rigorous impact evaluation were repeatedly emphasised as essential to maintaining donor confidence.

The meeting also addressed governance reforms within CGIAR, which has undergone structural changes aimed at improving coordination across its research centres. Council members reviewed progress on streamlining programmes, reducing duplication and enhancing collaboration with national research systems. Strengthening ties with regional institutions in the Middle East and North Africa was identified as an opportunity to expand the reach of research outputs while respecting local contexts.