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Wuhan takes its cultural showcase abroad at Duisburg China Festival


DUISBURG, GERMANY – Media OutRech Newswire – 8 September 2026 – The 2026 Duisburg China Festival kicked off here on Friday afternoon, with participation from some Chinese and German cities, aimed at strengthening ties between the two countries.

At the opening gala of the 2026 Duisburg China Festival, artists from the Wuhan Song and Dance Theatre performed the dance piece "White Clouds and Yellow Crane Are My Hometown."
At the opening gala of the 2026 Duisburg China Festival, artists from the Wuhan Song and Dance Theatre performed the dance piece “White Clouds and Yellow Crane Are My Hometown.”

The three-day festival features a wide range of cultural booths and interactive zones showcasing traditional Chinese cuisine, culture and contemporary art.

On Friday evening, top-tier performing arts troupes from Wuhan, capital city of central China’s Hubei Province, jointly staged the festival’s opening gala. Nearly 40 artists presented more than a dozen distinctive programs spanning Peking opera, Hanju opera, Chuju opera, acrobatics, and ethnic song and dance.

The Duisburg China Festival is a vivid expression of exchange between China and Germany, allowing Germans to experience and understand China up close, said Chang Haitao, acting consul general of the Chinese Consulate General in Dusseldorf.

In 1982, Duisburg and Wuhan became sister cities, the first of its kind between Germany and China. The two cities have maintained close people-to-people and economic exchanges, forging a bond between them ever since.

Impressed by the performance of the Chinese artists, Duisburg Mayor Soeren Link said that the opening gala was unforgettable for its standard, quality, richness, and the many different facets it presented.

Duisburg attaches great importance to its sister-city relationship with Wuhan and hopes to continue strengthening German-Chinese friendship as well as exchange and dialogue between the two sides, said Link.

Markus Teuber, commissioner for China affairs at the Mayor’s Office of Duisburg, said the rich array of theatrical, song and dance performances brought by Wuhan offered German audiences an excellent window into Chinese culture, and expressed hope that the two cities will continue to deepen cultural exchange in the future.

For Yang Jing, deputy director of the Wuhan Municipal Bureau of Culture and Tourism, the presence of Wuhan city at the festival “marks an important step in Wuhan culture’s global outreach.”

The Duisburg China Festival is an annual signature cultural event for the city, injecting fresh grassroots momentum into the development of German-Chinese friendship.

Hashtag: #DuisburgChinaFestival

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

HOYA Lens Singapore Launches MiYOSMART iQTF, Advancing Myopia Control for Children

New-generation spectacle lens combines D.I.M.S. Technology with Triple Enhanced Design, with 9 out of 10 children showing no clinically relevant myopia progression* in the first 12 months of wear


SINGAPORE – Media OutRech Newswire – 8 September 2026 – HOYA Lens Singapore has launched MiYOSMART iQTF, introducing its most advanced myopia control spectacle lens and the latest evolution of its established MiYOSMART platform.

Newly launched in Singapore, MiYOSMART iQTF builds on MiYOSMART lenses, which feature Defocus Incorporated Multiple Segments (D.I.M.S.) Technology and are clinically proven to slow myopia progression by an average of 60%3. By combining D.I.M.S. Technology with the new Triple Enhanced Design (TED), MiYOSMART iQTF delivers greater myopia control effectiveness for children who need more.

In a randomised controlled clinical trial (RCT) of 196 schoolchildren in Hong Kong aged 4 to 12 years with myopia, 9 out of 10 children wearing MiYOSMART iQTF showed no clinically relevant myopia progression* in the first 12 months of wear1,2.

The findings underscore the importance of managing myopia early in childhood, particularly as myopia can progress during a child’s growing years. For parents, identifying and managing myopia early provides an opportunity to address its progression at a critical stage of a child’s development.

This is particularly important for children who develop myopia at a younger age. The clinical findings for MiYOSMART iQTF demonstrated myopia control efficacy in children as young as four years old for the first time with D.I.M.S. Technology-based spectacle lenses1. The research highlights the potential to manage early-onset myopia at a time when it can progress rapidly and the risk of longer-term impact is highest.

Myopia control spectacle lenses offer parents a non-invasive option for supporting their children’s myopia management while providing the vision correction they need for everyday activities. MiYOSMART iQTF builds on this approach with an enhanced spectacle lens design developed specifically to deliver stronger myopia control outcomes.

“At HOYA Vision Care, we imagine a world without myopia. This milestone is truly a generational leap in myopia control and represents an important step toward the vision we are committed to shaping for children around the world. Until today, no trial conducted on a myopia control spectacle lens has shown this level of effectiveness in controlling the condition,” said John Goltermann Lassen, CEO of HOYA Vision Care.

“Our mission is to improve life through vision by continuously raising the standard of care in myopia control, ensuring that thoughtful innovation and craftsmanship translate into meaningful clinical benefits for children and support eye care professionals’ practice.”

Triple Enhanced Design (TED): Activated, Powerful and Extended

MiYOSMART iQTF builds on D.I.M.S. Technology with Triple Enhanced Design (TED), featuring three key enhancements designed to drive greater myopia control effectiveness in children2:

Activated: Defocus segments are positioned closer to the geometric centre of the spectacle lens and are intended to continuously activate a “sweet spot”4 on the near-peripheral retina — referred to by HOYA as the Smart Zone† — identified by several studies as highly responsive to the myopic defocus signal that regulates myopia progression5,6.

Powerful: Higher defocus power delivers a stronger myopic defocus signal.

Extended: An extended treatment zone provides more extensive coverage of the child’s peripheral visual field, even with larger frames.

These enhancements build on the established D.I.M.S. Technology platform, with MiYOSMART iQTF representing the most advanced evolution of MiYOSMART, a technology backed by more than 100 peer-reviewed scientific publications7.

Options for Different Needs and Lifestyles

MiYOSMART iQTF is available in four options:

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

The Chameleon Photochromic options adapt to changing light conditions, darkening in sunlight to help reduce glare and fading back to clear indoors. This supports visual comfort as children move between classroom learning and outdoor activities, while providing protection against UV rays.

For added protection, HOYA Full Control Coating combines anti-reflective and scratch-resistant properties with blue light reduction, UV protection and an antibacterial treatment that helps limit bacterial growth on lens surfaces. Its water-, dirt- and dust-repellent properties also make the lenses easier to maintain during everyday wear.

With the introduction of MiYOSMART iQTF in Singapore, HOYA Vision Care continues to advance its myopia control portfolio through research, clinical evidence and spectacle lens innovation designed to support children and eye care professionals.

Learn more about MiYOSMART iQTF: https://www.hoyavision.com/sg/vision-products/myopia-management/miyosmart-iq/
Find an eyecare practitioner: https://www.hoyavision.com/sg/find-eye-care-practitioner/

Hear what other parents say about MiYOSMART: https://miyosmart.com.sg/

–END-

References:

*Outcomes for myopic children aged 4 to 12 years and may vary per age group and other parameters at the start of MiYOSMART iQTF treatment. Clinically relevant myopia progression is a change in cycloplegic spherical equivalent refraction of ≥-0.50D.

†“Smart Zone” is a marketing term used by HOYA when referring to a near-peripheral retinal zone shown to respond to myopic defocus. It is not a standard clinical or scientific term.

  1. Tse D.Y., Hon Y., Chun R. K., Leung T. W., Leung D. K. Y., To C. H., Lam C SY. Myopia Control Efficacy of Defocus Incorporated Multiple Segments Spectacle lens with Triple Enhanced Design: 12-month randomized controlled trial. Abstract 2523, ARVO 2026 Annual Meeting, Denver, USA. https://eppro02.ativ.me/web/index.php?page=IntHtml&project=ARVO26&id=4486941 (accessed date 03.04.2026).
  2. HOYA data on file. HOYA MiYOSMART iQTF spectacle lens clinical outcomes. 04/2026.
  3. Myopia progression (SER) by 59% and axial elongation (AL) decreased by 60% compared with those wearing SV lenses.Lam CSY, Tang WC, Tse DY, Lee RPK, Chun RKM, Hasegawa K, Qi H, Hatanaka T, To CH. Defocus Incorporated Multiple Segments (DIMS) spectacle lenses slow myopia progression: a 2-year randomised clinical trial. British Journal of Ophthalmology. Published Online First: 29 May 2019.
  4. Swiatczak B, et al. Retinal “sweet spot” for myopia treatment. Sci Rep. 2024;14:26773.
  5. HOYA data on file. MiYOSMART spectacle lens commercial data. 04/2026.
  6. Smith III EL, Arumugam B, Hung LF, et al. Eccentricity-dependent effects of simultaneous competing defocus on emmetropization in infant rhesus monkeys. Vision Res. 2020;177:32-40. DOI: 10.1016/j.visres. 2020.08.003.
  7. HOYA Vision Care. Confidence Through Evidence. 2026. Available from: https://www.hoyavision.com/vision-products/miyosmart/evidences/. (Accessed: 16.04.2026).

Hashtag: #visioncare #myopia #HOYAvisioncare #myopiasingapore #childmyopia

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

HOYA Vision Care

For over 60 years, HOYA Vision Care has been a global leader in the eyeglass lens industry. The company is dedicated to providing innovative vision care solutions for every stage of a patient’s life. With a presence in over 50 countries, HOYA Vision Care has a leading position in myopia management category and a proven expertise in advanced lens designs, high performance photochromic technologies and high-quality AR coatings. HOYA Vision Care’s solid market portfolio includes HOYA, Vision Ease, SEIKO and PENTAX optical lenses, as well as innovative products such as MiYOSMART myopia control lenses for children, Hoyalux iD MySelf individualized progressive lenses and the Sensity range of photochromic lenses. The company employs over 20,000 employees worldwide with large scale production facilities in Asia, Europe, and the US and 38 local Rx laboratories globally. For more information, please visit

About HOYA Corporation

Founded in 1941 in Tokyo, Japan, HOYA is a global technology and med-tech company, and a leading supplier of innovative high-tech and medical products. HOYA is active in the fields of healthcare and information technology, providing eyeglasses, medical endoscopes, intraocular lenses, optical lenses, as well as key components for semiconductor devices, LCD panels and HDDs. With over 150 offices and subsidiaries worldwide, HOYA currently employs a multinational workforce of over 35,000 people. For more information, please visit

Laos, Singapore Look to Forests, Farms for Carbon Finance

Laos' Minister of Agriculture and Environment Linkham Douangsavanh and Singapore’s Minister for Sustainability and the Environment and Ministerin-charge of Trade Relations Grace Fu sign an Implementation Agreement to collaborate on carbon credits under Article 6 of the Paris Agreement. 03 September 2026. (Photo: Singapore's Ministry of Trade and Industry)

Laos is moving to turn emissions reductions from forests, agriculture and other projects into a new source of foreign investment and climate funding, after signing a carbon-credit agreement with Singapore.

On 4 September, the two countries agreed to establish a legally binding framework that will let Laos generate and transfer carbon credits to Singapore under the Paris Agreement.

Laos holds one of the highest shares of forest cover in the region, and the government has set a target of raising that cover to 70 percent by 2035 as part of its national forestry strategy. 

Under the agreement, the countries will apply corresponding adjustments to their national greenhouse gas inventories to prevent double counting, ensuring each tonne of emissions reduction is claimed only once. 

Singapore will also channel 5 percent of proceeds from authorized carbon credit transactions toward climate adaptation in Laos. In addition, it will cancel 2 percent of authorized credits when they are first issued, meaning those credits cannot be sold, traded or counted toward any country’s emissions targets.

Laos will keep a share of the carbon credits generated through international projects. It can use those credits to help meet its climate targets , cutting emissions by 60 percent by 2030 and reaching net zero by 2050.

Under Laos’ 2025 carbon-credit rules, at least 10 percent of credits generated through international cooperation must stay in Laos. The rules also require carbon-credit payments and transactions to go through commercial banks or the Bank of Laos.

Why Laos Is Looking for Climate Finance

Climate change is costing Laos heavily. Monsoon floods and landslides caused more than USD 279 million in damage in 2024. More frequent floods, droughts and landslides are expected to put further pressure on the economy, which is already dealing with high debt and slow growth.

At the same time, Laos is preparing to graduate from least-developed-country status, meaning it will gradually lose access to some forms of concessional aid.

Carbon markets are one option. By selling carbon credits generated through projects such as forest protection, reforestation and sustainable agriculture, Laos can bring in outside investment while supporting rural communities and working toward its climate targets.

The government has been putting the rules and institutions in place. Laos is targeting net-zero emissions by 2050 and has introduced rules governing carbon credits, including how projects are approved, monitored and how revenues are shared.

The agreement with Singapore is a step toward putting those rules into practice and creating a market for Lao carbon credits.

Singapore’s Role

Singapore has been building itself into a regional hub for carbon trading and has signed similar agreements with several countries, including Thailand, Vietnam and the Philippines.

For Laos, the Singapore deal provides a potential route into the international carbon market, especially for projects in forests and agriculture.

Rainbow Opens Its First Store Digital Twin-Enabled Supermarket in Shenzhen

SHENZHEN, China, Sept. 8, 2026 /PRNewswire/ — Rainbow, one of China’s leading omnichannel retailers, has opened its upgraded Shahe sp@ce supermarket in Shenzhen. Developed in collaboration with Hanshow and Rainbow’s technology subsidiary Lingzhi Digital Technology, the project marks Rainbow’s first Store Digital Twin implementation, bringing together real-time store visibility, decision support and operational execution within a live retail environment.


Operating a nationwide network of shopping centers, community retail centers and supermarkets, Rainbow has been exploring new ways to improve operational efficiency and customer experience. As Rainbow’s first Store Digital Twin-enabled project, the Shahe store brings data from connected IoT touchpoints into a unified digital representation, linking real-time sensing with analysis, decision-making and execution.

Reimagining a Longstanding Community Retail Destination

Located in Shenzhen’s Nanshan District, the Shahe sp@ce supermarket has served the local community for nearly 17 years. In 2026, the wider Shahe Rainbow development was upgraded into an urban lifestyle destination that brings together retail, dining, services and entertainment. The transformation reflects Rainbow’s broader ambition to expand the role of physical retail beyond transactions and create a more engaging destination for the surrounding community.

At the heart of the project is the newly opened sp@ce supermarket, built around Rainbow’s “City • Garden • Food Hall” concept, the supermarket features nine experiential areas designed around different food, lifestyle and community occasions. The store also incorporates Rainbow’s intelligent fulfilment center, supporting more efficient home-delivery services and strengthening the connection between in-store shopping and Rainbow’s broader omnichannel retail model.

As Rainbow’s first Store Digital Twin-enabled supermarket, the store brings together more than 17,000 IoT devices and AI capabilities to provide greater visibility into store conditions and support more timely operational decisions and actions.

Creating a More Connected Shopping Experience

At the Shahe sp@ce supermarket, digital technology is integrated throughout the shopping journey instead of being presented as a separate technology showcase.

Hanshow NexConnect Smart Cart, integrated with Lingzhi’s proprietary AI shopping assistant, serves as a digital companion throughout the shopping journey, providing shoppers with easy access to product information, in-store navigation, promotional offers, and available checkout services. By giving shoppers greater visibility over their purchases and streamlining key shopping activities, it helps create a more convenient and efficient shopping experience.

At the shelf edge, Hanshow Nebular Ultra Electronic Shelf Labels support centimeter-level product positioning, serving as a key component of the Store Digital Twin infrastructure. The tap-to-interact functionality extends the ESL from a price display medium into an interactive service touchpoint. With a simple tap, shoppers can access product details, traceability information, usage guidance and promotional content.

Together, these customer-facing touchpoints help connect products, content and services at the right moment and location, bringing digital capabilities into real shopping scenarios and creating a more intuitive shopper engagement throughout the customer journey.

Turning Store Visibility into Operational Action

Beyond customer-facing applications, the Store Digital Twin is designed to support day-to-day store operations.

In shelf management scenarios, Hanshow combines Electronic Shelf Labels, Location Intelligence, AI Vision and robotics technologies to support out-of-shelf identification, merchandising management and shelf execution. These capabilities help retailers gain greater visibility into shelf conditions and product availability while improving execution across the sales floor.

Leveraging its proprietary Bailingniao retail AI model, Lingzhi Digital Technology contributes digital capabilities that support sales forecasting, replenishment strategies, task management and decision support, helping store teams make more informed decisions and respond more effectively to day-to-day operational needs.

By connecting store visibility with timely action, the project moves store digitalization beyond simply recording what has happened. When store conditions can be identified and addressed more quickly, shoppers benefit from more timely product availability and a smoother shopping experience. Store associates can also focus more of their attention on tasks that require judgement, communication, and customer service.

Advancing Store Digital Twin Innovation in Live Retail Environments

As retailers worldwide seek to improve efficiency while managing complex store environments, the ability to translate operational visibility into timely action is becoming increasingly important. The Shahe project demonstrates how Store Digital Twin capabilities can be deployed in a live retail environment to connect sensing, analysis, decision-making, execution and continuous optimization within a unified operating model.

“Our goal with sp@ce 3.0 is to create a better everyday shopping experience built on quality, freshness, transparency and trust,” said Xiao Zhanglin, Chairman of Rainbow Digital Commercial. “As Rainbow’s first Store Digital Twin-enabled store, the Shahe sp@ce supermarket brings digital visibility into day-to-day operations, helping our teams respond faster and more accurately, while allowing store employees to spend more time on the service and experiences that matter to customers.”

“The true value of technology lies in helping retailers operate more effectively and creating a more natural experience for shoppers,” said Relvin Sun, Dean of Hanshow Retail Research Institute. “Through our collaboration with Rainbow and Lingzhi Digital Technology, we are bringing together intelligent store infrastructure, retail AI and operational expertise to support daily store operations and customer experience, while continuing to strengthen Hanshow’s Store Digital Twin capabilities through real-world retail applications.”

For Hanshow, the project represents an important milestone in the development of its Store Digital Twin ecosystem. Working alongside Rainbow and Lingzhi Digital Technology, Hanshow will continue exploring how digital store technologies can support practical retail applications, helping retailers improve operational agility and customer experience.

GCCL Strengthens Asia-Pacific Presence at Asia Bio Partnering Forum 2026

YONGIN, South Korea , Sept. 8, 2026 /PRNewswire/ — GCCL (Global Clinical Central Lab), a South Korea-based leading provider of clinical trial sample analysis, announced its participation as a Platinum Sponsor at Asia Bio Partnering Forum 2026 (ABP 2026), held in Singapore from August 31 to September 2.

Through a series of partnering meetings with global pharmaceutical and biotechnology companies, contract research organizations (CROs) and regional stakeholders, GCCL explored opportunities to expand its clinical sample analysis and assay development services across the Asia-Pacific region.

The company engaged with drug developers working across a broad range of therapeutic modalities, including mRNA and nucleic acid therapeutics, radiopharmaceuticals and antibody-based therapies. These discussions focused on evolving analytical requirements in global clinical development and potential opportunities for collaboration.

GCCL also met with executives from global CROs and Singapore-based pharmaceutical, diagnostics and clinical trial service companies to discuss existing partnerships and opportunities for further collaboration. In addition, the company engaged with a Singapore government-affiliated economic development organization to explore ways to support local biotech companies and strengthen connections within the regional life sciences ecosystem.

As a Platinum Sponsor, GCCL sponsored the official ABP 2026 Welcome Reception. Yoo-Hwa Choi, Head of Business Operations at GCCL, delivered welcome remarks and highlighted the company’s capabilities in clinical sample analysis and its commitment to supporting global drug development.

At its exhibition booth, GCCL showcased its integrated Central Lab, Bioanalytical Lab and R&D Lab capabilities, which support clinical development from early- through late-stage trials. The company also held partnering discussions with pharmaceutical and biotechnology companies and related organizations from Korea, China, Japan, Singapore, Vietnam and Europe.

“ABP 2026 provided an important opportunity to engage directly with drug developers and global partners across the Asia-Pacific region and better understand their evolving analytical needs across increasingly diverse therapeutic modalities,” said Yoo-Hwa Choi, Head of Business Operations at GCCL. “We will continue to build on these relationships and expand collaboration with global CROs and regional biotech companies as we strengthen GCCL’s role as a trusted clinical development partner in Asia-Pacific.”

ABP 2026 brought together approximately 650 pharmaceutical and biotechnology industry professionals, investors and life sciences stakeholders, with approximately 2,500 one-on-one partnering meetings held during the event.

About GCCL (Global Clinical Central Lab)

GCCL, a subsidiary of the GC Group, is a leading clinical trial sample analysis provider offering an integrated “one-stop lab solution” with central, bioanalysis, and BSL-3 labs under one system. With tailored solutions, GCCL delivers precise and efficient analytical services across all phases of clinical trials, solidifying its position as a trusted partner in new drug development. Leveraging advanced platforms and LIMS, the company supports partners across Asia and beyond with customized and compliant solutions. In recognition of its leadership, GCCL recently received Frost & Sullivan’s 2025 Best Practices Customer Value Leadership Award in the Asia-Pacific clinical sample analysis services industry. For more details, visit: www.eng.gccl.co.kr.

GC Corporation Contacts (Media)

Sohee Kim
shkim20@gccorp.com

Yelin Jun
yelin@gccorp.com

Yoonjae Na
yjy6520@gccorp.com

From Scaling Up to Quality‑Driven Growth: MIXUE Malaysia Reinforces Long‑Term Development Through “Safety and Quality”

KUALA LUMPUR, Malaysia, Sept. 8, 2026 /PRNewswire/ — By continuously upgrading cold‑chain logistics, store operations and localised branding, MIXUE enables Malaysian consumers to better experience “premium quality at affordable prices”.

MIXUE Malaysia recently announced sustained investment in product quality, cold‑chain supply chains, store operations, franchisee empowerment and brand localisation across Malaysia. Adopting a more steady growth pace, the brand aims to elevate consumer satisfaction and store operational performance, pursuing long‑term and sustainable development alongside local Malaysian entrepreneurs, employees and community partners.

During Mixue Group’s 2026 Mid‑Year Performance Briefing, senior management noted that amid evolving business scale and industry landscapes, Mixue has embarked on a new investment cycle. Its strategic priority is shifting from “growth and expansion” to “safety and quality”, with long‑term capability building centred on three pillars: supply chains, in‑store operations and brand IP. This strategic direction is being rapidly rolled out in Malaysia.

Mixue’s Super Factories
Mixue’s Super Factories

Elevating Operational Standards Together with Local Entrepreneurs              

MIXUE Malaysia has long fostered mutually beneficial growth with Malaysia’s local business ecosystem through local franchise partnerships, talent recruitment, operational training and management capability development.

As of February 2026, MIXUE Malaysia has partnered with over 300 local store owners, 93.19% of whom are Malaysian nationals. The brand directly employs approximately 2,900 people locally and has provided store operation and skill‑building training to more than 4,000 Malaysian employees cumulatively.

With its strategic focus shifting from rapid expansion to quality refinement, MIXUE Malaysia will step up operational support for existing franchisees and retail outlets. Systematic training programmes, standardised protocols and real‑time data insights will empower local business partners to build sustainable operational competitiveness.

In parallel, the brand will press ahead with halal compliance initiatives. It will rigorously enforce requirements covering raw materials, beverage preparation and store management, while expanding the network of outlets certified by Malaysia’s Department of Islamic Development (JAKIM) to meet local consumer demands.

MIXUE Global Store Network
MIXUE Global Store Network

Better Quality Without Price Hikes – No Pass‑Through of Upgrade Costs

Mixue Group has clearly stated its long‑term strategy of “improving quality without raising prices”, despite extra expenditure driven by upgrades to supply chains, cold‑chain infrastructure, raw materials and store operations.

Instead of passing quality‑improvement costs onto consumers and franchisees, the Group will absorb incremental spending by boosting supply‑chain efficiency, leveraging economies of scale and optimising digital‑driven operations. Quality enhancements will uphold rather than dilute Mixue’s core promise of “premium quality at affordable prices”.

Nearly three decades of development have anchored Mixue’s philosophy on upgrading real ingredients in every drink, sourcing higher‑grade raw materials and building an end‑to‑end supply‑chain ecosystem spanning production, warehousing, logistics and retail.

For MIXUE Malaysia, “premium quality at affordable prices” signifies far more than competitive pricing. It represents sustained capability development that allows Malaysian consumers to access safe, consistently improved products and services at approachable price points.

Growing the Snow King IP Hand‑in‑Hand with Malaysian Culture

Beyond product refinement and in‑store experience upgrades, Mixue Group identifies creative content excellence and brand IP development as key investment priorities over the next three years. The Snow King is evolving from a standalone brand icon into a global cultural IP enriched with original narratives and a loyal fanbase.

In Malaysia, MIXUE Malaysia avoids a one‑size‑fits‑all IP strategy tailored for other markets, and actively explores authentic collaborations between the Snow King and local heritage.

In August 2026, MIXUE Malaysia hosted the WAU Bersama Snow King cultural event at Dataran Merdeka in Kuala Lumpur. Merging the Snow King character with Malaysia’s traditional wau kite culture, the gathering drew over 500 participants and earned a Malaysia Book of Records title for the “Most Participants in a Wau Cultural Event”.

MIXUE Malaysia also delivers localised campaigns aligned with key cultural milestones including Ramadan, Hari Raya Aidilfitri and Malaysia’s National Day. It engages with local communities through campus outreach programmes, grassroots activities, disaster relief support and cultural philanthropy. Previously, the brand donated RM100,000 toward the construction of the Nanyang Overseas Chinese Anti‑Japanese Volunteers Memorial in Kuching, Sarawak — a tangible commitment to preserving precious historical memories and local cultural heritage.

These initiatives define MIXUE Malaysia’s vision for “content quality”: brand localisation extends beyond adapted menus and marketing copy. It demands respect for indigenous cultures, genuine community integration and the co‑creation of culturally meaningful, long‑lasting content with local audiences.

WAU Bersama Snow King cultural event
WAU Bersama Snow King cultural event

Deepening Malaysian Roots to Build Enduring Competitiveness

Over the next three years, MIXUE will further strengthen its cold‑chain and quality‑management frameworks, scale training for local franchisees and employees, raise store performance standards, advance halal compliance, and continue rolling out community‑focused cultural projects for Malaysian consumers.

Wang Weilong, General Manager of MIXUE Malaysia, commented: “Malaysia is a nation blessed with rich cultural diversity, multi‑ethnic communities and a dynamic consumer market. MIXUE aspires to build a lasting legacy here — not merely a chain of stores, but a shared journey of growth with local entrepreneurs, employees, consumers and communities. We will keep investing in product quality, operational excellence and localisation. Our customers will truly feel tangible quality improvements while enjoying stable, accessible pricing.”

From product and supply‑chain transformation to refined store operations, local entrepreneurship empowerment, cultural exchange and community engagement, MIXUE Malaysia will embed the principles of “safety and quality” across every business process. Upholding its long‑standing commitment to better quality without price increases, MIXUE Malaysia will collaborate with Malaysian stakeholders to deliver greater joy, flavour, opportunity and hope for the community

The Jollibee Group Reports Record Q2 2026 Results, with Margin Recovery from Controlled Pricing and Record-High Quarterly Net Income Attributable to Equity Holders of the Parent Company

Strong international sales momentum, disciplined pricing, and margin recovery helped drive the Jollibee Group’s record-high quarterly earnings.


Key Highlights:

  • Record enterprise performance: Jollibee Group delivered record quarterly NIAT of Php3.4 billion, up 5.7% year-on-year, with consolidated revenues rising 10.7% and system-wide sales increasing 14.2%, supported by improving margins and continued business momentum.
  • International business drives growth: International system-wide sales grew 25.4%, reflecting broad-based momentum across the Group’s Asian and global restaurant portfolio, including Highlands Coffee, Compose Coffee, Tim Ho Wan, Jollibee North America, and Milksha.
  • Asia remains a key growth platform: Strong same-store sales growth in Vietnam, Highlands Coffee, and Compose Coffee highlights the continued strength of the Group’s core Asian growth markets.
  • Vietnam emerges as a major growth engine: Jollibee Vietnam delivered 47.6% system-wide sales growth in Q2 and opened 19 new stores in the first half, supported by strong unit economics and continued network expansion.
  • Global footprint continues to expand: The Jollibee Group increased its store network by 6.4% year-on-year to 10,767 stores across 33 countries, with franchised stores comprising approximately 70% of the network.

METRO MANILA, PHILIPPINES – Media OutRech Newswire – 8 September 2026 – Jollibee Foods Corporation (PSE: JFC) and its subsidiaries (the “Jollibee Group”), today reported record second-quarter earnings for 2026, reflecting a clear margin recovery from first-quarter cost pressures, resilient consumer demand, and continued momentum across its international restaurant portfolio.

The Jollibee Group’s International segment grew 25.4% in system-wide sales in Q2, led by strong performances from Highlands Coffee (+46.7%), Jolli-K’s Compose Coffee (+39.7%), Europe, Middle East, Asia, and Australia (EMEAA) brands Jollibee and Chowking (+25.3%), Tim Ho Wan (+23.0%), Jollibee NA (+21.6%), and Milksha (+12.4%).

Growth across key Asian markets was particularly notable. Jollibee Vietnam delivered 17.9% same-store sales growth, while Highlands Coffee grew 11.5% and Compose Coffee grew 12.4%, contributing to the broader momentum of the Group’s International segment.

The Group’s Philippine business also continued to provide a strong foundation for overall performance, with system-wide sales increasing 5.7%, supported by strong contributions from Mang Inasal (+10.7%) and Jollibee (+6.6%).

The Jollibee Group recorded Php3.4 billion (approx. US$55 million) in net income attributable to equity holders of the parent company (NIAT), up 5.7% year-on-year and the highest quarterly NIAT on record. Consolidated revenues increased 10.7% year-on-year, while system-wide sales grew 14.2%.

“Our second-quarter results demonstrate the continued strength of the Jollibee Group’s global brand portfolio and the resilience of consumer demand across our key markets,” said Ernesto Tanmantiong, Global Chief Executive Officer of JFC. “We delivered healthy system-wide sales growth across all regions, supported by strong contributions from both our Philippine and international businesses, continued same-store sales growth, and ongoing expansion of our global store network.

“The breadth of our growth reflects the relevance of our brands, the strength of our value offerings, and the trust that customers continue to place in us. As we expand our presence in key markets and build a stronger global platform, we remain focused on serving more customers, strengthening our brands, and creating sustainable long-term value for our stakeholders.”

Second Quarter Performance: Sequential Recovery and Sustained Growth

The Jollibee Group’s second-quarter performance is best understood by first looking at the sequential recovery from Q1 cost pressures, followed by the year-on-year growth that demonstrates the continued strength of the business.

The discussion below first presents the quarter-on-quarter improvement in revenues, margins, and earnings, then places that recovery in the context of the Jollibee Group’s sustained year-on-year growth across its global portfolio.

Sequential Recovery: Quarter-on-Quarter Profitability Improvement

Quarter-on-quarter comparisons demonstrate the strength of the Jollibee Group’s recovery from the first quarter. Consolidated revenues increased by 12.2% versus Q1 2026, supporting a 25.3% increase in gross profit, a 56.1% increase in operating income, and a 130.5% increase in NIAT.

The margin recovery was also visible within the quarter. Gross profit margin improved to 18.5% in Q2 from 16.5% in Q1 and strengthened from 17.3% in April to 19.0% in June, indicating that the Group’s pricing and recovery actions are gaining traction even as the operating environment remains affected by elevated commodity, logistics, and other supply chain-related costs.

Operating leverage improved as the quarter progressed. Operating income margin increased to 7.2% in Q2 from 5.2% in Q1, while NIAT margin nearly doubled to 4.0% from 1.9%. By June, operating income margin had reached 9.1% and NIAT margin had reached 6.2%, providing a stronger exit rate entering the second half of 2026.

Reported profitability for the quarter was affected by Php239.0 million (approx. US$3.9 million) in transition-related costs, covering store closure and lease termination costs associated with the ongoing turnaround of Yonghe King and Smashburger toward predominantly franchised business models. These costs are aligned with the Jollibee Group’s continuing efforts to strengthen the long-term quality, scalability, and profitability of its portfolio.

Commenting on the Group’s sequential margin recovery and second-quarter earnings momentum, Richard Shin, Global Chief Financial and Risk Officer of JFC and Chief Executive Officer of Jollibee Group International Business, said:

“The second quarter represents an important step forward in our earnings momentum. Pricing actions implemented beginning in April, together with productivity, sourcing, and cost discipline initiatives, contributed to the recovery in gross profit margins and supported stronger operating income and NIAT margins.

“Sequentially, gross profit increased by 25.3%, operating income rose by 56.1%, and NIAT more than doubled versus Q1 2026, reflecting both cost recovery and stronger operating leverage from sustained topline growth.

“These portfolio actions involve near-term transition costs but are expected to support stronger long-term profitability, scalability, and overall portfolio quality.

“While the operating environment remains dynamic, our second-quarter performance demonstrates our ability to respond decisively, improve profitability, and continue investing for long-term growth. We enter the second half with stronger momentum, a continued focus on sustaining margin recovery, and continued confidence in the long-term growth prospects.”

Sustained Growth: Year-on-Year Business Momentum

On a year-on-year basis, consolidated revenues increased 10.7%, while system-wide sales grew 14.2%, underscoring sustained demand across the Jollibee Group’s global brand portfolio.

Financial Data Quarter 2 (Unaudited) 1H 2026 (Unaudited)
2026 2025 % Change 2026 2025 % Change
System Wide Sales 130,809 (~$2,132) 114,542 (~$1,867) 14.2 244,673 (~$3,987) 217,738 (~$3,549) 12.4
Revenues 85,908 (~$1,400) 77,626 (~$1,265) 10.7 162,455 (~$2,648) 147,852 (~$2,410) 9.9
Operating Income 6,165 (~$100) 6,058 (~$99) 1.8 10,112 (~$165) 10,882 (~$177) (7.1)
EBITDA 11,995 (~$195) 11,174 (~$182) 7.3 21,303 (~$347) 20,964 (~$342) 1.6
Net Income 3,519 (~$57) 3,416 (~$56) 3.0 4,928 (~$80) 5,914 (~$96) (16.7)
Net Income Attributable to Equity Holders of the Parent Company 3,395 (~$55) 3,211 (~$52) 5.7 4,867 (~$79) 5,617 (~$92) (13.3)
Earnings Per Share – Basic 2.949 (~$0.048) 2.788 (~$0.045) 5.8 4.183 (~$0.068) 4.857 (~$0.079) (13.9)
Earnings Per Share – Diluted 2.955 (~$0.048) 2.780 (~$0.045) 6.3 4.191 (~$0.068) 4.843 (~$0.079) (13.5)

Note: (1) Amounts in Million Pesos except for per-share data
(2) Systemwide sales (SWS) is a management metric and is not part of the audited financial statements
(3) US$ amounts are presented for informational purposes using the exchange rate of PHP 61.36/US$1, applied consistently to comparative periods for comparability.

The International segment expanded by 25.4% in system-wide sales, reflecting broad-based growth across the Jollibee Group’s international portfolio. Shabu All Day, the Jollibee Group’s newest Korea-based brand under Jolli-K, contributed 5% to the International business’ SWS.

Asian markets continued to deliver strong performance during the quarter. Jollibee Vietnam grew 17.9% in same-store sales, while Highlands Coffee grew 11.5% and Compose Coffee grew 12.4%. These results contributed to the broader momentum of the Group’s International segment.

The Philippine business also delivered continued growth, with system-wide sales increasing 5.7%, supported by strong contributions from Mang Inasal (+10.7%) and Jollibee (+6.6%).

SSSG for the quarter grew 2.7%, with the Philippine business up 1.3% and the international business up 4.4%. In the Philippines, SSSG growth was mainly supported by higher spend per transaction. While traffic was affected by a strong prior-year base that benefited from election-related spending, trends improved over the course of the quarter, reaching broadly flat levels in June.

Several international markets delivered positive performance during the quarter, particularly North America, where Jollibee grew 8.6% and Smashburger grew 7.0%; Vietnam, where Jollibee grew 17.9% and Highlands Coffee grew 11.5%; and Korea, where Compose Coffee grew 12.4%.

Operating income increased year-on-year, supported by higher revenues and the initial benefits of pricing and margin recovery actions implemented during the quarter. NIAT rose by 5.7% to Php3.4 billion (approx. US$55 million), the highest quarterly NIAT on record, while earnings per share increased by 5.8% to Php2.949 (approx. US$0.048), reflecting the Group’s stronger bottom-line performance.

EBITDA increased by 7.3% year-on-year, driven by the Philippine business, where EBITDA grew by 12.8%, partly offset by a 0.4% decline in International EBITDA. The decline in International EBITDA was impacted by store closure and lease termination costs related to Smashburger and Yonghe King.

JFC increased its global store network by 6.4% year-on-year to 10,767 stores. This reflected 461 gross new store openings and the addition of 172 stores from the acquisition of Shabu All Day, partly offset by 207 store closures during the first half.

Of the gross new store openings, 323 stores, or approximately 70%, were franchised, keeping the Group’s franchised ratio at 70%. The total store network comprised 3,516 stores in the Philippines and 7,251 stores internationally, including 602 in China, 340 in North America, 455 in EMEAA, 1,062 under Highlands Coffee mainly in Vietnam, 1,097 under CBTL, 358 under Milksha, 3,098 under Compose Coffee, 156 under Shabu All Day, and 83 under Tim Ho Wan.

Full Year 2026 Guidance

The Jollibee Group’s confidence is supported by growth catalysts that provide a stronger foundation for sustained performance over the medium term, including continued international expansion, a growing base of committed franchisees in key markets such as North America, and ongoing portfolio optimization initiatives. Recent developments in Vietnam and China illustrate the Group’s ability to pursue high-quality growth across markets with different growth profiles and strategic priorities.

Jollibee Vietnam has emerged as one of the Jollibee Group’s strongest international growth engines, leading the category in sales and ranked as the No. 1 quick-service restaurant brand in Vietnam by Euromonitor International in its Consumer Foodservice 2026 study. In Q2 2026, Jollibee achieved 47.6% system-wide sales growth and 17.9% same-store sales growth, supported by disciplined execution and continued network expansion, with 19 new stores opened in the first half of the year. Attractive unit economics, with store payback of less than four years, reinforce confidence in the sustainability of future growth.

In North America, Jollibee recently signed its first multi-unit development agreement in British Columbia, following a 10-store development agreement for the Edmonton market. Together, these agreements add 26 committed franchise locations to Jollibee’s existing Canadian network and are expected to nearly double the brand’s Canadian footprint over the next five years if completed as planned. The developments also provide a foundation for further expansion across the country.

In China, Jollibee Group’s franchise ratio, comprising Yonghe King, Hong Zhuang Yuan, Jollibee Hong Kong, and Jollibee Macau, has increased significantly to 62% today from 14% in 2016, reflecting continued progress toward a more scalable and asset-light operating model. Its largest brand, Yonghe King, has achieved a franchise ratio of 65% and is targeting 70% by the end of 2026, with a medium-term target of up to 95%. Yonghe King’s new stores typically achieve payback in approximately two years.

The Jollibee Group remains focused on pursuing high-quality growth opportunities that generate attractive returns on invested capital, with disciplined capital allocation and capital-light expansion continuing to guide its growth strategy.

Other Developments

Recognition for Global Brand Influence

The Jollibee Group was named to TIME’s 100 Most Influential Companies of 2026, where it was recognized as a “fried chicken phenom.” The Company was also included in the inaugural TIME100 Companies: Industry Leaders list as one of the Top 10 companies in the Food & Drink category.

In July, the Jollibee Group was included in Fortune’s Southeast Asia 500 list, reinforcing its position among the region’s leading companies. Jollibee was also recognized by USA Today as having the Best Fast Food Fried Chicken, further strengthening the brand’s global consumer relevance and reinforcing its leadership in great-tasting food.

Sustainability and ESG Progress

The Jollibee Group continued to advance its sustainability agenda and strengthen its ESG initiatives. For the second consecutive year, the Company received the 3G Excellence in Sustainability Reporting Award 2026, recognizing its commitment to transparent and meaningful sustainability disclosures.

The Company’s Danao commissary was also awarded LEED Gold certification under LEED v4.1 ID+C: Commercial Interiors, becoming the first manufacturing facility in the Philippines to achieve LEED certification for interior design and construction. The recognition reflects the Jollibee Group’s ongoing investment in more sustainable and future-ready operations.

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Forward-Looking Statement Disclaimer

The foregoing disclosure contains forward-looking statements that are based on certain assumptions of Management and are subject to risks, opportunities, and unforeseen events. Actual results could differ materially from those contemplated in the relevant forward-looking statement, and JFC gives no assurance that such forward-looking statements will prove to be correct, or that such intentions will not change. This press release discloses important factors that could cause actual results to differ materially from JFC’s expectations. All subsequent written and oral forward-looking statements attributable to JFC, or any person acting on behalf of JFC, are expressly qualified in their entirety by the above cautionary statements.

Hashtag: #JollibeeGroup

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

About Jollibee Group

Jollibee Foods Corporation (PSE: JFC) (the “Company”) is one of the world’s fastest-growing restaurant companies, driven by its purpose of spreading joy through superior taste. It manages and operates a portfolio that includes 20 brands (the “Jollibee Group”) with over 10,700 stores and cafés across 33 countries.

The Jollibee Group’s portfolio includes nine (9) wholly-owned brands (Jollibee, Chowking, Greenwich, Red Ribbon, Mang Inasal, Yonghe King, Hong Zhuang Yuan, Smashburger and Tim Ho Wan), five (5) franchised brands (Burger King, Panda Express, Yoshinoya, Common Man Coffee Roasters, and Tiong Bahru Bakery in the Philippines), and ownership stakes in other key brands like The Coffee Bean and Tea Leaf (80%), Compose Coffee (70%), Shabu All Day (70%), bubble tea brand Milksha (51%), and SuperFoods Group that operates Highlands Coffee (60%) The Company also has membership interests in Tortazo, LLC, along with Chef Rick Bayless, for Tortazo in the U.S., and in Botrista, a leader in beverage technology.

The Jollibee Group’s global sustainability agenda, Joy for Tomorrow, underscores its commitment to sustainable business practices across food safety, employee welfare, community support, good governance, and environmental responsibility, among others. These focus areas are aligned with the United Nations Sustainable Development Goals (UN SDGs).

The Company has been recognized as the Philippines’ Most Admired Company by the Asian Wall Street Journal, named one of Asia’s Fab 50 Companies, and listed among Forbes’ World’s Best Employers and Top Female-Friendly Companies. The Company is also a five-time Gallup Exceptional Workplace Award recipient and featured in TIME’s World’s Best Companies and Fortune’s Southeast Asia 500 List.

To learn more about Jollibee Group, visit

SEMIFIVE Commences Mass Production of HyperAccel’s LLM AI Inference Accelerator ‘Bertha’ on Samsung 4nm, Spurring Growth Momentum

  • Secures initial mass production contract for HyperAccel’s AI inference accelerator, Bertha, with follow-on purchase orders anticipated as services expand
  • Delivers a complete turnkey solution for a large-area “Big Die” chip of more than 500 mm², validating cutting-edge process leadership
  • Expands portfolio from security and HPC to data center AI, fueling mass production ramp-up following KRW 42.3 billion in H1 order intake

SEOUL, South Korea, Sept. 8, 2026 /PRNewswire/ — SEMIFIVE, a leading global provider of custom AI semiconductor (ASIC) solutions, announced today that it has begun mass production of a data center AI inference accelerator for HyperAccel.

This milestone marks SEMIFIVE’s first large-scale mass production project utilizing Samsung Foundry’s 4nm advanced process node. Following the successful initial production contract with HyperAccel, mass production volumes are projected to expand steadily, driven by follow-on purchase orders (POs) aligned with HyperAccel’s ongoing service rollout and expansion.

The chip is an accelerator optimized for AI inference workloads, including large language models (LLMs), and is a “Big Die” of more than 500 mm². As die size increases, managing power consumption, heat dissipation, and manufacturing yield becomes far more challenging. SEMIFIVE brought this demanding advanced-node project into successful mass production by delivering a complete turnkey solution spanning front-end design and verification through packaging, testing, and volume manufacturing supply.

This achievement marks a full-scale ramp-up in SEMIFIVE’s growth. Following the mass production of the ‘Wisenet 9’ AI ASIC chip for Hanwha Vision’s security cameras in Q3 of last year, a high-performance computing (HPC) AI chip for a Japanese customer in Q2 of this year, and the data center AI inference accelerator in Q3 of this year, SEMIFIVE has added another key mass-production program to its pipeline. This demonstrates SEMIFIVE’s ability to build stable, recurring revenue beyond one-time NRE projects through mass production. By aligning with customers’ long-term product roadmaps and diversifying its portfolio across various application domains and technical complexities, the company is strengthening both business continuity and earnings momentum.

Backed by this expanding production lineup, the company is experiencing rapid financial growth. SEMIFIVE secured KRW 42.3 billion in new mass-production orders in the first half of this year alone—nearly double its full-year order intake of KRW 21.2 billion for the entirety of last year. Quarterly order intake surged by 71% from KRW 15.6 billion in Q1 to KRW 26.7 billion in Q2, with overseas orders accounting for 45% of Q2 bookings, marking the full-scale activation of its global business pipeline. With a virtuous cycle now established, design wins are translating into mass-production revenue. The quality of order intake has also improved, supported by stable OEM volumes backed by secured end customers and high-value data center ASIC projects.

“As the AI landscape shifts from training to inference, demand for ASIC accelerators in data centers is surging,” said CEO of SEMIFIVE. “This successful mass production is a significant milestone that validates our unmatched execution capabilities in advanced processes. By combining our customer’s innovative architecture with SEMIFIVE’s comprehensive turnkey capabilities, we seamlessly executed the entire journey from design to volume production for a large-area die of more than 500 mm². We are committed to carrying the strong mass-production momentum demonstrated in the first half through the remainder of the year.”