YYForce holds a 70% interest in Facadevision AI, with the remaining 30% held by Integral Cleaning Pte. Ltd. ("Integral"), a Singapore cleaning services provider with which the Company has collaborated on previous projects. Integral is expected to bring extensive operational expertise and established commercial networks within Singapore's specialized facade maintenance sector.

Facade maintenance in Singapore has traditionally relied on rope access and suspended gondolas, a labor-intensive, weather-dependent method that carries inherent work-at-height risk. Facadevision AI plans to deploy an enterprise-grade drone system for exterior cleaning and inspection, paired with AI-assisted image analysis to detect defects such as cracking, spalling, sealant failure, and water ingress across building envelopes. The approach is designed to reduce the number of personnel working at height, shorten project turnaround times, and give building owners a documented, data-backed record of facade condition to support periodic inspection requirements and seamlessly integrate with broader building management and compliance systems.

"We believe facade work is one of the last areas of the IFM industry still done largely the way it was done thirty years ago," said Mike Fu, CEO of YYForce. "Replacing ropes and gondolas with drones and AI will take skilled workers out of harm's way and put them behind better tools. We're excited to bring our clients the safer, smarter option they've been asking for, and expect to build Facadevision AI into a high-margin growth driver for our IFM business."

Facadevision AI will initially serve commercial buildings in Singapore, with commercial deployment slated to commence in Q3 2026, and the intention of extending into industrial and residential properties as the operation matures. The venture is expected to complement YYForce's existing IFM capabilities and open access to inspection and technical assessment work adjacent to YYForce's current service offerings.

Forward-Looking Statement

This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. The Company bases these forward-looking statements on its expectations and projections about future events, which the Company derives from the information currently available to it. You can identify forward-looking statements by those that are not historical in nature, particularly those that use terminology such as "may," "should," "expects," "anticipates," "contemplates," "estimates," "believes," "plans," "projected," "predicts," "potential," or "hopes" or the negative of these or similar terms. Forward-looking statements involve inherent risks and uncertainties, and the forward-looking events discussed in this press release may not occur, and actual events and results may differ materially and are subject to risks, uncertainties, and assumptions about the Company and a number of factors. These factors include, but are not limited to, the Company's goals and strategies; the Company's future business development, financial condition and results of operations, including the introduction of new products and services, expected changes in the Company's revenues, costs and expenditures, anticipated customer growth, and demand for and market acceptance of the Company's products and services; and industry, market and regulatory conditions, including competition, government policies and regulations affecting the Company's industry, and other factors that may affect the Company's financial condition, liquidity and results of operations. For a more detailed discussion of risk factors, please refer to the Company's filings with the Securities and Exchange Commission, including the "Risk Factors" section of the Company's most recent annual report on Form 20-F, as amended.

President and CEO Russell Low commented, "This investment reflects Axcelis' continued commitment to strengthening our global high volume manufacturing infrastructure and expanding the capabilities needed to serve our customers around the world. Ion implanters are among the most important tools in front-end semiconductor manufacturing. Building on our established presence in Korea, the new Pyeongtaek facility will enhance our ability to support growing global demand for semiconductors."

The Pyeongtaek site will encompass approximately 200,000 square feet of total gross floor area. The manufacturing center's design will provide a lean production environment that encompasses nearly 50 years of semiconductor capital equipment experience. The Pyeongtaek facility will integrate warehousing, Class 1,000 and Class 10,000 cleanrooms, and a training center, to enable fast and flexible responses to our customers' needs.

As part of this global manufacturing expansion, Robert Mahoney, Executive Vice President, Global Operations, participated in an Investment Declaration Ceremony in Washington, D.C., with representatives from the Ministry of Trade, Industry and Resources (MOTIR) and the Korea Trade-Investment Promotion Agency (KOTRA) last week. A groundbreaking ceremony will follow on October 20, 2026. Production at the new manufacturing facility is scheduled to commence in the second half of 2028.

Learn more about Axcelis at www.axcelis.com.

For manufacturers of thick, slow-moving products that cling to the liner rather than dispensing completely, conventional pumping leaves product behind in every container. Across multiple container cycles per year, this residual product represents a measurable and recurring financial loss. With the Squiz System, an average of 0.1 to 0.2 percent of product remains after dispense. In manufacturer trials on thick cosmetic creams, product waste per liner fell by up to 96 percent.

At the core of the Squiz System is a controlled winding action: the machine winds the liner from the top down during dispense, in sync with the plant's pump, moving product toward the dispense valve. A reinforced form-fit liner withstands the mechanical load of winding.

"We are very pleased to be offering this unique solution that maximizes the emptying of viscous products. It not only saves the company money but it plays a big role in the overall goal of reducing waste that we all, as environmental custodians, are striving for," said Joe Sullivan, President and CEO of CDF Corporation.

How it works

Winds the IBC liner from the top down during dispense, in sync with a pump and a standard plant compressed-air connection on a dedicated line.

No operator intervention during dispense; automatic pressure cutoffs and an emergency stop are engineered in.

Mobile design: mounted on a stainless-steel frame with locking casters, the unit moves between production lines with no fixed installation and no electrical connection.

Developed in Europe, exclusive to CDF in North America

The Squiz System was developed by Liquidpack S.L. of Onda, Spain, where the system has been deployed across European manufacturing operations. CDF brings the system to the North American market together with its engineered form-fit liner, backed by CDF's Plymouth, Massachusetts manufacturing and support operations.

Live demonstrations at PACK EXPO International

CDF will run live Squiz System demonstrations at PACK EXPO International, October 18 to 21 at McCormick Place, Chicago, booth LU-6806 in the Reusable Packaging Pavilion. The Squiz System will be set up in the booth to demonstrate how the mechanism moves contents toward the dispense valve. Attendees can also estimate the cost of residual product loss in their own operations using CDF's Cost of Dispensing Calculator.

Manufacturers seeking to quantify residual product loss in their operations can request a technical review and on-site evaluation here.

Learn more at cdf1.com.

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

For more information, please visit: https://amberbeila.com/

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

• Bring designer pieces to life through immersive visualisation
• Build complete looks by styling items with complementary accessories
• Explore different styling scenarios across curated backgrounds and settings
• See how pieces work together as complete looks
• Make more confident purchase decisions before checkout

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

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

• Clear
• Clear with HOYA Full Control Coating
• Chameleon Photochromic
• Chameleon Photochromic with HOYA Full Control Coating

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.

• Jade Dragon (City of Dreams) was honored with the highest distinction Black Diamond recognition. Creating culinary masterpieces that set the standard for gastronomic excellence in Macau and beyond, Jade Dragon is the only Chinese restaurant in the world awarded with MICHELIN three stars and Black Pearl three diamonds.
• Alain Ducasse at Morpheus (City of Dreams) captured the distinguished Diamond accolade for its legendary French classics. Alain Ducasse at Morpheus is honored with MICHELIN two stars and Black Pearl one diamond.
• Yí (City of Dreams) garnered the prestigious Platinum status for its innovative Chinese cuisine. The Black Pearl one-diamond restaurant distills Chinese gastronomy to its essence in a creative take on seasonal dining through its signature dishes.
• Sushi Kinetsu (City of Dreams) was awarded the Platinum status for its outstanding authentic Edomae sushi craftsmanship. It holds MICHELIN one star and Black Pearl one diamond.
• Pearl Dragon (Studio City) attained the Platinum status. The MICHELIN-starred restaurant fuses modern flair with timeless Cantonese tradition for an exquisite dining experience. Crafted from the finest seasonal ingredients, Pearl Dragon's dishes are rooted in Cantonese culinary traditions and masterfully infused with Chaozhou essence.

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

The launch comes amid continued regulatory attention on AML/CFT controls in the legal sector. Reviews following Singapore's 2023 money-laundering case have highlighted shortcomings including inconsistent risk assessments and incomplete enhanced due diligence. For law firms, the challenge is increasingly not simply whether the required documents have been collected, but what was verified, what evidence was relied upon and how the resulting decision was reached.

The Evidence-Backed AML/KYC capability shifts the KYC workflow from document-first to evidence-linked. Key CDD information can be connected directly to the supporting evidence relied upon. For example, information relating to a client's source of wealth, beneficial ownership or address can be linked to the relevant supporting documents, together with the associated review and approval record. This provides a clearer audit trail from the information verified, to the evidence relied upon, to the decision made.

"One of the practical challenges in KYC is ensuring the reasoning behind a decision remains clear when another person reviews the file later. With iCOMPASS' KYC solution, having the underlying information and evidence connected in one place makes that review more efficient, while also creating a smoother onboarding experience for the client," said Mr Wilson Foo, Joint Managing Director of Folich LLC.

The capability sits within ULTRA KYC™'s broader onboarding and lifecycle management workflow, which supports electronic verification for Singapore clients, digital identity verification for overseas clients, document collection, screening, risk assessment, approvals, and ongoing KYC refresh and reassessment.

"Law firms don't need more KYC paperwork — they need better KYC evidence," said Raymond Moh, CEO of iCOMPASS. "A strong KYC record should allow someone reviewing the file months or years later to understand what was verified, what evidence was relied upon and why the firm reached its decision. That is what we are trying to make much easier."

Evidence-Backed AML/KYC forms part of ULTRA KYC™'s integrated 6-in-1 KYC/AML workflow, bringing onboarding and CDD, screening, risk assessment, approval, ongoing monitoring and reassessment into one connected process.

iCOMPASS will demonstrate the new capability at TechLaw.Fest 2026 on 9–10 September. The company will also speak on "The KYC File Is Not the Answer — Are Law Firms Doing KYC Backwards?" on 9 September, exploring how law firms can move towards more evidence-driven KYC and operationalise AML/CFT requirements in practice.

https://www.icompass.ai

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

• Voiceprint enables devices to recognize speakers, unlocking personalized interactions.
• Voice Cloning lets developers create distinctive or cloned voices for AI agents, giving robots, companions, and smart devices recognizable personalities.
• MCP connects AI agents with external tools, services, and data, enabling devices to retrieve information and complete tasks.

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

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

Behind the figures lies a journey of rapid growth driven by continuous innovation–ranging from maximising value across every spending need and digitising the customer experience to empowering choice and developing a card that adapts alongside the customer.

A leading position in the market, from scale to usage

In 2018, VIB boasted roughly 92,000 credit cards. By the end of 2025, the figure surpassed more than 1.1 million credit cards, representing more than a tenfold increase in seven years. In the first half of 2026, VIB reached the 1.5 million-threshold of credit cards in circulation. The bank also recorded a higher growth of credit card spending. From approximately $360 million in 2018, VIB’s total credit card spending climbed to $1 billion in 2020, $3 billion in 2022, and more than $5 billion in 2025–equivalent to a 17-fold increase over seven years. As a result, VIB ranks among the top three banks for credit card spending.

Photo courtesy of VIB

Credit card spending far outpaces the number of credit cards. This indicates that the growth is not only driven by a larger customer base, but also the increasing usage by each cardholder. Data showed that, by the end of 2025, average monthly spending per cardholder reached VND12.4 million ($470) per month, nearly twice the market average.

These figures represent growth across three areas including large scale, high total transaction value, and frequent usage per cardholder. VIB ranks among Top 5 in the number of international credit cards in circulation and Top 3 card spending in the whole market.

In 2025, VIB posted a 100 per cent growth in card spending volume and earned the title Payment Volume Growth from Visa. In the first six months of 2026, more than 1.5 million VIB cards continued to generate over $2.6 billion in spending.

From a tenfold increase in volume to a seventeenfold rise in spending, VIB continues to secure a strong footprint in the card market with both scale and usage growth. Behind the growth figures lies an important transformation. The VIB cards have been continuously evolved in terms of approach, product design, and customer experience optimisation.

From early milestones to shaping card market trends

In the 2018–2019 period, when card products were largely differentiated by card tiers, VIB pioneered a new phase of specialised card offerings tailored to customer needs and spending behaviours– from online shopping and travel to automobiles, cashback, and rewards points.

Instead of applying a common set of benefits based on card tier, VIB designed each card around a specific group of needs, bringing greater value to customers’ most frequent spending categories and delivering enhanced benefits from every transaction. This approach helped drive an important shift in the market: from focusing primarily on card issuance and promotions to creating value throughout the entire card lifecycle.

Customers have more motivation to incorporate cards into their everyday spending. Competition in the market shifts towards the ability to continuously create value after card issuance.

At the same time, technology became a consistent pillar of innovation at VIB, helping the bank strengthen its leadership in card experience and personalisation.

From tailored benefits and a digitalised customer journey to customisable features, personalised card designs, and greater control over funding sources, continuous innovation has expanded both the customer experience and the ways credit cards can be used. As a result, VIB has left the first marks on the journey to shape new trends in the market. As cardholders can proactively select more values for their cards, a new question emerges: Can the benefits and the card itself continue to evolve as customers’ needs and financial journeys change?

Max Card: a new approach to card tiers

Credit card tiers have traditionally been determined by criteria set by banks. Credit limits, financial profiles, and other eligibility requirements determine which tier a customer belongs to and which set of benefits they can access.

Meanwhile, people’s financial journeys are becoming increasingly diverse, especially among younger generations. This is particularly true as working styles, income generation, and spending priorities become more flexible. Someone may be just starting their career, yet already have very distinct needs and preferences regarding their lifestyle experience.

With Max Card, VIB unveiled a new approach in which customers can upgrade their privileges according to their needs, rather than being dependent on criteria and regulations determined by the bank.

Through membership packages, customers can actively upgrade their benefits to suit their needs at different points in time, without having to change cards or open additional products.

The innovation therefore goes beyond a new product or privilege package. It represents a new approach to card tiers: moving from a model in which the bank determines which tier a customer belongs to, to one in which customers can actively choose the tier that best suits them.

Greater freedom of choice, however, also raises a new question: when a person has multiple needs at the same time–and those needs continue to evolve–does expanding value necessarily mean owning and managing more cards?

VIB One Card: when cards grow with customers

One card for cashback, another for travel, another for international spending, and multiple cards for different privilege packages or stages of a customer’s financial journey. The more customers seek to maximise value from their spending, the more likely they are to own multiple cards–meaning more products to choose from and manage.

Photo courtesy of VIB

VIB One Card takes personalisation beyond a choice made at a single point in time. A card can accompany customers in light of their evolving demands, financial capacity and privileges. Personalisation expands without requiring more products or choices. VIB One Card’s adaptability is based on three criteria: Enough for needs, Enough privileges, and Enough for your financial lifecycle. The goal is to create a single card that meets customers’ needs today and adapts as they evolve.

An increasingly seamless customer experience requires increasingly sophisticated capabilities behind the scenes. VIB leverages data, AI, and technology platforms through years of investment to expand personalisation at scale and continuously create additional value through the same product.

From specialised cards tailored to specific needs to customisable features, personalised card design, funding sources, and privilege tiers, VIB’s card development journey reflects a consistent transformation: more customers are having more and more choices.

With One Card, this journey takes another step forward – from a card that customers can choose to a card that can continue to evolve with them.

It reflects VIB’s strategy for the next stage of the credit card market: deeper personalisation, greater value, and an increasingly seamless customer experience.

With great strides in the card market, VIB has demonstrated the journey of innovation and strong growth over the past 30 years. With a customer-centric approach, VIB continuously innovates through personalisation, digitalisation. The bank also empowers cardholders with more choices while developing a card that adapts to their needs.

Each generation of products represents another step forward in customer experience. Through this journey, VIB has reinforced its position among Vietnam’s leading joint-stock commercial banks, contributing to the development of digital payments in Vietnam and delivering practical contributions to the country.

In 2025, the bank continued to rank among businesses making significant contributions to the national budget, with VND2.7 trillion ($102 million) in actual payments to the state budget.

Building on the foundation, VIB is moving into a new chapter with greater technological capabilities, scale, and creative capacity, aiming to make great strides for its customers, shareholders, and the economy.

VIB's pre-tax profit reaches over $199 million On July 27, Vietnam International Bank announced its business results for the first six months of 2026, with pre-tax profit reaching over VND5.18 trillion ($199.23 million), up 3 per cent on-year.

VIB launches One Card, ushering in a new era of credit cards On August 5, VIB launched the One Card, marking a new milestone in credit card innovation by integrating multiple card tiers, benefit schemes, privilege sets, and the capacity to evolve alongside the customer into a single card.

VIB: customers need more value, not necessarily more cards As customer needs become increasingly diverse, credit cards should remain a steadfast companion for customers throughout every stage of their personal financial journey.

Frost & Sullivan credited TP's ability to move AI from experimentation into live operations, which Frost identified as one of the most urgent gaps in the industry. TP applies AI across the service delivery lifecycle to help teams become productive faster and improve service quality at scale. This starts with AI-enabled recruitment and onboarding, extends into simulation-based training that helps customer experts build proficiency before handling live interactions, and continues through workforce management and AI-assisted coaching. In quality assurance, TP now reviews every transaction rather than the small sample the industry has traditionally relied on, sharpening coaching precision, compliance visibility and operational learning.

"As AI becomes embedded into customer operations, enterprises need outcome-based models that orchestrate AI and human agents to improve productivity and deliver measurable business value," said Dave Rizzo, President and CEO, APAC, TP. "TP designs workflows that use AI to elevate human work, while linking productivity gains to the business outcomes clients want to achieve. Being named Frost & Sullivan's Asia-Pacific Company of the Year recognizes the progress we are making in delivering that transformation for clients across the region."

Frost & Sullivan highlighted TP's work with a major hospitality brand in Singapore as an example of this approach in practice. The engagement went beyond operational delivery to integrate technology across legacy and modern systems, while also implementing an AI-enabled knowledge platform that delivers trusted, context-aware answers to customer inquiries across multiple operational teams and lines of business. Together, these capabilities supported a broader redesign of the service infrastructure behind a high-touch, premium customer experience. Beyond individual client engagements, TP's operations across Asia-Pacific play a dual role in TP's strategy as both a delivery engine and a business development engine in a high-growth demand market. Frost & Sullivan noted that TP's regional footprint enables it to respond to different language, regulatory, cultural, and operational requirements.

"The company's centers of excellence in Asia-Pacific contribute to the development of solutions across AI, machine learning, natural language processing, analytics, and automation. This gives the region a role beyond labor delivery. It becomes a capability engine for global transformation," said Krishna Baidya, Vice President, ICT Practice, Frost & Sullivan.

Frost & Sullivan also highlighted TP's approach to reframing the traditional onshore-versus-offshore debate. Across Asia-Pacific, TP supports offshore, nearshore, onshore and hybrid delivery models, using technology and local market capabilities to balance cost efficiency, service quality, language requirements and regulatory needs. This flexibility allows TP to tailor delivery models to the realities of individual markets rather than relying on a single approach.

With operations in close to 100 countries and services spanning more than 170 markets, TP combines global scale with regional delivery depth, technology and human expertise. Across Asia-Pacific, this is translating into measurable outcomes, including an agentic triage use case that reduced referral-to-booking turnaround from approximately 24 hours to minutes while improving booking conversion. The recognition reflects how TP is evolving its digital business services for the next phase of AI-enabled transformation while keeping human oversight, empathy, judgment and relationships central to the service model.

http://www.tp.com

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

Following the transaction, Ariston holds an 83 per cent stake in Mutosi, while Mutosi’s management team retains a 17 per cent minority stake and will remain actively involved in the business through its next phase of growth as part of Ariston Group.

Mekong Capital invested in Mutosi in June 2021 through Mekong Enterprise Fund IV, as part of the firm's strategy of partnering with founder-led businesses in fast-growing consumer sectors across Vietnam.

Since then, Mekong Capital has worked closely with Mutosi’s founders and management team to transform the company from a young, founder-led business established in 2018 into one of Vietnam’s leading residential water purification companies. This included broadening its product portfolio across floor-standing and under-sink solutions, spare parts, and after-sales services, while expanding its nationwide multichannel distribution and service network from its Hanoi base.

Mekong Capital's support for Mutosi also extended to building up the company’s corporate governance, digital transformation, customer experience, corporate culture, and other areas of the business.

In particular, on corporate governance, Mekong Capital recruited Adrian Micu, former president and CEO of Haier US and former global CTO of Whirlpool, as an independent board director, bringing deep global appliance-industry expertise to Mutosi's board.

Mekong Capital also partnered with management to sharpen manufacturing efficiency and focus the business on higher-margin products and distribution channels. These initiatives expanded gross margins and helped position Mutosi for sustained growth.

The transaction brings together Mutosi's product expertise, manufacturing capabilities, and strong position in Vietnam's residential water purification market with Ariston's nearly four-decade presence in Vietnam, established nationwide distribution network, and operational scale across the water heating and water comfort categories, positioning Mutosi to accelerate its next phase of growth as part of a global platform.

Tran Trung Dung, CEO of Mutosi, said, "Through its Vision Driven Investing methodology, Mekong Capital assigned some of its most outstanding internal professionals to work alongside us, while also connecting Mutosi with world-class external experts."

"This support has played an important role in helping Mutosi mature and strengthen its capabilities across a wide range of areas, including the co-creation of our Vision, strategic repositioning, organisational development, corporate culture building, talent development, digital transformation, customer experience, and business model transformation."

With this partnership and support, Mutosi’s leadership team has progressively strengthened its self-reliance and management capabilities, enabling the company to navigate some of the most challenging macroeconomic periods, particularly in 2022 and 2023. At the same time, the company has gradually established a more sustainable unit economics model and achieved a number of important short- and medium-term Vision milestones during 2024 and 2025.

Chad Ovel, partner at Mekong Capital, said, “Mutosi’s journey reflects Mekong Capital’s long-standing approach of partnering with talented founders in Vietnam’s consumer sector and supporting them through every stage of building an enduring business."

"CEO Tran Trung Dung's vision and hands-on leadership drove Mutosi's growth. He took it from an early-stage business to a company Ariston recognised as the right platform to enter Vietnam's water purifier market. And we believe Ariston Group, with its scale, distribution reach, and deep experience in the water comfort category, is the right partner to support Mutosi’s continued growth,” he added.

Mekong Enterprise Fund IV completes investment in Mutosi Group Mekong Capital has announced that Mekong Enterprise Fund IV has completed an investment in Mutosi Group, a manufacturer and distributor of water purifiers and electrical appliances following Japanese standards.

Japan’s Nissha to exit investment in Vietnam’s USM Healthcare Nissha Co., Ltd. on September 4 announced that the company resolved to transfer all shares of USM Healthcare Medical Devices Factory JSC held by the company and its consolidated subsidiary, Nissha Vietnam Co., Ltd.

SCIC divestment drive opens investment opportunities across key sectors SCIC's 2026-2030 divestment plan puts dozens of major businesses in focus, offering investors access to valuable assets, strong brands, market positions and growth prospects.

Ronald Iu, Chief Executive of Ping An Digital Bank, said, "As Ping An Digital Bank celebrates its 6th anniversary, our retail banking segment continues to experience rapid growth, a testament to the long-standing trust and support of our customers. On this special occasion, we remain dedicated to thinking ahead and going the extra mile for our customers. Collaborating with 3 Hong Kong and 3SUPREME allows us to combine the strengths of both parties, empowering customers to upgrade to the latest digital products while enjoying seamless and high-quality retail banking services."

New Handset Rewards: HK$400 Upon Account Opening, Mobile Plan Subscription and Handset Purchase Up to HK$2,600 in Early Bird Savings
From now until 30 November 2026, eligible customers¹ who successfully open a Ping An Digital Bank personal savings account using the designated promotion code [3HKPA] will receive a HK$400 cash rebate² from Ping An Digital Bank.

To reward first movers, an exclusive early bird offer is available from now until 17 September 2026. Eligible customers¹ will enjoy a waiver of the HK$500 prepayment amount³ from 3 Hong Kong and 3SUPREME, alongside handset discounts of up to HK$2,200³. Combined with the HK$400 cash rebate² from Ping An Digital Bank, customers can unlock total savings of up to HK$2,600.

Deposit Rewards: Enjoy 16% p.a. 1-Month HKD Time Deposit Interest Rate

Additionally, new Ping An Digital Bank customers⁴ who open a Ping An Digital Bank personal savings account on or before 30 September 2026, and successfully place a 1-month HKD time deposit can enjoy an attractive annual interest rate of 16%^5,6 on their first HK$100,000 deposit. This enables customers to effortlessly lock in privileged high-yield returns while upgrading to the new handset.

Looking ahead, Ping An Digital Bank will continue to uphold its vision of "Always with You, Always Ahead." Dedicated to thinking ahead and going the extra mile, the Bank will actively explore cross-industry synergies and continuously enhance its diversified suite of financial products and services to deliver superior digital financial experiences for customers.

¹ Eligible Customers refer to customers who have never held any account with Ping An Digital Bank, successfully open a savings account with promotion code "3HKPA" during the Promotion Period, subscribe to, renew or upgrade to a designated 3 Hong Kong / 3SUPREME service plan with a minimum contract period of 24 months and hold a valid Hong Kong Identity Card or Exit-Entry Permit for Travelling to and from Hong Kong and Macau at the time of such subscription, renewal or upgrade during the Promotion Period (from 7 September 2026 to 30 November 2026) , and successfully purchase a designated handset on or before 31 March 2027.

² HK$ 400 cash rebate is available only to Eligible Customers who satisfy all relevant requirements. Each Eligible Customer can enjoy the HK$ 400 Cash Rebate and other offers once only. The Cash Rebate and other offers are non-transferable and cannot be exchanged for cash or other gifts. Cash Rebate will be credited to the savings account of eligible customer on or before 31 May 2027.

³The waiver of HK$ 500 prepayment amount, up to HK$2,200 discount upon purchase of a designated 3HK handset model, designated service plans, designated handset models, and other designated 3HK offers are provided and managed by 3 Hong Kong / 3SUPREME, and are subject to relevant terms and conditions.

⁴ New Ping An Digital Bank customers refer to customers who have never held any account with the Bank and successfully open a savings account during the 1 September 2026 to 30 September 2026 using a promotion code obtained through any channels.

⁵ The 16% p.a. HK$ Time Deposit rate offer will be displayed on the Time Deposit page in the Ping An Digital Bank's personal mobile banking app within 3 working days (excluding Saturdays, Sundays and public holidays) after successful account opening.

⁶ HKD Time Deposit interest rate is calculated daily on the basis of a 365-day year and is subject to the Bank's decision from time to time.

Ping An Digital Bank is not the supplier of any products or services provided by 3 Hong Kong / 3SUPREME and shall not be liable for any matters relating to the quality, supply, use, payment, refund, handset collection, warranty or after-sales services of 3 Hong Kong / 3SUPREME's products or services. Offers subject to the relevant terms and conditions. For details, please refer to the "Ping An Digital Bank x 3 Hong Kong / 3SUPREME New Customer Exclusive HK$400 Cash Rebate Promotion Terms and Conditions" and "New Customer Time Deposit High Interest Offer Programme Terms and Conditions"

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

The report, supported by the EU and the Swedish government, assesses the total recruitment costs borne by workers seeking employment abroad as a proportion of their earnings during their first month at destination.

Nguyen Thi Huong, Director general of the National Statistics Office. Photo: IOM

Nguyen Thi Huong, director general of the National Statistics Office said, “Statistical data provide a more comprehensive picture of Vietnamese workers employed abroad, their migration journeys and the factors influencing their migration decisions. In doing so, they provide evidence to support research and analysis, as well as the monitoring of development goals.”

Based on data from the 2025 Labour Force Survey and an in-depth survey of migrant workers, the report shows that the average amount paid by Vietnamese workers to secure employment abroad fell 23.8 per cent, from VND164.9 million ($6,400) in 2021 to $4,835 in 2025.

Meanwhile, average earnings during the first month of employment abroad rose 25.4 per cent, from $860 to $1,080.

As a result, SDG Indicator 10.7.1 fell from 7.4 in 2021 to 4.5 in 2025. This indicates that the average cost of securing employment abroad was equivalent to around 4.5 months of workers’ first-month earnings in 2025, compared with 7.4 months in 2021.

The report also analyses the figures by sex, area of residence, skill level, destination country, and job-search channel, highlighting differences in the experiences of Vietnamese migrant workers.

The 2025 In-depth Survey of Migrant Workers provides further insights into working conditions, access to support mechanisms, employment status after returning home, the use of skills acquired overseas, and workers’ intentions to migrate again.

Kendra Rinas, chief of mission of IOM Vietnam. Photo: IOM

Kendra Rinas, chief of mission of IOM Vietnam, said remittances sent to Vietnam exceeded $16 billion in 2025, contributing to livelihoods, education and socioeconomic development in local communities.

“However, migration only delivers its greatest benefits when it is safe, orderly and the dignity of workers is protected. Data not only reflects costs, but also helps identify what workers need to prepare before departure, measures to protect them abroad, and how to support their reintegration after returning home,” Rinas said.

Gonzalo Serrano De La Rosa, deputy head of cooperation at the EU Delegation to Vietnam said, “Migration is not only a labour issue, but also a development issue that requires cooperation across institutions, sectors and borders.”

“Through a Team Europe approach, we are committed to working with Vietnam and our partners to strengthen the evidence and institutional capacity needed for effective migration governance,” Rosa said.

According to Emelie Rennerfelt, deputy head of mission at the Embassy of Sweden in Vietnam, “Reliable data is essential for understanding where progress is happening and where further action is needed.”

“Sweden is proud to support Vietnam and IOM in advancing evidence-based labour migration governance and encouraging responsible recruitment,” she said.

The Department of Overseas Labour said Vietnam’s approach to labour migration had shifted from primarily managing recruitment enterprises and addressing employment needs towards a worker-centred model focused on protecting workers’ rights and encouraging safe and equitable migration.

The amended Law on Vietnamese Workers Working Abroad under Contracts, passed by the National Assembly on August 24, reduces business conditions and introduces tighter controls on costs beyond service fees to limit additional financial burdens on workers.

The revised law also expands the network of vocational education institutions involved in preparing workers and strengthens sanctions for violations by enterprises and workers overseas.

The Department of Overseas Labour is currently developing decrees and circulars to guide the implementation of the new provisions.

Vietnam also plans to shift its overseas labour strategy towards workers with higher skills and technical expertise, enabling them to access higher incomes while gaining exposure to advanced technologies.

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Vietnam advances ASEAN qualifications framework

The circular adds provisions on accounts held by non-resident foreign credit institutions at authorised banks. Under the new rules, these institutions may use foreign currency and VND accounts to make payments and international money transfers for their customers, subject to written agreements with authorised banks, as well as carry out collection and payment transactions in accordance with regulations.

The new provisions are expected to provide a stronger legal basis for payment and international money transfer activities between foreign credit institutions and banks in Vietnam, helping facilitate cross-border financial transactions.

Khuat Thu Quyen, head of Regulatory Compliance, HSBC Vietnam, said that as more Vietnamese merchants join e-commerce platforms and look for convenient solutions to receive payments on these platforms, we believe the Circular 39 is both necessary and timely.

“We expect the new Circular to establish a clear legal framework that allows financial institutions, including foreign payment intermediaries, to open and use accounts in Vietnam to process payments and transfers for customers will enable Vietnam to integrate more deeply into global e-commerce. This, in turn, will both facilitate foreign-currency inflows for Vietnamese sellers and attract additional FDI into the e-commerce sector,” Quyen said. “The draft includes several positive developments, for example, allowing foreign credit institutions to open non-resident accounts in VND to support customers’ payment and remittance transactions, and to use these accounts to receive VND freely from Vietnamese organisations and individuals within the country.”

Photo: Indochine Counsel

Kim Chi Hyung, head of the Corporate Investment Banking Division at Shinhan Bank Vietnam, said that the latest circular carried significance that extended well beyond payment activities, as they contributed to strengthening Vietnam's financial infrastructure in support of deeper international economic integration.

"In the context of rapidly expanding cross-border e-commerce, rising FDI inflows, and increasing international capital movements, the need for a fast, transparent, and globally connected international payment system has become increasingly urgent. Facilitating international payment and remittance activities for foreign credit institutions will help shorten transaction processing times, reduce payment costs, and improve the overall experience for businesses, foreign investors, and multinational corporations operating in Vietnam," said Hyung.

According to Hyung, the proposed changes will enable foreign banks to better leverage their global networks, international payment expertise, and cross-border connectivity capabilities. This, in turn, will allow them to provide more comprehensive financial solutions to foreign-invested enterprises, foreign investors, and businesses engaged in cross-border e-commerce.

"The draft circular has addressed several important issues relating to the legal framework for international payment activities conducted by foreign credit institutions," Hyung said. "However, to facilitate implementation, certain provisions may require further clarification. In particular, the draft could more clearly define the scope of permissible transactions, mechanisms for managing and storing electronic records, the responsibilities of parties involved in the payment chain, as well as procedures for handling transactions involving cross-border elements."

"In addition, having unified guidance on documentary requirements, post-transaction review mechanisms, and compliance responsibilities among credit institutions would help minimise legal risks and enable banks to implement the new regulations more effectively," he added.

Nguyen Ngoc Tram, sales executive at Yuanta Securities Vietnam, said the move represented a strategic step to adapting to deeper international integration, attracting foreign investors, and accelerating digital transformation.

"Simplifying international payment procedures for foreign financial institutions will create a positive transmission mechanism by reducing operational barriers and transaction costs for international capital flows into Vietnam. This will not only enhance market liquidity but also improve market accessibility for investment funds and global financial institutions," Tram said. "It sends a positive macroeconomic signal, reinforcing Vietnam's position in the eyes of international investors and creating momentum for the development of the country's digital financial infrastructure."

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The recipient Vo Xuan Boi Lam, a director of USM, on the same date executed a share transfer agreement with Lam.
The move follows Nissha's acquistion of 60 per cent of the shares of USM, a company incorporated in Vietnam, thereby making USM its consolidated subsidiary on May 20.

The purpose of the acquisition was to strengthen and enhance the efficiency of USM’s existing business, as well as to boost the geographic expansion of Nissha’s CDMO business for medical devices throughout the Southeast Asia region.

However, during the post-merger integration process and the preparation of Nissha's first consolidated financial results incorporating USM, it came to light that inappropriate accounting treatments centred on circular transactions that had been carried out at USM during the period before its acquisition. The company is currently investigating the matter under an investigation framework that includes external experts, to ascertain the relevant facts.

Nissha notes that the matter was initiated by USM’s officers and personnel before its acquisition and that the company has not been involved whatsoever. In light of these circumstances, Nissha carefully examined the feasibility of realising the benefits of the acquisition that it had initially anticipated, as well as the impact on its future corporate value. As a result, the company determined that it would be difficult to preserve and enhance the corporate value of the Nissha Group, and has therefore decided to transfer its 60 per cent stake in USM shares.

As a result of this share transfer, Nissha expects to record a gain or loss on the sale of shares of affiliates in both the non-consolidated financial results and consolidated financial results for the fiscal year ending December 31, 2026. However, the amount is currently being assessed, and the company will promptly announce any matters that should be disclosed in the future.

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TNG is fully booked with orders through the end of 2026 and is expected to begin negotiating orders for 2027 this month. Photo: baodautu.vn

The PMI measures the health and level of activity in the manufacturing sector based on a survey of purchasing managers. In August, the pace of growth in new orders in Vietnam accelerated, marking the strongest increase since October last year.

Reports from a number of listed firms also point to positive developments in production and business activities.

In the export-oriented wood processing industry, Phu Tai Corporation recorded consolidated net revenue of more than $167.2 million in the first six months of the year, while profit after tax reached $11.5 million, representing increases of 18.6 per cent and 16.3 per cent on-year, respectively.

At the end of July, Phu Tai inaugurated a new wood pellet manufacturing plant in Khanh Hoa province in Vietnam’s south-central coast.

This is the company's third wood pellet plant, following two facilities already in operation in Phu Cat and An Khe, Gia Lai province. With the addition of the new plant, Phu Tai's total wood pellet production capacity has reached 300,000 tonnes per year.

On August 27, Phu Tai announced a decision to invest in and establish a company in the United States with capital of $1 million, of which Phu Tai will hold a 95 per cent stake.

The establishment of the US entity is aimed at carrying out trading, business, distribution and import-export activities involving quartz stone, granite, indoor and outdoor wooden furniture, as well as other products in line with the company's business orientation.

At Duc Thanh Wood Processing JSC, business activities continue to be driven by initiatives to improve operations and labour productivity.

As a result, although demand in the EU market, its key export market, has yet to show a clear recovery, Duc Thanh Wood's profit after tax still increased by 11 per cent to $1.42 million, significantly outpacing the 3 per cent growth in revenue, which reached nearly $5.8 million, in the first six months of the year.

Duc Thanh Wood said it had implemented factory expansion projects and has now invested in its seventh plant, applying modern machinery and technology to its production processes, management and capacity enhancement.

In the garments and textiles sector, Vietcombank Securities said many companies have delivered positive business prospects.

The state conglomerate Vietnam National Textile and Garment Group (Vinatex) is expected to maintain good revenue growth, supported by Autumn-Winter garment orders, while the yarn segment is expected to remain promising thanks to continued import demand from China.

However, Vinatex’s gross profit margin remains under pressure as costs have risen across the board.

TNG Investment and Trading JSC, a big player in the sector, is also expected to benefit from a positive order book, supporting expectations that its full-year business performance will remain favourable.

TNG is currently fully booked with orders through the end of 2026 and is expected to begin negotiating orders for 2027 this September.

Similarly, the 2026 business outlook of Song Hong Garment JSC is being supported by demand for Autumn-Winter orders.

Demand for Autumn-Winter products, recovery in some markets and growth in the fibre segment are providing momentum for exports of these products.

In seafood processing and exports, basa fish production in the first eight months of the year increased by 4.8 per cent on-year to 1,250,700 tonnes, while whiteleg shrimp production reached 806,000 tonnes, up 8.7 per cent on-year. Black tiger shrimp production was estimated at 230,200 tonnes, an increase of 4.2 per cent.

The business outlook for companies exporting basa fish to the US continues to strengthen as demand for basa fish and tilapia in the market rises amid tightening supplies of wild-caught whitefish such as Alaska pollock and cod.

For Nam Viet JSC, in addition to benefiting from the US market, the company also exports tilapia to Brazil.

Nam Viet is focusing on the niche segment ‘premium frozen fillets’ for the retail and industrial markets, avoiding direct competition with Brazil's local fresh-fish market.

This approach allows the company to tap into a segment with attractive profit margins while limiting the risk of trade-remedy measures. Demand in the market remains high, supported by stable consumption, providing a positive outlook.

Against a backdrop of high fuel and raw material prices, as well as interest rates remaining elevated, manufacturing businesses are facing mounting cost pressures, in addition to difficulties in accessing capital.

However, according to Nguyen The Minh, director of Investment Banking Division at ABS Securities, large businesses can still access funding to support their production and business activities, while small and medium-sized enterprises continue to face numerous challenges.

“To improve profit margins, businesses need to continue optimising cost controls and enhancing productivity,” he said.

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For many years, such investment in Vietnam was measured largely by registered capital and jobs created. Reading Resolution 10, what stays with us is not the quantitative targets. It is the way Vietnam has redefined the relationship itself: foreign-invested enterprises are now recognised as an integral part of the national economy.

Rita Mokbel, vice-chair of NordCham Vietnam and president and CEO of Ericsson Vietnam, was in the room when the Resolution was presented to the business community. She led the European business delegation to that conference. Sharing her view earlier, she put the shift this way: "This is very much aligned with the strengths of Nordic investors, who typically take a long-term approach and invest not only in production, but also in people, skills, and responsible business practices. Recent investments by LEGO and Pandora demonstrate that Vietnam is increasingly attracting projects centred on advanced manufacturing and sustainability."

There is a reason this framing suits Nordic companies. They built their competitiveness on innovation, productivity and responsible business rather than on scale.

What our nearly 200 members bring instead is depth: technology, operating and governance standards, sustained investment in people, and a presence counted in decades rather than incentive cycles. When Vietnam chooses to look at foreign investment through the quality of its contribution rather than the size of its capital, that is a measure the Nordic community recognises itself in.

Resolution 10 gives priority to projects with strong effects in sustainable development and green growth. This is where I feel the alignment between Vietnam and the Nordic region most clearly. The Nordic countries went through their own energy transition decades ago, and the lesson we took from it is that going green does not slow growth down – it reshapes how growth happens.

Among our members are companies already doing this work. Lego runs a carbon-neutral factory here. Pandora crafts jewellery on renewable power. Syre is building a textile recycling operation designed to keep material in use rather than send it to landfill. Vestas supplies wind turbines. Vard builds, in Vietnamese yards, the specialised vessels that serve offshore wind farms in other parts of the world.

Alongside them are companies working in energy efficiency, water technology, recycling systems, low-emission logistics and on-site vocational training. These were commercial decisions, designed to green standards from the very first drawing.

The green transition is already happening in Vietnam. Our members are investing in cleaner production, renewable energy, recycling and more efficient operations because it makes business sense. These are not just sustainability projects, they are decisions about how companies want to build and operate for the long term in and with Vietnam.

Vietnam’s green ambitions and the Nordic experience fit together well enough that value can flow in both directions. Nordic companies need capable local suppliers, energy engineers, environmental specialists and certification professionals. In return, Vietnamese businesses and young talent gain access to technology, operating standards and global supply chains. Neither side reaches that point alone, and neither reaches it quickly.

That is the work we see for the years ahead: bringing members closer to Vietnamese partners, sharing what the Nordic vocational training model has taught us, and keeping an open conversation with policymakers. A resolution sets the direction; a community turns it into everyday practice.

Because in the end, the investment that is remembered is rarely the one with the largest announced figure. It is the one that stays the longest, and leaves the most behind.

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Photo: baodautu.vn

The draft proposes six key policy groups and six special mechanisms aimed at creating new momentum for Vietnam’s cultural industries, with incentives designed to attract investment, develop infrastructure, unlock intellectual property assets and expand domestic and international markets.

Among the proposed measures is a VAT refund mechanism for foreign film crews, alongside partial cost support for cultural industry projects with high economic value and additional incentives for the publishing sector.

The draft also proposes investment incentives for cultural industry infrastructure, original intellectual property assets and priority products, while seeking to attract foreign investors who meet criteria on technology, intellectual property and value creation in Vietnam.

The package would also introduce new tools to stimulate cultural consumption, including a proposed National Cultural Card, trading platforms and measures to support market development both domestically and internationally.

The six policy groups cover the development of the cultural industry ecosystem, intellectual property, human resources, infrastructure, markets, and finance, investment support and incentives.

On intellectual property, the draft seeks to improve access to finance for businesses whose value is largely held in intellectual property rather than tangible assets. It would also provide a clearer framework for information used in capital contributions, transactions, licensing and credit security, while developing price data and asset profiles to reduce transaction risks.

For human resources, the proposed policies aim to bring training closer to labour market demand, support priority occupations and provide additional tools to pull in highly skilled talent.

Infrastructure is another focus, with the draft proposing to reduce land and shared infrastructure costs for cultural industry businesses and creative entities. Given the links with land, planning, public assets and investment, incentives would be tied to project classifications, eligibility conditions and performance assessments.

The draft also identifies market development as a major impediment for Vietnamese cultural products, citing limited commercialisation capacity, overseas intellectual property protection, transaction infrastructure, distribution networks and international promotion.

Its proposed market policies would therefore target both supply and demand, while expanding access to Vietnamese cultural products at home and overseas. Consumer support would be designed to improve access for eligible groups without interfering with prices set by businesses.

On financing and investment support, the draft seeks to use public resources to develop shared infrastructure, share part of investment risks and encourage private capital, rather than replace businesses’ own investment. Support and incentives would be linked to eligibility criteria, documentation, recovery mechanisms and performance assessments.

The proposed framework is expected to provide a broader policy foundation for Vietnam’s cultural industries, which have increasingly been viewed as an emerging source of economic value and a potential driver of new investment and creative activity.

If passed as planned, the law is expected to address existing policy obstructions and create a more favourable framework for cultural businesses and investors to develop and expand in Vietnam.

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According to an announcement on September 8, Hansong Group has made significant investments across its global operations – from a new US facility to an all-new factory in Nanjing and an upgraded production site in Vietnam. The expansion reflects the company’s continued investment in manufacturing capacity, production capabilities, and global supply chain infrastructure.

Hansong’s Vietnam facility has undergone a comprehensive upgrade, reinforcing its role as a critical production hub for partners serving US and European markets. With increasing attention on supply chain diversification and manufacturing origin, Vietnam provides an additional manufacturing option for programmes seeking greater supply chain diversification.

Accordingly, the facility has been fully upgraded to provide vertically integrated manufacturing and warehouse space, with a mix of production lines capable of supporting both high-volume and low-volume, high-mix production. The site specialises in wireless audio, smart home, and connectivity devices. It also supports full Country of Origin documentation to help ensure compliance with US customs requirements.

For brands managing tariff exposure or diversifying their manufacturing footprint, the Vietnam facility provides an established production option supported by Hansong’s engineering and quality-control standards across all sites.

In step with its facility investments, Hansong has significantly expanded its OEM and Electronics Manufacturing Services capacity. The expanded capabilities support larger programmes, higher run volumes, and more complex builds while maintaining quality and lead-time performance.

The expanded manufacturing network increases capacity across surface-mount technology, final assembly, and packaging operations, while enabling parallel production runs across Hansong’s facilities in China, Nanjing, and Vietnam. Whether supporting an existing product line or a new product launch, Hansong’s expanded infrastructure provides the capacity and manufacturing capabilities required for production programmes at scale.

Established in 1998, Hansong Group is an industry leader in Audio/Video electronics, Acoustics, Wi-Fi streaming, AoIP, the Internet of Things connectivity, edge computing and cloud technology, designing and manufacturing high-quality audio and the Internet of Things products for renowned international brands with value-add as focus.

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