SSC vice chairman Hoang Van Thu. Photo: Manh Tuan

At the Ministry of Finance’s third-quarter press conference on October 6, SSC vice chairman Hoang Van Thu said, regarding adjustments to trading hours and methods in the stock market, several measures including midday trading, wider price fluctuation bands and the possible removal of some periodic trading and periodic order-matching sessions are being studied by the SSC, while stock exchanges have also been instructed to assess the proposals.

The policy options are being studied based on impact assessments, with a key requirement being to ensure system safety, smooth trading and market stability.

“Regardless of whether the new policies achieve the desired impact, our priority remains ensuring system safety, smooth trading and stability.

Once the assessment results are available, the relevant options will be developed according to an appropriate roadmap and announced to give market participants sufficient time to prepare and make transition to meet the requirements before implementation,” said SSC vice chairman Thu.

Regarding the transfer of all stocks currently listed on the Hanoi Stock Exchange (HNX) to the Ho Chi Minh Stock Exchange (HSX), this is part of a programme to restructure the range of securities traded on the stock market and is being implemented according to the established roadmap.

The SSC is coordinating with the stock exchanges on related tasks, including testing the securities settlement, clearing and market data systems. The testing results so far have been relatively positive, with scenarios being carried out according to plan.

Under the expected roadmap, the transfer of all stocks currently listed on HNX to HSX will be completed in 2026. The specific timing will be determined based on impact assessments and system testing results, ensuring a safe and smooth transition.

Alongside the transfer of listed stocks, the SSC is studying a plan to classify securities into different groups based on the characteristics of each group and investors’ needs.

The plan is being developed based on four main criteria: charter capital size; foreign investors’ access; free-float ratio; and the status of the stock.

The status of a stock, including whether it is under warning, under control, subject to trading restrictions, temporarily suspended, or suspended from trading, will be considered to assess the level of compliance of companies participating in the market.

Deputy Minister of Finance Nguyen Duc Chi said that new policies for the market should be introduced proactively and promptly, in line with the government's stock market development strategy.

“Once a policy has been assessed as appropriate, regulators and market operators need to complete the infrastructure, technical systems and necessary conditions, while ensuring safety and stability during operation,” Deputy Minister Chi said.

He also stressed that new policies must stem from actual market needs and address the requirements of a developed stock market.

Regulators need to clearly identify what the market currently needs to further improve policies, including issues such as trading bands, shortening the settlement cycle, moving towards T+0 trading, or studying the possibility of shortening the settlement cycle further.

“Such policies must be geared towards market development. As for the conditions necessary for implementation, it is the responsibility of regulators and market operators to prepare them adequately and ensure they are in place,” Deputy Minister Chi said.

SSI pushes for FIE listings to bridge market gap Internationally funded companies account for more than three-quarters of Vietnam's export turnover but represent only around 0.15 per cent of the stock market's value, a gap that could be narrowed by encouraging more listings.

Fed rate hike unlikely to disrupt Vietnam's stock market The US Federal Reserve’s latest 25-basis-point rate hike is unlikely to cause significant short-term disruption to Vietnam’s stock market, with investors instead watching the USD, treasury yields, and the central bank’s next policy signals.

FTSE Russell CEO confident in Vietnam's emerging market shift During a meeting with Minister of Finance Ngo Van Tuan on the sidelines of the conference marking Vietnam's inclusion in the FTSE Russell Global Equity Index Series, FTSE Russell CEO Fiona Bassett expressed confidence in Vietnam's transition.

FTSE upgrade opens door to $2 billion in passive fund inflows Vietnam's stock market reclassification by FTSE Russell opens access to new capital flows, but interest rates, valuations, and macroeconomic conditions will continue to shape the direction and pace of inflows.

Image courtesy of VBSP

Nguyen Hong Thanh, a resident of Tung Thien in Hanoi, said that after completing his prison sentence and returning home, finding a job was not easy for people with a history of serving prison terms.

Social stigma limits their employment opportunities. Undeterred, Thanh and his wife decided to borrow $2,000 from the Vietnam Bank for Social Policies (VBSP) to raise livestock and start a business in their family garden.

Thanh’s wife, Vu Thi Phuong, said the loan enabled the family to renovate its animal sheds, purchase livestock and gradually build up a production model to generate a stable income, support their children’s education and gain greater confidence in their future. “Our monthly income is around $400,” Phuong said.

For Thanh, creating his own livelihood also carries another meaning. “After getting the loan, I renovated things myself and worked from home instead of having to look for a job. When people see what I have achieved, they naturally approach me, and it becomes easier for me when I apply for jobs,” Thanh said.

Similarly, Phan Thi Tan and her husband, residents of Doai Phuong commune in Hanoi, used the VBSP loan to invest about $4,000 in refrigerators and cooling equipment, becoming an agent supplying ice cream and milk to many stores in the area.

The family expects to repay the loan in about three years. Each month, in addition to making a $20 repayment to the bank, the family continues to save money to gradually build up its reserves.

Nguyen Van Chuan, director of Son Tay Transaction Office under Hanoi Branch of VBSP, said, “The repayment schedule is based on each customer’s repayment capacity, keeping each instalment within their means so that borrowers can gradually fulfil their obligations.”

After three years of implementing the credit programme for people who have completed their prison sentences under Decision No.22/2023/QD-TTg dated August 17, 2023 of the Prime Minister, more than 17,600 customer applications have received loans, with total lending exceeding $61.2 million.

The programme has given people who have ‘stumbled’ in the past greater opportunities to create jobs, stabilise their lives and move forward.

Deputy Prime Minister Nguyen Van Thang has signed Decision No.44/2026/QD-TTg amending and supplementing a number of provisions of Decision No.22/2023/QD-TTg on credit for people who have completed their prison sentences.

The decision will take effect on November 20, adjusting eligible borrowers, conditions and loan limits, while adding a lending policy for overseas employment.

Accordingly, people who have completed their prison sentences may borrow money for vocational training, production and business activities, job creation and overseas employment under contracts.

Production and business establishments that employ people having completed their prison sentences are also eligible for loans for production, business and job creation.

The period from completion of a prison sentence to the time of applying for a loan has been extended to a maximum of 10 years, from five years previously.

Borrowers must have a demand for loans, be included on the local list of people who have completed their prison sentences and reside in the locality, comply with the law, refrain from involvement in social vices, and obtain certification from commune-level People’s Committees.

Loan limits have also been increased. For vocational training, the maximum loan is $400 per month per person, compared with $160 previously. For production, business and job creation, people who have completed their prison sentences may borrow up to $8,000 per person, compared with $4,000 previously.

Production and business establishments employing those people may borrow up to $400,000 per project and no more than $8,000 per employee, compared with the previous limits of $80,000 and $4,000, respectively.

People who have completed their prison sentences and production and business establishments employing those people may borrow once or multiple times for production, business and job creation, but the total loan amount may not exceed the prescribed maximum.

The new policy also adds loans for overseas employment under contracts. Accordingly, the maximum loan amount is equivalent to 100 per cent of the total costs that customers are required to pay before going to work abroad, excluding amounts already supported by the state budget.

Based on available funding, total costs, the portion supported by the state budget and the borrower’s repayment capacity, VBSP will agree with the borrower on the specific loan amount.

Leveraging programmes implemented under Decision No.22/2023, the credit policy for people who have completed their prison sentences is being expanded in terms of the time available to access loans, borrowing purposes and loan scale, creating greater room for borrowers to create jobs, develop livelihoods and stabilise their lives.

How policy loans help STEM students build their future For many families, policy loans do more than ease the cost of university education – they give young people the time and opportunity to build skills, earn income, and gradually become financially independent.

The ‘infrastructure’ connecting VBSP with borrowers Vietnam’s policy credit system relies on a grassroots network that connects VBSP with borrowers, channels capital to communities, monitors its use and strengthens financial discipline.

Policy credit builds sustainable livelihoods from the grassroots Policy credit is reaching deeper into local communities, turning modest loans into productive livelihoods, jobs and income while creating a grassroots mechanism for sustainable economic development.

From loans to women’s economic empowerment Policy credit is expanding women’s access to finance, from starting businesses and developing production to creating jobs, thereby enabling women to become more economically independent and take greater control of their livelihoods and incomes.

During the campaign's annual eight-week period from September through October, Citi Markets contributes a percentage of proceeds from electronically traded transactions.

The e for education (e4e) campaign works with 13 non-profit partners around the world that support access to education for children.

Citi Vietnam Markets Head visits local non profit REACH

In Vietnam, local non-profit REACH benefits from funding provided through EMpower, one of the organisations supported by e4e. REACH helps disadvantaged and vulnerable young people build sustainable livelihoods through vocational training, life skills development and job placement support.

“Visiting REACH gave us the opportunity to see firsthand how Citi’s e for education initiative is creating opportunities for young people in Vietnam,” said Thai Nguyet Minh, Citi Vietnam Markets head.

“By equipping young people with market-relevant skills and supporting their transition into employment, REACH is helping them build more secure futures. Its work demonstrates the powerful impact that access to education and training can have on individuals, families and communities.”

Since becoming an independent non-governmental organisation in 2008, REACH has trained more than 21,000 young people across Vietnam and achieved an employment rate of more than 80 per cent among graduates.

Its programmes support school dropouts, migrant youth, young people with disabilities and survivors of human trafficking.

Globally, since its launch in 2013, e4e has supported more than 3.5 million young people, helped more than 25,000 schools and reached communities in 81 countries. The organisations supported by the campaign address childhood illiteracy and work to improve access to quality education.

Citi releases 2025 Sustainability Report Citi has published its 2025 Sustainability Report, outlining progress on the bank’s longstanding sustainability goals and commitments.

Citi Foundation launches fourth Global Innovation Challenge The Citi Foundation has launched its fourth Global Innovation Challenge to help equip young people with skills for an economy increasingly shaped by AI.

Citi report: Corporates prioritise liquidity as supply chains mature Citi Institute and Citi's Services business have released a new report examining how corporate priorities are evolving as global supply chains mature.

Citi and HDBank sign MoU to expand banking cooperation Citi and HDBank have signed an MoU to expand cooperation across a broad range of banking and financial services.

The Center is designed to help YYForce translate robotics technologies into practical customer solutions, drawing on its existing workforce and facility management operations. It also supports the Company's evaluation of Robotics-as-a-Service ("RaaS"), robot leasing, and managed robotic services as potential sources of recurring revenue.

Capitalizing on the US$68.1 Billion Commercial Robotics Opportunity

YYForce believes Singapore offers an attractive environment for robotics adoption as service operators seek to improve productivity, manage manpower constraints, and maintain consistent service quality. In May 2026, the Infocomm Media Development Authority (IMDA), JTC Corporation (JTC), and the Singapore Institute of Technology (SIT) announced a physical AI testbed at Punggol Digital District, planned for later in 2026, with applications including delivery, cleaning, and security patrolling. This initiative provides wider market context; YYForce is not announcing participation in that programme.

Globally, Grand View Research estimates the service robotics market at US$68.1 billion in 2026 and projects it to reach US$107.8 billion by 2030. Separately, MarketsandMarkets estimates the global humanoid robot market at US$5.41 billion in 2026 and projects US$50.27 billion by 2035. These forecasts cover different, potentially overlapping categories and are not additive. They provide industry context, rather than estimates of Singapore demand or YYForce's addressable revenue.

For the 2026–2031 period, YYForce sees opportunities to evaluate specialized service robots for defined commercial tasks while developing humanoid applications through training and testing. The Company intends to assess deployment opportunities based on task performance, safety, reliability, required human supervision, and customer economics.

Humanoid Training and Operational Data Collection

The Center includes simulated service environments for training and evaluating humanoid robots in selected hotel housekeeping, restroom cleaning, banqueting, and hospitality support workflows. It also supports testing of collaboration among human workers, humanoid robots, and specialized service robots.

Through repeated training and testing, YYForce is collecting operational data relating to navigation, movement, object interaction, task execution, and environmental conditions. Though training and demonstration activities do not establish that humanoid robots can yet perform complete housekeeping or restroom-cleaning duties autonomously, these activities are intended to help evaluate performance and adapt workflows to specific service environments.

Service Robotics and Integrated Security Demonstrations

The Center showcases indoor and outdoor commercial cleaning robots, food and item delivery robots, autonomous security and surveillance robots, swimming pool cleaning robots, humanoid service robots, and other specialized systems. Customers and potential partners can evaluate how these technologies may fit within their operations.

A live Security Command Center, as part of the Center, demonstrates the integration of robotic patrol capabilities, surveillance systems, sensors, cameras, and centralized monitoring. This environment enables YYForce to evaluate how robotic and monitoring technologies can complement security personnel and broader facility management services.

Building a Path to Recurring Robotics Revenue

The Center anticipates to support a structured commercialization pathway: training and data collection, workflow testing, customer demonstrations, proofs of concept, and, where viable, commercial deployment. Potential applications include hotels, commercial buildings, residential developments, retail premises, warehouses, and other service environments.

YYForce is evaluating commercial arrangements that could combine robot access with deployment support, maintenance, monitoring, and human service capabilities. Potential RaaS and leasing models would allow customers to access robotics through recurring arrangements without necessarily purchasing hardware outright. Integrated service contracts could combine people and robots within a single service-delivery model.

The Company believes its existing operating experience can help identify suitable tasks, evaluate customer requirements, and coordinate human-robot workflows. Commercial viability will depend on productivity gains, service quality, deployment and integration costs, maintenance requirements, and the level of human intervention needed.

At this stage, the Company has not yet announced material revenue attributable to these proposed robotics business models. The Center's opening does not represent an announcement of material robotics orders or contracted recurring revenue. Future commercialization remains subject to customer adoption, technology performance, deployment economics, and other factors.

Supporting the YYForce 2030 Vision

The Center anticipates to support YYForce's 2030 vision of becoming a Future Workforce Solutions Provider by integrating human talent, AI-enabled technologies, humanoid robots, and specialized autonomous robots. Human workers would continue to perform activities requiring judgment, communication, and flexibility, while suitable robotic systems could support repetitive, physically demanding, and monitoring-intensive tasks.

Chief Executive Officer Commentary

Mike Fu, Chief Executive Officer of YYForce, commented:

"Our objective is to help customers put robotics to work in everyday service operations. Our existing workforce and facility management experience gives us direct insight into the tasks customers need completed and the standards they expect."

"This center provides a dedicated working environment to train humanoid robots, collect operational data, and evaluate service robots prior to customer deployment. We see clear opportunities to develop recurring service relationships through leasing and managed robotics, while rigorously testing each application against performance and cost requirements."

"Our 2030 vision brings people, AI, and robotics together to elevate how services are delivered. We will pursue that vision through practical applications and disciplined commercial execution — Forging Forward Together."

Forward-Looking Statements

This press release contains forward-looking statements, including statements regarding the Company's robotics strategy, training and data collection activities, potential customer applications, RaaS and leasing models, managed services, recurring revenue opportunities, and YYForce's 2030 vision, within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. The Company bases these forward-looking statements on its expectations and projections about future events, which the Company derives from the information currently available to it. You can identify forward-looking statements by those that are not historical in nature, particularly those that use terminology such as "may," "should," "expects," "anticipates," "contemplates," "estimates," "believes," "plans," "projected," "predicts," "potential," or "hopes" or the negative of these or similar terms. Third-party market forecasts are estimates and may not be realized.

Forward-looking statements involve inherent risks and uncertainties, and the forward-looking events discussed in this press release may not occur, and actual events and results may differ materially and are subject to risks, uncertainties, and assumptions about the Company and a number of factors. These factors include, but are not limited to, customer adoption, technology reliability and safety, integration requirements, data governance, financing and hardware availability, maintenance costs, and deployment economics. There can be no assurance that the Company's robotics initiatives or proposed commercial models will be successfully implemented or generate material revenue. For a more detailed discussion of risk factors, please refer to the Company's filings with the Securities and Exchange Commission, including the "Risk Factors" section of the Company's most recent annual report on Form 20-F, as amended. Readers should also consider the risks described in the Company's filings with the U.S. Securities and Exchange Commission. YYForce undertakes no obligation to update these statements except as required by applicable law.

[1] JTC, Singapore Government and Eight Industry Leaders to Research, Test and Deploy Physical AI in Punggol Digital District, May 20, 2026.
[2] Grand View Research, Service Robotics Market 2024–2030, public report summary accessed October 2, 2026.
[3] MarketsandMarkets, Humanoid Robot Market — Global Forecast to 2035, July 2026.

Next-Level Flagship Imaging, From Pro Telephoto to Everyday Moments

Co-engineered with ZEISS, the X500 series combines vivo's innovation with ZEISS's expertise in imaging to deliver a comprehensive flagship imaging experience, from professional telephoto to everyday creation. X500 Pro Max features a 200 MP ZEISS APO Telephoto Camera with a 1/1.4-inch Ultra-Sensing Sensor HP0 and an 85 mm equivalent focal length. It incorporates CIPA 7.0 Professional Stabilization, enabling longer handheld exposure times in low-light conditions while reducing motion blur.

Powered by the X-Track Engine, the X500 Pro Max and X500 Pro deliver professional-grade subject tracking across both snapshot and video modes. Lock-On Subject Tracking^[1] keeps subjects sharply in focus, even when they briefly move out of the frame or become temporarily obstructed. The X500 Pro Max supports AF Tracking at up to 60 fps in Snapshot Mode, delivering smooth and responsive tracking performance. The Super Snapshot Engine enhances long-range shooting capabilities, with 30x Long-Range Motion Snapshot on X500 Pro Max and 20x on X500 Pro. This makes it easier to capture fast-moving subjects from a distance with clarity and consistency. For video creation, 4K 120 fps Pro AF Tracking Video and Auto Framing Video further support precise subject tracking and framing. Together, these advanced capabilities enhance the motion photography experience when capturing fast-moving subjects in dynamic scenarios such as sports, wildlife, and concerts.

For creators demanding even greater reach, X500 Pro Max supports the 400 mm Equivalent vivo ZEISS Telephoto Extender Gen 2 Ultra, delivering powerful super-telephoto capabilities for effortless long-range creation. Supporting more than 10 shooting modes, including Stage, Snapshot, and Pro, it gives creators greater flexibility to capture distant subjects across a range of shooting conditions.

X500 Pro, another flagship model in the X500 series, shares some of the imaging DNA of X500 Pro Max, while distinguishing itself with an 85 mm equivalent ZEISS APO Telephoto Camera equipped with a 64 MP vivo x Sony LYTIA 610 sensor. Certified to ZEISS APO standards for chromatic aberration control and featuring ZEISS T* Coating, the camera delivers accurate color reproduction and exceptional clarity, even at high zoom levels. The camera supports 20x Long-Range Motion Snapshot and is compatible with the 200 mm Equivalent vivo ZEISS Telephoto Extender Gen 2.

The third model in the series, X500, is designed as an everyday creative companion, combining a 72 mm equivalent ZEISS APO Telephoto Camera with a ZEISS Pro-Level Ultra-Sensing Camera featuring a 50 MP 1/1.28-inch sensor like the one used in the X300 Pro. For portrait enthusiasts, the all-new Cinematic Portrait intelligently optimizes portrait lighting across daylight, dusk, and indoor environments, applying film-inspired styles to make it easy to capture natural-looking portraits anytime, anywhere. Taking portraiture a step further, vivo Color Palette offers granular control over tone, glow, and grain, helping users achieve a more distinctive and personalized portrait color expression.

Cinematic Excellence, Mastered from Dynamic Action to Portraits

X500 Pro Max and X500 Pro feature imaging systems centered around a ZEISS TrueDynamic Main Camera, empowering professional creators to produce exceptional video content with rich details and dynamic range in challenging lighting conditions.

The ZEISS TrueDynamic Main Camera supports Cinematic Pro Log Video, capturing greater detail across highlights and shadows for cinematic visual latitude comparable to professional cinema cameras. A dedicated Log curve, specifically tuned to the camera's 17 EV ultra-high dynamic range^[2], preserves rich detail and tonal gradation while providing professional creators with greater flexibility in post-production. From backlit portrait videos to sunrise and sunset scenes, creators can maintain greater control throughout the entire video workflow, from capture to final edit.

The main camera also debuts groundbreaking 4K Cinematic Portrait Video, bringing cinematic image quality and intelligent portrait enhancement to video. It preserves rich tonal depth and natural skin tones across complex lighting conditions, making it easy to capture stunning portrait videos against the backdrop of a breathtaking sunset. The new 4K Cinematic Portrait Video mode offers a range of cinematic color styles, including the Sunny Day and Vibrant styles co-developed by vivo and ZEISS. Combined with ultra-high dynamic range, these styles deliver a classic cinematic look straight out of the camera.

For high-speed video capture, the ZEISS TrueDynamic Main Camera supports native 4K 240 fps High Frame Rate Video with extended recording time. Available in Video, Pro Video, and Slo-mo modes, it offers greater flexibility for slow-motion shooting and post-production, preserving fine detail and fluid motion even when capturing fast-moving subjects. Complementing this high-speed capture capability, X500 Pro Max features 3° Gimbal-Grade OIS, helping keep footage stable and smooth.

Meanwhile, the X500 series is an ideal companion for everyday content creation, offering versatile and effortless video capabilities. It supports Multi-Focal 4K 120 fps High-Spec Video and 4K Cinematic Color Video. With Film Style mode, it delivers a 2.4:1 aspect ratio and industry-leading film effects, including motion blur, halation, and grain, to faithfully recreate the distinctive look of film—enabling cinematic, atmospheric footage to be captured with a single tap. Stage Mode 3.0 features Auto Framing Fancam Video, 4K Dual-View Stage Video, 4K Stage All-in-One Recording, and Super Telephoto Stage Snapshot, making it easy to capture memorable concert moments—whether recording themselves, their favorite artist, or both together.

To further enable cinematic storytelling, the X500 series features enhanced 4K Cinematic Color Video, offering classic film-inspired color styles including Paris Afterglow, Golden Hour, and Pastel, along with support for 4K recording.

Beyond color and image effects, additional creative tools in Movie Workshop on the X500 series bring greater versatility and creative possibilities to video creation. Auto Framing intelligently tracks subjects to keep them centered in the frame, while Vortex Shot enables ultra-steady 360° rotating shots with just one tap.

OriginOS 7: Smoother, More Connected, and Smarter

X500 Series runs on OriginOS 7, delivering a fresh smartphone experience that combines lasting smoothness, seamless cross-device connectivity, and AI-powered productivity.

For a smoother experience, Origin Workbench enables seamless task switching with floating windows and drag-and-drop file transfers across apps, making complex workflows feel effortless. Origin Smooth Engine delivers fluid animations with interruptible interactions, making every swipe and tap feel instantly responsive. Powered by the Ultra-Core Computing, Memory Fusion, and Dual Rendering, it is designed to maintain a consistently smooth experience over time.

One of the key highlights of OriginOS 7 is its enhanced cross-ecosystem connectivity, enabling seamless interoperability with Apple devices, including AirPods and Apple Watch, as well as connectivity with iCloud. For everyday sharing, Quick Share^[3] simplifies file transfers across devices, supporting interoperability with AirDrop, while Seamless Device Switch supports one-tap migration by transferring only essential information and excluding unnecessary cached data. For productivity and entertainment, vivo Office Kit facilitates collaboration between vivo smartphones and Mac computers through tools such as Jovi PC and Camera Sharing. It enhances productivity by providing convenient access to content and seamless continuity across devices. Together, these capabilities enable a more seamless cross-device workflow across multiple ecosystems, helping content creators stay connected and productive.

On the design front, OriginOS 7 offers a rich range of personalization features. Dynamic Translucent Material adds a distinctive visual aesthetic, while Wiggle (Boing) transforms static images into dynamic visuals. System-level StickIt extracts subjects from photos, allowing subjects to be placed anywhere for greater creative expression.

AI-powered productivity tools further simplify everyday tasks. Snap & Go intelligently recognizes information in screenshots, while AI Next Up turns recognized schedules into automatic reminders on the home screen. AI Recorder enhances recording with intelligent features, including speaker recognition, transcript outlining, transcript refinement, and smart summaries. Supporting six templates, such as Meeting Summary, Lecture Notes, and Interview Summary, it helps turn recorded conversations and content into clear, structured insights.^[4]

Unleashing Advanced Performance, Efficiency, and Endurance

X500 Pro Max and X500 Pro are powered by the MediaTek Dimensity 9600 Pro, built on TSMC's 2nm process with a new 2+3+3 architecture to deliver powerful GPU performance and power efficiency. X500 is equipped with the MediaTek Dimensity 9600M for smooth everyday performance.

The X500 series introduces the largest batteries ever in the X series with the BlueVolt Battery System^[5]: X500 Pro Max houses a 7800 mAh battery^[6], X500 Pro carries a 6510 mAh battery^[7], and X500 is equipped with a 7500 mAh battery^[8]. All models support 90W wired FlashCharge and 40W wireless FlashCharge. The 2nd-Gen Semi-Solid‑State Battery Technology enables reliable operation even at temperatures as low as -20°C, while Bypass Charging keeps the device cool even when used while charging. In addition, On-device AI learns individual usage patterns to intelligently optimize battery consumption without compromising core experiences like photography and gaming.

The entire series features a ZEISS Master Color Display, delivering master-level visual performance with natural, true-to-life colors. For an even smarter and more comfortable viewing experience, X500 Pro Max is equipped with an advanced 2K ZEISS Master Color Display, offering ultra-clear visuals that reveal every detail with stunning clarity. Across the series, displays deliver up to 2,000 nits of global peak brightness and a 100% P3 color gamut.

Inspired by nature, travel, and expansive landscapes, the X500 series brings this design story to life. X500 Pro Max features a 6.85-inch display, the largest display ever on a vivo flat-screen smartphone, delivering a more immersive visual experience. X500 Pro features a 6.36-inch display in a compact flagship form factor, and X500 features a 6.59-inch display^[9]. X500 introduces an all-new Floating Camera Module with a squared, streamlined form, available in Dusk Black, Sunny White, Starry Gray, and Dawn Pink^[10]. X500 Pro and Pro Max debut a premium look with Tideline Design, where the camera module meets the body in a gentle slope inspired by the smooth curve of a receding tide. X500 Pro and Pro Max are available in Moonlit Black, Sunny White, Starry Gray, and Sunset Orange. Across the lineup, IP68/IP69 dust and water resistance^[11], 3D Ultrasonic Fingerprint Scanning, USB 3.2, and an infrared blaster add even more convenience to everyday use.

Stay informed of latest vivo news at https://www.vivo.com/en/about-vivo/news

VinFast representative accepts the "Trusted and Popular Brand 2026" award for the VF 3 in the Passenger BEV category at the Disway Awards 2026.

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

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

https://www.skyro.io/skyro-story

The launch expands SUSS' technology portfolio into the growing wafer-cleaning market, which today represents an addressable market of approximately €5.4 billion³ and is driven by advanced packaging, heterogeneous integration and increasing semiconductor demand from AI and high-performance computing applications.

"GreenTec Solutions marks an important milestone in the execution of our Ambition 2030 strategy. By expanding into wafer-level cleaning, we are entering an attractive market with significant long-term growth potential while leveraging proven technologies and process expertise from our existing portfolio. Our differentiated approach combines strong cleaning performance, significantly lower chemical consumption and the elimination of hazardous acids. This creates tangible benefits for customers and positions SUSS for future growth in advanced semiconductor manufacturing," says Burkhardt Frick, Chief Executive Officer of SUSS.

Proven SUSS technology as a competitive differentiator addressing ESG-needs of the semiconductor industry

At the core of the portfolio is a hybrid cleaning approach that combines the proven SUSS process technologies TurbulenStrip™ and CrustBuster™ from the Photomask Solutions segment in a single platform. TurbulenStrip™ incorporates lower-impact batch soaking and single-wafer handling for efficient resist and residue removal, while CrustBuster™ utilizes patented in-situ UV technology to break down and remove organic materials directly at the wafer surface in a single-wafer process chamber. Together, these technologies enable highly efficient residue removal and process stability while helping customers reduce chemical consumption, support their sustainability targets, and lower overall cost-of-ownership.

The GT200 is specifically designed for research and development, process qualification, and production in 200 mm manufacturing environments for MEMS⁴, RF⁵, Power Device and CMOS⁶ applications. In addition to equipment supply, SUSS supports customers through joint evaluation programs, process co-development and recipe optimization services to accelerate adoption, improve process stability and de-risk technology transfers ahead of volume production ramps.

Clear roadmap toward high-volume manufacturing

Following SUSS' strategic approach, all platforms of the GreenTec Solutions product line are designed with a focus on a high degree of modularization and standardization with the GT200 serving as the first member of a scalable GreenTec platform. SUSS will expand its portfolio toward high-volume manufacturing (HVM) with a dedicated 300 mm HVM platform in 2027.

"The GreenTec Solutions product line represents our vision for the next generation of semiconductor manufacturing—where sustainability and process excellence go hand in hand. We are building on decades of experience in demanding photomask applications and transferring this expertise now into eco-friendly wafer-level manufacturing. Together with customers and partners, we develop process solutions that support the next generation of microelectronics with a clear focus on reliability, innovation, and responsible resource use. Due to the strong interest from our customers, we are pulling in the launch of a 300 mm HVM solution," explains Yuta Nagai, Senior Vice President Photomask Solutions at SUSS. A 200 mm HVM platform will follow in 2028. This provides customers with a clear migration path from evaluation to full-scale production.

Please find more information about the GT200 at https://www.suss.com/en/products-solutions/greentec-solutions/wafer-cleaning/gt200

Meet SUSS at SEMICON West

Discover the latest developments in wafer-level cleaning and join our Product Deep Dives at SEMICON West.

Register now: https://www.suss.com/en/company/events/semicon-west

¹ TurbulenStrip™ is a trademark of SUSS MicroTec SE

² CrustBuster™ is a trademark of SUSS MicroTec SE

³ Source: SUSS Research, Yole

⁴ Micro-Electro-Mechanical Systems

⁵ Radio Frequency

⁶ Complementary metal–oxide–semiconductor

The GT200 is an eco-friendly manufacturing solution for wafer cleaning and stripping processes. It combines photoresist removal, surface activation, and final cleaning in one configurable platform, helping fabs reduce tool fragmentation, simplify process flows, and improve operational efficiency.

By combining greener process media with advanced technologies adapted from proven solutions developed by SUSS's Photomask Solutions business unit, the GT200 supports shorter process learning cycles, reduced EHS exposure, and lower chemical consumption and hazardous waste generation — without compromising process performance. Its flexible hybrid concept consolidates multiple cleaning and stripping steps, reducing wafer transfers and toolset complexity.

SUSS supports customers throughout implementation with co-development, recipe tuning, and a structured Joint Evaluation Program. This helps accelerate adoption, strengthen process stability, and transfer process know-how from pilot and qualification phases into high-volume manufacturing.

For more information, visit www.suss.com.

His Highness, in his capacity as Chairman of the Emirates Investment Authority (EIA), the main shareholder in etisalat group, was briefed on the group's plans and future projects to develop digital infrastructure crucial to meeting accelerated growth in AI technologies and the digital economy.

The project includes plans to expand international connectivity capacity to more than 500 terabits per second (Tbps) by 2030, an increase of over twenty-five times of the current capacity, in addition to developing diverse routes designed to enhance connectivity efficiency and reliability, delivering advanced, low-latency performance.

His Highness Sheikh Mansour bin Zayed Al Nahyan emphasised the importance of investing in digital infrastructure as a fundamental pillar for supporting emerging technologies and enabling a knowledge-based, innovation-driven economy. His Highness also stressed the importance of coordinated national efforts and the role of national institutions in advancing the UAE's AI ambitions and digital economy.

His Highness Sheikh Mansour bin Zayed Al Nahyan, Vice President, Deputy Prime Minister, and Chairman of the Presidential Court, said: "The UAE continues to invest in building advanced digital infrastructure, guided by its vision for the future and its belief that readiness for what comes next starts with having the enablers that support economic growth, accelerate innovation and strengthen the country's global competitiveness.

His Highness added: "AI is a central pillar in our development journey moving forward and developing our digital capabilities creates the ecosystem needed to harness its potential and ensure that every institution in this country, public and private, are empowered to build and innovate with AI, at the scale the coming decade will demand, with absolute confidence in the efficiency of the infrastructure beneath it."

His Highness concluded that the UAE's ambition extends beyond merely keeping pace with technological transformations. The country aspires to actively contribute to the creation and development of these technologies, noting that high-impact projects in digital infrastructure enhance the country's readiness for the future and cement its position as a global hub for advanced technology and AI.

His Highness Sheikh Mansour bin Zayed Al Nahyan also witnessed the launch of etisalat's 50th anniversary celebrations, unveiling the group's new vision to become a leading AI-powered and enabling telco as it steps forward under 'etisalat' – the name trusted by its customers for fifty years.

This project is the group's first major commitment under its new strategy, which is built around four business engines: telco, AI and business solutions, infrastructure, and fintech.

His Excellency Jassem Mohamed Bu Ataba Alzaabi, Chairman of etisalat group, said: "This project reflects our conviction that the UAE should not simply adopt AI, but govern it and build with it. That requires digital infrastructure at a scale that would prepare us for the future."

His Excellency added: "Moving international connectivity from 20 terabits per second to more than 500 is a strategic step to address the growing challenges facing global data processing and data flow, particularly given the tremendous advancements in AI, and enhances the flexibility and reliability of the infrastructure to meet the requirements of UAE's AI campuses, global cloud providers, and the group's operations and customers across its markets. Delivered through diversified routes and low-latency design, the project is set to keep the country's connection to the global digital economy fast, direct and resilient, while ensuring the UAE's digital sovereignty."

His Excellency concluded: "This is the same commitment that has guided this group for fifty years. We marked that anniversary this week by setting out what the next era asks of us, and this project is our answer. In every generation of technology, etisalat has built the infrastructure the nation depends on, ensuring high flexibility and resiliency across all our markets. AI is the defining technology of this generation, and the principle has not changed."

etisalat group operates across 38 countries and serves more than 250 million subscribers, giving the project reach well beyond the UAE and connecting national infrastructure directly to the global digital ecosystem.

The project also supports the UAE's ambition to become a global hub for advanced technology and AI, reinforcing the nation's digital competitiveness and enabling public and private institutions to deploy AI at scale with confidence in the infrastructure that carries it.

The agreement with the UK National Health Service Supply chain enables the deployment of advanced cardiac monitoring technology across primary and secondary care and civil service departments, empowering patients to diagnose heart rhythm problems whenever and wherever they are to prevent heart failure and strokes earlier, reduce waiting times and support a more preventative approach to Heart Disease, which can take place in the comfort of their own homes.

HeartSense® is the world's first wearable to combine diagnostic-grade multi-channel ECG monitoring, adaptive artificial intelligence and wireless charging in a single device. Manufactured to bridge the gap in women's cardiovascular care with its ergonomic design, the technology gives healthcare professionals and patients access to continuous, real-time ECG data on a mobile phone. giving you back the control of your health at every stage.

Engineered in Cambridge and manufactured in Britain, HeartSense® has been developed to help identify cardiovascular disease and stroke risk before conditions become acute. Its proprietary engineering and AI technology with (86 patents ) support earlier intervention, enabling clinicians to make more informed decisions and improve patient outcomes.

The system is UKCA approved and ISO 13845 certified, with FDA 510(k) applications currently in progress.

"We did not have a UK ECG manufacturer and reporter until now," said Professor Rameen Shakur, Founder of Cambridge Heartwear. "HeartSense® is the world's first medical-grade, AI-powered, multi-channel ECG wearable and demonstrates what can be achieved when clinicians, engineers and AI specialists work together. We want to help move healthcare towards earlier diagnosis, better prevention and improved outcomes for patients across the NHS."

The partnership with the NHS Supply Chain allows Integrated Care Boards to deploy HeartSense® at scale, supporting the delivery of diagnostic-quality heart monitoring beyond hospital environments. The initiative is intended to reduce pressure on secondary care services while improving access to high-quality cardiac diagnostics in community settings.

Founded by Professor Rameen Shakur, Cambridge Heartwear is a medical technology company based at Cambridge Science Park coming out of the University of Cambridge dedicated to making heart health monitoring simple, accessible and accurate. Combining medical research, engineering excellence and artificial intelligence, the company develops advanced wearable technologies that empower patients and healthcare professionals with diagnostic-quality cardiovascular insights anytime, anywhere. HeartSense® helps detect heart conditions earlier, enabling more informed clinical decision-making and better patient care.

ESG Symposium 2026 Unites ASEAN for Action, Advancing Three Key Agendas through 4P Collaboration for a Tangible and Scalable Transition

ESG Symposium 2026 is organized as a regional collaboration platform by SCG together with the World Business Council for Sustainable Development (WBCSD) and partners from all sectors. It connects leaders and experts from government, business, finance, international, organization and academia to exchange knowledge and practices. It also brings them together to shape responses to ASEAN's key challenges, namely energy security, adaptation to climate change, and the creation of a green economy and green jobs that distribute opportunities and strengthen the region's resilience.

Joe Phelan, Executive Director - Asia Pacific, World Business Council for Sustainable Development (WBCSD), said: "The sustainability transition is linked to competitiveness, security and investment, which presents both a significant challenge and an important opportunity for ASEAN. The key lies in connecting policy, investment, technology and people through collaboration among government, business, the financial sector and communities, in order to drive ASEAN toward sustainable growth over the long term."

In Thailand, the business sector will play an important role in turning global direction into collective action, particularly by helping SMEs and entrepreneurs in the supply chain adapt and grow alongside the green economy. Dr. Phacharaphot Nuntramas, Krungthai Chief Economist & JSCCIB Economist, noted: "Thailand must use the Green Transition as an opportunity to enhance its competitiveness and attract future investment. The key is end-to-end implementation, creating an inclusive transition in which large businesses help upgrade SMEs in their supply chains so that they can adapt and grow together. In addition, the Joint Standing Committee on Commerce, Industry and Banking (JSCCIB) is ready to carry the proposals from this forum forward through the Reinvent Thailand platform, together with the business sector and other stakeholders."

Three Key Agendas: From Progress to the Challenges Ahead This year's discussions build on the proposals from last year, with each agenda reflecting both the progress made and the new challenges that must be advanced jointly. The aim is to develop approaches suited to Thailand's context and to apply the lessons to other areas and contexts.

1) Energy Transition: Building energy security alongside competitive costs and decarbonization
Last year's proposals aimed to unlock access to renewable electricity through Third Party Access (TPA), Direct PPA and the reduction of regulatory constraints, so that the private sector could genuinely drive the transition. This year, the discussion moves toward raising the "readiness of the energy system," including enhancing the capacity and flexibility of the power grid, grid-forming technology, and adjusting the Power Development Plan (PDP) to align with future energy demand. It also looks further ahead to new technologies and energy sources such as Small Modular Reactors (SMR) and biofuels, as well as ASEAN-level cooperation through the ASEAN Power Grid. Dr. Areeporn Asawinpongphan, Research Fellow in Energy Policy at the Thailand Development Research Institute (TDRI), proposed establishing an energy system that balances security, competitive costs and decarbonization targets. She recommended accelerating the development of resilient infrastructure and energy systems, increasing the role of solar and bioenergy, upgrading grid infrastructure, developing energy sources, and liberalizing the energy market. This would enable businesses to access clean energy, ensure uninterrupted power transmission and distribution, and support future demand.

2) Just Transition: Enabling SMEs, workers and communities to grow together Last year, SMEs were supported through knowledge and tools such as NZAP and Go Together. This year, additional approaches include Funding Connect and SME Green Transition Plus for industrial SMEs, to help entrepreneurs gain greater access to knowledge, technology, funding and business opportunities.
Veerachai Monsintorn, Vice Chairman of the Federation of Thai Industries (FTI) and Chairman of Small and Medium Industry Institute and Chairman of Thai-Chinese Economic and Investment Institute, proposed that support for entrepreneurs be tailored to their capacity to adapt, so that assistance is designed to match their needs. He suggested starting with a selected pilot group to create a comprehensive prototype, covering support in knowledge, technology, skills, standards, market access and funding sources through Funding Connect, before distilling lessons and scaling up. The goal is for entrepreneurs, workers and communities to access opportunities from the green economy and grow together.

3) Climate Adaptation: From post-disaster response to advance preparedness Building on last year's discussion of Water Resilience, this year the focus extends to an AI Simulation Platform for assessing flood risk and infrastructure vulnerability. There are plans to make the platform publicly accessible, and to look further toward ASEAN-level Risk Mapping and Simulation to help prepare for risks from floods, storms and other disasters. Asst. Prof. Dr. Pongsak Suttinon, Head of the Department of Water Resources Engineering, Faculty of Engineering, Chulalongkorn University, proposed shifting from addressing problems after impacts occur to forecasting and reducing risks in advance. He suggested developing a One Water Data Center to integrate water data, forecasting systems and early warning systems together with local communities. This would go alongside investment in dual-use infrastructure that serves both normal and crisis conditions. He also proposed extending water management toward a Water Economy, in order to reduce losses, sustain business continuity, and create economic and social value in local areas.

Thammasak Sethaudom, President and CEO of SCG, said: "From the proposals and actions of the past year, we now see clear progress across all three agendas: Energy Transition, Just Transition and Climate Adaptation. The key challenge today is to take what we have learned and done over many years and scale it up more broadly. We have seen that Public–Private–People Partnership, or 4P, can deliver real results: the public sector creates conditions conducive to action, the private sector brings technology and capital to experiment, and the people's sector participates in defining the needs of each area, which is the Area-Based Approach. Drawing on lessons from Saraburi Province, we should take this 4P model and scale it to other areas, starting by studying the needs and problems of each area while identifying suitable partners, so that lessons can be turned into real action and cooperation can be extended with other countries.

If we can expand this kind of collaboration in a concrete way, it will accelerate change and build a competitive economy while effectively addressing climate change. Most importantly, it will open the way for every sector to grow together."

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

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

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

During the financial year 2025–2026, HKCEC hosted 786 events with 25 new events; welcomed an attendance of over 7.7 million.

Several landmark events made their debuts at the HKCEC during the year. Notably, the inaugural Hong Kong Comic Con 2026 demonstrated the immense appeal of launching major international IPs in the city, achieving unprecedented success, generating substantial economic value and business opportunities. Following this resounding debut, the organisers have confirmed that the event will return to the HKCEC in 2027.

Following its resounding success of Hong Kong Comic Con 2026, the organisers have confirmed that it will return to the HKCEC in 2027

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

Last year delivered improvement in both the scale and quality of growth. Revenue reached $1.37 billion, up 38 per cent, while profit after tax rose 73 per cent to $31.52 million – nearly twice the pace of revenue growth.

Photo: Coteccons

Net profit margin improved to 2.3 per cent. Notably, operating cash flow turned around from negative $48 million to more than $32 million. The cash position reached nearly $320 million, while receivables remained broadly stable despite strong revenue growth.

These results indicate that the company’s revenue growth is being converted more effectively into profit, cash flow, and balance-sheet strength. Based on the 2025-2026 performance, and after considering capital requirements for core operations, construction capabilities, technology, people, and the 2026-2027 growth plan, the Board of Directors plans to submit a 25 per cent cash dividend proposal for shareholder approval at the AGM. This represents a shift towards a more balanced approach between reinvesting for growth and sharing value with shareholders.

Dinh Thi Hong Tham, corporate secretary and authorised spokesperson for information disclosure at Coteccons. Photo: Coteccons

What underpins the company's confidence in sharing value with shareholders?

The core foundation is corporate governance. In the latest VNSI assessment conducted by Ho Chi Minh Stock Exchange, Coteccons achieved an overall environmental, social, and governance (ESG) score of 84 per cent – its highest score across all assessment periods.

Within this, Coteccons’ Governance pillar score reached 81 per cent, up 10 percentage points on-year and significantly above both the industry average of 53 per cent and the VN100 average of 61 per cent.

This reflects significant progress in strengthening our corporate governance system, enhancing transparency and control effectiveness, and building management capabilities aligned with Coteccons’ 'Quality Growth' strategy.

Our capital allocation approach is guided by three consistent principles: support sustainable growth, maintain a healthy balance sheet, and share value with shareholders when conditions allow. This discipline makes dividends a natural outcome of an efficient operating system, rather than a short-term objective.

Coteccons previously operated in 'Sales Mode' and is now shifting to 'Saving Mode'. What is driving this transition?

Four to five years ago, Coteccons faced a double crisis: the severe impact of COVID-19 and leadership-level disruption. At the time, the company had almost no new contracts, and a large operating system like Coteccons was running at only around 70-80 per cent of capacity.

‘Sales Mode’ was necessary to bring the engine back to full capacity – expanding the market, rebuilding customer trust, and securing enough work for the entire system to operate effectively again.

Four years later, Coteccons is in a very different position. Revenue has grown at a compound annual rate of 30-40 per cent, the scale of operations has been restored, and the system is operating at higher capacity.

With a sufficiently large revenue base, economies of scale are beginning to take effect: each additional unit of revenue no longer requires costs to rise at the same rate. The strategic focus must therefore shift from generating enough workload to extracting greater efficiency from the platform we have built.

This is the strategy behind ‘Saving Mode’. It does not mean scaling back our ambition, tightening the belt, or applying mechanical cost cuts. Coteccons still aims to grow, but not by winning more projects at any cost.

The priority is to make the engine – now operating at high capacity – run better: using resources more efficiently, reducing waste, optimising design, materials, and construction solutions, shortening delivery timelines, controlling costs, enhancing project quality, and managing cash flow more effectively.

Photo: Coteccons

What will drive Coteccons' long-term growth?

We see significant headroom from three key growth drivers: urbanisation, including public investment and infrastructure; industrialisation; and our 'Go Global' strategy. Together, these pillars underpin our ambition to deliver annual profit growth of 25-30 per cent over the medium term.

However, the focus is not simply on scale. Coteccons is moving from growth to 'Quality Growth', with disciplined project selection, execution capabilities, and operational efficiency as essential conditions. We prioritise projects with sound legal status, reasonable margins, a strong fit with our capabilities and risk appetite, and the potential to create sustainable economic value.

How will Coteccons improve capital efficiency?

The quality of growth matters more than scale. Coteccons is tightening discipline in project selection, strengthening working-capital control, optimising cash flow, and improving productivity. When these elements work together, return on equity can improve sustainably, cash generation becomes stronger, and our capacity to share value with shareholders is reinforced.

‘Saving Mode’ is a catalyst for this process. The objective is not a one-off cost-saving exercise, but to build a lasting culture of efficient resource use across the organisation – from tendering, procurement, and construction to office operations and ESG practices.

What message does Coteccons want to send to shareholders in this new phase?

The proposed 25 per cent cash dividend is more than a profit-distribution decision. It signals that Coteccons is entering a new phase defined by stronger governance, greater capital efficiency, higher-quality growth, greater openness to international investors, and a stronger commitment to sharing value with shareholders.

From growth to 'Quality Growth', and from value creation to value sharing, Coteccons is building a platform that enables shareholders to participate in and benefit from the company’s progress over the long term. ‘Saving Mode’ is part of that foundation – applying greater discipline today to create more room for sustainable growth and long-term value creation tomorrow.

Coteccons reports robust FY2025 results with strong revenue growth Coteccons Construction JSC has announced its financial results for Q4 and the full fiscal year 2025, reporting on-year increases in both revenue and profit, alongside a significantly expanded backlog and contract wins.

Coteccons charts course for regional expansion Coteccons is taking concrete steps to expand beyond Vietnam, seeking growth opportunities in regional markets as part of its long-term development strategy.

Coteccons and Workday deploy human capital platform Coteccons Construction on April 2 announced that it has partnered with Workday to implement a human capital management (HCM) platform, guided by the core principle of placing people at the centre of every decision.

Coteccons continues rise on Fortune Southeast Asia 500 Coteccons Construction has climbed to 285th place in the 2026 Fortune Southeast Asia 500, moving up 19 spots from the previous year.

The forum took place at a pivotal juncture as Vietnam accelerates fundamental educational reforms, heightens quality accreditation criteria, and recognises workforce upskilling as an essential cornerstone for the future economy, notably underpinning the development of international financial centres.

Photo: BritCham

The Vietnam Education Forum (VEF 2026) delivered actionable market intelligence, high-level panel debates, and pragmatic frameworks to develop highly skilled knowledge workers equipped for international financial centres and value-added service sectors.

Addressing the event, Iain Frew, British Ambassador to Vietnam, said, "Education has always been at the heart of our partnership. Together, we have expanded English language learning, strengthened higher education links, developed transnational education programmes, enhanced skills and vocational training, and supported research and innovation partnerships."

"This commitment will be further demonstrated by the upcoming visit to Hanoi of Baroness Smith of Malvern, UK Minister of State for Skills, and Sir Steve Smith, the UK's International Education Champion, for the Ministry of Education and Training's International Conference and Exhibition on Education from October 8-9," he added. "Their visit reflects our ambition to deepen educational cooperation and strengthen partnerships between government, institutions, and industry."

Frew noted that as Vietnam advances towards becoming a high-income, innovation-driven economy, education will play a critical role in developing talent for sectors such as semiconductors, AI, advanced manufacturing, digital technology, green energy, healthcare, and financial services.

At the event, participants discussed Vietnam's national quality agenda, how education systems worldwide are responding to rapid change, and what that means for quality, access, and the future of learning.

Panel discussions also examined the strategic milestones and structural impediments surrounding educational internationalisation, drawing insights from the Institute of Chartered Accountants in England and Wales Southeast Asia, Manchester Metropolitan University, the British Council, and the Diplomatic Academy of Vietnam. They also evaluated sustainable pathways to enhance graduate employability.

Chris Jeffery, chair of the BritCham Education Working Group, said, "Education is a key element joining our two countries, and this is shown by the broad range of involvement from kindergarten, language learners, language teaching qualifications, A Levels, vocational and professional, as well as higher education."

Paul Bennett, chief marketing officer at British University Vietnam, analysed the divergence between parental expectations, real-world corporate recruitment criteria, and career readiness originating at the K-12 level.

"Employability can no longer be defined as preparing a student for one job. Parents want their children to have the freedom to choose, while employers need graduates who can create value," Bennett said. "That means universities should build capability more deliberately, combining academic depth with professional skills, human capability, real-world experience, and international exposure."

Across its core thematic pillars, market data, academic quality, future learning frameworks, and technology-driven workforce capability, the forum reaffirmed its role as an impactful bilateral nexus linking governments, higher education institutions, professional bodies, and enterprise leaders to bolster the enduring educational partnership between Vietnam and the UK.

VEF 2026 marks the opening engagement of the official UK Education Mission's visit to Hanoi. As part of this bilateral initiative, the British Embassy, the British Consulate-General, and BritCham Vietnam will participate in the International Education Collaboration in the Digital Era & EdTech Expo 2026 (IECEE 2026).

Scheduled for October 8-9, IECEE 2026 features a dedicated UK Pavilion supported by British University Vietnam, with participation from institutions including the British International School Ho Chi Minh City and City St George's, University of London. The event bridges an international policy conference with an educational technology showcase, establishing a dialogue platform for multi-stakeholder collaboration while exhibiting innovative teaching models and emerging EdTech solutions to foster a lasting digital ecosystem and broaden global educational partnerships.

Photo: Pearson

According to the report, Vietnam is categorised as a 'high-velocity strategist', a market cluster that treats AI as a core strategic priority alongside aggressive investment. 90 per cent of university leaders in Vietnam took part in the survey and perceived the pace of AI-driven change in the workplace to be 'extremely fast' or 'very fast', 23 percentage points higher than the global average (67 per cent). In particular, 100 per cent of surveyed academic leaders believe this rate of change will accelerate further over the next two years.

Notably, 96 per cent of surveyed higher education leaders reported that their institutions are investing in AI, with 84 per cent confirming active engagement with industry partners to align with market demands. On the student side, over 52 per cent of respondents rated their readiness to work in AI-integrated environments at a high level (8 to 10 out of 10) – the highest level of confidence recorded across all six surveyed markets.

This strong foundation of student readiness and confidence opens up significant opportunities to drive the practical application of AI skills in real-world business operations. However, the gap between student confidence and practical workplace expectations remains significant. The survey reveals that, averaged across eight competencies, only 15 per cent of employers in Vietnam rate recent graduates as 'excellent' in the key competencies for AI-integrated workplaces.

In other words, while Vietnamese students demonstrate high confidence and higher education institutions are actively investing in AI, employers still perceive a clear gap in the ability to apply AI to real-world work. This local reality reflects a broader global challenge. According to the survey, 53 per cent of international employers report struggling to find recent graduates with AI competencies that meet job requirements.

This misalignment stems from differing perspectives: while universities focus on instructing students to operate off-the-shelf AI tools, employers set higher expectations for advanced AI capabilities, where technical proficiency must be paired with critical thinking, data-driven reasoning, and collaborative communications to solve real business challenges.

The report also emphasises that the greatest challenge for today’s young talent is not a lack of 'AI access', but the ability to effectively integrate technical AI skills with core human strengths such as critical thinking, data-driven reasoning, and teamwork. This synergy is essential to ensuring that humans remain in the lead as primary decision-makers in the adoption and application of AI.

Photo: Pearson and AWS

AI readiness depends on strong alignment between training programs and workplace realities. The Pearson and Amazon Web Services (AWS) report emphasises that getting familiar with AI tools is not enough; rather, learning and applying AI in the "flow of work" for employees and the 'flow of learning' for students is essential. Therefore, directly integrating AI into core curricula for both faculty and students will build a more practical foundation for application.

To overcome operational misalignments, the report offers two primary supports. First, the AI Readiness Friction Framework serves as a diagnostic tool to help higher education institutions and employers identify where they are challenged most across six core dimensions: pace, connection, capability, governance, experience, and skills.

Second, the four key capabilities' framework – spanning functional AI proficiency, responsible and ethical AI stewardship, strategic intelligence, and critical human skills – establishes the core competencies that educators and industry should build together for the future-ready workforce.

Building on these frameworks, the report recommends specific solutions for each stakeholder: Higher education institutions should shorten curriculum review cycles through agile learning models and stackable credentials, shift faculty development towards applied pedagogy, and establish credit-bearing opportunities for real-world AI practice.

Employers are encouraged to actively engage in academic advisory boards, provide faculty with immersion in live business environments, and sponsor live challenges along with high-quality internships. Meanwhile, regulatory authorities play a vital role in enhancing policy frameworks to facilitate the integration of international digital skill certifications into higher education curricula.

Photo: Pearson

By combining Pearson's expertise in education systems, learning science, assessment, and credentialling with AWS's deep technical insights into how AI is built, deployed, and governed in modern organisations, the report offers a shared vision of the AI-ready graduate: a common definition for institutions and employers alike.

Centred around four key capabilities: functional AI proficiency, strategic intelligence, ethical stewardship, and critical human skills, the report provides a clear roadmap to bridge the gap between workforce AI capabilities and practical employer demand.

For human resource leaders, the findings highlight the need for closer partnerships between employers and education providers, particularly as companies rethink entry-level roles, workforce planning, and capability-building strategies.

As AI adoption accelerates across industries, organisations that actively collaborate to bridge the gap between higher education and the workplace will be better positioned to build a future-ready workforce. This ensures future graduates are not merely AI-literate, but fully empowered with core human capabilities – such as critical thinking, adaptability, and collaboration – to work effectively and thrive alongside technology.

"Vietnam is moving rapidly in the AI wave, but speed alone cannot close the skills gap," said Eklavya Bhave, Pearson's head of Higher Education for Asia-Pacific. "Students are confident, and universities are investing heavily, yet employers are still looking for talent with practical application skills and the ability to critically verify AI outputs."

"Pearson is committed to partnering with Vietnamese universities and enterprises to connect curriculum, skills assessment, and credentials into one clear pathway, helping learners translate education into sustainable career opportunities," he added.

"Vietnam's ambition in AI is clear, and its students are eager to lead the way," said Yashinta Bahana, head of APJ Market Expansion and Strategic Partnerships for Training and Certification at AWS. "But this research tells us that access to AI tools is only the starting point. What employers and graduates need is help learning how to apply AI to solve real-world problems."

"AWS is working alongside education and industry partners in Vietnam to help close that gap, building the AI literacy, practical judgment, and hands-on skills that move graduates from enthusiasm to impact," she added.

AI adoption reshapes marketing across Southeast Asia

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Citi Vietnam hosts AI Day to equip staff with digital skills

Vietnam targets 50,000 AI-skilled professionals for key sectors by 2030

Photo: baodautu.vn

Experts noted that this is not merely a change in classification but reflects improvements in market size, liquidity, infrastructure, and accessibility for international investors.

At an online seminar on September 29, Le Duc Khanh, director of Analysis at VPS Securities, said the reclassification is an important milestone in the formation and development of Vietnam’s stock market. He noted that one of the most closely watched impacts is the potential to attract additional capital from international investment funds.

"Capital from passive funds could be deployed gradually, with an estimated $130-150 million in the initial phase and total expected inflows of around $1.5-1.8 billion as implementation progresses. However, these flows do not mean all stocks will receive funds evenly," he said.

Khanh also noted that, in the long term, market development generally goes hand in hand with expansion in scale and value. However, in each period, stock prices remain dependent on corporate performance, earnings prospects, and valuations.

Nguyen The Minh, head of Investment Banking at An Binh Securities, estimates that capital from passive funds could reach around $2 billion following the reclassification.

"Active funds may also participate. Experience in some other markets shows that the scale of this group can be several times larger than that of passive funds," Minh said. "However, unlike index-tracking funds, it is difficult to determine exactly when active funds will deploy capital. The money may enter the market this year or wait until next year, depending on market conditions, valuations, and asset allocation strategies."

According to Minh, another benefit of the reclassification is an expanded investor base. In addition to traditional capital flows from Europe and Asia, Vietnam's market will have greater opportunities to access new sources of capital. Nevertheless, the reclassification does not mean capital will flow evenly into all stocks.

By sector, leading companies in finance, consumer goods, retail, energy, chemicals, and real estate could attract international capital, provided they meet criteria related to market size and investability.

The reclassification opens up a new source of demand but cannot immediately reverse the factors currently affecting the market. This partly explains why foreign investors have continued to be net sellers in recent times, despite Vietnam’s stock market having moved into the Secondary Emerging market group.

As regards to key market drivers, Minh said it is necessary to distinguish new capital flows arising from the reclassification from international capital already present in the market.

“Even with additional billions of dollars from passive and active funds, this amount is not particularly large compared with the current scale of Vietnam’s stock market. More importantly, Vietnam has gained new sources of capital and expanded its international investor base,” he said.

Reality shows that some existing capital flows continue to show a tendency to withdraw from emerging markets. A notable factor is interest-rate levels and bond yields in major markets.

When long-term bond yields remain high, the cost of capital for investment institutions rises. This reduces the relative attractiveness of assets in emerging markets and may encourage capital to move into defensive assets or return to investors’ home markets.

Therefore, according to Minh, an important condition for international capital to return more strongly to emerging markets, including Vietnam, is for global yields to cool. This development, in turn, is closely linked to inflation trends and monetary policy in major economies.

Domestically, interest rates are also one of the key variables for the market in the final months of the year. The economy’s demand for capital remains high, while deposit mobilisation has at times lagged credit growth, creating certain pressures on banking-system liquidity.

Alongside short-term variables, experts believe the reclassification is only a starting point. To attract long-term capital and move closer to MSCI standards, Vietnam needs to continue improving market accessibility, completing its clearing and settlement mechanisms, and enhancing the quality of listed securities.

Vietnam moves to allow pre-licensing capital flows for foreign investors The central bank is proposing a regulatory shift allowing foreign investors to move capital before licensing, streamlining project timelines while tightening oversight of cross-border flows and redefining control thresholds.

Reshaping capital flows to unlock Vietnam's next growth engine As Vietnam pursues double-digit economic growth, restructuring capital channels beyond bank credit, spanning the equity market, corporate bonds and institutional investors, will be essential to building a more balanced and resilient financial system.

Vietnam’s bank stocks enter a new phase of selective gains Bank stocks are attracting renewed interest as market upgrades draw foreign capital, but gains will be selective. Ngo The Hien, deputy director of the Analysis Centre at Saigon-Hanoi Securities, told VIR’s Nhue Man that growth quality, profitability, and management will increasingly drive valuations.

Vietnam's new market status draws global investor confidence Greater access to international capital is only the beginning for Vietnamese companies, with the longer-term opportunity being to turn that access into sustainable growth while meeting higher standards from global investors on transparency, governance, and investor communication.

The figures were announced at the Ministry of Finance's regular press briefing for the third quarter of 2026 in Hanoi on October 6, chaired by Deputy Minister Nguyen Duc Chi.

Regular press briefing at the Ministry of Finance's headquarters. Photo: Ngoc Nam

Le Long, deputy director general of the Tax Department, provided information on the campaign to clean up tax identification data and its implementation results. In May, the department launched a campaign to continue reviewing and cleaning up tax registration data.

As of the end of August, tax authorities had processed the fulfilment of tax obligations and deactivated the tax identification numbers (TINs) of nearly 180,000 businesses and organisations, including many cases that had remained unresolved since 2025 or earlier. Meanwhile, the TINs of more than 4,000 businesses and organisations had been restored, allowing them to resume operations.

"For many years, the number of businesses that had ceased operations but had not completed procedures to terminate the validity of their TINs, as well as businesses no longer operating at their registered addresses, had continued to accumulate," he said.

As of June, the two groups totalled around 600,000 businesses.

"If left unresolved, registration data would fail to accurately reflect businesses’ actual operating status, while the backlog would continue to grow, wasting social resources and creating legal risks for businesses and their legal representatives," he said. "Moreover, there have been cases in which inactive legal entities, 'shell' businesses and 'ghost' companies were used to illegally trade or use invoices, evade taxes, or fraudulently obtain tax refunds or payments."

Therefore, the campaign pursues two objectives in parallel. On the one hand, it aims to quickly support and remove obstacles for businesses that genuinely seek to comply with regulations and complete procedures to cease operations or resume business. On the other hand, it seeks to strengthen risk screening and prevent businesses from being exploited for unlawful activities.

“The campaign aims to resolve outstanding cases substantively and enable businesses that have genuinely ceased operations to fulfill their obligations and exit the market in accordance with regulations,” Long explained.

In handling the cases, tax authorities have separated four groups of obligations that need to be reviewed and addressed.

First, there are tax obligations that have actually arisen but have not yet been paid. Second, late-payment interest applicable to outstanding tax debts. Third, outstanding tax declarations, invoices and tax finalisation documents. Fourth, administrative penalties for tax violations, where applicable, based on the specific violation, relevant period and statutory limitation period for administrative sanctions.

To implement the campaign, the Tax Department has rolled out a range of coordinated measures, including developing and completing standardised professional guidance and procedures across the tax sector, as well as strengthening communications to ensure businesses clearly understand the required documents, obligations and procedures.

It has also allocated adequate resources and assigned specific responsibilities to individual tax authorities and departments, while reviewing and classifying cases according to their status and risk level to prioritise long-standing backlogs.

"The general principle is that eligible applications must be processed promptly, without requiring procedures beyond those stipulated by law. Where obstacles remain, businesses must be given clear guidance on how to address them, rather than having their applications left unresolved without a solution," Long said.

Le Long, deputy director general of the Tax Department. Photo: Ngoc Nam

At the press briefing, progress in cleaning up tax identification data was raised, particularly the handling of businesses that had abandoned their registered business addresses and measures to support taxpayers. There have also been cases in which businesses had their TINs deactivated but were still unable to complete dissolution procedures due to problems with inter-agency data connectivity, prompting questions about the causes and possible solutions.

Responding to these concerns, Long said, "Tax authorities had proactively addressed obstacles arising during the process of deactivating TINs for business dissolution within their functions and jurisdiction. For example, issues related to lost company seals had also been addressed to support businesses."

He added that inter-agency coordination also presents difficulties in the process of dissolving businesses. "Because obligations to the state budget involve taxes as well as customs, social insurance, and other obligations. All such obligations must be fulfilled before business registration authorities can consider an application for dissolution," Long said.

In addition, the Tax Department is coordinating with relevant agencies to propose policies within the authority of the national assembly and government to address difficulties faced by businesses during dissolution procedures.

The results indicate that the campaign has focused on clearing long-standing backlogs while also helping businesses make a clear choice: either complete the procedures to exit the market or resume operations in accordance with regulations.

According to the Tax Department, total state budget revenue managed by tax authorities in the first nine months of 2026 was estimated at VND1.94 quadrillion ($76 billion), equivalent to more than 86 per cent of the annual budget estimate and 113 per cent of the figure recorded in the same period of 2025.

The total amount of tax estimated to have been exempted, reduced or deferred during the first nine months of 2026 stood at around VND181.5 trillion ($7 billion). Of this, taxes and land rental payments deferred under Decree No.245/2026/ND-CP were estimated at VND60 trillion ($2.3 billion), while tax reductions totalled approximately VND121.5 trillion ($4.7 billion).

Key tasks will be accelerated in the final months of the year, with the aim of exceeding the 2026 state budget revenue target and achieving growth of at least 10 per cent compared with the estimated 2025 figure, in line with Resolution No.245/2025/QH15.

Vietnam holds investor roadshow in US to strengthen global financial engagement

Vietnam seeks greater Canadian investment in green finance, infrastructure

Foreign investors to be widened for market access

FTSE upgrade paves way for stronger stock market development

The event takes place on October 8 at VIR's headquarters, 47 Quan Thanh street, Ba Dinh ward, Hanoi, as Vietnam enters a new phase of attracting and effectively utilising foreign investment with a growing focus on quality, efficiency, and stronger linkages with the domestic businesses.

On June 8, the Politburo issued Resolution No.10-NQ/TW on the development of the foreign-invested economic sector, marking an important shift in Vietnam's approach to attracting international investment resources after nearly four decades since the economic reforms of the 1980s.

In his direction on the implementation of the resolution, Party General Secretary and President To Lam explained that Vietnam should not pull in foreign investment at any cost, but instead prioritise high-quality investment, advanced technologies, modern management practices and projects capable of generating greater added value for the economy.

Under this approach, a new-generation foreign direct investment (FDI) ecosystem is expected to have a direct impact on investment promotion and attraction and on the business and investment environment, policymaking, local governments and the domestic business community.

On September 22, the government issued Resolution No.280/NQ-CP on its action plan to implement Politburo's Resolution 10. The action plan is expected to translate the resolution’s key orientations into concrete measures, including strengthening linkages between foreign-invested and domestic businesses, encouraging technology transfer, developing human resources and improving the capacity of Vietnamese enterprises to participate in global value chains.

Against this backdrop, VIR is organising this seminar to raise awareness of the implementation of Resolution 10 and Resolution 280 and provide a platform for policymakers, businesses, business associations and experts to discuss ways to translate the policy orientations into practice.

A key focus of the seminar will be how to turn international investment resources into domestic economic capabilities by strengthening linkages between foreign-invested enterprises and Vietnamese businesses.

Issues including technology transfer, human resource development, management capacity, production standards and the expansion of domestic supplier networks will be discussed in connection with the broader goal of strengthening the position of Vietnamese enterprises in global value chains.

Photo: VIR

The event is expected to feature opening remarks from a leader of the Ministry of Finance, as well as presentations by representatives of major domestic and transnational groups - Samsung Vietnam, SCG Vietnam, and VPBank.

The presentations are expected to provide practical perspectives from the business community on the opportunities, requirements and challenges involved in deeper participation in global supply chains, as well as the conditions needed to strengthen linkages between foreign-invested and Vietnamese enterprises.

A panel discussion will focus on the new requirements arising from Resolution 10 and the government’s action plan, while exploring ways to create a more favourable environment for Vietnamese businesses to enhance their competitiveness and participate more deeply in global value chains.

The panel will feature Bui Thu Thuy, deputy director general of the Foreign Investment Agency; Truong Thi Chi Binh, deputy chairwoman of the Vietnam Association for Supporting Industries; Nguyen Thu Ha, national director of executive Search & Selection and Hanoi Total HR Solutions Business Development at Talentnet; and Jackson Woo, managing director of SGS Vietnam.

The discussion comes as foreign investment flows into Vietnam continue to grow strongly. According to the National Statistics Office under the Ministry of Finance, as of September 30, 2026, total registered foreign investment in Vietnam had reached almost $50.4 billion, up 76.4 per cent on-year.

Disbursed FDI in the first nine months of 2026 was estimated at $21 billion, up around 12 per cent from the same period last year. This was also the highest nine-month disbursement level recorded over the past five years. The figures underscore Vietnam’s continued attractiveness to international investors while highlighting the need to further enhance the spillover effects of the FDI sector on the domestic economy.

Electronics FIEs asked to expand Vietnamese supplier networks Foreign-invested electronics companies are being urged to expand their Vietnamese supplier networks and help domestic businesses move deeper into global supply chains.

Vietnam urged to deepen FDI linkages with domestic businesses Vietnam must look beyond the volume of foreign investment it attracts and focus on forging stronger links between foreign-invested and domestic businesses, enabling Vietnamese companies to raise localisation rates and move up global supply chains, a conference has heard.

Vietnam’s GDP grows over 9 per cent in first nine months Vietnam's GDP is estimated to have grown over 9 per cent on-year in the first nine months of 2026, with third-quarter growth reaching 9.95 per cent, outpacing the first two quarters.

The projection was released at an online briefing on October 6 to present the World Bank's East Asia and Pacific Economic Update. The report noted that some regional economies are expected to grow faster than previously forecast in 2026, driven by manufacturing and exports of high-tech goods underpinning the global AI boom.

Vietnam’s 2026 growth forecast was raised by 1.1 percentage points to 7.4 per cent. Malaysia’s forecast was increased by 0.7 percentage points to 5.1 per cent, while Thailand’s was also raised by 0.7 percentage points to 2 per cent.

The Pacific Island economies are projected to grow by 2.2 per cent, 0.5 percentage points lower than the previous forecast. China, the region’s largest economy, is expected to grow 4.4 per cent, as domestic purchasing power remains constrained by a weak labour market and ongoing adjustments in the property sector.

With projected growth of 7.4 per cent, Vietnam received the largest upward revision among economies in Asia-Pacific, at 1.1 percentage points. The 7.4 per cent projection also puts Vietnam at the top of the regional growth forecast.

According to the World Bank, manufacturing, exports, and public investment are the key drivers of Vietnam’s growth. The country’s growth outlook is expected to remain strong in 2026.

Economic activity is expected to benefit from domestic stimulus measures through structural reforms and expanded public investment. Inflation is projected to average 4.2 per cent in 2026, driven by higher fuel, housing, and utility costs.

In a dedicated analysis of AI in the region, the report noted that many economies are benefiting from supplying goods that underpin the global surge in AI investment.

Carlos Felipe Jaramillo, World Bank vice president for the East Asia and Pacific Region, said, "Deep integration into global value chains and dynamic economies put the Asia-Pacific region in a strong position to capitalise on the global boom in AI-related activity."

In Vietnam, goods exports rose 22 per cent on-year in August, with particularly strong growth in electronics and machinery. Investment in these sectors has remained high, while foreign direct investment inflows into Vietnam in the first half of the year reached their highest level in five years.

The World Bank report noted that manufacturing and exports of high-tech and AI-related goods had provided a foundation for Vietnam’s stronger-than-expected growth, and the trend is expected to continue in the coming period. Exports of AI-related goods from several economies, including Vietnam and Malaysia, have at least doubled compared with the 2020-2022 average.

However, this is also creating a new risk for Vietnam. The World Bank warned that growing dependence on AI-related manufacturing and trade, which is currently a source of strength for the region, could become a vulnerability if global AI activity slows or reverses.

A downturn in AI demand would have a more direct impact on downstream economies such as Vietnam and Thailand, where exports are more heavily dependent on final demand for AI-related products.

Franziska Ohnsorge, World Bank chief economist for the Asia-Pacific region, said Vietnam’s growth outlook in the coming period would depend significantly on developments in the external environment.

“As one of the world’s most open economies, Vietnam is deeply integrated into AI-related supply and value chains. If the trend of strong AI demand continues, Vietnam will have significant opportunities to benefit and sustain high growth. However, this is also a risk factor because if the AI trend reverses, Vietnam’s growth could be affected,” she said.

While the current AI wave is supporting Vietnam’s growth through exports of high-tech goods, the report stated greater potential lies in integrating AI into the domestic economy.

According to the World Bank, Vietnam’s next challenge is to continue attracting investment into manufacturing products serving AI-related value chains while enhancing the economy’s capacity to absorb and apply technology.

The report shows that individual use of generative AI in Vietnam is among the highest in emerging Asia-Pacific economies, alongside Malaysia, the Philippines, and China. The World Bank estimates that the level of individual GenAI use in Vietnam is now comparable to the global average.

AI tools are helping small hotels and travel businesses create promotional images and adjust prices more flexibly at lower costs. An AI training tool designed for Vietnamese-language users has become one of the popular language-learning tools in the country.

In healthcare, AI-powered medical imaging systems are helping resource-constrained hospitals improve their diagnostic capabilities.

• Instant, 24/7 Global Liquidity: Complements existing banking channels by deploying USDC directly to e-commerce merchants via smart contracts, enabling real-time capital access synchronized with global e-commerce velocity.

• AI-Guarded Risk Control: Integrates Qupital's proprietary AI engine with automated payment gateway APIs to monitor sales performance and capture settlement cashflows directly, drastically reducing credit risk. Merging AI intelligence with on-chain execution for trade finance. Powering digital trade through automated, smart-contract-driven liquidity vaults unlocks unprecedented operational efficiency and dynamic risk control without human intervention.

• Automated Capital Efficiency: Replaces manual back-office drawdown verification and settlement calls with smart contracts, accelerating capital turnover and reducing operational overhead.

• Real-Time Proof of Reserves & Auditability: Every active loan is tokenized on-chain to Qupital's Treasury Vault, providing institutional lenders and partners with 1:1 real-time balance sheet verification.

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

Nguyen Thu Hang, CEO of Vinhomes (left), and Mr. Yann Maixandeau, Alstom's Managing Director for East Asia, sign the contract between the two parties.

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

For more information, please visit: www.vingroup.net/en.

and https://vinhomes.vn/vi ;
www.alstom.com

Photo: Novartis Vietnam

In Vietnam, cancer remains a significant challenge to public health and the healthcare system. This reality underscores the increasing urgency to advance diagnosis and strengthen capabilities in cancer care and treatment.

This agreement marks a new milestone in the ongoing partnership between both parties, focusing on strengthening healthcare professional capabilities, advancing institutional excellence, and empowering patients and the community through better health education. These collaborative initiatives are expected to contribute to strengthening the cancer-care ecosystem by enhancing connectivity between the leading oncology hospital and the broader healthcare network.

Accordingly, Novartis Vietnam and HOH have agreed to collaborate across three key pillars. First, strengthening healthcare professional (HCP) capacity in examination and treatment through continuing medical education programs, scientific conferences, and symposia to facilitate knowledge exchange and clinical practice. These capability-building initiatives provide medical information updates and specialised training to help HCPs stay informed of evolving clinical evidence in cancer care, thereby improving the overall quality of patient care.

Second, advancing HOH as a central hub in the healthcare network and a learning model for other healthcare organisations and HCPs. This pillar focuses on connecting and training lower-level hospitals to enhance cancer-care capabilities across all care tiers, thereby strengthening the treatment quality at provincial level hospitals, and facilitating earlier, more accurate diagnosis for patients.

In particular, both parties intend to collaborate on facilitating access to and implementing advanced treatment solutions in priority oncology areas, including breast cancer and lung cancer. Additionally, Novartis Vietnam and HOH will partner in clinical research to strengthen institutional research capabilities, contributing to the development of Vietnam’s oncology sector.

Third, collaborating in organising patient-oriented programmes, including online consultations, cancer awareness education for patients and the community, and early-detection awareness initiatives to encourage appropriate screening. These activities support patients and caregivers in building disease literacy and managing treatment-related adverse effects, empowering patients to navigate their care journey, make informed health decisions, and improve the overall quality of patient care.

Dr Diep Bao Tuan, director of HOH, shared, “The signing of the MoU with Novartis Vietnam opens a new phase of collaboration, focusing on continuous medical education and professional development as well as on strengthening research capabilities, connecting the cancer-care network, and delivering practical, patient-oriented initiatives. We expect this partnership to contribute to enhancing healthcare professional capabilities, elevating the quality of care, and bringing greater value to patients, particularly in Southern Vietnam.”

Jondy Syjuco, general director of Novartis Vietnam, said, “Throughout several decades, Novartis has always believed that scientific advancements can only deliver sustainable impact when accompanied by strong healthcare system capabilities and patient engagement. Through our partnership with HOH for the 2026–2028 period, we aim to continue contributing to professional capability development, advancing research, and connecting the cancer-care ecosystem, while supporting patients and communities in accessing reliable health information.”

This signing ceremony holds special significance as it marks Novartis' 30-year commitment to advancing healthcare globally. As a long-term partner of Vietnam’s healthcare, Novartis affirms its ongoing commitment to collaborating with stakeholders in supporting capability building, facilitating knowledge exchange, and implementing practical initiatives that contribute to raising cancer awareness and enhancing the quality of patient care.

Through the 2026-2028 MoU, Novartis Vietnam and the hospital aim to contribute to building a more capable cancer-care network that meets patient needs, while supporting broader efforts to elevate Vietnam’s healthcare system and deliver positive impacts for patients and the community.

Behind every coffee harvest are countless decisions made in the course of a working day: how to prune a tree, handle chemicals, lift a heavy load, or move coffee from the farm. Many are routine, repeated season after season. Yet small changes in how that work is done can make an important difference to the safety and health of the people doing it.

Nguyen Trong Tuong has spent years working closely with coffee farmers in Central Highlands. In his role as Nescafé Plan Programme Manager in Vietnam, he has seen first-hand many of the everyday realities of coffee farming. When he first took part in training on the International Labour Organization (ILO)’s Work Improvement in Neighbourhood Development (WIND) methodology in 2022, it offered another lens on that work: the safety and health of the people doing it.

As the ILO–Nestlé partnership, implemented through the Vision Zero Fund in Vietnam, developed its work to improve occupational safety and health, and working conditions in coffee-growing communities, WIND became an important part of the approach.

Tuong returned to WIND training with ILO experts several times, while continuing to explore the material on his own. He wanted to know it well enough to move beyond the training slides, to understand how its technical knowledge could be explained in ways that farmers could easily relate to their own work, without losing their substance.

The more familiar he became with WIND, the more he began thinking about how those messages would be most useful to farmers. Coffee farming follows its own rhythm, with different tasks – and different risks – coming to the fore throughout the year.

Rather than presenting WIND as something to be absorbed all at once, Tuong began bringing relevant topics back as the work changed through the season: safe tools and working at height around pruning, for example, or lifting and transport as harvest approached. The ILO WIND action checklist remained the foundation, covering practical measures across cultivation and plant care, harvesting and transport, storage and processing.

Photo: ILO

Connecting safety with the work farmers are actually doing also stays close to the spirit of WIND: farmers look at their own working conditions, identify where improvements are possible, and decide which actions should take priority. Tuong encouraged farmers to take that process back to their own farms and households, and document the changes through before-and-after photographs. Those photographs have grown into a library of more than 2,000 improvements, capturing practical changes ranging from safer storage of tools and chemicals to improved electrical safety and work areas.

Seeing those changes has reinforced what first drew Tuong to WIND: practical knowledge can lead to practical action. Having learned the approach from ILO experts, and worked to bring it closer to farmers’ realities, he is now passing that knowledge on himself. To date, he has led three WIND training classes for more than 150 farmers across three provinces in Central Highlands.

As the ILO–Nestlé partnership continues, Tuong is already looking ahead to what farmers could benefit from next. The value he has found in WIND has also shaped the way he sees other areas of learning to come, including first aid and social protection: practical knowledge that can help farmers better protect themselves, their work, and their livelihoods.

Four years after he began learning about WIND and OSH, Tuong’s role has changed from learner to trainer. But his experience is about more than that progression. It shows what can happen when someone close to the work sees value in new knowledge, takes the time to make it relevant to others, and then carries it forward.

One improvement on one farm may seem small. But multiplied across farming communities, these changes can help make safer and healthier ways of working part of how coffee is grown – so that progress in coffee production also means progress for the people behind it.

Photo: ILO

Sustainable Development Dialogue explores green and digital transition Green and digital transformation are becoming central to Vietnam's new growth model as businesses seek to strengthen competitiveness, resilience, and innovation.

Nestlé Vietnam beefs up production capacity for coffee exports On August 21, Nestlé Vietnam inaugurated a production line for packaging instant coffee in glass jars at its Tri An factory in Dong Nai city.

Nestlé PURINA to meet cat nutrition demand Nestlé PURINA, a pet food brand under Nestlé, seeks to meet pet nutrition demand for cats in Vietnam.