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3CLogic Chosen by Apex Systems to Enhance ServiceNow-Driven Managed Services

New solution strengthens Apex Systems’ ServiceNow-aligned delivery model with integrated contact center capabilities.

ROCKVILLE, Md., March 3, 2026 /PRNewswire/ — 3CLogic, the leading AI-powered contact center platform purpose-built for ServiceNow, today announced that Apex Systems, a global technology services firm and award-winning ServiceNow Elite Partner, has selected its Voice AI platform to enhance their managed services offering. The selection comes as Apex Systems continues to invest in and expand its ServiceNow and contact center services to its globally diverse Fortune 500 clientele.

GlideFast Consulting, an integral part of Apex Systems’ enterprise platform solutions offerings and a multi-year Elite ServiceNow partner, sought a solution that would leverage and monetize its existing investment in ServiceNow Customer Service Management (CSM) while elevating customer experiences and agent performance. 

Adam Mason, the VP of Strategy at GlideFast Consulting said, “We were looking for a solution that could extend our ServiceNow investment into a fully integrated, AI driven contact center to support global 24×7 operations with intelligent routing, real time insights, and automation. 3CLogic was the perfect fit.”

The deployment will deliver a number of advanced features to optimize its global 24×7 managed services operations including:

  • ServiceNow integrated Contact Center as a Service (CCaaS) solution to easily manage and deploy personalized call routing experiences to optimize speed of service.
  • Real-time call transcription (RTT) integrated with ServiceNow to support live agents with in-the-moment insights and assisted recommendations to optimize speed of resolution.
  • ServiceNow integrated SMS to enable automated reminders or facilitate on demand click-to-SMS from ServiceNow’s Configurable Agent Workspace.
  • Agent automation to include call summarizations and resolution notes powered by ServiceNow Now Assist.
  • Contact Center data integrated with ServiceNow Platform Analytics to enable a single and real-time supervisor view of daily engagements across both voice and digital channels.

The announcement builds on the 2025 strategic partnership between 3CLogic and GlideFast Consulting focused on delivering integrated ServiceNow contact center solutions.

“There is nothing more validating than to have the privilege of going beyond a partnership and be selected as the technology foundation our clients trust to power their own customer experiences”, states Guillaume Seynhaeve, VP of Alliances at 3CLogic. “We’re honored to support Apex Systems as they expand their ServiceNow managed services offering with modern, AI-driven voice capabilities.”

3CLogic is a ServiceNow certified Advanced Platform Build Partner with offerings available for ServiceNow IT Service Management, CRM and Industry Workflows, and HR Service Delivery . The organization will be will be in attendance at ServiceNow’s annual Knowledge 2026 event this May in Las Vegas where it plans to unveil its latest set of innovations. 

For more information, visit 3CLogic.com.

About 3CLogic
3CLogic transforms customer and employee experiences with its patented and award-winning AI-powered cloud contact center solutions purpose-built to enhance today’s leading CRM and Customer Service Management platforms. Globally available and leveraged by the world’s leading brands, its offerings empower enterprise organizations with innovative capabilities, such as intelligent self-service, Generative AI, Conversational AI, agent automation & coaching, and AI-powered sentiment analytics — all designed to lower operational costs, maximize ROI, and deliver better, faster, and more personalized interactions for IT, employee, and customer service. For more information, please visit www.3clogic.com.

ServiceNow, the ServiceNow logo, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries.

GSMA Calls for Regulatory Readiness for Direct-to-User LEO Satellite Services

New paper recommends developing adaptive and proportionate regulatory frameworks for Direct-to-User LEO satellite services

BARCELONA, Spain, March 3, 2026 /PRNewswire/ — A new era of Satellite services, enabled by Low-Earth-Orbit constellations, requires a fresh approach to regulation worldwide, according to a position paper released today by the GSMA.

 

 

The paper, ‘Regulatory Preparedness for Satellite Services’, urges policymakers to take proactive steps to modernise regulatory frameworks and outlines five guiding principles to promote innovation, ensure consistent user protection across technologies, safeguard essential public-interest needs, support investment across communications networks, and build consumer trust.

John Giusti, Chief Regulatory Officer, GSMA, said: “As LEO satellite services rapidly advance, they are transforming global connectivity, expanding coverage to underserved communities, strengthening resilience, and enabling new D2D services. Growing partnerships between mobile and satellite providers are accelerating innovation and enhancing the overall connectivity experience for users.

As these capabilities scale, governments are increasingly considering the need for greater regulatory alignment. Establishing comparable requirements for mobile and satellite providers delivering similar services will help ensure consistent consumer protection, support sustainable long-term investment, and safeguard national sovereignty — all while delivering greater value, quality, and trust for users.”

The GSMA paper comes at a time when new satellites are being launched, and operators are expanding into new markets and services. As LEO constellations scale rapidly, forward-looking regulatory frameworks will be essential to maximise the potential benefits of these new technologies.

Five core principles to guide regulatory frameworks

The paper sets out five principles to guide modern regulatory frameworks:

  1. Transparency and Predictability: Establish clear, consistent, and accessible rules for market entry so that both new satellite entrants and existing mobile operators can make confident, long-term investment decisions together.
  2. Regulatory Parity: Maintain a level playing field by ensuring that satellite providers face the same legal and regulatory obligations as mobile operators.
  3. Harmonisation: Align national policies with regional and international standards to reduce regulatory fragmentation, making it easier and more efficient for global satellite constellations to operate across borders.
  4. Collaboration and Consultation: Maintain open dialogue between governments, regulators, and industry to ensure that new policies are evidence-based, inclusive of all stakeholders and reflect market realities.
  5. Balance Innovation with Regulation: Support technological growth while ensuring satellite operators comply with national interests, such as consumer protection, data privacy and national security.

Read full report here and website.

 

Huawei Releases 115 Industrial Intelligence Showcases with Global Customers; and Launches 22 Industrial Intelligence Solutions with Partners at MWC 2026

BARCELONA, Spain, March 3, 2026 /PRNewswire/ — During MWC Barcelona 2026, Huawei released 115 industrial intelligence showcases, together with its customers, during Industrial Digital and Intelligent Transformation Summit 2026. The summit, titled Advancing Industrial All Intelligence, was held by Huawei to explore new practices in industrial intelligence with its customers, partners, and peers. Besides, Huawei announced the launch of upgrades to its SHAPE 2.0 partner framework. Huawei also showcased 22 new industrial intelligence solutions with partners, for the electric power, manufacturing and retail, finance, transportation, oil and gas, ISP, media, public service, and smart city sectors.

Huawei proposed the ACT Pathway: A replicable intelligence framework

AI technologies have advanced rapidly over the last year, with reasoning models and agentic workflows both maturing, and physical AI beginning to truly take off. This has allowed AI tools to begin entering core production scenarios and helped applications move from pilots to large-scale use. AI agents can also now better understand and interact with the physical world, and are now capable of making decisions independently.

Huawei introduced the ACT Pathway, and three key steps specified in the ACT framework were mandatory for achieving comprehensive industrial intelligence. The first step is “assessing high-value scenarios”. Huawei has helped customers identify over 1,000 core production scenarios where AI can play a big role. The second is “calibrating AI models with high-quality vertical data”. Huawei has built a 6-layer AI security framework to ensure every stage of the AI lifecycle is secure and trustworthy. The third is “transforming business operations with AI talent”. Talent that understands both industry and AI are needed. Huawei does this by three areas, including hands-on practice programs, CANN open-source communities, vertical industry communities on Huawei Cloud, and ICT Academies.

Huawei worked with customers to release global industrial intelligence showcases

During the summit, A number of Huawei’s customers joined on stage to launch 115 global showcases for industrial intelligence, including executives from Eskom, Shandong Port Group, Converge ICT, HM Hospitales, and PetroChina (Beijing)’s Digital Intelligent Research Institute, CNPC, providing reference for organizations of various sectors to embark on their journey towards intelligence.

from left to right: Len De Villiers, Chief Technology and Information Officer of Eskom; Zhang Liangang, Chief Scientist of Shandong Port Group; Nicholas Ma, Corporate Vice President, President Global Gov. & Enterprise Key Accounts, Huawei; Dennis Uy, CEO and Co-Founder of Converge ICT; Dr. Juan Abarca Cidón, President of HM Hospitales; and Su Yila, Deputy Director of PetroChina (Beijing) Digital Intelligent Research Institute Co., Ltd, CNPC
from left to right: Len De Villiers, Chief Technology and Information Officer of Eskom; Zhang Liangang, Chief Scientist of Shandong Port Group; Nicholas Ma, Corporate Vice President, President Global Gov. & Enterprise Key Accounts, Huawei; Dennis Uy, CEO and Co-Founder of Converge ICT; Dr. Juan Abarca Cidón, President of HM Hospitales; and Su Yila, Deputy Director of PetroChina (Beijing) Digital Intelligent Research Institute Co., Ltd, CNPC

Huawei upgraded the SHAPE 2.0 partner framework

Huawei upgraded the SHAPE 2.0 partner framework with AI as the core engine, which includes five major updates:

The First is AI-powered products upgrades. Huawei is embedding AI into product and solution offerings, such as the new network agents which can now automate fault location and network optimization to make O&M more efficient.

Secondly, Huawei has upgraded their joint innovation mechanism. Partners can use one-stop AgentArts on Huawei Cloud to develop agents and industry AI solutions.

The third is helping partners develop AI capabilities. Huawei released a set of standards for AI capabilities and launched over 20 new AI certification courses. And it plans to help over 1,000 partners get AI-certified.

The fourth is making cooperation more efficient with AI. Huawei provides multiple AI tools that help partners increase productivity, like AI-assisted configuration and HUAWEI eKit chat for technical support.

Fifth is creating more growth opportunities with AI. Huawei deploys over 3,000 scenario-specific AI experts and launches intelligent transformation lighthouse projects across 38 industries. Its AI-integrated solutions, like the Atlas 850 server, empower partners to efficiently build their own all-in-one AI solutions.

At the summit, Huawei showcased 22 of its latest industrial intelligence solutions jointly developed with partners.

Global customers and partners shared innovative practices at the summit

Len De Villiers, Chief Technology and Information Officer of Eskom, said at the summit, “Sustainable electricity supports economic growth, reduces poverty, and improves living standards. Eskom remains pivotal in transforming lives through our significant contribution to South Africa’s economy. Eskom’s strategy and turnaround plan is to pursue financial and operational sustainability, and to modernize power system and energy transition. Through unbundling, Eskom will evolve to be more agile and attract the funding required to deliver the future energy landscape and economic growth.”

Ng Wun-kit, Principal of Pui Kiu Middle School, Hong Kong, China, said at the summit, “Vision of Pui Kiu Middle School in the AI era is to be a leading AI-driven educational pioneer, leveraging technology to deliver personalized, intelligent learning, and cultivate future-ready leaders with global perspectives and innovative minds. We have already implemented AI General Knowledge Course, AI-Empowered Smart Classroom, and Smart & Safe Campus. We will launch the Global Model School of Huawei AI Education Center (AIEC) Solution, and we look forward to sharing our transformative journey, proven methodologies with the international community.”

Hoy-Jin Lee, Vice President of Sales, Solum Europe GmbH, said at the summit, “With the industry’s most extensive ESL lineup, Solum is equipped to optimize any store setting. We have jointly developed an All-in-One Retail Infrastructure Platform, unifying telecom infrastructure and ESL into one scalable, cost-efficient architecture. This solution features a unified gateway that supports LTE, Wi-Fi and ESL, with no dedicated ESL AP required; it offers pre-integrated, ready-to-use deployment and an independent, secure network architecture, which can help reduce total cost of ownership (TCO) by up to 55 percent and deliver up to 33% savings for large-format stores.”

In the Enterprise Business exhibition area in Hall 1, 98 exhibition stands and 51 interactive demos were set up to demonstrate Huawei’s commitment to intelligent transformation and innovative digital infrastructure, showcasing the latest products, solutions, and global practices of industrial intelligent transformation to customers and partners.

Besides, Huawei set up a partner exhibition area to display its latest partner policies, tools, marketable solutions, and star products.

The Huawei Enterprise booth at MWC Barcelona 2026
The Huawei Enterprise booth at MWC Barcelona 2026

please visit: MWC Barcelona 2026 | Huawei Enterprise

Huawei’s Yang Chaobin: Creating Mobile Value Creates a Better Intelligent World

BARCELONA, Spain, March 3, 2026 /PRNewswire/ — Yang Chaobin, CEO of Huawei’s ICT Business Group, today called on the ICT industry to intensify efforts in ensuring everyone can access the fast track of AI at MWC Barcelona 2026. This call included recommendations on spectrum and network capabilities for scaling 5G-Advanced to support emerging AI applications, and an appeal to expand inclusive connectivity to bridge the digital divide in underserved regions.

In his keynote, Yang said, “The intelligent era is approaching fast. New AI applications are emerging every day, and so it is time for the industry to come together to unleash the full potential of 5G-A. We must efficiently utilize new spectrum resources like U6 GHz to create new value for the industry while paving the way for evolution to 6G.

As AI applications like text-to-video and AI-powered shopping become more and more common, token consumption will surge. The number of tokens consumed daily has grown 300 times over the past two years. Yang believes that this is creating enormous opportunities for the mobile industry.

However, these achievements have highlighted gaps that he says the industry must address. First, Networks must move away from being downlink-centric and deliver ultra-high bandwidth both uplink and downlink to support multimodal data exchanges between devices and clouds for AI. Second, networks must provide secure, reliable, and ultra-low-latency connectivity to support real-time AI collaboration and intelligent decision-making.

6G standardization is also already underway, and its standards are not expected to be frozen before March 2029, according to 3GPP. Yang explained that the next five years will create a window of opportunity both for mobile AI services to boom and for the industry to create new value, so long as carriers invest effectively in 5G-A. This half-generation step between 5G and 6G is already playing a key role in the industry, as it delivers 10 times higher uplink speeds, superior AI service experience, new IoT technologies like reduced capability (RedCap) and passive IoT, and AI for differentiated network capabilities

Yang Chaobin, Huawei ICT BG CEO, speaking at MWC Barcelona 2026
Yang Chaobin, Huawei ICT BG CEO, speaking at MWC Barcelona 2026

5G-A has been commercially deployed at scale in more than 300 cities around the world, and its deployment is expanding to all frequency bands. New and refarmed spectrum resources are needed to make 5G-A even more capable, particularly in countries and regions where C-band resources are scarce. The U6 GHz band is becoming the key to unleashing this network potential. 

After multiple rounds of discussion at the World Radiocommunication Conference (WRC), U6 GHz has been established as a mainstream frequency band for future mobile communications. 5G-A already supports U6 GHz, and mainstream device chips and the industry chain for 5G-A devices are also mature. This means 5G-A is ready for large-scale commercial use. Yang urged his speech attendees, all of whom are players in the telecom industry, to lean deeper into collaboration on 5G-A and frequency bands like U6 GHz to support surging AI service demand.

The second focus of Yang’s speech was the industry’s urgent need to address global imbalances in digital access. According to GSMA, more than 300 million people are not covered by a mobile broadband network. Over the past two decades, the communications industry has made great efforts to bridge the digital divide, but the rapid growth of AI seems to be widening this gap. Stronger digital inclusion drives and continued innovation are needed. 

Yang encouraged further exploration of inclusive connectivity strategies like diversified frequency-band combinations and more cost-effective solution design. Huawei itself has launched innovative all-scenario RuralStar solutions to provide inclusive mobile access to 170 million people in 80 countries, as well as a number of additional inclusion programs. These include the DigiTruck classrooms providing rural students digital skills training in Kenya, inclusive financial services for rural residents in Bangladesh, and mobile medical services for villages in Argentina.

Wrapping up his keynote, Yang called on all industry players to continue working together on commercial 5G-A adoption at scale in order to address the pressing needs from emerging AI services and pave the way for evolution to 6G.

MWC Barcelona 2026 will be held from March 2 to March 5 in Barcelona, Spain. During the event, Huawei will showcase its latest products and solutions at stand 1H50 in Fira Gran Via Hall 1.

The era of agentic networks is now approaching fast, and the commercial adoption of 5G-A at scale is gaining speed. Huawei is actively working with carriers and partners around the world to unleash the full potential of 5G-A and pave the way for the evolution to 6G. We are also creating AI-Centric Network solutions to enable intelligent services, networks, and network elements (NEs), speeding up the large-scale deployment of level-4 autonomous networks (AN L4), and using AI to upgrade our core business. Together with other industry players, we will create leading value-driven networks and AI computing backbones for a fully intelligent future.

For more information, please visit: https://carrier.huawei.com/en/minisite/events/mwc2026/

HiRO Leads Cross‑Border Dialogue at JPM, Offering Insights for Biotechs Seeking Asian Investment

SOMERSET, N.J., March 3, 2026 /PRNewswire/ — Harvest Integrated Research Organization (HiRO), a global contract research organization specializing in strategic planning for clinical development and cross‑border clinical trial solutions and services, concluded a successful presence at the 44th Annual J.P. Morgan Healthcare Conference in San Francisco.

HiRO’s Founder and CEO, Dr. Karen Chu, was a featured speaker at RESI JPM, where she moderated a panel convening investors and strategics at the forefront of the cell and gene therapy revolution. Panelists Robert Balfour of ALSA Ventures and Bettina Ernst of BERNINA BioInvest highlighted the current momentum in cell and gene therapies, discussed how they assess technical and commercial risk, identified partnership models that accelerate progress, and outlined where capital is flowing in this rapidly advancing field.

Dr. Chu also led a workshop titled “Leveraging Asia: How to Navigate Asian VC Investment Mandates.” The session opened with the 2026 industry outlook and key trends, then highlighted priority therapeutic areas. It explained the NewCo model and the criteria Asian venture capital firms use to evaluate global biotech assets, their co‑investment preferences, and expectations for commercialization. The workshop featured Asia‑based investors Dr. Alva Chen, Managing Director and Head of Therapeutics, VMS Group; Jayson Lee, Partner and Head of Healthcare Investing, LongRiver Investments; and Dr. Maomeng Tong, Principal, INCE Capital, who shared strategic insights for biotechs pursuing cross‑border capital or collaboration.

(Left to right): Dr. Maomeng Tong, Principal, INCE Capital; Jayson Lee, Partner and Head of Healthcare Investing, LongRiver Investments; Dr. Alva Chen, Managing Director and Head of Therapeutics, VMS Group; Dr. Karen Chu, Founder and CEO, HiRO.
(Left to right): Dr. Maomeng Tong, Principal, INCE Capital; Jayson Lee, Partner and Head of Healthcare Investing, LongRiver Investments; Dr. Alva Chen, Managing Director and Head of Therapeutics, VMS Group; Dr. Karen Chu, Founder and CEO, HiRO.

“Asia’s steady capital recovery is fueling more diverse, higher-quality biotech deals. Investors are increasingly favoring more scalable, capital-efficient, innovative business models. One such emerging approach is the NewCo model, which combines equity participation with experienced management teams, leverages Asia’s efficient clinical speed and ecosystem partners to accelerate data generation, and enables program-level co-development. These elements de-risk global development in multiple ways, making the opportunities more attractive for international syndicates,” said Dr. Alva Chen, Managing Director and Head of Therapeutics, VMS Group.

“Clinical development now spans multiple regions more than ever and requires an integrated strategy. HiRO’s cross‑border capabilities across APAC, the US, and Europe allow us to align regulatory strategy, site selection, and operational execution to bridge data across regions, accelerate timelines, and reduce redundant costs. By leveraging local expertise, regional cost advantages, and selective partnerships, we help biotech sponsors generate earlier, higher‑quality readouts and deploy capital more efficiently to advance financing and licensing goals,” said Dr. Karen Chu, Founder and CEO of HiRO.

About Harvest Integrated Research Organization (HiRO)

Harvest Integrated Research Organization (HiRO) is a globally oriented, innovative clinical research organization. With global operations and integrated capabilities, HiRO provides a full range of cross-border solutions and services to its clients, including early pre-clinical strategic planning, clinical trial design, regulatory affairs, pharmacovigilance, statistics, data management, end-to-end project management, and clinical and medical monitoring services.

As an emerging global CRO, HiRO strives to become a market-leading, integrated global clinical research organization that works collaboratively with biotech and pharmaceutical companies to bring new products from the laboratory to the market, providing more effective solutions for patients worldwide. For more information on HiRO, please visit www.harvestiro.com.

Insilico Medicine and Liquid AI Announce Strategic Partnership Delivering Lightweight Scientific Foundation Models for Drug Discovery

Single 2.6B-parameter model achieves state-of-the-art performance across drug discovery benchmarks while running entirely on private pharmaceutical infrastructure

CAMBRIDGE, Mass., March 3, 2026 /PRNewswire/ — Insilico Medicine and Liquid AI today announced a partnership that creates lightweight scientific foundation models for pharmaceutical research. The collaboration has produced LFM2-2.6B-MMAI (v0.2.1), available now – a single checkpoint trained to perform at state-of-the-art levels across multiple drug discovery subdomains, not a patchwork of separate point models.

The partnership tackles a critical challenge facing pharmaceutical companies today: how to harness cutting-edge AI capabilities without sending proprietary molecules, assays, and target data to external cloud services. By combining Liquid AI’s efficient LFM architecture with Insilico’s MMAI Gym, (a comprehensive training platform with over 1,000 pharmaceutical benchmarks), the work shows that on-premise deployment can deliver competitive results across the full spectrum of drug discovery tasks in a single system.

The model covers the complete discovery loop, spanning property prediction and ADMET endpoints, multi-parameter molecular optimization, target-aware scoring with protein-pocket conditioning, functional group reasoning, and retrosynthesis planning. Training involved approximately 120 billion tokens of pharmaceutical data across over two hundred different tasks.

“With LFM2-2.6B-MMAI, we’ve shown that efficient architecture design, not just scale, is what makes foundation models practical for the sciences. A single 2.6B-parameter model now matches or outperforms systems ten times its size across the drug discovery pipeline, all on private infrastructure. Our collaboration with Insilico is proof that you can reduce the cost of intelligence while raising the quality bar,” says Ramin Hasani, CEO and co-founder of Liquid AI.

At just 2.6B parameters, the model achieves cloud-scale performance while operating entirely on private infrastructure:

  • Property Prediction: Outperformed TxGemma-27B, a model more than 10x larger, on 13 of 22 tasks covering pharmacokinetics and toxicology, and achieved state-of-the-art results on three of these tasks when compared to specialist models built for individual tasks
  • Molecular Optimization: Reached success rates of up to 98.8% on industry-standard multi-parameter optimization benchmarks (MuMO-Instruct)
  • Affinity Prediction: On Insilico’s internal benchmark – featuring 2.5M experimental measurements across 689 protein targets – produced better correlation scores than frontier models including GPT-5.1, Claude Opus 4.5, and Grok-4.1
  • Chemical Reasoning: Demonstrated strong functional group reasoning capabilities (FGBench) and high-quality single-step retrosynthesis suggestions (ChemCensor metric)

These capabilities unlock immediately useful applications for pharmaceutical companies, particularly in high-frequency ADMET screening, medicinal chemistry-facing lead optimization, and retrosynthesis feasibility assessment that prevents wasted experimental effort.

“We are pleased to collaborate with Liquid AI to develop the next generation of lightweight liquid foundation models capable of performing multiple scientific tasks with state-of-the-art performance across drug discovery benchmarks,” says Alex Zhavoronkov, CEO of Insilico Medicine. “Highly-efficient liquid science models will make it easier for more scientists to achieve their goals in order to compress discovery timelines and ultimately help patients.”

About Liquid AI: Liquid AI builds Liquid Foundation Models (LFMs) based on dynamical systems and signal processing. Founded by researchers from MIT, Liquid AI focuses on AI models that are efficient and can be deployed on-premise or in resource-constrained environments. For more information, visit liquid.ai.

About Insilico Medicine: Insilico Medicine is a clinical-stage biotechnology company using AI for drug development across cancer, fibrosis, immunity, central nervous system diseases, and aging-related conditions. The company’s AI platform covers target discovery, molecular design, and clinical development. For more information, visit insilico.com.

About MMAI Gym for Science: MMAI Gym for Science is a domain-specific training environment designed to elevate general-purpose and frontier Large Language Models (LLMs) into pharmaceutical-grade engines for drug discovery and development. Developed by Insilico Medicine as a core component of its Pharmaceutical Superintelligence (PSI) roadmap, the Gym utilizes specialized tracks for Chemical Superintelligence (CSI) and Biology/Clinical Superintelligence (BSI) to teach models domain-specific reasoning across medicinal chemistry, biology, and clinical planning. 

The curriculum leverages high-quality reasoning datasets and multi-task fine-tuning to achieve up to 10x performance gains on mission-critical R&D tasks compared to baseline models. To ensure robust and reliable performance, all models are evaluated against a rigorous suite of proprietary and public benchmarks which are meticulously cleaned to avoid data leakage between training and test sets. MMAI Gym for Science is offered through flexible membership programs tailored to pharma and biotech companies, AI labs, and cloud providers looking to transform generalist AI into robust scientific specialists. For more information or to explore membership options, please contact mmaigym@insilicomedicine.com.

DFI Retail Group Holdings Limited 2025 Preliminary Announcement Of Results

The following announcement was issued today to a Regulatory Information Service approved by the Financial Conduct Authority in the United Kingdom.

DFI RETAIL GROUP HOLDINGS LIMITED
2025 PRELIMINARY ANNOUNCEMENT OF RESULTS

Highlights
  • Underlying profit reached the high-end of guidance at US$270 million, up 35% year-on-year
  • Reported profit of US$235 million, up US$480 million year-on-year
  • Health and Beauty delivered strong like-for-like (LFL) sales and profit growth
  • Convenience returned to profit growth in the second half of 2025, supported by a favourable mix shift towards higher-margin, non-cigarette categories
  • Strengthening value-driven, omnichannel proposition in Food and Home Furnishings
  • Divestments of Yonghui, Robinsons Retail and Singapore Food underscored the Group’s transition from a portfolio to a focused operating company and strengthened balance sheet to a net cash position
  • Returned approximately US$740 million to shareholders for the full year 2025, including a US$600 million special dividend
  • Final dividend of US¢10.50 per share based on a new 70% payout policy announced in December 2025

“Effective execution of our strategy drove strong financial performance and higher shareholder returns in 2025, despite a challenging retail environment. Our significant progress made in portfolio simplification creates investment capacity for strategic priorities, enabling greater value for our customers and accretive inorganic opportunities to drive sustainable growth and returns.”

Lincoln Pan
Chairman

DFI FY2025 table.jpg

DFI RETAIL GROUP HOLDINGS LIMITED
PRELIMINARY ANNOUNCEMENT OF RESULTS
FOR THE YEAR ENDED 31 DECEMBER 2025
INTRODUCTION
It is my honour and privilege to join DFI Retail Group (‘DFI’ or the ‘Group’) as Chairman of the Board, supporting Group Chief Executive, Scott Price, and his leadership team in executing its strategic priorities and delivering shareholder returns. On behalf of the Board, I would also like to express our gratitude to John Witt for his invaluable contributions to DFI over many years.

As Asia’s leading multi-format retail platform, DFI has a unique set of assets – strong customer trust, an extensive store network across markets, deep data insights from a powerful loyalty programme, and a strengthening Own Brand portfolio – that will serve as a foundation for growth over the coming years.

Amid macroeconomic volatility and evolving consumer needs, the Group has been responding effectively through a stronger value proposition and enhanced omnichannel capabilities. This strategy is yielding early and encouraging results, demonstrated by a 35% increase in underlying profit in 2025. We remain particularly optimistic about the growth prospects in Health & Beauty and Convenience, as well as the opportunities emerging in digital.

I am confident that under the capable leadership of Scott and his team, DFI will continue to deliver retail excellence to customers across Asia while driving long-term value creation and growth.

Under a new 70% dividend payout policy announced in December 2025, the Board recommends a final dividend of US¢10.50 per share (2024 final dividend: US¢7.00).

STRATEGIC HIGHLIGHTS
Over the course of 2025, the Group executed effectively against its strategic framework of Customer First, People Led, Shareholder Driven. This approach enables DFI to navigate market challenges while capturing opportunities that build on its strong platform for sustainable growth.

The retail landscape is rapidly evolving, driven by shifting consumer behaviour and digitalisation. The Group remains focused on strategic priorities that place customers first – delivering quality, value and convenience in everyday moments. Across its businesses, the Group made good progress in strengthening value propositions, expanding customer reach in growth markets, driving deeper customer engagement with data-driven insights and accelerating digital monetisation. These initiatives enhance its ability to better serve customers and supplier partners while delivering returns to shareholders.

Investing in talent development remains at the top of the agenda. During the year, the Group achieved an improved team member engagement score. Inclusive leadership, a purpose-driven culture and engaged team members are critical to driving stronger performance and delivering exceptional customer experience. In parallel, the Group continues to enhance its organisational agility in meeting customer needs while reducing overhead costs.

In 2025, the Group completed the divestments of minority stakes in Yonghui and Robinsons Retail, as well as Singapore Food business, enabling reinvestment in subsidiary businesses and strategic priorities with stronger growth and return potential. This approach, combined with a sharpened business focus and a strengthened balance sheet, delivered a total shareholder return exceeding 90% in 2025, including the distribution of a US$600 million special dividend in October.

PROSPECTS
Transformation is an ongoing journey for today’s retailers. Serving diverse communities across Asia, where economic conditions and consumer expectations vary widely, the Group must stay agile and locally relevant guided by a customer-first mindset and a disciplined focus on growth opportunities that further build on its competitive advantages. Over the year, DFI has invested in delivering better outcomes for customers through price reinvestment, Own Brand innovation, omnichannel expansion and data-driven personalisation – focus areas that will remain central to its growth plans in the years ahead. An expanded digital ecosystem also unlocks new avenues to drive deeper value for supplier partners and enhance shareholder returns.

I would like to end by expressing the Board’s appreciation to our team members. We could not be more proud of the work they have done over the year, particularly in responding to the deeply tragic Tai Po fire in Hong Kong. Their unwavering dedication to serving our customers across Asia is what will continue to drive our business forward and build long-term value for shareholders.

Lincoln Pan
Chairman

GROUP CHIEF EXECUTIVE’S REVIEW
INTRODUCTION
We are pleased to close 2025 on a strong note, with underlying profit attributable to shareholders up 35% year-on-year to US$270 million, reaching the high end of our guidance range. This strong performance was driven by a recovery in LFL subsidiary sales, improved margins and proactive portfolio actions, including the divestment of our minority stake in Yonghui.

Customers across Asia, including in our home market of Hong Kong, are increasingly seeking quality and convenience at great value. While macro challenges remain, we are encouraged to see early signs of recovery in key retail segments, including 3% growth in health and beauty sales in Hong Kong, supported by a 12% increase in tourist arrivals. As Asia’s leading multi-format omnichannel retail platform, we are uniquely positioned to meet customers’ evolving needs effectively across all channels through relevant and compelling customer propositions.

With a renewed focus on balancing profitability with capital discipline, the Group ended the year in a net cash position, after distributing a US$600 million special dividend, and delivered a significantly improved return on capital employed (ROCE) of 9.4%. Our strengthened balance sheet allows us to reinvest for growth as we deepen our focus on higher-return subsidiary businesses and strategic priorities that sustain value creation for shareholders. For the full year 2025, we returned a total of approximately US$740 million to shareholders, including the special dividend.

In December, we held our inaugural Investor Day where DFI announced a new dividend policy with an increased payout ratio of 70%. Dividends paid during the year, combined with a share price increase of more than 70%, resulted in a total shareholder return exceeding 90% in 2025. We also outlined our three-year plan for realising our financial ambitions and accelerated growth goals, including a target of US$310-350 million in underlying profit (representing 11% CAGR at the mid-point compared to 20251) and an improved ROCE of at least 15% by 2028.

As we enter the new financial year, we remain firmly focused on executing our strategic priorities to drive sustained, profitable growth.

STRATEGIC DELIVERABLES – KEY PROGRESS
Over the past year, we have made significant progress in our transformation from a portfolio business into a strategically focused operating company. We have been advancing our strategy across five key deliverables to create greater value for our customers, supplier partners and shareholders.

Retail Excellence
By delivering best-in-class customer propositions, we see a wide range of opportunities for driving higher store sales density and market share gain across all business segments.

Health & Beauty
Mannings and Guardian continue to strengthen their position as the trusted advisor for wellness, unlocking strong cross-category growth opportunities through an assortment with high functional value across supplements, derma skin care and hair care. Customers across Asia are increasingly shifting to retailers that best fulfil their broad, diverse and unique wellness goals. Our technology-enabled personalised services – including skin, scalp and health assessments – drive higher purchase conversion and basket size by deepening customer understanding of their wellness needs. These capabilities will be expanded to 25% of our Health & Beauty store network to enhance our competitive differentiation and leadership in wellness.

Convenience
7-Eleven is broadening its shopper missions towards higher-margin, non-cigarette categories with a strategic focus on ready-to-eat (RTE) offerings, which accounted for 24% of Convenience sales in 2025. Across markets, consumers are seeking more convenient, high-quality and value-driven meal solutions. The expansion of Food Bars to 1,250 locations in South China and the rollout of RTE-focused store revamp across the entire Hong Kong network by 2028 will further strengthen 7-Eleven’s RTE proposition.

Food
Given consumers’ pivot towards value, continued northbound travel and increasing competition from Chinese mainland e-commerce platforms, the Wellcome team has focused on enhancing food basket value for customers by advancing our Everyday Low Price strategy. Investment in reduced pricing through strategic direct sourcing of core basket items, particularly in fresh, has resulted in a 2% growth in volume driven by higher footfall and increased items per basket. Direct sourcing allowed us to reduce prices while protecting gross profit, resulting in a 30-basis point gross margin improvement. These efforts further supported the narrowing basket price gap compared to the Greater Bay Area to a currently low single-digit price difference2.

Home Furnishings
Similar to Food, IKEA has focused on enhancing its affordability and accessibility by reinvesting in the pricing of high-volume products, broadening the range of entry price points, rationalising the tail of slow-selling assortment, and further expanding digital touchpoints through third-party marketplaces. We are also strengthening IKEA Food as a key draw for customers seeking exciting and affordable food experiences as part of their store journey. These efforts are supported by significant cost transformation initiatives across our operating markets.

Own Brand
Our reset in Own Brand strategy across Food and Health & Beauty is driving higher customer loyalty and sales penetration through greater exclusivity and value. By refining our product range to align closely with customer needs and maximising cross-selling across our formats, we achieved meaningful improvements in margins and sales productivity.

Access to Customers
We continue to strategically expand our network in high-growth, profitable markets, primarily through a capex-light franchise model, with 114 net new openings3 in 2025. In particular, we will deepen 7-Eleven’s presence in Guangdong province to around 2,400 stores and expand Guardian’s footprint in Indonesia to approximately 750 stores by 2028.

Omnichannel and Data Ecosystem
DFI’s expanded omnichannel ecosystem is elevating our relevance and engagement with customers, providing us deep data insights across daily consumer needs that few peers in Asia can match. This ecosystem now allows our customers to engage with DFI brands across more than 90 digital channels, including apps, websites, third-party marketplaces, quick-commerce partnership with food delivery platforms and click-and-collect services. Our strengthened digital proposition was underpinned by a 140-basis point increase in online sales penetration to 6.4%4 as at year-end 2025, with order volume more than doubled year-on-year. Our overall digital ecosystem, comprising e-commerce, retail media, insights monetisation and yuu, continues to drive improved financial returns for the Group.

Retail Media (DFIQ Media)
Positioned to become Asia’s leading omnichannel retail media network, DFIQ Media offers a differentiated online and offline advertising proposition, enabling brands to execute cross-format campaigns through our digital assets and more than 10,000 in-store digital screens across markets. DFIQ Media delivered strong sales growth, albeit from a low starting base, achieving a fourfold increase in revenue over 2024, supported by proprietary data insights from over 7 million monthly active users across our growing digital portfolio.

DFIQ Portal

We aim to empower our supplier partners with actionable insights that drive greater business impact and better outcomes for customers. The DFIQ Portal – a vendor platform combining DFIQ Media, DFIQ Insights and trade capabilities – was launched in December 2025, providing suppliers real-time access to critical analytics that enables optimised inventory management and more effective strategic planning.

Retail Analytics
Leveraging cross-format data insights from over 5 million yuu Rewards members in Hong Kong, we continue to enhance our assortment and promotional decisions to help expand both in-store sales and gross profit.

Lean & Agile Model
Maintaining a lean and agile operating model is essential to ensuring efficient decision-making in a rapidly evolving retail landscape. Continued cost optimisation and better product sourcing will support both strategic price reinvestment and sustainable margin expansion in the coming years. Overhead reductions are expected to translate into lower SG&A costs beginning 2026. We remain disciplined in capex, driving network growth primarily through a franchise model with a strong focus on paybacks.

Strategic pivot from portfolio to a focused operating company
We conduct strategic reviews of our businesses guided by return on capital and total shareholder return priorities. During the year, we completed the divestment of our minority stakes in Yonghui and Robinsons Retail, as well as our Singapore Food business, generating total gross proceeds of approximately US$1 billion in cash consideration. In line with our capital allocation priorities, these proceeds were redeployed towards debt repayment, resulting in a net cash position of US$70 million as at year-end 2025. In addition, a special dividend of US$600 million was distributed to shareholders in October 2025. The Group remains focused on maximising total shareholder return while maintaining strategic flexibility for inorganic growth opportunities that are accretive to long-term shareholder value.

2025 PERFORMANCE
Total revenue from subsidiaries in 2025 was US$8.9 billion, up 1% on a LFL basis, excluding cigarettes. Organic revenue, excluding divested businesses5 for the comparable period, grew 0.5%. Strong sales growth in the Health & Beauty division was offset by lower contributions from other segments.

Excluding the impact of the minority stake divestments in Yonghui and Robinsons Retail completed in 2025, total revenue for the Group, including 100% of associates and joint ventures, remained broadly stable.

The Group reported total underlying profit attributable to shareholders of US$270 million for the year, up 35% year-on-year. This was supported by improved profitability from subsidiary businesses, lower financing costs and higher underlying profit from associates following the divestment of Yonghui.

Underlying profit from subsidiaries was US$183 million, 15% higher than the prior year. This was driven by strong Health & Beauty performance in addition to earnings recovery in Singapore Food and Home Furnishings segment, partially offset by lower contribution from Convenience due to reduced cigarette volume.

The Group’s share of underlying profit from associates was US$88 million, an improvement of US$45 million compared to the prior year, primarily due to the divestment of minority stake in loss-making Yonghui and higher contribution from Maxim’s as a result of improved mooncake sales and restaurant performance in Southeast Asia. Despite challenging trading conditions in Hong Kong and Chinese mainland, Maxim’s delivered profit growth in these regions through cost optimisation.

The Group reported operating cash flow after lease payments of US$430 million, 30% higher than the prior year, supported by underlying operating profit growth. Free cash flow6 for the period was US$281 million, up 78% year-on-year. As at 31 December 2025, the Group’s net cash was US$70 million, compared to US$468 million net debt at 31 December 2024.

SUSTAINABILITY
We remain firmly committed to our purpose to sustainably serve Asia for generations with everyday moments – with a focused, balanced, collaborative approach taking into account the macroeconomic environment and consumer sentiment. We are driving progress on our pathway to reduce our Scope 1 and 2 emissions by 50% by 2030 from a 2021 baseline, with our targeted investments in refrigerant emissions management, energy efficiency, and behaviour-change initiatives across our operations gaining momentum throughout the year. From 2025 to 2030, we will further increase the share of renewable energy use in our portfolio, helping to accelerate the energy transition in the key markets where we operate.

As advocates for our customers and the communities we serve, we are committed to delivering affordable, sustainable products. In 2025, we delivered 380 tonnes of Own Brand low-carbon rice to our Hong Kong markets and added multiple products through our Grounds to Green programme to our 7-Eleven RTE range. These award-winning initiatives demonstrate our ability to anticipate customer expectations and deliver on market demands. We maintained strong discipline in waste and packaging management, keeping us on track to meet our 2030 targets.

BUSINESS REVIEW

HEALTH AND BEAUTY
Sales for the Health and Beauty division grew 7% year-on-year or 5% on an LFL basis to US$2.6 billion. Underlying operating profit was US$228 million for the year, representing an increase of 8% compared to 2024.

Both Mannings and Guardian achieved strong LFL sales performance, supported by growing wellness sales penetration towards the mid-term target of over 35%. To further strengthen our leadership in wellness – a cross-category opportunity spanning health, beauty and personal care – Mannings and Guardian complemented their wellness-focused assortment with in-store health, skin and scalp assessments in selected outlets. Our personalised consultations and tailored product recommendations deepen our engagement with customers, supporting larger basket sizes and higher purchase conversion.

In Hong Kong and Macau, LFL sales increased by 5%, driven by strong growth in tourist store sales from higher arrivals. Own Brand strategy reset resulted in a 35% improvement in gross profit per SKU through a refined product range that better aligns with customer needs. Sales of Mannings China declined due to the closure of majority of its offline store network as the business pivots towards a cross-border e-commerce model.

Guardian in Southeast Asia reported 5% LFL sales increase, driven by growth in basket sizes across key markets and an expanding e-commerce presence, including the Guardian Malaysia loyalty programme launched in March 2025 and a new Guardian Singapore app in July 2025. Indonesia and Vietnam delivered LFL sales growth exceeding 10%, supported by strong traffic gains. Gross margin expansion and operating leverage contributed to operating profit growth of 16% in the region.

CONVENIENCE
Total Convenience sales were US$2.3 billion, representing a decline of 2% year-on-year or 3% on an LFL basis, due to lower-margin cigarette volume reductions following tax increases in Hong Kong in February 2024. Excluding cigarettes, overall Convenience sales grew 1% compared to 2024 and were marginally lower on an LFL basis. Underlying operating profit was US$97 million, down 6% year-on-year. Favourable sales mix shift towards higher-margin non-cigarette categories drove a return to a positive profit growth in the second half of 2025.

In Hong Kong, the Group expects to mitigate financial impact from declining cigarette sales in 2026 and beyond through continued growth in higher-margin non-cigarette categories, including RTE which accounted for 18% of sales for the full year, up from 16% in 2024.

7-Eleven Singapore reported robust LFL sales growth driven by a stronger RTE proposition and effective promotional campaigns. In South China, continued store network expansion through a capex-light franchise model, including 99 net increase in store number, contributed to 3% sales growth. LFL sales, however, were down 2% largely due to intense subsidy competition from food delivery platforms, primarily in the first half of the year. The focus remains on driving footfall through innovative RTE and Food Bar expansion to 1,250 stores by the end of 2028, compared to 325 as of year-end. Both markets saw meaningful profit growth, supported by a favourable product mix shift and disciplined cost control.

FOOD
Reported sales for the Food division were US$3.0 billion, remaining stable compared to 2024 on an LFL basis. Underlying operating profit reached US$62 million for the year, up 6% year-on-year, driven by earnings recovery in Singapore Food following the distribution of government consumption vouchers in 2025.

In Hong Kong, the Wellcome team strengthened its fresh and value proposition through pricing reinvestment supported by strategic direct sourcing. These efforts included a new partnership with Dingdong Maicai (DDL) since May 2025 for a wider selection of price-competitive fresh produce, as well as the Everyday Value campaign launched in September 2025, offering up to 40% savings on 100 core basket items. The team also accelerated omnichannel growth through broader digital channels – including a quick-commerce partnership with foodpanda and click-and-collect services – and a shortened delivery time to same or next day delivery, driving a more than 20% sales growth in Hong Kong Food online sales. Despite a 1% LFL sales decline compared to the prior year, total volume grew 2% driven by increased transactions and items per basket.

Southeast Asia Food sales performance benefited from multiple rounds of government consumption voucher distribution in Singapore during the year, including S$800 vouchers for each household and S$600 vouchers for individuals in celebration of the nation’s 60th anniversary. These vouchers, which were redeemable at supermarkets and heartland merchants, drove stronger sales in the Food segment. Convenience and Health & Beauty did not see a similar uplift in sales as the vouchers were not applicable to these outlets. Divestment of Singapore Food business was completed in early December 2025. Post-completion, the Group continues to serve the Singapore market through its Guardian and 7-Eleven brands. As the only nationwide modern trade operator in Cambodia, Lucky reported robust LFL sales growth with strong margin expansion on scale benefits.

HOME FURNISHINGS
IKEA reported sales of US$677 million, down 3% year-on-year and 5% on an LFL basis, compared to an 11% LFL sales decline in 2024. Operating profit was US$26 million, representing a meaningful improvement from US$16 million in the prior year, driven by effective cost control measures across markets.

Amid a challenging macro environment and reduced consumer demand for big-ticket items due to subdued real estate market activity, the IKEA team has prioritised enhancing its value proposition and omnichannel presence. Key initiatives include price reductions on high-volume products, rationalisation of non-core assortment, and a broader range of entry price points. In Indonesia, the team has further expanded digital partnerships with third-party marketplaces to improve accessibility, supporting continued progress towards its overall online sales penetration target of 18-20% by 2028. IKEA Food remains a critical traffic and revenue driver, representing 14% of total sales.

These combined with significant cost optimisation efforts in labour, supply chain and infrastructure across markets contributed to a US$10 million improvement in overall profitability.

RESTAURANTS
The Group’s share of Maxim’s underlying profits was US$72 million in 2025, an increase of 9% year-on-year, supported by resilient sales of US$3.1 billion, up 0.4% year-on-year, and ongoing cost optimisation. Improved mooncake sales during the mid-autumn festival and stronger restaurant performance in Southeast Asia was offset by challenging trading environment in Hong Kong and the Chinese mainland. Cost management in these markets also supported overall profit growth. During the year, Maxim’s continued to expand its Southeast Asia network with 84 net new stores added, mainly in Thailand and Vietnam.

OUTLOOK
2025 marked a year of strong progress for DFI, with the strategic reset across our businesses driving improved underlying profitability in both subsidiaries and associates, a stronger ROCE and enhanced shareholder returns. Our strengthened balance sheet and disciplined use of capital provides capacity to reinvest for growth both organically and inorganically, laying a strong foundation as we pursue our financial ambitions of achieving a US$310-350 million underlying profit (+11% CAGR at midpoint compared to 20257) and a 7-10% online sales mix by 2028.

At our inaugural Investor Day, we outlined clear strategic priorities which include strengthening our value proposition, enhancing omnichannel capabilities, accelerating Own Brand innovation, deepening digital monetisation, and leveraging data to deliver better outcomes for both customers and supplier partners.

For the full year of 2026, the Group expects organic revenue growth of approximately 2-3%8 and underlying profit attributable to shareholders to be between US$270 million and US$300 million. Excluding the divestment impact of Singapore Food and Robinsons Retail, this would represent a year-on-year growth of 13-25%.

Looking into 2026 and beyond, I am confident that DFI has developed a renewed foundation as we execute against our strategic priorities to deliver sustained, profitable growth, drive market share gains across our formats and generate long-term returns for our shareholders.

Scott Price
Group Chief Executive

—————–
1 Excluding Singapore Food business and minority stake in Robinsons Retail upon completion of divestment in 2025
2 Based on a third-party assured price comparison of a 200-item comparable basket between DFI and Greater Bay Area

3 Excluding Singapore Food. Divestment of business was completed in early December 2025.
4 Excluding Singapore Food, cigarettes under Convenience and IKEA food
5 Excluding financial contribution from Singapore Food (December 2024) and Hero Supermarket (2024) for comparison purpose
6 Free cash flow is equivalent to cash flows from operating activities after lease payments minus normal capital expenditure

7 Excluding Singapore Food business and minority stake in Robinsons Retail upon completion of divestment in 2025
8 Excluding Singapore Food business

Hashtag: #DFIRetailGroup #Mannings #Guardian #7-Eleven #Wellcome #MarketPlace #IKEA #yuu #Maxim’s

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

DFI Retail Group

DFI Retail Group (the Group) is a leading Asian retailer, driven by its purpose to ‘Sustainably Serve Asia for Generations with Everyday Moments’.

At 31 December 2025, the Group and its associates operated 7,580 outlets across 12 markets, of which 5,529 stores were operated by subsidiaries. The Group, together with associates, employed over 79,000 people, with some 42,000 people employed by subsidiaries. The Group had reported revenue of US$8.9 billion in 2025.

The Group is dedicated to delivering quality, value and service to Asian consumers through a compelling retail experience, supported by an extensive store network and highly efficient supply chains.

The Group and its associates, operates a portfolio of well-known brands across five key divisions. The principal brands are:

Health and Beauty
• Mannings on the Chinese mainland, Hong Kong and Macau S.A.R.; Guardian in Brunei, Indonesia, Malaysia, Singapore and Vietnam.

Convenience
• 7-Eleven in Hong Kong and Macau S.A.R., Singapore and Southern China.

Food
• Wellcome and Market Place in Hong Kong S.A.R.; San Miu in Macau S.A.R.; Lucky in Cambodia.

Home Furnishings
• IKEA in Hong Kong and Macau S.A.R., Indonesia and Taiwan.

Restaurants
• Hong Kong Maxim’s group on the Chinese mainland, Hong Kong and Macau S.A.R., Cambodia, Laos, Malaysia, Singapore, Thailand and Vietnam.

The Group’s parent company, DFI Retail Group Holdings Limited, is incorporated in Bermuda and has a primary listing in the equity shares (transition) category of the London Stock Exchange, with secondary listings in Bermuda and Singapore. The Group’s businesses are managed from Hong Kong. DFI Retail Group is a member of the Jardine Matheson group.

NYSE Content Update: Sunbelt Rentals Marks NYSE Listing with Opening Bell

NYSE issues a pre-market daily advisory direct from the trading floor.

NEW YORK, March 3, 2026 /PRNewswire/ — The New York Stock Exchange (NYSE) provides a daily pre-market update directly from the NYSE Trading Floor. Access today’s NYSE Pre-market update for market insights before trading begins. 

 

Rep. Dan Meuser (R-Pa.) will join NYSE Live

Ashley Mastronardi delivers the pre-market update on March 3rd

  • Equities are sharply lower early Tuesday as the war in Iran intensifies, pushing Brent crude oil to $85 a barrel for the first time since July 2024.
  • Sunbelt Rentals (NYSE: SUNB) will ring the Opening Bell after making its trading debut March 2nd.
  • Gurpreet Oberoi, VP and Global Head of Institutional for Kraken, will join NYSE Love to discuss the crypto trading platform’s partnership with Intercontinental Exchange (NYSE: ICE).
  • U.S. Congressman Dan Meuser (R-Pa.) will join NYSE Live to outline the bipartisan SCAM Act, legislation aimed at cracking down on online scam advertisements.  

Opening Bell
Sunbelt Rentals (NYSE: SUNB) celebrates its IPO

Closing Bell
MvVO Art celebrates Women’s History Month

For market insights, IPO activity, and today’s opening bell, download the NYSE TV App: TV.NYSE.com

Georgia Gov. Kemp interviewed at NYSE on March 2
Georgia Gov. Kemp interviewed at NYSE on March 2