EQS via SeaPRwire.com / 15/06/2026 / 20:24 UTC+8 （Hong Kong, June 15, 2026）— AGTech Holdings Limited (“AGTech”or“the Group”, HKEX Stock Code: 8279) today announced its final results for the year ended march 31, 2026.   FINANCIAL HIGHLIGHTS Revenue of the Group for the year ended March 31, 2026 amounted to approximately HK$760.5 million (Year ended March 31, 2025: approximately HK$615.0 million), representing an increase of approximately 23.7% compared to the year ended March 31, 2025. For the year ended March 31, 2026, revenue contributions were mainly derived from the following businesses: Digital payment and related businesses (including commerce enablement and local consumer services and payment-related hardware sales and lease income) There was an overall increase in revenue by approximately HK$16.6 million to approximately HK$323.8 million for the year ended March 31, 2026, mainly due to the increase in transaction payment volume (TPV) driven by the rise in inbound tourists in Macau and increase in local consumption through digital payment benefiting from the consumption promotion campaign such as the “Community Consumption Grand Prize 2025”. Furthermore, the revenue from commerce enablement and local consumer services increased by approximately 85.2% to approximately HK$27.7 million for the year ended March 31, 2026, mainly driven by its continuous strategic initiatives provided to the local consumers and merchants. Full-scale banking business There was an overall increase in revenue by approximately HK$157.7 million to approximately HK$225.5 million for the year ended March 31, 2026, mainly due to (i) the consolidation of financial statements of ABM (Ant Bank (Macao) Limited) into those of the Group for the entire year, compared with only about seven months for the year ended March 31, 2025 following the completion of the Group’s acquisition of a controlling stake in ABM on September 2, 2024; (ii) the Group’s continuous innovations have led to a significant growth in both customer base and customer deposits. Lottery business There was an overall decrease in revenue by approximately HK$28.7 million to approximately HK$211.2 million for the year ended March 31, 2026, mainly due to the decrease in revenue from sales of lottery hardware by approximately HK$35.5 million as a result of the decrease in lottery hardware tenders awards and deliveries and partially offset by the increase in revenue from the provision of lottery offline distribution services by approximately HK$6.8 million.   The loss for the year ended March 31, 2026 was approximately HK$54.2 million (for the year ended March 31, 2025: approximately HK$98.6 million). The overall decrease in loss for the year is primarily attributable to: (i) no fair value changes were recognized for the year ended March 31, 2026 on the convertible term loan facilities in the maximum amount of INR1,319.4 million (equivalent to approximately HK$137.3 million) previously provided by the Group to, and fully utilized by, its 45%-owned joint venture company in India, First Games Technology Private Limited (“JV”), as compared to a fair value loss of approximately HK$70.9 million for the year ended March 31, 2025. During the year ended March 31, 2026, the Group has entered into a mutual agreement with the JV for the termination of the Facilities and a gain on derecognition of approximately HK$3.5 million was recognized by the Group; and (ii) the decrease in finance income by approximately HK$14.0 million to approximately HK$30.3 million (for the year ended March 31, 2025: approximately HK$44.3 million) mainly due to the decrease in market interest rates for the year ended March 31, 2026 as compared to the corresponding period in 2025.   BUSINESS REVIEW   During the reporting period, the proportion of the Group's high-growth businesses continued to rise, optimizing the revenue structure and driving steady improvement across key operating indicators. These trends signal an accelerated shift from a "lottery + payment" provider to an “integrated fintech platform”. Core business segments are now working in synergy: alongside our leading position in digital payments, our full-scale banking services are growing rapidly, while innovative technology services for the gold and precious metals trading have opened up new growth horizons. Overall, the initial results of the strategic transformation are beginning to materialize.   The Group’s fintech businesses have evolved into a digital ecosystem (as outlined in the diagram above).   Full-scale Financial Services Leveraging the deep synergy between Macau Pass and ABM, the Group is comprehensively building a fintech ecosystem that encompasses both high-frequency payments and full-scale financial services.   Digital Payment Services The Group's digital payment business is primarily conducted through Macau Pass, which is one of the leading digital payment service providers in Macau, principally engaged in mCard, MPay and merchants acquiring services. mCard is a contactless payment card widely used by Macau residents and visitors. There are currently over 6.0 million mCards in issuance, supporting local public transportation and over 30,000 consumption points across Macau. During the reporting period, mCard continuously deepened its regional connectivity strategies, in collaboration with cities across the Chinese Mainland, including Zhuhai and Wuhan, we launched the “Zhuhai-Macao Public Transport Card”,“Wuhan-Macau Intercity Card” , etc. At the same time, we subsequently launched a series of creative products, including the NBA China Games mCard, the Capybara MINI mCard, moving beyond the traditional transit card role and further promoting brand rejuvenation. The cross-border payment service was also optimized. With the addition of a top-up service option for Alipay users on September 26, 2025, it has significantly enhanced the convenience of payment and travel for tourists from Chinese Mainland in Macau. MPay is one of the most widely used e-wallets among Macau residents，with approximately 1.73 million registered users. It has become a Super App that covers dining, transportation, tourism, entertainment, online and offline shopping, finance and cross-border services and payments. On the local ecosystem front, MPay has continuously deepened its local digital ecosystem by launching the MPay Tap! Function and extending the“Amap Ride-Hailing” mini-app to the local Macau market. Meanwhile, its cross-border payment ecosystem has shown strong growth momentum. During the reporting period, the number of cross-border payment transactions and the total transaction payment volume increased by approximately 43% and approximately 44% year-on-year, respectively. In terms of international payment networks, MPay now supports users in about 60 countries and region. To facilitate northbound consumption and travel by Macau residents, it has been continuously enriching its "Cross-Border Zone" ecosystem, which now integrates approximately 90 popular mini-apps in the Chinese Mainland, including Amap Ride-Hailing, Meituan Takeout, and transit QR code of Guangzhou Metro. We are also one of the leading acquirers in Macau. Our acquiring services support travellers from over 10 overseas countries and region to use their home country/region’s e-wallets in Macau. During the reporting period, Macau Pass pioneered the introduction of innovative payment solutions exemplified by Alipay Tap! and MPay Tap! Features, and deepened scenario-based cooperation with local business partners including Sands China. As of March 31, 2026, Alipay’s innovative payment method Alipay Tap! has covered over 8,000 merchant stores across Macau.   Full-scale Banking Services The Group's banking business is conducted by ABM (the “Bank”). ABM is a local full-scale bank in Macau holding a full banking licensce, providing comprehensive financial services including convenient account opening, payment and spending, global remittance, savings and wealth management (including insurance agency), and credit services to individuals and SMEs users.   During the reporting period, the Bank continues to improve the full range of product services system including deposits, loans, remittances, currency exchange, and investments. The Bank also advanced its offline expansion strategy, opening its first self-service outlet in October 2025 and will consider setting up other wealth management centers in the future, gradually forming a comprehensive banking service model that integrates online digital capabilities with an offline service network. In addition, we established an online insurance payment zone and reached an agency cooperation agreement with HSBC insurance products, further expanding the product portfolio. In terms of customer management, the bank also focuses on youngster and endeavors to reach users with differentiated services through online operations and offline outlets, forming a distinct customer service advantages over conventional banks. During the reporting period, the Bank achieved growth in both customer base and fund size, with the total number of individual customers increasing by approximately 76% year-on-year and total deposits growing by approximately 235%.   Commerce Enablement and Local Consumer Services Leveraging MPay’s large user base and payment traffic, together with the synergistic advantages of the mCoin and mPass platforms, the Group continues to convert online traffic into offline commercial value,empowering local business development. Leveraging the synergies of the MPay payment ecosystem, mPass provides Macau residents and tourists with a comprehensive lifestyle and travel service platform offering a wide range of services across dining, shopping, entertainment, events and high-end customised travel experiences. During the reporting period, mPass in collaboration with the Macau Economic and Technological Development Bureau and Damai, launched the “Concert + Community Consumption Benefits” campaign, effectively directing concert-goers to communities such as the Zona de Aterros do Porto Exterior (“ZAPE”,新口岸填海區). Meanwhile, it collaborated with MPay to support government and commercial initiatives to boost consumption, such as the “National Games Boost • Community Consumption Grand Prize”, and the “POP MART Macao Citywalk” (與POP MART漫游澳門), effectively increasing users’ spending activity. Additionally, during the reporting period, mPass has also supported over 130 performances and events in Macau. mCoin activates the points economy: mCoin is MPay’s exclusive points and benefits platform. During the reporting period, the mCoin platform has newly launched an mCoin gift feature. As of March 31, 2026, the cumulative volume of mCoins transferred via the gift function reached approximately 1 billion mCoins. The platform also launched the “Value Buy” (抵到爆) mCoins redemption program, collaborating with high-quality merchants to provide exclusive products, thereby achieving a mutually beneficial promotion of advantages for users and increased traffic for merchants. During the reporting period, the Group continued to deepen partnerships with product partners, leveraging digital technology to empower local business upgrades and the development of smart cities. In addition to collaborating with Alipay and Sands China to launch the Alipay Tap! Service at Sands Resorts Macao, we also collaborated with Amap to launch the “Cool Travel Festival” (清涼出行節), the “Amap Street Stars -Macao Authentic Delicacies Ranking” and the “Macao City Life Support Program”. These initiatives not only provided comprehensive support for Macau’s local merchants and empower local small and medium-sized merchants in their digital transformation and service capability upgrade, but also contributed to the growth of community economies. Furthermore, we successively established strategic cooperation with Huawei Services (Hong Kong) Limited, China Telecom (Macau) Limited, China Arts and Entertainment Group Ltd., Damai Entertainment and the Galaxy Macau™ integrated resort. These collaborations aim to explore opportunities in areas such as digital service innovation, smart city development, and cultural content growth.   Innovative Technology Services for the Gold and Precious Metals Trading As part of the Group’s innovative financial strategy, the Group will design, develop, and maintain a secure and reliable electronic trading, clearing and settlement platform for HKGX and its market participants. The platform will integrate spot, futures, digital gold, B2C transactions, clearing and settlement center, over-the-counter (OTC) trading, membership management and a unified risk control system. It will support both offshore and onshore Renminbi, featuring multi-currency pricing and settlement capabilities, multilingual support, and an open and compatible architectural design. The platform aims to enhance market efficiency, connect global investors, and help strengthen Hong Kong’s position as an international gold hub.   Lottery Services The lottery business maintained steady growth. The Group is one of the leading suppliers of lottery terminals in China. During the reporting period, the Group won 12 lottery hardware tenders to supply lottery terminals to the Sports Lottery Administration Centers in a number of provinces and municipalities, including Hubei, Hainan, Shandong, Tianjin, Guizhou, Jiangsu, Shaanxi, Guangdong, Fujian and Chongqing.   BUSINESS OUTLOOK The Group is dedicated to becoming a leading global comprehensive financial technology group. With full-scale financial services, commerce enablement and local consumer services, and innovative technology services for the gold and precious metals trading as its core, the Group aims to build a comprehensive digital ecosystem and create a new paradigm for modern financial services.   The Group will continue to strengthen its “payment + finance + technology” infrastructure. By offering full-scale banking services, e-wallet, acquiring services, mCard, multipurpose digital payment system and other services, we will continuously deepen the development of service scenarios to enhance the payment experience for local residents and tourists, while striving to promote mobile payment and inclusive finance in Macau, and contribute to its smart city transformation.   Leveraging its ecosystem collaboration with Alibaba Group and Ant Group, and capitalizing on the global connectivity advantages of Alipay+, the Group will further provide support for more electronic payment tools from overseas countries and regions to facilitate the consumption of visitors to Macau, and achieve cross-border payment facilitation. Additionally, the Group will fully leverage its strengths in content and channels to provide Macau merchants with increased online exposure and digital upgrade solutions, empowering them to achieve digital transformation, thereby driving Macau’s local economic development and supporting the construction of a “World Centre of Tourism and Leisure”. On this basis, the Group will connect scenarios and resources of the ecosystem with payment plus full-scale financial services, leverage internal business synergies to continue to expand its diversified business portfolio. We will also further explore additional commercialization opportunities across the digital payment ecosystem, e-commerce, digital media and entertainment, and cultural entertainment markets, continuously enriching the value proposition of our digital ecosystem.   Looking ahead to the Web3.0 era, the Group has been actively expanding into innovative finance. We are currently accelerating the deep integration of gold and precious metals trading with cutting-edge technologies, striving to build an innovative trading platform with international competitiveness. Moving forward, we will continue to deepen our strategic layout. By leveraging technology-driven initiatives and ecosystem co-creation, we aim to constantly expand the application boundaries of precious metals trading technology, injecting new vitality and momentum into the financial market development of the Guangdong-Hong Kong-Macao Greater Bay Area and beyond.   With roots in Macau and sights set on the global stage, the Group will continue to invest resources to improve its technological infrastructure. Focused on user needs, we will continuously deepen service scenarios, expand our global financial service footprint, seek innovative business opportunities and continue delivering on our commitment to provide long-term sustainable growth for the shareholders.   -End-   ABOUT THE GROUP AGTech, as a member of the Alibaba Group, was incorporated in Bermuda and its Shares are listed on GEM (Stock Code: 8279). The Company is included as a constituent stock in the MSCI World Micro Cap Index. As a comprehensive financial technology group, AGTech’s core businesses are broadly divided into four principal categories: (1) Full-scale financial services: (i) Digital payment services: (a) mCard (b) MPay (c) Merchants acquiring services 1 (ii) Full-scale banking services: (a) Digital banking services for individuals and SMEs 2 (b) Wealth management services 3 (2) Commerce enablement and local consumer services: lifestyle, culture and entertainment, marketing technical services for merchants and e-commerce platform (3) Innovative technology services for the gold and precious metals trading (4) Lottery services 4   1 This service also includes the business line previously presented under “payment‑related hardware supply”. 2 This service includes deposits, loans, transfers and cross-border remittances, cross-border e-commerce/supply chain financing, etc. 3 This service encompasses the business lines previously presented under “internet securities investment, account services, insurance agency services, and customer self-service banking outlet”. 4 This service includes lottery hardware sales, lottery offline distribution, as well as other integrated services. For more details, please visit www.agtech.com   15/06/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

By: James Vance – SeaPRwire – A potato-shaped object. A glowing sphere above a pond. Red lights moving in perfect sync across the night sky. None of these descriptions would look out of place in a science-fiction script. Yet they now appear inside newly released U.S. government documents. On June 12, the U.S. Department of Defense published its third batch of files related to extraterrestrial life, unidentified anomalous phenomena, and UFO reports. The public reaction was predictable. Curiosity surged. Speculation followed. The harder question is why every new disclosure seems to strengthen public belief even when officials continue saying they have found no evidence of alien involvement. The newly released materials include 72 previously classified videos, photographs, audio recordings, and written reports. One video, recorded in the northeastern United States in 2024, shows a light source hovering above a pond. Witnesses described it as a plasma-like sphere. Its shape and brightness appeared to change over time, and smaller points of light seemed to separate from the main source before the object vanished after roughly 45 minutes. Another video from 2025 captured two red lights moving silently through the sky. Observers reported that the lights appeared to merge shortly before disappearing from view. The release also contains reconstructed illustrations based on witness testimony. In one 2022 case, five U.S. Army soldiers in Colorado reported seeing a milky-white floating object resembling a potato, covered with irregular fish-scale patterns. According to the report, it remained stationary for around two minutes before suddenly disappearing. Officially, the Pentagon’s All-domain Anomaly Resolution Office maintains its position. After multiple investigations, it says there is still no evidence connecting these incidents to extraterrestrial life. Some reports may have conventional explanations. One account describing smaller glowing objects emerging from a larger orange light could potentially be linked to military illumination flares. Yet many cases remain unresolved. That distinction matters. “Unexplained” does not automatically mean “alien.” At the same time, an unresolved case creates a vacuum. Public imagination tends to fill that vacuum faster than scientific analysis can. The polling numbers reveal a deeper shift. A recent survey of more than 2,000 Americans found that roughly 63% believe intelligent life exists beyond Earth. More strikingly, 21% believe humanity has already made contact. After recent government disclosures, about 30% reported becoming more convinced that extraterrestrials have visited Earth. Meanwhile, 84% think the federal government knows more about UFOs than it has publicly admitted. This gap between official statements and public trust may be the most important data point in the entire story. People are no longer debating whether strange sightings occur. They are debating whether institutions are telling the whole story. The scientific community remains far more cautious. On June 1, the International Academy of Astronautics updated its guidance on the search for extraterrestrial intelligence for the first time in 15 years. The document argues that any response to an extraterrestrial intelligence signal should be treated as a decision for all humanity and should only occur after international consultation, particularly through the United Nations. In plain language, scientists are discussing governance before confirmation. Public culture is discussing visitors before evidence. Those are two very different conversations. Every new document release generates headlines about mysterious objects. The longer-term issue may be trust, not aliens. Governments are opening archives. Citizens are asking harder questions. Scientists are urging restraint. Until stronger evidence appears, the most rational position remains surprisingly simple: keep investigating the phenomenon, but do not mistake uncertainty for proof. Author bio: James Vance, a veteran international technology magazine columnist who specializes in analyzing emerging science, frontier technologies, public perception, and the intersection of government transparency and innovation.

By: Elena Rostova – SeaPRwire – For years, China’s comprehensive bonded zones were designed around a simple formula. Raw materials came in. Finished goods went out. The domestic market sat largely outside that equation. That model generated enormous trade volume, but it now faces a ceiling. The newly released package of 24 reform measures signals something more significant than administrative fine-tuning. It reflects an effort to redesign bonded zones for a different stage of economic development. The numbers explain why change became necessary. In 2025, China’s 168 comprehensive bonded zones generated 7.2 trillion yuan in imports and exports, accounting for 16% of the country’s total foreign trade. Yet policymakers increasingly see these zones as more than export-processing platforms. According to Pan Cheng, Director General of the Department of Free Trade Zones and Special Customs Supervision Areas under the General Administration of Customs, the reforms focus on four major areas. One priority is industrial upgrading. Bonded maintenance services are expanding beyond a positive-list approach. Companies will gradually gain greater flexibility to process repaired products, conduct further manufacturing activities, and explore domestic sales channels. In 2025 alone, bonded-zone maintenance businesses recorded 375.73 billion yuan in trade value. Another reform reveals a deeper policy shift. During regulatory research, authorities found that many biotechnology companies wanted access to bonded R&D benefits but could not realistically relocate laboratories into bonded zones. Instead of forcing companies to move, regulators are testing a new approach. Qualified biotech firms outside the zones may receive bonded-zone customs registration codes, allowing them to access selected bonded R&D policies. In practical terms, the policy is moving toward the enterprise rather than requiring the enterprise to move toward the policy. The same logic appears in logistics reforms. New measures support aviation pre-clearance cargo stations, China-Europe Railway Express consolidation hubs, and international road transport centers. Earlier this year, the first Greater Mekong Subregion international road transport service departed from Qianhai Comprehensive Bonded Zone in Shenzhen and headed directly to Vietnam, creating a new logistics corridor linking the Guangdong-Hong Kong-Macao Greater Bay Area with Southeast Asia. The technology layer may prove equally important. Customs authorities are expanding the use of artificial intelligence, the Internet of Things, blockchain, digital twins, and embedded network supervision systems. The goal is straightforward. Regulatory oversight becomes part of daily business operations rather than a separate process. Companies spend less time navigating paperwork. Data moves faster between bonded zones and ports. Local governments are also encouraged to establish integrated service platforms that provide one-stop support for businesses operating inside these zones. This reflects a broader governance trend. Regulatory efficiency is increasingly being treated as economic infrastructure. The larger message is easy to miss. These reforms are not merely about making bonded zones bigger. They are about making them more connected to China’s domestic economy, innovation system, and international logistics network at the same time. The old model rewarded volume. The next model appears designed to reward flexibility. Whether a bonded zone succeeds in the coming decade may depend less on how many containers pass through its gates and more on how effectively it integrates manufacturing, research, logistics, and digital governance into a single operating platform. Author bio: Elena Rostova, a public policy scholar specializing in trade governance, industrial development, and institutional reform, with extensive experience analyzing the intersection of regulation and economic competitiveness.

By: Robert Sterling – SeaPRwire – Most grand opening announcements read the same. A ribbon gets cut. A few discounts are offered. Local officials smile for photos. Then the story disappears. What caught my attention about Tidal Wave Auto Spa’s newest location in Goldsboro, North Carolina, is not the free car washes. It is the pace and pattern behind the expansion. The company has now reached 23 locations across North Carolina and operates 320 express wash sites in 30 states. In today’s retail service market, that kind of geographic buildout says more about business confidence than any marketing campaign ever could. The official announcement focuses on the new Goldsboro site at 1027 N Spence Ave and the opening promotions running from June 10 through June 21. Customers can receive a free Graph-X4® + Super Shammy premium wash, while new Clean Club members can access unlimited plans starting with a first-month offer of $9.97. Those are customer acquisition tools. The more interesting figure sits elsewhere. Tidal Wave plans to open three more North Carolina locations later this year. For operators in location-based service businesses, expansion decisions are rarely made on optimism alone. New sites require confidence in traffic flow, consumer demand, labor availability, and long-term local spending patterns. There is another signal buried in the release. Tidal Wave is connecting its opening campaign to community fundraising. On June 18, the company will donate $1 for every free wash and $5 for every new Clean Club membership to the United Way of Wayne County. According to the company, it has already contributed more than $8 million to charitable organizations nationwide. Some observers dismiss these programs as public relations exercises. Experienced operators see something else. A growing chain entering a new market often needs local trust as much as customer volume. Community engagement lowers friction. It helps transform a new business from an outside brand into a familiar local presence. The broader lesson is simple. The express car wash industry has become a scale business. Technology matters. Membership programs matter. Site selection matters even more. Tidal Wave’s story began more than 25 years ago in Thomaston, Georgia, as a small self-service wash founded by Scott and Hope Blackstock. Today it ranks as the nation’s fifth-largest conveyor car wash company with 320 locations. The Goldsboro opening is not a story about one new wash tunnel. It is another marker on a national expansion map, and competitors should probably be paying closer attention to that map than to the free wash coupons. Author bio: Robert Sterling, a veteran entrepreneur and industry investor with decades of experience building regional businesses, evaluating growth strategies, and tracking long-term shifts in consumer service industries.

By: Christian Brooks – SeaPRwire – Most business forums end the same way. Executives exchange cards. Delegations pose for photos. Headlines fade within days. The harder question is what remains after the conference hall empties. That is why the upcoming 2026 Beijing CBD Forum Annual Conference deserves a closer look. The headline figure is impressive enough. Nearly ten thousand participants from five continents are expected to attend in mid-June, with international speakers accounting for more than half of the lineup. Yet the forum itself is not the main story. The more revealing fact sits outside the venue. Within just seven square kilometers of Beijing CBD, nearly 16,000 foreign-funded institutions operate alongside 125 regional headquarters of multinational corporations. According to the organizers, that represents roughly half of Beijing’s multinational headquarters resources. Officially, the forum focuses on innovation, finance, legal-business integration, culture, and international consumption. The business message beneath those themes is straightforward. Beijing CBD wants to position itself as a place where international companies can enter China and expand without rebuilding every support system from scratch. The facts released ahead of the event reinforce that positioning. Beijing CBD has developed one of China’s most concentrated clusters of professional services. International law firms, consulting companies, financial institutions, arbitration services, and compliance specialists operate within the district. Pilot programs involving cross-border data flows, support mechanisms for foreign financial institutions, and one-stop services for international talent have already been introduced. This year’s forum will add an Ambassadors’ Roundtable Dialogue with a regular communication mechanism and an “International Delegations’ China Tour” program for overseas business representatives. On paper, these are conference initiatives. In practical terms, they signal something investors usually value more than speeches. They signal access, responsiveness, and institutional familiarity. For foreign firms evaluating risk, process often matters as much as policy. There is another layer that deserves attention. Many cities talk about artificial intelligence, digital transformation, and green technology. Beijing CBD is trying to connect those themes to existing commercial infrastructure rather than presenting them as marketing slogans. The district already hosts one of China’s densest concentrations of foreign financial institutions and cross-border capital activity. Technology firms are working alongside traditional industries. Legal and commercial service providers are deeply embedded in daily operations. Plans for a future one-stop platform covering legal services, auditing, intellectual property, and cross-border business support suggest that Beijing CBD is attempting to solve operational problems, not merely advertise opportunities. For multinational companies, that distinction matters. Market entry is rarely blocked by ambition. It is usually slowed by execution. After decades of investing across multiple regions, I have learned that global capital tends to ignore grand narratives and follow practical conditions instead. Business leaders ultimately ask simple questions. Can deals get done? Can disputes be resolved? Can talent move efficiently? Can regulations be understood with reasonable certainty? Beijing CBD appears determined to answer those questions through infrastructure rather than promotion. The forum lasts three days. The district operates every day. For companies seeking a long-term foothold in China, that difference is where the real investment thesis begins. Author bio: Christian Brooks, a veteran entrepreneur and investor with decades of experience expanding businesses across international markets, focusing on industrial development, capital allocation, and cross-border commercial strategy.

By: Jonathan Vance  – SeaPRwire – A provincial satellite channel importing two Taiwanese television dramas would normally attract little attention. Yet the announcement made in Xiamen on June 12 carries significance beyond programming schedules. What changed is not merely what audiences can watch. What changed is the policy environment surrounding cross-strait cultural exchange. When Fujian’s Southeast TV became the first provincial satellite broadcaster on the mainland to introduce Taiwanese dramas under newly released cross-strait measures, it offered an early test of how policy incentives can move from official documents into real industry activity. The facts are straightforward. The opening ceremony of the 18th Strait Forum · Strait Audio-Visual Season was held in Xiamen, Fujian, under the theme “Integrated Development, Shared Future.” The event showcased youth film projects, AIGC audio-visual productions, documentary works, and new short-drama initiatives involving participants from both sides of the Taiwan Strait. During the event, Southeast TV introduced its first batch of imported Taiwanese dramas, including “The Bright Side Without You” and “I Am Married…But!” According to information released at the forum, the move coincides with ten cross-strait exchange measures introduced by the Taiwan Affairs Office in April 2026. One provision specifically permits high-quality Taiwanese audio-visual productions to be broadcast on the mainland. Industry participants quoted at the event argued that the policy has reduced barriers to content circulation and opened new opportunities for creative cooperation. The more important development may be happening behind the screen. Alongside the drama imports, a Cross-Strait Audio-Visual Copyright Exchange Center received official designation. According to information released at the event, the center has already accumulated more than 20,000 episodes of copyrighted programs, over 30,000 minutes of archival audio-visual materials, and more than 400,000 minutes of Minnan-language dubbing resources. Its planned functions include copyright services, content transactions, industry research, and professional exchange. It also aims to build copyright databases and artificial intelligence training resources related to audio-visual content. Cultural exchange often begins with individual projects. Sustainable integration usually requires infrastructure. The creation of a shared copyright and content platform suggests that policymakers are increasingly focused on building long-term mechanisms rather than isolated cooperation projects. Policy effectiveness is often measured not by announcements but by adoption. In this case, Fujian’s broadcasting sector moved quickly to respond. Southeast TV, which has spent more than three decades focused on Taiwan-related programming, became the first provincial satellite channel to convert a newly announced policy opening into an operational content partnership. Whether additional broadcasters, producers, and streaming platforms follow will determine the broader impact. For now, one practical lesson stands out. Cultural exchange becomes more durable when policy support is matched by content circulation, commercial incentives, and institutions capable of supporting both. Author bio: Jonathan Vance, a scholar of public policy and cultural governance who focuses on media regulation, regional integration strategies, and the long-term impact of cultural institutions on social development.

By: Robert Sterling – SeaPRwire – Put the numbers on a table and the ranking seems obvious. Mitsubishi sits near 21 trillion yuan in combined assets. Samsung stands around 2.1 trillion yuan. China Merchants Group is expected to reach roughly 15.6 trillion yuan by the end of 2025. Many readers stop there and declare a winner. That misses the real story. Asset size tells us where these organizations came from. It tells us far less about where they are heading. The more revealing comparison is how three of East Asia’s most influential business groups are responding to a world being reshaped by artificial intelligence, energy transition, demographic pressure, and geopolitical uncertainty. The official facts reveal three very different growth models. Mitsubishi traces its roots to the 1870s under the leadership of Yataro Iwasaki. What began as a shipping operation evolved into one of Japan’s most influential industrial groupings. Today, companies tied to the Mitsubishi network span heavy industry, finance, electronics, trading, and infrastructure. Recent moves show the group is still restructuring. According to the source material, Mitsubishi Electric agreed in November 2025 to divest several industrial motor and pump businesses, redirecting resources toward power semiconductors, HVAC technologies, and digital solutions. Samsung followed a different path. Founded by Lee Byung-chul in 1938 as a small trading business, it expanded into electronics, chemicals, construction, insurance, and heavy industry. Samsung Electronics reported 300.9 trillion won in revenue for 2024, equivalent to roughly 1.52 trillion yuan, up 16 percent from the previous year. Across the broader group, total assets are estimated at about 2.1 trillion yuan. China Merchants Group represents a third model entirely. Established in 1872 through the Qing Dynasty’s Merchant Steam Navigation initiative, it became China’s first modern joint-stock enterprise. The organization survived imperial decline, war, reform, and globalization. Today it operates across transportation, logistics, finance, industrial development, and technology. According to data cited from China’s State-owned Assets Supervision and Administration Commission, the group is expected to reach total assets of approximately 15.6 trillion yuan by the end of 2025. It has maintained a return on equity above 10 percent throughout the 14th Five-Year Plan period. The group has also accelerated investment into innovation. Research spending since the beginning of the plan reached 89.3 billion yuan, nearly double the previous cycle. New patent creation grew 3.8 times compared with the prior five-year period. The company has established a Chief Scientist Committee, advanced research institutes, AI laboratories, LNG shipbuilding programs, and industry-specific large language model applications in logistics and finance. The hidden difference is not balance-sheet size. It is organizational DNA. Mitsubishi still reflects Japan’s network-based conglomerate structure, built around cross-shareholding and long-term coordination. Samsung remains closely associated with the centralized control model that powered South Korea’s industrial rise. China Merchants operates under a hybrid framework. State ownership provides strategic capital and policy alignment. Market-oriented management drives execution. Each model solved a different historical challenge. The question now is whether those same structures remain advantages in a world moving much faster than before. From an investor’s perspective, the next decade may not reward the largest institution. It may reward the institution that can move capital, technology, and talent into new industries with the least internal resistance. A century ago, shipping routes built empires. Today, AI infrastructure, advanced manufacturing, logistics networks, and energy systems are becoming the new battlegrounds. The company that adapts fastest will care far less about yesterday’s asset ranking than tomorrow’s relevance. Author bio: Robert Sterling, a veteran entrepreneur and investor who has spent decades analyzing industrial groups, global capital flows, and the strategic evolution of multinational business empires.

By: Logan Pierce – SeaPRwire – A business owner can spend thousands on digital ads and still struggle to answer one simple question: did anyone in the neighborhood actually see the message? That frustration sits at the center of MarketAnywhere’s latest expansion. The Los Angeles-based company has announced broader nationwide distribution coverage, offering flyer delivery, door hanger campaigns, and hand-to-hand marketing across all 50 states. On the surface, this looks like a traditional marketing services update. Underneath, it reflects a growing reality in local advertising. Many businesses are discovering that online visibility does not automatically translate into neighborhood awareness. According to the company, MarketAnywhere now provides businesses with a single platform for managing flyer distribution campaigns ranging from individual neighborhoods to multi-state initiatives. The firm says it has spent more than 30 years serving organizations of various sizes, including independent businesses, regional operators, national brands, and Fortune 500 companies. Services cover flyers, postcards, brochures, menus, promotional materials, door hanger campaigns, and face-to-face distribution conducted by trained brand ambassadors in shopping districts, business centers, entertainment venues, and community events. The official announcement places particular emphasis on geographic targeting, allowing campaigns to focus on specific ZIP codes, neighborhoods, and service areas. Another highlighted feature is photo verification, giving clients visual proof that distribution activities have been completed as planned. The business signal behind this expansion is more interesting than the service list itself. Over the past decade, digital advertising promised precision. In practice, many local businesses found themselves competing in increasingly crowded online channels where costs continued to rise and attention became harder to capture. A plumbing company does not need awareness across an entire country. A neighborhood restaurant rarely benefits from impressions generated hundreds of miles away. What these businesses often need is simple visibility inside a defined service area. MarketAnywhere appears to be positioning itself around that practical reality. By combining residential delivery, in-person distribution, campaign management, printing, shipping, and verification under one provider, the company is selling convenience as much as distribution capacity. The pitch is straightforward: fewer vendors, fewer coordination problems, and more control over local execution. For years, marketers treated physical distribution as an outdated tactic. The market now seems less certain. As customer acquisition costs continue climbing across digital channels, direct neighborhood marketing is finding a second life among businesses that care more about geographic relevance than online reach. Companies capable of operating at national scale while delivering locally may end up controlling a surprisingly resilient corner of the advertising business. In this segment, the winner may not be the company with the smartest algorithm. It may be the one that can reliably get a message onto the right doorstep. Author bio: Logan Pierce, a veteran entrepreneur and investor with decades of experience building businesses, scaling regional operations, and analyzing shifts in traditional and local-market industries.

By: TechVanguard – SeaPRwire – Every year, the same scene plays out. Apple unveils a new iPhone operating system, social media fills with screenshots of fresh features, and millions of users face the same dilemma: upgrade immediately or wait. This year, ahead of WWDC26 and the arrival of iOS 27, that decision may be getting harder rather than easier. New features create excitement. Early software bugs create anxiety. The gap between those two emotions is exactly where Tenorshare has positioned its latest product, the iOS 27 Upgrade Downgrade Companion. The company, known for iOS repair and device management software, has launched a free web-based decision tool designed to help users evaluate whether moving to iOS 27 actually makes sense for their specific situation. Instead of offering blanket recommendations, the platform asks users to identify their iPhone model, usage habits, upgrade motivations, and dependency on certain applications. Based on those inputs, the tool generates recommendations ranging from upgrading immediately to delaying installation until later software releases arrive. According to the company, no downloads, registrations, or advertising interruptions are involved. Alongside the recommendation engine sits an issue-tracking panel that monitors reported iOS 27 problems. Current categories include abnormal battery drain, overheating during charging or navigation, notification failures, unstable CarPlay behavior, Wi-Fi connectivity issues, and other commonly reported concerns. Each issue is paired with explanations and practical workarounds sourced from community feedback and forum discussions. What makes this launch interesting is not the technology itself but the business logic behind it. Apple’s annual software cycle has quietly created a new category of user behavior. Many consumers want access to new AI capabilities and interface upgrades the moment they appear. At the same time, smartphones have become critical infrastructure for banking, work communication, transportation, and identity verification. A software update is no longer just an update. It can affect productivity, security, and daily routines. Tenorshare appears to be capitalizing on this growing caution. The company is not merely offering repair software. It is attempting to become a decision-support layer between Apple’s release schedule and consumer adoption. The embedded issue tracker reinforces that role by turning scattered community complaints into structured information users can actually act upon. The second half of the strategy becomes clear when users decide they upgraded too soon. The press release highlights a familiar frustration: downgrading iOS versions through iTunes remains complicated for many consumers and often involves complete data loss. Tenorshare’s ReiBoot software is presented as an alternative, promising one-click upgrades or downgrades, automatic firmware matching, support for more than 150 iOS and Android system issues, and a simplified rollback path from iOS 27 to iOS 26. Whether users ultimately choose to upgrade or wait, the company has positioned itself at both ends of the decision process. In practical terms, that may be the most valuable place to stand in an era when software updates increasingly feel less like routine maintenance and more like risk management. Author bio: TechVanguard, a senior technology columnist covering consumer platforms, software strategy, and the intersection between product design and user behavior for leading international tech publications.

By: Marcus Sterling – SeaPRwire – Peace agreements are usually easiest to negotiate when both sides can claim victory. That appears to be exactly what is unfolding between Washington and Tehran. According to officials from both governments, a preliminary agreement to end the conflict could be signed within days. Yet the striking feature of the emerging deal is not the prospect of peace itself. It is the speed with which both capitals are presenting the same document as proof that they achieved their core objectives. The facts outlined by officials paint a complicated picture. U.S. representatives say the draft framework fulfills President Donald Trump’s primary goals and places future nuclear negotiations in a highly favorable position. Iranian Foreign Minister Abbas Araghchi is telling a very different story. He has publicly declared Iran the victor of the war and described the agreement as evidence that Tehran emerged stronger from the conflict. According to multiple sources familiar with the memorandum, the proposed arrangement would reopen the Strait of Hormuz, ease restrictions on Iranian oil exports, and begin the process of releasing frozen Iranian assets worth billions of dollars. In return, Iran would reopen the waterway and enter a sixty-day negotiation period focused on its nuclear program. U.S. officials maintain that any final agreement would require the dismantling of Iran’s nuclear program, the destruction and removal of its highly enriched uranium stockpiles, and a verification mechanism to enforce compliance. The strategic tension lies in what has not yet been resolved. Reports describing the draft suggest that several long-standing American demands may have been softened or postponed. Discussions about Iran’s missile program appear absent from the current framework. Questions surrounding war reparations remain open. Israel, which participated in military operations alongside the United States, is not a party to the negotiations. Prime Minister Benjamin Netanyahu has already indicated that Israel will not join the memorandum, while disagreements remain over future military activity in Lebanon. For Tehran, the immediate gains are tangible: potential sanctions relief, access to frozen assets, and the reopening of a maritime route that once carried roughly one-fifth of the world’s oil and gas supply. For Washington, the calculation appears centered on securing a pathway toward nuclear restrictions without prolonging a costly regional confrontation. Financial markets have already delivered their first verdict. Oil prices fell sharply, with Brent crude dropping more than three percent after news of the negotiations gained momentum. Investors are clearly pricing in reduced disruption risks across the Gulf region. Political markets may prove less predictable. Trump faces pressure from voters concerned about energy costs and from Republicans wary of appearing too accommodating toward Iran. Tehran must convince domestic audiences that it did not trade strategic leverage for economic relief. That is why the coming debate will not focus solely on what is written in the agreement. It will focus on who successfully defines the story surrounding it. In diplomacy, documents matter. Political narratives often matter more. Author bio: Marcus Sterling, a senior researcher at a European strategic affairs institute specializing in Middle East security, international negotiations, sanctions policy, and geopolitical risk analysis.

By: Alex Mercer – SeaPRwire – Most companies are rushing to deploy AI. Far fewer can explain where their AI data came from, who touched it, whether it was altered, or how quickly they can recover when systems fail. That gap is becoming expensive. ShelterZoom’s latest partnerships with SB C&S, The Kenton Group, and Conscience IQ reveal a growing realization inside enterprise technology circles: the next phase of cybersecurity is no longer centered solely on preventing attacks. It is increasingly about proving trust, preserving operational continuity, and maintaining confidence in the data feeding AI systems. The official announcement highlights a broad international expansion strategy. Through partnerships with Japan-based SB C&S, U.K.-based The Kenton Group, and AI solution provider Conscience IQ, ShelterZoom is extending the reach of three flagship products across North America, Europe, Asia-Pacific, and the Middle East. The first is Mithra AI, designed to provide verified context, data lineage, governance, and a trusted single source of truth for enterprise AI systems. The second is Document GPS, a document tokenization platform that replaces traditional file sharing with secure document tokens while allowing originators to track access, downloads, screenshots, sharing activity, and document interactions even after distribution. The third is Spare Tire, a cyber and operational resilience platform built to maintain business continuity and prevent downtime, particularly within healthcare environments where electronic health record disruptions can directly affect patient care. The deeper message sits beneath the product descriptions. Enterprises are discovering that AI readiness is increasingly tied to data credibility. ShelterZoom references findings from Fivetran’s 2026 Agentic AI Readiness Index, which identified data quality and lineage, regulatory compliance, sovereignty requirements, privacy concerns, and interoperability challenges as major obstacles to enterprise AI adoption. According to the cited research, 86% of data leaders view interoperability as essential for AI success. In practical terms, organizations are beginning to realize that sophisticated AI models offer limited value if the underlying data cannot be verified. At the same time, healthcare providers face mounting operational risks from ransomware attacks, system outages, and pending regulatory requirements such as HIPAA’s proposed 72-hour restoration rule. Spare Tire is being positioned as a response to that pressure, offering continuous operational capability and synchronized recovery rather than traditional disaster-recovery approaches that activate only after failure occurs. The competitive landscape may look very different over the next several years. Traditional cybersecurity vendors built their businesses around detection, response, and recovery. A new category is emerging around trust verification, data lineage, operational continuity, and AI integrity. ShelterZoom appears determined to claim territory in that category before larger competitors fully mobilize. Whether the company succeeds will depend on execution, distribution reach, and customer adoption. One thing already seems clear: in the AI era, organizations will not be judged solely by how well they protect data. They will also be judged by how convincingly they can prove that the data can be trusted. Author bio: Alex Mercer, a veteran technology analyst and former enterprise systems architect who focuses on cybersecurity, artificial intelligence infrastructure, digital trust frameworks, and emerging enterprise technology markets.

By: Christian Brooks – SeaPRwire – The hardest problem for emerging public companies is not building a product. It is getting noticed. Every week, hundreds of small and mid-sized firms compete for investor attention. Most never break through. That reality explains why New to The Street continues to occupy an unusual position in the capital markets. On the surface, tonight’s Bloomberg Television broadcast is another business program. Look closer and it resembles something far more strategic: a media-driven marketplace where companies compete for visibility, credibility, and investor mindshare. The official announcement focuses on the companies appearing in tonight’s 6:30 PM ET broadcast across the United States, Latin America, and the MENA region. The lineup spans a remarkably broad range of industries. Envoy Medical discusses hearing restoration technologies. Big Sky Industrial outlines its helium production strategy, carbon management infrastructure initiatives, and the development of the Big Sky Carbon Hub in Montana. Graphene Manufacturing Group presents advances in graphene production and energy storage technologies. Gold Royalty Corp. provides updates on its growing portfolio of precious-metals royalty interests. BlackBarn Restaurant shares its experience operating in New York City’s highly competitive hospitality market. Additional sponsored segments feature Data Vault Holdings, Lantern Pharma, Medicus Pharma, Roadzen, and FreeCast, exposing viewers to companies active in artificial intelligence, biotechnology, healthcare, insurance technology, and digital media. The deeper story sits behind the guest list. New to The Street is not merely selling airtime. It is selling distribution. According to the company, its business media network now extends across Bloomberg Television, FOX Business, outdoor advertising campaigns, social platforms, digital marketing channels, and two rapidly growing YouTube properties. The flagship New to The Street TV channel has surpassed 4.76 million subscribers, while NewsOut has exceeded 880,000 subscribers. Together, the platforms reach more than 5.7 million subscribers. For many emerging companies, access to that audience may be as valuable as access to traditional investor conferences. In today’s market, visibility often functions as a form of currency. A company that cannot attract attention frequently struggles to attract capital. From an investor’s perspective, the program also reflects a larger shift taking place in financial media. Sector boundaries continue to blur. A single broadcast can move from hearing technology to helium infrastructure, from graphene-based energy innovation to gold royalties, then into artificial intelligence and digital media. Investors are no longer consuming information through narrow industry channels. They are hunting for opportunities wherever growth narratives emerge. That makes platforms like New to The Street less of a television show and more of a discovery engine. The winners will not necessarily be the companies with the most airtime. They will be the firms that can convert visibility into execution, because exposure opens the door, but results keep it open. Author bio: Christian Brooks, a veteran entrepreneur and investor with decades of experience evaluating growth-stage businesses, capital formation strategies, and the evolving relationship between media exposure and market performance.

By: James Vance – SeaPRwire – Most soccer arguments die within 48 hours. Fans rage online, television panels replay a controversial decision, and then the conversation moves on to the next match. That cycle is exactly what NotFair.com is trying to break. The newly launched platform is built around a simple idea: instead of debating referee decisions as isolated incidents, collect them, organize them, and study them as data. At a time when global attention is building toward the 2026 FIFA World Cup, the project taps into one of soccer’s most emotional pressure points—whether officiating can ever be examined objectively. According to the company’s announcement, NotFair.com allows supporters to report referee decisions from matches around the world, track those decisions across competitions and seasons, and analyze information submitted by the community. The platform was founded by Hakan Ugdur, who argues that discussions around officiating become more meaningful when they are documented in a structured format rather than scattered across social media posts and post-match debates. The site does not label decisions as right or wrong. Instead, it acts as a repository where fans can contribute observations and explore aggregated trends. The stated goal is transparency through organized information rather than verdicts. The more interesting question is what happens if enough fans actually participate. Soccer has no shortage of opinions. What it lacks is a historical record that ordinary supporters can easily search and compare. A controversial penalty in one league often disappears from public memory within weeks. A disputed red card in another competition rarely becomes part of a larger conversation. By building a database of referee decisions and match incidents, NotFair.com is attempting to turn emotional reactions into a searchable body of evidence. Whether the data ultimately proves anything is secondary. The act of collecting it may be the platform’s biggest contribution. The commercial logic is straightforward. Data tends to become more valuable as it accumulates. If NotFair.com succeeds in creating a comprehensive archive of officiating decisions across global soccer, it could become a reference point for fans, analysts, media commentators, and researchers interested in refereeing trends. The challenge is less about technology and more about participation. Every community-driven platform depends on sustained user contributions. If soccer supporters embrace the idea, referee debates may finally move beyond clips and complaints. If they do not, the platform risks becoming just another forgotten corner of the internet. For now, the outcome depends less on referees and more on whether fans are willing to become data collectors. Author bio: James Vance, a veteran international technology and business commentator who specializes in analyzing how data platforms reshape public discussion, digital communities, and emerging online markets.

Results Highlights Chow Tai Fook Jewellery delivered strong FY2026 performance on the back of successful brand transformation, achieving high-quality earnings growth against macro uncertainties and significant gold price volatility. Revenue grew 5.3% to HK$94,398 million, underpinned by steady growth from design-led and higher-margin iconic collections. The Group achieved an operating profit of HK$18,850 million (+27.8% YoY) and a record high profit attributable to shareholders of HK$9,004 million (+52.2% YoY). Gross profit margin expanded to 32.3%, supported by higher gold prices and increased contribution from the retail business and design-led jewellery. Operating profit margin expanded 360bps to a five-year high level of 20.0% driven by strong business performance and continued disciplined cost management. Return on Equity (“ROE”) increased to 28.4%, which represented a sustained improvement against our 5-year historical average of 20.5%. The Group opened its first global flagship store in Hong Kong in February 2026, alongside newly designed stores across the Chinese Mainland and key international markets, while expanding into luxury lifestyle categories. The Board has proposed a final dividend of HK$0.45 per share, bringing the full-year total to HK$0.67 per share, a payout ratio of 73.4%, reflecting our commitment to sustained shareholder returns. Financial Summary   For the year ended 31 March 2026 HK$ million 2025 HK$ million YoY Change Revenue 94,398 89,656 +5.3% Gross profit 30,500 26,455 +15.3% Gross profit margin 32.3% 29.5% +280 bps Operating profit(1) 18,850 14,746 +27.8% Operating profit margin 20.0% 16.4% +360 bps Profit attributable to shareholders of the Company 9,004 5,916 +52.2% Earnings per share       Basic (HK$) 0.91 0.59 +53.7% Diluted (HK$) 0.90 0.59 +52.5% Full year dividend per share(2) (HK$) 0.67 0.52 N/A   (1)  Aggregate of gross profit and other income, less selling and distribution costs and general and administrative expenses (2)  The payout ratio for FY2026 approximated 73.4% (Hong Kong, China, 11 June 2026) Chow Tai Fook Jewellery Group Limited (“Chow Tai Fook Jewellery Group”, the “Group” or the “Company”; SEHK stock code: 1929), today announces its annual results for the year ended 31 March 2026 (“FY2026”). Record Results Underscore the Continued Success of Brand Transformation The Group demonstrated strong resilience as revenue grew 5.3% to HK$94,398 million in a year marked by macroeconomic uncertainty and significant gold price volatility. Gross profit margin of 32.3% was up 280bps, driven by the surge in gold price and a higher contribution from the design-led and higher- margin iconic collections, successfully launched since 2024. Operating profit grew 27.8% to HK$18,850 million and profit attributable to shareholders grew 52.2% to a record high HK$9,004 million. Operating profit margin of 20.0% was up 360 bps to a five-year high level. The Group’s Return on Equity (“ROE”) increased to 28.4%, which represented a sustained improvement against our 5-year historical average of 20.5%. The Board has proposed a final dividend of HK$0.45 per share, bringing the dividend per share for the year to HK$0.67, a full-year payout ratio of 73.4%.  The strong performance was powered by a customer centric approach driven by three key levers of growth: (1) Redefining Chinese luxury globally, (2) Rejuvenating portfolio and operational efficiency and (3) Reimagining new horizons. Dr. Henry Cheng, Chairman of Chow Tai Fook Jewellery Group, said, “We are committed to investing boldly in our brand – elevating desirability, forging deeper emotional connection with customers, and expanding our global resonance through immersive retail experience, exquisite craftsmanship, compelling storytelling and digital engagement that blends our rich heritage and cultural artistry with contemporary lifestyle.” Commenting on the annual results, Ms. Sonia Cheng, Vice-chairman of Chow Tai Fook Jewellery Group, said, “We are delighted that the Group achieved record high results and high-quality earnings, validating the success of our brand transformation. As a leading global Chinese luxury group, Chow Tai Fook is charting a course to bring Chinese aesthetics, craftsmanship, and heritage storytelling to the world stage while setting a new benchmark for the industry. Redefining Chinese Luxury Globally The global luxury landscape has been dominated by Western culture. Our ambition is to redefine Chinese luxury globally, showcasing the contemporary Chinese culture, innovation and exquisite craftsmanship to the world. The successful launch of our signature collection – DAWN Collection, has clearly demonstrated Chow Tai Fook’s innovation and creativity, being the first jewellery brand to blend Chinese aesthetics with modern craftsmanship. Since its launch in April 2026 till the end of May 2026, DAWN Collection has delivered remarkable initial results, with Retail Sales Value (“RSV”) of over HK$500 million, outperforming the debut of some of the signature collections to date. Furthermore, more than 20% of customers purchasing this Collection were new to us in the Chinese Mainland, Hong Kong and Macao, underscoring the effectiveness of our signature collections in driving new customer acquisition. During the year, we unveiled our first High Jewellery Collection, “Timeless Harmony”, championing Eastern aesthetics through culturally rooted, world‑class craftsmanship and expanding the brand’s presence in the global high jewellery segment. In March 2026, we appointed David Tse as Global Creative Director, bringing deep luxury expertise from his tenure as Creative Director at Hermès in China, to lead our global storytelling and deepen brand desirability. Blending heritage with contemporary designs, our signature collections continue to resonate with the growing base of culturally conscious consumers. The Rouge Collection, Joie Collection and Chow Tai Fook Palace Museum Collection sustained strong sales momentum in FY2026, contributing close to HK$10 billion to our RSV, while the iconic HUÁ Collection contributed HK$43 billion to our RSV. Rejuvenating Portfolio and Operational Efficiency In February 2026, the Group opened its first global flagship store on Canton Road in Tsim Sha Tsui, Hong Kong, marking a significant milestone in its brand transformation journey. The approximately 10,000-square-foot flagship is the Group’s largest store across Hong Kong and Macao, showcasing the brand’s nearly century-long legacy, craftsmanship and creativity through it’s “Heritage Pavilion” and diverse offerings. The flagship offers consumers an elevated retail experience that reflects our evolving ambition as the leading global Chinese luxury group. As of FY2026, we had a total of 8 newly designed luxury-format stores in prime locations in the Mainland. These stores delivered significantly higher productivity, which was approximately 8 to 10 times the average Same Store Sales (“SSS”). These newly designed stores also had a substantially higher contribution from fixed-price jewellery. We also selectively opened stores in high-footfall locations, backed by enhanced visual merchandising, optimised product mix and elevated retail experience. As a result, the average monthly RSV of new stores aged less than two years reached approximately HK$1.6 million, up 57% YoY. In view of the success of the newly designed luxury-format stores, we plan to expand its network in the Mainland from the current 8 stores to 50 by FY2030. In the Mainland, SSS increased by 6.9% in FY2026, supported by our ongoing brand transformation initiatives and continued store optimisation. In Hong Kong and Macao, consumer demand strengthened notably post Mainland VAT reform on gold trading, with SSS rising 16.8% in FY2026. SSS growth in Hong Kong was 13.3% and Macao was 29.4% for the year. During the year, the Group also advanced digitalisation and launched our in-house AI Agent platform, deploying over 12 agents across functions such as visual merchandising, the GenAI jewellery creative centre, and AI live streaming, to drive operational efficiency and enhance customer engagement. Reimagining New Horizons The Group’s FY2030 ambition is to double the RSV of our international operations compared to FY2026; and to have an international footprint of over 100 stores. In line with our ambition, the Group expanded the Chow Tai Fook universe into new geographies, channels, product categories, and experiences that resonate with the constantly evolving lifestyle and aspirations of customers in FY2026. With the ambition to reshape global luxury and further strengthen our brand influence among global audiences, newly designed luxury-format stores were launched at Jewel Changi Airport in Singapore, Siam Paragon in Bangkok, and Westfield Sydney in Australia – marking our first entry into Oceania. This brings the total number of CHOW TAI FOOK JEWELLERY POS in Other Markets to 63. In FY2027, we will open further newly designed luxury-format stores across Southeast Asia and North America, while exploring opportunities in the Middle East in the next two years. As the first global Chinese jewellery brand to enter the luxury lifestyle arena, the new luxury home-décor line “Chow Tai Fook Home” brings craftsmanship, cultural heritage and attention to detail to refined home décor and functional art, including tableware collections developed in collaboration with renowned French porcelain house Bernardaud, where Western craftsmanship meets Chinese cultural heritage and gold artistry. Together with CTF Accessories which covers hair adornments, gold medallions and watch strap accessories, the new lifestyle offers will capture diverse market segments, broaden our customer base and create synergies with our core jewellery business. In FY2026, we continued to collaborate proactively with renowned IPs to reach new audiences. Our Black Myth Collection received overwhelming market response, with a significantly higher male mix than the Group average. Meanwhile, collaborations with Disney, Chiikawa and the NBA attracted new loyalty members, which accounted for 35%–55% of these IP collaborations’ customers, with a significant percentage of younger generations. HEARTS ON FIRE, a member of the Group, has continued its transformation into a modern global luxury diamond jewellery brand within the Group. During the year, HEARTS ON FIRE delivered resilient performance with its iconic INSIDE/OUT Collection contributing to 13% of the brand’s global revenue. The brand also expanded its retail presence in Asia with five new luxury retail locations, strengthening visibility in key luxury markets. Business Outlook The strong financial and operational performance highlights the success of our brand transformation strategy and paves the way for further growth. We are now entering the definitive phase of our multi-year transformation journey to our centenary in 2029, accelerating the pace and ensuring the precision of our full-scale strategic execution in FY2027 and beyond. Our sharpened focus is on elevating brand desirability, enriching the retail experience, and strengthening product differentiation. Despite continuing external market volatility and macroeconomic uncertainty, we remain cautiously optimistic in the markets where we operate. We are firmly committed to our brand transformation journey – redefining Chinese luxury globally, rejuvenating portfolio and operational efficiency and reimagining new horizons. We will continue to rigorously uphold financial discipline in cost and capital management, driving high-quality growth, sustainable earnings and returns for our shareholders. FY2030 Ambitions As we approach our centenary, we envision a Chow Tai Fook universe where jewellery seamlessly intertwines with the lifestyle of our customers – enriching their appreciation of cultural heritage, artistry, and craftsmanship. We see luxury as a universal language that transcends borders and cultures, where jewellery and lifestyle come together to express a shared vision of beauty, elegance, and creativity. Looking ahead to FY2030, we have set out the following ambitious targets: Financial performance: We aim to achieve above-market revenue growth, and sustain a high ROE of above 25% by FY2030; Store network evolution: We target to complete the full renovation and elevation of our POS portfolio by FY2030, delivering a cohesive and distinctive retail experience across all locations. In parallel, we plan to expand our network of newly designed luxury-format stores in the Mainland from the current 8 stores to 50 by FY2030; International expansion: We aim to double the RSV of our international operations compared to FY2026; and to have an international footprint of over 100 stores. Sustainability: We will target a 50% reduction in Greenhouse Gas emissions by FY2030, using FY2024, the first year of our brand transformation journey, as the base year. Chow Tai Fook Jewellery Group Limited Since its founding in 1929, CHOW TAI FOOK, the flagship brand of Chow Tai Fook Jewellery Group, has been celebrated for its bold designs and meticulous attention to detail. Our commitment to innovation and craftsmanship has made us synonymous with excellence, value, and authenticity. As the global Chinese luxury group, we blend contemporary designs with traditional techniques to create timeless pieces. Each collection reflects our customers’ stories and lives, celebrating their special moments. We aspire to inspire and captivate generations to come, weaving the story of CHOW TAI FOOK into their own. Our brand portfolio includes the iconic CHOW TAI FOOK flagship brand, HEARTS ON FIRE, ENZO, and MONOLOGUE, offering a wide variety of products that also includes an expanding range of cutting-edge IP collaborations. With over 5,000 stores worldwide, we offer a seamless client journey across all touchpoints that includes a network across China as well as a growing number of global locations. Chow Tai Fook Jewellery Group Limited (SEHK: 1929) has been listed on the Main Board of the Hong Kong Stock Exchange since December 2011. We are committed to delivering sustainable long-term value for our stakeholders by continually enhancing earnings quality and driving higher value growth.   Media Enquiries: Chow Tai Fook Jewellery Group Limited Haide Ng Associate Director, Corporate Communications Tel: (852) 3115 4402 Email: haideng@chowtaifook.com 11/06/2026 Dissemination of a Financial Press Release, transmitted by EQS News. The issuer is solely responsible for the content of this announcement. Media archive at www.todayir.com

EQS Newswire / 09/06/2026 / 16:00 UTC+8 (9 June 2026, Hong Kong) Waton Financial Limited Unveils MoTA: An AI-Native Investment Team Operating System and Agent Marketplace That Lets Anyone Build, Manage, and Command Their Own Professional Investment Research Team Waton Financial Limited today unveiled MoTA (Manager of Trading Agents), an AI-native investment team operating system and Agent marketplace that redefines what AI can do for investors. MoTA is not a stock-picking chatbot or a black-box trading bot. It is a platform designed to let users build, manage, and command their own team of specialized AI Agents across the full investment workflow — from portfolio definition to trade execution. The Problem Professional investment research has always required a team: factor researchers, fundamental analysts, technical analysts, risk managers, portfolio constructors, and trade execution officers. Each role demands specialized talent and expensive infrastructure. For individual investors and small teams, assembling such a capability has been cost-prohibitive — until now. The Solution MoTA transforms the user from a passive consumer of AI signals into an active leader of an AI-powered investment team. Its four integrated modules work together to deliver a seamless, end-to-end experience. First, Talents — the Agent Marketplace. Users browse, compare, and hire specialized AI Agents by role. Each Agent is purpose-built for a specific investment function — fundamental analysis, technical analysis, risk management, trade execution, and more. Agents can be swapped and composed as strategies evolve. Second, Team — composing your investment team. Users assemble multiple Agents into a structured team. Analysts feed research inputs, the Portfolio Manager evaluates and writes memos, the Risk Manager reviews exposure, and the Trader validates routing. The human user retains final sign-off authority at every stage. Third, Portfolio — the portfolio cockpit. A real-time overview of holdings, assets, P&L, risk, and exposure. Users see exactly what is moving across positions, where risk sits, and where returns originate — all in one unified view. Fourth, Decision — the Decision Center. Every Agent-generated suggestion surfaces in the Decision Center with full context: source Agent, signal, reasoning, and current status. Users can click into the full workflow or execution path, compare competing analyses, and manage an actionable queue of decisions. Every recommendation is structured, traceable, and auditable. These four modules connect in a continuous workflow: Portfolio to Decision to Team to Trade. Why MoTA Is Different Traditional AI investing tools offer a single AI chat box, scattered research answers, black-box signals, no role separation, and AI value that is hard to measure. Reviews are tied to AI silos. MoTA provides a multi-Agent investment team, a connected Portfolio-to-Trade workflow, an auditable Decision Center, dedicated Analyst and PM and Risk and Trader roles in coordination, unified metrics such as ROI and win rate and cost per run and override rate, and a unified path for portfolio, decisions, Agents, and trades. The Vision Behind MoTA Waton Financial Limited's mission with MoTA is clear: to make professional-grade multi-agent investing tools more accessible, more transparent, and more user-controlled. MoTA does not replace human judgment — it amplifies it. The platform frees users from the burden of being a full-stack investment expert and elevates them to a higher role: the builder, manager, and decision-maker of their own AI investment team. As AI moves from content generation into workflow execution, investing — inherently a multi-role, multi-step, multi-constraint process — is a natural fit for this transformation. MoTA is designed to bridge the gap between what AI can do and what the investment workflow actually needs. About MoTA MoTA (Manager of Trading Agents) is Waton Financial Limited's flagship AI-native investment team operating system and marketplace for specialized investing Agents. It enables users to create fully customizable investment teams, assign specialized AI Agents to each role, and receive structured, traceable, and auditable investment suggestions across the entire Portfolio-to-Trade workflow. About Waton Financial Limited Waton Financial Limited is a publicly listed financial services and technology company that designs, owns, and operates the MoTA platform. Waton is committed to building AI-native infrastructure for investment teams and making professional-grade multi-agent investing tools accessible to a broader audience. Welcome to MoTA. Welcome to the new era of investing.   Media Contact Email: ir@watonfinancial.com Website: https://wtf.us Explore MoTA: https://mota.ai   Disclaimer: This press release contains forward-looking statements. Actual results may differ materially from those expressed or implied. This is not investment advice. Past performance does not guarantee future results. 09/06/2026 Dissemination of a Financial Press Release, transmitted by EQS News. The issuer is solely responsible for the content of this announcement. Media archive at www.todayir.com View original content: EQS News

EQS via SeaPRwire.com / 12/06/2026 / 15:02 UTC+8 Shanghai - 12 Jun 2026 - The clinical datasets presented at ASCO 2026 further validate the trispecific synergistic mechanism of CS2009 and support its potential to become a next-generation immuno-oncology (I/O) backbone therapy. I. Trispecific Design Rationale and Differentiated Advantages 1. Greater Potential for Long-Term Survival Benefit vs. PD-1+VEGF Combinations, with Low CTLA-4-Related Toxicity and Favorable Tolerability CS2009 was designed to restore T-cell effector function, remodel the tumor microenvironment (TME), and enhance T-cell priming via simultaneous targeting of PD-1, VEGF, and CTLA-4, aiming to generate deeper and more durable anti-tumor immune responses. • Differentiated CTLA-4 Design: The CTLA-4 component is engineered to avoid excessive activation of peripheral CTLA-4 single-positive T cells, thereby reducing systemic immune toxicity. Combined with VEGF-mediated tumor enrichment, this design preserves the immune-stimulatory benefit of CTLA-4 blockade while substantially improving tolerability. Clinical data has demonstrated that CTLA-4-related toxicities with CS2009 are notably lower than that of conventional CTLA-4 antibody regimens, with immune-related adverse events (irAEs) approaching incidence typically seen with PD-1 monotherapy or PD-1-based bispecific antibodies. • Advantage of Continuous Dosing: Unlike conventional CTLA-4 antibodies, which are often limited to two or three doses due to tolerability concerns, CS2009 can be administered continuously, therefore fully leveraging the CTLA-4 mechanism—not only initiating and enhancing existing anti-tumor T-cell responses but also continuously priming new T-cell clones against newly released tumor antigens throughout treatment. This ongoing expansion of the anti-tumor T-cell repertoire, combined with CS2009’s favorable tolerability, is expected to drive more durable immune responses, prolong clinical benefit, and ultimately improve overall survival. • Pharmacodynamic Validation: Dose-dependent upregulation in ICOS, a recognized pharmacodynamic marker of CTLA-4 pathway activation and T-cell activation, were observed. The ICOS elevation suggests that CS2009 continuously promotes T-cell priming and clonal expansion, validating the biological activity of its CTLA-4 module and providing biological basis for long-term anti-tumor activity. Industry challenge: Historically, most anti-VEGF plus PD-(L)1 regimens have primarily improved progression-free survival (PFS), while overall survival (OS) benefits remains highly uncertain. By incorporating a CTLA-4 mechanism, CS2009 aims to break through this limitation. 2. Low VEGF-Related Toxicity Supporting More Adequate Treatment Exposure and Sustained Clinical Benefit Pharmacodynamic data demonstrated: • Circulating VEGF levels have declined continuously following dosing, and no clear rebound has been observed after up to 147 days of follow-up. This pattern differs from results reported with traditional anti-VEGF antibodies or PD-1/VEGF bispecifics, potentially due to CS2009’s enrichment in the tumor microenvironment and CTLA-4-mediated internalization and clearance of VEGF-antibody complexes. This may reduce reflux of VEGF and its antibody-bound complexes into the peripheral circulation, thereby lowering VEGF-related systemic toxicities such as hypertension and proteinuria. Clinical data demonstrated: • The incidence of Grade ≥3 VEGF-related treatment-related adverse events (TRAEs) is only 5.1%, notably lower than reported rates for certain VEGF-based bispecifics. Industry challenge: VEGF is both a critical efficacy driver and a major source of toxicity in combination therapies. Achieving an optimal balance between efficacy and tolerability, particularly in elderly and high-risk patients, remains a longstanding, unresolved challenge in the VEGF field. 3. Consistent Activity Observed Across Multiple “Cold” Tumors, Highlighting the Value of the CTLA-4 Module and the Trispecific Mechanism Promising anti-tumor activity has been observed in several traditionally immunotherapy-insensitive tumor types, including: Immunotherapy-resistant non-small cell lung cancer (NSCLC), pMMR/MSS metastatic colorectal cancer (mCRC), Soft tissue sarcoma (STS), Non-clear cell renal cell carcinoma (nccRCC). These findings suggest that the combined blockade of PD-1 and CTLA-4, together with VEGF modulation, may enhance T-cell priming, broaden T-cell clonal diversity, promote durable immune memory, and improve T-cell infiltration within the TME—extending immune responsiveness to tumors that were previously I/O-insensitive. The consistent efficacy signals across multiple cold tumors support the ability of CS2009’s PD-1, CTLA-4 and VEGF synergism to reshape the immunosuppressive TME, expand the I/O-benefiting population, and demonstrate the potential to transcend the efficacy boundaries of traditional PD-1 inhibitors and PD-1/VEGF bispecifics. Industry challenge: Effective immunotherapy options remain limited for cold tumors. PD-1 plus CTLA-4 blockade is still one of the most widely recognized strategies for enhancing immunotherapy responsiveness. 4. Consistent Benefit Observed Across Squamous and Non-Squamous NSCLC • Across multiple NSCLC treatment settings, comparable response rates were observed in both squamous and non-squamous patients. CS2009 is showing a trend of consistent benefit across histological subtypes, indicating that its mechanism may not depend on a particular pathologic type and may cover a broader population of NSCLC patients, enhancing the probability of success in future global registrational trials. Industry challenge: Notable differences in efficacy between squamous and non-squamous NSCLC often limit the label expansion and commercial potential of certain products. II. Favorable Safety Profile with Notably Lower VEGF-Related Toxicity Compared with Bispecifics Safety data from the ongoing Phase I study in a mixed tumor population (N=118): • Grade ≥3 TRAE incidence: 24.6%; • Grade ≥3 irAE incidence: 12.7%; • Grade ≥3 VEGF-related TRAE incidence: 5.1%. Focusing on the later-line NSCLC cohort (n=57): • Grade ≥3 TRAE rate: 19.3%; • Grade ≥3 irAE rate: 12.3%; • VEGF-related Grade ≥3 TRAE rate: 5.3%; • Consistent with the safety profile of the overall heavily pretreated mixed-tumor population. Overall: • CTLA-4-related toxicity appears very well controlled. • No new or unexpected safety signals have been identified. • The overall safety profile is comparable to that of PD-1/VEGF bispecific antibodies, while VEGF-related toxicity appears substantially lower. This safety profile provides an important foundation for long-term dosing and future global registrational development. III. Efficacy in “Cold” Tumors Demonstrates Differentiated Clinical Value CS2009 has demonstrated meaningful clinical activity across multiple “cold” tumors, highlighting the differentiated mechanism. 1. Monotherapy in Later-Line pMMR/MSS mCRC • All enrolled patients had heavily pretreated, refractory CRC, including cases with BRAF mutations and right-sided tumors. • CS2009 monotherapy achieved an ORR of 25% and a DCR of 87.5%. Given that ORR in later-line colorectal cancer are typically in the single digits, these results demonstrate clinically meaningful anti-tumor activity. More importantly, efficacy signals emerging in a typical cold-tumor population further supports the differentiated value of the CTLA-4 module. 2. Combination with XELOX in First-Line pMMR/MSS mCRC • The study did not select patients by tumor sidedness, molecular subtype, or liver metastasis; the enrolled population better reflects real-world clinical practice. • To date, all six patients have experienced tumor shrinkage, and three patients achieved a partial response (PR) at their first efficacy assessment. • ORR was 66.7%, and DCR was 100%. Although the sample size remains small, highly consistent early efficacy signals have already been observed, providing positive support for subsequent global registrational development. The Company plans to expand the cohort to approximately 40 patients to generate a more comprehensive proof-of-concept (POC) dataset for upcoming discussions with the global regulatory authorities including the U.S. Food and Drug Administration (FDA) and China’s National Medical Products Administration (NMPA) on a Phase III global registrational clinical trial. 3. Other “Cold” Tumors • Monotherapy in Later-line Soft Tissue Sarcoma (STS): ORR 33.3%, DCR 66.7%; • Monotherapy in Later-line non-clear cell renal cell carcinoma (nccRCC): ORR 33.3%, DCR 100%;. • Durable responses have also been observed. Notably, the first patient enrolled in Phase I (an Australian female) has experienced sustained tumor shrinkage of more than 40% over 12 months. IV. NSCLC: Multi-Dimensional Data Support Global Registrational Development Dimension 1: Later-Line NSCLC Monotherapy (Pretreated with IO, Chemotherapy, ADCs, or Bispecifics) • Overall ORR in the 30 mg/kg cohort: 24% (squamous 25%, non-squamous 23.1%, consistent benefit); DCR 60%; • In second-line NSCLC (30 mg/kg, post IO + chemotherapy): ORR improved to 30.8%, DCR 84.6%. • In such post-PD-(L)1 patient populations, standard-of-care ORRs are generally low, thus CS2009 has demonstrated competitive single-agent activity. Additional observations include: • 6-month duration-of-response (DOR) rate exceeded 80% (i.e., more than 80% of responders remained in response at 6 months); • Depth of response has continued to deepen over time; • DOR data are still maturing. Dimension 2: Later-Line NSCLC in Combination with Docetaxel • All six evaluable patients experienced tumor shrinkage, resulting in an ORR of 66.7% and a DCR of 100%. Although the sample size is currently small, these results are already very competitive within this class of studies. The company plans to expand the cohort to approximately 20 patients to inform subsequent registrational decisions. Dimension 3: First-Line NSCLC Monotherapy (PD-L1 TPS ≥50%) • Among 16 patients, ORR was 81.3% and DCR was 100%; • Squamous ORR 87.5%, non-squamous ORR 75%, consistent benefit; • Earlier data (March 2026) showed 9 PRs out of 10 patients; among the 6 newly enrolled patients, 4 achieved a PR at their first tumor assessment, bringing the total number of PRs observed to 13; • No responding patients have experienced rapid disease progression, and patients have shown deepening responses over time. While cross-trial comparisons have limitations, CS2009’s single-agent ORR in first-line NSCLC (PD-L1 TPS ≥50%) has reached a best-in-class range among comparable studies globally, demonstrating highly competitive clinical potential. Note: Data in the PD-L1 1%–49% population continue to mature. Dimension 4: First-Line NSCLC in Combination with Chemotherapy (Squamous, PD-L1 Low or Negative) • Among 8 squamous patients enrolled to date, 7 patients have PD-L1 ≤1% (low/negative), and 1 patient has PD-L1 ≤5% (low expression); median age is 70 years; • ORR was 75% and DCR was 100%; among PD-L1-negative patients, ORR reached 100%; Particularly noteworthy: • A 100% response rate was observed among PD-L1-negative patients; • Encouraging efficacy was also observed in elderly patients. Although longer follow-up is required, positive and consistent early efficacy signals are evident. Note: Enrollment is ongoing in the first-line all-comer squamous NSCLC (Chemo Combo) and first-line non-squamous NSCLC (Chemo Combo) cohorts. Data will be disclosed subsequently. V. Global Registration Strategy CS2009 is advancing through a global multi-regional clinical development pathway. • Rapid enrollment supports timely data package generation and regulatory engagement. • Registrational studies will not be conducted in a single country; all key registrational studies will be global multi-regional clinical trials (MRCTs) using current international standard-of-care comparators (pembrolizumab / pembrolizumab + chemotherapy / bevacizumab + chemotherapy). The trial designs and timelines are independent of data readouts from other bispecific/trispecific competitors, giving CS2009 a self-determined development advantage. - October 2026: Discuss the Phase III global registrational clinical trial protocol for first-line NSCLC + chemotherapy (vs. pembrolizumab + chemotherapy) . - Q4 2026: Discuss the Phase III global registrational clinical trial protocol for first-line mCRC + chemotherapy (vs. bevacizumab + chemotherapy) . - Early 2027: Discuss the Phase III global registrational clinical trial protocol for  second-line NSCLC (CS2009 + docetaxel vs. docetaxel) and first-line NSCLC monotherapy (head-to-head vs. pembrolizumab) . 20–60 patients of POC data are expected per indication. The company has already established a clinical, CMC (Chemistry, Manufacturing and Controls) and operational system that supports global development, laying the groundwork for subsequent global multi-center Phase III MRCTs . VI. Key Catalysts in 2026 • Late August 2026: Interim results update featuring more mature post-ASCO clinical data. • Around October 2026: FDA discussion regarding the Phase III global registrational clinical trial protocol for first-line NSCLC + chemotherapy. • Q4 2026: FDA discussion regarding Phase III global registrational clinical trial protocol for first-line CRC + chemotherapy. • Q4 2026: ESMO Congress – clinical data updates for CRC, NSCLC, and other indications. • End of 2026: Initiation of the first-wave global Phase III MRCTs. Importantly, all pivotal studies are benchmarked against current global standard-of-care comparators, without dependency on competitors’ development progress. VII. Business Development Progress In-depth discussions are ongoing with multiple multinational pharmaceutical companies (MNCs). Key areas of partner interest include: trispecific antibody design rationale, safety profile, clinical data in NSCLC and CRC, global registration strategy. As data continue to mature and the global development advances, the differentiated value of CS2009 is gaining increasingly broad and strong recognition. VIII. Management Confidence and Capital Markets Initiatives 1. Share Purchases by Management and the Board: Management and the Board believe that the recent share price volatility has significantly deviated from the Company’s fundamental progress. Management and Board members have expressed their confidence in the long-term value of CS2009 and the Company’s growth prospects by increasing their shareholdings. 2. Anticipated inclusion in the Hong Kong Stock Connect Scheme Management expressed a positive expectation that the Company will be included in the Stock Connect scheme at the September 2026 adjustment window. IX. Key Takeaway The ASCO 2026 data mark CS2009’s transition from mechanism validation to the clinical proof-of-concept (POC) stage. Its differentiated trispecific design not only delivers an excellent safety profile, but also consistently generates clinically meaningful efficacy signals and durable responses across a range of traditional I/O-cold tumors and lung cancer populations. As the key CRC and NSCLC programs move toward global registrational development, CS2009 is steadily emerging as a next-generation I/O backbone agent with significant potential. About CStone CStone (HKEX: 2616), established in late 2015, is an innovation-driven biopharmaceutical company focused on the research and development of therapies for oncology, immunology, inflammation, and other key disease areas. Dedicated to addressing patients’ unmet medical needs in China and globally, the Company has made significant strides since its inception. To date, the Company has successfully launched 4 innovative drugs and secured approvals for 21 new drug applications covering 9 indications. The company’s pipeline is balanced by 16 promising candidates, featuring antibody-drug conjugates (ADCs), multispecific antibodies, immunotherapies and precision medicines. CStone also prides itself on a management team with comprehensive experiences and capabilities that span the entire drug development spectrum, from preclinical and translational research to clinical development, drug manufacturing, business development, and commercialization. For more information about CStone, please visit: www.cstonepharma.com. IR contact: ir@cstonepharma.com PR contact: pr@cstonepharma.com Forward-looking statements The forward-looking statements made in this article only relate to events or information as of the date when the statements are made in this article. Except as required by law, we undertake no obligation to update or publicly revise any forward-looking statements, whether as a result of new information, future events or otherwise, after the date on which the statements are made or to reflect the occurrence of unanticipated events. You should read this article completely and with the understanding that our actual future results or performance may be materially different from what we expect. All statements in this article are made on the date of publication of this article and may change due to future developments. Disclaimer: only for communication and scientific use by medical and health professionals, it is not intended for promotional purposes. 12/06/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 12/06/2026 / 09:50 UTC+8 Chicago, Illinois - June 12, 2026 - (SeaPRwire) - Lossdog, a new financial technology platform co-founded by Tom Sosnoff and Scott Sheridan, has officially launched in the United States with a mission to give working professionals access to the same quality of compensation data that employers have long used in salary negotiations. The platform offers a single, calculated dollar figure representing a user's professional market worth, expressed as annual salary. Sosnoff and Sheridan previously co-founded thinkorswim, an online brokerage specializing in options trading that was acquired by TD Ameritrade in 2009 for approximately $750 million. The two then co-founded tastytrade, a retail brokerage and financial media network acquired by IG Group in 2021 for $1.1 billion. Lossdog marks their third major fintech venture. The platform works by analyzing a user's resume against real labor market records, including government wage data, to produce a precise professional valuation. Lossdog also includes a portfolio optimization tool that evaluates a user's investment holdings and calculates the lifetime dollar value of underperformance relative to an industry baseline. Research published by Lossdog in early 2026 found that a professional starting at $75,000 per year could leave approximately $3.9 million in uncaptured nominal earnings over a 30-year career, a figure the company attributes to structural information asymmetry in wage negotiation. A follow-up report published in March 2026 found the gap to be significantly wider for female professionals. "Most professionals leave seven figures on the table over their careers because they're negotiating blind," said Jeff Joseph, Chief Strategist at Lossdog. "We built the first AI platform that reads your resume, analyzes your skills and experience against real data, and tells you what you're actually worth down to the dollar." To mark the platform's launch, Lossdog is offering free first-year subscriptions, valued at $100 each, to its first 50,000 registered users. Those users will also share in a $1 million cryptocurrency pool, with individual awards ranging from $50 for the earliest registrants to $10 for those in later waitlist positions. The company has reported more than 25,000 waitlist registrations. Lossdog operates in a space adjacent to platforms such as LinkedIn, Glassdoor, and Payscale, but distinguishes its product by generating an individual-specific figure rather than aggregated salary ranges. The platform currently serves users in the United States. "After 40-plus years on the trading side of the business world, we are about to take on a bigger challenge," Sheridan wrote publicly ahead of the launch. About Lossdog Lossdog is a Chicago-based financial technology company co-founded by Tom Sosnoff and Scott Sheridan. The company offers a subscription-based platform that uses artificial intelligence and government labor market data to calculate the precise professional market value of individual workers and to evaluate the performance of their investment portfolios. Lossdog is currently available to users in the United States. Contact Information Brand: Lossdog Contact: Jeff Joseph Email: jeff.joseph@lossdog.com Website: https://lossdog.com 12/06/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

By: Gavin Thorne – SeaPRwire – Some diplomatic gestures are designed for headlines. Others are designed for history. Xi Jinping’s visit to the China-DPRK Friendship Tower in Pyongyang on June 9 belongs firmly to the second category. During his state visit to North Korea, Xi, accompanied by Peng Liyuan, visited the memorial alongside Kim Jong Un and Ri Sol Ju. This was not a routine ceremonial stop. It was Xi’s second state visit to North Korea and, once again, he made a point of paying tribute at the Friendship Tower. In politics, repetition often reveals priorities more clearly than speeches. The official message was straightforward. At the Friendship Tower, Xi carefully reviewed the roster of fallen Chinese People’s Volunteers and introduced details of the martyrs to Kim Jong Un. He remarked that the War to Resist U.S. Aggression and Aid Korea remains an enduring historical memory for his generation and is now being passed on to younger generations in China. The memorial itself stands beneath Moran Hill in Pyongyang. Its relief sculptures depict Chinese and Korean soldiers and civilians fighting side by side during the Korean War. North Korea has expanded and renovated the site several times since its construction, with a major interior renovation completed in June 2023. The tower continues to serve as a focal point for commemorative events marking key anniversaries related to the war. The deeper signal lies beyond the ceremony. Both leaders agreed during the visit that the memorial facilities dedicated to Chinese People’s Volunteer martyrs should be jointly protected. They also called for distinctive revolutionary tradition programs and youth moral education initiatives. This language carries political weight. Historical memory is not being treated as a static archive. It is being actively integrated into contemporary nation-building and political education. The comments from museum educators and memorial workers quoted after the visit reinforce the same theme. Whether in Pyongyang, Tonghua, or Dandong, the emphasis is on turning historical sacrifice into a living narrative that younger generations can understand through stories, artifacts, and immersive experiences rather than textbooks alone. For outside observers, the Friendship Tower is often viewed as a relic of a past conflict. Beijing and Pyongyang appear to see something different. They see a political anchor that has survived leadership transitions, regional tensions, and shifting international conditions. Memorials only matter when governments continue investing meaning into them. The fact that both sides keep returning to this site suggests that the foundation of China-North Korea relations is still being framed through shared wartime memory. In geopolitics, symbols survive because they continue serving a purpose. The Friendship Tower remains standing because both capitals still find value in the story it tells. Author bio: Gavin Thorne, a widely published geopolitical commentator whose work focuses on historical memory, strategic diplomacy, and the political narratives shaping international relations.

By: Marcus Sterling – SeaPRwire – The White House says inflation is behaving as expected. Many Americans clearly disagree. When lettuce costs nearly four dollars a head, cherry tomatoes sell for more than five dollars a box, and a routine coffee purchase starts feeling like a small luxury, economic data stops being an abstract policy discussion. It becomes a daily reminder that households are losing purchasing power. The bigger issue facing Washington is not whether inflation has technically peaked. It is whether voters still believe anyone is in control of it. The latest figures released by the U.S. Department of Labor show consumer prices rising 4.2% year-over-year in May, up from 3.8% in April and marking the highest inflation reading since May 2023. Core inflation, excluding food and energy, climbed 2.9%, the highest level in seven months. On a monthly basis, headline CPI increased 0.5%, while core CPI rose 0.2%. More than 60% of May’s inflation increase came from energy costs. Following the outbreak of conflict involving Israel and Iran, energy markets have become increasingly volatile, pushing fuel prices higher across the economy. President Donald Trump responded by arguing that the numbers were strong and predicting inflation would fall rapidly once the conflict ends. White House officials echoed that view, describing the May report as largely in line with expectations and insisting that broader economic policies continue to deliver results for American families. Outside official statements, a different conversation is unfolding. Rising energy costs are only part of the story. Reports from Washington point to additional pressures, including renewed tariff threats and massive investment flowing into data centers and artificial intelligence infrastructure projects. These spending waves create demand for labor, materials, and electricity, all of which feed into broader price pressures. Meanwhile, consumers are adjusting in real time. In Northern Virginia, shoppers who once preferred premium retailers are increasingly shifting toward lower-cost grocery chains and Asian supermarkets. The change is subtle but meaningful. It reflects caution rather than panic. People are not necessarily experiencing financial collapse. They are becoming far more sensitive to every dollar spent. That shift in behavior often arrives before confidence indicators fully deteriorate. The political risk is becoming harder to ignore. Inflation was one of the defining issues that helped Republicans regain power in 2024. Now it threatens to become a vulnerability ahead of the midterm elections. A Reuters/Ipsos survey found that only 22% of Americans approve of Trump’s handling of household living costs, while 70% disapprove. That approval rating is even lower than the level recorded for former President Joe Biden when he left office. Another finding carries equal weight: if congressional elections were held today, registered voters would favor Democrats over Republicans by 41% to 37%. Inflation may eventually cool if energy markets stabilize. The challenge is that public opinion rarely moves as quickly as economic statistics. Once voters conclude that prices are permanently higher, winning back their confidence becomes far more difficult than lowering the inflation rate itself. Author bio: Marcus Sterling, a senior researcher at a European independent strategic think tank, specializing in political economy, public policy risk assessment, and transatlantic geopolitical analysis.

By: Alex Mercer – SeaPRwire – The biggest problem with modern keyboards is not a lack of features. It is feature overload. Walk through any enthusiast forum and you’ll find keyboards packed with knobs, screens, layers of RGB effects, and endless marketing claims. Yet many users still spend eight hours a day moving their fingers across layouts that were designed for typewriters. That is what makes the new Epomaker Hack70 interesting. Instead of adding more, it removes assumptions that have shaped keyboard design for decades. The official announcement centers on a compact 65-key ortholinear layout. Every key sits in straight rows and columns rather than the staggered arrangement found on traditional keyboards. On paper, the goal is simple. Reduce lateral finger movement. Shorten travel distance. Lower fatigue during long typing sessions. The split spacebar takes the idea further by turning one of the largest keys on the board into two independently programmable inputs. Combined with VIA support, users can remap every key, create macros, and build workflow-specific layers. The facts are straightforward. Epomaker is offering a keyboard that prioritizes efficiency and customization over familiarity. The more interesting story sits beneath the specifications. Ortholinear keyboards have long occupied a niche corner of the mechanical keyboard market. Many users admire the concept but hesitate to leave behind decades of muscle memory. The Hack70 appears to be an attempt to bridge that gap. The gasket-mounted structure, pre-lubed switches, hot-swappable sockets, XDA-profile PBT keycaps, and adjustable stand are not revolutionary on their own. Together, they soften the learning curve. Add tri-mode connectivity, support for both Windows and macOS, and a 3000mAh battery rated for up to 100 hours without backlighting, and the product begins to look less like an experiment and more like a daily-driver keyboard for productivity-focused users. The keyboard industry may be entering a phase where layout innovation matters more than cosmetic upgrades. Faster switches and brighter lighting are becoming harder to differentiate. Workflow efficiency remains an open frontier. Epomaker’s Hack70 will not appeal to everyone. Ortholinear layouts never do. Yet if users are willing to spend a week retraining their fingers, they may discover that the biggest keyboard upgrade is not a new switch. It is a new way of typing. Author bio: Alex Mercer, a veteran technology director and hardware analyst who has spent years evaluating input devices, computing ergonomics, and productivity-focused technology trends across the global PC industry.