One of the event’s key highlights was the “three pillars of gut health” model, comprising the gut microbiome, the intestinal barrier, and the immune system. According to experts, these three elements do not function independently but are closely interconnected, helping determine the body’s ability to defend itself, digest food, absorb nutrients, and support children’s long-term development.

The Global Gut Health Summit Vietnam 2026 was held in Vietnam for the first time. Photo: FrieslandCampina

Scientific presentations at the summit highlighted the first 1,000 days of life as a critical period for establishing the gut microbiome. Changes during this period can affect gut health, which underpins children’s immune function, resistance to disease, and long-term development.

Experts also emphasised the role of communication pathways between the gut and other organs, including the brain, liver, and lungs. These findings are broadening the understanding of the gut, shifting the perspective from viewing it solely as a digestive organ to recognising it as a system that influences multiple aspects of a child’s development.

Building on new scientific findings on the microbiome, the event also focused on factors that can influence the formation and development of the gut microbiome during early life.

According to experts, children born by Caesarean section or exposed to antibiotics early in life may experience changes in their gut microbiome, including a reduction in beneficial bacteria such as Bifidobacteria and an increase in certain bacterial groups, such as Proteobacteria.

These changes may affect immune system development and have been associated with a higher risk of certain conditions later in life, including allergies and inflammatory bowel disease.

Dr. Phan Huu Phuc, deputy director of the National Children’s Hospital and general secretary of the Vietnam Paediatric Association, said, “In paediatric practice, we frequently encounter children with digestive disorders, food allergies, or recurrent infections. A growing body of evidence shows that the gut not only performs digestive functions but also plays an important role in the immune system. These new insights provide doctors and families with a stronger basis for early childcare, helping promote healthier and more comprehensive development during the first years of life.”

Besides the latest findings on the microbiome, the summit presented further evidence of the role of nutritional solutions in supporting gut health in young children.

Studies presented at the summit showed that human milk oligosaccharides (HMOs), galacto-oligosaccharides (GOS), and probiotics can help support a healthy gut microbiome, one of the key elements of the “three pillars” model highlighted by experts.

Some data indicate that supplementation with these ingredients can help reduce the risk of respiratory infections and diarrhoea, while also contributing to lower hospitalisation rates and supporting the management of cow’s milk protein allergy in appropriate groups of children.

Essam Elkafrawy, global medical marketing lead at FrieslandCampina, outlines Friso’s approach to promoting global scientific collaboration. Photo: FrieslandCampina

The summit also stressed that solutions designed to support the gut microbiome should be selected based on scientific evidence and tailored to each child’s needs.

Another notable topic was the role of Milk Lipid Complex (MLC). Research suggests that this ingredient can help reduce hard stools and alleviate digestive discomfort. MLC may also help reduce the duration of night-time crying in infants.

These scientific insights are also informing Friso’s product research and development. Friso’s nutritional formulas combine HMOs, GOS, probiotics, and MLC to support the gut microbiome and help strengthen the gut’s natural protective barrier. This approach is designed to support more comfortable digestion and nutrient absorption, laying the foundations for children’s long-term development.

Elkafrawy, marketing director for the healthcare division at FrieslandCampina, said, “New insights into gut health are helping to change the way we understand the importance of the early years for children’s development. Through the Global Gut Health Summit Vietnam 2026, we are promoting scientific collaboration and sharing the latest evidence in this field.”

“This is also the direction Friso is pursuing in developing science-based nutritional formulas to support digestion and nutrient absorption, strengthen immunity and resistance to disease, and deliver Dutch gut-comfort milk solutions for children during their early years,” he said.

The forum attracted more than 250 delegates and was held with support from the German Embassy in Hanoi, the German Consulate General in Ho Chi Minh City, the German Agency for International Cooperation, Germany Trade & Invest, and the Vietnam Trade Promotion Agency.

Nguyen Loc Ha, Vice Chairman of Ho Chi Minh City People’s Committee, highlighted the positive outcomes of economic cooperation between the city and Germany, while affirming that significant potential remains for bilateral cooperation.

In the first nine months, trade between Ho Chi Minh City and Germany reached nearly $2 billion. Germany currently has 316 investment projects in the city, with total registered capital of more than $742 million, alongside 27 representative offices of German businesses.

“These results provide an important foundation for our confidence that there remains significant potential to expand cooperation between the two sides,” Ha said. “As major economic hubs and international trade gateways for their respective countries, Hamburg and Ho Chi Minh City share many similarities in their standing, potential and development orientations, particularly in maritime transport, logistics, industry, science and technology, and innovation.”

Dr Peter Tschentscher, First Mayor of Hamburg, highlighted the longstanding foundation of friendship between Germany and Vietnam and reaffirmed Hamburg’s desire to deepen cooperation in trade, logistics, technology, sustainable development, science and education.

“We want to share knowledge, combine the strengths of both sides and develop joint strategies,” Tschentscher said.

As one of Germany’s leading port and logistics hubs, Hamburg has extensive experience in port infrastructure development, logistics digitalisation, renewable energy and green technologies. These strengths are expected to create practical opportunities for cooperation, helping Vietnam modernise its infrastructure and strengthen its integration into international trade networks.

Alexander Ziehe, chairman of the German Business Association in Vietnam, emphasised the importance of trust and long-term partnerships as the global economy undergoes profound changes driven by technology, shifting supply chains, sustainability requirements and geopolitical uncertainty.

“German businesses increasingly see Vietnam not only as a promising market but also as a strategic partner for the future, offering significant opportunities for cooperation in advanced manufacturing, logistics, healthcare, renewable energy, digital technology and education,” Ziehe said. “Economic cooperation is measured not by speeches or meetings, but by new investments, new projects, new jobs and new partnerships.”

Peter Kompalla, chief representative of AHK Vietnam, said Germany-Vietnam relations should continue to evolve beyond traditional trade and investment towards deeper cooperation in technology, productivity and value creation.

“The three strategic priorities for the next phase are improving productivity and advancing industrial transformation; developing infrastructure and accelerating the green transition; and training a high-quality workforce. Combining Germany’s technological strengths and management expertise with Vietnam’s manufacturing capabilities, workforce and dynamism will drive growth and enhance the competitiveness of both economies,” he said.

According to the Foreign Investment Agency under the Ministry of Finance, bilateral trade between Vietnam and Germany exceeded $13.6 billion in 2025, up more than 16 per cent from 2024. In the first eight months, two-way trade surpassed $11 billion, with Vietnam’s exports to Germany reaching approximately $8 billion, up nearly 30 per cent on-year.

In terms of investment, as of September 30, Germany had 538 valid projects in Vietnam, with total registered capital of more than $3 billion, ranking 18th among 154 countries and territories investing in Vietnam.

According to Dao Thanh Huong, deputy director general of the Foreign Investment Agency, these were encouraging results. However, given the scale of the German economy, its industrial capabilities and Vietnam’s demand for technology, standards, management expertise and highly skilled workers, there remains considerable scope to expand bilateral investment cooperation.

“Vietnam-Germany trade has built a dynamic foundation. Investment now needs to make a stronger, deeper and more substantive leap forward,” Huong said. “The EU-Vietnam Free Trade Agreement has laid an important foundation for bilateral trade. Germany has ratified the EU-Vietnam Investment Protection Agreement and Vietnam hopes the remaining EU member states will complete their ratification processes soon, allowing the agreement to enter into force and provide a more favourable legal framework for long-term investment decisions.”

The forum featured three thematic sessions focusing on investment, industry and infrastructure; technology, innovation and the green transition; and human resources for industrial transformation.

Experts and business leaders discussed opportunities to attract investment, develop infrastructure, adopt advanced technologies, encourage sustainable manufacturing and train highly skilled workers, with the aim of strengthening Germany-Vietnam cooperation and enhancing economic competitiveness.

Germany and Vietnam agree on new pillars Vietnam and Germany are set to elevate their bilateral ties, paving the way for intensifying investment and trade cooperation, especially in new industries.

GBA marks 30 years with 2025 Business Awards in Ho Chi Minh City The German Business Association in Vietnam (GBA) has celebrated excellence in innovation, sustainability, and community engagement at its 2025 Business Awards.

German Business Initiative 2025: 735 Billion Euro Green Tech Splash Private-led fund targets hydrogen, chips and grid upgrades, handing Europe reporters German investment keywords and sector split.

Compared with traditional cash collection at transaction points, APN (Account Payout Network) Realtime significantly streamlines the journey of remittances from overseas to Vietnam.

The entire process is handled digitally in real time, allowing funds to be credited to recipients’ accounts almost immediately after senders complete their transactions. Recipients no longer need to visit a bank counter or rely on banking hours.

Image courtesy of VPBank

In particular, the service operates 24/7, including weekends and public holidays, meeting the need to receive money at any time.

Recipients are not charged any fees and face no limit on the number of remittance transactions they can receive.

By transferring funds directly into bank accounts, the service also delivers a more seamless financial experience, enabling customers to make payments, spend or continue managing their cash flow through digital banking platforms without having to convert the funds into cash.

“Every remittance transaction is linked to practical needs in daily life and financial plans. Recipients therefore care not only about whether the money arrives safely, but also expect the process to be fast and secure.

Launching the APN Realtime service for receiving Western Union remittances is how we respond to these needs, while helping bring remittance services in Vietnam closer to international transaction standards,” a VPBank representative said.

Bringing the world closer with a single tap

Vietnam received approximately $16 billion in remittances in 2024, with the figure continuing to rise to $17.7 billion in 2025.

These figures highlight the sustained scale of cross-border money transfers and underscore growing expectations for speed, convenience and flexibility in receiving funds.

For customers, the value of this connection goes beyond shorter waiting times.

When remittances are transferred directly into bank accounts, recipients can continue to access payment, savings, investment and financial management services on a single platform, rather than having to convert the funds into cash first.

By combining Western Union’s global money transfer network spanning more than 200 countries and territories with VPBank’s technological capabilities and advanced digital banking infrastructure, the message ‘halfway around the world, connected with just one tap’ captures the experience the two parties aim to deliver. Geographical distance is no longer a barrier as technology enables money sent from overseas to reach loved ones in Vietnam more quickly and conveniently.

The APN Realtime remittance service also marks a concrete step in VPBank’s efforts to realise its vision of ‘Shaping the Future of Digital Remittances’.

By leveraging technology to shorten processing times and simplify the receiving process, VPBank continues to reinforce its pioneering role in the digitalisation of financial services, helping deliver banking experiences that are faster, more convenient and increasingly seamless for customers.

VPBank is one of Vietnam’s leading private-sector banks, offering a broad range of financial services to individual and corporate customers, meanwhile Western Union is a global provider of cross-border, cross-currency money transfers and related financial services, operating through a combination of digital platforms and an extensive agent network across more than 200 countries and territories.

For more information, please call the hotline at 1900 54 54 15 or visit: vpbank.com.vn/ca-nhan/dich-vu-ca-nhan/dich-vu-western-union

VPBank upgrades core banking with Temenos and Systems Limited VPBank, one of Vietnam's top five private commercial banks, has successfully upgraded to the latest Temenos core banking system, in collaboration with Systems Limited, deploying the platform on Red Hat OpenShift.

VPBank strengthens auto supply chain finance with Suzuki partnership VPBank has expanded its supply chain financing activities in the automotive sector through a new partnership with Suzuki’s official distributor in Vietnam.

VPBank to raise $250 million via foreign private placement VPBank is planning a private share sale to a foreign investor as part of a two-stage capital increase that would raise its charter capital from $3.17 billion to $4.25 billion.

VPBank signs maiden $1.44 billion sustainability-linked loan VPBank has signed its first sustainability-linked loan, totalling $1.44 billion, with 15 international financial institutions acting as Mandated Lead Arrangers, Underwriters, and Bookrunners (MLAUBs).

Jung-hee Bae, newly appointed Chief Commercial Officer of CLASSYS. (Photo: CLASSYS)

Following CEO Jun-oh Yoon's appointment in July, CLASSYS restructured its organization to sharpen its focus on markets and customers, bringing its Marketing, Domestic Sales and Overseas Sales Divisions together under the GTM Center. Bae will lead the center, integrating sales and marketing capabilities to drive global expansion.

Bae's appointment follows those of CEO Yoon, who previously led M&A and portfolio strategy at Samsung Group and Samsung Electronics, and CTO Taek-Soo Kim, a Stanford Ph.D. formerly with Samsung Advanced Institute of Technology (SAIT). Together, they form an executive team spanning strategy, technology and execution.

Bae graduated from Korea University and earned an MBA from Harvard Business School. After starting her career as a systems engineer at LG CNS, she worked at Monitor Group and Deloitte Consulting before becoming a partner at Bain & Company, where she helped clients in more than 30 countries launch brands, enter emerging markets and build distribution channels. Most recently, she led Bain's AI and digital strategy practice.

With Bae on board, CLASSYS will focus on three priorities: accelerating growth in key international markets including the Americas, China and Europe; reinforcing its leadership in South Korea; and advancing data- and AI-driven GTM operations and marketing. These efforts support the company's goal of reaching $1 billion in revenue ahead of 2030.

"By establishing the GTM Center, we will accelerate expansion and growth, bringing CLASSYS's advanced technologies and products to customers around the world more quickly," said CEO Jun-oh Yoon. "CCO Jung-hee Bae is well positioned to help shape CLASSYS's 'Next Stage.'"

"CLASSYS brings together differentiated products and technologies valued in markets worldwide, along with an exceptional team of professionals," said CCO Bae. "My first priority will be to visit our key markets and listen directly to customers and hospitals."

CLASSYS's portfolio of energy-based devices (EBDs) includes Shurink Universe, a high-intensity focused ultrasound (HIFU) system; Volnewmer, a monopolar radiofrequency (RF) device; and Quadessy, a microneedling RF device. International sales account for approximately 76% of total revenue.

View Full Article: https://www.prnewswire.com/news-releases/classys-appoints-former-bain--company-partner-jung-hee-bae-as-chief-commercial-officer-to-accelerate-global-expansion-and-growth-302905444.html

Operating in 34 countries with nearly 2,900 employees, HR Path supports companies in transforming their HR function through its three service lines: Advise, Implement and Outsource. Since its creation in 2001, the Group has placed technological innovation at the heart of its development and supports clients in evolving their organisations, processes and HR technologies.

AI: a major opportunity to transform Human Resources

HR Path sees Artificial Intelligence as a major opportunity to transform professions, enhance the employee experience and create new sources of value for companies.

This vision is based on a strong ethos: AI should reduce repetitive tasks, augment teams' capabilities and free up more time for high-value activities. It also gives employees the opportunity to develop new skills and focus on more rewarding assignments.

To accelerate this momentum, HR Path has created a Task Force dedicated to Artificial Intelligence, bringing together expertise from across the Group to explore AI use cases and opportunities.

HR Path has also recently launched a dedicated AI offering to support clients in their transformation. It includes assessing AI maturity and HR data, identifying and prioritising use cases, transforming HR processes, driving adoption and skills development, and defining roadmaps to generate and measure the value created.

HR Path's ambition is to make AI a common theme across its entire portfolio: in Advise, to support organisations in defining their AI strategy and transformation; in Implement, to activate and integrate new AI capabilities within HR solutions; and in Outsource, to automate selected activities and continuously improve HR operations.

SnapAI: a new milestone in HR Path's AI ambition

The acquisition of SnapAI is fully aligned with this strategy. It enables HR Path to strengthen its expertise and accelerate its ability to turn rapid advances in Artificial Intelligence into practical solutions that create value for its clients. AI applications in recruitment, assessment and employee management are among the systems classified as high-risk under the European AI Act. SnapAI's expertise in governance and compliance enables HR Path to support clients in deploying AI in a way that is both ambitious and controlled.

As one of the contemporary multinational randomized DCB trials undertaken to date, SPARX is expected to generate the evidence needed to define the future role of drug-coated balloons in complex coronary intervention.

Addressing an Unmet Clinical Need

Prof. Adnan Kastrati, Study Chairperson, German Heart Centre, Germany, highlighted the clinical rationale of the trial:

"Despite advances in drug-eluting stent technology, permanent metallic implants may be associated with late adverse events beyond the first year. Drug-coated balloons, which leave no permanent implant, offer a therapeutic alternative, supported by growing evidence across multiple lesion subsets. However, randomized evidence in complex coronary artery disease remains limited. SPARX has been designed with the aim to further define the role of drug-coated balloons in contemporary coronary intervention."

Prof. Florim Cuculi, Global Lead Principal Investigator, Luzerner Kantonsspital, Switzerland commented on the trial's significance:

"SPARX has been designed as a multinational randomized trial comparing a DCB-first strategy with contemporary drug-eluting stents across a broad spectrum of complex coronary lesions. The study will enroll 1,380 patients across 10 countries with two-year follow-up and a one-year Device-Oriented Composite Endpoint (DOCE) as the primary endpoint. In addition, SPARX will provide randomized head-to-head comparative data between two established paclitaxel-coated balloon technologies. We believe SPARX aims to define the role of drug-coated balloons in contemporary coronary intervention."

Dr. Praveen Chandra, Global Co-Principal Investigator, Medanta- The Medicity, Gurgaon, India mentioned:

"India represents one of the world's highest-risk coronary artery disease populations, with a high prevalence of diabetes and diffuse complex coronary disease. This makes it an important setting for evaluating drug-coated balloons in contemporary clinical practice. We believe SPARX intends to generate clinically relevant evidence that support treatment decisions for physicians in contemporary coronary intervention."

Sudipta Ghosh, Chief executive officer- cardiovascular, Translumina Therapeutics Private Limited, stated:

"SPARX represents a significant milestone in our commitment to advancing evidence-based innovation in interventional cardiology. The trial is evaluating the Protégé™ Paclitaxel-Coated Balloon, which pairs a distinctive drug application method with our proprietary technology to help preserve drug integrity during delivery. Through SPARX, we aim to generate high-quality randomized clinical evidence that will help define the role of drug-coated balloons and the 'leave nothing behind' strategy in complex coronary artery disease, ultimately supporting physicians in delivering the best possible care for their patients."

The SPARX Global RCT is sponsored by Translumina Therapeutics Private Limited, India.

CTRI Number- CTRI/2026/04/109375

ClinicalTrials.gov ID - NCT07397845

For more information, visit integrismedtech.com.

As digitalization advances and AI applications become more widespread, the complexity and sophistication of cyber-attacks continue to grow. In response to this inevitable trend, LinkAxia Networks aims to address this challenge by offering the Zscaler Zero Trust Exchange platform™ to its partner network and their clients to deliver enhanced cybersecurity protection.

Across Malaysia's public sector and GLC landscape, many organisations are managing a growing mix of remote users, cloud and SaaS applications, sensitive data and increasingly sophisticated cyber threats. Traditional VPN and perimeter-based security models can create challenges such as slow and complex remote access, Internet traffic being backhauled to data centres, limited visibility over SaaS and AI usage, and increased risk of data leakage.

With this appointment, LinkAxia Networks brings Zscaler's Zero Trust capabilities to help organisations address these challenges. The platform enables secure access to private applications without exposing them to the internet, cloud-delivered security for internet and SaaS traffic, and stronger protection for sensitive data across web, cloud and AI applications. In January 2026, Zscaler announced a new data centre in Kuala Lumpur, strengthening local capacity, performance and resilience for customers in Malaysia. Together, these capabilities can help organisations, particularly NCII entities, address relevant areas of the National Cyber Security Baseline (NCSB), including Zero Trust architecture, access control, data protection and network security, as they strengthen cyber resilience within Malaysia's cybersecurity regulatory framework under the Cyber Security Act 2024 (Act 854).

"We are excited to partner with LinkAxia Networks as an authorized distributor of Zscaler's Zero Trust Exchange platform in Malaysia," said Anthony Torsiello, SVP, WW Partners and Alliances, at Zscaler. "As we continue to expand our presence in Malaysia, Zscaler's partnership with partners like LinkAxia Networks is crucial in ensuring our growing customer base has the support needed to strengthen their Zero Trust strategies."

"Malaysia advances towards its AI Nation aspirations, cybersecurity must evolve alongside the way people work and deliver public services. The introduction of Hybrid Workday (HBH) Policy across the civil service reflects a new way of working - one where users, applications and data need to be securely connected from anywhere, not just from within the traditional office perimeter," said Eugene Cheang, Business Director at LinkAxia Networks. "Our partnership with Zscaler brings proven Zero Trust capabilities to Malaysia's Public Sector and GLCs, enabling organisations to embrace this transformation with greater confidence while strengthening cyber resilience for the future."

Public sector organisations and GLCs that are reviewing VPN replacement, Internet and SaaS security, data protection, AI security or Zero Trust initiatives may contact their preferred technology partner or LinkAxia Networks via email at info@linkaxia.com to arrange an initial discussion.

For more information, visit www.linkaxia.com

Thirty years ago, the smart vehicle was presented as an art object beneath the Louvre Pyramid. Today, smart returns to Paris with the fully realised production smart #2.

Tong Xiangbei, Global CEO of smart, said: "The smart #2 is more than the return of a familiar silhouette; it is a demonstration of what our teams can achieve in the most demanding urban segment. Its World Premiere in Paris, followed by launches in Europe and China, opens an important new chapter for our global product family."

Kang Yi, Global CMO of smart, said: "The smart #2 expresses our core D.N.A. in a very pure way: Designed with Love, No Compromise on Safety, and Amazing Drives. It is small in footprint, but big in personality."

An Icon for a New Generation

Styled by the Mercedes-Benz Global Design Team, the smart #2 translates the character of smart's iconic two-seater into a contemporary new form, guided by its design philosophy of Love, Pure, Unexpected.

Clean proportions, short overhangs and its signature wheels-at-the-corners stance preserve the pure smart silhouette and maximise space. Unexpected details, including logo-inspired lighting and a contemporary interpretation of the iconic floating roof, reinterpret familiar smart cues.

Inside, bench-style seating and S-shaped cockpit make efficient use of the compact cabin, while carefully considered colours, materials and distinctive details bring warmth and individuality.

The Split Tailgate features an upper glass that opens independently in tight spaces, and a lower section that folds down as a loading platform or a 120-kg capacity seat.

smart #2 Couture Edition: Function becomes Fashion

As a surprise highlight, smart also unveiled the exclusive smart #2 Couture Edition, carrying the established "Function becomes Fashion" theme from concept to production.

Limited to 999 units in Europe and 999 units in China, the Couture Edition combines an Atelier White Matte exterior finish with a contrasting Platinum Gold roof, distinctive gold detailing and exclusive 16-inch Lyra rims. A numbered interior badge further underlines its limited-edition character.

Purpose-Built for Urban Mobility

Underpinning the smart #2 is the newly developed Electric Compact Architecture (ECA) platform, engineered specifically for smart's ultra-compact all-electric two-seater.

Measuring 2,746 mm in length, the smart #2 maximises usable space within its ultra-compact footprint. The ECA platform brings together intelligent packaging, a floor-mounted high-voltage battery, rear-wheel drive and advanced chassis technology.

Power comes from a rear-mounted 60 kW electric motor delivering 130 Nm of torque to the rear wheels.

For Europe, the smart #2 features a 35.8 kWh LFP battery, with a target combined WLTP range of 290 km. Supporting 65 kW DC fast charging, the smart #2 can charge from 10% to 80% state of charge within 20 minutes, while AC charging at up to 11 kW supports convenient everyday charging.

A curb-to-curb turning circle of just 6.95 metres makes navigating tight city streets and narrow parking spaces effortless.

The smart #2 features a five-link rear suspension, a first in its class, supporting confident and composed driving both in cities and on highways.

Central to the smart #2, the Tridion Cell Evo creates a robust protective structure around the passenger cabin without compromising the vehicle's compact dimensions. The vehicle also comes equipped with driver-assistance technologies including smart Pilot Assist and Adaptive Cruise Control (ACC) with Stop & Go and Highway Assist.

The smart #2 Begins Its Global Market Rollout

Following its World Premiere in Paris, early ordering for the smart #2 will begin in Europe and China, bringing smart's iconic two-seater to two of the brand's key markets.

For Europe, the smart #2 will initially be offered in three core trim lines — Pure, Pure+ and Premium — alongside the limited Couture Edition.

For China, the smart #2 will be unveiled in Premium and Couture Edition variants.

Market-specific line-ups, pricing, specifications, equipment and availability will be communicated locally.

During the third quarter, DPC Dash expanded its store network and broadened its product and marketing initiatives under its 4D strategy of Development, Delicious Pizza at Value, Delivery and Digital.

Under its "Go Deeper, Go Broader" strategy, the Company strengthened its presence in existing cities and extended its footprint into new markets. By September 30, 2026, DPC Dash operated 1,634 stores across 87 cities, including 908 stores in initial cities and 726 stores in new cities, representing a net addition of 84 stores and entry into 12 additional cities compared with the previous quarter. New cities continue to drive network expansion, accounting for approximately 44% of the total network.

Over the first nine months of 2026, the Company added 319 net new stores and entered 27 new cities.

As of September 30, DPC Dash had secured 100% of its full-year 2026 opening target of approximately 350 net new stores through stores already opened, under construction or signed, up from approximately 89% as of June 30.

In 3Q2026, DPC Dash achieved positive same-store transaction count growth ("SSTG"). Average transaction price ("ATP") continued to stabilize and recorded a modest sequential uptick compared with 2Q2026, supported by a series of marketing initiatives, against the backdrop of the gradual rationalization of third-party aggregator platform ("3PP") subsidies. Same-store sales growth ("SSSG") remained negative, mainly because ATP was lower than in 3Q2025, despite healthy year-on-year transaction count growth and signs of gradual ATP recovery.

As the Company continued to roll out delivery services, delivery transactions accounted for 30% of total transaction volumes in New City Markets in 3Q2026, up from 25% in 1H2026. Third-party aggregator platforms remained an important channel as the Company further expanded its delivery business in these markets.

The continued expansion of the Company's loyalty program supported its digital strategy and customer engagement, building a resilient proprietary platform ecosystem. As of September 30, 2026, total loyalty program members reached 45.2 million, compared with 32.9 million as of September 30, 2025. Over the past 12 months, approximately 19.9 million new customers placed their first orders through both the Company's own channels and third-party channels.

On product innovation, DPC Dash introduced the Durian Roast Chicken Pizza, pairing generous portions of durian flesh with tender roast chicken to offer consumers a new taste experience.

On festive and seasonal marketing, DPC Dash re-hit its core product, the Salted Egg Yolk Flavored Chicken Pizza, with a limited-edition Star & Moon design for the Mid-Autumn Festival. During Major Heat, a traditional Chinese calendar period associated with peak summer heat, the Company ran a tongue-in-cheek campaign, spotlighting seasonal potato pizza flavors to address summer dining demand.

To strengthen its value proposition, DPC Dash headlined the quarter with a RMB79 six-piece set comprising two 9-inch pizzas plus multiple sides and drinks, delivering standout value for money. The quarter's offers also included an affordable solo combo and the limited-time return of "Mega Week", a buy-one-get-one-free promotion on Signature and Classic Flavor pizzas.

To build emotional connections and encourage playful engagement, DPC Dash promoted its buy-one-get-one-free offers through social media content including "Favorite Brands and Flavors – You Have it All", "Second One On The House" and "Pizza Freedom". The "Finding Domino's Red & Blue" campaign invited customers to spot and share red-and-blue color pairings in everyday life, encouraging social media engagement and reinforcing Domino's brand image.

Beyond its product and marketing initiatives, DPC Dash continued to receive recognition for its focus on quality and consumer trust. The Company was named to Southern Metropolis Daily's 2026 Top100 High-Quality Consumer Brands list for the third consecutive year and was again named a Top10 High-Quality Consumer Brand. DPC Dash also received Jiemian News' 2026 Consumer Trust Award – Western Fast Food of the Year.

For the full figures, please refer to DPC Dash's Third Quarter 2026 Investor Fact Sheet ("Investor Fact Sheet") here.

For more information, please visit: www.dpcdash.com

For official company announcements, please visit: www.hkexnews.hk

This is the second Phase 2 study of MT027 to receive FDA clearance. MT027 was previously cleared by the FDA to proceed with a Phase 2 study in recurrent glioblastoma, and has been granted Orphan Drug Designation (ODD) and Fast Track Designation (FTD). With two FDA-cleared Phase 2 programs, T-MAXIMUM has established a dual-indication portfolio for universal CAR-T therapy covering both primary and metastatic intracranial solid tumors.

Brain Metastases: An Unanswered Clinical Question Despite Advances in Systemic Therapy

Brain metastases commonly arise in patients with lung cancer, breast cancer, melanoma, renal cell carcinoma, and colorectal cancer. International studies estimate that approximately 20% of cancer patients may develop brain metastases over the course of their disease, a proportion that can reach 20% to 40% among patients with advanced solid tumors.^[1][2] For patients, this means far more than an additional lesion on imaging: brain metastases may be accompanied by headaches, seizures, and cognitive and motor impairment, directly affecting daily life and subsequent treatment options.

This is a truly global clinical challenge. In 2022, there were nearly 20 million new cancer cases worldwide, including nearly 2.5 million new cases of lung cancer and approximately 2.3 million new cases of female breast cancer – the two leading primary tumor types giving rise to brain metastases.^[3] Asia accounts for roughly half of all new cancer cases globally;^[4] in the United States, an estimated 200,000 to 300,000 patients are newly diagnosed with brain metastases each year.^[2] This large patient population means brain metastasis is not a niche need, but a question that oncology worldwide must continue to answer.

Systemic therapies can help control disease throughout the body, but treatment of intracranial lesions often remains constrained by multiple factors, including the blood-brain barrier, tumor heterogeneity, and the need to preserve neurological function. This is especially true for patients who experience intracranial progression after prior therapy, for whom there remains a need for more treatment options that are validated intracranially while balancing safety and accessibility.

Consecutive Clinical Milestones Built on Long-Term Product and Translational Groundwork

MT027's recent series of regulatory milestones is no coincidence. It reflects an integrated capability across product, manufacturing, clinical development, and regulatory affairs built around intracranial solid tumors – one that is now advancing from early exploration toward more systematic clinical validation.

First, a foundation of clinical data. The company has accumulated sustained clinical experience in local delivery, repeat dosing, and safety monitoring for intracranial solid tumors. Years of clinical experience and data with MT027 have already led to two FDA-cleared Phase 2 programs. Data from an investigator-initiated trial (IIT) of MT026, a program built on the same platform, were published in Nature Communications in 2026: among 5 patients with recurrent high-grade glioma, 1 complete response and 3 partial responses were observed, for an objective response rate (ORR) of 80%, with no treatment-related Grade 3 or higher adverse events.

Early clinical data for MT027 in patients with refractory brain metastases from lung cancer were previously presented at the IASLC 2026 World Conference on Lung Cancer (WCLC 2026). Five heavily pretreated patients with no guideline-recommended subsequent treatment options completed treatment; among the 3 evaluable patients, 2 partial responses were observed. The safety profile was favorable, with no Grade 3 or higher adverse events and no graft-versus-host disease (GvHD). These rigorous exploratory clinical studies provide an important basis for the clinical translation of allogeneic, locally delivered CAR-T therapy in intracranial solid tumors.

Second, a well-defined manufacturing process. MT027 is manufactured using a fully non-viral gene-editing process – a generational departure from the industry's mainstream lentiviral vector approach – offering potential advantages in product safety, batch-to-batch consistency, and cost control. The manufacturing process was established and locked prior to entering Phase 2 clinical development.

Third, leadership measured not only by getting there first, but by advancing systematically. For an innovative cell therapy company, leadership in regulatory progress comes from coordinated advancement across product, manufacturing, clinical development, and regulatory strategy. MT027's consecutive entry into FDA-cleared Phase 2 clinical development demonstrates T-MAXIMUM's ability to translate its prior groundwork into a repeatable and scalable clinical development capability.

Management Commentary

"Receiving FDA clearance for two consecutive Phase 2 studies of MT027 marks a pivotal step built on our sustained work in intracranial solid tumors. From glioma to brain metastases, we have always let the data speak and put clinical value first. Going forward, we will continue to rigorously evaluate the product's safety and potential clinical value through well-designed clinical studies, steadily advancing product supply, clinical execution, and the generation of key data, as we explore new possibilities for patients who lack effective treatment options."

About MT027

MT027 is an investigational, B7-H3-targeted universal (allogeneic) CAR-T cell therapy developed by T-MAXIMUM using a fully non-viral gene-editing process and administered via local intracranial delivery. MT027 has received FDA Orphan Drug Designation and Fast Track Designation and is being evaluated in FDA-cleared Phase 2 studies in recurrent glioblastoma and in brain metastases from lung cancer and breast cancer.

Forward-Looking Statements

This press release contains forward-looking statements, including statements regarding the clinical development, potential therapeutic benefits, manufacturing advantages, and regulatory progress of MT027 and other product candidates. These statements are based on current expectations and are subject to risks and uncertainties, including those inherent in clinical development, regulatory review, and manufacturing, that could cause actual results to differ materially. Early clinical results from small numbers of patients may not be predictive of results in larger studies. MT027 is an investigational product, and its safety and efficacy have not been established. T-MAXIMUM undertakes no obligation to update any forward-looking statement, except as required by law.

References

Hong Kong International Lighting Fair (Autumn Edition)

Register for FREE buyer badge: https://tinyurl.com/4hfpupfe

Share your bright moments at the twin Autumn Lighting Fairs with #HKLIGHTINGFAIR and @HKTDCLIFESTYLE, and capture your shot at the AI immersive photo experience next to booth GH-D02, Hall of Connected Lighting.

Hong Kong International Lighting Fair (Autumn Edition) - HKCEC

A highlight zone of the Autumn Lighting Fair, the Hall of Connected Lighting makes a return this year with a line-up of some 70 leading global brands, including local brands Dimon and Viliya; Inventronics and TUYA from Chinese Mainland, as well as international names such as Viso Systems from Denmark; Casambi from Finland; and Signify from the Netherlands, etc. The zone will also feature global major industry alliances, including the Connectivity Standards Alliance, the DALI Alliance, the SILA-EMN Alliance and the Zhaga Consortium, alongside KNX, the global standard for smart building and home automation, which will make its debut at the fair.

Exhibitors will showcase an array of award-winning designs, design aesthetics and lighting solutions featured in landmark projects. Combined with diverse themed scenarios and immersive lighting installations, visitors will gain first-hand experience of the latest smart lighting products and solutions.

Leading lighting brand Signify will collaborate with the Mercedes-AMG PETRONAS F1 Team to present a racing simulator experience that extends the excitement of motorsport beyond the screen into a physical environment through innovative lighting technologies. Two professional racing simulators will allow visitors to experience the thrill of high-speed driving and sharp cornering in a highly immersive setting. Also, Philips Sky professional lighting solutions will be showcased, featuring the light formula, VitaUp and BioUp technologies. VitaUp uses low-dose UVB light to mimic natural sunlight and support natural vitamin D production, while BioUp adjusts lighting to the body's circadian rhythm, delivering a healthier and more comfortable indoor lighting experience.

Expanding the event's product scope, the Autumn Lighting Fair will launch the new LED Display Solution Zone to foster the development of a commercial LED display ecosystem. The zone will feature LED video walls, commercial displays, transparent and flexible LED panels, immersive audio-visual systems and integrated display solutions, covering applications ranging from retail environments and corporate presentations to exhibitions, virtual production and major commercial projects.

First-time exhibitor Ledman Hong Kong will present the QS Series IceScreen LED Display, which was deployed at the Milano Cortina 2026 Winter Olympic Games. Featuring large-scale 8K display technology, the solution delivers highly realistic and impactful visual experiences. The company will also introduce the LEDHUB Smart Conference Solution, which integrates large-format display, video conferencing and collaboration functions into a single platform. Winner of the 2025 TITAN Innovation Awards Gold Award, the solution has been adopted by leading institutions including The University of Hong Kong, the University of Warwick and Fudan University.

Another fair spotlight, the Hall of Aurora, will feature some 500 renowned brands, presenting lighting fixtures and products that blend creativity, design aesthetics, and superior craftsmanship. Exhibitors include local pioneers Prosperity Group and Profiled Group, major players from Chinese Mainland such as Eaglerise, FSL, LEEDARSON and OPPLE, as well as international brands like Lival from Finland, Cupower from Germany, and Beghelli from Italy.

Hong Kong exhibitor Sunricher will present the award-winning Desktop Wizard, a portable smart home controller that offers a flexible and space-saving alternative to conventional remote controls and fixed wall switches. Featuring modular buttons and multiple control modes, it delivers an intuitive, user-friendly experience tailored to diverse needs. The product has earned international recognition, including the Red Dot Design Award, iF Design Award and German Design Award.

Another highlighted zone, the Residential Lighting, will showcase an array of functional and decorative household lighting products. Chinese Mainland exhibitor Yndlux Lighting will display its self-developed 5272 modular linear light, combining a flexible modular design and intelligent controls to meet diverse lighting and interior design needs.

Other zones include:

• The Commercial Lighting zone will showcase a wide range of commercial lighting products designed to meet the diverse needs of buyers across various industries, addressing the distinct lighting needs of retail, office, and other commercial spaces;
• The LED Essentials zone will feature a diverse collection of lighting accessories and components;
• The LED Lighting zone will display a diverse range of LED light sources, including LED tube, panel light, bulb etc., providing the fundamentals for energy-efficient solutions;
• The Testing, Certification & Inspection zone with companies providing professional light quality testing and certification services;
• The Trade Service & Publications zone with companies offering market intelligence, industry publications, as well as business support services for the lighting industry.

• Bookmark favorite booths and products
• Instantly access detailed product information
• View interactive electronic floor plans
• Continue conversations with exhibitors after the fair

The seamless experience ensures a smoother, more connected sourcing journey—before, during, and after the fair.
Fair websites Hong Kong International Lighting Fair (Autumn Edition): hktdc.com/event/hklightingfairae/en

Hong Kong International Outdoor and Tech Light Expo:

hktdc.com/event/hkotlexpo/en

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

Fischer Malaysia members at the office

Singapore's rapid growth and dense urban environment leave individuals and businesses with chronically limited space. Self-storage has become essential infrastructure—enabling homeowners to optimize living space, helping small businesses scale without expensive warehouse leases, and supporting the broader economy by decoupling growth from real estate constraints. Yet accessing storage facilities has remained fragmented and inefficient, with no centralized way to compare options.

The platform consolidates verified data from 750+ self-storage and valet-storage facilities operated by 100+ independent storage companies across 20+ markets, including Singapore, Vietnam, Thailand, Japan, South Korea, and Indonesia. Renters can compare facility pricing, available unit sizes, amenities, and location across operators in their chosen market.

How it works:

For Renters: Browse and compare facilities by price, size, and location. Facilities are ranked using verified Google reviews. Free to use, zero booking fees. For Operators: Claim your listing at no cost. Receive 3 qualified customer leads at launch—no commission, no subscription required.

Verification: Facility data is sourced directly from operator submissions and verified against publicly available information. Google review rankings are pulled from each facility's verified Google Business Profile.

"The self-storage market in Asia has historically been fragmented—renters have had to manually visit dozens of operator websites to compare options," said Lorenz Wagener, Creator and Managing Director of asia.storage. "We're building the infrastructure this market should have had years ago."

"From an operator's perspective, customer acquisition is scattered across multiple channels," added Lien Nguyen, General Manager of KingKho Hanoi, who manages listings and new facility onboarding for asia.storage. "asia.storage centralizes that funnel. Renters get transparent choice, and we get qualified leads."

The platform is live and open for operator registrations at asia.storage.

https://asia.storage

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.

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

Learn more at https://www.chamet.com/,

and https://www.hkfuliao.com/.

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

Desmond Kuek, Executive Director and CEO of Temasek Trust, and Paschal Donohoe, Managing Director and Chief Knowledge Officer of the World Bank Group, at the MoU signing for a strategic partnership between Temasek Trust and the World Bank Group to advance shared development priorities.

• Convening and knowledge exchange: Bringing together governments, development institutions, businesses, philanthropies, and other partners to deepen collaboration, learning, and partnership development around shared priorities. This includes mutual participation in platforms such as the World Bank Group Philanthropy Forum and the Philanthropy Asia Summit; engaging senior leaders in high-level dialogues; and facilitating dedicated exchanges on World Bank Group missions, including Mission 300 and Water Forward, as well as approaches to co-funding, building coalitions, and developing country compacts.
• Shared knowledge and insights: Connecting philanthropic partners more effectively with World Bank Group platforms, expertise, programmatic support, and institutional knowledge. The collaboration may also facilitate country-level engagement by providing insights into local development challenges, innovations, and opportunities, together with guidance and connections to relevant stakeholders, knowledge, and partnerships. By building shared knowledge and a repository of effective solutions, the parties aim to help translate promising pilots into replicable and scalable models that can advance impact outcomes.
• Coordinating partners and capital towards shared priorities: Identifying capital mobilisation approaches to support larger, more coordinated, mission-aligned partnerships. Temasek Trust and the World Bank Group will also assess how their respective philanthropic networks and partners can be better aligned around common interests, while sharing knowledge on models for deploying and aggregating capital to support development solutions. Any specific financing arrangements or projects would be considered separately and remain subject to each party's mandates, policies, procedures, resources, and approvals.

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

For more information, visit www.temasektrust.org.sg.

The launch of the V-bridge platform. Photo: MST

The event was organised by the Digital Technology and AI Authority under the Ministry of Science and Technology (MST) in collaboration with Vietnam-Australia Scholars and Experts Association (VASEA).

The forum brought together numerous representatives from regulatory bodies, research institutes, universities, and leading technology enterprises from both nations.

In his opening remarks at the forum, Nguyen Khac Lich, general director of the authority, stated, “The organisation of this forum marks a shift from the signing of cooperation agreements to the implementation of concrete activities, focusing on digital technology, AI, semiconductors, and innovation.”

He added that technology cooperation requires the participation of enterprises, research institutes, universities, and experts, alongside investment and market partners. The event provided a platform for these parties to directly discuss needs, showcase capabilities, and identify suitable partners.

Addressing the forum, Deputy Minister of Science and Technology Le Xuan Dinh said that Vietnam identifies science, technology, innovation, and digital transformation as key drivers for enhancing productivity, growth quality, and national competitiveness. In this context, international cooperation plays a pivotal role in enabling enterprises and research and educational institutions to access new knowledge, develop high-quality workers, and strengthen domestic technological capabilities.

Deputy Minister of Science and Technology Le Xuan Dinh. Photo: MST

He explained, "What cannot be measured cannot be improved, nor can it generate new results." To ensure the cooperation yields practical and sustainable outcomes, he proposed that both sides focus on four key areas: project selection based on practical realities; link research and development with human resource training; maximising the effectiveness of the V-Bridge platform; and organising implementation with clear responsibilities and transparent evaluation milestones.

Elaborating on the direction of cooperation, Professor Nghiem Duc Long, president of VASEA, suggested that following the upgrade to a Comprehensive Strategic Partnership, the bilateral relationship needs to shift from a model of traditional cooperation to one of comprehensive integration.

He said, “Integration signifies the unhindered flow of knowledge, talent, and resources between the two countries, alongside the co-creation of new technologies. Prime examples of this effort include the AI-powered Vietnamese language learning platform VietNest and the launch of the V-Bridge technology connector, designed to put the 'triple helix' collaboration model into practice.”

Renee Deschamps, chargé d'affaires of the Australian Embassy in Vietnam, praised the potential of Vietnam's digital economy.

Renee Deschamps, chargé d'affaires of the Australian Embassy in Vietnam. Photo: MST

"Australia regards the digital economy, AI, and semiconductors as top priorities under its Southeast Asia Economic Strategy to 2040," she said. "We are committed to partnering with Vietnam to build robust digital infrastructure and secure cybersecurity, while unlocking opportunities for deep integration between Australian innovative enterprises and the Vietnamese market."

At the forum, the V-bridge platform was launched to support connections between businesses and organisations within the Vietnam-Australia technology ecosystem.

Photo: Mai Huong

In his opening remarks, Nguyen Manh Quyen, Chairman of Hung Yen People’s Committee, noted, “Implementing the policy of the Party Central Committee and Resolution No.202 of the National Assembly on the reorganisation of provincial-level administrative units, the entire natural area and population of the former Hung Yen and Thai Binh provinces have been merged into a new administrative unit named Hung Yen province.”

According to Chairman Quyen, this is a strategic decision by the central government that optimises national resources while creating an integrated development space connecting inland areas with the sea, shaping a new growth pole with significant potential in northern Vietnam.

Following the merger, Hung Yen has a natural area of 2,638 square kilometres, a marine area of approximately 487 sq.km and 104 commune-level administrative units.

With its expanded development space, the adjusted master plan establishes orientations for reorganising economic areas, connecting infrastructure and promoting complementary roles among the northern, central and coastal areas.

Hung Yen has identified rapid and sustainable development as its overarching objective, with modern industry as the main driver, civilised urban development at the centre and sustainable marine economic development as a key pillar.

Science and technology, innovation, digital transformation, green growth and the circular economy are cross-cutting priorities.

By 2030, the province aims to become a dynamic economy achieving double-digit growth, with a modern industrial base, civilised urban areas, a developed marine economy, synchronised infrastructure, and improved living standards.

Hung Yen targets average annual regional GDP growth of 10-11 per cent during 2026-2030, striving to exceed 11 per cent. Regional GDP per person is expected to approach $8,000 by 2030, while regional GDP at current prices is projected to surpass $27.4 billion.

By 2030, the economic structure is expected to comprise agriculture, forestry, and fisheries at 8 per cent; industry and construction at 60 per cent; services at 27.5 per cent; and taxes on products less subsidies at 4.5 per cent.

To achieve these objectives, the master plan organises the province's development space around three economic zones, two development corridors, and seven development axes.

Photo: Mai Huong

Accordingly, the northern growth-driving zone, identified as a gateway to the Hanoi region, will focus on industry, urban development, services and high-tech logistics, capitalising on its connectivity with Hanoi, Bac Ninh, and Haiphong.

The central zone will serve as the province’s administrative, political, cultural, and educational centre, with integrated development of urban areas, services, clean industries, trade, and logistics. Pho Hien urban area is oriented towards becoming a regional centre for administration, culture, education, and services.

The coastal zone is designated as a new strategic growth area, focusing on an integrated marine economy, the energy industry, processing and manufacturing, seaport logistics, coastal urban development and services, as well as ecological and resort tourism.

The two development corridors comprise the Red River ecological, economic and cultural corridor and the industrial, urban and service corridor associated with the expressway network and major transport routes.

The seven development axes are intended to strengthen connectivity within the province and links with Hanoi and other localities across the Red River Delta.

Regarding the urban system, the master plan envisages developing 18 urban areas during 2026-2030, comprising four Grade II urban areas and 14 Grade III urban areas, towards the goal of becoming a centrally governed city by 2030.

After 2030, the province plans to establish nine urban development areas associated with the ‘HungYen30’ 30-minute city model.

With a vision to 2035, Hung Yen aims to become a modern industrial locality meeting Grade I urban criteria. By 2045, it seeks to become a smart, ecological city directly under central government administration, with modern industry and a strongly developed marine economy.

By 2050, the province aims to develop a modern, digitalised and circular economy, moving towards net-zero emissions.

Prime Minister Le Minh Hung. Photo: Mai Huong

Addressing the conference, Prime Minister Le Minh Hung described the event as significant in opening up new development directions and creating fresh momentum for Hung Yen.

"Planning must do more than organise spatial development and allocate resources. It must create growth drivers, guide investment, and pave the way for sustainable development. Good planning is a necessary condition, but effective implementation is the decisive factor," the PM said.

He outlined four development principles: leveraging the province's geoeconomic position and strengthening regional connectivity; organising integrated, multi-centred, and multipolar development space; shifting from a management-oriented mindset to one focused on public service and development facilitation; and placing people at the centre, with culture as the foundation, while ensuring balanced economic, social, and environmental development.

Regarding spatial organisation, PM Hung stated, “Developing three economic zones, two development corridors and strategic development axes does not mean investing equally or distributing resources evenly. Instead, investment must be based on the comparative advantages and functions of each area, focusing on drivers with significant spillover effects.”

The PM also called on central ministries and agencies to coordinate with and support the province in addressing difficulties during implementation. He stated that the government would continue to work alongside local authorities and the business community to improve institutions, enhance the investment and business environment, and mobilise and use development resources effectively.

Chairman Quyen declared that the master plan would only be meaningful if its strategic objectives and vision were translated into tangible infrastructure, projects and substantive growth results.

“The province pledged to build a development-oriented government, take decisive action and work alongside investors to establish a transparent, secure and favourable investment and business environment,” he said.

Hung Yen expands space to attract a new wave of industrial investment Industrial production in Hung Yen rose 15.4 per cent in the first seven months of 2026, prompting the province to expand its industrial parks and clusters and develop new industrial space to meet growing demand.

Hung Yen accelerates infrastructure development Hung Yen is accelerating investment in transport and industry, completing key connectivity routes, expanding production resources, and strengthening new investment flows.

Foreign direct investment expands across Hung Yen industrial zones Manufacturing enterprises from Northeast Asia increased direct foreign investment into northern Vietnam's Hung Yen province to leverage regional industrial infrastructure developments.

Hung Yen’s regional GDP beats expectations Hung Yen’s regional GDP grew 11.2 per cent in the first nine months of 2026, exceeding the 11.1 per cent growth scenario, with industry remaining the key growth driver, supported by construction and investment.

Announced on October 12, the product streamlines preparation into two steps: coating the ingredients and placing them in the air fryer. Users no longer need to mix the base with water or eggs, or prepare a separate layer of breadcrumbs.

Each 40g packet is portioned for about eight chicken mid-wings, roughly 250g of meat per batch. Whether preparing chicken, fish, or meat for a family meal, users can use the entire packet without weighing ingredients.

Preparation takes only about five minutes. This is especially convenient on days when consumers arrive home hungry but lack the energy to decide what to cook for dinner. They just need to grab ingredients from the fridge, coat them, and pop them in the air fryer. The fried dish is ready to cook.

Air fryers already make frying more convenient. With MAGGI’s simplified coating process, it becomes significantly easier to add a fried chicken, fish, or meat dish to the meal.

Fewer steps do not mean compromising on appeal. The coating remains crucial for creating the perfect outer layer of any fried dish.

MAGGI’s air fryer coating mix combines breadcrumbs, cereal, and cheese powder to create a crispy crunch while keeping the meat inside tender and delicious.

This allows everyday kitchen staples such as chicken breast, boneless chicken thighs, pork belly, basa fish, or snakehead fish to be transformed into appetising fried dishes without the need for complex recipes.

The product comes in two flavours, catering to a wide range of tastes and preferences. The traditional flavour offers a familiar taste that pairs easily with meat and fish dishes, while the rich, savoury cheese flavour provides a new experience for fried dishes.

Simply by switching the flavour of the coating mix, familiar ingredients like chicken or fish can be transformed into a different dish without requiring significant changes to the cooking process.

The product has earned the trust of leading air fryer brands such as Tefal, Lock&Lock, and Philips, offering more options for consumers who enjoy this cooking method.

With two flavour choices and convenient usage, the product enables customers to flexibly adjust menu and make a quick, hassle-free meal on busy days.

Nestlé Vietnam launches meaningful campaign for consumers to welcome Lunar New Year As Lunar New Year is around the corner, Nestlé has kicked off its Trao dieu lanh, Don loc xanh campaign (Giving blessings, welcoming green buds) to inspire the community to do good things to protect the environment.

MAGGI supports Vietnamese cuisine 'The glory of Vietnamese culinary culture' festival took place October 20-22 at the Independence Palace in Ho Chi Minh City. The three-day festival was co-organised by the Ho Chi Minh City Tourism Association, the Saigon Chef’s Guild, and the Vietnam Culinary Conservation, the Research and Development Centre.

Nestlé and Maggi campaign goes from strength to strength A campaign by Vietnam Women's Union, Nestlé Vietnam and the MAGGI brand aims to diversify opportunities to create sustainable livelihoods for women and contribute to women's empowerment.

Among Southeast Asian financial centres, Ho Chi Minh City ranks behind Singapore and Kuala Lumpur but ahead of Bangkok, Jakarta, and Manila. In the fintech category, the city trails Singapore, Kuala Lumpur, and Bangkok while ranking ahead of Jakarta and Manila.

However, according to the Strategy and General Affairs Department (SGAD) of Vietnam's International Financial Centre in Ho Chi Minh City (VIFC-HCMC), the GFCI reflects emerging momentum and growing international recognition, rather than proof that the city has become a fully-fledged financial centre.

The report lists only the top 15 centres in each pillar, and Ho Chi Minh City does not feature in any of these lists. The city is also absent from the top 15 in all eight industry-specific sub-indices. Its scores and rankings by pillar are available through FS Clubroom, a members-only platform.

“The 17-place jump appears to reflect momentum in the financial sector and growing recognition. The main constraint lies in the business environment pillar, particularly the credibility of anti-money laundering efforts,” the department’s report said.

Among the five competitiveness pillars assessed, financial sector development has been identified by the SGAD of VIFC-HCMC as one of the key catalysts for Ho Chi Minh City’s standing.

A notable new development is FTSE Russell’s upgrade of Vietnam from frontier market to secondary emerging market status, effective from September 21, Vietnam becomes the 24th country in the FTSE Emerging Index, with stocks to be included in phases extending into 2027.

Meanwhile, the market data used in GFCI 40 was updated only to July. As a result, the impact of the market upgrade is not reflected in this edition and may become more evident in subsequent assessments.

Fintech also recorded an improvement, with Ho Chi Minh City climbing 12 places to 71^st. The depth of financial products is beginning to broaden, with VIFC-HCMC and Vietjet announcing the Asia-Pacific Aviation Finance Centre, while the Law on Digital Technology Industry, which took effect in January 2026, provides a regulatory framework for the digital asset sector.

However, alongside these new drivers of financial sector development, analysis by SGAD also highlights fundamental areas that require further improvement to strengthen the city’s competitiveness.

The business environment has been identified as the main issue. In terms of the legal framework, Resolution No.222/2025/QH15 and Decree No.323/2025, provide the foundation for the VIFC. VIFC-HCMC was launched on February 11, and remains at an early stage of development. The decree provides for a review of VIFC’s operations after five years, with the possibility of restructuring, indicating that the model is still evolving.

Another issue directly affecting the competitiveness of a financial centre is anti-money laundering. Vietnam was placed on the Financial Action Task Force’s (FATF) list of jurisdictions under increased monitoring in June 2023 and remained on the list following the plenary meeting on June 19, 2026.

On taxation, the GFCI highlights that clarity and stability are often more important than low tax rates. As the Organisation for Economic Co-operation and Development’s global minimum tax narrows the traditional tax advantages available to investors, this is an important consideration in designing incentive policies for VIFC-HCMC.

In the human capital pillar, SGAD considers Vietnam to have a solid foundation, but insufficient depth. According to the 2025 Global Innovation Index, Vietnam ranked 44^th out of 139 economies, placing 50th for innovation inputs and 37^th for innovation outputs. In English proficiency, Vietnam scored 500 in the 2025 EF English Proficiency Index, ranking 64^th out of 123 countries and regions, while Ho Chi Minh City scored 508.

The GFCI identifies specialist talent, fast-track visa procedures and English proficiency as factors that differentiate financial centres. However, the current analysis has not identified city-specific data on the size of Ho Chi Minh City’s financial professional workforce. This is an important data gap to note.

In terms of infrastructure, the SGAD considers Ho Chi Minh City to be in the process of catching up, with the benefits of many major projects expected to become more evident mainly during 2028–2030.

Digital infrastructure is also particularly important, as it is the top policy priority identified in the GFCI survey. VIFC-HCMC has announced a $2 billion cooperation agreement with G42 to develop smart urban data infrastructure. However, the analysis notes that this remains an announced cooperation agreement rather than operational capacity already in place.

Another positive signal is that Ho Chi Minh City received 34 mentions as a centre expected to become more important over the next two to three years, ranking 11^th among the 15 centres listed by the GFCI.

According to the SGAD, several milestones warrant continued monitoring, including the FATF plenary meeting in October 2026; capital flows under the phased inclusion of Vietnamese stocks in FTSE indices; the number of members and operating licences issued by VIFC-HCMC; the opening of Long Thanh International Airport and connecting metro lines; and reforms to visa procedures and efforts to attract international talent.

Over the longer term, the GFCI identifies investment in digital infrastructure, attracting FinTech and digital asset businesses, strengthening anti-money laundering and financial crime prevention frameworks, and deepening capital markets as key policy priorities for the next five years.

Photo: Le Toan

VIFC-HCMC and ACCA prioritise global-standard finance talent The development of an international financial centre is placing greater emphasis on finance professionals equipped to meet global standards, as the Vietnam International Financial Centre in Ho Chi Minh City moves towards full operation and deeper engagement with international capital

VIFC-HCMC facilitates $325 million in international capital for Vietnam’s education development A prominent private education provider has partnered with leading international banking group Standard Chartered to mobilise up to $325 million for major education development projects in Vietnam, channelled through the Vietnam International Financial Centre in Ho Chi Minh City.

The latest ranking reflects KH EMBA's continued excellence across key performance indicators, including career progression, alumni outcomes, international student body, and the strength of its global network. The achievement reinforces the program's unique position at the intersection of East and West, equipping senior executives with the strategic insight and leadership capabilities required to navigate an increasingly complex global business environment.

The ranking also underscores the exceptional strength of the KH EMBA alumni community. RankedNo. 1 globally in the Alumni Network category, the program continues to cultivate a powerful international community of senior executives, entrepreneurs and industry leaders. Spanning geographies and sectors, this lifelong network facilitates business opportunities, strategic partnerships, professional exchange and career advancement.

Further validating the program's transformative career impact, KH EMBA graduates reported an average "Salary Today" of USD 607,684 (over HKD 4.7 million) and an average 69% salary increase following graduation. The program also achieved an outstanding overall satisfaction score of 9.73 out of 10, reflecting alumni confidence in the quality of the learning experience, the achievement of career goals and the enduring value of the global KH EMBA network.

Prof. Frederik ANSEEL, Dean of HKUST Business School, said, "Thirteen No. 1 rankings over nearly two decades demonstrate the consistency with which this program has delivered value to senior executives around the world. Our participants are accomplished leaders, and the depth of experience they bring to the classroom is a defining part of the learning journey. They engage with world-class faculty who challenge conventional thinking, translate cutting-edge research into practical insights, and help them navigate the complex decisions they face as leaders. Equally important are the lifelong connections formed through the program, extending into a global alumni community where members continue to mentor, support and learn from one another long after graduation."

Prof. Francesca CORNELLI, Dean of Kellogg School of Management, noted, "For more than two decades, Kellogg School of Management and HKUST Business School have fostered a close and fruitful partnership, bringing together outstanding faculty from around the world to deliver a world-class global management education. We will continue to deepen our collaboration to nurture forward-looking and responsible leaders who create long-term value for Hong Kong, Asia, and the global community."

The Financial Times ranking evaluates the world's leading EMBA programmes through a rigorous assessment framework covering alumni career outcomes, faculty research excellence, diversity, international exposure, and other key indicators of programme quality and institutional impact. The KH EMBA's position at the top of the global ranking reflects its longstanding commitment to academic excellence, transformative leadership development, outstanding career outcomes, and the cultivation of a truly global network of senior executives.

The full FT Executive MBA Ranking 2026 is available at: https://rankings.ft.com/rankings/3048/emba-2026

According to the Non-local Higher and Professional Education (Regulation) Ordinance, the Kellogg-HKUST EMBA program is an exempted course. It is a matter of discretion for individual employers to recognize any qualification to which this course may lead.

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

What does the Thanh Giong Cup mean to you and to Vietnam's international business community?

I was deeply inspired by the story of Thanh Giong because, at its core, it is a story about growth. A young boy grows into a giant to take on the challenges facing his country. But what makes the story particularly meaningful is that he does not grow on his own. The villagers feed and support him, and after victory, he simply rides away without waiting for a reward.

I believe there are three important lessons for business leaders. The first is ambition. Just as Vietnam has set ambitious growth targets, businesses need bold aspirations, supported by agility and the courage to act.

The second is building the right foundations. Agility without capability is just noise. Leaders must invest in people, technology, and innovation, including AI, to build the capabilities needed for long-term competitiveness.

The third is growth that benefits others. Just as the villagers helped Thanh Giong grow, large companies have a responsibility to strengthen the surrounding ecosystems, including suppliers, farmers, and small and medium-sized enterprises (SMEs).

This is particularly relevant to foreign-invested enterprises. Vietnam’s Resolution No.10-NQ/TW reinforces the importance of improving the quality and effectiveness of foreign direct investment (FDI), including its contribution to domestic businesses and the wider economy. The role of FDI is not simply to bring capital into the country, but also to transfer knowledge, develop talent, and build capabilities that remain in Vietnam and serve Vietnam’s long-term development.

For Nestlé, this philosophy is reflected in our nearly three decades of investment in the country. Since establishing our presence in Vietnam in 1995, we have invested nearly $904 million, developed four factories and two distribution centres, and created more than 2,300 direct jobs. Our contribution also extends through our network of suppliers, distributors, and farming communities. Ultimately, the measure of success is how much a business grows along with how much value it creates for the country in which it operates.

Through the NESCAFÉ Plan, Nestlé Vietnam has supported more than 23,000 farming households in the Central Highlands in adopting regenerative agriculture, improving incomes while ensuring a stable and traceable coffee supply. Photo: Nestlé Vietnam

How have you applied the Thanh Giong spirit of rapid, strong, and resilient growth in leading Nestlé Vietnam?

For me, it starts with the concept of Creating Shared Value. The idea is simple: when a business succeeds, the surrounding stakeholders should benefit as well. Over the past 30 years, Nestlé Vietnam has worked with farmers, suppliers, and SMEs to ensure that our growth creates wider economic and social value.

Our coffee value chain is a good example. Through the NESCAFÉ Plan, launched in Vietnam in 2011, we have supported more than 23,000 farming households and distributed over 100 million high-yielding, disease-resistant, and climate-resilient coffee plantlets to farmers. Our programmes provide technical assistance in sustainable farming and coffee replanting, helping farmers improve productivity, coffee quality, and livelihoods while contributing to a more resilient supply chain. Across the Central Highlands, our agricultural support activities have reached more than 492,000 farmer participations over time.

My leadership philosophy is to be purpose-led, people-focused, and performance-driven. Purpose gives us direction, people make transformation possible, and performance ensures that our efforts deliver measurable results. These principles are complementary, not competing priorities.

Between 2021 and 2025, Nestlé Vietnam’s revenue nearly doubled over five years. During the same period, our total investment rose from approximately $729 million to $904 million. These results reflect our commitment to building a business that can grow competitively while investing in people, strengthening local supply chains, and creating value for the communities in which we operate.

Nestlé offers hundreds of career opportunities to students annually through its management trainee and Nesternship programmes. Photo: Nestlé Vietnam

What drove Nestlé Vietnam’s near-doubling of revenue during the period from 2021 to 2025?

There were three key drivers. First, we chose to invest when many businesses were cutting back during the COVID-19 pandemic. Over the past five years, we have invested around $500 million in capital expenditure, including expanding our coffee manufacturing capacity. This decision strengthened our production capabilities and enabled us to respond to growing demand. Our coffee exports have more than tripled over the past four years.

Second, we focused on regenerative agriculture to secure a reliable supply of high-quality coffee over the long term. By working directly with farmers to improve cultivation practices and use resources more efficiently, we are helping to strengthen both the quality of our raw materials and the resilience of the agricultural communities that supply them. For us, sustainability begins well before production starts in the factory.

Third, we expanded our export markets to 44 countries, including demanding markets such as the EU, the United States, Japan, South Korea, and Australia. Vietnam is increasingly becoming an important regional manufacturing and supply hub for Nestlé, particularly in coffee and food products. Our strategy is to increase the value generated here in Vietnam, rather than simply exporting raw materials.

The results demonstrate the impact of this approach. Revenue grew by nearly 95 per cent between 2021 and 2025, while our investment commitments continued to increase. In 2025 alone, revenue rose by more than 40 per cent on-year. This growth was achieved despite challenges such as supply chain disruptions and rising input costs, particularly for coffee.

The lesson is that resilience comes from investing ahead of demand, continuously upgrading capabilities, and connecting local production to global markets. Growth becomes more sustainable when it is supported by strong domestic supply chains and long-term partnerships.

Photo: Nestlé Vietnam

How can foreign investment support Vietnam’s double-digit growth ambitions while advancing sustainability?

It is a myth that sustainability and growth do not go together. In my view, they complement each other. Sustainability can improve efficiency, reduce costs, and strengthen long-term competitiveness. Sustainable development often begins with operational excellence. By optimising the use of water, energy, and raw materials while minimising waste, companies can improve resource efficiency and build more resilient operations. Far from being merely a compliance requirement, sustainability serves as a strategic lever to reduce costs, enhance productivity, and mitigate long-term business risks.

The second contribution FDI can make is to develop talent and strengthen the business ecosystem. Foreign-invested enterprises can work with one another as well as with Vietnamese SMEs to help them improve their technology, management practices, productivity, and ability to meet international standards. This is how investment can generate benefits beyond the operations of an individual company.

At Nestlé Vietnam, our sustainability strategy extends across the value chain. We work with farmers to promote regenerative agriculture and invest in manufacturing capabilities. As a co-founder of the Packaging Recycling Organization Vietnam, Nestlé Vietnam also supports collective efforts to develop a more circular packaging economy. These initiatives are part of a broader ambition to contribute to a regenerative food system and the Nestlé Group’s net-zero emissions target by 2050.

Finally, FDI brings capital, expertise, technology, and access to international markets. When these strengths are combined with local knowledge and Vietnamese enterprises, they can help domestic suppliers move up the value chain, improve productivity, and participate more deeply in global supply chains.

Vietnam’s growth ambitions and sustainability goals should therefore be pursued together. For foreign-invested enterprises, the opportunity is not merely to expand their own businesses, but to help build a stronger, more innovative, and more sustainable economy. That is the kind of growth that creates lasting value for Vietnam.

For Goswami, the past offers a foundation, not a blueprint for the future.

That idea runs through her approach to transformation. Growth is not simply about adding technology, launching more products or following what other banks are doing. It starts with purpose, sharp choices about where to compete, and an understanding of what customers now value. Technology, culture and governance then have to work together to deliver it.

Across the conversation, three ideas recur: purpose, relevance, and trust.

Richa Goswami, member of the Board of Directors at Eximbank, sees purpose, relevance and trust as central to the bank’s next chapter. Photo: Eximbank

Rediscovering purpose, not reinventing it

Goswami sees a clue to Eximbank’s future in the bank’s own beginnings.

Established as the Export-Import Bank to serve Vietnam’s importers, exporters and businesses as the country entered a new era of growth, Eximbank was built around a practical purpose. Goswami points to stories of employees staying up late, answering phones, sending faxes and doing whatever it took to support customers.

To her, that was customer-centricity before the term entered the management lexicon. The opportunity now is not to recreate those old ways of working, but to recover the intent behind them.

“What pulls me most toward this moment is Eximbank’s own history,” she said. “That is customer-centricity. That’s the DNA this bank was actually built on.”

Purpose, in this sense, is more than a brand statement. It provides continuity through change: a way to decide what should remain constant even as products, technology, operating models and customer expectations evolve.

Eximbank’s original customers were businesses participating in Vietnam’s growth story. Today, the context, technology and expectations are different. But the underlying question remains: how can the bank be genuinely useful to the people and businesses it exists to serve?

For Goswami, that is where the next phase begins. Eximbank’s original customer-first spirit is not something to recreate, but to reinterpret for a new generation.

Relevance has to be earned again

History, however, is not a strategy. What worked in the past does not stay relevant simply because it once worked well.

“The truth is our customers have changed,” she said

The observation is simple; the implications are not. Banks have traditionally built products and then found ways to sell them. Goswami argues for reversing that order: understand how customers live, where friction sits in their financial lives, what they value and what they now consider normal - then decide what the bank should build. As she puts it: “People don’t pay for products, they pay for experiences.”

That shift matters particularly in Vietnam, where a large younger generation expects services to be personalised, relevant and immediate. Goswami sees an opportunity for a fast-growing market to learn from digital disruptors elsewhere and leapfrog rather than follow the same path step by step.

Her broader experience has also reinforced a practical instinct: treat constraints as a source of focus, challenges as opportunities, and transformation as a discipline of choosing what matters most.

For Eximbank, that means translating customer insight into a small number of choices the organisation can execute exceptionally well. Relevance is not created by trying to be everything to everyone. Goswami argues for what she calls “ruthless prioritisation”: know which customers you want to serve, identify the experiences that matter most to them, and focus execution on the few priorities that can genuinely move the needle.

“In life, less is more,” she said.

It is depth over breadth: solve meaningful pain points, create genuine reasons for customers to choose the bank and resist confusing activity with progress.

Trust is earned through experience, not messaging.

If purpose explains why an institution matters and relevance determines whether it continues to matter, trust determines whether the relationship can endure. In banking, Goswami sees trust as particularly personal - and ultimately more valuable than any single financial metric.

Money is not an abstract product. It represents work, sacrifice, plans and responsibilities. When customers place it with a financial institution, they are entrusting that institution with something deeply connected to their lives.

For Goswami, customer trust begins with a simple test: do people feel listened to, understood and confident that the bank will act on what matters to them? In her view, financial ratios may matter to bankers, but customer trust is the asset that makes a relationship sustainable.

That trust is accumulated through repeated experiences: whether everyday banking works, whether the bank listens and responds, whether customers feel understood at important moments, and whether the institution creates value rather than simply selling another product.

That is why she rejects the idea that customer experience is merely a layer of service or communication around a product-led organisation.

Her framing is more human: banking is a personal business, and institutions have to treat people with empathy, care and respect. That changes how transformation should be judged.

Some interactions should become almost effortless. Goswami recalls seeing account opening at a traditional bank take weeks while digital challengers could complete it in minutes. Fixing that kind of friction is not simply a technology project: it can require changes across operations, compliance, risk and legacy systems. The point is not digitalisation for its own sake, but making everyday banking fast, secure and dependable.

Other moments demand something different. Goswami recalls how recently widowed customers sometimes contacted a bank with little understanding of their finances. In those moments, the right response was not simply a more efficient process, but people trained to listen with empathy before moving to financial solutions. Technology can remove friction; human judgement and care still matter when life becomes complicated.

The choice, then, is not digital versus human. It is about using each where it creates the right experience for the customer.

Technology should follow strategy

This is why Goswami is wary of equating transformation with technology. AI, digital platforms and new capabilities create enormous possibilities. But buying technology before deciding which customer problem to solve risks turning transformation into a race for novelty.

“Technology is an enabler, not the starting point. The tail can’t wag the dog,” she said.

The starting point is strategy. On this, Goswami is direct: transformation only creates value when the strategy starts with the customer, identifies the problems worth solving and makes clear choices about where the bank intends to differentiate.

Richa Goswami believes transformation should start with strategy and customer needs, with technology serving as an enabler. Photo: Eximbank

Governance creates discipline. Technology adds speed and capability. Execution turns choices into outcomes. But discipline cannot compensate for choosing the wrong target. As Goswami argues, everything else creates value only after the organisation is clear about what it is trying to solve for the customer.

The same logic applies to data. Banks hold vast amounts of customer information. The more important question, Goswami argues, is what value customers receive in return.

Personal financial management tools offer one example. When data helps customers understand their spending, saving or financial behaviour and make better decisions, information becomes useful. That can build a stronger relationship than one based only on rates or promotions.

Transformation starts inside the bank, too

There is another side to customer trust that customers may never see. An organisation’s ability to deliver externally depends heavily on the environment it creates for its own people.

A transformation strategy can look compelling on paper and still fail if employees are not supported, empowered or equipped to execute it. Culture, in that sense, is not a soft issue; it is an execution issue.

Goswami’s point is practical: employees need the confidence and support to act in the customer’s interest. Small acts of judgement and empathy can create disproportionate customer delight when people are trusted to make them.

At board level, that means keeping strategy anchored in customer outcomes, staying connected to the customer and employee reality behind management reports, and ensuring that technology and investment choices serve the strategy rather than drive it.

The principle is simple: customer signals have to travel into decision-making. Complaints, feedback and everyday friction are useful only if the organisation acts on them.

As Goswami puts it, transformation “starts and ends with the customer”. Understand the customer first; strategy follows, execution brings it to life, and governance keeps the organisation on track.

Employee experience is part of the same system. People who feel supported and empowered are better placed to create the experience the bank wants customers to have. Strategy, culture, people, technology and governance all matter - but they have to pull in the same direction.

Eximbank employees, reflecting the role of people and culture in the bank’s transformation. Photo: Eximbank

From transformation to rebuilding

Goswami’s ambition for Eximbank goes beyond improving individual processes. Over the next five to ten years, she wants Eximbank to become a brand Vietnamese customers genuinely love, not simply use - a bank they trust, find convenient and feel truly understands their needs.

Her ambition extends beyond Vietnam. She wants Eximbank’s transformation to become a case others study alongside global banking benchmarks: evidence that a long-established institution can rebuild around customers and compete at a world-class standard.

The idea of rebuilding matters. Transformation does not require an institution to erase its history and start again. The stronger opportunity may be to identify what made it meaningful in the first place, then give that purpose a new expression for a changed world.

For Eximbank, Goswami sees that foundation in a history of serving businesses and customers pursuing growth. What comes next will require different tools, new capabilities and different ways of working - and the discipline to focus on the few things that can truly move the needle.

But the underlying purpose does not have to disappear in the process.

That may ultimately define Eximbank’s next chapter: preserve the purpose that gives the bank meaning, change what no longer creates relevance, and earn trust through the experiences customers have every day.