BANGKOK, THAILAND – Media OutReach Newswire – 8 July 2026 – Researchers from Aquatic Resources Research Institute (ARRI), Faculty of Science, Chulalongkorn University have recently uncovered new genetic evidence explaining how the invasive blackchin tilapia (Sarotherodon melanotheron), a species native to West Africa, became established throughout Thailand.
Based on genetic analysis of 466 fish samples collected nationwide, the study identified high genetic diversity, including 19 distinct haplotypes, revealing that the species originated from multiple introduction events rather than a single release. The findings also show that subsequent human-mediated translocations within Thailand played a major role in the species’ rapid spread.
The study represents one of the most comprehensive genetic assessments of blackchin tilapia in Thailand to date. Researchers confirmed that the invasive populations belong to Sarotherodon melanotheron melanotheron subspecies and identified 13 private haplotypes unique to specific populations. Several of these occurred at relatively high frequencies in Samut Songkhram, Prachuap Khiri Khan and Surat Thani, indicating multiple introduction sources and limited mixing among some regional populations.
Using haplotype distribution patterns, network analysis and phylogenetic comparisons, the researchers traced the origins of Thailand’s blackchin tilapia to multiple geographic sources, including Ghana and Côte d’Ivoire, as well as potentially other unsampled native populations in West Africa.
The study also found that blackchin tilapia populations in different parts of Thailand are genetically distinct, particularly in Samut Songkhram, which is believed to be the earliest site of the invasion. At the same time, researchers discovered that fish sharing the most common genetic signature were found in provinces across eastern and southern Thailand, including Chachoengsao, Rayong, Chanthaburi, Chumphon, Nakhon Si Thammarat and Songkhla, suggesting they were transported by human activities rather than spreading naturally through connected waterways.
The researchers said “The findings provide valuable scientific evidence for strengthening surveillance and management of the invasive species. By identifying introduction pathways and patterns of dispersal, the study offers important guidance for preventing further spread, improving biosecurity measures and mitigating ecological impacts on Thailand’s freshwater ecosystems.”
KUALA LUMPUR, Malaysia, July 8, 2026 /PRNewswire/ — As Malaysia’s financial sector advances its transformation under the Financial Sector Blueprint, banks are accelerating AI adoption while navigating evolving regulation, cyber risks, climate transition and geopolitical uncertainty. This underscores the need for banks to move beyond AI adoption towards trusted implementation, backed by stronger governance, assurance, resilience and future-ready talent.
AICB BRINGS TOGETHER OVER 1,000 BANKING AND AUDIT LEADERS TO ADVANCE TRUSTED AI, GOVERNANCE AND FUTURE-READY TALENT
Addressing these priorities, the Asian Institute of Chartered Bankers’ (AICB) 4th Malaysian Banking Conference (MBC 4.0) and the 2nd Bank Audit Conference (BAC 2.0), convened over 1,000 banking, audit regulatory leaders to explore how the industry can build trust and resilience while unlocking the full potential of AI. The conferences were officially launched by YB Senator Datuk Seri Amir Hamzah Azizan, Minister of Finance II, and Dato’ Seri Abdul Rasheed Ghaffour, Governor of Bank Negara Malaysia.
Organised by AICB’s Chief Internal Auditors Networking Group (CIANG), The Association of Banks in Malaysia (ABM) and the Asian Banking School (ABS), the conferences were held under one platform with the respective themes Banking Reimagined: AI, Trust and the Future of Finance and Audit Reimagined: Innovation, Trust and the Future of Assurance. Conversations and discussions focussed on the critical role of AI, governance, cybersecurity, sustainability and workforce transformation are reshaping the future of banking and assurance.
A key milestone at the conference was the launch of the AICB-Ecosystm AI in Practice: How Malaysia’s Banks & DFIs are Adopting and Governing AI report, jointly developed by AICB, Ecosystm and AICB’s Chief Risk Officers’ Forum. Drawing on responses from close to 90 senior leaders across Malaysian commercial banks, digital banks and development financial institutions, the report provides an industry-wide benchmark on AI adoption, organisational readiness and governance practices across Malaysia’s banking sector.
The report found that while AI is already being deployed in areas such as Know Your Customer onboarding, fraud detection, Anti-Money Laundering and Counter Financing of Terrorism, and employee productivity, only 25% of respondents trust AI-generated outputs enough to act on them in key business decisions. The findings are a pivotal transition for the industry, from AI experimentation to responsible scaling, with trust, governance and assurance emerging as key enablers of long-term success.
YB Senator Datuk Seri Amir Hamzah Azizan, Minister of Finance II, who delivered the special ministerial address, said, “The AI Governance Framework developed by AICB’s Chief Risk Officers’ Forum, with the support of BNM and the endorsement of the Association of Banks in Malaysia, reflects the kind of industry-led initiative that the sector needs today. Rather than being a government-led directive on how banks should adopt AI, it represents the banking industry taking the lead in setting its own standards and responsibilities. That is how trust is built, from within the system, not merely imposed upon it.”
Dato’ Seri Abdul Rasheed Ghaffour, Governor of Bank Negara Malaysia, in his opening address, added, “Innovation is not just adoption of technology, but also about leadership and governance to ensure that the financial system we build remains trusted and firmly anchored in the needs of society.”
In his welcome remarks, Tan Sri Azman Hashim, Chairman of AICB, said, “As the banking industry embraces AI and emerging technologies, continued investment in talent development and professional excellence will be critical to building resilient institutions and sustaining public confidence. Equipping banking professionals with the right capabilities will enable the industry to respond confidently to future opportunities and emerging risks.”
Workforce readiness emerged as another critical priority throughout the conferences, reflecting the impact of AI and digital transformation on the future of work. According to the World Economic Forum’s Future of Jobs Report 2025, nearly 39% of workers’ core skills are expected to change by 2030, driven largely by AI, automation and digital technologies. Complementing these global findings, an AICB survey conducted in July 2025, covering 99 financial institutions with a response rate of 68%, found that 67% of financial institutions consider their workforce only moderately proficient in meeting future skills requirements. The survey also identified cybersecurity threat intelligence emerged as the area facing the most significant talent scarcity, followed by data science.
The conferences reinforced AICB’s broader commitment to developing future-ready banking professionals through industry-wide initiatives such as the Future Skills Framework and FSF Xcel. Developed in collaboration with industry stakeholders, the FSF identifies the critical capabilities and competencies required to support the future of banking while strengthening the long-term resilience, competitiveness and trustworthiness of Malaysia’s financial sector.
As banks across the region confront similar questions around AI governance, cyber resilience, climate risk and talent readiness, AICB’s MBC 4.0 and BAC 2.0 served as a catalyst for strategic dialogue, cross-industry collaboration and the exchange of forward-looking perspectives, enabling Malaysia’s financial sector to address critical issues, advance professional standards and develop practical responses to an increasingly complex global financial landscape.
As Malaysia’s leading professional body for the banking sector, AICB remains committed to advancing professional banking education excellence, developing the next generation of banking talent and fostering thought leadership that supports an innovative, competitive and trusted financial sector.
About Asian Institute of Chartered Bankers
AICB is Malaysia’s premier professional body for the banking industry, governed by a council comprising representatives from Bank Negara Malaysia (BNM), The Association of Banks in Malaysia (ABM) and the Malaysian Investment Banking Association (MIBA). With over 39,000 members, our mission is to elevate banking standards by developing professionals who exemplify integrity, expertise and competence.
As the exclusive institute in Malaysia authorised by the UK’s Chartered Banker Institute, we confer the prestigious Chartered Banker status. AICB collaborates with industry leaders to ensure our qualifications remain relevant, equipping bankers with the skills needed to thrive in the dynamic banking sector.
Our commitment goes beyond education, offering members opportunities for growth through innovative learning, advocacy for professionalism, thought leadership and valuable networking initiatives.
HONG KONG SAR – Media OutReach Newswire – 8 July 2026 – Aurora Mobile Limited (NASDAQ: JG) (“Aurora Mobile” or the “Company”), a leading provider of customer engagement and marketing technology services, today announced that its AI-first customer engagement platform, EngageLab, successfully participated in The MarTech Summit Hong Kong on July 7, 2026.
In today’s dynamic landscape, high-performance MarTech solutions are crucial for success across the Greater Bay Area and the broader APAC region. The summit featured a specially curated agenda addressing evolving marketing challenges. With 85% attendance from senior leadership – including C-suite executives, department heads, and directors – the event provided an unparalleled platform to explore cross-border digital strategy, customer experience, and performance marketing.
During the summit, a marketing director from a leading hotel brand shared a significant operational challenge: experiencing low push notification deliverability and the inability to reach customers using the HarmonyOS operating system. At the event, the EngageLab team provided a live demonstration of how its platform addresses this exact pain point. EngageLab’s AppPush not only supports FCM and APNS but also supports channels provided by Huawei, OPPO, VIVO, Honor, and Meizu, ensuring reliable message delivery even when an app is force-closed. Furthermore, the team explained that EngageLab’s built-in channels automatically serve as a backup, capable of achieving delivery rates of up to 99%.
Beyond solving push deliverability, EngageLab’s experts illustrated how the hotel brand could achieve comprehensive customer reach through its omnichannel Marketing Automation platform. During the consultation, they mapped out how brands can seamlessly orchestrate AppPush, WebPush, Email, SMS, and WhatsApp Business API within a single visual user journey. The team demonstrated how this would empower the hotel to trigger highly personalized, scenario-based interactions – such as sending booking confirmations via WhatsApp, location-based welcome messages via AppPush, and post-stay feedback requests via Email – all managed and tracked from one unified platform. Furthermore, they introduced LiveDesk, EngageLab’s AI-powered customer service platform. LiveDesk enables seamless collaboration between AI agents and human teams, allowing the AI to handle 90% of routine inquiries instantly while supporting multilingual, 24/7 service. By leveraging AI for intelligent ticket routing, intent recognition, and automated issue resolution, the hotel can significantly enhance service efficiency, reduce operational costs, and ensure consistent customer satisfaction across all digital touchpoints.
In addition to omnichannel messaging, EngageLab highlighted its newly launched EngageLab Silent Auth solution at the booth. Designed to ensure security without losing users, Silent Auth enables a seamless, second-level login process. By relying on background verification via carrier networks, it requires zero user input and results in zero drop-off, effectively turning security checks into a frictionless experience that enriches the user profile.
Through robust capabilities like unified lifecycle customer data and reliable delivery, EngageLab continues to empower brands to solve complex regional challenges and drive digital transformation.
The issuer is solely responsible for the content of this announcement.
About EngageLab
EngageLab is an AI-first customer engagement platform that helps you build stronger customer relationships with AI agents, unified customer data, and reliable delivery across channels. For more information, please contact: marketing@engagelab.com
Aurora Mobile Limited
Founded in 2011, Aurora Mobile (NASDAQ: JG) is a leading provider of customer engagement and marketing technology services. The Company is dedicated to empowering global enterprises with stable, efficient, and intelligent customer interaction solutions. Leveraging its first-mover advantage in mobile messaging, Aurora Mobile has evolved into a comprehensive platform that integrates Omnichannel Engagement, AI-Driven Marketing, Advanced AI Customer Support, and Frictionless Identity Security. Through its flagship brand EngageLab and its robust AI infrastructure GPTBots.ai, the Company helps businesses achieve seamless customer reach, automate complex marketing journeys, and optimize service efficiency with AI agents, accelerating digital transformation for clients worldwide.
92% of Singapore consumers silently disengage when brand believability is lost
Only 5.9%% would post about a negative brand experience on social media
Singapore emerges as a high-trust but low-tolerance market where institutional credibility and operational proof matter most
SINGAPORE – Media OutReach Newswire – 8 July 2026 – Ogilvy released its first 2026 APACBelievability Index: The Power of Proof, a comprehensive study examining how consumers across Asia-Pacific (APAC) determine what and who they believe in an increasingly complex information environment shaped by AI-generated content, misinformation, fragmented media and declining confidence in corporate claims.
The regional and Singapore insights were revealed at an event at the Ogilvy Singapore office attended by more than 60 invited guests including global, regional and local brands, not-for-profit organisations, and government agencies.
Conducted in partnership with YouGov, the research surveyed 7,176 respondents across the markets of Australia, Indonesia, Singapore, Malaysia, the Philippines, Hong Kong SAR, and Mainland China, including 1,050 respondents in Singapore.
The report reveals that organisations are dangerously overlooking a reputational blind spot that directly impacts revenue. A staggering 93% of APAC consumers quietly disengage when believability in a brand or organisation is lost, with almost half (48%) stopping their purchases entirely.
In Singapore, the findings reveal a distinct local paradox: Singapore is a high-trust market, but not a high tolerance one. While Singapore consumers place significantly greater belief in Government, institutional and credentialed sources compared with much of the region, they are also deeply pragmatic and unforgiving when brands fail to deliver on their core promises.
The report finds that 92% of Singapore consumers silently disengage when brand believability is lost, while only 5.9% would post about a negative brand experience on social media. This suggests that the most pressing reputation risk for brands in Singapore may not be public outrage, but quiet withdrawal – with customers switching providers, stopping purchases, avoiding brand content, deleting apps or simply never returning.
In response to these findings, Ogilvy has launched its Believability Diagnostic Tool, powered by an enterprise-grade AI agent, built and housed in WPP Open. The Believability Agent is designed to help C-Suite leaders identify the “Say-Do Gap” between what brands promise and what customers experience – enabling organisations to detect potential silent disengagement before it affects business performance.
Richard Brett, President of PR& Influence, Ogilvy Asia Pacific, said: “Believability has evolved from a PR challenge into a commercial imperative. In a world of AI slop and synthetic content, misinformation and growing skepticism, the brands that succeed will be those that can prove what they say. Singapore is a particularly important market because believability here is deeply anchored in institutional credibility and operational delivery. Consumers may not always complain publicly when belief is lost, but they will act – and often, they will act silently.”
Akashah Q, Managing Director for PR & Influence, Social, Ogilvy Singapore and Malaysia, added: “The Singapore data shows that silence should not be mistaken for satisfaction. A stable sentiment dashboard or low complaint volume may hide a much bigger commercial risk. Singaporeans are careful when assessing proof – they value official sources, factual correctness and operational competence. For brands, the implication is clear: Believability is built not only by what you say, but by whether your actions, service and evidence consistently back it up. If not, they will politely but brutally break up with you. The reputational crisis of the future may not begin with a hashtag. It may begin with silence.”
Key Singapore Findings from the Ogilvy APAC 2026 Believability Index:
1. Singaporeans do not always cancel brands. They silently leave them. The most dangerous reputation risk in Singapore may be the one brands cannot see. When Singapore consumers lose belief in a brand, 92%take silent actions (vs 93% across APAC). More than half (54.4%) stop purchasing the brand’s products or services entirely, while 33.5% switch to a more believable competitor. A further 37.3% become wary and suspicious of similar brands, products or services and 19.7% simply avoid the brand’s content without telling anyone.
In contrast, only 5.9% would post a negative brand experience on social media (vs 10% in APAC), and only 9.5% would leave a negative review or public comment.
Implications: The findings indicate that brands relying primarily on public complaints, social listening or visible sentiment may be missing the larger commercial reality: Customers have already left, without leaving a public trace.
2. Competence over purpose Purpose, values and ESG commitments still matter, but in Singapore, they cannot compensate for operational failure,
The study found that 42.1% of Singapore consumers abandoned a brand in the past year because its product or service did not deliver on what was promised. This significantly outweighs the 23.2% who walked away over poor business ethics and the 14.4% who left due to exaggerated environmental or sustainability claims.
Implications: The findings suggest that Singapore consumers are not asking brands to choose between purpose and performance. They are asking brands to prove purpose through performance.
Operational integrity and factual correctness emerged as among the strongest drivers of believability in Singapore, reinforcing the importance of delivering consistently on the basics before brands can credibly make broader claims.
3. Institutional credibility is Singapore’s believability baseline Across APAC, people rely on different sources of authority. In some markets, belief is built from the ground up through peers, lived experience and word of mouth. In Singapore, the believability architecture looks a little different – it stands out as one of the region’s clearest institutional-trust markets.
61% of Singaporeans find government sources, politicians and officials highly believable – more than double the rest of the region overall (Australia, Indonesia, Philippines, Malaysia) at 26%. In addition, 82.4% say credibility, including official, credentialed or backed-up sources, is the leading factor in believing new information. Social media platforms sit much lower as a source of believability, at 12.7%.
This contrasts with more relational trust markets such as Australia and the Philippines, where people with lived experience and peer recommendations play a more dominant role.
Implications: For organisations, this means that communication strategies which work in one APAC market may not automatically build belief in Singapore. In high-stakes sectors such as finance, health, technology, food safety, sustainability and public infrastructure, brands need stronger institutional anchors: Official statements, named spokespeople, transparent data, third-party validation, academic or technical expertise and clear operational proof.
4. Action over apology Singapore consumers do not reject apologies, but they do reject them without evidence of action.
The study found that 56.2% of Singaporeans say that brands must actively correct a mistake or fix a problem before they will believe the brand again. This outranks public acknowledgement or apology, cited by 46.8% of respondents.
Encouragingly, lost belief is not necessarily permanent. 78.7% of Singapore consumers believe lost believability can be regained, while only 15.1% believe that once belief is lost, it is gone forever.
Implications: The implication for brands is that the crisis response must be action-first. Consumers want to know what has been fixed, who is accountable, what will change, how recurrence can be prevented and how progress will be proven.
5. Different generations leave and return on different terms The study also found that believability is lost and rebuilt differently across age groups in Singapore.
Millennials appear to be among the most commercially sensitive audiences, with 68% stopping engagement with a brand due to lack of belief in the past 12 months – the highest of any generation. For this group, belief is often won or lost through customer experience, service recovery and responsiveness.
Baby Boomers show stronger reliance on institutional sources, with 69% finding Government or institutional sources highly believable. However, once trust is broken, they are more likely to make a clean break, with 60% stopping purchases when doubts rise.
Gen Zs are more willing to give brands another chance, with only 8% saying trust is permanently lost once broken. However, they also demand more proof of change, with 64% expecting brands to actively correct mistakes and 44% wanting brands to communicate in more transparent and evidence-based ways.
Implications: The findings point to a new generational reality: Younger consumers may forgive faster, but they also audit harder.
To help leaders navigate this shift and operationalise the findings, Ogilvy’s Believability Diagnostic Tool uses a multi-agent architecture that pairs Ogilvy’s proprietary seven-year Believability dataset with behavioural science cognitive engine to analyse a brand’s “Say-Do Gap” to measure the actual distance between its marketing promises and actual customer experience.
By triangulating corporate messaging against verified customer and employee sentiment, the tool calculates a brand’s Believability Elasticity to see how far a corporate promise can stretch before customers silently disengage – and impact the bottomline.
For Singapore where 92% of consumers say they silently disengage when believability is lost, this elasticity is especially important. Once the threshold is exceeded, the consequence may not be outrage. It may be attrition.
The issuer is solely responsible for the content of this announcement.
About Ogilvy PR
Ogilvy PR and Influence is a global creative communications agency that partners with organisations to drive value and growth. We build brands, protect reputations, and earn attention and influence through creative storytelling informed by data, and fuelled by technology. Our specialist practice areas offer media relations, social and digital communications, external and internal stakeholder communications, issues and crisis management, and stakeholder engagement. We are the region’s largest and most specialised public relations and public affairs consultancy.
About Ogilvy Ogilvy has been creating impact for brands through iconic, culture-changing, value-driving ideas since the company was founded by David Ogilvy in 1948. It builds on that rich legacy through Borderless Creativity – innovating at the intersections of its advertising, public relations, relationship design, consulting, and health capabilities with experts collaborating seamlessly across more than 120 offices spanning 90 countries. Ogilvy currently ranks as the #1 global agency network for creative excellence and effectiveness by WARC, signifying its ability to deliver creative solutions that drive unreasonable impact for clients and communities. Ogilvy is a WPP company (NYSE: WPP). For more information, visit Ogilvy.com, and follow us on LinkedIn, X, Instagram, and Facebook
About YouGov
All figures, unless otherwise stated, are from YouGov Plc. Total sample size was 7,176 adults in Australia, Indonesia, Singapore (1,050 adults), Malaysia, the Philippines, Hong Kong SAR, and Mainland China. Fieldwork was undertaken between 22nd April – 4th May 2026. The survey was carried out online. The figures have been weighted and are representative of all respective market adults (aged 18+).
America at 250 Celebrating Independence and Friendship in the Laos.
By Michelle Y. Outlaw, United States of America Chargée d’affaires to the Lao PDR
This Fourth of July, Americans around the world are celebrating no ordinary anniversary. This year, the United States marks its 250th birthday, a profound milestone in the life of our nation and a moment for reflection on what America has meant, not only to its own people, but to the world.
Two and a half centuries ago, in the summer of 1776, a group of visionaries laid the foundation for a new kind of nation. They declared a bold and radical idea: that all people are endowed with unalienable rights, to life, liberty, and the pursuit of happiness. Those words were not merely a declaration of independence from a distant crown. They were a declaration of possibility, a promise that a nation could be built on the dignity of every individual.
America at 250 is a story of striving to fulfill that founding promise. Ours is not a story of instant perfection. It is defined by a continuous, generational effort to build a “more perfect union”, to extend opportunity further, to correct our course when we have fallen short, and to renew our commitment to those founding ideals with each passing generation.
That resilience, that unwavering belief that tomorrow can be made better than today, is the enduring spirit of America.
History has taught us something else as well. It has taught us that peace and prosperity are best achieved not in isolation, but through enduring partnerships.
This year, as America reflects on two and a half centuries of independence, we also celebrate a vital milestone much closer to home: the 10th anniversary of the U.S.-Laos Comprehensive Partnership. Launched a decade ago in 2016, this landmark framework elevated our bilateral relationship to unprecedented heights. It has served as our roadmap, transforming our historical ties into a modern, forward-looking partnership dedicated to the well-being of both our peoples.
Since arriving in the Lao PDR, I have been deeply moved by the warmth, resilience, and forward-looking spirit of the people of Laos. From conversations with government leaders to meetings with students, entrepreneurs, and community members across this beautiful country, I have seen firsthand a nation with a rich history and culture and an inspiring readiness to seize new opportunities.
Guided by this decade-long Comprehensive Partnership, the United States has been a steadfast force for good in the Lao PDR, working proudly alongside our hosts to help build a brighter, more prosperous future. Together, we have achieved extraordinary progress through life-changing American initiatives: from our massive, world-leading support for UXO clearance that saves lives every day, to vital U.S. investments in public health that protect vulnerable communities. We have transformed classrooms by printing and delivering millions of primary school textbooks across the nation, and our dedicated English language training programs are actively empowering the next generation of Lao PDR youth with the tools to lead on the world stage and engage with U.S. businesses. These major initiatives reflect our unwavering commitment to the people of Laos and our shared future.
This year, our two countries are also united by a love of sport. From the largest global soccer tournament ever held, co-hosted by the United States, Canada, and Mexico, to the first-of-its-kind mixed martial arts tournament on the White House grounds, these incredible displays of athleticism and glory are a celebration of excellence, teamwork, and the remarkable power of sport to bring people together across borders. And as we look ahead to the 2028 Olympic Games in Los Angeles, we are reminded that the values at the heart of those competitions, perseverance, fair play, and the pursuit of greatness, are values that Americans and the people of Laos share deeply.
As we celebrate America’s 250th birthday and honor ten years of our Comprehensive Partnership, we do so with gratitude for the people-to-people ties and the friendships that have shaped our journey, and with confidence in those still to come. The story of America and the Lao PDR is still being written, and I believe its best pages may lie ahead.
Editor’s Note: This article is part of The Laotian Times Public Diplomacy section and was contributed by the US Embassy in Laos. Views and information presented are those of the contributing organization.
A picture of Deputy Prime Minister and Minister of Finance Santiphab Phomvihane reporting the tax performance during the 10th National Assembly on 7 July 2026. (Photo by Ministry of Finance)
Laos has collected approximately USD 12 million in digital taxes from global technology companies since introducing its digital tax system in late 2024, according to Deputy Prime Minister and Minister of Finance Santiphab Phomvihane.
The tax applies to foreign digital service providers without a physical presence in Laos, including Microsoft, Facebook, YouTube, and Netflix. Under the system, overseas companies providing digital services to Lao consumers must register and pay taxes under Lao law.
Santiphab said the digital tax forms part of a broader tax modernization program launched in 2020 to strengthen state revenue collection by reducing cash-based payments, improving tax compliance, widening the tax base, and bringing more businesses into the formal economy.
The reforms have also introduced digital tools such as the TaxRIS tax administration system and computerized accounting platforms to improve tax collection and reduce revenue leakage.
According to Santiphab, TaxRIS now manages more than 195,000 registered businesses nationwide, allowing tax authorities to register taxpayers, monitor compliance, process tax returns, and collect revenue more efficiently.
Revenue collected through the system has increased by 251 percent since its introduction in 2020, representing average annual growth of more than 20 percent, he said.
The government’s modernization efforts also extend to customs administration. Santiphab said Laos has deployed the Smart Customs system at international border checkpoints, where a centralized electronic platform now processes import and export declarations digitally.
The system has helped customs revenue grow by an average of 34 percent annually over the past three years by improving efficiency and strengthening import tax collection.
The reforms support Laos’ broader fiscal strategy. Earlier this year, the government announced a target of collecting approximately LAK 554.4 trillion (USD 24.5 billion) in state revenue by 2030, equivalent to about 21 percent of GDP, while improving tax administration, strengthening fiscal sustainability, and reducing public debt.
This photo is used for representational purpose only.
Laos earned more than USD 1 billion from agriculture and forestry exports in the first half of 2026, reaching about 53 percent of the government’s full-year target of USD 1.9 billion, according to official figures.
Lao Prime Minister Sonexay Siphandone reported the figure at the First Extraordinary Session of the 10th National Assembly, running from 6 until 10 July in Vientiane.
Crops brought in the largest share, earning USD 752 million, followed by timber, rubber, and other forest products at USD 158.64 million. Livestock exports grew more slowly, totaling USD 98.67 million.
During his speech, Sonexay said the sector grew 4.3 percent in the first half of the year, accounting for 17.4 percent of the country’s overall economic growth.
Laos has also been opening new markets for its farm goods.
As of June, the country had secured approval to export 84 agricultural and livestock product lines to China, Vietnam, Thailand, and Cambodia, giving Lao farmers and exporters more places to sell their goods.
That momentum showed up in a series of new trade deals. In June, Laos and South Korea signed agreements worth more than USD 1.1 million to launch a pilot project exporting Lao-grown chili peppers and cabbage to the Korean market, along with a second deal to bring Korean tissue culture technology to Lao farms.
Laos also strengthened trade ties with Cambodia, launching new export and transit rules on 22 June that let Cambodian crops such as durian, longan, banana, mango, rice, and cassava pass through Laos on their way to China. Under the same agreement, Laos will export rice, coffee, blueberries, pumpkin, cabbage, and tamarind directly to Cambodia.
Officials said the government is relying on new tools like the Lao Agrolink digital platform, launched in late May, to make agricultural trade faster and easier for businesses by cutting paperwork and improving oversight of the supply chain.
Consumption Outflow Continues to Weigh on Revenues As Local Business Environment Enters Adjustment Phase
HONG KONG SAR – Media OutReach Newswire – 8 July 2026 – Dah Sing Bank, Limited (“Dah Sing Bank”) today announced the results of its 2026 SME Survey (“the Survey”), which revealed that Hong Kong SMEs are facing a “triple squeeze” of rising costs, weakening demand and interest rates fluctuations. At the same time, outbound consumption continues to affect business revenues, reflecting local business environment enters adjustment phase.
Dah Sing Bank remains committed to staying close to the needs of SMEs and understanding the challenges and opportunities they face in a rapidly changing business landscape. To gain deeper insights into the latest operating conditions of local SMEs, the Bank commissioned a survey[1] in May 2026 through a major local media outlet, interviewing over 340 Hong Kong SMEs to understand how they are responding to changing consumption patterns and advancing environmental, social and governance (ESG) initiatives under the current economic environment.
Operating Pressures Intensify Under “Triple Squeeze”
The Survey shows that 80% of respondents indicated that their operating costs and profit margins have been affected this year by geopolitical developments, energy price fluctuations or global supply chain instability. Rising costs (79%), weakening market demand (78%) and fluctuations in interest rates (52%) were identified as the most significant external risks.
With cross-border spending and northbound consumption becoming increasingly prevalent, approximately 74% of SMEs reported that their revenues have been negatively impacted, with nearly one in five experiencing declines of more than 20%. Key competitive pressures stem from cross-border e-commerce platforms offering lower-priced daily necessities (45%), increased weekend consumption in Shenzhen (43%), and a rise in outbound travel reducing local spending (30%).
SMEs Step Up Measures to Adapt
In response to the rising costs, SMEs are actively adopting various strategies to stabilise operations, including renegotiating supplier terms (26%), adjusting pricing (24%), and optimising inventory management (20%). At the same time, in light of outbound consumption trends, businesses are strengthening customer retention strategies. While price promotions remain the most common approach (34%), SMEs are also increasingly introducing experiential elements (29%) and strengthening digital marketing efforts (25%) to improve competitiveness.
Against a backdrop of ongoing uncertainty, SMEs are placing greater emphasis on business stability. A stable customer base (30%) and predictable cash flow (22%) are seen as key factors in sustaining operations, alongside lowering operating cost (22%). This reflects growing attention on financial resilience and liquidity management.
Constraints Persist Amid Rising Support Needs
Despite these efforts, SMEs continue to face resource and information constraints in navigating challenges and pursuing transformation. More than half of the respondents have never applied for or are unfamiliar with government support schemes. In addition, while some SMEs are interested in advancing ESG initiatives, 37% consider them burdensome due to costs, and 32% are unsure where to begin, indicating a cautious pace of adoption overall.
Dah Sing Bank Supports SMEs Resilience
In a rapidly changing business environment, Dah Sing Bank believes that enhancing cash flow efficiency and operational flexibility is key for SMEs to address business pressures. The Bank is committed to supporting SMEs through diversified and flexible lending and financing solutions tailored to their business needs. These include a wide range of import/export trade finance services and payment options, as well as the Merchant Receivables Loan – a service designed to provide merchants with quicker access to capital. Such initiatives enable SMEs to strengthen cash flow management and improve the predictability and efficiency of their daily operations.
Furthermore, Dah Sing Bank offers comprehensive hedging tools to help enterprises manage foreign exchange and interest rate risks. This support enables businesses to mitigate financial exposure arising from global economic volatility, enhance resilience, and expand their businesses in both local and global markets steadily. In addition, the newly launched Dah Sing Business Multi-Currency Mastercard Debit Card helps SMEs reduce transaction costs and manage expenses more effectively, providing a one-stop and seamless experience for local and overseas transactions.
Dah Sing Bank Deputy Chief Executive, Senior Executive Director and Head of Group Personal Banking, Ms Phoebe Wong, said: “The Survey shows that Hong Kong SMEs are facing multiple challenges, including rising costs, shifting demand and evolving consumption patterns. At the same time, it is encouraging to see businesses actively adopting measures such as optimising cost structures and enhancing customer experience. In an environment of heightened uncertainty, stable cash flow and operational agility has become even more important. Dah Sing Bank has long been a trusted partner to SMEs, and we remain committed to combining financial services with practical support to help enterprises improve capital efficiency and resilience. Our goal is to empower SMEs to maintain stability in a constantly changing market and lay a solid foundation for sustainable long-term growth.”
[1] The Survey was conducted through online questionnaires from 19 to 26 May 2026, interviewing 342 Hong Kong SMEs.
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Risk Disclosure Statement Foreign Exchange Transactions: Foreign exchange involves risk. Currency investments are subject to exchange rate fluctuations, which may result in gains or losses. Customers converting foreign currencies into HKD or other currencies may incur losses due to exchange rate movements. Investors should read and understand all offering documents, including risk disclosures and warnings, before making any investment decisions.
Currency Risk (RMB): Conversion of RMB into HKD or other currencies is subject to exchange rate fluctuations. Customers may experience gains or losses due to RMB exchange rate movements. RMB is currently subject to exchange controls imposed by the PRC government, and its exchange rate may be affected by policy changes.
Unless otherwise specified, this promotional material does not constitute an offer, solicitation, or recommendation to engage in any foreign exchange transaction, nor does it predict future exchange rate movements. This material has not been reviewed by the Securities and Futures Commission or any other regulatory authority in Hong Kong.
Hashtag: #DahSingBank
The issuer is solely responsible for the content of this announcement.
About Dah Sing Bank
Dah Sing Bank, Limited (the “Bank”) is a wholly-owned subsidiary of Dah Sing Banking Group, Limited (HKG:2356). Founded in Hong Kong over 75 years ago, the Bank has been providing quality banking products and services to its customers with a vision to be “The Local Bank with a Personal Touch”. Over the years, the Bank has been rigorous in delivering on its brand tagline to grow with its customers in Hong Kong, the Greater Bay Area and beyond – “Together We Progress and Prosper”. Building on our experience and solid foundation in the industry, our scope of professional services now spans retail banking, private banking, business and commercial banking. Meanwhile, the Bank is also making significant investments in its digital banking capabilities to stay abreast with smart banking developments in Hong Kong and to support financial inclusion at large.
In addition to its Hong Kong banking operations, the Bank has wholly-owned subsidiaries including Dah Sing Bank (China) Limited, Banco Comercial de Macau, S.A., and OK Finance Limited. It is also a strategic shareholder of Bank of Chongqing with a shareholding of about 13.5%. Dah Sing Bank and its subsidiaries now have 63 operating locations in Hong Kong, Macau and Chinese Mainland.
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