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Shopee Bazar Hebat Raya Reflects the Rise of Content-Led Shopping

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KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 3 March 2026 – Across major sale periods, Malaysians are increasingly turning to content-led shopping to discover products and secure deals. During the Raya Bersama Shopee sale in 2025, shoppers tuned in to Shopee Live for real-time demonstrations and livestream-exclusive drops, generating over 1 billion views and driving more than 132 billion items sold via livestream. Over 67 billion vouchers were also claimed as households stacked brand and platform deals alongside Free Shipping to stretch festive budgets.

Shopee Bazar Hebat Raya
Shopee Bazar Hebat Raya

With Raya approaching once again, content-led shopping continues to influence how homes are refreshed, gifts are selected and outfits are planned. Running from now until 25 March, Shopee Bazar Hebat Raya taps into this shopping trend with creator-driven fashion inspirations and 50% Off Shopee Live vouchers for the season.

Discover Raya Fashion Trends with #GetReadyWithShopee

Raya styling now unfolds on-screen, where demos and virtual consultations inspire shoppers to decide their looks before adding to cart. Every Friday 12PM to 2PM, alongside additional sessions on key campaign dates, #GRWS Raya Fashion Hacks on Shopee Live features popular fashion creators Farah Deluna, Sharifah Rose, and Qisthena breaking down trendy Raya looks and sharing styling tips – from colour pairing to tudung techniques – for chic festive outfits. Featured pieces can be secured instantly with upsized 50% Off Shopee Live vouchers, stackable with brand deals.

Fans of top local labels such as Adnaa, Siti Khadijah, and Haera HQ can also shop their latest collections through Shopee’s Raya Best Sellers and New Arrivals, restocked daily at 50% Off. Meanwhile, Shopee’s Super Brand Day live sessions on weekends, 1PM to 2PM will highlight labels such as Naelofar and My Ballerine, featuring exclusive drops and additional vouchers.

For even greater savings, shoppers can score midday RM10 Fashion & Beauty Flash Deals from 12PM to 2PM on key campaign dates not to be missed:

  • 3 March: Jualan Persiapan Raya
  • 10 March: Jualan Istimewa Raya
  • 15 March: Jualan Hebat Raya
  • 25 March: Jualan Akhir Raya

Plan Every Raya Open House with Shopee Live

As households finalise their open house checklists, Shopee Live becomes a touchpoint for festive inspiration. Streaming daily at 12PM and 8PM, hosts spotlight Shopee Lagi Murah essentials across groceries, Muslim fashion, health and beauty, and electronics — featuring brands such as ZUS Coffee, Wardah, and PerySmith.

Livestream purchases unlock Daily 50% Off Shopee Live vouchers, on top of Shopee Lagi Murah deals and RM10 Knockout Deals from selected brands like Haier, Dreame and Gintell — so shoppers can stack their Shopee Live vouchers and save even more, with Free Shipping No Minimum Spend and Shopee Coins. For larger purchases, SPayLater’s reduced 12-month interest fee offers added flexibility when managing festive budgets.

Those hoping to perfect their Raya dishes and walk away with rewards can tune in to Khairul Aming on Shopee Live on 3 March at 5PM, where he shares his fan-favourite sambal and dendeng recipes alongside host Shopee’s Exclusive Sampul Raya Giveaway. Later that evening at 8.30PM, Shopee Brand Ambassadors Mimi Fly and Hael Husaini will take the spotlight in a special Raya livestream, featuring an exclusive interview and interactive game segment as they share how they’re celebrating the season.

Shopee Bazar Hebat Raya

Get inspired for every Raya moment and enjoy 50% Off Raya Fashion Trends, daily 50% Off Shopee Live vouchers as well as Free Shipping No Minimum Spend – all in one place at Shopee Bazar Hebat Raya. Discover more at: https://shopee.com.my/m/raya-sale
Hashtag: #Shopee

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

About Shopee

Shopee is a leading e-commerce platform in Southeast Asia, Taiwan, and Brazil. Shopee promotes an inclusive and sustainable digital ecosystem by enabling businesses to digitalise and grow their online presence, helping more people access and benefit from digital services, and uplifting local communities.

Shopee offers an easy, secure, and engaging experience that is enjoyed by millions of people daily. Shopee is also a key contributor to the digital economy, with a firm commitment to helping homegrown brands and entrepreneurs succeed in e-commerce.

Shopee is part of Sea Limited (NYSE: SE), a global technology company. Sea’s mission is to better the lives of consumers and small businesses with technology through its three core businesses: Shopee, Garena, and Monee.

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Kempen ‘Gandakan Kebaikan’ Tropicana Twister Kembali Ramadan Ini Dengan Inisiatif Berskala Lebih Besar Di Seluruh Negara

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Setiap kebaikan yang dicatat menyumbang kepada pembinaan rumah selamat untuk komuniti yang memerlukan.

KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 3 March 2026 – Ramadan sentiasa menjadi waktu untuk berkongsi dan berbuat baik saat rakyat Malaysia saling membantu, berkongsi rezeki dan menghulurkan sokongan kepada mereka yang memerlukan. Tahun ini, Tropicana Twister membawa semangat kebaikan itu lebih jauh dengan mengubah amalan kecil seharian kepada impak yang berkekalan seperti sebuah rumah yang terjamin untuk dipanggil kediaman.

Tropicana Twister Gandakan Kebaikan 2026

Kembali untuk tahun kedua, kempen ‘Gandakan Kebaikan’ tampil dengan misi yang lebih besar dan berimpak tinggi. Melangkaui sumbangan bermusim, Tropicana Twister kini menyasarkan pembinaan sehingga 100 buah rumah untuk komuniti yang kurang berkemampuan, termasuk keluarga Orang Asli di seluruh Malaysia. Inisiatif ini mencerminkan komitmen jangka panjang jenama dalam memperluaskan kebaikan yang memberi kesan berterusan, bukan hanya sepanjang Ramadan.

Membina Rumah Terlindung, Membina Harapan

“Bagi kami, kemajuan yang mampan lahir daripada kerjasama dan perancangan jangka panjang,” kata Aditya Sheoran, Pengarah Kanan Francais PepsiCo. “pep+ merupakan rangka kerja kami untuk mengimbangi prestasi perniagaan dengan kelestarian. Dengan melabur dalam inisiatif yang membina infrastruktur sebenar dan membuka peluang, kami bukan sahaja memperkukuh komuniti, malah menyumbang kepada masa depan yang lebih lestari untuk perniagaan dan alam sekitar.”

Melalui kerjasama dengan EPIC Homes, satu inisiatif oleh perusahaan sosial EPIC yang telah membina ratusan rumah dan menggerakkan ribuan sukarelawan di seluruh negara, Tropicana Twister menyokong Project 100. Inisiatif ini telah memberi manfaat kepada lebih 200 keluarga dan terus komited membantu komuniti rentan di Malaysia.

Dengan memberi fokus kepada penyediaan kediaman kekal berbanding bantuan sementara, inisiatif ini bertujuan mewujudkan perubahan yang berpanjangan. Selain rumah terlindung, usaha ini turut menyokong persekitaran hidup yang lebih sihat melalui akses kepada air bersih dan ruang selamat untuk kanak-kanak membesar. Secara keseluruhan, ia membantu meningkatkan kualiti hidup keluarga dan komuniti untuk jangka masa panjang.

“Ramadan sentiasa menjadi detik yang menginspirasikan rakyat Malaysia untuk menyumbang dan membantu komuniti,” kata Jennifer Lee, Ketua Pemasaran PepsiCo Malaysia Beverages. “Tahun lalu, kami memberi tumpuan kepada keperluan segera melalui pek bantuan. Namun tahun ini, kami bertanya bagaimana kami boleh mencipta impak yang lebih berkekalan.”

“Bagi sebuah keluarga yang memerlukan, rumah bukan sekadar perlindungan. Ia adalah asas untuk membina semula kehidupan. Melalui kerjasama dengan EPIC Homes, kami menukarkan amalan kebaikan harian kepada sesuatu yang benar-benar mengubah kehidupan. Inilah cara kami melihat peranan jenama dalam menyokong komuniti bukan hanya semasa Ramadan, tetapi untuk jangka masa panjang,” tambah Jennifer.

Daripada Kebaikan Kecil Kepada Impak Besar

Intipati kempen ini cukup mudah: catatkan kebaikan anda. Sama ada membantu orang asing, berkongsi makanan, meluangkan masa sebagai sukarelawan, atau sekadar hadir untuk seseorang yang memerlukan sokongan – setiap kebaikan mempunyai nilai.

Dari 18 Februari hingga 21 April 2026, setiap sokongan dan catatan kebaikan melalui chatbot digital Tropicana Twister akan bertukar menjadi ‘oren’ digital. Oren-oren ini kemudiannya disalurkan sebagai sumbangan sebenar bagi pembinaan rumah bersama EPIC Homes. Dengan itu, setiap kebaikan menjadi dinding, bumbung dan tempat berlindung sebenar untuk keluarga yang memerlukan.

Ia mengingatkan kita bahawa perubahan bermakna tidak semestinya bermula dengan tindakan besar. Kadangkala, ia bermula dengan satu kebaikan kecil dan pilihan untuk mengambil berat.

Cara Penyertaan

  1. Masuk ke chatbot digital Tropicana Twister
  2. Klik untuk sertai
  3. Catatkan amalan kebaikan anda

Jumlah oren yang dikumpul akan disalurkan bagi menyokong misi pembinaan rumah selamat untuk keluarga kurang berkemampuan. Lebih banyak kebaikan dikongsi, lebih banyak rumah dapat dibina.

Sertai, Catat, Beli & Rebut Peluang Menang

Tambahan pula, pengguna yang menyertai kempen ini dan membuat pembelian minimum RM10 produk Tropicana Twister berpeluang memenangi pelbagai hadiah menarik.

“Kami percaya bahawa melakukan kebaikan tidak seharusnya terhenti pada satu detik sahaja. Melalui Gandakan Kebaikan, kami memberi peluang individu untuk menukarkan tindakan kecil sebagai sokongan yang bermakna dan berkekalan untuk keluarga di seluruh Malaysia. Apabila komuniti bersatu dengan matlamat yang sama, usaha kolektif ini mampu mencetuskan perubahan yang nyata serta mampan,” ujar Jennifer.

Untuk maklumat lanjut, layari laman Facebook @MYTropicana dan sertai kempen ‘Gandakan Kebaikan’ oleh Tropicana Twister.

Hashtag: #TropicanaTwister

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

Mengenai PepsiCo

Produk PepsiCo dinikmati oleh pengguna lebih daripada satu bilion kali setiap hari di lebih 200 buah negara dan wilayah di seluruh dunia. Pada tahun 2022, PepsiCo mencatatkan pendapatan bersih melebihi USD86 bilion, dipacu oleh portfolio minuman dan makanan mudah sedia yang saling melengkapi, termasuk jenama-jenama seperti Tropicana, Lay’s, Doritos, Cheetos, Gatorade, Pepsi-Cola, Mountain Dew, Quaker dan SodaStream. Portfolio PepsiCo merangkumi pelbagai pilihan makanan dan minuman yang digemari, dengan banyak jenama ikoniknya masing-masing menjana lebih USD1 bilion dalam anggaran jualan runcit tahunan.

PepsiCo dipandu oleh visi untuk menjadi peneraju global dalam kategori minuman dan makanan mudah sedia menerusi pep+ (PepsiCo Positive). pep+ merupakan transformasi strategik menyeluruh yang meletakkan kelestarian dan pembangunan modal insan sebagai teras kepada penciptaan nilai dan pertumbuhan, sambil beroperasi dalam batas keupayaan planet serta mendorong perubahan positif untuk manusia dan alam sekitar. Untuk maklumat lanjut, layari dan ikuti PepsiCo di Twitter, Instagram, Facebook dan LinkedIn melalui @PepsiCo.

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Tropicana Twister’s “Gandakan Kebaikan” Returns This Ramadan with Bigger Nationwide Initiative

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Every act of kindness recorded contributes towards building safe homes for the underserved communities.

KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 3 March 2026 – Ramadan has always been a season of generosity, where everyday Malaysians go out of their way to help a neighbour, share a meal, or lend a hand to someone in need. This year, Tropicana Twister is transforming those simple acts of kindness into something far more lasting: a safe place to call home.

Tropicana Twister Gandakan Kebaikan 2026

Returning for its second year, the ‘Gandakan Kebaikan’ initiative raises the bar with its most impactful mission yet. Moving beyond short-term festive contributions, Tropicana Twister now aims to help build up to 100 homes for underserved communities, including Orang Asli families across Malaysia. It marks a stronger commitment to multiplying goodness in ways that create meaningful impact beyond the Ramadan season.

Bringing Safe Homes to Communities Who Need Them

“As a company, we believe sustainable progress is built through partnerships and long-term thinking,” said Aditya Sheoran, PepsiCo Franchise Senior Director. “pep+ is our blueprint for delivering that progress — integrating sustainability and business performance so they advance together. By investing in initiatives that create real infrastructure and opportunity, we are strengthening communities while building a more resilient future for our business and the planet.”

In partnership with EPIC Homes, an initiative by social enterprise EPIC that has built hundreds of homes and mobilised thousands of volunteers nationwide, Tropicana Twister will support Project 100 – an initiative that has already benefited more than 200 families and continues its mission of building homes for Malaysia’s vulnerable communities.

By shifting its focus from temporary aid to permanent shelter, the brand aims to create lasting change. In addition to building safe homes, the initiative supports healthier living conditions through improved access to clean water and safe spaces for children to grow and thrive. These combined efforts help uplift families and communities for generations to come.

“Ramadan has always inspired Malaysians to give back, and over the years we’ve seen how powerful small acts of kindness can be,” said Jennifer Lee, PepsiCo Malaysia Beverages Head of Marketing. “Last year, we focused on meeting immediate needs through care packs. But this year, we asked ourselves how we could create something more lasting.”

“For a family in need, a home offers more than just safety. It provides comfort and a foundation for families to rebuild their lives. By partnering with EPIC Homes, we are turning everyday acts of kindness into something permanent and life-changing. This is how we believe a brand should show up for the community, not just during Ramadan, but for the long term,” added Jennifer.

Turning Small Acts of Kindness Into Big Impact

At the heart of the initiative is a simple invitation: journal your good deeds. Whether it is helping a stranger, sharing food, volunteering time, or simply showing up for someone who needs care, every act matters. By taking a moment to record these gestures, Malaysians become part of a collective movement where everyday compassion adds up to something bigger.

From 18 February to 21 April 2026, each support and journalling of kindness on Tropicana Twister’s digital chatbot activation is transformed into digital “oranges”, which are then converted into tangible contributions towards building homes with EPIC Homes. In this way, every act of kindness becomes real walls, real roofs and real shelter for families in need.

It is a reminder that meaningful change does not always start with grand gestures. Sometimes, it begins with the smallest deed and the simple choice to care.

How Malaysians can take part

  1. Enter Tropicana Twister’s digital chatbot
  2. Click to Join
  3. Journal your acts of kindness

The total oranges collected are then channeled towards supporting the mission to build safe homes for underprivileged families. As more goodness is shared, more homes can be built.

Join, Journal, Buy and Stand a Chance to Win
Adding to the excitement, Malaysians who join the campaign and make a minimum purchase of RM10 worth of Tropicana Twister products can stand a chance to win attractive prizes.

“We believe the impact of doing good should extend far beyond a single moment. Through Gandakan Kebaikan, we are empowering individuals to turn small acts into meaningful, lasting support for families across Malaysia. When communities come together with a shared purpose, those collective efforts can drive tangible and sustainable change,” concluded Jennifer.

For more information, visit our Facebook page @MYTropicana to join Tropicana Twister’s ‘Gandakan Kebaikan’ campaign.

Hashtag: #TropicanaTwister

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

About PepsiCo

PepsiCo products are enjoyed by consumers more than one billion times a day in more than 200 countries and territories around the world. PepsiCo generated more than $86 billion in net revenue in 2022, driven by a complimentary beverage and convenient foods portfolio that includes Tropicana, Lay’s, Doritos, Cheetos, Gatorade, Pepsi-Cola, Mountain Dew, Quaker, and SodaStream. PepsiCo’s product portfolio includes a wide range of enjoyable foods and beverages, including many iconic brands that generate more than $1 billion each in estimated annual retail sales.

Guiding PepsiCo is our vision to be the Global Leader in Beverages and Convenient Foods by Winning with pep+ (PepsiCo Positive). pep+ is our strategic end-to-end transformation that puts sustainability and human capital at the centre of how we will create value and growth by operating within planetary boundaries and inspiring positive change for the planet and people. For more information, visit www.pepsico.com, and follow on Twitter, Instagram, Facebook, and LinkedIn @PepsiCo.

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“Gandakan Kebaikan” 公益行动于斋戒月再度启航 Tropicana Twister 推出全国规模升级

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每一份被记录下来的善行，都将汇聚成支持弱势社群兴建家园的力量

吉隆坡，马来西亚 – Media OutReach Newswire – 2026年3月3日 – 每逢斋戒月，马来西亚总洋溢着分享与施予的温馨氛围。人们会主动关怀邻里、分享一餐温饱，或向有需要的人伸出援手。今年，Tropicana Twister 将这份善行延伸为更长远的承诺，为有需要的家庭筑起一个安全且安心的家园。

Tropicana Twister Gandakan Kebaikan 2026

迈入第二年，Tropicana Twister 再度推出 “Gandakan Kebaikan” 公益活动以更具规模与影响力的使命回归。不同于以往着重于节庆期间的短期援助，Tropicana Twister 此次立下目标，协助兴建多达 100 间房屋，惠及全国弱势社群，包括原住民（Orang Asli）家庭。这不仅体现品牌对于当今社会的关怀，更彰显 Tropicana Twister 将善意倍增的决心转化深远且有意义的社会影响。

为弱势群体筑起安全家园

PepsiCo 特许经营高级总监 Aditya Sheoran 表示：”作为一家企业，我们相信可持续发展有赖于稳固的伙伴关系和长远规划。pep+ 是我们落实这个愿景的蓝图，将可持续发展与业务表现相结合，让两者相辅相成。通过投资于基础设施建设与发展机会的项目，我们不仅在增强社区建设，也在为企业与地球打造更具韧性的未来。”

在此理念下，Tropicana Twister 支持社会企业 EPIC 旗下 EPIC Homes 的旗舰建屋项目 “Project 100” 。该组织已在全国建成数百间房屋，并动员数千名志愿者参与其中。”Project 100″ 迄今已惠及超过 200 户家庭，持续为马来西亚弱势社群兴建安全家园。

通过将重心从短期援助转向永久性住所建设，品牌希望带来更持久的改变。除了为家庭提供安全稳固的居所外，此项倡议也通过改善清洁水源获取与为儿童打造更安全的成长空间，提升整体生活条件。这些环环相扣的举措，将为家庭与社区带来跨世代的积极影响。

PepsiCo 马来西亚饮料业务市场总监 Jennifer Lee 表示：”斋戒月一直是马来西亚人回馈社会的重要时刻，我们也亲眼见证，看似微小的善举如何产生深远影响。去年，我们通过赠送关怀礼包回应即时需求；今年，则希望将这份善意延伸为更长远的改变。”

Jennifer 进一步表示：”对有需要的家庭而言，’家’不仅是遮风避雨的港湾，更意味着安定与重新出发。我们与 EPIC Homes 携手合作，正是希望把日常生活中的善行，转化为长久且足以改变人生的成果。这正是我们所相信的品牌在斋戒月期间应尽的责任，也是一份着眼未来、致力带来持久影响的承诺。”

把微小善意转化为深远影响

本次倡议的核心理念简单明了，即记录您的善行。无论是帮助陌生人、分享餐食、参与志愿活动，或是在他人需要时给予关怀，每一个善行都值得被看见。当这些点滴善行被记录时，就能汇聚为一股集体力量，让日常的关怀汇聚成更宏大的改变。

自2026年2月18日至4月21日，公众只需在 Tropicana Twister 的数码聊天机器人平台上记录善举，系统便会将每一次参与转化为数码”橙子”，并进一步换算为支持 EPIC Homes 建屋计划的实际捐助。换言之，每一份善意都将化作实实在在的砖瓦和庇护之所，为有需要的家庭筑起遮风避雨的居所。

这个举措亦提醒我们，真正有意义的改变未必始于轰轰烈烈的壮举。有时，它始于一份微小却真诚的善意，以及愿意关怀他人的心意。

参与方式

  1. 登录 Tropicana Twister 数码聊天机器人页面
  2. 点击参与活动
  3. 记录您的善行

所有累积的数码”橙子”都将转化为兴建房屋所需的实际资源，用以支援弱势家庭。随着善行不断累积，便意味着能够筑起更多家园。

参与、记录、购买，赢取好礼

为增添更多惊喜，凡参与本次活动并购买至少 RM10 的 Tropicana Twister 产品，即有机会赢取丰富奖品。

Jennifer 总结道：”我们相信，善行的影响力不应止于一时。透过 ‘Gandakan Kebaikan’ 公益活动，我们希望让更多人将日常的小善行，转化为支持全国弱势家庭的强大力量。当社区围绕共同愿景携手同行，所凝聚的力量终将化为实在且可持续的改变。”

欲知详情，欢迎浏览Facebook 专页 @MYTropicana，参与 Tropicana Twister 的 “Gandakan Kebaikan” 公益活动。

Hashtag: #TropicanaTwister

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

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DFI Retail Group Holdings Limited 2025 Preliminary Announcement Of Results

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The following announcement was issued today to a Regulatory Information Service approved by the Financial Conduct Authority in the United Kingdom.

DFI RETAIL GROUP HOLDINGS LIMITED
2025 PRELIMINARY ANNOUNCEMENT OF RESULTS

Highlights
  • Underlying profit reached the high-end of guidance at US$270 million, up 35% year-on-year
  • Reported profit of US$235 million, up US$480 million year-on-year
  • Health and Beauty delivered strong like-for-like (LFL) sales and profit growth
  • Convenience returned to profit growth in the second half of 2025, supported by a favourable mix shift towards higher-margin, non-cigarette categories
  • Strengthening value-driven, omnichannel proposition in Food and Home Furnishings
  • Divestments of Yonghui, Robinsons Retail and Singapore Food underscored the Group’s transition from a portfolio to a focused operating company and strengthened balance sheet to a net cash position
  • Returned approximately US$740 million to shareholders for the full year 2025, including a US$600 million special dividend
  • Final dividend of US¢10.50 per share based on a new 70% payout policy announced in December 2025

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

Lincoln Pan
Chairman

DFI FY2025 table.jpg

DFI RETAIL GROUP HOLDINGS LIMITED
PRELIMINARY ANNOUNCEMENT OF RESULTS
FOR THE YEAR ENDED 31 DECEMBER 2025
INTRODUCTION
It is my honour and privilege to join DFI Retail Group (‘DFI’ or the ‘Group’) as Chairman of the Board, supporting Group Chief Executive, Scott Price, and his leadership team in executing its strategic priorities and delivering shareholder returns. On behalf of the Board, I would also like to express our gratitude to John Witt for his invaluable contributions to DFI over many years.

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

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

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

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

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

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

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

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

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

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

Lincoln Pan
Chairman

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

DFIQ Portal

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

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

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

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

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

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

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

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

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

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

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

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

BUSINESS REVIEW

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

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

In Hong Kong and Macau, LFL sales increased by 5%, driven by strong growth in tourist store sales from higher arrivals. Own Brand strategy reset resulted in a 35% improvement in gross profit per SKU through a refined product range that better aligns with customer needs. Sales of Mannings China declined due to the closure of majority of its offline store network as the business pivots towards a cross-border e-commerce model.

Guardian in Southeast Asia reported 5% LFL sales increase, driven by growth in basket sizes across key markets and an expanding e-commerce presence, including the Guardian Malaysia loyalty programme launched in March 2025 and a new Guardian Singapore app in July 2025. Indonesia and Vietnam delivered LFL sales growth exceeding 10%, supported by strong traffic gains. Gross margin expansion and operating leverage contributed to operating profit growth of 16% in the region.

CONVENIENCE
Total Convenience sales were US$2.3 billion, representing a decline of 2% year-on-year or 3% on an LFL basis, due to lower-margin cigarette volume reductions following tax increases in Hong Kong in February 2024. Excluding cigarettes, overall Convenience sales grew 1% compared to 2024 and were marginally lower on an LFL basis. Underlying operating profit was US$97 million, down 6% year-on-year. Favourable sales mix shift towards higher-margin non-cigarette categories drove a return to a positive profit growth in the second half of 2025.

In Hong Kong, the Group expects to mitigate financial impact from declining cigarette sales in 2026 and beyond through continued growth in higher-margin non-cigarette categories, including RTE which accounted for 18% of sales for the full year, up from 16% in 2024.

7-Eleven Singapore reported robust LFL sales growth driven by a stronger RTE proposition and effective promotional campaigns. In South China, continued store network expansion through a capex-light franchise model, including 99 net increase in store number, contributed to 3% sales growth. LFL sales, however, were down 2% largely due to intense subsidy competition from food delivery platforms, primarily in the first half of the year. The focus remains on driving footfall through innovative RTE and Food Bar expansion to 1,250 stores by the end of 2028, compared to 325 as of year-end. Both markets saw meaningful profit growth, supported by a favourable product mix shift and disciplined cost control.

FOOD
Reported sales for the Food division were US$3.0 billion, remaining stable compared to 2024 on an LFL basis. Underlying operating profit reached US$62 million for the year, up 6% year-on-year, driven by earnings recovery in Singapore Food following the distribution of government consumption vouchers in 2025.

In Hong Kong, the Wellcome team strengthened its fresh and value proposition through pricing reinvestment supported by strategic direct sourcing. These efforts included a new partnership with Dingdong Maicai (DDL) since May 2025 for a wider selection of price-competitive fresh produce, as well as the Everyday Value campaign launched in September 2025, offering up to 40% savings on 100 core basket items. The team also accelerated omnichannel growth through broader digital channels – including a quick-commerce partnership with foodpanda and click-and-collect services – and a shortened delivery time to same or next day delivery, driving a more than 20% sales growth in Hong Kong Food online sales. Despite a 1% LFL sales decline compared to the prior year, total volume grew 2% driven by increased transactions and items per basket.

Southeast Asia Food sales performance benefited from multiple rounds of government consumption voucher distribution in Singapore during the year, including S$800 vouchers for each household and S$600 vouchers for individuals in celebration of the nation’s 60th anniversary. These vouchers, which were redeemable at supermarkets and heartland merchants, drove stronger sales in the Food segment. Convenience and Health & Beauty did not see a similar uplift in sales as the vouchers were not applicable to these outlets. Divestment of Singapore Food business was completed in early December 2025. Post-completion, the Group continues to serve the Singapore market through its Guardian and 7-Eleven brands. As the only nationwide modern trade operator in Cambodia, Lucky reported robust LFL sales growth with strong margin expansion on scale benefits.

HOME FURNISHINGS
IKEA reported sales of US$677 million, down 3% year-on-year and 5% on an LFL basis, compared to an 11% LFL sales decline in 2024. Operating profit was US$26 million, representing a meaningful improvement from US$16 million in the prior year, driven by effective cost control measures across markets.

Amid a challenging macro environment and reduced consumer demand for big-ticket items due to subdued real estate market activity, the IKEA team has prioritised enhancing its value proposition and omnichannel presence. Key initiatives include price reductions on high-volume products, rationalisation of non-core assortment, and a broader range of entry price points. In Indonesia, the team has further expanded digital partnerships with third-party marketplaces to improve accessibility, supporting continued progress towards its overall online sales penetration target of 18-20% by 2028. IKEA Food remains a critical traffic and revenue driver, representing 14% of total sales.

These combined with significant cost optimisation efforts in labour, supply chain and infrastructure across markets contributed to a US$10 million improvement in overall profitability.

RESTAURANTS
The Group’s share of Maxim’s underlying profits was US$72 million in 2025, an increase of 9% year-on-year, supported by resilient sales of US$3.1 billion, up 0.4% year-on-year, and ongoing cost optimisation. Improved mooncake sales during the mid-autumn festival and stronger restaurant performance in Southeast Asia was offset by challenging trading environment in Hong Kong and the Chinese mainland. Cost management in these markets also supported overall profit growth. During the year, Maxim’s continued to expand its Southeast Asia network with 84 net new stores added, mainly in Thailand and Vietnam.

OUTLOOK
2025 marked a year of strong progress for DFI, with the strategic reset across our businesses driving improved underlying profitability in both subsidiaries and associates, a stronger ROCE and enhanced shareholder returns. Our strengthened balance sheet and disciplined use of capital provides capacity to reinvest for growth both organically and inorganically, laying a strong foundation as we pursue our financial ambitions of achieving a US$310-350 million underlying profit (+11% CAGR at midpoint compared to 20257) and a 7-10% online sales mix by 2028.

At our inaugural Investor Day, we outlined clear strategic priorities which include strengthening our value proposition, enhancing omnichannel capabilities, accelerating Own Brand innovation, deepening digital monetisation, and leveraging data to deliver better outcomes for both customers and supplier partners.

For the full year of 2026, the Group expects organic revenue growth of approximately 2-3%8 and underlying profit attributable to shareholders to be between US$270 million and US$300 million. Excluding the divestment impact of Singapore Food and Robinsons Retail, this would represent a year-on-year growth of 13-25%.

Looking into 2026 and beyond, I am confident that DFI has developed a renewed foundation as we execute against our strategic priorities to deliver sustained, profitable growth, drive market share gains across our formats and generate long-term returns for our shareholders.

Scott Price
Group Chief Executive

—————–
1 Excluding Singapore Food business and minority stake in Robinsons Retail upon completion of divestment in 2025
2 Based on a third-party assured price comparison of a 200-item comparable basket between DFI and Greater Bay Area

3 Excluding Singapore Food. Divestment of business was completed in early December 2025.
4 Excluding Singapore Food, cigarettes under Convenience and IKEA food
5 Excluding financial contribution from Singapore Food (December 2024) and Hero Supermarket (2024) for comparison purpose
6 Free cash flow is equivalent to cash flows from operating activities after lease payments minus normal capital expenditure

7 Excluding Singapore Food business and minority stake in Robinsons Retail upon completion of divestment in 2025
8 Excluding Singapore Food business

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

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

DFI Retail Group

DFI Retail Group (the Group) is a leading Asian retailer, driven by its purpose to ‘Sustainably Serve Asia for Generations with Everyday Moments’.

At 31 December 2025, the Group and its associates operated 7,580 outlets across 12 markets, of which 5,529 stores were operated by subsidiaries. The Group, together with associates, employed over 79,000 people, with some 42,000 people employed by subsidiaries. The Group had reported revenue of US$8.9 billion in 2025.

The Group is dedicated to delivering quality, value and service to Asian consumers through a compelling retail experience, supported by an extensive store network and highly efficient supply chains.

The Group and its associates, operates a portfolio of well-known brands across five key divisions. The principal brands are:

Health and Beauty
• Mannings on the Chinese mainland, Hong Kong and Macau S.A.R.; Guardian in Brunei, Indonesia, Malaysia, Singapore and Vietnam.

Convenience
• 7-Eleven in Hong Kong and Macau S.A.R., Singapore and Southern China.

Food
• Wellcome and Market Place in Hong Kong S.A.R.; San Miu in Macau S.A.R.; Lucky in Cambodia.

Home Furnishings
• IKEA in Hong Kong and Macau S.A.R., Indonesia and Taiwan.

Restaurants
• Hong Kong Maxim’s group on the Chinese mainland, Hong Kong and Macau S.A.R., Cambodia, Laos, Malaysia, Singapore, Thailand and Vietnam.

The Group’s parent company, DFI Retail Group Holdings Limited, is incorporated in Bermuda and has a primary listing in the equity shares (transition) category of the London Stock Exchange, with secondary listings in Bermuda and Singapore. The Group’s businesses are managed from Hong Kong. DFI Retail Group is a member of the Jardine Matheson group.

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香港肥胖學會於2026年世界肥胖日引領行動：扭轉日益嚴重的健康危機

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香港 – Media OutReach Newswire – 2026年3月3日 – 每年3月4日為世界肥胖日，香港肥胖學會（HKOS）聯同屯門地區康健中心舉辦「齊『屯』結 齊健康」社區嘉年華，提高市民對肥胖問題的認識及關注。鑑於本港超過五成成年人口屬超重或肥胖，加上兒童肥胖率持續上升，學會認為正面面對肥胖問題，實屬刻不容緩。

香港肥胖學會於2026年世界肥胖日引領行動：扭轉日益嚴重的健康危機

市民齊量腰圍共創世界紀錄
學界早已知道單憑體重指數（BMI）難以準確反映體內脂肪的含量和分佈。腰圍現已成為評估中央肥胖及相關代謝風險的重要指標，近年來已被納入肥胖的診斷標準。學會聯同逾六百名市民成功刷新「同時度量腰圍人數最多的嘉年華」世界紀錄。這項紀錄不僅具象徵意義，更提高了市民對體重管理重要性的認識。

秉持跨專業理念，香港肥胖學會精心策劃整日活動，從多角度探討肥胖問題。活動包括專家分享外出飲食貼士和中西醫體重管理知識，破除常見迷思；屯門地區康健中心亦於現場提供肌少症評估、視力及血糖檢測等免費健康篩查，為居民提供即時健康資訊；互動攤位和遊戲更讓學習營養和體能活動變得輕鬆有趣，將健康理念融入社區。

香港肥胖學會的呼籲
香港肥胖學會會長施頴珊醫生表示：「臨近2026年世界肥胖日，我們必須認識到，肥胖不只是個人問題，更是需要社會共同應對的複雜醫療狀況。近十年來，本會一直致力破除錯誤的健康觀念，例如糾正『小朋友肥肥白白才健康』的謬誤。今天破世界紀錄的活動證明了，當我們以知識裝備大眾，他們便樂於主動掌控健康。我們將繼續與社區夥伴及決策者合作，確保肥胖預防及管理在香港繼續獲得重視。」

學會呼籲公眾積極採取行動，善用地區康健中心的健康風險評估服務，並在需要時尋求專業的體重管理指導。

Hashtag: #HongKongObesitySociety #HKOS #香港肥胖學會 #WorldRecord #Obesity #Health #HongKong #BMI #Weight #Dieting


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

關於香港肥胖學會（HKOS）

香港肥胖學會（HKOS）成立於2016年，是一個由跨專業醫護人員組成的組織，致力於肥胖症的預防及管理。作為促進專業協作、公眾教育及政策倡導的重要平台，HKOS連繫國際肥胖科學與本地社區需求，透過實證為本的策略，應對香港的肥胖問題。

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Vinhomes Green Paradise Launches Global Smart City Certification Project

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HANOI, VIETNAM – Media OutReach Newswire – 3 March 2026 – Vinhomes Green Paradise – Can Gio has officially launched its Smart City Certification Project in collaboration with Korea Management Association Consulting (KMAC), the World Council on City Data (WCCD), and the Standardized Urban Metrics (SUM) initiative. Through this initiative, Vinhomes Green Paradise aims to become the first internationally certified smart city in Vietnam, thereby establishing new global standards for sustainable and intelligent urban development.

Vinhomes Green Paradise features an exceptional collection of world-class amenities, setting a new standard of living for a future-ready urban development.
Vinhomes Green Paradise features an exceptional collection of world-class amenities, setting a new standard of living for a future-ready urban development.

The partnership is designed to support the mega development in achieving the WCCD/SUM Custom ISO 37122 Smart City Certification. This certification is based on a customized indicators framework derived from the internationally recognized ISO 37122 indicators, tailored specifically for greenfield development projects and urban areas.

Under the partnership, KMAC will provide strategic consulting and technical advisory services to align the city’s development with the ISO 37122 indicators across key domains such as mobility, energy, environment, safety, and digital infrastructure.

The WCCD and SUM, headquartered in Toronto, Canada, is preparing a new customized indicators framework for greenfield development, based on the strategic smart city goals in the Vinhomes Green Paradise development. The WCCD/SUM teams, will oversee the assessment and smart city certification process, ensuring compliance with the ISO international standards and best practices.

The consortium agreed on a roadmap to deliver an Interim Certification within 2026, paving the way for full certification in subsequent phases.

“This project symbolizes a landmark collaboration between Vietnam and Korea in advancing global smart city standards,” said Mr. Chulse Oh, Head of AX Group at KMAC. “By combining Vinhomes’ visionary urban development with KMAC’s consulting expertise and WCCD/SUM’s global certification framework, VinhomesGreen Paradise will become a model for data-driven governance, sustainability, and smart innovation.”

“Vietnam is emerging as one of the most promising leaders in smart and sustainable city development. The Vinhomes Green Paradise is a remarkable new development in Vietnam that deserves global recognition,” said Dr. Patricia McCarney, President & CEO of the World Council on City Data (WCCD) and Director of SUM. “We are honored to partner with Vinhomes and KMAC to ensure that Vinhomes Green Paradise achieves global recognition through our WCCD/SUM ISO 37122 Custom Certification.”

Vinhomes Green Paradise benefits from a rare geographical setting, surrounded by the Can Gio Sea and the UNESCO-recognized Can Gio Mangrove Biosphere Reserve spanning over 75,000 hectares. The project features a 121-kilometer coastline, a total scale of 2,870 hectares, and a construction density of only 16%. It pioneers an upgraded ESG++ model, structured around five pillars: Environment, Social, Governance, Regeneration, and Climate Adaptation.

Upon full operation, the entire urban management system will be comprehensively greened with the following objectives: 100% clean electricity sourced from offshore wind farms, solar energy systems, and battery storage; 100% net-zero emission transportation, including electric cars, electric scooters, electric buses, electric bicycles, electric boats, and a high-speed railway system directly connecting to central Ho Chi Minh City.

In addition to strict compliance with environmental protection standards, Vinhomes Green Paradise places strong emphasis on biodiversity conservation and ecosystem regeneration throughout the development process, aligned with Ho Chi Minh City’s long-term climate adaptation strategy. A Forest Regeneration and Climate Adaptation Fund has been established to support research, restoration, and long-term resilience initiatives, with a core focus on mangrove restoration in Can Gio to establish a protective green belt for the entire development.

With its pioneering ESG vision, Vinhomes Green Paradise has become the first official participant in the “7 Wonders of the Future Cities” campaign initiated by New7Wonders, reinforcing its global recognition as a benchmark model for sustainable, AI-ready, and data-driven urban innovation.

Hashtag: #Vinhomes

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

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Many happy returns as Kai Tak Sports Park celebrates first anniversary

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Over 120 event days in first year of operation

HONG KONG SAR – Media OutReach Newswire – 2 March 2026 – Hong Kong’s Kai Tak Sports Park (KTSP) celebrated its milestone first anniversary on Sunday (1 March), successfully hosting nearly 50 major events and delivering over 120 international and local sports and entertainment days since its grand opening.

KTSP has established a unique identity as the city’s new “Home Venue” for major sports and entertainment events. Highlights have included the Hong Kong Sevens (rugby), the Hong Kong Football Festival featuring top teams such as Liverpool, AC Milan, Arsenal and Tottenham Hotspur, as well as concerts by British rock band Coldplay, Mandopop rock band Mayday, singer Jay Chou and global pop icons BLACKPINK.

Kai Tak Sports Park has established a unique identity as Hong Kong's new "Home Venue" for major sports and entertainment events
Kai Tak Sports Park has established a unique identity as Hong Kong’s new “Home Venue” for major sports and entertainment events

Sports activities at the Park have welcomed more than 840,000 participants so far. In terms of sports activities, the three major facilities—Kai Tak Stadium, Kai Tak Arena and Kai Tak Youth Sports Ground—together with the bowling centre, outdoor sports facilities and open spaces in the precinct, are expected to surpass 200 event days from the Park’s opening through to the end of March 2026.

In the past year, the utilisation rates of the Kai Tak Stadium and Kai Tak Arena have reached close to 90%. Kai Tak Stadium has already attracted over 1.8 million attendees, rapidly becoming a powerful new driving force in advancing Hong Kong’s sports industry, events economy, and tourism development.

“Our first anniversary is not only a major milestone for Kai Tak Sports Park, but also a moment of pride for Hong Kong. Over the past year, we witnessed athletes’ determination, outstanding performances from artists, and the unforgettable energy of cheering audiences. Each event has touched and inspired us.

“As Hong Kong’s largest integrated sports, leisure and entertainment landmark, we are committed to bringing the community together while strengthening Hong Kong’s connection with the Greater Bay Area and the international stage,” said a spokesperson for KTSP.

The centerpiece 50,000-seat Kai Tak Stadium was ranked third in the world and top in Asia for total ticket sales in 2025 just nine months after its debut, according to Pollstar’s 2025 year-end stadium charts (published mid-December 2025). Pollstar also ranked Kai Tak Stadium No.5 worldwide and No.1 in Asia for total gross revenue (1.25 million passes worth US$191.34 million). Meanwhile, the 10,000-seat Kai Tak Arena, was ranked Asia’s No. 8 in terms of total gross revenue.

“Seeing the Park evolve over the past year into a major sports destination for Hong Kong has been incredibly inspiring,” said Hong Kong, China karatedo team former representative, Lee Chun Ho. “Every time I walk in, I can feel the energy. The professional facilities not only support large-scale events but also make it easier for the public to access different sports, whether they’re beginners or experienced enthusiasts.”

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With an expanding line‑up of exciting events, enhanced visitor experiences and an increasingly compelling programme of global attractions, KTSP will further advance the integration of culture, sports and tourism, ushering in an even brighter and more vibrant chapter for Hong Kong.

Hashtag: #HongKong #BrandHongKong #KTSP #Sports #Entertainment #Landmark #MegaEvents





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

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Club 666 to Debut as Singapore’s First Micro Club, Featuring Capsule rooms for an Intimate, Curated Nightlife Experience

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A discreet, reservation-led space in TPI Building designed for intimate experiences, elevated service, and a new kind of all-in-one entertainment destination

SINGAPORE – Media OutReach Newswire – 2 March 2026 – Singapore’s nightlife is about to get a new kind of pulse. One that beats smaller, sharper, and far more intentional. Opening on 6 March 2026, Club 666 will debut at TPI Building, positioning itself as Singapore’s first micro club built around exclusivity, discretion, and thoughtfully curated, intimate experiences.
In recent years, the city’s idea of a great night out has shifted. Less “big room, big chaos,” more considered corners, good company, and spaces that feel designed, not accidental. Club 666 arrives with that same instinct, created for guests with busy schedules, little appetite for wasted time, and a growing preference for nights that feel polished rather than frantic. It is a club concept that leans into the art of going smaller, with the confidence that intimacy can be its own kind of luxury.
Inspired by the secretive allure of world-class private clubs, Club 666 is designed for guests who prefer refinement over noise, and atmosphere over volume. The concept is not about scaling up. It is about stripping back, tightening the room, and making every detail count, from the ambience and acoustics to the art of hosting itself. Anchoring the experience are capsule rooms designed for closeness and comfort, creating intimate pockets where groups can settle in, stay present, and move through the night together.

While the space is intentionally intimate, Club 666 is not designed to stay quiet all night. Each evening will feature two signature hype programmes created to shift the room’s energy at key moments, delivering show-led crowd activation and interactive rituals that are designed to feel unexpected, elevated, and distinctly Club 666, without relying on the usual playbook.

Among the club’s signature offerings is a service style not commonly experienced in Singapore’s nightlife landscape, including personal butler service tailored to guest preferences. With a focus on comfort, privacy, and seamless hosting, Club 666 aims to deliver an experience that feels less like a typical night out and more like being welcomed into a carefully orchestrated space, where the night flows and the service anticipates.

Club 666 is helmed by Glenn, who will be known publicly by his first name only. He is also behind The Gentleman’s Club, located within the same building. With plans for another nightlife concept still under wraps, Glenn’s vision for TPI Building is shaping into a one stop destination made up of distinct spaces that move like chapters, each with its own mood, energy, and purpose.

“People go out because they want variety, but the reality is they end up spending half the night moving from place to place,” said Glenn, owner of Club 666. “I want to build a one-stop entertainment hub where guests can experience different moods and environments without wasting time club-hopping. When we do it right, the night flows better, and guests can focus on enjoying themselves.”

What to expect at Club 666

  • Singapore’s first micro club, built for intimate capacity and elevated ambience
  • Discreet, curated experiences inspired by private club culture
  • Personal butler service and hospitality-led nightlife tailored to guest preferences
  • A new chapter within TPI Building’s evolving entertainment ecosystem
  • Two signature nightly hype programmes, designed as crowd-led moments you will not find elsewhere in Singapore

More than a dance floor and more than a bar, Club 666 positions itself as a social room for people who value belonging as much as atmosphere. By keeping the experience intentionally intimate, the club aims to make it easier to return, reconnect, and share nights that feel considered from the first arrival to the last song.

Hashtag: #Club666 #Clubbing #Singapore #Lifestyle #Nightlife


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

About Club 666

Club 666 is Singapore’s first micro club, redefining exclusivity through thoughtfully curated, intimate experiences. Inspired by the world’s elite private clubs, Club 666 creates a refined space where discretion, distinction, and elevated lifestyle converge. Located in TPI Building, Club 666 is part of a growing, one stop entertainment vision led by founder Glenn.

Operating Hours: Open daily (including public holidays), 10:00PM to 3:00AM. Extended hours on Saturdays and eves of public holidays: 10:00PM to 4:00AM.
Reservations: +65 8414 3466
More information:

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Smart Design Global Awards 2026 Call for Final Applications Introducing Dual Incentive Scheme to Empower Local Talents to Go Global

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Updated Format Grants Finalists with Exhibition Opportunities to Fuel Creativity

HONG KONG SAR – Media OutReach Newswire – 2 March 2026 – The “Hong Kong Smart Design Awards” has officially been renamed “Smart Design Global” (SDG), marking a new start to Hong Kong’s annual flagship design event as it enters its fifteenth year running. The name change signifies the convergence of local design talents, with the competition serving as a gateway to the world. Organised by the Hong Kong Exporters’ Association and sponsored by the Cultural and Creative Industries Development Agency (CCIDA) of the Government of the Hong Kong Special Administrative Region, the program has been instrumental in taking Hong Kong’s original design global since its inception in 2012.

This year’s rebranding represents a strategic transformation to further establish a holistic design ecosystem, with the goal to shape creativity as a new economic driver for Hong Kong. SDG will implement an incentive scheme which merges creativity with business to help winners connect with international markets. The program will consist of two key phases: the “Smart Design Global Awards 2026” competition, followed by a series of overseas trade shows.

Upgraded Perks: Shortlisted Participants to Secure Exhibition Spots

This year’s “Smart Design Global” comes with an upgraded suite of rewards for participants, and particularly those who qualify for the Corporate Group in order to reward SMEs and local designers that invest in creativity. All shortlisted participants will be allocated a dedicated display space at the Hong Kong Gifts & Premium Fair, where they can showcase their competition entries and other company products. This provides a comprehensive platform for participants to interact with thousands of international buyers, boosting brand exposure and fostering collaboration. The final judging will also take place on the first day of the Gifts & Premium Fair, allowing participants to present their design concepts directly to the jury panel. This face-to-face interaction enables contestants to gather professional feedback and gain deeper insights into their product’s strengths and weaknesses.

Furthermore, award winners will be given the opportunity to take their winning products abroad for touring exhibitions. By taking part in major global trade shows, homegrown designs will shine on an international stage. The SDG Awards also offers a prototype subsidy, which grants crucial early-stage funding to help top winners transform innovative concepts into market-ready products for the world, maximizing value for all participants who enter.

Four Categories: Showcasing Hong Kong’s Unique Charm

“Smart Design Global Awards 2026” is now open for application. This edition focuses not only on the aesthetic appeal of products, but also the market potential, calling for entries from innovative products across four categories:

  • Live: Designs that elevate living spaces and personal style, such as distinctive furniture and home décor.
  • Dine: Kitchen innovations, tableware, and dining decorations that redefine culinary aesthetics and experience.
  • Gift: Exquisite, personalized gifts designed to create lasting memories, including festive products, personal collectibles, and corporate gifts.
  • Play: Nostalgic recreational items or educational games with pedagogical design, such as figures, STEM games, and cross-generational collectibles.
Seize the final chance to showcase unique designs to the world. For detailed information on entry requirements, judging criteria, and registration for “Smart Design Global Awards 2026”, please visit the official website: https://www.sdawards.org.hk.
Smart Design Global 2026 Submission Details
Corporate Group
Application Deadline: 10 March 2026 (Tues)
Application Fee: HK$600 per product category
Exhibition Fee*: HK$3,500 per product category
Conceptual Group
Application Deadline: 10 March 2026 (Tues)
Application Fee: HK$300 per product category (Waived for students)
Exhibition Fee*: Waived

* Shortlisted entries will enjoy an HK$600 registration fee waiver, bringing the actual exhibition fee to HK$2,900.
**For details, please visit the Smart Design Global website: https://www.sdawards.org.hk

Hashtag: #HongKongSmartDesignAwards #SmartDesignGlobal #SDG



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

About Smart Design Global

Where Smart Design Meets Global Markets!

Smart Design Global (SDG) has evolved from the Hong Kong Smart Design Awards (HKSDA) to enhance innovation and collaboration within the design community, benefiting from 14 editions of experience and expertise gained from HKSDA. This extensive history allows us to leverage a network of established professionals in the field, fostering a supportive environment for emerging talent. By incorporating insights from past awardees and industry feedback, we will channel limitless creativity into market potential, redefine Hong Kong’s creative ecosystem, and ensure that SDG not only honors design excellence but also addresses the current and future needs of the global market.

Smart Design Global Website:

About The Hong Kong Exporters’ Association

Founded in 1955, The Hong Kong Exporters’ Association (The HKEA) is a non-profit making trade association registered under the Hong Kong Companies Ordinance as a company limited by guarantee. The HKEA is committed to creating new business opportunities and enhancing market value for Hong Kong exporters, aiming to position Hong Kong as a premier trading hub. The HKEA focuses on serving the industry and taking export trade as its core value, helping members expand their business by closely liaising with the government, initiating different projects, and organizing seminars, business gatherings, business delegation trips and exhibitions. The HKEA also disseminate the latest local and international trade information and provides online product display and search services for additional publicity, to further promote Hong Kong’s export trade and enhance market competitiveness.

The HKEA website:

About Cultural and Creative Industries Development Agency

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

CCIDA’s website:

Disclaimer: The Government of the Hong Kong Special Administrative Region provides funding support to the project only, and does not otherwise take part in the project. Any opinions, findings, conclusions or recommendations expressed in these materials/events (or by members of the project team) are those of the project organisers only and do not reflect the views of the Government of the Hong Kong Special Administrative Region, the Culture, Sports and Tourism Bureau, the Cultural and Creative Industries Development Agency, the CreateSmart Initiative Secretariat or the CreateSmart Initiative Vetting Committee.

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