Category: EQS Newswire

EQS via SeaPRwire.com / 21/08/2026 / 18:04 UTC+8 The Hong Kong-listed AI application players have long struggled to achieve meaningful profitability. Xunce (03317.HK, the “Company”) defies the industry trend with a blowout earnings performance, proving that AI can deliver sustained, powerful and high-margin profitability. Its first-half revenue nearly quadrupled year-over-year, marking its first-ever interim profit while maintaining robust margins. Fueled by its proprietary Token ecosystem and strategic roadmap, the Company has not only unlocked explosive growth but also delivered definitive proof of a viable, high-potential AI commercialization model. Profitability inflection point: core metrics outpace peers On August 21, Xunce Technology released its 2026 interim results. First half revenue hit RMB 967million, rocketing 389% year over year to an all time high for the period. Profit attributable to shareholders stood at RMB 72.51million, reversing a loss of roughly RMB 89.40million in the prior year comparable period. Adjusted net profit reached RMB 67.00million, versus an adjusted net loss of approximately RMB 105million one year earlier. Outstripping peers on all key financial metrics, the Company has definitively reached its profitability inflection point, signaling the Company’s decisive pivot from capital intensive investment toward sustained profit generation. During H1 2026, as AI application priorities shifted from model training to inference‑driven real‑world deployment, enterprise demand for Token surged. Profit quality of the Company improved accordingly. Total gross profit reached roughly RMB 580 million, up 340.5% year‑over‑year, with an overall gross margin holding firm at 60.1%. This underscores the resilience of its platform‑based delivery model amid business scaling-up. The sharp performance growth stems from four converging drivers: accelerated deployment of enterprise AI real‑time data infrastructure, expanding footprint across multiple verticals, rollout of the Token‑based business model, plus international business expansion and ecosystem development. Three powerful forces underpin this sharp profit reversal. First, faster rollout of end‑to‑end TokenOS and TokenCloud solutions has lifted the revenue share of high‑margin Token offerings, boosting overall profitability. Second, scale benefits from its platform‑based, modular product architecture have kicked in. More than 400 standardized functional modules have been built, raising solution replication efficiency and streamlining R&D, sales and G&A expense structures. Third, improved capital management efficiency generated incremental gains that bolstered profits in the period. Operational efficiency also kept climbing. In the first half, average revenue per user (ARPU) jumped from RMB 1.64 million to RMB 5.56 million, a 240% year‑over‑year increase. Revenue per employee rose 379%, placing its workforce productivity among top-tier AI tech companies. The three major expense categories continued to improve with materially lower expense ratios. Customer retention has consistently stayed above 90%, demonstrating strong lock‑in and high stickiness based on deep integration within customers’ workflows. One‑stop AI infrastructure via full‑stack tech; Token revenue surpasses 10% As a leading Chinese provider of AI‑powered real‑time data infrastructure and analytics, Xunce Technology has built closed‑loop capabilities spanning nine end‑to‑end data processing stages and five data Tokenization workflows. With over 400 standardized and reusable functional modules, it boasts three core technical strengths: millisecond‑level real‑time responsiveness, 100% accurate data processing, and data Tokenization capabilities. Sustained business growth is underpinned by robust product offerings. Its solutions are deeply deployed across customers’ self‑managed cloud and on‑premises environments. The Company has assembled a full product portfolio covering the entire data lifecycle and built a full‑stack technical architecture for enterprise AI adoption. In the AI era, enterprises are rapidly shifting from raw data processing to real‑time AI‑powered decision‑making. The quality of an enterprise’s proprietary data stands as a critical determinant of successful AI deployment. Enterprise AI adoption is still in its early stages. High demand customers mainly fall into two groups: sector incumbents with a well‑defined AI transformation strategy, and organizations with clear business expectations for AI‑driven outcomes. Xunce has actively expanded its AI‑to‑B business. On the data infrastructure front, it has built a data development system anchored on the AIDP platform. Acting as a “data hub”, it embeds AI deep into customers’ core workflows, delivering intelligent data insights and forecasts to support high quality business decision making. On the resource orchestration front, Xunce launched TokenOS, the world’s first operating system focused on data capabilities. It refines enterprise proprietary data into high-density scenario‑specific Tokens and connects the full pipeline from data ingestion to model invocation. Building on this foundation, the TokenCloud platform centers on model capabilities and “data + model” competencies. Together, they deliver integrated end‑to‑end products and services spanning “computing power‑data‑Token‑model‑application”, equipping customers with one‑stop AI infrastructure. Customers can benefit from lower deployment costs and improved matching efficiency across computing power, data and AI models. End‑to‑end product matrix: “computing power – data – Token – model – application” Additionally, leveraging ten‑year expertise in real‑time data infrastructure, Xunce Technology centers data and Tokens as core hubs to connect upstream and downstream stakeholders, building hard‑to‑replicate differentiated strengths. These capabilities reach end‑user customers via its long‑standing FDE model: on‑site engineers work side‑by‑side with customer teams. Through on‑site collaboration and rapid iteration, large models and other AI technologies are woven into core business operations. Products and use cases then evolve with customers, enabling fast adoption of the Company’s full product suite. Today, Xunce’s Token‑based business model has been deployed across high‑value use cases in biotech & healthcare, energy dispatch, industrial quality inspection and many more. Token‑related revenue exceeded 10% of total H1 revenue. Annual recurring revenue (ARR) for Token services surged, posting a 410% quarter‑over‑quarter jump in June and emerging as a new growth engine. Unlike general-purpose Tokens built for everyday use cases, scenario‑specific Tokens target specialized vertical workflows. They draw on industry‑specific or enterprise proprietary datasets for model training and inference – exactly the category of scenario‑focused Tokens developed by Xunce. Industry observers note the fundamental divide between general-purpose Tokens and scenario‑specific Tokens lies in specialized workflow requirements. For instance, energy‑specialized models prioritize precise regional consumption forecasting to drive energy savings or trading arbitrage. For AI‑collaboration models deployed on high-end manufacturing lines, customers care whether Token‑powered AI inference can tangibly boost yields, increase production capacity and capture critical market opportunities. Clear four‑phase roadmap unlocks exponential growth potential Looking ahead, Xunce has laid out a clear four‑phase strategic roadmap for its AI data infrastructure business. The Tokenization phase delivered milestone progress in H1. Building on this momentum, the Company intends to roll out a global Token exchange platform in the second half of the year to break down barriers for Token circulation across enterprises, industries and use cases. This would potentially elevate its business model from “pay‑per‑Token‑usage” toward “platform and ecosystem‑driven monetization”, expanding growth beyond individual customer Token consumption to ecosystem‑wide transactions. Over the longer term, sector-specific datasets will be further refined to train continuously evolvable small models for enterprise deployment, offering flexible commercial models including on‑demand subscription, perpetual license, ongoing fine‑tuning and performance‑based pricing. Xunce stated it will implement strategic initiatives across five priorities: advance business model evolution, accelerate cross‑industry replication, pioneer cutting‑edge applications, build strategic partner ecosystems, and steadily expand its businesses globally. Overseas revenue soared 264% year‑over‑year, unlocking new international market upside. Alongside its explosive business growth, Xunce Technology closed an equity placement and convertible bond financing worth roughly HKD 2.35 billion in early July, materially bolstering its cash reserves. The financing represents strong capital market validation for its business model and supplies ample capital for future computing power build‑outs, deeper sector vertical penetration and global expansion. In the near term, it will smooth cashflow volatility amid investment cycles. Over the medium‑to‑long run, it will accelerate the delivery of the Token‑exchange ecosystem and enterprise small model offerings, lending greater certainty to revenue mix optimization and profit margin expansion. As a rare profitable AI‑to‑B benchmark among Hong‑Kong‑listed names, Xunce Technology is cruising onto a high‑speed value growth track powered by twin engines: proven earnings delivery and strengthened capital support. 21/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 20/08/2026 / 18:12 UTC+8 【For Immediate Release】 Yip’s Chemical Announces 2026 Interim Results Navigating Macro Challenges Successfully with an Optimised Business Portfolio Profit Attributable to Owners Increased Significantly by 113.5% to HK$141 million Interim Dividend of HK8 Cents per Share Highlights: Amid the macroeconomic and supply chain headwinds stemming from the US-Iran conflict, the Group maintained resilient operations driven by recent portfolio optimisation and a solid core business foundation. Revenue increased by 17.1% year-on-year to HK$1.67 billion, while sales volume slightly decreased by 2.5% to 114,000 metric tonnes. The gross profit margin of the Group rose to 26.9%, representing a year-on-year increase of 2.1 percentage points. Profitability improved across core businesses. Notably, the inks business recorded a substantial year-on-year increase in segment results of 265% to HK$41.3 million, driven by successful market expansion through highly cost-effective products and services. The Group acquired an approximately 60% equity interest in “Sino-Hypro” last year, contributing segment results of HK$28.0 million (before deducting non-controlling interests and taxation) to the Group. Solvents associate company achieved record-high sales volume by effectively navigating raw material and product price fluctuations, boosting profitability and delivering a return of HK$112 million to the Group. Profit attributable to owners increased by 113.5% year-on-year to HK$141 million. Gearing ratio continued to be at healthy level of 19.6%, enhancing the flexibility for future investments in new growth projects. The Board has resolved to pay an interim dividend of HK8 cents per share (corresponding period of the preceding year: HK4 cents per share). (Hong Kong, 20 August 2026) Yip’s Chemical Holdings Limited (SEHK: 00408) (“Yip’s Chemical” or the “Company”, together with its subsidiaries collectively referred to as the “Group”) today announced its interim results for the six months ended 30 June 2026 (the “period under review”). During the period under review, the US-Iran conflict triggered significant volatility in international oil prices, causing unusual fluctuations in the prices of certain related chemical raw materials and leading to a major impact on the global supply chain and macroeconomy. Moreover, as the “involution” across various industries in the Chinese Mainland continued, both prices and profits faced downward pressure. Relying on a continuously optimised business portfolio and a solid core business foundation, the Group demonstrated strong operational resilience, successfully overcoming these challenges to achieve substantial profit growth. In the first half of 2026, the Group recorded revenue of HK$1.67 billion, an increase of 17.1% compared to the corresponding period of the preceding year. Profit attributable to owners surged significantly by 113.5% year-on-year to HK$141 million. The Group’s overall financial position remained highly robust during the period under review, with the gearing ratio maintained at healthy level of 19.6%. The Board has resolved to pay an interim dividend of HK8 cents per share (2025 interim dividend: HK4 cents per share), to reward shareholders earnestly. Mr. Ip Chi Shing, Chairman of Yip’s Chemical, expressed, “Although the macroeconomic environment in the second half of the year remains full of uncertainties, I am confident that through the efforts of our young and talented management team, the Group will demonstrate greater agility to further consolidate our foundation in line with our business development strategies, while investing heavily to build “a leading chemical businesses platform”. In advancing eco-friendly and new energy-related products, we will proactively pursue opportunities in strategic cooperation and M&A initiatives, forging a new path for the long-term, healthy, and sustainable development of Yip's Chemical. Concurrently, spearheaded by the newly commissioned Vietnam coatings plant, the Group will gradually explore avenues to expand its product footprint overseas. As long as we firmly adhere to this prudent yet progressive strategy, persist in our approach and deliver concrete action, we are bound to unlock greater business prospects for the Group’s future.” Chairman Ip added, "This year marks our 55th anniversary. While the world has transformed over the past half-century, our dedication to our core businesses, employees, shareholders, and society remains unwavering. Thanks to the steadfast support of our staff, customers, and partners, Yip’s Chemical has grown from a small family workshop into an enterprise listed for 35 years. I would like to take this opportunity to express my heartfelt gratitude to all colleagues and business partners. Looking ahead, with your continued trust and support, Yip’s Chemical is poised for even greater growth.” Business Review and Outlook Inks In the period under review, the inks business recorded revenue of HK$704 million, representing a year-on-year increase of 19%. Despite fierce market competition, the inks business successfully captured market share through highly cost-effective products and services, driving a 16.5% year-on-year growth in sales volume to 33,000 metric tonnes, firmly securing its leading position in the Chinese inks market. Although the business faced rising prices of raw materials such as solvents during the period under review, effective cost control and strategic price increases on select products enabled the gross profit margin to improve by 0.5 percentage point year-on-year to 21.4%. Furthermore, owing to a relatively large bad debt provision made in the corresponding period of the preceding year, the inks business recorded a substantial year-on-year increase of 265% in segment results, reaching HK$41.3 million. Going forward, the Group will continue to leverage its competitive edge in the packaging printing inks sector to expand market share and consolidate the market leadership of “Bauhinia Variegata” inks. Simultaneously, the management team has commenced identifying acquisition targets in the ink sector with high technical barriers, aiming to diversify its product portfolio and create new growth pillars for the inks business. Coatings During the period under review, the architectural coatings sector continued to be affected by the sluggish domestic real estate market, dragging down the overall sales volume of the coatings business by 8.0% to 72,000 metric tonnes, while revenue grew by 2% to HK$688 million. The Group is steadily expanding the distributor networks for the “Bauhinia” and “Camel” brands and stepped up promotional efforts across multiple social media platforms to pave the way for the future recovery of the architectural coatings market. In industrial coatings, the Group increased investments in the plastic coatings and resins businesses to drive future development. The new industrial coatings plant in Vietnam has commenced operations, providing timely and efficient services to local customers. Concurrently, the resins business continued to focus on R&D for products related to automotive coatings and protective coatings to boost sales and profits. The coatings segment recorded a gross profit margin of 29.9%, representing a year-on-year increase of 1.1 percentage points, with segment results rose by 2% to HK$22.0 million. In the second half of the year, building on the steady organic growth of its businesses, the Group will actively seek high-quality, technologically advanced M&A targets. Concurrently, it will accelerate the incubation of coatings technologies related to the new energy industry to expedite the development pace of the coatings business. Lubricants In the period under review, revenue from the lubricants business declined by 11% to HK$143 million, while the gross profit margin rose by 0.5 percentage point year-on-year to 22.4%. This business recorded segment results of HK$6.1 million, remaining flat compared to the corresponding period of the preceding year. The automotive lubricants business was impacted by the overall market “involution”, which pressured both revenue and profits. Looking ahead, the Group will optimise its automotive lubricants portfolio to drive sales volume growth, while prudently investing in niche industrial lubricants to unlock new growth engines. Chemical Gas Separation and Recovery In December 2025, the Group successfully completed the acquisition of an approximately 60% equity interest in Sino-Hypro, signifying Yip's Chemical's entry into the chemical gas separation and recovery industry. During the period under review, the Group commenced providing Sino-Hypro with support in terms of customer resources, supply chain capabilities, human capital and management systems. Sino-Hypro recorded revenue of HK$136 million and a gross profit margin of 45.6% in the period under review, contributing segment results of HK$28.0 million (before deducting non-controlling interests and taxation) to the Group. The Group's management will continue to work closely with the original shareholders to fully leverage the strong technological foundation of Sino-Hypro and the extensive operating experience and resource network of Yip’s Chemical. The Group firmly believe that Sino-Hypro will continue to unleash strong commercial potential and stride towards a promising future. Investment in Solvents Associate The Group retains a 24% effective stake in “Handsome Chemical”, the world’s largest acetate solvents company. In the period under review, the solvents associate recorded robust growth of 36.9% in sales volume, reaching a record high of 1,130,000 metric tonnes. In particular, export sales volume reached approximately 500,000 metric tonnes, serving as the primary growth engine. Despite significant price volatility in both raw materials and solvent products triggered by the US-Iran conflict, the management team accurately seized market opportunities to drive profitability. The solvents associate ultimately delivered a return of HK$112 million to the Group. Navigating through macroeconomic and geopolitical uncertainties in the second half of the year, the Group remains confident that under the effective leadership of the associate's management team and in close collaboration with its business partners “PAG” and “Qisheng”, the solvents business will continue to demonstrate resilience and adaptability to maintain a prosperous trajectory. Mr. Ip Kwan, Francis, Chief Executive Officer of Yip’s Chemical, concluded, “During the period under review, in the face of a challenging market environment, the Group continued to effectively consolidate the market position of its core businesses, achieving high-quality revenue and profit growth. Meanwhile, the new chemical gas separation and recovery business has begun to contribute to the Group's performance. Looking ahead, the management will continue to actively seek strategic investment and M&A opportunities in the market that align with Yip's Chemical's future development, including opportunities to consolidate the core businesses of coatings and inks, in order to accelerate the development of “a leading development platform for chemical businesses”. I am confident that adhering to these development strategies will strengthen our business foundation and drive the Group towards a successful future.” End - About Yip’s Chemical Holdings Limited (Incorporated in the Cayman Islands with limited liability) Founded in 1971 and listed on the Hong Kong Stock Exchange (SEHK: 00408) since 1991, Yip’s Chemical has been dedicated to the chemical industry for more than half a century. The Group’s long-term vision is to become “a leading development platform for chemical businesses” driven by green, innovative technology, professional services and highly respected brands that enrich people’s lives. The Group’s core businesses include inks, industrial and architectural coatings, specialty resins, lubricants and chemical gas separation and recovery. The core businesses have established leading positions in China in their respective sectors. “Bauhinia Variegata” is the largest inks manufacturer in China; “Hang Cheung” coatings holds a leading position in China’s high-end plastic coatings segment; Bauhinia Advanced Materials Group also operates well-known brands including “Bauhinia” and “Camel” paints as well as “Da Chang” polymers; “Hercules” and “Pacoil” lubricants rank among the market leaders; “Sino-Hypro” is recognised as a leading enterprise in chemical gas separation and recovery in China. The Group is also a core investor in “Handsome Chemical”, the world’s largest acetate solvents producer. Leveraging its stable shareholder structure, extensive nationwide manufacturing and sales network, and a dynamic portfolio of strong brands, the Group has built a robust foundation in the domestic chemical industry. Going forward, the Group will drive sustainable innovation in chemical operations and accelerate the development of a more scalable and resilient platform. Learn more about Yip’s Chemical on: www.yipschemical.com Media and Investor Enquiries Yip’s Chemical Holdings LimitedMs. Wing So Tel：(852) 2675 2385 Email：wing.so@yipschemical.com DLK Advisory Limited Ms. Michelle Shi Tel: (852) 2854 8711 Email: michelleshi@dlkadvisory.com Ms. Kathleen Mui Tel: (852) 2854 8727 Email: kathleenmui@dlkadvisory.com File: 408_2026IR_Press Release_EN Final_2026.8.20 20/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 20/08/2026 / 10:56 UTC+8 [Beijing, August 20, 2026] — Tec-Do, a global leader in AI marketing technology, today announced the completion of a new financing round, led by Huatai-General Atlantic, with participation from Forebright Capital, GAC Capital, GSR Ventures and other investors. This financing provides strong support for Tec-Do’s next phase of AI research and development, product commercialization, global expansion, and capital market initiatives. The financing attracted strong interest from leading investors, reflecting growing confidence in Tec-Do’s innovative AI approach, built around its Navos Marketing Multi-Agent Platform and Tec-Chi Specialized MLLMs, as well as its proven ability to deliver measurable business growth for enterprise customers. This round brings together a group of investors with strong global perspectives, long-term capital and deep industry resources. Leading this financing marks Huatai-General Atlantic’s first-ever RMB investment, made through the joint venture fund, established by Huatai Baoli Investment Management. Tec-Do's long-term shareholder GSR Ventures increased its investment in this round. The participation of new leading investors alongside continued commitments from existing shareholders reflects the forward-looking confidence of international capital markets in the large-scale commercialization of B2B AI Agents and further underscores Tec-Do’s expertise in the field. Proceeds from the financing will be primarily used to further advance Tec-Do’s core AI technologies, including the Tec-Chi Specialized MLLMs and Navos Multi-Agent Platform, as well as to attract and develop top-tier AI talent. As AI begins to fundamentally reshape the global business landscape, Tec-Do will also accelerate its strategic investments in Agentic Commerce, Agent-to-Agent (A2A) collaboration, and Generative Engine Optimization (GEO), helping global brands capture new growth opportunities across the information discovery, consumer decision-making, and transaction journeys increasingly shaped by AI. Shuhao Li, Founder and CEO of Tec-Do, said: “AI is reshaping the foundations of global business, and we are at the beginning of a new era in which AI is redefining how businesses grow. Truly valuable AI is not simply about making technology more powerful; it must go deeper into real business operations and continuously create measurable business value. That is the core belief behind Tec-Do’s Useful AI approach. As AI-driven transformation reshapes global commerce, we aspire to be a leading force in this transformation, helping brands around the world capture new growth opportunities and turning AI into a true engine for business growth.” The strong investor interest in Tec-Do is rooted in its nearly decade-long experience serving more than 100,000 cross-border businesses. From search and social media to content-driven commerce and now AI-powered conversations, Tec-Do has consistently positioned itself well within major shifts in the global commercial landscape. The company has established deep partnerships with leading global commercial platforms and AI-native consumer interfaces, including Meta, Google, TikTok, and OpenAI, helping customers continuously unlock new channels and opportunities for business growth. Today, Tec-Do’s business spans more than 200 countries and regions worldwide. Its Navos Multi-Agent Platform connects the entire workflow of global market intelligence, creative generation, campaign execution, performance attribution, and continuous optimization. Data and practical insights accumulated across markets, industries, and consumer scenarios are continuously fed back into Tec-Do’s proprietary Tec-Chi Specialized MLLMs, creating a self-reinforcing optimization flywheel that continuously improves the platform’s intelligence and performance. According to the latest benchmark results, Tec-Do’s Tec-Chi Question Answering & Reasoning Model ranked No.1 globally in the SuperCLUE evaluation of specialized advertising and marketing foundation models, while its Content Understanding Model ranked No.2 overall in the “Cross-Border Marketing Video Understanding” benchmark. In July 2026, Navos also launched its 2.0 iteration, evolving into an all-in-one enterprise AI Workforce capable of dynamically orchestrating multiple models, tools, and specialized agents based on specific business objectives. The evolution marks a shift from AI simply providing recommendations toward collaborative execution and delivery of measurable business outcomes. Tec-Do is also translating its AI capabilities from benchmark performance into real-world commercial impact. In July 2026, Tec-Do became one of the first official technology partners for ChatGPT Ads globally. In initial customer testing, a cross-border brand using Tec-Do’s technology with ChatGPT Ads achieved a significant reduction in marketing costs while increasing ROI to 2.5 times its previous level. The results demonstrate Tec-Do’s ability to help brands unlock new growth opportunities as AI-native consumer interfaces reshape the global advertising and commerce landscape. Looking ahead, Tec-Do will remain committed to its founding principle of “Technology Empowers Business.” The company will continue integrating specialized AI models and multi-agent systems across the full spectrum of business growth, including marketing, sales, and customer success, moving AI beyond point solutions toward a new AI-for-work operating model. Through this evolution, Tec-Do aims to help more businesses capture global opportunities, achieve sustainable growth, and lead the emerging era of Agentic Commerce. About Tec-Do Founded in 2017, Tec-Do is a leading AI marketing company delivering results-centric marketing solutions for global business growth. Powered by Tec-Chi multi-modal large language models (MLLMs) and Marketing Multi-Agent Platform Navos, the company delivers end-to-end marketing solutions through a suite of AI-native, performance-driven products. These products restructure and autonomize mission-critical marketing processes—including market intelligence, content generation, campaign delivery, and performance optimization—across global media channels. In 2025, Tec-Do served over 100,000 advertisers, representing a diversified customer base that spans e-commerce, gaming, entertainment, and local commerce. For more information, please visit https://www.tec-do.com/en/. 20/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 20/08/2026 / 09:00 UTC+8 Resilient First-Half Performance with Attributable Profit of HK$688 Million Sun Hung Kai & Co. Limited (Stock Code: 86.HK) ("SHK & Co." or the "Company", together with its subsidiaries, the "Group") today announced its interim results for the six months ended 30 June 2026. In the first half of 2026, the Group delivered a resilient performance amid a volatile global operating backdrop marked by geopolitical instability, interest rate uncertainty and narrow market breadth. As a principal-led alternative investment platform, SHK & Co. remains well positioned to navigate market volatility. We continued to create value focused on downside protection and risk-adjusted returns backed by our strong balance sheet, liquidity and growing strategic partnerships, as well as our extensive global network. Profit attributable to the owners of the Company was HK$687.9 million, a lower reported profit this period was mainly due to the absence of a sizeable liquidity event compared to the preceding period. Basic earnings per share was HK35.2 cents. Total assets grew to HK$40,388.8 million, reflecting the steady scaling of the Group's platform. The Board of Directors of the Company declared an interim dividend of HK13 cents per share for the six months ended 30 June 2026, an increase of 8.3% year-on-year (“YoY”). During the first half of 2026, the Group repurchased 2.8 million shares, further demonstrating its commitment to disciplined capital management and enhancing long-term shareholder value. Since 1997, the Group has returned HK$16.2 billion to shareholders through dividends and share buybacks. The Group also continued to proactively manage its funding profile. During the reporting period, the Group repurchased an aggregate principal amount of medium-term notes (“MTN”) totalling US$154.2 million. In January 2026, the Group completed a US$250.0 million issuance of notes due 2029 under its MTN programme and concurrently tendered US$152.0 million of its outstanding notes due 2026, thereby extending its debt maturity profile, reducing near-term refinancing risk and further strengthening its financial flexibility. As of 30 June 2026, the Group's book value per share was HK$11.6, an increase of 1.8% from the end of 2025. Investment Management The Investment Management business recorded a pre-tax profit of HK$402.9 million. As at 30 June 2026, the segment's investment balance stood at HK$16,880.5 million, grew 7.4% compared with the end of last year, with Private Equity assets comprising 57.4% of the total. Within the Group's HK$9.7 billion Private Equity portfolio, around HK$1.7 billion is publicly listed, providing strong liquidity flexibility. Since inception, this segment has delivered a 15.8% IRR. Investment profit in the first half of 2026 was driven evenly across Private Equity, Special Situations & Structured Credit, and Hedge Funds. Gains were supported by liquidity events including IPO and M&A activity, portfolio markups through new financing rounds of technology investments, and ongoing distributions. The Fund of Hedge Funds strategy also delivered a strong return that outperformed market benchmarks. The expanded Special Situations & Structured Credit allocation continued to provide downside protection with meaningful upside, with gains driven by value appreciation, alongside steady income from private credit. New investments in the period focused on Secondaries, Special Situations and Buyout strategies, prioritising mature, cash-generative assets with clear exit paths. Alternative Solutions (Formerly Funds Management) The Alternative Solutions platform, conducted through Sun Hung Kai Capital Partners Limited (“SHKCP”), recorded a nominal pre-tax loss of HK$0.9 million, narrowing losses significantly by 82.0% YoY. Accelerating growth in fee income (+24.7% YoY) to HK$21.0 million was the main driver, partly offset by higher operating expenses. Total AUM* expanded 17.7% to HK$29,192.0 million (equivalent to approximately US$3,723 million), driven by net capital inflows, solid performance across strategies, and new strategic partnerships. Although only commenced recently, this collaborative model is already generating a flywheel effect that unlocks proprietary deal flow, expands network effects between investors, and enables SHKCP to build long-term recurring revenue. Beyond generating risk-adjusted returns for SHKCP’s clients, these growing partnerships also support group-wide investment returns and capture compelling co-investment opportunities for our Investment Management segment. Credit Business The Credit business's Consumer Finance operations, conducted under United Asia Finance Limited (“UAF”), recorded a pre-tax profit of HK$565.2 million, up 50.7% YoY, supported by satisfactory growth in loan transaction volume and profitability in Hong Kong, disciplined credit underwriting, and a lower charge-off ratio. The consolidated gross loan balance reached HK$12,348.9 million, an increase of 4.6% compared with the end of 2025. UAF's SIM Credit Card business continued to generate profit through growth in card receivables, interest and fee-based income. Mortgage Loans, conducted by Sun Hung Kai Credit Limited ("SHK Credit"), recorded a pre-tax profit of HK$26.0 million, up 140.7% YoY, primarily driven by a significant reduction in impairment charges; the net impairment losses ratio improved by 160 basis points to 3.5%. The mortgage servicing business continued its momentum, with the servicing portfolio expanding 40.7% to HK$1,491.8 million and loan servicing income rising 81.3% to HK$2.9 million. This growth was driven by new mandates, underscoring market recognition and trust in SHK Credit from institutional investors, and showcasing growing demand across developers. Expanding this business advances our strategy to broaden revenue base through capital-light recurring income while solidifying our position as an institutionalized mortgage solutions platform. Mr. Seng Huang LEE, the Group Executive Chairman, said, "While the macro environment remains complex, our over half-century track record and disciplined capital allocation give us the resilience to navigate market cycles. By leveraging our integrated Credit, Investment Management, and Alternative Solutions businesses, we will continue to deepen strategic partnerships and expand co-developed solutions, driving powerful flywheel and network effects across our platform, positioning us to capture high-conviction opportunities and deliver sustainable shareholder value." For more details of the 2026 Interim Results, please refer to the official announcement. * “Total AUM” refers to the total value of assets managed, advised, distributed or otherwise serviced by SHKCP, and also includes assets managed by seeding partners and external managers in which SHK & Co. has equity stakes. For details, please refer to the SHK & Co. website and our annual report. This AUM methodology differs from that of the AUM in our regulatory filings. - End - About Sun Hung Kai & Co. Sun Hung Kai & Co. Limited ("SHK & Co.", SEHK: 86) is a principal-led alternative investment platform based in Hong Kong. Since 1969, with its roots in wealth management, SHK & Co. has built a unique investment capability by investing across a wide range of alternative asset classes including hedge funds, private equity, private credit, and various real assets, consistently generating solid long-term risk-adjusted returns. SHK & Co.'s vision is to realise the full potential of its alternative investment expertise through a strategy centred on alignment — creating value for both its own capital and that of external partners, including institutions and family offices, enhanced by its relationships with leading alternative investment managers. As at 30 June 2026, SHK & Co. held approximately HK$40.4 billion in total assets, with Total AUM* of HK$29,192.0 million (~US$3,723 million), reflecting 17.7% growth since end of 2025. For more information, please visit: www.shkco.com / follow SHK & Co. on LinkedIn. For media enquiries, please contact: Christensen Advisory shk@christensencomms.com 20/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 18/08/2026 / 19:25 UTC+8 The joint venture between HKGX and TGX, backed by core technical support from Hundsun Technologies and Alibaba Cloud, seeks to advance Hong Kong's gold trading infrastructure Hong Kong, August 18, 2026 — Hong Kong Gold Exchange Trading System Limited (“HKGXTS”) today officially announced its establishment, jointly formed by the Hong Kong Gold Exchange (“HKGX”) and TGX Technology Limited ("TGX"). To further develop Hong Kong’s gold trading systems and related fintech infrastructure, HKGXTS will work with technology partners including Hundsun Technologies Inc. (“Hundsun Technologies”) and Alibaba Cloud to build a secure, stable, efficient, and internationally competitive gold trading and clearing technology platform. HKGXTS held its first Board meeting today to outline its development strategy and trading system construction plans. The meeting was chaired by HKGXTS Chairman Dr. Haywood Cheung. Attendees included HKGXTS Chief Executive Officer and Director Sun Ho; HKGXTS Chief Product and Technology Officer and Director Gavin Zhao; HKGXTS Director Henry Chan; HKGXTS Director Brian Fung; HKGXTS Director Chen Ji; Executive President of Hundsun Technologies Guan Xiaolan; General Manager of Hundsun Digital Intelligence Technology Co., Ltd. Kan Xiaohui; and Ethan Yuan, Vice President of International Business and Regional General Manager of APAC North and ANZ, Alibaba Cloud Intelligence Group. The participants discussed HKGXTS’ development roadmap, the trading and clearing system’s development progress, and technical collaboration. Caption: Group photo of Dr. Haywood Cheung, Chairman of HKGXTS (3rd from right); Sun Ho, Chief Executive Officer and Director at HKGXTS (3rd from left); Gavin Zhao, Chief Product and Technology Officer and Director at HKGXTS (2nd from left); Henry Chan, Director at HKGXTS (2nd from right); Brian Fung, Director at HKGXTS (1st on right); Chen Ji, Director at HKGXTS (1st on left). During the meeting, HKGXTS Chairman Dr. Haywood Cheung said, “Hong Kong is actively advancing the development of an international gold trading center and strengthening the infrastructure to support the gold market. The establishment of HKGXTS represents an important step forward in enhancing Hong Kong’s gold trading infrastructure, and we expect the new system to commence pilot operations in the first quarter of 2027. In its initial phase, the system will integrate HKGX’s existing products, trading, settlement, clearing, and related services into a unified platform. Other related digital services will be later introduced, including those supporting gold tokenisation. The system will further embody the "Finance+ Web3 + AI " concept, transforming traditional physical gold into a more diversified, flexible, and value-enhancing asset.” Sun Ho, HKGXTS Chief Executive Officer and Director, said, “Built on physical gold delivery capabilities, HKGXTS seeks to establish a multi-tier bullion trading and investment platform. We will progressively expand its extended-hour electronic trading capabilities to serve industry clients and international institutions. The company will also leverage its financial technology to enhance trading efficiency, reduce transaction and settlement costs, and support multi-currency pricing and settlement. Under the policy guidance of the Hong Kong SAR Government to develop Hong Kong into an international gold trading center, HKGXTS will actively support the development of Hong Kong’s gold market infrastructure, assess the feasibility of integrating with central clearing and regulatory systems, and contribute to the sustained growth of Hong Kong’s gold industry.” Gavin Zhao, HKGXTS Chief Product and Technology Officer and Director, also explained that this core platform upgrade represents not just a technical system update but a foundational capability build-out for the long-term development of Hong Kong's gold market. Currently, the upgrade of the HKGX physical gold core platform is progressing steadily in line with the established roadmap. The first phase will focus on integrating HKGX's existing products, trading, clearing, settlement, and related services to ensure a smooth transition. Building on the physical gold trading core platform, and in alignment with market development, regulatory requirements, and partnership conditions, HKGXTS will gradually explore areas such as international market access, digital gold real-world assets (RWAs), and cross-market expansion. These efforts will further enhance the platform's security, flexibility, and scalability. The project’s technological collaboration taps into the synergistic expertise of the participating parties, with TGX overseeing overall design and project governance, Hundsun Technologies supporting the core system’s delivery, and Alibaba Cloud providing the cloud technology and future AI capabilities. Guan Xiaolan, Executive President of Hundsun Technologies, highlighted the platform's capabilities in respect to its system stability, security, and international applications. Hundsun Technologies will leverage its fintech and trading systems expertise as well as the extensive financial systems implementation know-how of its wholly-owned subsidiary Hundsun Digital Intelligence Technology to support the development of HKGXTS’ core system. Ethan Yuan, Vice President of International Business and Regional General Manager of APAC North and ANZ, Alibaba Cloud Intelligence Group, detailed Alibaba Cloud's support for HKGXTS. He noted that Alibaba Cloud will provide technical support in areas such as cloud computing and digital infrastructure, helping to build a secure, stable, and scalable foundation. Hundsun Technologies and Alibaba Cloud will lean on their respective strengths to work alongside HKGXTS in advancing the development of the gold trading system. As the development of the core trading platform progresses, HKGXTS will continue to enhance the infrastructure enabling trading, clearing, settlement, and market operations in Hong Kong’s gold market. In alignment with the development plans of the Hong Kong Government and relevant financial infrastructure bodies, HKGXTS will strengthen its readiness across areas including systems, technology, and compliance. As conditions mature, HKGXTS will actively explore standardized connectivity with infrastructure including the banking system, clearing platforms, and regulatory reporting systems, providing the technological foundation for Hong Kong’s development into an international gold trading center and contributing to the long-term growth of its gold trading market. Media Contact: myt455242@alibaba-inc.com 18/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 18/08/2026 / 10:14 UTC+8 (August 18, 2026, Hong Kong) — Marketingforce Management Ltd (Stock Code: 02556.HK, "Marketingforce" or the "Company", together with its subsidiaries and consolidated affiliated entities, the "Group") announced its interim results for the six months ended June 30, 2026. During the reporting period, the Group recorded total revenue of RMB1.96 billion, up 111.2% year on year; revenue from its AI application business reached RMB1.13 billion, up 123.7%; and net profit amounted to RMB200 million, up 466.1%. The concurrent increase in revenue and profit reflected the accelerating scaled deployment of the Group's AI applications and further improvement in profitability and operating efficiency. AI Applications Drive Growth as Product Matrix Expands Across Core Enterprise Scenarios During the reporting period, the Group continued to enhance its AI-native product portfolio centred on AI-Agentforce Agent Platform 3.0, the KnowForce AI enterprise knowledge platform, and GenAI OS. It also expanded its AI Employee matrix across core enterprise scenarios, including marketing, sales, customer service, coaching, Data Agent business analytics, cross-border trade, and R&D. The rapid increase in AI application revenue further validated enterprise demand for AI applications that are deployable, manageable, and continuously upgradable. AI-Agentforce 3.0 supports natural-language agent creation, multi-agent system collaboration, and multimodal understanding and interaction. KnowForce AI connects enterprise databases, knowledge bases, and knowledge graphs. GenAI OS hosts the AI-native platform and full-scenario AI Employees, enabling agent training, management, invocation, and iteration. T-GEO connects the user journey from questions on AI application platforms to answer delivery, helping brands improve their AI visibility across omnichannel marketing environments. Customer Volume and Value Rise as AI Benefits Translate into Operating Efficiency During the reporting period, the number of customers increased by 25.9% year on year, while average monthly revenue per user (ARPU) rose by 80.0%, reflecting growth in both customer reach and value per customer. The Group also deployed its proprietary AI capabilities across internal marketing, sales, customer service, training, and operating-management functions to improve organizational efficiency. Operating Margins & Expense Ratios: Selling expenses represented 11.4% of revenue, down 5.6 percentage points year on year, while administrative expenses represented 4.6%, also down 5.6 percentage points. R&D expenses represented 16.6% of revenue, up 9.6 percentage points. The Group continued to invest in products and technology while improving operating efficiency. Headcount & Productivity: Total headcount increased by 13.8% to 1,893, while overall employee productivity, measured as total revenue per employee, improved by 85.6%. Cash Flow: Net operating cash inflow was RMB 500.1 million. Full-Stack Token Factory Supports Continued Business-Model Evolution Through its Full-Stack Token Factory, the Group converts computing power, models, data, knowledge, and agent capabilities into Scenario Tokens that are deliverable, traceable, reusable, and billable. Unlike model Tokens, which primarily reflect the consumption of technical resources, Scenario Tokens correspond more directly to business outcomes across customer acquisition, conversion, service, R&D, global expansion, and business analytics, moving enterprise AI from tool procurement towards value delivery. Looking ahead, the Group will continue to explore diversified monetization models covering subscriptions, usage volume, outcomes, and Scenario Tokens, aligning customer value creation more closely with the Group's commercial returns. It will continue to upgrade AI-Agentforce, KnowForce AI, and GenAI OS, broaden the coverage of its AI Employees, and deepen collaboration with computing, model, and application ecosystem partners to drive AI applications from single-point innovation towards scaled industrial deployment. Mr. Zhao Xulong, Chairman and Chief Executive Officer of Marketingforce, said: "2026 marks a new stage in which Marketingforce is accelerating the realization of its technology benefits and releasing value at scale. The value of enterprise AI must ultimately be demonstrated in real business scenarios and measurable operating outcomes. We will continue to deepen our full-stack AI capabilities and use our Full-Stack Token Factory to accelerate the scaled deployment of AI applications, create more trusted and outstanding business value for customers, and deliver sustainable long-term value for shareholders and partners." 18/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 18/08/2026 / 09:55 UTC+8 Minneapolis, Minnesota - August 18, 2026 - (SeaPRwire) - RENOSY by Renters Warehouse today introduced its Resident Benefits Package, a bundled service offering for residents living in single-family rental homes managed by the company. The package costs $49.99 per month and includes renters insurance, identity protection, move-in assistance, credit-building support, resident rewards, and automatic filter delivery, subject to availability and service options. The launch reflects a wider shift in single-family rental investing, where asset performance is increasingly tied to operations rather than ownership alone. RENOSY positions the package as a resident-facing offering with an asset-performance purpose: helping homeowner clients protect long-term profitability through stronger retention, fewer vacancies, and more consistent service. A rental home performs best when the resident experience is stable, useful, and well-supported. Turnover, vacancy, and renter dissatisfaction can erode returns. A stronger resident offering can support renewals, attract quality renters, and create more predictable performance for homeowners and investors. "Great property management is no longer just about collecting rent and handling maintenance," said Shunsuke "Gucci" Iguchi, CEO of RENOSY by Renters Warehouse. "It's about elevating the way people live in the homes we manage. When residents feel supported, they stay longer, take better care of the property, and create stronger returns for our homeowner clients." Single-family rental ownership has become an increasingly important part of the real estate investment landscape. Rental property can generate income, preserve ownership of an asset, and support long-term wealth creation. Professional management can give residents more consistent service and a better leasing experience. Property management has historically been viewed as an administrative function — leasing, rent collection, maintenance, and basic resident support. Increasingly, it has become an operating platform tied directly to retention, yield protection, and asset performance. "Every vacancy has a cost," said Mark Hanson, National Director of Leasing at RENOSY by Renters Warehouse. "By investing in the day-to-day rental experience, we are ultimately investing in homeowner and investor performance. Better residents, longer stays, and fewer interruptions all contribute to a more stable and profitable rental asset." The package aligns with RENOSY's broader mission of making real estate investing more accessible. Accessibility in this context is about helping more people own rental property and about making rental ownership easier to operate over time. That matters especially for individual homeowners and smaller investors, who may lack the infrastructure of large institutional landlords but still require professional systems, reliable service, and consistent resident support. About RENOSY by Renters Warehouse RENOSY by Renters Warehouse is a property management company serving homeowners, real estate investors, and residents in the single-family rental market. The company's mission is making real estate investing more accessible, with professional systems and consistent resident support designed for individual homeowners and smaller investors as well as larger portfolios. Media Contact Company: RENOSY by Renters Warehouse Contact: Ponara Eng, VP Marketing Email: media@renterswarehouse.com Website: https://renterswarehouse.com/ Address: Minneapolis, MN 55416 18/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 16/08/2026 / 19:30 UTC+8 Press Release (For immediate release) （Stock code: 2386） SEG Announces 2026 Interim Results Solid Progress in Operations and Global Expansion (16 August 2026, Hong Kong) SINOPEC Engineering (Group) Co., Ltd. (“SEG” or the “Company”, together with its subsidiaries collectively known as the “Group”) (stock code: 2386) today announces its interim results for the six months ended 30 June 2026 (the “Reporting Period”). 2026 marks the inaugural year of the 15th Five-Year Plan, and also the first year for Sinopec to fully embark on our new mission of "Entrepreneurship 2.0". In the first half of the year, the Group closely adhered to the guiding principle of high‑quality development, aligned our operations with annual production and operation targets, and further pushed forward six key campaigns covering safety & environmental protection, marketing, quality and efficiency improvement, integration of R&D innovation with industry and finance, international expansion, and reform‑driven empowerment. Benefiting from the above efforts, our business operations remained stable and we made steady progress in operating performance with all phased operational targets were fully achieved. During the Reporting Period, the Group recorded operating revenue of RMB 35.62 billion, representing a year-on-year increase of 12.7%; gross profit reached RMB 2.74 billion, representing a year-on-year increase of 5.2%; net profit amounted to RMB 1.14 billion, and the value of new contracts signed was approximately RMB 51.9 billion. The Group's overall business fundamentals remained sound. SEG's board of directors (the “Board”) consistently upholds the investor‑centered philosophy and is committed to sharing the fruits of our high‑quality development with all shareholders and building a stable and predictable shareholder return mechanism. The Board has resolved to declare an interim dividend of RMB 0.127 per share for 2026, which represents a payout ratio of 50% and is consistent with the Company's long-standing and stable base dividend policy. In order to continuously drive steady improvement in shareholder returns, the Board has also resolved to launch a new round of share repurchases within the next six months, with a total repurchase amount of not less than HKD 100 million and not more than HKD 150 million. All repurchased shares shall be canceled. Mr. Zhang Xinming, Executive Director and President of SEG, stated that in the inaugural year of the 15th Five-Year Plan, the Group will prioritise four key targets in the second half of the year: high-standard market development, improvement in project delivery, profitability and efficiency, deeper integration of R&D and innovation with business and finance, and reinforcement of risk management, so as to fully advance the high-quality delivery of the annual targets. The Board and senior management will lead all management and employees to concentrate on core businesses, deepen reform and innovation, and steadily advance toward the corporate vision of becoming a world‑leading technology-driven engineering company. The Group will pursue sustainable and sound development to reward shareholders, customers and society with better operating results for their trust and support. Business Review and Highlights Market Development During the Reporting Period, the value of new contracts signed by the Group amounted to RMB51.911 billion. Among which, the value of newly signed domestic contracts amounted to approximately RMB31.160 billion; and the value of newly signed overseas contracts amounted to approximately US$3.052 billion. PRC Domestic Market During the Reporting Period, representative newly signed domestic contracts to the Group included: the BEPC contract for the 1.6 million tons/year imported solid asphalt full-green-energy high-efficiency upgrading industrialisation demonstration project of Zhongke Yaxin Guanghe (Xinjiang) Energy Co., Ltd. (the “Zhongke Yaxin Synthetic Crude Oil Demonstration Project”), with a total contract value of approximately RMB4.309 billion; the EPC contract for the methanol-to-olefin unit of the 800,000 tons/ year coal-to-olefin project at Zhundong Wucaiwan, Xinjiang Shanneng (the “Xinjiang Shanneng Coal-to-Olefin Project”), with a total contract value of approximately RMB2.447 billion; the EPC contract for the 30,000 tons/year large-tow carbon fibre remote construction project of Sinopec Shanghai Petrochemical Co., Ltd. (the “Shanghai Petrochemical”) (the “Shanghai Petrochemical Large-Tow Carbon Fibre Project”), with a total contract value of approximately RMB1.993 billion; the EPC contract for the acetic acid unit and methanol unit upgrade of the Zhongtian Hechuang green low-carbon upgrade and retrofit project (the “Zhongtian Hechuang Upgrade Project”), with a total contract value of approximately RMB1.572 billion; and the EPC contract for the phase I coal clean and efficient utilisation technical retrofit project of the 2x600,000 tonnes/year natural gas-to-ethylene glycol project of Xinjiang Zhongkun New Materials Co., Ltd. (the “Xinjiang Zhongkun New Materials Project”), with a total contract value of approximately RMB960 million. In the front-end engineering field, the Group’s newly signed contracts amounted to approximately RMB1.962 billion, with representative contracts including: the phase I coal-to-oil engineering design for the CHN Energy Hami Energy Integration and Innovation Base Project (the “CHN Energy Hami Coal-to-Oil Project”), the overall design for the CHN Energy Ordos Coal Liquefaction Upgrade Demonstration Project (the “CHN Energy Ordos Coal-to-Oil Project”), part of the engineering design for the CHN Energy Shenhua Yulin Circular Economy Coal Comprehensive Utilisation Project (the “Shenhua Yulin Coal-to-Oil Project”), the basic design for the Shanghai Petrochemical comprehensive technical retrofit and quality upgrade project (the “Shanghai Petrochemical Ethylene Project”), the engineering design for the 1 million tons/year ethylene unit of the Zhoushan Rongsheng New Materials Project (the “Rongsheng Jintang New Materials Project”), and the overall design for the Tahe Refining & Chemical Company refining and chemical integration project (the “Tahe Refining Integration Project”), etc. The Group entered into 203 new contracts in emerging business sectors, with a new contract value of approximately RMB5 billion. Among which, 25 contracts were in the clean energy and new energy fields, with a new contract value of approximately RMB100 million; and 178 contracts were in new materials, new technologies, energy conservation and environmental protection, with new contract value of approximately RMB4.9 billion. Representative newly signed contracts included the EPC for the Ningxia Energy & Chemical CO2 chemical-chain mineralisation utilisation demonstration project, the EPC for the Hubei Yihua phosphorus-fluorine resource high-value utilisation project, the preliminary design for the Xindao Hydrogen Energy green methanol integration project, and the engineering design for the Zhongyuan Oilfield water electrolysis hydrogen production demonstration project. Overseas Market During the Reporting Period, representative newly signed overseas contracts to the Group included: the Kazakhstan butadiene and rubber project (the “Kazakhstan Butadiene Project”), with a technology transfer and process package design contract value of US$24 million and an EPC contract value of US$1.093 billion; the construction contract for the ADNOC Habshan project in the UAE, with a contract value of US$750 million; and the EPC contract for the Saudi Aramco Ras Tanura refinery emergency repair project, with a contract value of US$45 million. In addition, the Group signed with Saudi Aramco a long-term cooperation agreement for old plant upgrade and retrofit (EPC LTA), with a term of 60 months, covering EPC contracting services for the inspection, maintenance and retrofit of Saudi Aramco’s old plants within Saudi Arabia; and a long-term management consultancy service agreement (PMC LTA) with a term of 60 months, covering engineering consultancy services for Saudi Aramco’s future investment projects. In the front-end engineering field, 16 new contracts were signed, with an aggregate contract value of approximately US$145 million. The business portfolio expanded into new areas such as green hydrogen, green ammonia, SAF and inorganic salts, and into new country markets including Uzbekistan, Australia, Korea and Singapore, with representative contracts including the detailed design and overall design for the second phase of Brunei Hengyi, the front-end engineering design and detailed design for the Uzbekistan sustainable aviation fuel (SAF) biorefinery project (the “Uzbekistan SAF Project”), the basic design for the Kazakhstan sulfuric acid and phosphate fertiliser complex project (the “Kazakhstan Sulfuric Acid and Phosphate Fertiliser Project”), and the FEED for the Petronas Sabah fertiliser plant synthetic ammonia and urea upgrade project in Malaysia (the “Malaysia Ammonia Project”), etc. Status of Major Projects under Execution Sinopec Maoming Ethylene Project (the “Maoming Ethylene Project”) (EPC): the project’s design had entered the finalisation stage, construction had entered the peak installation stage, and overall progress exceeded 70%. Shanghai Petrochemical Large-tow Carbon Fibre Project (EPC): phase I of the project has entered feeding and start-up, producing qualified products. Phase II was at the detailed design stage, construction had entered the installation stage, and overall progress exceeded 40%. SHCCIG Yulin Chemical 15 million tons/year Coal Graded Clean and Efficient Conversion Demonstration Project MTO unit and FDPE unit (the “SHCCIG Yulin MTO”) (EPC): the project’s detailed engineering design was completed, construction had entered the installation stage, and overall progress exceeded 50%. Shaanxi Yuli Energy Fine Chemical Materials Co., Ltd. 1 million tons/year High-End Chemicals New Materials Project – the 400,000 tons/year DMTA (methanol toluene to aromatics) unit (the “Yuneng DMTA”) (EPC): the project was at the detailed design stage, the site had entered the installation stage, and overall progress approached 10%. CHN Energy Shenhua Baotou Coal-to-Olefin Upgrading Demonstration Project (the “Shenhua Baotou Coal-to-Olefin”) (EPC): the project was at the final stage of civil construction, installation was in full swing, and overall progress exceeded 60%. Xinjiang Shanneng MTO Project (EPC): the project was at the detailed design stage, the site was at the early stage of civil construction, and overall progress exceeded 10%. North Huajin United Petrochemical Fine Chemical and Raw Material Engineering Project (the “Huajin Project”) (EPC): the project was completed and delivered. Packages P1 and P2 of Saudi Aramco Riyas NGL Project (the “Saudi Riyas Project”) (EPC): the project’s design had entered the finalisation stage, construction had entered the peak installation stage, and overall progress approached 80%. Tank Farm and Integration Project with SATORP Refinery under Saudi AMIRAL Project (the “Saudi AMIRAL Project”) (EPC): the project’s design had entered the finalisation stage, construction had entered the peak installation stage, and overall progress approached 80%. Saudi Aramco’s Jafurah Gas Expansion Project Phase III (the “Saudi Jafurah Project Phase III”) (EPC): the project’s design stage was completed, construction had been fully commenced, and overall progress exceeded 60%. Saudi Aramco Haradh GOSP-3 Oil-Gas Separation and Production Enhancement Project (the “Saudi Haradh Project”) (EPC): the project was at the peak of design and procurement, construction was at the commencement stage, and overall progress exceeded 30%. Saudi Aramco’s Crude Oil Pumping Station Upgrading and Improvement Project (EPC): the project was essentially completed and had entered the finalisation stage. Kazakhstan Silleno Petrochemical Complex Project – Polyethylene and Utilities Project (the “Kazakhstan Silleno PE & UIO Project”): (1) The ethane cracking unit (ECU) project (EPC)’s design had entered the finalisation stage, construction had been fully commenced, and overall progress exceeded 50%. (2) The polyolefin and utilities (PE & UIO) project (EPC) had commenced design and procurement work, and overall progress approached 20%. Kazakhstan Butadiene Project (EPC): the project was at the commencement stage, various preparatory works were progressing in an orderly manner, and overall progress was less than 10%. Algerian LNG/MTBE Project (EPCC): the project’s design and procurement work was substantially completed, construction was approaching the finalisation stage, and overall progress exceeded 90%. Algerian Hassi Refinery Project (EPC): the project was at the peak of design and procurement, construction was at the commencement stage, and overall progress exceeded 20%. Yanbu, Saudi Arabia Green Hydrogen Project (FEED): the project’s overall design progress exceeded 80%. Kazakhstan Sulfuric Acid and Phosphate Fertiliser Project (Pre-FEED): the project was at the commencement stage, and overall design progress exceeded 10%. Malaysia Ammonia Project (FEED): the project’s overall design progress approached 20% Technological Innovation During the Reporting Period, the Group continued to expand the open collaboration in technological innovation. We successfully hosted the 6th Fluid Catalytic Cracking Technology Exchange Conference, the Sulfuric Acid and Phosphate Fertiliser Design Industry Technology Exchange Conference, and the Sinopec Environmental Protection Technology Exchange and Achievement Transformation Seminar, and other industry conferences. We deepened industry-university-research collaborative R&D with multiple research institutes and universities in fields such as high-end carbon materials, biomass gasification, carbon dioxide resource utilisation, hydrogen storage materials and solid waste resource utilisation. During the Reporting Period, the Group’s major scientific and technological achievements included: (1) the “100,000 tonnes/year POE unit” of Sinopec Tianjin achieved mechanical completion, and the “100,000 tonnes/year POE unit” of Zhenhai Refining & Chemical completed detailed design, with the industrialisation of high-end polyolefin materials progressing steadily; (2) the first “million-tonne-scale ethylene technology” licensed to CNPC was calibrated at Jilin Petrochemical, with all indicators better than the design values; (3) the Cangzhou 20,000 tonnes/year organic liquid hydrogen storage project passed acceptance; (4) the world’s first “50,000-tonne-scale carbon dioxide-based poly(propylene carbonate) (PPC) industrialisation unit”, developed through cooperation, successfully produced qualified products, achieving industrialisation of high-value utilisation of carbon dioxide; (5) the “biomass gasification flexible platform construction project” of Hunan Petrochemical achieved mechanical completion, establishing a core technology verification platform for the scaled utilisation of biomass energy; (6) the “basic physical property database for the petrochemical industry” was officially launched, providing query and calculation services for core data resources such as large-scale, high-quality basic physical properties and phase equilibrium experiments; and (7) special work was carried out on the integrated upgrading and promotion of “membrane deaeration” technology. During the Reporting Period, the Group received a total of 35 provincial and ministerial or above level science and technology progress awards (times), of which the project “New Technology for Liquid-Holding Particle Fluidised Bed Ethylene Polymerisation Reaction” received the second prize of the National Science and Technology Progress Award. During the Reporting Period, the Group signed 187 new technology development contracts of various types with a total contract value of RMB320 million, and 70 new technology licensing and technology transformation contracts with a total contract value of RMB256 million. During the Reporting Period, the Group filed 398 new patent applications, of which 309 were invention patents; and 185 newly licensed patents, of which 128 were invention patents. As at the end of the Reporting Period, the Group had 4,774 valid patents, of which 2,673 were invention patents. Application of Advanced Automation Technology During the Reporting Period, the Group’s application rate of automatic welding for process piping continued to increase, and railless crawling welding robots and nine-axis/six-axis pipeline welding robots were widely deployed, among which the first-pass success rate of welding robots at the Maoming Project reached 99.9%. Functional verification of a prototype of confined-space operation robots with multi-source sensor fusion was carried out, and inspection path planning and intelligent recognition algorithm development for safety intelligent inspection robots in multiple scenarios were completed. Pilot initiatives included full-process robotic operations of anti-corrosion inside tanks, intelligent inspection robot dogs, and safety monitoring systems. New energy construction machinery, such as electric forklifts and aerial work platforms, was also promoted. The promotion of Beidou smart construction site development, driving the transformation of project management towards visualised and quantifiable intelligent models. During the Reporting Period, the Jiujiang Aromatics Project undertaken by the Group, relying on design documents and 3D models and using secondary design software and advanced equipment, built an automated, flow-line and information-based piping prefabrication factory, achieving an upgrade from traditional sporadic prefabrication to a process flow-line factory model, with the piping prefabrication ratio approaching 70%. The project fully implemented integrated modular construction, completing the multi-disciplinary integrated installation of 69 structural modules together with equipment, piping, electrical and instrumentation (with a maximum weight of 572 tonnes per single module), significantly improving construction efficiency and intrinsic safety levels. Artificial Intelligence (AI) Applications The Group continues to deepen the integration of AI with its core business, deepening integrated management and practices across collaborative design, supply chain, design constructability studies, and project interface. Through the standardisation of business chain processes, interconnection of data chains and AI applications in the tool chain, we optimises the integrated collaborative working mechanism for engineering construction, providing customers with better full-lifecycle integrated collaborative value-added services. (1) On the design side, professional models have been formed in scenarios such as intelligent review, process safety analysis and structural design, and tangible results have been achieved in plant-wide process optimisation, intelligent drawing and 3D model review. Among them, intelligent design review has been verified and tested in multiple projects; intelligent structural design has been piloted in multiple projects; and the intelligent process safety analysis scenario has completed HAZOP/SIL closed-loop analysis and reporting. (2) On the management side, an intelligent supply chain management system for the full lifecycle of projects has been built. An integrated platform for operation management, project management and construction management has been developed to promote the building of standardised smart construction sites. On the operation management side, management systems such as QHSE and human resources are running online, with intelligent monitoring and early warning of operating indicators such as project progress and contract assets, and the “intelligent contract review” scenario has been piloted. On the project management side, full-lifecycle application integration has been completed and trial operation has been carried out in multiple projects. On the construction management side, an intelligent subcontract resource management system integrating subcontractor information management, assessment and evaluation, contracting planning and on-site supervision, has been built and piloted. (3) On the application side, the collaborative application of 3D design software and intelligent construction equipment is deepened, continuous efforts are made to tackle industrial software such as piping, physical property libraries and process simulation, and the in-depth application and capability iteration of 3D design platforms such as civil design and equipment modelling are promoted. Intelligent Production, Operation and Maintenance The Group continues to expand the breadth and depth of digital plant delivery. We connect the full-lifecycle digital chain of “design – delivery – operation and maintenance”, and accelerates the construction of the “process remote technical support centre” and the “process remote intelligent support service platform”. By integrating dynamic operation data with mechanistic models, we achieve remote diagnosis, predictive maintenance and process optimisation, with deepened application in scenarios such as ethylene, coal gasification and anti-corrosion. In pilot projects, we achieve an increase of 1 to 3 percentage points in the yield of key products such as gasoline and propylene, a reduction of approximately 1.6% in coal consumption of plant operation, and a reduction of over 90% in the reporting burden on plant employees, creating high value-added operation assurance for customers. During the Reporting Period, the value of newly signed contracts for digital delivery and intelligent operation and maintenance exceeded RMB50 million. QHSE Performance Remained Sound As at the end of the Reporting Period, the Group had 2,069 on-going projects with approximately 90,000 on-site employees on average per day; the accumulated safety manhours reached 160 million, with no major safety, quality or environmental incident occurring, and the ESG operational resilience continued to strengthen. During the Reporting Period, the Group carried out a special campaign on material quality, covering key processes such as procurement, supervision and inspection; for the seven core disciplines including civil works, electrical and instrumentation, and piping, it established graded inspection and whole-process traceability mechanisms by work procedure, achieving full coverage of inspection tiers and traceability of quality processes, and continuously progressing towards the goal of “zero defects”. During the Reporting Period, the Group promoted an intelligent identification system for process safety risks, achieving full coverage of supervision and inspection of key projects; it conducted regular special inspections for high-temperature and flood seasons, and improved emergency plans covering 9 major categories including production accidents, public safety and natural disasters. In respect of occupational health, the “Health Management Year” campaign was further deepened, and the physical and mental health of employees was safeguarded through the implementation of personalised health management on a “one plan per person” basis. During the Reporting Period, the Group completed the compilation of the new-version “Green Enterprise Initiative” evaluation indicators and “Green Construction Site” evaluation guidelines, and conducted assessments of green ecological design application for some commenced units. The relevant assessment outcomes will support subsequent optimisation of design standards and achievement of intrinsic environmental protection. Business Outlook In the second half of the year, the Group will focus on four key directions and exert great effort to achieve the full-year targets with high quality, thereby continuously strengthening the operational foundation for Shareholder returns. Cultivate a Comprehensive Market Layout The market development targets of the Group for 2026 are newly signed contract amount of RMB55 billion in domestic market and USD5 billion in overseas market. The Group will firmly extend towards the front end of the engineering industrial chain and high-end of value chain, continuously enhancing high-end service capabilities such as consultancy, FEED and detailed design; give full play to the integrated collaboration advantages of the entire industry chain, create higher value for customers with full-lifecycle holistic solutions, and build a market development pattern with a solid traditional core business, sustained emerging drivers, and domestic-overseas coordination. In the domestic market, the Group will seize opportunities in areas such as coal-to-oil/gas, refining and chemical upgrading, and new materials and vigorously expand into the new energy sector to steadily increase market share. In overseas markets, the Group will further consolidate its presence in key regions such as the Middle East, Central Asia, and North Africa, actively expand into emerging markets, and firmly seize the opportunities arising from regional development and industrial recovery. The Group will accelerate its expansion into new low-carbon sectors including green hydrogen, green ammonia, and SAF, thereby promoting improvements in both scale and quality of its international business. The Group will continue to develop its emerging business and push forward in tracks such as chemical new materials, green hydrogen/ammonia/methanol, biomass energy, inorganic chemicals, energy conservation and environmental protection, aiming to build a diversified second growth curve. Enhance Project Profitability Deepen full-lifecycle operation and control. Continuously carry out design optimisation and precisely reduce project investment costs. Vigorously promote modular design, factory prefabrication and on-site assembly construction, with the automatic welding application rate further increased by 3 percentage points; promote smart construction sites, welding robots and other intelligent equipment, deepen the scenario implementation of AI in design optimisation and project management, and continuously improve management efficiency and reduce operating costs. Refined supply chain and settlement management. Intensify the cultivation of strategic subcontractors and tap the synergy benefits of the supply chain. Increase coordination with Chinese suppliers and logistics providers to reduce procurement costs; accelerate the establishment of the overseas project procurement management system and overseas low-cost operation centres. Focus on full-lifecycle cost control and close-out review of key overseas projects, systematically summarise experience and lessons, and continuously improve the operation and management level of international projects. Strengthen Core Technological Advantages Focusing on key directions such as low-cost refining, biomass gasification, SAF, recycling and high-value utilisation of waste polymer materials, high-performance polyolefins, energy conservation and emission reduction and green and low-carbon development, and intelligent refineries, the Group will coordinate the optimisation of technology sources and engineering technology R&D. It will intensify the market promotion and brand building of its competitive technologies, create markets through technology, and continuously enhance the Company’s core influence and voice in the industry. The Group will enhance systematic engineering transformation capabilities, deepen open industrial cooperation, strengthen the integrated synergy among research and development, design, manufacturing and construction, and expedite the industrialisation and commercial application of innovative achievements. The Group will continue to promote the in-depth integration of digital and intelligent technologies with the core business. Taking intelligent design and intelligent manufacturing as the starting point, vigorously promote the integrated application of artificial intelligence across the entire industry chain, accelerate breakthroughs in key technologies for the localisation of engineering software, improve the intelligent technology platform system, and facilitate the efficiency upgrade of the entire engineering chain collaboration. Strengthen Risk Prevention and Control Build a full-lifecycle “comprehensive risk control” system. Strengthen advance risk management to the project’s earlier stage, and strictly implement project initiation review and decision-making procedures. Continuously strengthen overseas public security, compliance, and fiscal and tax risk management; establish dynamic early warning and emergency plan mechanisms for macro risks such as geopolitics. The Group will enhance the monitoring of financial and operational risks, and strictly control various risks including capital, foreign exchange, and taxation. The Group will also implement whole-process and all-factor cost control, expedite the settlement of completed projects and the repatriation of overseas funds, thereby safeguarding the sound and stable operations of the Company. Summary of Financial Data and Indicators Prepared in Accordance with International Financial Reporting Standards (“IFRS”) Unit: RMB’000 Items As at 30 June 2026 As at 31 December 2025 Changes from the end of 2025 (%) Current assets 83,479,293 83,609,910 (0.2) Non-current assets 7,540,256 7,809,868 (3.5) Total equity attributable to equity holders of the Company 31,934,736 31,913,953 0.1 Net assets per share attributable to equity holders of the Company (RMB) 7.27 7.26 0.1 Unit: RMB’000 Items For the six months ended 30 June Changes over the same period of 2025 (%) 2026 2025 Revenue 35,624,371 31,618,910 12.7 Gross profit 2,739,642 2,604,151 5.2 Operating profit 1,076,392 1,163,909 (7.5) Profit before taxation 1,440,322 1,613,762 (10.7) Net profit attributable to equity holders of the Company 1,137,149 1,386,836 (18.0) Basic earnings per share (RMB) 0.26 0.32 (18.0) Net cash flow generated (used) / from in operating activities (959,002) 3,299,934 - Net cash flow generated (used) / from in operating activities per share (RMB) (0.22) 0.75 - Items For the six months ended 30 June 2026 2025 Gross profit margin (%) 7.7 8.2 Net profit margin (%) 3.2 4.4 Return on assets (%) 1.3 1.6 Return on equity (%) 3.6 4.3 Return on invested capital (%) 3.6 4.4 Items As at 30 June 2026 As at 31 December 2025 Asset-liability ratio (%) 64.8 65.0 ~ End ~ This press release is issued by PRChina Limited on behalf of SINOPEC Engineering (Group) Co., Ltd. About SINOPEC Engineering (Group) Co., Ltd. The Group is a comprehensive service provider covering the entire energy and chemical industry value chain and full project lifecycles. With over 70 years of history, it operates across multiple industrial sectors, including petroleum refining, petrochemical, aromatics, new coal chemical, inorganic chemical, pharmaceutical chemical, clean energy, storage and transportation facility, as well as environmental protection and energy conservation. The Group is committed to providing global clients with full industry chain services, including engineering R&D, technical consulting, technology licensing, engineering consulting, engineering design, project management, financing and EPC (engineering, procurement and construction) contracting. Its services also cover material procurement, equipment manufacturing, construction and installation, large-scale equipment lifting and transportation, pre-commissioning and commission services as well as operation and maintenance. The Group has delivered, on schedule, hundreds of modern chemical plants featuring large investment scales, complex processes, advanced technologies and high-quality standards for clients in more than 30 countries and regions. Over the years, it has built extensive and stable client relationships and earned significant industrial influence and social recognition. Disclaimer This press release includes “forward-looking statements”. All statements, other than statements of historical facts that address activities, events or developments that the Group expects or anticipates will or may occur in the future (including but not limited to projections, targets, other estimates and business plans) are forward-looking statements. The Group’s actual results or developments may differ materially from those indicated by these forward-looking statements as a result of various factors and uncertainties, including but not limited to the price fluctuation, possible changes in actual demand, foreign exchange rate, market shares, competition, environmental risks, possible changes to laws, finance and regulations, conditions of the global economy and financial markets, political risks, possible delay of projects, government approval of projects, cost estimates and other factors beyond the Group’s control. In addition, the Group makes the forward-looking statements referred to herein as of today and undertakes no obligation to update these statements. Investor and Media Enquiries: SINOPEC Engineering (Group) Co., Ltd. Office of the Board Tel: (86) 10 5673 0525 Email: seg.ir@sinopec.com PRChina Limited Jin LIU / Liky GUO Tel: (852) 2522 1838 / (852) 2522 1368 Fax: (852) 2521 9955 Email: seg@prchina.com.hk 16/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 11/08/2026 / 13:55 UTC+8 On August 7, Diagens Technology Co., Ltd. (02526.HK, Diagens‑B, “Diagens Tech”) released its interim results for the six‑month period ended June 30, 2026. During the reporting period, Diagens Tech (the “Company”) posted revenue of RMB 108.7 million, up 21.0% year‑over‑year; gross profit reached RMB 80.504 million, representing a 14.0% year‑over‑year increase, with an overall gross margin of 74.1%. Among revenue streams, model‑as‑a‑service revenue hit RMB 94.541 million, jumping 101.1% year‑over‑year and accounting for roughly 86.9% of total revenue, emerging as the key driver of topline growth for the period. Scaling revenue from model‑as‑a‑service underscores the steady commercial momentum of the Company’s platform-based business model built around its foundational large models for medical imaging. As a tech company revolutionizing medical diagnostics with AI, Diagens Tech has built a world‑leading “R&D and production acceleration platform” for medical imaging AI anchored on its self‑developed foundational medical imaging model iMedImage®. It combines massive hospital imaging datasets with clinician expertise to rapidly incubate AI‑powered diagnosis assistance models. Its core competitive edge lies in the reusability of its foundational model: one underlying framework works across imaging modalities, organs, diseases and clinical use cases, enabling efficient iteration of specialty‑specific models without building solutions from scratch. Launched after the reporting period, iMedLoop™ links critical workflows including data acquisition, professional annotation, model training and evaluation, release and deployment, and real‑world application feedback, creating a sustainable loop: foundational model – specialty‑specific model – services and products – real‑world feedback – model iteration. From a business model perspective, the Company operates two core business lines: model‑as‑a‑service and intelligent medical imaging products. The former empowers clients to translate data and expertise into functional AI models. The latter turns proven models into regulatory‑compliant medical software and devices integrated into routine clinical workflows, delivering a full value chain from technology enablement to real‑world implementation. Diagens Tech is accelerating its transition from a development stage focused on isolated technical capabilities and project‑level validation toward a new commercial phase defined by reusability, scalability and continuous iteration. During the reporting period, Diagens Tech further shifted its business focus toward model services. Revenue from model‑as‑a‑service rose from RMB 46.96 million in the same period last year to RMB 94.541 million. Its offerings cover model and technology licensing, cloud‑hosted iMedMaaS® services, and on‑premises SCTI all‑in‑one appliances for storage, computing, training and inference, catering to diverse hospital requirements for cloud access, data security and on-premises deployment. The Company redefined this revenue stream from “technology licensing” to “model‑as‑a‑service” in the current period. There have been no material changes to underlying business activities or revenue recognition methodologies. The updated label better reflects the current service portfolio and business development. Aligned with the full end‑to‑end workflow of medical imaging AI - spanning data processing, model R&D and real‑world adoption - Diagens Tech keeps strengthening its medical imaging AI R&D and production acceleration platform. The iMedImage® foundational medical imaging model delivers reusable image comprehension and reasoning capacity. iMedStudio™ handles data processing, professional annotation, manual revision and QC review. iMedMaaS® enables training, publishing and deployment of specialty‑specific models, while DoctorBench® assesses model performance, safety and operational boundaries. Collectively, these modules form the core technical backbone of the R&D and production platform. After the reporting period, these components have been orchestrated by iMedLoop™ into one cohesive end‑to‑end system. As of the announcement release date, more than 3,000 professionals have participated in iMedLoop™, with roughly 28.95 million annotated samples accumulated. As of June 30, 2026, the Company had completed 158 model-related projects in partnership with 99 hospitals, including 65 Grade‑3 Class‑A hospitals, covering 43 human organs/anatomical sites and 61 disease categories. These collaborative projects continuously build up real‑world assets: specialty task definitions, evaluation methodologies, deployment know‑how and clinical practitioner feedback. This practical foundation supports ongoing model iteration and future project delivery, while broadening the scope of medical imaging tasks addressable via the platform. Within the medical imaging AI sector, commercialization strategies are diverging sharply. One group builds businesses around the sales of imaging hardware, rolling out AI as a value‑adding feature bundled with physical devices. Another group focuses on disease‑specific vertical models, pursuing commercialization through disease‑by‑disease R&D, regulatory registration and product sales. Adding new disease indications typically requires fresh data preparation, model development and regulatory validation. Diagens Tech has adopted a platform‑based foundational model strategy. The shared technical foundation of iMedImage® enables multi‑task reuse. iMedLoop™ links data governance, model training, evaluation, deployment, feedback and iteration. This strategy steadily brings down development and delivery costs for additional specialty‑specific clinical tasks. As more Class III medical device products gain regulatory approval, standalone algorithms are no longer the primary scarce asset. Competitive moats are shifting away from the accuracy of isolated models toward full‑stack platform capabilities - compliant data use, industrialized model production, regulatory‑compliant commercialization and real‑world clinical delivery. Looking at industry evolution, companies with closed‑loop capabilities spanning data governance, model R&D and clinical deployment are best positioned to capture opportunities arising from medical imaging AI industrialization and market‑driven deployment of healthcare data assets. Accounting for roughly 86.9% of total first‑half revenue, Diagens Tech’s model‑as‑a‑service business demonstrates that the Company has built a proven end‑to‑end “data‑model‑clinic” commercial value chain, with its platform‑centric capabilities now undergoing scalability validation. On the regulatory front, on May 19, 2026, Diagens Tech’s AI AutoVision® karyotyping image‑aided diagnosis software secured the Class III medical device registration certificate issued by the National Medical Products Administration (NMPA). This product assists segmentation, counting, identification, rearrangement and suspected‑anomaly flagging for G‑banded karyotype images from peripheral blood and amniotic fluid samples, with all outputs subject to review by qualified professionals. This regulatory clearance further validates Diagens Tech’s capacity to translate foundational medical imaging model capabilities into regulatory‑grade medical device offerings, moving its flagship product past regulatory review and into the commercial launch phase. To strengthen its long‑term technology and product foundations, Diagens Tech recorded R&D expenses of RMB 64.118 million in the first half, representing a 67.4% year‑over‑year increase. Investment priorities included upgrades to its foundational medical imaging model, specialized workflows and high quality data governance, model performance evaluation, full lifecycle management for core products, and R&D for pipeline products. At period‑end, the Company held roughly RMB 655 million in cash and cash equivalents, net current assets of approximately RMB 701 million, and a debt‑to‑asset ratio of around 13.0%, providing solid backing for future R&D spending and commercialization initiatives. During the results briefing, SONG Ning, Founder and Chairman of the Board of Diagens Tech, outlined three evolutionary phases for global medical imaging AI. The 1st phase is broad adoption of AI‑assisted diagnostics. Approximately 14,000 existing medical imaging diagnostic workflows across 3,000 categories are gradually shifting expert‑only interpretation toward AI-assisted workflows, lifting diagnostic efficiency and accuracy while extending high quality diagnostic capacity to grassroots medical institutions. The 2nd phase has already commenced and is expected to accelerate over the next two years. AI will enable entirely new imaging‑based clinical interventions. Use cases include ultrasound‑driven prediction of fetal preterm birth risk, AI-aided delivery mode assessment, and early directional prognosis judgment for tumor drug treatment derived from imaging analysis. The total number of relevant clinical workflows is projected to exceed 16,000. The 3rd phase is set to mature over the next four to six years, marked by deep integration between large imaging models and large language models. This will take public health management systems to the next level, delivering more efficient, precise and inclusive health services for all. On capital market developments: per Hang Seng Indexes Company’s quarterly review schedule and market forecasts, Diagens Tech is viewed as a potential candidate for inclusion in the Hang Seng Composite Index in this round of adjustments. Review outcomes are expected to be announced in late August. Should the Company secure inclusion, it may qualify for Stock Connect trading upon the September index re‑constitution. Successful index inclusion would likely draw broader mainstream investor attention and improved liquidity for the Company’s platform‑driven commercialization strategy. Diagens Tech stated it will keep driving technical iterations centered on iMedImage®, enhance iMedLoop™ capabilities in data generation, model training, evaluation, deployment services and real‑world feedback. It will push ahead with productization and large‑scale delivery of its model‑as‑a‑service offerings. It will further accelerate commercial rollout, overseas registration and indication expansion for AI AutoVision®, alongside progress across its in‑development product pipeline. Leveraging its platform strengths, Diagens Tech will capitalize on opportunities arising from medical imaging AI industrialization and market‑driven deployment of healthcare data assets, fueling the global medical imaging sector’s shift to intelligent clinical workflows. 11/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 11/08/2026 / 12:29 UTC+8 【For Immediate release】 Trio Industrial Electronics Group Limited (Stock Code: 1710.HK) Trio Group Unveils Its New Strategy: Redefining Urban Energy “Stations as Media, Media Empowers Energy Amid the wave of green transformation, AI and the digital economy, TRIO GROUP is proud to unveil a revolutionary smart energy ecosystem. We are not just building charging stations—we are constructing an entirely new business empire that integrates energy, transportation, and media. Through our original core strategy— “Stations as Media, Media Empowers Energy” — we are transforming traditional charging stations into high-value smart interactive hubs. AI serves as the decision-making hub that powers precise computation across this entire ecosystem. The Three Pillars of Our Core Strategy: Driving Future Growth Energy is Traffic Our charging stations are strategically located in high-traffic areas bustling with both people and vehicles. Integrated with solar power generation and high-efficiency energy storage systems, we provide green, stable electricity to local communities. More importantly, we convert EV owners into high-quality “energy traffic”—offering not just charging services, but also a gateway for deep user engagement. Media Empowers Energy Each site is equipped with large, high-definition digital displays, turning charging posts into precision digital billboards. Through programmatic ad placements and a content platform, we offer brands a prime channel to reach high-net-worth EV owners with targeted marketing. This approach not only generates additional advertising revenue but also effectively reduces energy operating costs—realizing the value of media as a subsidy for the energy sector. Offline Traffic Gateway for Global Business TRIO GROUP is committed to breaking down the boundaries between online and offline. Our sites serve as the ideal physical hubs connecting global enterprises with local consumers. From Central Asia and Southeast Asia to a worldwide footprint, we provide robust offline traffic support for Chinese companies going global—helping your brand shine on the world stage. The "1+1+1 > 3" Synergy This is not mere addition—it is exponential growth. By integrating the energy network, digital network, and transportation network into one, TRIO GROUP unlocks unprecedented synergies: Lower energy costs: Media revenue subsidizes charging operations, enabling more competitive pricing. Higher asset utilization: Dual empowerment through charging and advertising boosts site productivity. Better user experience: Smart charging combined with infotainment services creates a one-stop lifestyle space for EV drivers. Conclusion TRIO GROUP sincerely invites you to join this energy revolution. Equipped with AI-driven decision-making capabilities, each station transforms energy infrastructure into a human-centric media gateway. Let us work hand in hand to unlock the boundless potential of ""Stations as Media, Media Empowers Energy" —and together, open a new chapter in green, smart living. TRIO Group Smart Energy, Powering the Future - End – About Trio Industrial Electronics Group Limited (Stock Code: 1710.HK) Trio Group is a leading Hong Kong-based manufacturer and supplier of advanced industrial electronic components and products, with over 40 years of industry expertise. Specialising in power supply solutions, the group serves key sectors such as energy efficiency and medical electronics. As the first Hong Kong electronics supplier to achieve Industry 4.0 maturity certificate - industry 4.0 1i level. Trio Group integrates smart manufacturing and innovative technologies to deliver high-performance solutions, earning a strong reputation as a trusted partner for numerous globally recognised brands, primarily in Europe and North America. In response to the growing emphasis on ESG (Environmental, Social, and Governance) principles and the urgent demand for decarbonisation, Trio Group is strategically expanding into the renewable energy sector through its proprietary brand, Deltrix. The company is actively developing solutions in: EV charging infrastructure Solar energy storage systems Smart power management Charging network deployment With a focus on Central Asia and Southeast Asia, Trio Group is committed to advancing green technology innovation, positioning itself as a key player in the global energy transition while driving sustainable business growth. By leveraging its technical expertise and forward-looking strategies, the group continues to reinforce its role in shaping a low-carbon future. This press release is issued by DLK Advisory Limited on behalf of Trio Industrial Electronics Group Limited. For further information, please contact: DLK Advisory 金通策略 Email: pr@dlkadvisory.com Tel: +852 2857 7101 File: 1710_press release_ENG_20260811 11/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 11/08/2026 / 11:34 UTC+8 Envision Greenwise Holdings Ltd. plans to raise around HK$1.1 billion in combined gross proceeds through a concurrent vendor top-up share placement and RMB-denominated convertible bond offering, with a subsidiary of MiniMax Group Inc. identified as a prospective placee and subscriber, per a Hong Kong Exchange filing dated Aug.10. The dual fundraising package comprises a vendor placement of roughly 117.9 million existing shares and a matching top-up subscription of new shares, priced at HK$4.66 each. The placement price represents a 10.56% discount to the stock’s closing price of HK$5.21 on the last trading day. Upon completion, the newly issued top-up shares will account for 3.92% of the company’s enlarged issued share capital. Parallel to the equity placement, the group’s wholly-owned subsidiary will issue RMB472 million guaranteed convertible bonds settled in US dollars, maturing Aug.18, 2027. The bonds carry an annual coupon rate of 5%, with an initial conversion price set at HK$5.22 per share, marking a slight 0.19% premium to the latest close. Ninety per cent of the total net proceeds will be deployed to fund the previously announced acquisition of an a cloud computing and data center services provider in China. The remaining 10% will be retained as working capital to support daily operations and business expansion. A subsidiary of MiniMax Group Inc., a leading developer of AI foundation models, is expected to participate as a prospective placee and subscriber in both transactions. The proposed participation reflects the strategic alignment between MiniMax’s computing-resource requirements and Envision Greenwise’s service capabilities, and is expected to foster future cooperation in computing resources and intelligent computing infrastructure. Macquarie Capital, Deutsche Bank AG Hong Kong Branch and BOCI Asia Limited are acting in various coordinating, bookrunning, lead-management and placing-agent roles in the transactions. 11/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS Newswire / 07/08/2026 / 13:57 UTC+8 Macau SAR, August 7, 2026 — The “Galaxy Macau and Ant Bank (Macao) Financial Services Station” officially opened today at Taste of Asia of Galaxy Macau. This Financial Services Station jointly developed by Galaxy Macau and Ant Bank (Macao) represents a historic first – bringing digital financial services into the integrated resort landscape for the very first time. Integrating self-service banking facilities, interactive displays, financial consultation services, and the upcoming all-new Galaxy membership program, the Station offers users a more convenient, diversified, and seamless one-stop financial services experience. As the integrated resort celebrating the most Forbes Five-Star awards worldwide, Galaxy Macau has always been committed to creating distinctive leisure and tourism experiences built on the foundation of its “World-Class, Asian Heart” service philosophy. A previous opportunity to further enhances Galaxy Macau’s offerings, this collaboration also bridges digital financial services and tourism, retail, dining, and membership ecosystems, modernising tourism and lifestyle services, while supporting Macao’s development as a World Centre of Tourism and Leisure and advancing the city’s “1+4” strategy for an appropriately diversified economy. [caption id="" align="aligncenter" width="500"] Ribbon-cutting ceremony marks the official opening of Galaxy Macau and Ant Bank (Macao) Financial Services Station[/caption] The opening ceremony was officiated by a distinguished group of guests, including Chui Sai Cheong, Standing Committee Member of the National Committee of the Chinese People's Political Consultative Conference and President of the Macao Chamber of Commerce; Ip Sio Kai, Member of the National Committee of the Chinese People's Political Consultative Conference, Member of the Executive Council of MSAR Government, and Chairman of the Macau Association of Banks; Francis Lui Yiu Tung, Member of the National Committee of the Chinese People's Political Consultative Conference, and Chairman of Galaxy Entertainment Group; Sun Ho, Chairman of the Board of Directors of Ant Bank (Macao) Limited; Paul Tse, Director of Marketing and Event Services of Galaxy Entertainment Group; Chan Wa Keong, Member of the National Committee of the Chinese People's Political Consultative Conference, and Director of Ant Bank (Macao) Limited, marking the official opening of the service station. Integrating FinTech into Tourism Scenarios to Drive New Growth Opportunities As tourism consumption continues to evolve, financial services are expanding beyond the traditional transactional roles to encompass a wide range of travel, payment, membership and lifestyle scenarios, becoming an integral driver of enhanced visitor experiences and consumer engagement. This pioneering financial services station, the first jointly established by a Macau integrated resort and Ant Bank (Macao), signifies a major step forward in Galaxy Macau and Ant Bank (Macao)'s shared vision of advancing the "Finance + Tourism" convergence. By leveraging the synergistic interaction between fintech innovation and tourism consumption, the collaboration aspires to offer visitors a more intelligent, convenient, and integrated one-stop service experience. [caption id="" align="aligncenter" width="500"] Galaxy Macau and Ant Bank (Macao) Financial Services Station officially opens[/caption] Equipped with Ant Bank (Macao)’s smart self-service platform, the Financial Services Station is home to a range of financial services, including cash deposits and withdrawals and mCard top-ups. Guests will be able to get familiarized with and experience fintech and its applications at the Station, with the help of a dedicated showcase and professional team, understanding the interactions between financial services, tourism and daily consumption. The occasion also marks the debut of a collection of themed activities and privileges co-presented by Galaxy Macau and Ant Bank (Macao). Guests will have the chance to get rewarded with luxury hotel accommodations, popular gadgets, cash vouchers, and Galaxy Rewards members welcome gifts, adding up to over MOP10,000. Through the seamless integration of financial services, new Galaxy membership privileges, and spending incentives, the Services Station elevates the customer journey, stimulates visitor traffic and consumer spending, and promotes the coordinated growth of the tourism, retail, and merchant ecosystem. Advancing the Integration of Finance and Tourism to Support Macau’ s Appropriate Economic Diversification Paul Tse, Director of Marketing and Event Services of Galaxy Entertainment Group, said: “Travel has evolved into a connected ecosystem spanning payments, memberships, consumption, and lifestyle services. This collaboration brings innovative digital financial solutions to Galaxy Macau, delivering a smarter and more seamless experience for our guests while further advancing the integration of tourism, consumption, and technology. Guests are invited to sign up for Galaxy members, which unlocks customized privileges and rewards. We look forward to deepening our partnership with Ant Bank (Macau) to explore new opportunities in ‘Tourism + Finance’ and support Macau’s development as a World Centre of Tourism and Leisure.” Huo Lei, General Manager of the Business Development Division of Ant Bank (Macao) Limited, said, “We are delighted to partner with Galaxy Entertainment Group. Drawing on the diverse consumer ecosystem of Galaxy Macau together with Ant Bank (Macao)’s digital technology capabilities, we aim to further embed financial services into tourist and consumer environments so that users can enjoy even more convenient and inclusive digital financial services. At the same time, this will also support merchants in expanding their customer reach and help bring greater dynamism to their businesses. Fostering positive links between tourism, consumer consumption, and financial services is part of our steadfast commitment to Macau’s economic diversification push and the innovative development of the modern financial industry.” 07/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News. The issuer is solely responsible for the content of this announcement. Media archive at www.todayir.com

EQS Newswire / 06/08/2026 / 14:46 UTC+8 On 22 July 2026, Hong Kong Fiduciary Association Limited successfully held the “Global Family Office New Era Summit” in Kuala Lumpur, Malaysia. Under the theme Honouring Legacy, Shaping Tomorrow” , this summit gathered leading figures from the global wealth management sector and was dedicated to establishing a high-quality platform for exchange and cooperation within the international wealth management industry. [caption id="" align="aligncenter" width="500"] Scenes from the Global Family Office New Era Summit[/caption] In recent years, as the global wealth management landscape has continued to evolve, family offices have become a key vehicle for wealth inheritance. Leveraging its strengths as an international financial centre, a well-developed professional ecosystem and its strategic location, Hong Kong is emerging as a major hub for the development of family offices in Asia. Recent data shows that the number of single family offices in Hong Kong has surpassed 3,300, more than half of which have assets under management exceeding US$51 million, further cementing Hong Kong’s position as Asia’s leading family office hub. Against this rapid growth, nearly 300 political and business leaders, wealth management experts, and industry representatives gathered to discuss what lies ahead for the sector. Hong Kong Fiduciary Association Limited invited senior government officials including The Honourable Christopher Hui, Secretary for Financial Services and the Treasury of the Government of the Hong Kong Special Administrative Region, and also Tan Sri Dato Sri Ong Tee Keat, Former Minister of Transport, Malaysia and President of Belt and Road Initiative Caucus for Asia Pacific (BRICAP), to attend our summit and deliver keynote speeches for us. The summit also gathered representatives from the world’s leading professional organisations, including local law firm in Hong Kong with a century of history – Deacons; One of the world’s Big Four accountancy firms – KPMG; Licensed digital asset trading platform in Hong Kong - HashKey Cloud; Licensed trust services provider – Hong Kong Trust Capital Management Limited; and also Inheritance Asset Management Limited with Hong Kong Securities and Futures Commission License Type 4 & Type 9. The experts engaged in in-depth discussions on cutting-edge topics such as global wealth management, cross-border financial cooperation, digital assets and innovations in trust services, and jointly explored development opportunities for family offices in the new era. [caption id="" align="aligncenter" width="500"] Group Photo of Guests at the Global Family Office New Era Summit[/caption] As a major industry event transcending geographical boundaries, this summit not only witnessed in-depth exchanges between Hong Kong, China and Malaysia in the fields of finance and wealth management, but also reflected the shared aspirations of the Asia-Pacific family wealth management sector for high-quality development. 1. Government and business leaders gathered in Kuala Lumpur to discuss development opportunities for global family offices At the beginning of the summit, Mr. Mong Chung Chee, President of Hong Kong Fiduciary Association Limited in Asia Pacific region, delivered the speech on behalf of the organizer. He noted that, as the global wealth management landscape continues to evolve, Hong Kong has been steadily strengthening its competitive edge as an international family office hub, thanks to its mature common law system, status as an international financial centre and well-developed professional services ecosystem. Under this circumstance, Hong Kong Fiduciary Association Limited will continue to leverage its strengths as an international platform to gather global professional institutions and high-quality resources, thereby driving innovation and development within the family office sector and creating more opportunities for cross-border collaboration and international growth for entrepreneurs and high-net-worth individuals. Subsequently, The Honourable Christopher Hui, Secretary for Financial Services and the Treasury of the Government of the Hong Kong Special Administrative Region, delivered a keynote speech entitled “Bringing Certainty to Uncertainty: Hong Kong’s Edge as a Family Office Hub”. In his address, he assured attendees that, with its robust regulatory framework, forward-looking fiscal system and long-standing position as a premier global family office hub, Hong Kong is undoubtedly their “anchor of stability” amid global headwinds. Tan Sri Dato Sri Ong Tee Keat, former Minister of Transport, Malaysia and President of Belt and Road Initiative Caucus for Asia Pacific (BRICAP), delivered a keynote speech on: “Bridging Prosperity through Synergy between Hong Kong and Malaysia in the New Era”. Against the backdrop of global wealth management’s ongoing shift towards integrated development, the summit brought together representatives from various professional fields—including law, taxation, digital finance and trust to explore the future direction of family offices from multiple perspectives, thereby offering entrepreneurs and high-net-worth individuals a more diverse range of international professional insights. Ms. Fiona Fong, Partner of Financial Services at Deacons, took a deep dive into “Governance, Licensing, and Investment Structuring: The Key Pillars of a Resilient Hong Kong Family Office” . Ms. Lorraine Cheung, Partner of Business Tax Advisory at KPMG, highlighted Hong Kong’s competitive edge in her presentation: “Hong Kong Wealth Management Advantages: Why Hong Kong!” Mr. Vincent Shang, Business Development Director of HashKey Cloud, delivered a presentation titled “Digital Assets and the Future of Family Office Portfolios”, in which he explored the rationale for allocating digital assets in family office portfolios and their future prospects. Mr. Melvin Mui, Chief Executive Officer of Hong Kong Trust Capital Management Limited, delivered an in-depth presentation on “How Can Hong Kong Trusts Meet the Diverse Needs of Global Family Offices in this New Era”. Spanning institutional development and professional services, cross-border collaboration and digital innovation, as well as wealth management and family inheritance, this summit has showcased the latest trends and practical directions in the global family office sector through its diverse thematic sessions. It has also fostered greater exchange and mutual learning among international professional institutions, injecting fresh ideas and momentum into the sector's innovative development. 2. Appreciation dinner forged consensus on cooperation; A start of new chapter on international collaboration Upon the end of this summit, the appreciation dinner of “Global Family Office New Era Summit” was grandly held on that night to express our sincere gratitude to the distinguished speakers, partners and clients who travelled from afar. Mr. Mong Chung Chee, President of Hong Kong Fiduciary Association Limited in Asia Pacific region and Mr. Cyril Yeung, Founder and Honorary President of Hong Kong Fiduciary Association Limited, once again extended a warm welcome and expressed sincere thanks to all the guests at the dinner. Mr. Cyril Yeung noted that, Hong Kong Fiduciary Association Limited has always adhered to a philosophy of international development and has consistently forged connections with professional resources worldwide. In the future, it will continue to leverage the strengths of its international platform and work closely with more partners to drive the industry to new heights. During the appreciation dinner, Hong Kong Fiduciary Association Limited arranged a commemorative gifts presentation to our speakers to thank them for their strong support and wonderful sharing, which helped make the summit such a success. We also presented honorary certificates to members of the HKFA Global Family Office Association (HKFAGFOA) in recognition of their continued support and trust. In the closing address, Mr. Alan Xu, President of Hong Kong Fiduciary Association Limited in Greater China, also expressed a sincere hope that, we would be able to work closely with more international partners, to deepen professional exchanges, and to jointly explore new models and opportunities for the development of family offices in the future. 3. Embarking on new journey: The 11th Anniversary Global Gala is about to commence The “Global Family Office New Era Summit” came to a successful close. The successful staging of this summit has not only established a vital platform for international exchange and cooperation among global family offices, but has also further promoted the interconnection of resources, professional collaboration and shared progress within the wealth management sector in Hong Kong, China Malaysia and the Asia Pacific region. Looking ahead, the Hong Kong Fiduciary Association Limited will continue to adopt an open approach to expanding international collaboration, building even more effective bridges for the exchange of global resources. Meanwhile, the “Global Family Office New Era Summit (Hong Kong)” and the Hong Kong Fiduciary Association Limited’s 11th Anniversary Gala Dinner will be held on 11 November 2026 at the Hong Kong Convention and Exhibition Centre. We cordially invite global partners, entrepreneurs and high-net-worth individuals to gather in Hong Kong for this prestigious event and to shape the future of wealth management together. Media Contact: jessica@inheritanceam.com 06/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News. The issuer is solely responsible for the content of this announcement. Media archive at www.todayir.com

EQS via SeaPRwire.com / 07/08/2026 / 13:57 UTC+8 Macau SAR, August 7, 2026 — The “Galaxy Macau and Ant Bank (Macao) Financial Services Station” officially opened today at Taste of Asia of Galaxy Macau. This Financial Services Station jointly developed by Galaxy Macau and Ant Bank (Macao) represents a historic first – bringing digital financial services into the integrated resort landscape for the very first time. Integrating self-service banking facilities, interactive displays, financial consultation services, and the upcoming all-new Galaxy membership program, the Station offers users a more convenient, diversified, and seamless one-stop financial services experience. As the integrated resort celebrating the most Forbes Five-Star awards worldwide, Galaxy Macau has always been committed to creating distinctive leisure and tourism experiences built on the foundation of its “World-Class, Asian Heart” service philosophy. A previous opportunity to further enhances Galaxy Macau’s offerings, this collaboration also bridges digital financial services and tourism, retail, dining, and membership ecosystems, modernising tourism and lifestyle services, while supporting Macao’s development as a World Centre of Tourism and Leisure and advancing the city’s “1+4” strategy for an appropriately diversified economy. Ribbon-cutting ceremony marks the official opening of Galaxy Macau and Ant Bank (Macao) Financial Services Station The opening ceremony was officiated by a distinguished group of guests, including Chui Sai Cheong, Standing Committee Member of the National Committee of the Chinese People's Political Consultative Conference and President of the Macao Chamber of Commerce; Ip Sio Kai, Member of the National Committee of the Chinese People's Political Consultative Conference, Member of the Executive Council of MSAR Government, and Chairman of the Macau Association of Banks; Francis Lui Yiu Tung, Member of the National Committee of the Chinese People's Political Consultative Conference, and Chairman of Galaxy Entertainment Group; Sun Ho, Chairman of the Board of Directors of Ant Bank (Macao) Limited; Paul Tse, Director of Marketing and Event Services of Galaxy Entertainment Group; Chan Wa Keong, Member of the National Committee of the Chinese People's Political Consultative Conference, and Director of Ant Bank (Macao) Limited, marking the official opening of the service station. Integrating FinTech into Tourism Scenarios to Drive New Growth Opportunities As tourism consumption continues to evolve, financial services are expanding beyond the traditional transactional roles to encompass a wide range of travel, payment, membership and lifestyle scenarios, becoming an integral driver of enhanced visitor experiences and consumer engagement. This pioneering financial services station, the first jointly established by a Macau integrated resort and Ant Bank (Macao), signifies a major step forward in Galaxy Macau and Ant Bank (Macao)'s shared vision of advancing the "Finance + Tourism" convergence. By leveraging the synergistic interaction between fintech innovation and tourism consumption, the collaboration aspires to offer visitors a more intelligent, convenient, and integrated one-stop service experience. Galaxy Macau and Ant Bank (Macao) Financial Services Station officially opens Equipped with Ant Bank (Macao)’s smart self-service platform, the Financial Services Station is home to a range of financial services, including cash deposits and withdrawals and mCard top-ups. Guests will be able to get familiarized with and experience fintech and its applications at the Station, with the help of a dedicated showcase and professional team, understanding the interactions between financial services, tourism and daily consumption. The occasion also marks the debut of a collection of themed activities and privileges co-presented by Galaxy Macau and Ant Bank (Macao). Guests will have the chance to get rewarded with luxury hotel accommodations, popular gadgets, cash vouchers, and Galaxy Rewards members welcome gifts, adding up to over MOP10,000. Through the seamless integration of financial services, new Galaxy membership privileges, and spending incentives, the Services Station elevates the customer journey, stimulates visitor traffic and consumer spending, and promotes the coordinated growth of the tourism, retail, and merchant ecosystem. Advancing the Integration of Finance and Tourism to Support Macau’ s Appropriate Economic Diversification Paul Tse, Director of Marketing and Event Services of Galaxy Entertainment Group, said: “Travel has evolved into a connected ecosystem spanning payments, memberships, consumption, and lifestyle services. This collaboration brings innovative digital financial solutions to Galaxy Macau, delivering a smarter and more seamless experience for our guests while further advancing the integration of tourism, consumption, and technology. Guests are invited to sign up for Galaxy members, which unlocks customized privileges and rewards. We look forward to deepening our partnership with Ant Bank (Macau) to explore new opportunities in ‘Tourism + Finance’ and support Macau’s development as a World Centre of Tourism and Leisure.” Huo Lei, General Manager of the Business Development Division of Ant Bank (Macao) Limited, said, “We are delighted to partner with Galaxy Entertainment Group. Drawing on the diverse consumer ecosystem of Galaxy Macau together with Ant Bank (Macao)’s digital technology capabilities, we aim to further embed financial services into tourist and consumer environments so that users can enjoy even more convenient and inclusive digital financial services. At the same time, this will also support merchants in expanding their customer reach and help bring greater dynamism to their businesses. Fostering positive links between tourism, consumer consumption, and financial services is part of our steadfast commitment to Macau’s economic diversification push and the innovative development of the modern financial industry.” 07/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 06/08/2026 / 14:46 UTC+8 On 22 July 2026, Hong Kong Fiduciary Association Limited successfully held the “Global Family Office New Era Summit” in Kuala Lumpur, Malaysia. Under the theme Honouring Legacy, Shaping Tomorrow” , this summit gathered leading figures from the global wealth management sector and was dedicated to establishing a high-quality platform for exchange and cooperation within the international wealth management industry. Scenes from the Global Family Office New Era Summit In recent years, as the global wealth management landscape has continued to evolve, family offices have become a key vehicle for wealth inheritance. Leveraging its strengths as an international financial centre, a well-developed professional ecosystem and its strategic location, Hong Kong is emerging as a major hub for the development of family offices in Asia. Recent data shows that the number of single family offices in Hong Kong has surpassed 3,300, more than half of which have assets under management exceeding US$51 million, further cementing Hong Kong’s position as Asia’s leading family office hub. Against this rapid growth, nearly 300 political and business leaders, wealth management experts, and industry representatives gathered to discuss what lies ahead for the sector. Hong Kong Fiduciary Association Limited invited senior government officials including The Honourable Christopher Hui, Secretary for Financial Services and the Treasury of the Government of the Hong Kong Special Administrative Region, and also Tan Sri Dato Sri Ong Tee Keat, Former Minister of Transport, Malaysia and President of Belt and Road Initiative Caucus for Asia Pacific (BRICAP), to attend our summit and deliver keynote speeches for us. The summit also gathered representatives from the world’s leading professional organisations, including local law firm in Hong Kong with a century of history – Deacons; One of the world’s Big Four accountancy firms – KPMG; Licensed digital asset trading platform in Hong Kong - HashKey Cloud; Licensed trust services provider – Hong Kong Trust Capital Management Limited; and also Inheritance Asset Management Limited with Hong Kong Securities and Futures Commission License Type 4 & Type 9. The experts engaged in in-depth discussions on cutting-edge topics such as global wealth management, cross-border financial cooperation, digital assets and innovations in trust services, and jointly explored development opportunities for family offices in the new era. Group Photo of Guests at the Global Family Office New Era Summit As a major industry event transcending geographical boundaries, this summit not only witnessed in-depth exchanges between Hong Kong, China and Malaysia in the fields of finance and wealth management, but also reflected the shared aspirations of the Asia-Pacific family wealth management sector for high-quality development. 1. Government and business leaders gathered in Kuala Lumpur to discuss development opportunities for global family offices At the beginning of the summit, Mr. Mong Chung Chee, President of Hong Kong Fiduciary Association Limited in Asia Pacific region, delivered the speech on behalf of the organizer. He noted that, as the global wealth management landscape continues to evolve, Hong Kong has been steadily strengthening its competitive edge as an international family office hub, thanks to its mature common law system, status as an international financial centre and well-developed professional services ecosystem. Under this circumstance, Hong Kong Fiduciary Association Limited will continue to leverage its strengths as an international platform to gather global professional institutions and high-quality resources, thereby driving innovation and development within the family office sector and creating more opportunities for cross-border collaboration and international growth for entrepreneurs and high-net-worth individuals. Subsequently, The Honourable Christopher Hui, Secretary for Financial Services and the Treasury of the Government of the Hong Kong Special Administrative Region, delivered a keynote speech entitled “Bringing Certainty to Uncertainty: Hong Kong’s Edge as a Family Office Hub”. In his address, he assured attendees that, with its robust regulatory framework, forward-looking fiscal system and long-standing position as a premier global family office hub, Hong Kong is undoubtedly their “anchor of stability” amid global headwinds. Tan Sri Dato Sri Ong Tee Keat, former Minister of Transport, Malaysia and President of Belt and Road Initiative Caucus for Asia Pacific (BRICAP), delivered a keynote speech on: “Bridging Prosperity through Synergy between Hong Kong and Malaysia in the New Era”. Against the backdrop of global wealth management’s ongoing shift towards integrated development, the summit brought together representatives from various professional fields—including law, taxation, digital finance and trust to explore the future direction of family offices from multiple perspectives, thereby offering entrepreneurs and high-net-worth individuals a more diverse range of international professional insights. Ms. Fiona Fong, Partner of Financial Services at Deacons, took a deep dive into “Governance, Licensing, and Investment Structuring: The Key Pillars of a Resilient Hong Kong Family Office” . Ms. Lorraine Cheung, Partner of Business Tax Advisory at KPMG, highlighted Hong Kong’s competitive edge in her presentation: “Hong Kong Wealth Management Advantages: Why Hong Kong!” Mr. Vincent Shang, Business Development Director of HashKey Cloud, delivered a presentation titled “Digital Assets and the Future of Family Office Portfolios”, in which he explored the rationale for allocating digital assets in family office portfolios and their future prospects. Mr. Melvin Mui, Chief Executive Officer of Hong Kong Trust Capital Management Limited, delivered an in-depth presentation on “How Can Hong Kong Trusts Meet the Diverse Needs of Global Family Offices in this New Era”. Spanning institutional development and professional services, cross-border collaboration and digital innovation, as well as wealth management and family inheritance, this summit has showcased the latest trends and practical directions in the global family office sector through its diverse thematic sessions. It has also fostered greater exchange and mutual learning among international professional institutions, injecting fresh ideas and momentum into the sector's innovative development. 2. Appreciation dinner forged consensus on cooperation; A start of new chapter on international collaboration Upon the end of this summit, the appreciation dinner of “Global Family Office New Era Summit” was grandly held on that night to express our sincere gratitude to the distinguished speakers, partners and clients who travelled from afar. Mr. Mong Chung Chee, President of Hong Kong Fiduciary Association Limited in Asia Pacific region and Mr. Cyril Yeung, Founder and Honorary President of Hong Kong Fiduciary Association Limited, once again extended a warm welcome and expressed sincere thanks to all the guests at the dinner. Mr. Cyril Yeung noted that, Hong Kong Fiduciary Association Limited has always adhered to a philosophy of international development and has consistently forged connections with professional resources worldwide. In the future, it will continue to leverage the strengths of its international platform and work closely with more partners to drive the industry to new heights. During the appreciation dinner, Hong Kong Fiduciary Association Limited arranged a commemorative gifts presentation to our speakers to thank them for their strong support and wonderful sharing, which helped make the summit such a success. We also presented honorary certificates to members of the HKFA Global Family Office Association (HKFAGFOA) in recognition of their continued support and trust. In the closing address, Mr. Alan Xu, President of Hong Kong Fiduciary Association Limited in Greater China, also expressed a sincere hope that, we would be able to work closely with more international partners, to deepen professional exchanges, and to jointly explore new models and opportunities for the development of family offices in the future. 3. Embarking on new journey: The 11th Anniversary Global Gala is about to commence The “Global Family Office New Era Summit” came to a successful close. The successful staging of this summit has not only established a vital platform for international exchange and cooperation among global family offices, but has also further promoted the interconnection of resources, professional collaboration and shared progress within the wealth management sector in Hong Kong, China Malaysia and the Asia Pacific region. Looking ahead, the Hong Kong Fiduciary Association Limited will continue to adopt an open approach to expanding international collaboration, building even more effective bridges for the exchange of global resources. Meanwhile, the “Global Family Office New Era Summit (Hong Kong)” and the Hong Kong Fiduciary Association Limited’s 11th Anniversary Gala Dinner will be held on 11 November 2026 at the Hong Kong Convention and Exhibition Centre. We cordially invite global partners, entrepreneurs and high-net-worth individuals to gather in Hong Kong for this prestigious event and to shape the future of wealth management together. Media Contact: jessica@inheritanceam.com 06/08/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 31/07/2026 / 18:25 UTC+8 The Hong Kong stock market’s AI sector boasts no shortage of standout names, yet it lacks a genuine performance benchmark that delivers tangible results. On July 31, Xunce Technology (3317.HK, “Company”) unveiled its latest business results: revenue surged nearly four times, the Company secured first-half profitability for the first time in its decade-long history, gross margins remained elevated, and annual recurring revenue (ARR) from Token services jumped 410% quarter-over-quarter. Taken together, no other player in Hong Kong’s AI sector can match this set of metrics. As the first player to deliver material earnings growth, Xunce Technology has effectively demonstrated a viable commercial AI business model. All Core Metrics Show Strong Momentum Driven by rapidly rising demand for enterprise-level real-time AI data infrastructure and analytics, Xunce Technology outperformed market expectations in the first half of 2026. The Company released its trading update on July 31, reporting H1 revenue of RMB 970 million, representing a year-over-year increase of 389% and hitting an all-time high for the period. This robust topline growth stems not from a single catalyst, but from five mutually reinforcing drivers: surging enterprise demand for AI implementation, accelerated penetration across industries, faster deployment of TokenOS, successful commercialization of its Token business model, international expansion and ecosystem development. Revenue generated via the Token business model has exceeded 10% of total turnover. The ARR from Token services leapt 410% QoQ in June, with commercial progress far outstripping forecasts. Accelerated deployment of the TokenONE operating system is fueling exponential growth in data Token consumption. The Company projects Token-related revenue will account for 20% to 30% of total revenue by year-end. Revenue reached RMB 970 million, surging 389% year-on-year to hit an all-time high for the period. Net profit attributable to owners stood at RMB 72.51 million, compared with a net loss of RMB 89 million in the prior-year period, marking the Company’s first profitable first half. Adjusted net profit amounted to RMB 67 million, versus a net loss of RMB 105 million recorded a year earlier, representing a substantial turnaround from losses to profitability. The scale of this turnaround has exceeded broad expectations, signaling the Company’s transition from an investment phase to a period of earnings realization. The turnaround and profit growth can be traced to three key factors. First, higher margin revenue streams now make up an increasing share of total income, driving an improved revenue mix and stronger profitability. Second, the platform-based and modularized product architecture unlocks economies of scale. R&D, sales and administrative expense ratios improved versus the prior-year period, with operating leverage kicking in at an accelerated pace. Third, enhanced capital management generated incremental investment income, further boosting profits for the period. Five Growth Drivers behind the Strong Results Enterprise demand for practical AI deployment is surging, shifting from experimental spending to critical business demand. Even so, effective deployment of large language models (LLMs) in specialized use cases including financial risk control, industrial quality inspection and energy scheduling remains constrained by three hurdles: data governance, real-time data provision, and security compliance. Enterprises are moving beyond simply purchasing model APIs, rather, they are systematically building data infrastructure to bridge the gap between private domain data and model-ready datasets. As AI applications expand from general use cases to specialized commercial scenarios, demand for high-quality, scenario-specific data infrastructure is growing exponentially. TokenOS unlocks new upside for Token-driven commercialization. In May, Xunce Technology launched TokenONE, the world’s first TokenOS operating system, a platform that converts heterogeneous enterprise data into measurable and priceable vertical scenario Tokens in real time. Powered by exclusive private domain data, millisecond-level response speed and a decade of industry knowhow accumulated, its scenario Token pricing ranges from $10 to $100 per million tokens, over ten times the rates for generic LLM tokens. CITIC Securities characterizes the platform as a “data flow operating system”, highlighting its core strength: delivering millisecond-scale data governance and AI-ready outputs for high-frequency decision-making scenarios such as finance and energy. The Token business model has been validated, delivering blistering ARR expansion. Under this pricing framework, revenue is driven by four multipliers: unit pricing, call frequency, module quantity and customer scale, removing constraints of linear growth. Surging Token consumption has fueled sharp ARR rises: approximately 300% month-over-month growth in April, 320% in May, and a 410% quarter-over-quarter jump in June, reflecting continuously accelerating momentum. Penetration across multiple sectors is accelerating, with proven capacity to replicate solutions across sectors. In the first half, the Company secured traction in two new verticals: smart vehicles and low altitude economy. Within manufacturing, it partnered with Getech to build China’s first Token Factory. In connected vehicles, deep partnerships have been established with PATEO and Saime. On computing infrastructure, the Company formed strategic alliances with three major Chinese GPU developers: MetaX, Iluvatar CoreX and Biren Technology. International expansion has reached a critical milestone. In July, Xunce signed a memorandum of understanding with a European digital and AI service provider to jointly develop Token factories tailored for the European market. Europe is renowned for stringent data sovereignty and compliance regulations. TokenOS’s entry into the region serves as top-tier validation of product maturity and compliance frameworks, creating a replicable blueprint for scaled rollout across additional overseas markets. A New Cycle of Exponential Growth has Commenced First-half results validate the soundness of the Company’s strategic roadmap. Three successive growth stages ahead pave the way for an extended expansion cycle. In the short term, accelerated TokenOS deployment unlocks large scale revenue expansion. Commercialization of TokenOS remains in the early phase. As more industry-specific Token Factories move from piloting to formal operation, and an increasing number of clients shift from subscription to Token-based payment models, Token-driven revenue is on track to rise from the current 10% to the targeted 20%-30% for the full year, supporting sustained and accelerating ARR growth. Over the medium term, TokenRouters will reshape the growth model. The official launch of TokenRouters scheduled for the second half of the year will systematically break down barriers to Token circulation across enterprises, industries and scenarios. This creates a full value loop covering internal data governance, tokenization, compliant encapsulation, cross-domain circulation and value exchange. Long term, enterprise-specific small models and the data ecosystem together unlock a trillion-dollar market opportunity. The ultimate form of enterprise AI adoption centers on every organization owning privately deployable, continuously evolving domain-specific small models. Xunce has taken an early lead by building a full-stack value chain spanning computing power, data, Tokens, models and applications, establishing substantial first-mover advantages. Among the three core pillars of AI, computing infrastructure and foundational models are already dominated by large tech players. The data layer, however, lacks systematic investment from major players – a strategic gap Xunce aims to fill. The Company bridges the “last mile” for AI adoption, turning large model technology into enterprise productivity. Over the past decade, Xunce has deepened its footprint in financial services and cross-industry data governance via project-based and subscription models, proving the viability of its technology and business model. Looking ahead to the next decade, the Company’s strategic roadmap is clear. Xunce will build on the TokenONE operating system as its foundation, use TokenRouters to enable cross-enterprise value exchange, and leverage enterprise small models to bridge the last mile of AI implementation. A new cycle marked by the shift from linear to exponential growth has commenced. 31/07/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 31/07/2026 / 16:40 UTC+8 Reputation risk crosses borders faster than laws, organizations and response teams. ReputationUP’s regional leaders explain how multinational companies can establish common standards without applying the same remedy in every jurisdiction. A reputational incident rarely respects the organizational chart of the company experiencing it. An article published in Latin America may surface during a U.S. investment review. A European legal dispute may be summarized by an AI-powered search system for a user in another jurisdiction. A manipulated executive video may circulate through platforms, languages and markets before the company has identified who owns the response. The underlying information may be global within hours. Its legal meaning, stakeholder impact and available remedies remain local. That tension explains the governance model described by Andrea Baggio, CEO EMEA of ReputationUP, and Juan Ricardo Palacio Escobar, CEO Americas. ReputationUP’s official team page currently identifies Baggio and Palacio in those respective regional roles. In this joint interview, the two executives explain why international reputation governance requires a common framework for evidence, identity, escalation and accountability—combined with local judgment about law, language, media, platforms and stakeholder expectations. Why does ReputationUP combine a global framework with local judgment? Andrea Baggio: “Because reputation risk can be global while the authority to act remains local. A company needs one standard for evidence, ownership and decision-making, but it cannot assume that the same legal request, platform escalation or public response will work in every country.” Juan Ricardo Palacio Escobar: “Local judgment protects context. Information originating in Colombia, the United States or Europe may be interpreted differently when it crosses borders. The facts should remain consistent, but their legal and commercial significance must be assessed in the market where the risk is being felt.” A global framework provides organizational consistency. Local judgment determines whether the framework is being applied intelligently. Without common standards, regional teams may produce incompatible explanations, duplicate work or contradict one another. Without local interpretation, a centralized team may: • misunderstand legal terminology; • misidentify the relevant authority; • underestimate cultural or political context; • apply an unavailable remedy; • communicate in a way that amplifies the incident; • fail to understand why a particular stakeholder considers the information material. The objective is not identical action. It is consistent rigor. What should remain global? Baggio: “The standard of proof should not change because the case moves from one market to another. Identity, source, chronology and materiality must always be verified before an organization decides how to respond.” Palacio: “The same applies to accountability. Every international case needs an identifiable owner, a documented escalation path and a record of why each decision was made.” The ReputationUP framework is built around seven common principles. 1. Identity before attribution The organization must verify that the information concerns the correct person, company, subsidiary or executive. This requires particular care when cases involve: • homonyms; • compound surnames; • transliterations; • corporate-name changes; • former executives; • related companies; • subsidiaries and parent entities; • similar brands; • incomplete biographical information. A reputational response built around the wrong subject is not merely ineffective. It can create a new factual error. 2. Source before interpretation The original source must be identified before the organization evaluates the narrative built around it. A source may be: • a court record; • a regulatory notice; • a sanctions list; • a company filing; • an established media report; • an anonymous publication; • a private risk database; • a search result; • an AI-generated answer. These sources perform different functions and carry different levels of authority. A generated answer may summarize information. It is not necessarily the source that created the underlying claim. 3. Chronology before conclusion A reputational event should be reconstructed from its beginning through its current status. The chronology may include: 1. the original event; 2. the first publication; 3. an investigation; 4. formal proceedings; 5. the company’s response; 6. a judgment or regulatory decision; 7. an appeal; 8. a correction; 9. a dismissal; 10. the present status. The first headline often remains more visible than the eventual outcome. A global framework should prevent an early allegation from being treated as the permanent conclusion of the case. 4. Materiality before escalation Not every negative mention requires executive or board involvement. Materiality may depend on: • source credibility; • geographic reach; • severity; • recurrence; • executive exposure; • regulatory consequences; • transaction relevance; • customer impact; • financial relationships; • potential for rapid amplification. A critical opinion with limited reach should not be treated in the same manner as executive impersonation, a regulatory proceeding or a false allegation affecting a material transaction. 5. Evidence before response The organization should preserve: • URLs; • complete articles; • screenshots; • dates and timestamps; • original files; • correspondence; • corporate records; • court or regulator documents; • platform identifiers; • translations; • records of previous action. A public denial unsupported by evidence may create more uncertainty than the original content. 6. Proportionality before publicity A visible response can increase the reach of an incident. The company should determine: • whether stakeholders are already aware; • whether active harm is occurring; • whether silence creates additional exposure; • whether private correction is possible; • whether the content is still spreading; • whether a public statement would direct new users toward it. The fastest public response is not necessarily the most effective response. 7. Limits before promises Removal, correction, deindexing, contextualization, platform reporting and reputational suppression are separate measures. None should be presented as universally available or guaranteed. A credible framework communicates what the organization can attempt, what another party controls and what residual risk may remain. What must be decided locally? Palacio: “The local team determines what the information means in its original environment. It must understand the language, legal stage, media authority and business context before the case is translated for an international stakeholder.” Baggio: “Local execution also requires legal precision. A remedy available under one country’s laws may not exist elsewhere, and the same platform can apply different processes depending on the type of violation and the jurisdiction involved.” Five factors require local interpretation. Legal context Reputation-related incidents can engage different areas of law, including: • privacy; • data protection; • defamation; • consumer protection; • fraud; • intellectual property; • cybersecurity; • market regulation; • platform liability; • freedom of expression. No global company should assume that one jurisdiction’s privacy, deindexing or synthetic-media rules apply internationally. The European Union’s AI Act, for example, establishes a risk-based legal framework and includes transparency rules for certain AI-generated or manipulated content. It is a regional legal regime, not a global standard automatically applicable in the United States, Latin America or the rest of EMEA. Language and procedural meaning Terms such as investigation, indictment, prosecution, sanction, settlement, dismissal and acquittal cannot always be translated literally. Their meaning depends on the legal system. An inaccurate translation can transform: • a preliminary inquiry into a formal charge; • an administrative review into a criminal case; • a settlement into an admission of liability; • an archived matter into an active proceeding. Local legal and linguistic interpretation should occur before an international summary is prepared. Stakeholder expectations Different stakeholders ask different questions. A bank may focus on beneficial ownership, source of funds, sanctions and financial-crime risk. An investor may focus on management credibility, governance and litigation. A board may focus on materiality, executive exposure and operational resilience. A customer may focus on trust, security and service continuity. A journalist may focus on public interest, evidence and accountability. The strategy should be designed around the decision being made, not only around the content that has appeared. Media and source ecosystems The authority of a publication, public register or institutional source varies by market. A local outlet may carry significant influence in one country while being almost unknown internationally. A global analyst may rely more heavily on an English-language summary than on the original local source. Local teams must explain: • which sources are authoritative; • which are reproductions; • which terms carry specific legal meaning; • whether later reporting altered the story; • whether the source remains current. Crisis velocity The speed of a crisis depends on the platform, language, public profile of the subject and nature of the allegation. A manipulated executive video may cross markets rapidly. A specialist regulatory report may spread more slowly but carry greater long-term significance. Local teams should distinguish between: • reach; • authority; • recurrence; • materiality. A fast-moving post is not always the most serious source. How has AI-powered search changed the governance problem? Baggio: “AI-powered search creates a new interpretive layer. Stakeholders may receive a synthesized account of the company before reviewing any original article, filing or corporate statement.” Palacio: “The cross-border risk is significant because a system can summarize local information in another language while removing part of the procedural or cultural context that originally surrounded it.” In May 2026, Google announced a further expansion of AI Mode, conversational follow-up from AI Overviews and an AI-powered search box capable of using text, images, files, video and browser tabs as inputs. Google states that users continue to receive supporting links and articles as they explore a query. ChatGPT Search can also retrieve timely web information, rewrite a user’s prompt into targeted searches and return answers with links to relevant web sources. OpenAI states that source links may appear within the answer or in a separate sources panel. These capabilities do not mean that generated answers are inherently inaccurate. They do mean that a company can be represented through a synthesis involving: • media reports; • public records; • corporate pages; • secondary commentary; • outdated profiles; • translated material; • different legal jurisdictions. The reputational issue may arise from: • incorrect attribution; • missing chronology; • unequal weighting of sources; • identity confusion; • outdated corporate information; • a legally imprecise translation; • a conclusion that appears stronger than the available evidence. Can companies control their AI visibility? Palacio: “No company can control every generated answer, query variation, platform or user context. The responsible objective is to improve the accuracy, consistency and traceability of the underlying information environment.” Baggio: “Governance begins when the organization stops treating an isolated screenshot as the entire problem. It must examine whether the association is recurring, which sources support it and whether the issue originates upstream.” A company can improve its preparedness by maintaining: • accurate corporate names; • current executive biographies; • consistent roles; • clear ownership information; • dated announcements; • coherent multilingual pages; • accessible primary documents; • visible corrections; • official communication channels. It can also monitor strategic questions such as: • Who owns the company? • Who leads it? • Has it been sanctioned? • Has it faced litigation? • Is the executive connected with a controversy? • Is the business trustworthy? • What adverse media exists? • What happened after the initial allegation? The purpose is not to dictate the answer. It is to detect whether material questions repeatedly produce an inaccurate or incomplete representation. How should a global company govern AI-related reputation risk? NIST’s AI Risk Management Framework is voluntary and designed to help organizations manage AI-related risks to individuals, organizations and society. Its Generative AI Profile is a cross-sector companion resource that focuses on areas including governance, content provenance, pre-deployment testing and incident disclosure. ReputationUP applies a comparable risk-management logic to the information environment—not as an official NIST reputation standard, but as an operational governance structure. Govern Define: • ownership; • authority; • escalation; • risk tolerance; • reporting; • legal oversight; • executive accountability. Map Identify: • corporate entities; • executives; • brands; • jurisdictions; • search queries; • platforms; • sources; • stakeholders. Measure Evaluate: • recurrence; • visibility; • source authority; • factual accuracy; • jurisdictional relevance; • stakeholder impact; • materiality. Manage Select and coordinate: • correction; • publisher engagement; • platform reporting; • legal review; • data-rights requests; • deindexing; • cybersecurity action; • crisis communication; • monitoring. This framework should be adapted to the company’s sector, size, regulatory environment and risk appetite. What is the board’s role? Baggio: “The board should not review individual search results. It should ensure that management has established ownership, reporting and escalation for incidents capable of affecting material corporate decisions.” Palacio: “The board needs visibility when the issue crosses functions or jurisdictions. It should know whether the organization can verify the facts, coordinate its teams and explain the limits of the response.” COSO’s 2026 corporate-governance guidance presents twelve principles intended to help boards evaluate whether their oversight models remain fit for purpose amid rapid change, growing stakeholder scrutiny and increasingly complex risks. Applied to reputation governance, a board or relevant committee may reasonably ask: • Who owns reputation risk? • What constitutes a material incident? • Which executives and entities are monitored? • How are international cases escalated? • What evidence reaches senior management? • How are legal and communications decisions coordinated? • What can and cannot be remediated? • How is the organization learning from prior incidents? This is a governance position, not a claim that every board has the same statutory responsibility in every jurisdiction. Who should own a cross-border incident? A global company should designate both central and local ownership. Global incident owner Responsible for: • maintaining the common facts; • coordinating regional teams; • resolving conflicts; • controlling executive reporting; • preventing contradictory action; • documenting the final decision. Local lead Responsible for: • interpreting the jurisdiction; • understanding the source; • evaluating local stakeholders; • identifying the relevant authority or platform process; • advising on language and cultural context; • coordinating local counsel where necessary. Functional owners Depending on the incident, responsibility may also involve: • legal; • communications; • compliance; • risk; • cybersecurity; • investor relations; • human resources; • executive protection; • external advisers. The model should prevent both central overreach and local fragmentation. How should a global crisis be coordinated? Palacio: “A multinational response should begin with one verified chronology. Every market may adapt its communication, but the organization cannot operate with different versions of the underlying facts.” Baggio: “The response also needs clear decision rights. Teams must know who can authorize a public statement, legal action, platform escalation or notification to a material stakeholder.” A cross-border crisis protocol can be organized into ten phases. 1. Intake and preservation Create a formal incident record and preserve the available evidence. 2. Identity verification Confirm the company, executive, subsidiary or third party involved. 3. Source identification Locate the original publication, record, account, database or manipulated asset. 4. Jurisdictional mapping Identify where: • the content originated; • the responsible party may be located; • the affected stakeholders are located; • the primary harm is occurring. 5. Materiality assessment Determine whether the incident affects: • transactions; • banking; • investors; • regulators; • customers; • employees; • executive safety; • operational continuity. 6. Ownership and escalation Assign global, local and functional responsibility. 7. Response design Evaluate legal, technical, editorial and communications options. 8. Local execution Submit the relevant request or communication through the correct local route. 9. International consistency review Check that regional actions and statements remain factually compatible. 10. Monitoring and post-incident review Track material developments and update the company’s controls. What happens when local teams disagree? Baggio: “Disagreement is not necessarily a failure. It may reveal that the same action creates different risks in different markets.” Palacio: “The resolution should return to the common framework: verified facts, stakeholder impact, legal authority, proportionality and executive accountability.” A regional team may recommend public clarification because customers are actively being deceived. Another may recommend limited communication because the incident has little visibility and a public response could amplify it. Both conclusions may be valid. The global owner should determine whether the actions can coexist without: • contradicting facts; • undermining legal strategy; • confusing stakeholders; • exposing confidential information; • creating inconsistent admissions; • weakening a future platform or regulatory submission. Consistency does not require identical tactics. What role does executive accountability play? Reputation governance cannot remain an unowned issue distributed among communications, legal and technology. Executives should define: • who is accountable; • who has authority; • what information is required; • which risks are accepted; • which incidents require escalation; • what residual exposure remains. Executive accountability is particularly important when the incident involves: • the CEO; • a controlling shareholder; • a board member; • a major transaction; • regulatory scrutiny; • executive impersonation; • financial reputation; • a multinational crisis. The executive’s role is not to guarantee a favorable outcome. It is to ensure that the organization acts on verified information and understands the limits of its control. How should evidence move across jurisdictions? Evidence should be usable internationally without losing legal or factual integrity. A shared evidence file may include: • the original source; • certified or reviewed translations; • identity documents; • corporate records; • legal decisions; • regulator notices; • correspondence; • platform reports; • screenshots; • complete timelines; • records of remedial action. Translations should preserve: • procedural status; • uncertainty; • dates; • official terminology; • relationship between entities; • scope of a ruling. An English summary should not overstate what the original Spanish, Italian or other-language document establishes. What remedies may be available? The answer depends on the source and jurisdiction. Potential options include: Correction Used when information is objectively inaccurate. Update Used when later facts materially change the original account. Contextualization Adds chronology or explanatory information without deleting the historical record. Right of reply Allows the subject to present a response under applicable editorial or legal procedures. Platform reporting Addresses conduct such as impersonation, fraud, manipulated media or privacy violations under platform rules. Data-rights request May involve access, correction, restriction, objection or deletion where applicable. Deindexing Can limit the visibility of a source for certain searches without removing the source itself. Legal action May be considered when facts and jurisdiction support a claim. Crisis communication Provides stakeholders with verified information and instructions. Reputational suppression Develops legitimate, useful and authoritative information capable of improving the completeness of the public record. Monitoring Tracks whether the source, search results and generated answers materially change. No single remedy applies to every incident. What should global companies avoid? Baggio and Palacio identify ten recurring failures: 1. Treating every critical source as unlawful. 2. Assuming that one jurisdiction’s remedy applies globally. 3. Responding before confirming identity. 4. Using publicity before assessing amplification risk. 5. Treating a generated answer as the original source. 6. Allowing regional teams to issue contradictory explanations. 7. Confusing removal, correction and deindexing. 8. Promising control over platforms or databases. 9. Using promotional content to obscure material facts. 10. Closing the incident without documenting what the organization learned. How should a global company govern reputation risk across different jurisdictions? It should establish: 1. A common definition of reputation risk. 2. Verified maps of corporate and executive identities. 3. A global standard for evidence and source hierarchy. 4. Local legal, linguistic and stakeholder interpretation. 5. Clear global and regional ownership. 6. Materiality-based escalation criteria. 7. Cross-functional crisis procedures. 8. Consistent facts with locally adapted execution. 9. Realistic remediation options and documented limits. 10. Continuous review of search, media, databases and AI visibility. Global discipline, local judgment A global company cannot govern reputation risk by centralizing every decision. It also cannot delegate each market to operate independently. The effective model lies between those extremes. Andrea Baggio’s EMEA perspective emphasizes regulatory complexity, source integrity and the boundaries of available remedies. Juan Ricardo Palacio Escobar’s Americas perspective emphasizes cross-border interpretation, stakeholder expectations and the preservation of local context. Together, they define ReputationUP’s governance thesis: “Reputation risk needs a global framework because the company must maintain one standard of evidence and accountability. It needs local judgment because facts only become actionable when their legal, cultural and stakeholder context is understood.” Andrea Baggio, CEO EMEA, and Juan Ricardo Palacio Escobar, CEO Americas, ReputationUP The global framework protects consistency. Local judgment protects accuracy. For multinational companies, both are necessary. ________________________________________ About ReputationUP ReputationUP is an international firm specializing in the monitoring, analysis and management of digital and financial reputation for companies, professionals and executives. Its official team page identifies Andrea Baggio as CEO EMEA and Juan Ricardo Palacio Escobar as CEO Americas. 31/07/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 31/07/2026 / 09:24 MSK Solidcore Resources plc (“Solidcore” or the “Company”) announces production results for the second quarter ended 30 June 2026. “In Q2, our operations delivered healthy results, however cash flow generation was negatively affected by the temporary disruptions in shipment of the dore bars from third-party POX. Shipments returned to their normal pace in July, and we are continuing to target the release of the accumulated inventories and our original production plan of 540 Koz for the full year”, said Vitaly Nesis, CEO of Solidcore Resources plc. HIGHLIGHTS No fatal accidents among the Company’s employees and contractors occurred in Q2 2026. One lost-time injury was recorded in April, the employee received the necessary medical treatment, and there is no threat to their life or long-term health. Gold equivalent (GE) production increased by 56% year-on-year (y-o-y) to 86 Koz in Q2 2026 and by 71% to 210 Koz in H1 2026, driven by third-party concentrate processing recovery. Mine level metal output was largely on par with 2025 level at 145 GE Koz in Q2 and 267 GE Koz in H1 2026, demonstrating operational stability at the Company’s assets. GE sales for the reporting quarter amounted to 82 Koz and were 24% higher y-o-y, while half-yearly number grew by 97% y-o-y to 205 Koz, on the back of the increase in production. Following changes to the Russian gold export regulations introduced by the May Presidential Decree, doré shipments were temporarily delayed from late May until early July. This resulted in a temporary build-up of metal inventories at Amursk POX, with shipments to Kazakhstan successfully resuming at the beginning of July. Revenue for three and six months increased by 71% and 199% y-o-y to US$ 369 million and US$ 972 million respectively driven by strong gold prices, healthy production results and higher sales. Net cash decreased by 7% to US$ 648 million compared with US$ 699 million as at the end of Q1 2026. Ertis POX project development is progressing in line with the schedule. The project design documentation has received a positive state construction expertise approval, and the construction-phase environmental permit has been issued. In July, the Company signed a US$ 600 million financing package for the construction of the Ertis POX project, comprising a US$ 300 million loan from the European Bank for Reconstruction and Development and a US$ 300 million syndicated facility arranged by ING, Société Générale and Abu Dhabi Commercial Bank. Syrymbet is approaching construction decision in September 2026. Feasibility Study is being finalised, engineering surveys are mostly complete, with site preparation and vendor engagement is underway. The Company is expected to publish the half-year financial results on 8 September 2026. PRODUCTION RESULTS 3 months ended Jun 30, % change1 6 months ended Jun 30, % change1 2026 2025 2026 2025 Waste mined, Mt 25.4 30.1 -16% 49.3 60.7 -19% Ore mined (open pit), Kt 1,304 1,260 +4% 2,768 2,579 +7% Ore processed, Kt 1,584 1,644 -4% 3,219 3,216 +0% Average GE grade processed, g/t 3.2 3.1 +3% 2.9 3.0 -4% Mine metal output, GE Koz2 145 142 +2% 267 276 -3% Kyzyl 100 103 -3% 179 200 -11% Varvara 45 39 +16% 88 76 +17% Production, GE Koz3 86 55 +56% 210 123 +71% Kyzyl 41 16 +152% 122 47 +159% Varvara 45 39 +16% 88 76 +17% Sales, GE Koz 82 66 +24% 205 104 +97% Kyzyl 37 16 +127% 121 24 +399% Varvara 45 50 -10% 84 80 +5% Revenue, US$m4 369 216 +71% 972 325 +199% Net cash/(debt), US$m5 648 699 -7% 648 461 +41% LTIFR6 0.11 0 N/M 0.06 0 N/M Fatalities 0 0 N/A 0 0 N/A Note: (1) % changes can be different from zero even when absolute numbers are unchanged because of rounding. Likewise, % changes can be equal to zero when absolute numbers differ due to the same reason. This note applies to all tables in this release. (2) Gross metal output generated at the mine site before accounting for third-party refining or processing losses. Based on 80:1 Au/Ag conversion ratio and excluding base metals. Discrepancies in calculations are due to rounding. (3) Represents payable production delivered for final processing or sale to off-takers and with accounting for third-party processing and refining losses. Based on 80:1 Au/Ag conversion ratio and excluding base metals. Discrepancies in calculations are due to rounding. (4) Calculated based on the unaudited consolidated management accounts. (5) Non-IFRS measure based on unaudited consolidated management accounts. Comparative information is presented for 31 March 2026 (for the three months period) and 31 December 2025 (for the six months period). (6) LTIFR = lost time injury frequency rate per 200,000 hours worked and includes only the Company’s own employees. About Solidcore Solidcore Resources is a leading gold producer registered in AIFC, Kazakhstan, and listed on Astana International Exchange. Solidcore operates two producing gold mines and a major growth project in Kazakhstan. Enquiries Investor Relations Media Kirill Kuznetsov Alina Assanova +7 7172 47 66 55 (Kazakhstan) ir@solidcore-resources.com Yerkin Uderbay +7 7172 47 66 55 (Kazakhstan) media@solidcore-resources.kz FORWARD-LOOKING STATEMENTS This release may include statements that are, or may be deemed to be, “forward-looking statements”. These forward-looking statements speak only as at the date of this release. These forward-looking statements can be identified by the use of forward-looking terminology, including the words “targets”, “believes”, “expects”, “aims”, “intends”, “will”, “may”, “anticipates”, “would”, “could” or “should” or similar expressions or, in each case their negative or other variations or by discussion of strategies, plans, objectives, goals, future events or intentions. These forward-looking statements all include matters that are not historical facts. By their nature, such forward-looking statements involve known and unknown risks, uncertainties and other important factors beyond the company’s control that could cause the actual results, performance or achievements of the company to be materially different from future results, performance or achievements expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding the company’s present and future business strategies and the environment in which the company will operate in the future. Forward-looking statements are not guarantees of future performance. There are many factors that could cause the company’s actual results, performance or achievements to differ materially from those expressed in such forward-looking statements. The company expressly disclaims any obligation or undertaking to disseminate any updates or revisions to any forward-looking statements contained herein to reflect any change in the company’s expectations with regard thereto or any change in events, conditions or circumstances on which any such statements are based. KYZYL 3 months ended Jun 30, % change 6 months ended Jun 30, % change 2026 2025 2026 2025 MINING Waste mined, Mt 12.2 16.3 -25% 24.5 33.8 -27% Ore mined (open pit), Kt 502 617 -19% 1,199 1,240 -3% PROCESSING Ore processed, Kt 610 641 -5% 1,235 1,230 +0% Gold grade, g/t 5.7 5.6 +2% 5.1 5.7 -10% Gold recovery 89.2% 89.7% -1% 88.8% 89.3% -1% Concentrate produced, Kt 32.5 32.2 +1% 59.7 63.4 -6% Concentrate gold grade, g/t 95.5 99.9 -4% 93.2 98.2 -5% Gold in concentrate, Koz1 100 103 -3% 179 200 -11% Toll-processing at third-party smelter in Kazakhstan Concentrate processed, Kt 13 - N/A 28 - N/A Dore produced, Koz 30 - N/A 66 - N/A Toll-processing at third-party POX Concentrate processed, Kt 3 - N/A 16 9 +89% Gold grade, g/t 108.4 - N/A 114.0 111.5 +2% Gold recovery 93.5% - N/A 93.5% 89.6% +4% Dore produced, Koz 10 - N/A 56 31 +80% TOTAL PRODUCTION Gold, Koz 41 16 +152% 122 47 +159% Note: (1) For information only; not considered as gold produced and therefore not reflected in the table representing total production. It will be included in total production upon shipment to off-taker or Dore production under the tolling contract at third-party POX. Q2 and H1 2026 gold production at Kyzyl increased by 152% and 159% y-o-y to 41 Koz and 122 Koz, respectively. The growth is primarily attributable to the recovery of toll-processing operations at Amursk POX after disruptions in 2025 and the commencement of concentrate toll-processing at the Kazakhmys smelter. In H1, dore production at Kazakhmys and POX contributed 66 Koz and 56 Koz to total production, respectively. In H1 2026, gold in concentrate volumes decreased on the back of the planned depletion of open-pit reserves at the Eastern part of the pit, which had higher recovery rates. Stripping volumes decreased due to the gradual scaling-down of open-pit mining operations. The Company plans to begin underground ore mining in 2030. Ore mined in Q2 decreased in line with the mine plan. The shortfall will be offset in H2 and the full-year mining volume is expected to remain at the 2025 level. VARVARA 3 months ended Jun 30, % change 6 months ended Jun 30, % change 2026 2025 2026 2025 MINING Waste mined, Mt 13.2 13.8 -4% 24.8 26.9 -8% Ore mined (open pit), Kt 802 643 +25% 1,570 1,339 +17% PROCESSING Leaching Ore processed, Kt 869 807 +8% 1,760 1,588 +11% Gold grade, g/t 1.5 1.3 +15% 1.4 1.2 +19% Gold recovery1 91.8% 90.4% +2% 90.2% 89.9% +0% Gold production (in Dore), Koz 39 30 +30% 76 60 +28% Flotation Ore processed, Kt 106 196 -46% 223 398 -44% Gold grade, g/t 2.4 1.9 +27% 2.4 1.8 +30% Recovery1 89.8% 89.2% +1% 90.0% 87.5% +3% Gold in concentrate, Koz 6 9 -33% 12 16 -25% TOTAL PRODUCTION Gold, Koz 45 39 +16% 88 76 +17% Note: (1) Technological recovery, includes gold and copper within work-in-progress inventory. Does not include toll-treated ore. At Varvara, quarterly production increased by 16% y-o-y to 45 Koz, mainly due to higher grades at the leaching circuit, as higher-grade ore from the deeper levels of the southern part of the Komar pit has been fed into the circuit since Q4 2025. The flotation circuit recorded a decline in production, reflecting lower processing volumes attributable to the depletion of Varvara's high-copper-grade reserves within the current pit. The plant processed mainly third-party material with higher grades, which increased the average grade at the circuit. DEVELOPMENT PROJECTS At Ertis POX, several key milestones have been achieved. The Company secured US$ 600 million funding from a syndicate of international banks, shipment of main process equipment has started, and the positive conclusion of the comprehensive state construction expertise for the main construction phase was obtained in June 2026. The international Environmental and Social Impact Assessment (ESIA) has been completed in May, including public consultation on the ESIA Report. The Syrymbet project continues to advance toward the start of the full-scale construction: the feasibility study is in its final stage, marketing of the key equipment is progressing as planned and the Board’s investment decision is scheduled in September 2026. Engineering surveys are 95% complete, while site preparation is underway to enable the commencement of foundation works. SUSTAINABILITY, HEALTH AND SAFETY During the reporting period, one lost time injury recorded among the Company’s employees. Injury was classified as moderate as the result of a fall from mining machinery during maintenance. Following the incident, injured employee has received necessary medical attention. The Company conducted additional safety procedures to reduce relevant risks. No fatalities were recorded among employees or contractors, and no lost-time injuries were recorded among contractors. Accordingly, the total number of days lost due to work-related injuries (DIS) in H1 2026 amounted to 64 days, and the Lost Time Injury Frequency Rate (LTIFR) was 0.06 (compared to zero in H1 2025). Safety remains the top priority for Solidcore as we aim to maintain zero fatalities across our operations and among on-site contractors. The Company is committed to implementing initiatives that further enhance health and safety conditions. The Company is actively working to de-risk its energy supply while reducing costs and greenhouse gas (GHG) emissions. During Q2, construction of the 40 MW gas-piston power plant at Varvara, which complements the previously commissioned 23 MW solar power plant, progressed in line with schedule. All major equipment has been delivered, fabrication of the structural steel frameworks for the planned buildings has been completed, and construction works are ongoing. Commissioning of the plant is scheduled for the end of 2026. At Kyzyl, active engineering and pre-construction works are also underway for the 17 MW solar power plant, which is expected to be commissioned by the end of 2027. 31/07/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 31/07/2026 / 09:49 UTC+8 In-Home Postpartum Care gives families with Asian heritage a new way to preserve the depth of traditional postpartum support without leaving the privacy and rhythm of home. SOUTHERN CALIFORNIA, July 2026 — For many families with Asian heritage in the United States, the weeks after childbirth bring a deeply personal question: how can they preserve the care, rest and nourishment associated with longstanding postpartum traditions while living according to the values and realities of contemporary life? SAINT BELLA is introducing an answer through its In-Home Postpartum Care program, also known as the Nesting Plan. Designed for eligible private homes in Irvine and Newport Beach, the 28-day program brings a coordinated postpartum team into the family’s own residence. The result is a new option for families with Asian heritage—neither relocating to a confinement center nor placing the entire responsibility for postpartum life on relatives or a single caregiver. The premise is simple: a mother should not have to leave the environment in which she feels most secure in order to receive attentive, highly organized support. Instead, care, freshly prepared meals, recovery services and household coordination come to her, while the family remains connected to its own routines, spaces and relationships. The In-Home Postpartum service is scheduled to officially launch across Southern California in mid-August 2026. A postpartum model built around the home In the United States, clinical care is centered on pregnancy, delivery and medically necessary follow-up. Yet much of daily postpartum life begins after the family returns home: disrupted sleep, newborn feeding, maternal nourishment, physical recovery, household coordination and the emotional adjustment to a new identity. In-Home Postpartum Care is designed for that everyday space. A dedicated maternal-and-infant care specialist provides 24-hour one-on-one support with newborn routines and non-medical maternal care. A nutrition-focused private chef prepares fresh postpartum meals in the home. Additional members of the service team—including a nursing supervisor, pediatric physician, postpartum recovery specialist, service concierge and location manager—participate according to the agreed schedule and locally permitted scope of service. The seven-role model is not intended to place seven people in the home at once. Its value lies in distribution: different needs are assigned to different roles, while a concierge coordinates the experience so the mother is not required to manage a collection of disconnected providers during one of the most demanding periods of her life. “For families with Asian heritage, postpartum care should not require a choice between tradition and contemporary life. We want mothers to retain what matters most—the time to rest, to be nourished and to be cared for—while remaining in a home that reflects who they are today.” — Danny Xiang, Founder of SAINT BELLA What a supported day at home can feel like At night, a trained nanny can assist with feeding routines, burping and soothing so the mother can rest between the moments when she is needed. In the morning, meals are prepared fresh rather than delivered as a standardized daily package. Throughout the stay, the family receives guidance on newborn routines and parent participation, while scheduled professional visits and recovery services are coordinated around the mother’s condition, preferences and household rhythm. The model also makes room for the family itself. Partners and grandparents do not have to be excluded from the earliest weeks, nor do they have to carry every practical responsibility. They can participate in ways that are sustainable, while the mother remains at the center of the postpartum experience. Eastern roots, expressed through contemporary choice SAINT BELLA's philosophy is rooted in the East Asian belief that the postpartum period is a sacred time - one that calls for rest, nourishment and intentional care. Rather than replicating traditional confinement practices, the program reinterprets their enduring wisdom through a modern, evidence-informed lens, creating a highly personalized, home-based recovery experience that honors each mother's unique needs. Beyond expert maternal and newborn care, the program integrates SAINT BELLA's signature four-stage nutritional framework, holistic postpartum wellness and recovery services, parent education and exclusive Bella Arts workshops. Thoughtfully curated music, literature and art provide moments of inspiration and reflection, transforming postpartum recovery into more than a physical journey. It becomes a time to restore not only the body, but also the mind, identity and spirit - allowing every mother the space to rediscover herself while embracing the beginning of motherhood. Support beyond the first weeks Families enrolled in the program may also enjoy selected SAINT BELLA membership privileges and lifecycle services across participating markets, extending support beyond the first 28 days and accompanying families from pregnancy through recovery and early parenthood. SAINT BELLA In-Home Postpartum Care is a signature 28-day in-home postpartum program, currently available at non-apartment, qualifying private residences in Irvine and Newport Beach. Program eligibility, service inclusions and professional support are tailored through a personalized consultation. About SAINT BELLA Group Founded in 2017, SAINT BELLA Group provides premium postpartum care, recovery, in-home family services and women’s nutrition products across Asia and international markets. Its philosophy, “Loving You Is Loving Life,” places the mother’s dignity and long-term wellbeing at the center of family care. Availability: qualifying non-apartment private residences in Irvine and Newport Beach, California. Non-emergency services only. Media: pr@saintbella.com. 31/07/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

EQS via SeaPRwire.com / 28/07/2026 / 09:00 UTC+8 HONG KONG, July 28 2026 — MG Ship, a leader in logistics technology, today announced the signing of a Memorandum of Understanding (MoU) with the Logistics and Supply Chain MultiTech R&D Centre (LSCM). This strategic partnership marks a significant step toward enhancing cargo visibility, strengthening operational resilience, and advancing supply chain intelligence across global trade networks. By combining their technological expertise, MG Ship and LSCM aim to address critical supply chain challenges through innovation and digital integration. Built on decades of industry experience, MG Ship’s AI-driven platform focuses on four core pillars: · End-to-end visibility: Granular tracking of cargo - from bulk freight to individual parcels - across 220+ countries with over 1,000 carrier and customs integrations. · Predictive AI analytics: Machine learning models that provide carrier performance forecasting and automated delay alerts, shifting management from reactive to proactive. · Strategic market intelligence: Curated macroeconomic trends designed to support high-level decision-making. · Trade & capital insights: Specialised metrics to help shippers secure trade financing and manage capital efficiency. “We are building a reliable system that ensures supply chains are both resilient and future-ready,” said Suki Cheung, CEO of MG Ship. “This collaboration reinforces Hong Kong’s position as a global trade hub by digitalising logistics and creating a connected ecosystem that benefits businesses, regulators and communities worldwide. We are committed to SME-friendly pricing through competitive, subscription-based plans, alongside intuitive, automated solutions that reduce training costs and deliver real-time, comprehensive insights.” In parallel, MG Ship’s integration with the Port Community System (PCS) provides a digital backbone to accelerate next-generation logistics adoption. The collaboration emphasises: - Reliability: Delivering precise shipment accuracy to build trust across global trade ecosystems. - Scalability: Positioning Hong Kong as a benchmark for intelligent, transparent supply chains. - Efficiency: Enabling faster, smarter, and fully transparent cargo movement. By uniting MG Ship’s predictive intelligence, LSCM’s R&D expertise, and PCS infrastructure, the partnership sets a new standard for end-to-end supply chain management. Businesses, logistics providers, and industry stakeholders are invited to partner with MG Ship to accelerate digital transformation and unlock smarter, more resilient supply chains. Learn more or request a demo at enquiry@mglobalship.com. About MG Ship MG Ship is a logistics technology leader transforming global supply chains through predictive intelligence, real-time visibility and data-driven trade insights. By combining deep industry expertise with advanced AI, MG Ship helps businesses navigate complex cross-border trade environments, strengthen trade finance decision-making, manage risk more effectively, and unlock greater value across global logistics and capital market ecosystems. MG Ship – Track. Analyze. Turn insight into action. Media Contact: Heidi Chong Email: heidi.chong@mglobalship.com Website: www.mglobalship.com 28/07/2026 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com