• Engineering News-Record (ENR) has released its 2026 “Top 250 International Contractors” list, one of the construction industry’s most respected global benchmarks.
• Based on revenue generated outside contractors’ home countries, the list places Rönesans among the world’s top 50 international contractors for the 11th consecutive year.

ISTANBUL, Sept. 9, 2026 /PRNewswire/ — Over more than three decades of international operations, Rönesans has completed over 1,000 projects in nearly 40 countries and generated USD 50 billion in international project revenue to date. Working alongside 3,500 Turkish manufacturers and subcontractors, the company also brings Turkish engineering expertise, production capacity, and services to markets around the world.

ENR’s ranking is based on revenue earned outside a company’s home market, so it says more about a company’s ability to win work and compete internationally than it does about overall size. That’s what makes Rönesans’ run here notable, the company has now held a top 50 spot for 11 straight years and continues to hold a strong position among European contractors too.

The achievement carries weight for Rönesans because its story started outside Türkiye. The company built its name by expanding internationally and competing head-to-head with some of the world’s largest firms, then brought that experience home to invest in Türkiye. Rönesans first appeared in the ENR ranking in 2006, in 86th place.

To date, Rönesans has partnered with 3,000 manufacturers and 500 subcontractors based in Türkiye on its international projects. Across its international operations, the company has employed 28,853 Turkish professionals, including 3,500 engineers and architects, and the total workforce involved in these projects has reached 271,888.

Dr. Erman Ilıcak on Eleven Years Among the World’s Top 50 International Contractors

Reflecting on Rönesans’ international journey of more than three decades, Dr. Erman Ilıcak, President Emeritus of Rönesans Holding, said,

“Eleven years is a long time to hold your ground. In that period, the world changed more than once – we lived through a pandemic, wars broke out, an energy crisis hit, and financing conditions shifted under our feet. In every region we operate, from Europe to the Middle East, from the CIS countries to Africa, a new challenge came along almost every year.

“In moments like that, deciding how to respond is key. Our teams adapted to each new situation, found solutions, changed course when they had to, and kept moving. Over the long run, what makes you strong is how you adapt together when the plan changes.

“For 11 years, we’ve stayed among the world’s top 50 international contractors. The world changed in that time, and we changed too. We moved into new countries, built new partnerships, and developed new capabilities. But we stayed consistent with our culture of collaboration and problem-solving.

“There’s so much more depth behind the ranking. An incredibly capable team I’m proud of has been pulling in the same direction across the globe – our engineers and architects, our finance professionals, our business partners. This is a large organization that has grown up together over the years. What Rönesans does well is act with the same mindset across different geographies and under different conditions.

“Our USD 50 billion in international project experience, and 11 straight years on this list, leave us with an even bigger responsibility looking ahead. I want to thank every colleague at Rönesans around the world who takes ownership and helps us meet the new challenges each year brings.”

From Europe’s Tallest Building to the Netherlands’ Longest Highway Tunnel

Since launching international operations in 1993, Rönesans has built a footprint spanning multiple regions worldwide. Its international portfolio includes some of the most complex engineering projects out there, among them the Lakhta Center, Europe’s tallest building, the Gotthard Base Tunnel beneath the Swiss Alps, the Gaasperdammertunnel in the Netherlands, the country’s longest highway tunnel, and a natural gas to gasoline production plant in Turkmenistan.

Türkiye’s Invisible Export Power

The economic impact of Rönesans’ international work reaches well beyond the company’s own project revenues. International contracting pulls in a wide value chain, engineering, architecture, finance, legal services, building materials, logistics, and technology. Through its work with more than 3,500 manufacturers and subcontractors based in Türkiye, Rönesans has procured and exported over USD 2 billion worth of goods and services over the past decade alone.

This work gives Turkish companies a way into new markets, while giving Turkish engineers, architects, and managers real experience on some of the world’s largest projects.

Continued Growth in Europe

Europe remains central to Rönesans’ international growth strategy. In 2009, the company acquired a 10% stake in the Austrian construction group PORR, one of its first major moves into Europe. That was followed by the acquisition of a subsidiary of the Alpine Bau Group in 2013, Germany’s established engineering firm Heitkamp in 2014, and Dutch construction company Ballast Nedam in 2015. After a thorough restructuring under Rönesans, Ballast Nedam returned to profitability within three years.

SINGAPORE, Sept. 9, 2026 /PRNewswire/ — Social media work is increasingly mobile-first. From publishing short-form video to managing content across TikTok, Instagram, YouTube, and other platforms, many everyday workflows still depend on native mobile apps.

For agencies, brands, and content teams managing multiple clients, campaigns, or regional operations, that creates a practical challenge: as mobile workloads grow, so does the number of Android environments a team needs to manage.

Traditionally, adding more mobile capacity meant adding more physical devices. Cloud phone technology offers a different approach by turning Android environments into remotely accessible, software-managed infrastructure.

The Hidden Cost of Managing More Physical Phones

Physical smartphones work well when a team only needs a few devices. At a larger scale, however, the work around those devices can become a burden of its own.

Teams need to purchase and replace hardware, keep devices charged, manage operating system and app updates, maintain network settings, provide remote access, and keep track of which device belongs to which client or project.

Large collections of physical smartphones are sometimes loosely described as a “phone farm,” but for legitimate social media teams, the more practical issue is often much simpler: every additional device adds another piece of hardware that needs to be stored, maintained, accessed, and organized.

The challenge is not the smartphone itself. It is the operational complexity that comes with managing physical hardware as mobile workloads grow.

Turning Android Devices Into Cloud-Managed Infrastructure

A cloud phone changes that model.

Instead of tying an Android environment to a physical phone sitting on a desk, a cloud phone runs remotely and can be accessed through a computer. Teams can create mobile environments when they need them, organize them by project, and manage them from a central workspace.

In this model, the Android environment becomes a software-managed resource rather than a piece of hardware that must always be physically available.

That distinction matters for distributed teams. A device no longer has to be passed from one employee to another or remain plugged in at a particular office. Team members can access the mobile environment remotely while keeping project resources organized in one place.

The shift is less about replacing smartphones entirely and more about giving businesses another way to manage mobile capacity.

How GeeLark Makes Cloud Phones Easier to Manage

GeeLark brings cloud phones into a centralized workspace designed for mobile-first social media operations.

Each GeeLark cloud phone operates as a separate Android environment with its own storage, app data, login sessions, and network configuration. This allows teams to keep different projects and mobile workflows organized without relying on a growing collection of physical devices.

Teams can also configure cloud phone environments based on project requirements, including Android versions, device models, language, location, and network or proxy settings.

For an agency managing different brands or regional campaigns, for example, cloud phone profiles can be grouped and organized by client or project. Access can be managed across team members, while the environments themselves remain available remotely through the same workspace.

This centralized approach makes it easier to answer basic operational questions that become harder as a team grows: Which environment belongs to which project? Who needs access to it? What configuration does it use? And how can the team manage more mobile workflows without adding the same amount of physical hardware?

From Remote Access to Automated Mobile Workflows

Moving Android environments to the cloud reduces hardware-management work. The next efficiency gain comes from reducing repetitive actions inside those environments.

GeeLark combines cloud phones with automation tools for mobile workflows. Teams can use ready-made automation templates for common tasks, build custom in-app workflows with RPA, or use APIs to connect cloud phones and automation tasks with their own internal systems.

For content teams, this can mean preparing content in advance, assigning workflows to different cloud phone environments, scheduling repetitive publishing tasks, and reviewing execution results without manually operating every device one by one.

For teams with more specialized processes, RPA provides a way to turn repeated Android app actions into reusable workflows. Technical teams can go further by using APIs to connect cloud phone operations with existing content systems, scheduling tools, scripts, or internal dashboards.

The result is a more flexible approach to mobile operations: instead of scaling workloads by continually adding physical devices and manual steps, teams can manage Android environments and repeatable workflows through software.

For agencies, brands, and other teams whose social media work depends heavily on mobile apps, cloud phones provide a practical way to reduce device-management overhead while keeping mobile workflows accessible, organized, and easier to scale.

About GeeLark

GeeLark provides cloud phone and automation tools for teams managing mobile-first social media workflows. Its platform combines cloud-based Android environments, team management, automation templates, RPA, and API capabilities in a single workspace.

Learn more about GeeLark and its cloud phone platform at GeeLark.com.

HONG KONG, Sept. 8, 2026 /PRNewswire/ — The Hong Kong Jockey Club concluded the landmark 10th anniversary and fifth edition of its PBC forum at West Kowloon Cultural District today (8 September). Convened over two days by the Club’s Charities Trust in association with the Institute of Philanthropy (IoP), PBC 2026 featured more than 80 eminent speakers and over 2,000 delegates from around the world. Under the central theme of “Leaping for Impact”, the forum brought together leaders from the philanthropic, sports, business, government, academic and social sectors.

Thematic discussions over the two days addressed pressing social issues including health, the well-being of older adults, urban poverty alleviation, heritage conservation, youth positive trajectory development, climate resilience and inclusive employment. Interactive Impact Studios, Co-Learning Workshops and other extended programmes further bridged visionary ideas with practical implementation, examining how meaningful social impact can be achieved on the ground.

To mark the forum’s conclusion and celebrate a decade of global dialogue, a PBC 2026 Gala Dinner was held at the Hong Kong Palace Museum. It brought together delegates from the Chinese Mainland and across the world including foundation leaders, government officials, tertiary institution representatives and community leaders. Among the distinguished attendees were Dr the Hon Starry Lee, Member of the Standing Committee of the National People’s Congress and President of the Legislative Council of the HKSAR; The Hon Mrs Regina Ip, Convenor of the Non-official Members of the Executive Council of the HKSAR; Club Chairman The Hon Martin Liao; Club Deputy Chairman and IoP Chairman Lester Huang; Club Stewards; Club CEO and IoP Director Winfried Engelbrecht-Bresges; and other members of the Club’s Board of Management.

Dr the Hon Starry Lee, Member of the Standing Committee of the National People’s Congress and President of the Legislative Council of the HKSAR, said at the Gala Dinner that, over the past decade, the PBC forum had not only borne witness to the development of philanthropy, but had also promoted exchange and collaboration among the Chinese Mainland, Hong Kong and the international community. Looking ahead to the country’s 15th Five-Year Plan, she noted that philanthropic models that take a long-term perspective and place greater emphasis on capacity building and talent development would become increasingly important.

The Hon Mrs Regina Ip, Convenor of the Non-official Members of the Executive Council of the HKSAR, said: “Meaningful achievement is built through clarity of purpose, discipline, resilience, honest self-assessment, and an unyielding determination to improve. Those same qualities are becoming increasingly essential in philanthropy, and The Hong Kong Jockey Club is especially well placed to lead this conversation because it sits at the unique intersection of sport, public purpose and philanthropy at scale.”

Club Chairman The Hon Martin Liao expressed his profound gratitude to all speakers, panellists, moderators and participants of PBC 2026 for bringing their remarkable range of experience and perspectives to the forum. He praised the progress that PBC has made over the past decade in addressing prevailing social challenges and inspiring cross-sector and cross-regional partnerships, to its position today as one of the largest assemblies of the global philanthropic community worldwide.

Winfried Engelbrecht-Bresges, the Club’s CEO and IoP Director, delivered the forum’s closing remarks, echoing insights from forum speakers and reflecting on the sector’s evolving journey. “If there is one lesson that has emerged consistently over the past two days, it is that meaningful impact does not happen by accident. It requires vision, discipline and commitment. But above all, it requires collaboration.” He added: “No organisation, foundation, government or business can address today’s challenges alone. Partnerships are key, but equally important is finding the right partners: those who bring complementary strengths, share our purpose are committed to achieving meaningful outcomes together.”

Earlier today, the opening keynote address was delivered by Hari Menon, President of Global Growth & Opportunity at the Gates Foundation. Entitled “The New Growth Agenda: Philanthropy’s Role in Expanding Opportunity for All”, it examined the catalytic role of philanthropy in enabling more people to contribute to and benefit from economic growth.

As part of the Club’s ongoing efforts to promote education and development equity, and following the adoption and adaptation of the CoolThink@JC curriculum in Cambodian primary schools earlier this year, an MOU on early childhood education and development was signed today. Witnessed by Club Steward Jackson Woo, the MOU was signed by Dr Gabriel Leung, Club Executive Director, Charities and Community, and H.E. Dr Kim Sethany, Permanent Secretary of State of Cambodia’s Ministry of Education, Youth and Sport, reaffirming the shared commitment to strengthening development foundations and better life trajectories for children.

The forum’s closing plenary featured an intergenerational dialogue between a sports leader-turned-philanthropist and aspiring young athletes who want to drive change. Moderated by Yao Ming, Founder and Chairman of the Yao Foundation, the session examined how athletes can broaden their impact and how personal growth can translate into leadership and community building. The speakers were Yvette Kong, Founder and Chief Executive Officer of Arelyx and Olympic swimmer; Jacqueline Lai, Hong Kong, China equestrian team rider and Asian Games medallist; and Cado Lee, two-time Asian Games gold medallist and a Hong Kong, China Rugby Sevens player.

In line with this year’s theme, The Bridgespan Group unveiled a new report examining what distinguishes family giving in Asia and how the world’s wealthiest families approach philanthropy. Supported by IoP, The Rockefeller Foundation and the Gates Foundation, the research explores the relationship between family, business and philanthropy across the region. Separately, Bridgespan’s latest corporate giving research found that The Hong Kong Jockey Club and its Charities Trust remain the leading corporate donor in Asia and the eighth largest globally, with an annual average of approved donations of US$774 million from 2020 to 2024.

Initiated in 2016, PBC has served as a flagship platform for global philanthropic thought leadership and cross-sector collaboration, engaging some 10,000 participants and more than 380 speakers from over 40 countries and regions throughout the past decade.

The Club’s support for PBC 2026, like all of its charity and community initiatives, is made possible by its unique value creation model through which racing and wagering generate tax contributions, charity support and employment opportunities for the community.

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70:30 joint venture with Integral Cleaning introduces drone and AI-enabled facade inspection to Singapore’s commercial real estate sector, enhancing safety and operational efficiency.

SINGAPORE, Sept. 8, 2026 /PRNewswire/ — YYForce Inc. (NASDAQ: YFOR) (“YYForce” or the “Company”), an AI-enabled workforce management platform and integrated facility management (IFM) provider operating across Asia and beyond, announced the incorporation of Facadevision AI Pte. Ltd. (“Facadevision AI”), a Singapore-incorporated joint venture company established to strengthen YYForce’s in-house IFM capabilities, adding drone-enabled facade inspection and cleaning to YYForce’s service portfolio.

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

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

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

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

About YYForce Inc.

YYForce Inc. (NASDAQ: YFOR) is an AI-enabled workforce management platform and IFM provider, headquartered in Singapore and operating across Asia and beyond. The Company’s intelligent workforce solutions platform, YY Circle, helps clients across hospitality, food and beverage, retail, and other service sectors predict, plan, and optimize workforce deployment. In YYForce’s IFM business, its 24IFM software platform and comprehensive IFM subsidiary portfolio support clients across hospitality, transportation, banking, retail, and mixed-use facilities.

As both business lines scale, the Company is systematically embedding AI and automation capabilities – progressing from intelligent decision support toward increasingly autonomous workforce management – to improve service quality, reduce deployment costs, and drive long-term margin expansion. Listed on the Nasdaq Capital Market, YYForce is committed to infrastructure innovation, measurable client outcomes, and long-term value creation.

Forward-Looking Statement

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

Investor Contact
Jason Zhi Yong Phua, Chief Financial Officer
YYForce
enquiries@yyforce.ai