FEATURED NEWS
- August 8, 2026Business
UEM Edgenta Reinforces Commitment to Sarawak's Infrastructure With Batang Lupar Bridge
UEM Edgenta Berhad (“UEM Edgenta” or “the Company”), a leading Asset Management and Infrastructure Solutions company serving as the appointed Project Management Consultant (PMC), continues to drive Sarawak’s infrastructure development forward. Following the successful completion of the Pan Borneo Highway Sarawak, the Company has further strengthened its project management capabilities through the monumental Sarawak Coastal Road and the Second Trunk Road (CSTR). A centrepiece of these RM11 billion mega infrastructure projects is the Batang Lupar 1 Bridge, officially launched by the Premier of Sarawak on 9 July. Standing as the longest river crossing bridge in Malaysia, this structure is more than just a marvel of concrete and steel; it serves as a critical artery designed to physically unify the state’s coastal road network. Behind the completed structure linking Sebuyau to Triso lies the true story of the Batang Lupar 1 Bridge – a story of the quiet, relentless engineering determination that brought it to life. Spearheaded by Jabatan Kerja Raya Sarawak (JKR Sarawak) as the project's principal team lead, delivering a mega-structure across one of the state’s most formidable rivers demanded an extraordinary level of technical governance. Working in close partnership with JKR Sarawak, UEM Edgenta provided the critical project management and technical oversight necessary to execute this ambitious vision safely and efficiently. Spanning an immense 4.844 kilometers across the Batang Lupar estuary, this cable-stayed bridge crosses a major geographic barrier that has historically isolated coastal communities. The bridge forms part of the CSTR network, comprising 14 major bridges, including five (5) distinctive cable-stayed structures that have become icons of Sarawak’s infrastructure development. Constructing a structure of this scale requires driving deep foundation piles into complex riverbed soils and managing hundreds of thousands of metric tons of materials. As the PMC, UEM Edgenta was tasked with the immense responsibility of navigating these challenges, which meant aligning multiple contractors, ensuring international quality and safety compliance, and keeping a massive multi-year timeline on track despite unpredictable environmental variables. Shaiful Subhan, Managing Director/Chief Executive Officer of UEM Edgenta, commented on the scale of this technical orchestration, “Bridging massive geographical divides requires an arrangement of immense technical capabilities. At UEM Edgenta, our infrastructure solutions are designed to handle precisely this level of complexity, ensuring that the structural integrity and project management of the Batang Lupar 1 Bridge meet the highest international safety and quality standards." To execute this, UEM Edgenta brought cutting-edge project management technology to the forefront. A project of this magnitude requires more than traditional oversight; it demands high digital precision to meet stringent specifications. By leveraging real-time construction analytics combined with drone-assisted site reporting, UEM Edgenta and the project teams maintained total visibility over the nearly five (5) kilometer span to conduct stringent quality assurance. This tech-driven governance ensured every component was fabricated and installed to exact specifications before it even reached the water. Crucially, the Company’s role on the ground extends beyond immediate project delivery; by actively integrating local Sarawakian engineers and contractors into these advanced BIM and drone methodologies, the project serves as a live incubator for specialised knowledge transfer, elevating the state’s internal capacity to manage future marine mega-structures. The challenges of the Batang Lupar project were not solely topographical or structural; they were fiercely environmental. The river is notoriously dynamic, featuring aggressive tidal bores and fast-flowing currents. More pressingly, the Batang Lupar Basin is the natural habitat for one of the densest populations of estuarine saltwater crocodiles in the region, infamously ingrained in local history through the legend of Bujang Senang. For UEM Edgenta, managing site safety meant rewriting the standard operational playbook. Health, Safety, and Environment (HSE) governance had to extend beyond typical heavy machinery protocols to include strict maritime safety measures, tidal monitoring, and specialised ecological awareness. Achieving milestone man-hours without major incident in a challenging riverine environment known for strong tidal bores and estuarine crocodile populations is a testament to the rigorous safety culture the Company enforces on the ground. Ultimately, the engineering expertise invested in the Batang Lupar 1 Bridge is measured not only by the structure itself, but by the lasting impact it will have on the people and communities it connects. For decades, traveling between the coastal towns separated by this massive river meant relying on ferry services, a bottleneck that stifled local commerce and delayed emergency services. By successfully overseeing the bridging of this gap, UEM Edgenta is supporting the Sarawak State Government in the latter’s effort to close massive socio-economic divides. The bridge is expected to significantly reduce travel times, unlock new investment opportunities along the coastal belt, strengthen agricultural supply chains, and improve rural communities’ access to essential healthcare and education hubs. With Sarawak Day recently commemorated, the timing of this launch carries profound weight. Raihana Ahmad, Managing Director of Infrastructure Solutions at UEM Edgenta, reflects on the project’s deeper meaning the project embodies. "This bridge is a physical manifestation of unity. For us at UEM Edgenta, overseeing this project was a national duty. In line with Sarawak Day, we are immensely proud to see how our engineering oversight has helped turn a concrete structure into a vital lifeline that will bring shared prosperity to our rural and coastal communities." These efforts were recently recognised with the IEM Pinnacle Award 2026 in the Engineering & Construction category, presented by the Institution of Engineers Malaysia (IEM) at its 67th Annual Dinner & Awards Night. The award acknowledges UEM Edgenta's role as the PMC, working alongside JKR Sarawak in delivering this flagship project. Batang Lupar 1 Bridge stands today not just as the longest river-crossing bridge in the nation, but as a towering symbol of state pride and economic sovereignty. Behind its majestic span is the rigorous technical expertise and governance, technological innovation, and unyielding safety standards of UEM Edgenta quietly driving the realisation of Sarawak’s greatest infrastructural aspirations.
- August 8, 2026Business
JD.com Connects with Global Beauty Brands at Cosmoprof North America
JINGDONG Cross-Border, JD.com’s cross-border import business, joined Cosmoprof North America in Las Vegas 2026, one of the beauty industry’s leading B2B events, to connect with international beauty brands and share insights on growing in China’s fast-evolving consumer market. Held from July 13–15 at the Mandalay Bay Convention Center, this year’s exhibition brought together more than 1,000 exhibitors and over 26,000 retailers, distributors, investors and industry professionals from 103 countries, creating an ideal platform for global beauty brands to explore new partnerships and international growth opportunities. China remains one of the world’s most dynamic beauty markets, with consumers increasingly seeking premium imported products, innovative ingredients and trusted international brands. Through JINGDONG Cross-Border, overseas merchants can reach hundreds of millions of consumers in China without establishing a local business entity, while benefiting from JD.com’s trusted retail platform, nationwide fulfillment network and end-to-end cross-border solutions. Today, JINGDONG Cross-Border connects consumers with products from more than 20,000 brands across over 100 countries and regions, helping international brands accelerate market entry while reducing operational complexity through integrated merchandising, cross-border logistics, localised marketing and customer services. During the exhibition, a representative from JINGDONG Cross-Border North America joined the CosmoTalks panel discussion, “Packaging That Sells: Designing for Shelf, Scroll, and Speed,” alongside Amanda Baldwin, CEO of OLAPLEX. Drawing on JD.com’s retail and supply chain experience, the spokesperson shared practical recommendations for beauty brands entering China, including how packaging design influences product discovery in digital shopping environments, strengthens brand recognition across online and offline touchpoints, and supports efficient cross-border fulfillment. The discussion also highlighted how product presentation, logistics readiness and localised consumer communication work together to improve conversion and build long-term brand growth in China’s highly competitive e-commerce market. Throughout the exhibition, the JINGDONG Cross-Border team held face-to-face meetings with approximately 270 beauty and personal care brands from North America, Japan, South Korea and other international markets. These conversations strengthened relationships with existing partners while creating new opportunities to introduce innovative global beauty products to Chinese consumers. For many brands, the discussions also provided valuable insights into China’s consumer preferences, digital retail ecosystem and cross-border business opportunities. As global beauty brands continue looking for sustainable growth in China, JINGDONG Cross-Border remains committed to providing more than market access. By combining trusted retail operations, nationwide supply chain capabilities and localised brand-building expertise, the platform helps international merchants shorten their path to market and build long-term success in China. Looking to Grow Your Beauty Brand in China? Whether you’re launching your first product in China or expanding an established business, JINGDONG Cross-Border offers comprehensive support—from market entry and cross-border logistics to digital merchandising, localised marketing and long-term brand development. Connect with the JINGDONG Cross-Border team to explore how your brand can reach hundreds of millions of Chinese consumers: https://cooperation.jd.com/ (vivian.yang@jd.com)
- August 8, 2026Business
TOPPAN Speciality Films Wins Awards in Three Categories at the 10th CII National Energy Efficiency Circle Competition
TOPPAN Inc. (TOPPAN), a TOPPAN Group company and wholly owned subsidiary of TOPPAN Holdings Inc. (TYO: 7911), today announced that its India-based film manufacturing subsidiary, TOPPAN Speciality Films Private Limited (TSF), was recognized in three categories at the 10th CII National Energy Efficiency Circle Competition 2026, held by the Confederation of Indian Industry (CII1) on July 2 and 3. The National Energy Efficiency Circle Competition is an established platform in India that commends companies and organizations that have implemented effective initiatives contributing to sustainability, energy efficiency improvements, and energy conservation across industrial sectors. Each year, numerous leading domestic and international corporations submit entries for rigorous evaluation. TSF’s recognition in three categories—including the highest-ranking Platinum Award—reflects its established PDCA cycles for energy management and continuous environmental impact reduction driven by shop-floor Kaizen (continuous improvement) activities. Background In addressing global climate change, initiatives to reduce environmental impact—such as energy conservation in manufacturing processes and efficient resource utilization—are becoming increasingly vital. In its packaging business, the TOPPAN Group promotes the optimization of energy efficiency through the proper operation of environmental management systems and ongoing, site-led improvements at each manufacturing base. TSF’s simultaneous awards in three categories recognize its proactive energy management framework and continual shop-floor efforts. The TOPPAN Group will continue to drive energy-saving initiatives across its global network, further reducing environmental impact to enhance its competitiveness in the global market. Overview of the Three Awarded Categories 1. CII Best Kaizen Award 2026 – SDG Category (Platinum Award) This award honors outstanding Kaizen activities that contribute to specific problem-solving on the shop floor, such as waste reduction and resource conservation, directly aligning with the United Nations Sustainable Development Goals (SDGs). TSF was awarded the highest-tier Platinum Award in this category. 2. CII Best Energy Efficient Organization This award is presented to organizations that achieve and sustain superior energy efficiency through the optimization of organizational and manufacturing processes. It evaluates progressive corporate management capable of driving medium- to long-term energy reduction rather than one-off measures. 3. Effective Implementation of ISO 50001: Energy Management System This award recognizes manufacturing sites that effectively implement the ISO 50001 Energy Management System international standard, achieving both a continuous energy-saving framework and tangible reduction results. Future Activities By combining TSF’s advanced film manufacturing technologies and production expertise with the established packaging capabilities cultivated across the entire Group, the TOPPAN Group will further reinforce its supply capacity for high performance flexible packaging. Leveraging an optimal supply chain tailored to the global packaging market, TOPPAN will pursue further energy conservation and environmental impact reduction in its production processes, contributing to the realization of a sustainable society in India and global markets. 1 Confederation of Indian Industry (CII): Established in 1895, CII is a leading non-governmental, non-profit organization representing Indian industry. It works to create and sustain an environment conducive to the development of India, partnering with industry, government, and civil society through advisory and consultative processes. About the TOPPAN Group Established in Tokyo in 1900, the TOPPAN Group is a leading and diversified global provider committed to delivering sustainable, integrated solutions in fields including printing, communications, security, packaging, décor materials, electronics, and digital transformation. The TOPPAN Group’s global team of more than 50,000 employees offers optimal solutions enabled by industry-leading expertise and technologies to address the diverse challenges of every business sector and society and contribute to the achievement of shared sustainability goals. https://www.holdings.toppan.com/en/ https://www.linkedin.com/company/toppan/
- August 8, 2026Business
TOPPAN Develops PQC CARD Dual, the World’s First Dual-Interface Smart Card Featuring Post-Quantum Cryptography
TOPPAN Inc. (TOPPAN), a TOPPAN Group company and wholly owned subsidiary of TOPPAN Holdings Inc. (TYO: 7911), has developed a dual-interface smart card, PQC CARD Dual, that can be used for both contact and contactless transactions. Featuring post quantum cryptography (PQC), difficult even for quantum computers to crack, this card is the first of its kind in the world.1 With an eye to adoption for government ID cards and medical authentication cards which require a high level of security, TOPPAN aims to offer this solution in the areas of public services and medicine from fiscal 2027. PQC CARD Dual leverages proprietary memory-saving technology to successfully optimize memory capacity for handling PQC’s extensive cryptographic processing. This optimization makes it possible to integrate PQC, which has greater data needs than those of conventional cryptic methods, on dual-interface chips, despite limited capacity. The built-in algorithm is compliant with the long-term safety encryption standards as designated by the US National Institute of Standards and Technology (NIST). Furthermore, by supporting both current cryptography and PQC, this development will allow for a smooth transition to PQC. TOPPAN is advancing efforts for the practical application and further sophistication of these authentication technologies geared toward the approaching generation of quantum computing. By doing this TOPPAN will contribute to the development of safe and secure next-generation authentication infrastructure. Background Current encryption of internet services may be vulnerable to decryption by quantum computing in the future, leading to a worldwide urgency to transition to PQC. The introduction of secure authentication technology for smart cards is also a topic up for discussion, but due to the particularly large size of data required for PQC encryption and digital signatures, along with its complex arithmetic processing, it has typically been considered to be difficult to apply this technology to smart cards on account of their limited memory and processing capabilities. A particularly significant technological barrier was the need to run transmission control features for contact and contactless use at the same time as extensive cryptographic processes required to equip a dual-interface smart card with PQC with limited memory capacity. However, with both the convenience of tap transactions and the reliability of physically inserting a card, the proliferation of dual-interface smart cards for banking, finance, and ID cards is continuing to grow rapidly. It is estimated that the global market will grow 2.6 times from 2025 to 2032, reaching an estimated 10.7 billion USD,2 an indication of growing latent demand. Against this backdrop, TOPPAN has developed PQC CARD Dual, the world’s first PQC equipped dual-interface smart card, by leveraging memory-saving technology developed for smart cards, along with knowledge gained through quantum and post-quantum cryptography R&D. PQC CARD Dual Features ・World’s first both contact and contactless smart card featuring PQC PQC has been successfully applied to dual-interface smart cards that can perform both contact and contactless transactions. The cards feature PQC algorithms (ML-KEM, ML-DSA3) as designated by NIST standards, as well as conventional cryptography (such as RSA and ECC4), meaning that a single card can be used with both types of encryptions. Thanks to this, it will be possible to use existing infrastructure during the transition period from conventional cryptography to PQC, facilitating a smooth changeover to a PQC environment. PQC can also be applied to single-interface contact or contactless smart cards. ・High-speed PQC processing possible thanks to proprietary memory-saving technology Implementation of PQC requires a huge amount of working memory. At the same time, the standard OS used for smart card platforms is known to take up a large amount of memory space. TOPPAN has managed to succeed in carrying out huge arithmetic processing required by PQC seamlessly and without compressing the memory domain by leveraging memory-saving technology for smart cards developed over many years. ・Flexible operational support through implementation on world-standard general-purpose OS PQC implementation was successful on Java Card, the world standard platform that most existing smart cards use. This means that applications such as payments, staff identification, and access management can continue to be used as-is by simply updating the cryptographic functionality to PQC. Looking Forward TOPPAN aims to carry out PoC testing for PQC CARD Dual and related systems within fiscal 2026 for industries requiring a high level of security, such as public services and medicine. Once efficacy has been confirmed, TOPPAN aims to begin offering PQC CARD Dual and related systems from fiscal 2027 with an eye to the roadmap being followed by countries in Europe along with the US for an extensive transition to PQC in 2030s. TOPPAN will continue to advance the practical application and sophistication of authentication technologies to ensure the safe distribution, storage, and utilization of highly confidential information well into the future. 1 First smart card featuring PQC for both contact and contactless interfaces (according to TOPPAN as of July 2026) 2 Source: Global Dual Interface Smart Card Market 2026 (H&I Global Research) *Japanese only https://www.globalresearch.co.jp/industry-data1/global-dual-interface-smart-card-market-report-gr-c029568 3 ML-KEM: A PQC key exchange algorithm standardized by NIST as FIPS 203. ML-DSA: A PQC digital signature algorithm standardized by NIST as FIPS 204. 4 RSA: Developed in 1977, RSA is the world's first full-scale public-key cryptography and digital signature algorithm. Its security is based on the mathematical difficulty of factoring large prime numbers (prime factorization). ECC (Elliptic Curve Cryptography): A public-key cryptographic method whose security is based on the mathematical difficulty of the Elliptic Curve Discrete Logarithm Problem. *Java is a registered trademark of Oracle and its subsidiaries and or affiliates, registered in the US and other countries. About the TOPPAN Group Established in Tokyo in 1900, the TOPPAN Group is a leading and diversified global provider committed to delivering sustainable, integrated solutions in fields including printing, communications, security, packaging, décor materials, electronics, and digital transformation. The TOPPAN Group’s global team of more than 50,000 employees offers optimal solutions enabled by industry-leading expertise and technologies to address the diverse challenges of every business sector and society and contribute to the achievement of shared sustainability goals. https://www.holdings.toppan.com/en/ https://www.linkedin.com/company/toppan/
- August 8, 2026Business
TOPPAN Obtains PIMS Certification for MyAnchor Personal Information Platform
TOPPAN Inc. (TOPPAN), a TOPPAN Group company and wholly owned subsidiary of TOPPAN Holdings Inc., was issued certification on June 23 for ISO/IEC 27701:2019, the international Privacy Information Management System (PIMS) standard. This certification was secured for the privacy information processing framework utilized in the design, development, management, and operation of MyAnchor,1 TOPPAN’s personal information management and distribution platform. ISO/IEC 27701:2019 is an international standard that extends from ISO/IEC 27001, the standard for Information Security Management Systems (ISMS), by specifying requirements to establish, implement, maintain, and continually improve a PIMS. While the original ISO/IEC 27001 focuses on protecting information from security risks such as external cyberattacks and leaks, ISO 27701 defines standards for handling entrusted personal data appropriately while respecting individual privacy. TOPPAN’s MyAnchor platform utilizes an architecture engineered to prevent system operators, including TOPPAN itself, from viewing or extracting user personal data. Obtaining this certification provides third-party verification that the data management and operational structure of MyAnchor meets international standards. Background to Certification MyAnchor is an information distribution platform available to businesses and public sector service providers. TOPPAN has continued to enhance platform functionality and has built a track record as a secure information management infrastructure through diverse use-case verifications and demonstration projects involving personal data in the fields of public administration and education. Operating on a mechanism that safely manages and distributes data based on individual user consent, the platform delivers value to both consumers and business operators: Value for Consumers Consumers can entrust personal data to a secure environment and retain full control over consent and data sharing with specific business operators based on strict identity verification (authentication). Value for Business Operators Service providers can manage and utilize data securely using state-of-the-art technology without having to build or maintain complex in-house privacy management systems, allowing them to focus on core service improvements. With global privacy protection requirements intensifying due to legal amendments and expanded data usage, demand for environments where clients can entrust sensitive data with peace of mind is rising. TOPPAN has responded to this need by strengthening security structures, including data segregation. Obtaining certification shows recognition of these efforts, while also confirming that TOPPAN maintains a privacy protection structure meeting rigorous international standards. Value Certification Provides 1. Objective Proof of Operator-Inaccessible Segregated Data Architecture MyAnchor employs a privacy-by-design architecture that physically separates the core processing system from the Personal Data Store (PDS) housing personal information. This structure prevents system developers and operators from viewing the contents of entrusted personal data. Obtaining ISO/IEC 27701:2019 certification serves as third-party proof that personal data access is strictly controlled and protected against both external threats and internal operational risks, minimizing data leak risks for clients while also supporting secure data distribution. 2. Streamlined Adoption for High-Security Industries Certification further reinforces the security advantage of MyAnchor. It establishes a trusted foundation for organizations in sectors requiring stringent personal data management, such as healthcare, welfare, disaster response, education, human resources, and industrial infrastructure, to confidently adopt the system and leverage end-user data. Overview of Certification Standard: ISO/IEC 27701:2019 Certificate Registration No.: PM 844052 Initial Registration Date: June 23, 2026 Scope of Registration: PII Processor: The processing of privacy information related to design, development, management, and operation of personal information management and distribution systems. Assessment Body: BSI Group Japan K.K. Future Prospects Moving forward, TOPPAN will leverage the safety objectively validated by this certification to actively deploy MyAnchor into digital transformation (DX) and identity management service domains that necessitate high security standards. TOPPAN also plans to transition to updated versions of the standard during future audit cycles. In the further future, TOPPAN aims to expand the platform internationally, reducing data management risks and operational burdens for client companies while supporting safe, smooth utilization of personal data and new business creation. 1 MyAnchor TOPPAN’s personal information management platform that enables integrated management and controlled disclosure of personal information based on consumer consent. About the TOPPAN Group Established in Tokyo in 1900, the TOPPAN Group is a leading and diversified global provider committed to delivering sustainable, integrated solutions in fields including printing, communications, security, packaging, décor materials, electronics, and digital transformation. The TOPPAN Group’s global team of more than 50,000 employees offers optimal solutions enabled by industry-leading expertise and technologies to address the diverse challenges of every business sector and society and contribute to the achievement of shared sustainability goals. https://www.holdings.toppan.com/en/ https://www.linkedin.com/company/toppan/
- August 8, 2026Business
Coles launches community food relief appeal to help put more meals on Australian tables
Coles has launched its first Community Food Relief Appeal with SecondBite and Foodbank, giving customers a new way to help provide more meals to Australians facing food hardship. From tomorrow, Wednesday 5 August, until Tuesday 1 September, customers can donate at any Coles checkout nationally. Funds raised will be distributed to SecondBite and Foodbank Australia to help provide food through thousands of frontline organisations that cook meals, pack hampers and stock community pantries across the country. The Appeal builds on Coles' longstanding food rescue program which to date has donated the equivalent of 377 million meals to Australians who need it most. The Appeal comes as new national research1 commissioned by Coles, SecondBite and Foodbank estimates 3.6 million Australians experienced food hardship for the first time in the last six months. Many Australians are also reluctant to seek support from food relief charities. Nearly half (48%) say they would not access food relief if they needed to because they believe someone else needs it more, while one in three (32%) say they would be too embarrassed to ask. The research shows the cost of electricity and gas bills (40%), rising fuel and transport costs (37%), and rent or mortgage increases (24%) are among the biggest pressures in the past six months affecting how much households can spend on food. SecondBite Chief Executive Officer Daniel Moorfield said funds raised through the Appeal would help frontline charities respond as more vulnerable households seek support. “Local charities are seeing demand reach working families, double-income households and people who may never have needed support before. With three in ten Australians saying they would consider accessing food relief in the next six months, that demand is expected to grow,” he said. “Every donation will help get more food to community organisations supporting people locally, so fewer dinner tables are left without a meal.” Foodbank Australia Chief Executive Kylea Tink said the findings show why it is important to remove the barriers that stop Australians from seeking food relief. “A big part of this Appeal is opening up the conversation around food relief, making it more visible and helping people understand that support is there for everyone who needs it. “What’s most concerning is not only the scale of need, but how many Australians are trying to manage food hardship quietly and alone. It shows how quickly cost-of-living pressures can affect a person’s ability to feed their family. “No Australian should feel they have to wait until they’re in crisis before asking for support and this Appeal will help strengthen the ability of charities to provide immediate relief.” Coles Chief Executive Officer Leah Weckert said the Appeal gives customers and suppliers a way to support the work food relief partners do every day. “We know many Australians are doing it tough. While food relief alone cannot address the broader cost-of-living pressures facing households, it can provide vital and immediate support for people who are going without. “Every day, our team members set aside unsold, edible food for SecondBite and Foodbank so it can reach local charities and communities where it is needed most. “Through these longstanding partnerships, Coles has helped provide the equivalent of 377 million meals. This Appeal builds on that contribution and gives customers and suppliers another way to help put more meals on Australian tables.” From Wednesday 5 August to Tuesday 1 September, 11 participating suppliers will donate 20 cents for each eligible product sold at participating Coles stores and online, subject to any applicable donation caps. Eligible products and full details are available at coles.com.au/foodreliefappeal. Key data from The Food Relief Report: An estimated 3.6 million Australians experienced food hardship for the first time in the past six months. 41% of Australians have had to choose between buying food and paying for another essential bill in the past six months. 80% of Australians say at least one barrier would prevent them accessing food relief if they needed it, most commonly believing others need it more (48%), feeling embarrassed (32%) and not thinking they would be eligible (31%). Electricity and gas bills (40%), fuel and transport costs (37%), and rent or mortgage increases (24%) are among the biggest external pressures on household food budgets in the past six months. An estimated 3 million Australians have accessed a food relief service in the past six months, and three in ten (28%) say they would consider doing so in the next six months. An estimated 3.1 million Australians (15%) say they have skipped meals in the past six months due to cost pressures, including one in ten parents (9%) who have gone without so their families could eat. 53% of Australians have cut back on hosting or attending social activities/celebrations in the past six months because they could not afford food costs. 85% of Australians have faced pressure on their household budget in the past six months, reducing how much is spent on food. 43% of Australians have had to reduce how much they eat takeaway / eat out and plan meals more carefully (39%) in the past six months due to cost pressures. 27% of Australians have had to switch to cheaper or lower quality food, reduce fresh food (19%), eat smaller portions (19%) and search for discounted, free or donated food (17%) in the past six months due to cost pressures. For media enquiries, please contact Coles Media Line (03) 9829 5250 or media.relations@coles.com.au or media.relations@coles.com.au
- August 8, 2026Business
The Hongkong and Shanghai Hotels Interim Results for the Six Months Ended 30 June 2026
HSH’S 2026 INTERIM RESULTS KEY HIGHLIGHTS Disciplined strategic execution: We made clear progress in delivering our "Vision 2035: Perform and Transform" agenda: strengthening operating momentum, hotel performance and brand recognition today, while advancing the guest experience, asset renewal and capital discipline that will shape the future. Strong RevPAR growth in key regions, external recognitions including La Liste, and the upcoming renovation projects at The Peninsula Hong Kong and The Peninsula Tokyo reflect the current performance of the business, the strength of the brand and our commitment to long-term relevance. Return to profitability: The group returned to profitability in 1H 2026, with profit attributable to shareholders of HK$23 million, compared with a HK$289 million loss in 1H 2025. Consolidated revenue and consolidated EBITDA both rose by 20%, driven principally by stronger hotel performance in Greater China and the US, the continued ramp-up of our newer European properties, together with disciplined pricing and careful cost control. Our Commercial Properties and Peak Tram, Retail and Others divisions continued to provide balance and resilience to the group. Optimistic for the future: We enter the second half of the year with improved momentum and a clearer strategic agenda, while remaining agile amid geopolitical uncertainty, currency volatility and uneven luxury demand. As we continue to invest selectively in our assets, people and guest experience, we remain committed to building on The Peninsula's reputation as a purveyor of timeless luxury – preserving the magnificent heritage of our past while helping define the future of luxury for generations to come. The Hongkong and Shanghai Hotels, Limited today announced its interim results for 2026. Commenting on the announcement, CEO Benjamin Vuchot said: CEO REVIEW The Hongkong and Shanghai Hotels, Limited delivered an improved first-half performance in 2026, returning to profitability and recording stronger revenue, EBITDA and key operating metrics. This represented a meaningful recovery in earnings and operating momentum from the same period last year, and reflects the resilience of global luxury travel, stronger demand in key hotel markets, the enduring strength of The Peninsula brand and the dedication of our colleagues around the world. Profit attributable to shareholders was HK$23 million for the first half, compared with a loss of HK$289 million a year earlier. Combined revenue increased by 8% year-on-year to HK$3,951 million before contribution from The Peninsula London Residences, while combined EBITDA rose by 22% to HK$853 million. Including The Peninsula London Residences, revenue was HK$4,346 million, reflecting the sale of two residential apartments during the period. The improvement was led by the Hotels division, particularly in Greater China and the United States, supported by stable earnings from Commercial Properties. These results should be viewed in the context of the strategic review completed in 2025 and the Vision 2035 framework now guiding the business. Our near-term focus is to execute the “Perform and Transform” strategic agenda, strengthening the fundamentals of our existing hotel portfolio across brand, service and revenue management, while embracing operational excellence in all our properties. We are preparing the group for its next phase through disciplined capital allocation, selective reinvestment in our core assets and partnership-led opportunities. The dedication of our teams is also reflected in the recognition our hotels continue to receive. The Peninsula Shanghai and The Peninsula Chicago were ranked joint number one in La Liste’s World’s Best Hotels 2026, while The Peninsula Paris was named among La Liste’s Top 100 Hotels. These accolades are a tribute to the passion, care and commitment our colleagues bring to every guest experience. The macro travel environment remains uneven, but the luxury sector continues to show resilience, particularly where demand is driven by highly personalised, experience-led travel. The World Travel and Tourism Council expects global travel and tourism to grow faster than the wider economy in 2026 and over the next decade, while recent studies by Bain, McKinsey and Deloitte have highlighted a structural shift towards luxury experiences, personalisation, wellness, cultural connection and destination-led stays. This external context is consistent with what we are seeing in our own business: demand is strongest where luxury is experiential, personal and deeply connected to the destination. This evolving luxury travel environment aligns closely with The Peninsula’s long-standing strengths. Across the group, we are continuing to develop distinctive experiences that bring together destination, culture and service, including Peninsula Academy, Peninsula Time, Peninsula Signature Events, bespoke motoring journeys, the Pen 1 yacht experience in Istanbul and carefully choreographed arrival experiences across our hotels. These initiatives deepen guest engagement, strengthen emotional connection to our brand and support our strategy to place memorable, highly personalised experiences at the heart of our luxury positioning. Against this backdrop, the following section sets out the performance of our three divisions, with stronger momentum in Hotels, stable earnings from Commercial Properties and a continued focus on enhancing The Peak and our related operating businesses. BUSINESS PERFORMANCE Our group comprises three key divisions – Hotels, Commercial Properties and Peak Tram, Retail and Others. 1. Hotels Division The Peninsula Hotels The Hotels division was the principal driver of the group's first-half improvement, with all key indicators showing significant progress compared with the same period last year. Hotels revenue increased by 10% year-on-year to HK$3,116 million, while hotels EBITDA rose by 24% to HK$579 million. This performance reflected stronger occupancy, higher average rates, improved RevPAR and careful cost management, with particularly encouraging contributions from North Asia and the United States, together with the growing impact of our newer European hotels. Greater China Greater China delivered a strong first-half performance, with average RevPAR increasing by 29% compared with the same period last year. The improvement reflected higher occupancy, stronger average rates, increased overseas visitors and disciplined cost control across the region. The Peninsula Hong Kong continued to demonstrate the value of its heritage, location and loyal customer base in a competitive market, with The Peninsula Arcade benefiting from recovering luxury footfall and high-quality tenant demand, while the Office Tower was managed carefully against a challenging leasing backdrop. The Peninsula Shanghai performed strongly, supported by individual travellers and a more international guest mix, and The Peninsula Beijing benefited from diplomatic delegations, MICE groups and renewed demand from international travel partners and corporate groups. Europe Europe made a stronger contribution to the group's first-half performance, with average RevPAR increasing by 11% compared with the same period last year. The improvement was supported by The Peninsula London's growing market presence, continued pricing discipline at The Peninsula Paris and encouraging progress at The Peninsula Istanbul, despite geopolitical uncertainty in the wider Middle East region affecting travel sentiment. The Peninsula London continued to establish itself among the city's leading luxury hotels, while the sale of two residences contributed to overall revenue for the period. The Peninsula Istanbul strengthened occupancy and market positioning, and The Peninsula Paris maintained its resilience in a competitive luxury market. Our focus remains on building sustainable long-term performance across the European portfolio. USA The United States delivered a strong first-half performance, with average RevPAR increasing by 16% compared with the same period last year. The improvement was supported by resilient domestic demand, higher average rates and healthy group and leisure segments. The Peninsula New York continued to benefit from its recent renovation, The Peninsula Beverly Hills achieved strong rooms performance, and The Peninsula Chicago was supported by a solid group base as it marked its 25th anniversary in June 2026, a meaningful milestone for both the hotel and the city. Asia (excluding Greater China) Asia, excluding Greater China, recorded a modest improvement in the first half, with average RevPAR increasing by 1% compared with the same period last year. Performance was supported by stronger occupancy in The Peninsula Bangkok and The Peninsula Manila , while The Peninsula Tokyo maintained its leading market position and commanded strong rates, despite softer overall demand to Japan. The Peninsula Manila also marked its 50th anniversary during the period. 2. Commercial Properties The Commercial Properties division continued to provide a stable earnings base for the group, with improved margins during the period. Revenue for the first half was HK$486 million, up 7% year-on-year, while EBITDA increased by 13% to HK$262 million. Residential occupancy remained high at 97%, while the arcades benefited from improved luxury footfall and tenant demand. Office leasing in Hong Kong remained challenging, and we continued to manage this part of the portfolio carefully. The Repulse Bay performed well, underpinned by robust residential occupancy, a quality tenant base and continued initiatives to enhance its appeal as a distinctive lifestyle destination. Curated cultural and community-led activations supported footfall, tenant engagement and the long-term relevance of the property. The Peak Tower delivered year-on-year growth in the first half, supported by disciplined cost management and commercial initiatives, including a major collaboration with HSBC Life to create an Illumination and 3D mapping spectacle for visitors. This helped offset softer visitor traffic and adverse weather during the period, particularly in June. We continue to enhance The Peak as one of Hong Kong's most distinctive visitor destinations through targeted partnerships and experience-led initiatives. 3. Peak Tram, Retail and Others Peak Tram, Retail and Others recorded modest year-on-year revenue growth of 2% to HK$349 million in the first half, supported by disciplined cost management and stronger contributions from selected operating businesses. Overall performance was also partly offset by softer trading conditions at The Peak and Peninsula Merchandising during the second quarter. The Peak Tram remains one of Hong Kong's most recognisable and enduring visitor experiences. While performance during the period was affected by softer visitor demand to the Peak due to adverse weather, we continued to build the appeal of The Peak Tram through targeted partnerships and destination-led activations designed to enhance the visitor experience. Peninsula Merchandising continued to operate in a cautious retail environment. During the period, we rationalised the retail store network in Japan and China, allowing the business to focus more clearly on product elevation, hotel destination retail, and opportunities that are more closely aligned with The Peninsula brand experience. We are also seeing encouraging wholesale opportunities for our confectionery items, which offer a more scalable way to extend selected Peninsula products while protecting brand quality and margins. The Quail , our hotel and golf club property in Carmel, California, delivered a steady performance in the first half of 2026, supported by its distinctive positioning as a wedding venue, loyal leisure demand and excellent reputation within the luxury motoring community. The business continued to benefit from its strong brand equity, high-quality partnerships and preparations for its signature August event, The Quail by The Peninsula, A Motorsports Gathering . Peninsula Clubs and Consultancy Services , which manages The Hong Kong Club, Hong Kong Bankers Club and The Refinery, also contributed positively through higher management fees. We continued to build our standalone food and beverage and lifestyle capabilities, including Primo Posto in Sheung Wan, Hong Kong. We are also developing other brand-led experiences and initiatives that are consistent with our strategy to extend the Peninsula experience beyond the traditional hotel stay and to create more reasons for guests and local communities to engage with us. 4. Our People Our colleagues remain at the heart of everything we do. The first quarter of the year began with a goal alignment exercise, through which comprehensive Key Performance Indicators (KPIs) were cascaded from the Executive Committee to global leaders and managers. This company-wide exercise aligns performance with defined strategic business goals across financial performance, guest experience and brand, operational efficiency, our people and Corporate Responsibility and Sustainability. In the same spirit, the company bonus plan for leaders and key management teams will align rewards with financial performance and the cascaded KPIs on our Balanced Scorecard. We also continued to strengthen governance and management discipline through the Board-level Finance and Investment Committee, which supports more rigorous oversight of capital allocation, investment priorities and long-term value creation. The Workforce Inclusion and Diversity Policy was introduced in March 2026, formalising our commitment to maintaining a respectful, safe and inclusive work environment. The new policy details non-discriminatory principles across talent management processes, including recruitment, training, compensation, promotion, transfer and termination. In addition, our compliance training on sexual harassment in the workplace was refreshed and rolled out to colleagues globally in April to strengthen workplace safety. Demonstrating our continued commitment to innovation, our talent acquisition team was recognised by LinkedIn in March as the Best Talent Acquisition Team in the AI Hiring category, and as the AI Pioneer for the Hong Kong and Macau region. Our Learning and Talent Development team is also expanding the e-learning tools available to our colleagues through LinkedIn Learning and the curation of thematic training pathways for our global colleagues. As of 30 June 2026, there were 7,563 full-time employees in the group. 5. Sustainable Luxury We continued to advance our commitment to sustainable luxury by embedding sustainability more deeply into governance, operations and the guest experience. For me, this commitment is inseparable from the way we think about long-term stewardship. Luxury need not be wasteful, and the enduring value of our assets depends on disciplined investment, thoughtful design, responsible operations and respect for the communities in which we operate. The Board-level Sustainability Committee was established in May, strengthening governance and formalising oversight of sustainability and climate-related issues. It ensures alignment between sustainability objectives, key decision-making and capital allocation to support long-term value creation for the company. The Committee held its inaugural meeting in June and is due to convene at least twice a year. At the operational level, we launched an employee engagement campaign during Earth Day this year to encourage colleagues to discover and celebrate sustainability efforts at each property. This initiative aims to deepen understanding of our efforts and the impact created, and how these initiatives align with the company's values in supporting our guests, our employees and our communities. We continued to progress on our Sustainable Luxury goals. The Peninsula Chicago joined as the fifth property in the group to source 100% renewable electricity, contributing to the group's decarbonisation goals as one of our key efforts in mitigating climate change impact. In London, we delivered a BREEAM “Show & Tell” event in partnership with the Energy & Environment Alliance, showcasing The Peninsula London as a case study for the opportunities of sustainability and luxury in hospitality real estate. The event reinforced our commitment to sustainable luxury at the outset from design and build to operations, to ensure our assets can yield long-term benefits and are able to endure and stand the test of time. More details of our achievements in the past year are available in our 2025 CRS Report. 6. Outlook We enter the second half of 2026 with improved operating momentum, stronger EBITDA and a materially better earnings position than a year ago. The external environment remains mixed, with global travel continuing to grow and luxury hospitality benefiting from a structural shift towards experiences and hyper-personalisation. However, geopolitical uncertainty, currency volatility, cautious luxury retail spending and higher operating costs continue to require careful management. For Hotels, we expect demand to remain positive in the second half, supported by continued international travel recovery, resilient luxury demand and a growing preference for highly personalised experiences. We will remain focused on capturing high-quality demand, strengthening direct and relationship-led business, improving operating efficiency, and innovating particularly with our restaurant offering, while recognising that some markets may continue to be affected by geopolitical developments, currency movements and shorter booking windows. For Commercial Properties, we expect residential leasing to remain resilient and our retail offering to benefit from improving visitor flows and lifestyle demand as a result of our targeted marketing campaigns. Office leasing in Hong Kong is showing signs of improvement in core locations, but overall market conditions remain competitive. Our focus will therefore be on maintaining the quality of our tenant base, enhancing the appeal of our assets and managing occupancy and rental levels with discipline. For Peak Tram, Retail and Others, we expect second-half performance to be supported by disciplined cost management, new commercial partnerships and increased seasonal demand. At The Peak, our new campaigns and experiences will continue to strengthen its appeal as one of Hong Kong's leading visitor destinations. Peninsula Merchandising will focus on improving sales conversion and margin quality through hotel retail, selected wholesale channels and the important Mid-Autumn mooncake season. Across the group, our priorities for the remainder of the year are clear: to drive revenue, protect profitability through operational discipline, deepen guest engagement and invest selectively in the assets, people, technology and experiences that will strengthen The Peninsula brand over the long term. This is also a year of meaningful milestones. As HSH marks its 160th anniversary, The Peninsula Manila its 50th anniversary, The Peninsula Beverly Hills its 35th anniversary and The Peninsula Chicago its 25th anniversary, these occasions remind us of the depth of our heritage and the responsibility we have to keep evolving for the future. Looking further ahead, the Board has approved renovation projects for The Peninsula Hong Kong and The Peninsula Tokyo, with an estimated budget of HK$2.1 billion. These capital expenditure programmes reflect our confidence in the long-term value of our owned portfolio and our responsibility to ensure that our hotels remain relevant, distinctive and competitive for future generations. The first-half results give us confidence that the actions we are taking are moving the group in the right direction. I would like to thank the Board for its trust, our colleagues around the world for their dedication and care, our guests and partners for their loyalty, and our shareholders for their continued support as we build the next chapter of HSH. Download link of the video here
- August 8, 2026Business
CapitaLand China Trust posts 1H 2026 DPU of 2.45 Singapore cents
CapitaLand China Trust's retail portfolio saw an increase in occupancy to 97.3% in 1H 2026. CapitaMall Nuohemule (pictured) introduced a new-to-market offering as anchor tenant which achieved sales of more than RMB10 million in its first week of operations, delivering sales per square metre of approximately RMB8,500. Singapore, 5 August 2026 – CapitaLand China Trust (CLCT) reported a distribution per unit (DPU) of 2.45 Singapore cents for the six months ended 30 June 2026 (1H 2026). Distribution income was flat compared with 1H 2025, supported by resilient performance from malls, particularly those that completed asset enhancement initiatives (AEI), and improved financing costs. This demonstrates the resilience of CLCT’s portfolio despite softer macroeconomic conditions and the absence of contribution from the divested CapitaMall Yuhuating. On a same-store basis, excluding CapitaMall Yuhuating’s contribution in 1H 2025, DPU for 1H 2026 increased by 2.9% year-on-year (YoY) from 2.38 Singapore cents. Based on the record date on Friday, 14 August 2026, Unitholders can expect to receive their 1H 2026 DPU of 2.45 Singapore cents on Wednesday, 9 September 2026. This translates to a distribution yield of 7.4%1. Gross revenue and net property income (NPI) for 1H 2026 was RMB822.6 million and RMB561.0 million respectively, both lower YoY mainly due to the divestment of CapitaMall Yuhuating. On a same-store basis2, gross revenue would have remained relatively stable, tapering 0.2% YoY, while NPI would have increased 1.3% YoY in 1H 2026. CLCT’s retail portfolio, which accounts for 70.6% of its total portfolio gross rental income3, saw an increase in occupancy to 97.3% in 1H 2026, up from 96.9% a year ago. Same-store retail revenue grew 0.8% YoY in 1H 2026 on the back of completed AEI across three malls4. CLCT’s business park portfolio occupancy remained resilient at 85.1%. Occupancy in its logistics park portfolio rose to 99.0% in 1H 2026, up from 96.6% in 1H 2025, supported by the higher occupancy at Chengdu Shuangliu Logistics Park. Mr Gerry Chan, CEO of CapitaLand China Trust Management Limited, the manager of CLCT, said: “Our diversified portfolio and active asset management have enabled us to maintain resilient operating performance despite macroeconomic challenges. This is demonstrated through our effective leasing and AEI strategies in our retail portfolio, leading to an improved occupancy, stronger tenant sales and higher shopper traffic. Building on our portfolio rejuvenation efforts, we will continue to seek retail acquisition opportunities in Tier 1 and 2 cities, while exploring AEIs to drive value creation. We also remain focused on curating a high-quality business and logistics park portfolio that delivers stable income while attracting tenants from growth-oriented sectors in line with China’s economic priorities.” “We will continue to strengthen CLCT’s financial resilience. Through disciplined capital management, we lowered our average cost of debt to 3.06% and enhanced our RMB natural hedge. The stronger RMB against SGD also contributed positively to our results,” added Mr Chan. Footnotes: 1. The 1H 2026 financial results exclude contribution from CapitaMall Yuhuating, following the completion of its divestment into CLCR I on 31 October 2025. 2. Average exchange rate for SGD/RMB. 3. The amount retained refers to the distribution contributed from CapitaMall Yuhuating from 1 April 2025 to 30 June 2025 which was attributable to CLCR I. 4. The DPU is computed based on total issued units of 1,757.2 million and 1,740.0 million as at 30 June 2026 and 30 June 2025 respectively. 5. On a same-store basis, excluding CapitaMall Yuhuating’s contribution in 1H 2025, DPU for 1H 2026 increased by 2.9% YoY from 2.38 cents. High retail portfolio occupancy driven by proactive asset management In addition to improved occupancy in CLCT’s retail portfolio, shopper traffic and tenant sales increased 3.2% and 2.6%, respectively in 1H 2026. Through CLCT’s active curation of tenants, sales in key trade sectors such as Toys & Hobbies, Sporting Goods & Apparel, Information Technology & Telecommunications, and Food & Beverage increased by 42.6%, 34.9%, 5.1% and 3.5%, respectively. This was driven by the rising popularity of collectible toys, addition of popular sports and lifestyle brands, government policies supporting domestic consumption and the introduction of trending dining brands. At CapitaMall Nuohemule, CLCT introduced Yonghui Supermarket, a new-to-market offering, as an anchor tenant. The supermarket differs from the traditional hypermarket format, as it features high-quality merchandise, a wide product selection and an engaging shopper experience. Since its opening on 16 June 2026, the store has achieved sales of more than RMB10 million in its first week of operations, delivering sales per square metres (sqm) of approximately RMB8,500, reflecting strong consumer demand and market reception. Strong leasing momentum and occupancies for business and logistics park portfolios CLCT secured approximately 102,000 sqm of renewals and new leases at its business parks in 1H 2026, representing about 14.3% of the portfolio’s net lettable area. CLCT continued to implement customised leasing solutions such as tailored showrooms and fit-out configurations to attract and retain innovation-focused tenants. For CLCT’s logistics park portfolio, proactive leasing of 18,200 sqm of space improved rental reversion significantly from -24.5% in FY 2025 to -1.2% in 1H 2026. Disciplined capital management strategy As part of its disciplined capital management strategy, CLCT continued to maintain a stable balance sheet with a well-staggered debt maturity profile and diversified funding sources. CLCT lowered its gearing to 40.4% from 42.1% a year ago, following the repayment of loans using proceeds from the divestment of CapitaMall Yuhuating in 2025. The divestment is part of CLCT’s capital recycling strategy to enhance financial flexibility and support future growth initiatives. As at 30 June 2026, the 4.2% appreciation of RMB against SGD from a year ago5 also contributed to the lower gearing, which is well below the regulatory limit of 50%. Average cost of debt improved by 36 basis points to 3.06% per annum as at 30 June 2026, from 3.42% per annum as at 30 June 2025, resulting in interest savings of 16% YoY. Interest coverage ratio remained healthy at 2.9 times. CLCT’s borrowings had an average term to maturity of 3.0 years. To mitigate the impact of interest rate movements, 71% of CLCT’s total debt is on fixed interest rates. CLCT also increased its RMB-denominated debt to 73%, from 41% a year ago, enhancing its natural hedge. -------------------------------- Unless otherwise stated, all references to occupancy are based on committed leases. 1. Based on trailing 12 months DPU (1 July 2025 to 30 June 2026) of 4.78 S cents, which included a distribution top-up of 0.33 S cents, and unit price of S$0.650 as at 30 June 2026. 2. Excluding contribution from CapitaMall Yuhuating in 1H 2025. 3. As at 30 June 2026. 4. The malls are CapitaMall Xizhimen, CapitaMall Wangjing and CapitaMall Xuefu. 5. The closing exchange rate for SGD/RMB as at 30 June 2026 and 30 June 2025 were 5.321 and 5.556 respectively.
- August 8, 2026Business
CapitaLand Ascendas REIT’s 1H 2026 distributable income increases by 8.6% year-on-year to S$359.4 million
CapitaLand Ascendas REIT (CLAR) announced distributable income growth of 8.6% year-on-year (YoY) to S$359.4 million for the six months ended 30 June 2026 (1H 2026). This growth was driven by acquisitions completed in Singapore, Europe, the United States (US) and Japan in 2025 and 2026, as well as the resilient performance of existing properties, which more than offset the impact of divestments undertaken in 2025. CLAR’s distribution per unit (DPU) for 1H 2026 remained stable YoY at 7.482 Singapore cents after taking into consideration an enlarged unit base arising mainly from the equity fund raisings (EFR) in 1H 2026 and 1H 2025. The 1H 2026 DPU included an advanced distribution of 3.750 Singapore cents for the period from 1 January to 1 April 2026, which was paid on 30 April 2026. With the record date on Friday, 14 August 2026, CLAR unitholders can expect to receive the remaining 1H 2026 DPU of 3.732 Singapore cents on Tuesday, 8 September 2026. Based on the closing price of S$2.49 per unit on 30 June 2026, CLAR’s annualised distribution yield will be approximately 6.0%. Gross revenue for 1H 2026 grew by 6.7% YoY to S$805.5 million while net property income (NPI) rose by 6.2% YoY to S$556.1 million. This increase was due to acquisitions and a stronger performance from existing properties in Australia. We delivered a resilient performance in 1H 2026, with year-on-year growth in CLAR’s distributable income while maintaining a stable DPU of 7.482 cents. Our disciplined portfolio rejuvenation strategy, together with the successful S$900 million equity fund raising, has strengthened our portfolio, balance sheet and lowered our gearing to 39.7%, while the cost of debt remained stable at 3.5%. Looking ahead, we expect to complete two more acquisitions in Singapore in 2H 2026 which will enhance portfolio quality and income contribution. The proposed divestment of Kim Chuan Telecommunications Complex at a 32% premium to its independent market valuation underscores our ability to unlock value through disciplined capital recycling. With a strengthened balance sheet, ample financial flexibility, a resilient portfolio and a clear growth strategy, CLAR is well-positioned to deliver stable, sustainable returns to unitholders. - Mr William Tay, Chief Executive Officer and Executive Director of CapitaLand Ascendas REIT Management Limited Summary of CapitaLand Ascendas REIT's Results A Diversified and Resilient Portfolio Following the acquisitions completed in 1H 2026, CLAR’s portfolio assets under management (AUM) value has increased to approximately S$20.1 billion1 as at 30 June 2026. The portfolio is geographically diversified across five developed markets, namely Singapore (65% or S$13.1 billion), Australia (12% or S$2.3 billion), the US (11% or S$2.2 billion), the United Kingdom (UK)/Europe (9% or S$1.9 billion) and Japan (3% or S$0.6 billion). The multi-asset portfolio spans across three key segments – Business Space & Life Sciences (44%), Industrial & Data Centres (32%) and Logistics (24%). Tenants from the Technology2, Logistics & Supply Chain Management as well as Biomedical Sciences industries made up 66.6% of CLAR’s monthly rental income in June 2026. The occupancy rate of CLAR’s portfolio was 89.1% as at 30 June 2026. Excluding 27 IBP in Singapore and Summerville Logistics Center in the US, which were completed in 2Q 2026, the portfolio occupancy would be higher at 90.3%. A positive average rental reversion3 of 8.5% was achieved for leases that were renewed in multi-tenant buildings in 1H 2026. For FY 2026, the Manager expects average rental reversions to remain positive in the high single-digit range. As at 30 June 2026, the weighted average lease expiry (WALE) by gross rental income of CLAR’s portfolio was 4.0 years. About 9.6% of CLAR’s gross rental income is due for renewal in the remainder of FY 2026. Value-adding Initiatives 4 During 1H 2026, the Manager completed more than S$1.1 billion of accretive acquisitions at initial NPI yields ranging from 4.3% to 7.4% pre-transaction costs. An additional S$0.6 billion of acquisitions have been announced and are scheduled to be completed in 2H 2026. These strategically located assets with high occupancy rates will further strengthen and diversify CLAR’s portfolio and tenant base. In April 2026, the Manager completed the redevelopment of 27 IBP in Singapore and the development of Summerville Logistics Center in the US for approximately S$136.0 million and S$94.8 million, respectively. 27 IBP’s plot ratio was maximised, doubling its gross floor area to 24,646 square metres. The property was transformed into a modern business space asset featuring efficient, column-free floor plates, wellness amenities and a Green Mark Platinum certification from the Building and Construction Authority. On the other hand, Summerville Logistics Center is a modern, green-certified logistics property strategically located on the US East Coast near Charleston. The property offers direct access to US Highway 78 and excellent connectivity to key transportation networks. CLAR also completed the asset enhancement initiative (AEI) at Nexus @one-north in Singapore in April 2026. Five ongoing projects, comprising two developments, a redevelopment and two AEIs, with an aggregate investment of S$507.2 million, are scheduled for completion between 2026 to 2028. The Manager remains committed to identifying and executing new growth initiatives to enhance returns from the existing portfolio and create long-term value for unitholders. In July 2026, the Manager announced the divestment of Kim Chuan Telecommunications Complex in Singapore for S$200.4 million as part of its active portfolio optimisation and capital recycling strategy. The sale consideration was double the original purchase price of S$100.0 million and represented an approximate 32% premium to the independent market valuation of S$151.8 million as at 30 June 2026. 27 IBP Summerville Logistics Center Nexus @one-north Effective Capital Management The EFR in 1H 2026 enabled CLAR to pursue accretive acquisitions while lowering its aggregate leverage from 42.0% as at 31 March 2026 to 39.7% as at 30 June 2026, following the repayment of debt using proceeds from the EFR. The weighted average all-in borrowing cost remained stable at 3.5% for 1H 2026. The proportion of fixed rate debt remained high at 70.1% and the debt maturity profile was 2.5 years. CLAR continues to maintain a high level of natural hedge of approximately 73% for its overseas investments, which accounted for about 35% (S$7.0 billion) of the total portfolio value of S$20.1 billion. This minimises the impact of exchange rate movements. With prudent financial policies in place and a stable operating track record, CLAR maintained its A3 investment grade credit rating from Moody’s Ratings. Continued ESG Excellence The number of green-certified properties increased to 168 as at 30 June 2026, representing 77% of CLAR’s total portfolio by gross floor area. In 1H 2026, eight additional properties were fitted with solar panels, bringing the total number of solar-equipped properties to 38 with a projected annual generation of 34 GWh. Green lease coverage by net leasable area improved to 63% of CLAR’s overall portfolio, up from 60% as at 31 December 2025. -------------------------------- 1. Including CLAR’s proportionate interests in 1, 1A and 1B Science Park Drive, Ascent and Osaka Data Centre 1. 2. Technology industries refer to Data Centres, Engineering, Electronics, Information & Communications Technology and e-Commerce sectors. 3. Percentage change of the average gross rent over the lease period of the renewed leases against the preceding average gross rent from lease start date. This takes into account renewed leases that were signed in the respective period and average gross rents are weighted by area renewed. 4. Please refer to the Investment Management Section of CLAR’s 1H 2026 Financial Results presentation released on 5 August 2026 for more information on the initiatives.
- August 8, 2026Business
Jetstar to update its carry-on baggage model
Jetstar is changing its carry-on baggage model, removing its 7kg carry-on weight limit from February 2027. The move will see Jetstar shift from a strict weight limit to a simpler, size-based carry-on baggage model, similar to other leading low-fares carriers around the world. From next year, all bookings will include one underseat bag such as a backpack, handbag or laptop bag. Customers who need more carry-on baggage can pre-purchase Priority Carry-on, which includes a second, larger bag for the overhead locker and the opportunity to be among the first to board. The change follows extensive research and feedback from customers and crew who consistently identified having bags weighed at the gate and struggling to find room in overhead lockers as the more stressful parts of the airport experience. Jetstar CEO, Stephanie Tully said: "We know that weighing carry-on bags at the gate can be frustrating for our customers and for our crew." "To make packing easier we’ve decided to remove the 7kg weight limit, so from February, the main thing customers will need to think about is the size of their carry-on." “By giving customers an underseat bag with the option to add Priority Carry-on, we can make better use of overhead locker space, streamline boarding and help more flights depart on time." “Our new carry-on baggage model provides more choice to customers while helping to keep our fares low. You only pay for what you need - travelling with less means paying less, and you can always add more if you need.” ENDS For media , contact jetstarmedia@jetstar.com Media assets and hi-res images can be found here For more on Jetstar’s baggage changes see here What's changing for flights departing from 2 February 2027 Every Jetstar Airways booking will include one underseat bag, such as a backpack, handbag, or laptop bag, at no extra cost. Customers who need more carry-on baggage or if their bag does not meet the underseat size requirements, can purchase Priority Carry-on, which allows a second, larger bag in the overhead locker and lets customers be among the first to board. Jetstar will no longer routinely use cabin baggage scales but asks customers to keep carry-on bags to 10kg so they can safely lift it themselves. At no extra cost, customers travelling with an infant will be able to take an extra underseat bag for their baby items. The size limits for each option are: Underseat bag (included in every fare): up to 40 × 30 × 20cm Overhead bag (available with Priority Carry-on): up to 56 × 36 × 23cm, and be among the first to board Priority Carry-on is limited and starts at $25 one-way on selected flights and can vary, for example: Launceston to Sydney one-way from $25^ Adelaide to Brisbane one-way from $26^ Sydney to Melbourne one-way from $33^ Perth to Bali (Denpasar) one-way from $39^ Cairns to Tokyo (Narita) one-way from $52^ There are no changes to Jetstar’s checked baggage allowance, which remains purchasable for up to 40kg per passenger. This change applies to all Jetstar Airways (JQ) flights departing from 02 February 2027 excluding group bookings (10+ passengers). Customers with existing bookings after that date will be upgraded to include Priority Carry-on at no cost. Carry-on changes will not apply to Jetstar Japan (GK) operated flights. ^Prices as at launch for purchase of Priority Carry-on at the time of booking on select one-way flights between 2 February – 18 March 2027. Price shown reflects availability at the time of publication and may vary. Prices based on payment by PayID, Jetstar voucher, Jetstar Gift Card, or bookings redeemed only in Qantas Points through jetstar.com. For other options, a Payment Fee applies. See jetstar.com/fees. Other conditions apply.
- August 8, 2026Business
EVT Hotels & Resorts becomes first multi-brand hotel group in Australia to launch mobile wallet hotel keys
Guests at QT Sydney can now access their hotel room using a digital key stored directly in Apple Wallet or Google Wallet, making EVT Hotels & Resorts the first multi-brand hotel group in Australia to launch the capability across its portfolio, and marking another milestone in the group's commitment to seamless, technology-enabled guest experiences. The new technology enables guests to check in and receive their room key on their iPhone, Apple Watch or Android device, creating a more convenient and streamlined arrival experience. Guests have already begun using the capability at QT Sydney, with EVT rolling out mobile wallet hotel keys across its QT, Rydges, Atura and LyLo properties over the next year, the largest scale introduction of the technology by any Australian hotel group to date. The launch builds on EVT Hotels & Resorts' recent innovation initiatives, including becoming the first hotel group in Australia and New Zealand to launch its app in ChatGPT, allowing travellers to discover hotels, explore room options, access property information and begin their booking journey through AI-powered conversations. By placing room access directly into Apple Wallet and Google Wallet, EVT is simplifying the guest journey and meeting growing demand for intuitive, mobile-first travel experiences. Benefits for guests include: A modern, premium hotel experience reflecting evolving guest expectations for technology-enabled hospitality. A convenient, seamless arrival experience – Guests can go straight to their room using a key stored on their phone or smartwatch, reducing friction at check-in. No plastic key cards required – Everything is stored digitally within Apple Wallet or Google Wallet for faster access, reducing reliance on plastic cards and less chance of losing keys. A more intuitive travel experience – Aligns with the way travellers already use mobile wallets for boarding passes, tickets and payments. Supports contact-light travel preferences. Andrew Turner, EVT Group General Manager of Technology and Digital, said the initiative reflects the group's focus on innovation that delivers meaningful improvements for guests, "Technology should make travel easier. Mobile wallet hotel keys remove another point of friction from the hotel experience and give guests a simple, seamless way to access their stay from arrival through to departure. Beyond convenience, moving to digital keys also reduces our reliance on plastic cards across the portfolio, supporting the Group's broader waste reduction focus." The launch reinforces EVT's broader commitment to innovation, sustainability and customer experience across its portfolio. From AI-powered hotel discovery, online check-in, guest messaging, mobile payments and in-room dining ordering to fully digital room access, EVT continues to invest in technology, helping shape the future of hospitality in Australia and New Zealand.
- August 8, 2026Technology
Fujifilm Launches FUJIFILM PROJECTOR ZUH12000
FUJIFILM Corporation announces the launch of “FUJIFILM PROJECTOR ZUH12000” (FP‑ZUH12000), an interchangeable‑lens projector that supports high‑definition 4K projection and delivers a maximum brightness of 12,000 lumens. FP‑ZUH12000 will be available from August 6, 2026. Three optional lenses, including the industry’s only*1 ultra-short-throw lens with a folded-type rotatable mechanism (FP-ZL034), will also be released simultaneously. Equipped with the latest DLP®*2 chip in its image processing unit, FP‑ZUH12000 delivers bright, high‑definition 4K images. Compared with “FUJIFILM PROJECTOR ZUH6000” (FP-ZUH6000), it achieves twice the brightness*3, making it ideal for exhibitions and presentations in large spaces with ambient light, such as corporate showrooms and commercial facilities. Enhanced contrast also improves the reproduction of deep blacks, contributing to more dimensional and realistic visual expression. FP-ZUH12000 is the first model in Z Series to feature an interchangeable-lens design. Combined with newly developed optional lenses, the FP‑ZUH12000 provides high‑definition 4K imagery not only for immersive spatial design but also for applications that require high brightness in large halls and conference rooms. FP‑ZUH12000 with the ultra‑short‑throw lens “FP‑ZL034” attached Ultra‑short‑throw lens “FP‑ZL034” featuring the industry’s only folded‑type rotatable mechanism Short‑throw lens “FP‑ZL050” Standard lens “FP‑ZL125” In 2019, Fujifilm commercialized the world’s first projector equipped with a “folded two‑axial rotatable lens mechanism” as part of its Z Series. Since then, the company has expanded the lineup with the high‑brightness FUJIFILM PROJECTOR Z8000 in 2021 and the 6,000‑lumen FP-ZUH6000 in 2025, which delivers 4K projection with outstanding color reproduction. Fujifilm’s Z Series projectors feature a unique rotatable lens mechanism that enables multidirectional image projection and large‑screen projection from very short distances. This high level of installation flexibility has been praised by customers, with comments such as: “The projector offers exceptional installation flexibility and expands the possibilities of spatial production,” and “It can be installed discreetly, allowing the creation of highly immersive environments. In recent years, there has been a growing need for high‑definition image projection even in brightly lit environments—not only in immersive museums and event venues with controlled lighting, where the Z Series has traditionally been adopted, but also in large‑scale showrooms and commercial facilities. To meet these rising expectations, Fujifilm has developed this new model, which supports high‑definition 4K projection with high‑brightness 12,000 lumens and delivers excellent color reproduction. FP‑ZUH12000 is a projector capable of high‑brightness 12,000‑lumen and high‑definition 4K image projection, delivering excellent color reproduction and smooth gradation expression to effectively enhance a wide variety of spaces. The projector adopts the latest laser light‑source technology to deliver vivid 12,000‑lumen images, while also achieving a lightweight (approx. 18.1 kg) and compact body design (535 mm wide, 396 mm deep, 189 mm high*4). FP‑ZUH12000 is the first model in the Z Series to support interchangeable lenses. The lineup consists of three optional lenses: the ultra‑short‑throw lens FP‑ZL034 (throw ratio*5: 0.34–0.41), the short‑throw lens FP‑ZL050 (throw ratio: 0.5–0.65), and the standard lens FP‑ZL125 (throw ratio: 1.25–2.0). The ultra‑short‑throw FP‑ZL034 features the industry’s only folded‑type rotatable mechanism and offers one of the widest lens‑shift ranges in its class*6—60% vertically and 30% horizontally. This allows users to shift the projected image over a wide area without changing the position of the projector or the orientation of the lens, contributing to more efficient image‑adjustment operations. Fujifilm will continue to respond to diverse needs and expand the possibilities of spatial production by developing and providing projectors that offer exceptional installation flexibility, leveraging its unique optical technologies. *1 In the projector industry. As of August 4, 2026. Based on Fujifilm research. *2 DLP is a registered trademark of Texas Instruments. *3 12,000 lm brightness measured using the optional FP‑ZL125 lens. *4 Dimensions of main body only, excluding lens, protrusions, and adjustment feet. *5 Throw ratio (TR) is defined as projection distance ÷ screen width. A smaller TR enables larger images at shorter distances. *6 Among ultra‑short‑throw lenses (TR 0.4 or less) for interchangeable‑lens projectors of 10,000 lumens or higher. As of August 4, 2026. Based on Fujifilm research. Main features of FP-ZUH12000 (1) High‑definition 4K projection with excellent color reproduction The projector incorporates the latest 0.8‑inch HEP DMD*7 DLP chip, enabling high‑definition 4K projection (screen resolution: 3840 × 2400). By enhancing Fujifilm’s proprietary optical engine used in the previous model, the FP‑ZUH6000, the projector achieves superior color reproduction and smooth gradation expression. Features Film Simulation modes that incorporate Fujifilm’s renowned color reproduction technology developed through photographic film. Five modes—PROVIA, Velvia, ETERNA, CLASSIC CHROME, and CLASSIC Neg.—enable rich visual expression and maximize the appeal of content across a wide range of applications. (2) Bright 12,000‑lumen images and a lightweight, compact design The FP‑ZUH12000 uses the latest laser light source to project bright 12,000‑lumen images. With a lightweight (approx. 18.1 kg) and compact body (535 mm wide, 396 mm deep, 189 mm high*4), the projector reduces burdens during installation and transportation. (3) With the first interchangeable-lens design in the “Z Series,” achieve spatial effects tailored to a variety of needs FP-ZUH12000 is the first model in Z Series to feature an interchangeable-lens design. It supports a total of three optional lenses, including an ultra-short-throw lens equipped with a unique folded‑type rotatable mechanism. The lineup of optional lenses includes an ultra-short-throw lens with a throw ratio of 0.34–0.41, a short-throw lens with a throw ratio of 0.5–0.65, and a standard lens with a throw ratio of 1.25–2.0. Lenses can be swapped out depending on the application and installation location. Main features of Ultra‑short‑throw lens “FP‑ZL034” (1) Folded-type rotatable mechanism enables flexible spatial production without installation constraints Supports 360-degree lens rotation together with one of the widest lens-shift ranges in its class—60% vertical and 30% horizontal shift—allowing projection onto walls, screens, ceilings, floors, and other surfaces without repositioning the projector body or changing lens orientation. Allows installation with only the lens exposed while the projector body remains concealed, helping create more immersive viewing environments. Capable of projecting images up to 400 inches (862 cm × 539 cm) from a distance of just 297 cm, reducing dead space between the projector and projection surface and enabling more effective use of available space. (2) Advanced lens design delivers both high image quality and installation flexibility Advanced optical construction comprising more than 20 lens elements, two mirrors, and a large-diameter aspherical lens suppresses distortion and aberration, delivering high-definition images with excellent uniformity across the entire screen and maintaining image quality under a variety of projection conditions. Compact and lightweight design eliminates the need for external support brackets when mounting or installing the lens. Combined with a robust dedicated mount, this design minimizes image misalignment and supports stable long-term operation. Newly developed three-group zoom mechanism provides one of the largest optical zoom ranges in its class, achieving 1.2× optical zoom and covering throw ratios from 0.34 to 0.41 with a single lens. This increases layout flexibility during installation planning and enables convenient image adjustment after installation. *7 DMD (Digital Micromirror Device) is a registered trademark of Texas Instruments.
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