• Nearly half of UK organisations report productivity or cost improvements from AI, with a growing cohort (12%) already achieving significant measurable return on investment
• Nearly one third (29%) of UK firms say operationalising and optimising AI is a strategic priority
• 55% of UK firms now describe themselves as 'advanced' or 'mature' in their digital transformation journeys

LONDON, April 22, 2026 /PRNewswire/ -- New research released today from Deltek, the intelligent platform for project-based businesses, reveals that the UK's project-based businesses are entering a new phase of digital maturity. Organisations are moving beyond "experimenting" with artificial intelligence (AI) to embedding it throughout the project lifecycle, leading to measurable, real-world business impacts.

New research released today from Deltek, the intelligent platform for project-based businesses, reveals that the UK’s project-based businesses are entering a new phase of digital maturity. Organisations are moving beyond “experimenting” with artificial intelligence (AI) to embedding it throughout the project lifecycle, leading to measurable, real-world business impacts.

The research, conducted across UK-based architecture, engineering and consultancy firms as part of Deltek's 7^th Annual Clarity Trends and Insights for Architecture, Engineering and Consulting Firms report, finds that 55% of UK organisations describe themselves as either 'advanced' or 'mature' in their digital transformation journeys.

The proportion identifying as 'advanced' has fallen from 20% in 2025 to 15% in 2026, highlighting a shift in how organisations are approaching digital transformation, rather than a slowdown in progress. Instead, digital transformation is increasingly being embedded into day-to-day operations through closer integration between business and IT systems. As the UK market matures, expectations around integration are rising, prompting some organisations to reassess their level of digital maturity.

AI shifts from experimentation to measurable results

As organisations build on these digital foundations, AI is becoming a central strategic focus. The research shows that 29% of UK organisations identify operationalising and optimising AI as a strategic priority, as firms move beyond experimentation and begin embedding AI into areas like project forecasting, planning, reporting and resource management.

Early results are already emerging. Nearly half of UK organisations report moderate productivity or cost improvements from AI, with a growing group (12%) already seeing significant measurable return on investment as adoption scales across the business.

Financial discipline and project visibility remain key

Alongside AI adoption, firms are also strengthening operational and financial management as projects grow more complex. The research shows that implementation of AI is expected to be one of the biggest drivers of profitability in 2026, while better cost control is also seen as a key factor in improving financial performance as organisations manage increasingly complex project portfolios.

Confidence in project tracking is also high, with 85% of UK firms reporting high confidence in tracking project profitability, while around three quarters say they track key indicators such as utilisation and overhead rates successfully. This reflects the growing role of digital systems in supporting project visibility and performance management.

Building resilience for the next phase of the Project Economy

As AI adoption accelerates across the Project Economy, workforce capabilities are also evolving. The research identifies AI literacy as the number one skill organisations say will be needed over the next three years, while adoption of AI is identified as the number one project management challenge for firms, highlighting the importance of equipping teams with the skills needed to support increasingly digital project environments.

Neil Davidson, Group Vice President, Professional Services Sector at Deltek comments, "Architecture, engineering, and consulting firms are at a genuine inflection point. After years of steady growth and significant investment in digital foundations, the industry is now asking a harder question: how do we convert that investment into measurable productivity gains? The firms that answer it decisively, embedding the right technology into the heart of how they run projects and serve clients, will set the benchmark for the next decade.

"Firms have spent the last few years building the digital foundations needed to modernise how they run projects. What we're seeing now is a shift from experimentation to real results as AI becomes embedded into core business workflows. Many organisations are already seeing measurable ROI from AI investments, driving clear improvements in efficiency, insight, and overall business performance. As adoption becomes more consistent across organisations, that value is set to scale even further.

"For project-based businesses, the opportunity now is to turn that momentum into stronger project insight, better decision-making, and improved financial performance."

Methodology
The online survey was conducted in January 2026 with 375 senior strategic decision-makers, including CEOs/Managing Directors (MDs), C-suite-level directors, and heads of relevant departments such as finance, operations, delivery, and projects from the UK, Germany, and Australia. To qualify for the survey, architecture, engineering, and consulting firms needed a minimum of 20 employees, with no maximum workforce size.

About Deltek
Deltek is the intelligent platform that powers the project lifecycle — from ERP and accounting to project bidding, planning, delivery, and analysis. Trusted by 30,000 organizations across government contracting, aerospace and defense, architecture and engineering, construction, and consulting, Deltek delivers the speed, clarity, and control needed when the stakes are high. Learn more at deltek.com

CONTACT: press@deltek.com 

Targeting vulnerable families, the collaborative programme empowers parents with personalised insights and clear, prioritised guidance for their children's oral care

SINGAPORE, April 22, 2026 /PRNewswire/ -- For many families, dental care decisions tend to be reactive, made only when a child experiences pain or visible dental problems, by which time treatment can be more complex. Addressing childhood dental risk early not only improves health outcomes but also supports better use of healthcare resources by ensuring children receive the right level of care at the right time.

Past studies on children's dental health in Singapore have highlighted the prevalence of early childhood caries and gaps in dental care access and follow‑through among young children. One study^[1] showed an increase in early childhood caries with age, with prevalence rising from 17.8 per cent among two‑year‑old children to 42.9 per cent by age three.

Another study^[2] conducted between 2018 and 2019 by institutions under the National University Health System (NUHS), examined the differences in health habits and health-related quality of life of preschool children from lower-income families^[3] compared with their peers. In relation to dental health, it found that fewer than half had ever visited a dentist, compared with 75.4 per cent of their peers from higher-income families. Of particular concern was the low follow‑through on recommended care. Among children identified with active dental decay and advised to seek follow‑up, only 13.3 per cent of those from lower‑income families accessed specialist care within the three- to four-month follow-up period. Amongst those followed up till 12 months, 28.9 per cent followed through with regular dental care (including primary care dental clinics) at least once a year.

Enabling early, right‑sited dental care through tele‑dentistry

In January 2023, a multi-modal tele-dentistry programme which combined behavioural risk assessment with image-based assessment, was launched as part of the HEAlth and Development SUpport in Preschool Partnerships (HEADS-UPP) initiative (refer to Annex A). HEADS-UPP is a community-based preventive health programme delivered in partnership with Care Corner Singapore and PAP Community Foundation (PCF) Sparkletots Preschool, providing health and developmental screenings, targeted health and parenting education, and support to children from lower-income families^[4].

The tele-dentistry programme brings together the clinical, academic and public health expertise from the National University Hospital (NUH), the Faculty of Dentistry, National University of Singapore (NUS Dentistry), the National University Centre for Oral Health, Singapore (NUCOHS) and the Yong Loo Lin School of Medicine, National University of Singapore (NUS Medicine) to support early identification of caries risk and timely parental action. Through this cross‑institutional collaboration, the programme aims to enable earlier intervention and, over the longer term, help narrow oral health disparities among preschool children from vulnerable families.

As of 20 January 2026, a total of 355 children aged 18 months to six years from 17 PCF Sparkletots preschools in western Singapore had benefitted from the programme. Nurses and case management officers from NUH visit preschools to capture intraoral images of the children's teeth, while parents complete a questionnaire adapted from the American Academy of Pediatric Dentistry's Caries Risk Assessment tool, covering factors such as oral hygiene, dietary habits, family history of caries, and frequency of dental visits.

A paediatric dentist from NUS Dentistry then remotely reviews the questionnaire responses and assesses the intraoral photographs for signs of dental plaque, gingival inflammation, and dental decay. These assessments culminate in a personalised dental report for each child, which includes annotated intraoral images highlighting areas of concern, alongside the child's caries risk level and recommended individualised and prioritised follow‑up actions. The programme incorporates a tiered referral pathway based on individual risk assessment, ensuring right‑siting of care, with high-risk children referred directly to NUCOHS for specialist management, while those of lower risk are referred to appropriate primary care. Members of the HEADS-UPP team will also engage parents to walk through the report, reinforcing key recommendations and providing coaching on preventive practices.

The same questionnaire is administered approximately six to nine months after the individualised report is shared with families, providing the programme team with insights into whether parents have acted on the recommended preventive measures, such as arranging dental visits or making changes to their child's oral health habits.

Preliminary findings show improved parental follow‑through and reduced caries risk

Based on responses from the questionnaires administered at the start of the tele-dentistry programme, 93.3 per cent of children were identified as being at moderate to high risk of dental caries. A review of intraoral images from the 355 participating children further found that 27.3 per cent showed signs of dental caries, 30.7 per cent had inflamed gums, and 54.9 per cent demonstrated poor oral hygiene.

Among children identified with dental caries, the tele‑dentistry programme was associated with improved follow‑through on recommended care. While only 13.3 per cent of children from lower-income families received further specialist treatment within the three- to four-month follow-up period in the 2018/19 NUHS study despite being recommended to do so, 57.5 per cent of children in the HEADS-UPP tele-dentistry programme subsequently received such follow‑up care four to six months later, suggesting stronger parental follow‑through and earlier intervention. More parents also followed recommendations to seek regular dental care at primary care dental clinics (51.3 per cent), as compared with the 2018/19 NUHS study (28.9 per cent).

Feedback from parents participating in the tele‑dentistry programme indicated that the personalised approach helped strengthen their child's toothbrushing routines, reduce practices associated with caries risk, and build greater confidence in managing their child's oral health. These perceptions were supported by preliminary findings from the follow‑up questionnaire administered six to nine months after parents received the personalised dental report, which showed a reduction in caries risk, with the proportion of children classified as moderate to high risk decreasing from 93.3 per cent to 75.6 per cent.

"What we are seeing from this tele-dentistry programme is encouraging," said Associate Professor Catherine Hong, Vice Dean (Research, Innovation and Enterprise), NUS Dentistry and Senior Consultant, Division of Paediatric Dentistry, NUCOHS. "By bringing dental assessment and clinical advice closer to where children are, we are able to identify risks earlier and support lower‑income families who might otherwise face barriers to timely care. This helps address gaps in early detection during a critical stage of a child's development."

Adjunct Associate Professor Chong Shang Chee, Head of Division and Senior Consultant, Division of Developmental and Behavioural Paediatrics, Department of Paediatrics, Khoo Teck Puat – National University Children's Medical Institute, NUH, and programme lead of HEADS-UPP, added: "Looking ahead, we see tele‑dentistry as an important part of how HEADS‑UPP encourages families to take proactive action through structured guidance, such as individualised reports that clearly prioritise next steps so parents are not overwhelmed."

"Going forward, we aim to enhance the dental screening process through the integration of artificial intelligence (AI). AI can help review the intraoral images, evaluate responses from the Caries Risk Assessment questionnaire and integrate these data to generate oral health reports. These reports contain customised oral health recommendations that allow parents to intervene early, reducing the risk of progression of dental caries and gum inflammation. These enhancements will streamline the dental screening process, enabling the programme to reach more children and expand to additional preschools, while reducing reliance on manual processes. "

Chinese Glossary

About the National University Hospital (NUH)

­The National University Hospital (NUH) is Singapore's leading university hospital. While the hospital at Kent Ridge first received its patients on 24 June 1985, our legacy started from 1905, the date of the founding of what is today the NUS Yong Loo Lin School of Medicine. NUH is the principal teaching hospital of the medical school.

Our unique identity as a university hospital is a key attraction for healthcare professionals who aspire to do more than practise tertiary medical care. We offer an environment where research and teaching are an integral part of medicine, and continue to shape medicine and transform care for the community we care for.

We are an academic medical centre with over 1,200 beds, serving more than one million patients a year with over 50 medical, surgical and dental specialties. NUH is the only public and not-for-profit hospital in Singapore to provide trusted care for adults, women and children under one roof, including the only paediatric kidney and liver transplant programme in the country.

The NUH is a key member of the National University Health System (NUHS), one of three public healthcare clusters in Singapore. For more information, visit www.nuh.com.sg

About the National University Centre for Oral Health, Singapore (NUCOHS)

The National University Centre for Oral Health, Singapore (NUCOHS) is a national specialty centre that provides a comprehensive spectrum of dental care to manage oral, dental, and jaw-related conditions in patients across the lifespan. NUCOHS is also well poised to provide oral healthcare to the geriatric population as well as patients with special needs including those with complex medical conditions.

NUCOHS draws on the expertise of its clinicians and experts in the fields of Endodontics, Oral Maxillofacial Surgery, Orthodontics, Periodontics, Paediatric Dentistry and Prosthodontics, Geriatric Dentistry and Dental Public Health from the National University Hospital's (NUH) University Dental Cluster (UDC) and the National University of Singapore (NUS) Faculty of Dentistry to operate within NUHS under an academic health centre governance model. Its vision is to transform oral health in Singapore, nurture the next generation of oral health professionals, and champion impactful multi-disciplinary research in oral health.

NUCOHS is one of the three national centres, along with the National University Cancer Institute, Singapore (NCIS) and the National University Heart Centre, Singapore (NUHCS), which form an integral part of the National University Health System (NUHS) in meeting the evolving specialised healthcare needs of the population in Singapore.

For more information, please visit: www.nucohs.com.sg

About the Yong Loo Lin School of Medicine, National University of Singapore (NUS Medicine)

The NUS Yong Loo Lin School of Medicine is Singapore's first and largest medical school. Our enduring mission centres on nurturing highly competent, values-driven, and inspired healthcare professionals to transform the practice of medicine and improve health around the world.

Through a dynamic and future-oriented five-year curriculum that is inter-disciplinary and inter-professional in nature, our students undergo a holistic learning experience that exposes them to multiple facets of healthcare and prepares them to become visionary leaders and compassionate doctors and nurses of tomorrow. Since the School's founding in 1905, more than 12,000 graduates have passed through our doors.

In our pursuit of health for all, our strategic research programmes focus on innovative, cutting-edge biomedical research with collaborators around the world to deliver high impact solutions to benefit human lives.

The School is the oldest institution of higher learning in the National University of Singapore and a founding institutional member of the National University Health System. It is one of the leading medical schools in Asia and ranks among the best in the world (Times Higher Education World University Rankings 2025 by subject and the Quacquarelli Symonds (QS) World University Rankings by subject 2025).

For more information about NUS Medicine, please visit https://medicine.nus.edu.sg/

About the Faculty of Dentistry, National University of Singapore (NUS Dentistry)

The NUS Faculty of Dentistry began as the Department of Dentistry within the King Edward VII College of Medicine in 1929. It was the first dental school to be established in a British colony in the East. It achieved full Faculty status in 1966 and continues to be the only dental school in Singapore.

The Faculty is led by a Dean and a team of academic and administrative staff, in fulfilling its strive for excellence in the areas of oral health clinical care, research, and education. It works closely with departments in the NUS Yong Loo Lin School of Medicine and other teaching hospitals and institutions across Singapore in healthcare delivery and education. It also partners departments in other faculties of NUS, public institutions, and private enterprises in multi-disciplinary research activities.

For more information on the Faculty, please visit dentistry.nus.edu.sg.

ANNEX A

About the HEAlth and Development SUpport in Preschool Partnerships (HEADS-UPP) programme

The HEAlth and Development SUpport in Preschool Partnerships (HEADS‑UPP) programme under the National University Hospital is delivered in partnership with Care Corner Singapore and PAP Community Foundation (PCF) Sparkletots Preschool. Bringing together healthcare professionals, social workers, preschool educators and researchers from the Centre for Holistic Initiatives for Learning and Development (CHILD) at the Yong Loo Lin School of Medicine, National University of Singapore, the programme provides coordinated health and developmental support for children from lower‑income families.

HEADS‑UPP is grounded in the belief that healthy habits and routines should begin early, with families supported right from the start. Lower-income children are known to be at higher risk of health and developmental issues, due to various social and environmental disadvantages. These issues may persist into adulthood without specific early intervention. Adopting a preventive and family‑centred approach, the programme focuses on early identification of health and developmental needs, followed by timely referrals to appropriate support services for both children and their caregivers.

This approach is operationalised through a range of initiatives, including maternal mental health assessment and support, coaching parents in providing a home environment enabled for language and developmental stimulation, and a tiered screening framework followed up by direct child assessments, to identify children at health and developmental risks. Based on these assessments, targeted education, support, and service referrals were individualised for each family. Every child received a detailed, personalised health and development report, with follow-up recommendations where necessary. Families requiring further evaluation were given direct access to specialist centres, reducing the need for additional primary care referral processes. The programme also works closely with community and government partners on initiatives to further support the overall well‑being of participating families. Preschool teachers also received follow-up recommendations of each child, so they would be able to help support the parents after they are enrolled in HEADS-UPP.

Technology-enablement is also a feature of HEADS-UPP. Tele-dentistry helped improve access to dental care. Carefully curated health education resources for caregivers and educators, based on common but important health issues was delivered through our NUHS health app and chatbot. Telehealth through video-consultations and support allowed direct access of parents, families and teachers to the health team, whilst digital note systems allowed health professionals to track service uptake and each child's health needs across the healthcare system including primary care sites.

Since its launch in 2022, HEADS‑UPP has reached more than 400 children, and trained more than 160 professionals in interdisciplinary care, supporting more integrated and upstream interventions in early childhood health and development. HEADS-UPP was also the recipient of the Healthcare Humanity Awards (Team Award) in November 2025.

The article, published by the team of Dr. Wang Shanbing, Director of the Oncology Center at the Second People's Hospital of Yibin, reveals for the first time globally a rare case of hepatic "pseudoprogression" phenomenon observed in a patient with advanced cervical cancer following treatment with the novel Nectin-4 ADC (9MW2821). Pseudoprogression generally refers to a phenomenon where existing lesions temporarily enlarge or new lesions appear early in immunotherapy, without clinical deterioration, followed by subsequent stabilization or shrinkage—typically not representing true tumor progression.

This article reports the case of a patient with metastatic cervical squamous-cell carcinoma whose disease was refractory to platinum–taxane chemotherapy with no prior immunotherapy. After just two cycles of treatment with 9MW2821, the patient's baseline metastatic lesions showed substantial regression, and serum squamous cell carcinoma (SCC) antigen levels dropped precipitously—from 37.0 ng/mL to 1.2 ng/mL (normal range ≤1.5). However, despite comprehensive improvement across multiple indicators, a CT scan unexpectedly revealed a "new hypoattenuating lesion " measuring 1.8 cm × 2.5 cm in the medial segment of the left lobe of the liver. A liver biopsy showed dense infiltration of lymphocytes, plasma cells, and neutrophils, with no evidence of granulomas, spindle cell proliferation, or viable tumor cells. The biopsy results ruled out disease progression, sarcoid-like reactions, or inflammatory pseudotumor. Given the patient's p16-positive status (implying high HPV antigenicity) and the absence of previous immunotherapy, Dr. Wang Shanbing's team hypothesized that the antibody-drug conjugate (ADC) targeted occult micrometastases, inducing immune-cell death and releasing damage-associated molecular patterns that triggered this robust inflammatory influx. The patient continued treatment, and subsequent imaging showed gradual resolution of the liver lesion, with no reappearance during two years of follow-up.

ADCs are hailed as "magic bullets" for precisely targeting tumors. Previously, pseudoprogression has been predominantly observed in immunotherapies such as PD‑1/PD‑L1 inhibitors, whereas its occurrence in ADC therapy for solid tumors is considered exceedingly rare. This finding by Dr. Wang Shanbing's team carries significant implications for the clinical management of advanced cervical cancer. The article strongly emphasizes that treatment that could prolong life should not be prematurely discontinued based solely on radiographic "false impressions," providing a valuable reference for the clinical application of ADCs and safeguarding optimal therapeutic benefits for oncology patients.

9MW2821 is the world's first Nectin-4 ADC candidate to enter Phase III clinical trials for cervical cancer. Currently, enrollment for the monotherapy Phase III trial has been completed. Interim analysis is expected to be conducted and pre-NDA to be submitted in H2 2026. The first-line combination study with toripalimab is in Phase II.

About Mabwell

Mabwell (688062.SH) is an innovation-driven biopharmaceutical company with capabilities spanning the entire pharmaceutical value chain. The company is committed to providing more effective and accessible therapies to meet global medical needs, with a focus on oncology and aging-related diseases. Mabwell's mission is "Explore Life, Benefit Health" and its vision is "Innovation, from Ideas to Reality." For more information, please visit www.mabwell.com/en. 

Forward-Looking Statements

This press release contains forward-looking statements including, but not limited to, the potential safety, efficacy, regulatory review or approval and commercial success of our product candidates and those relating to the Company's product development, clinical studies, clinical and regulatory milestones and timelines, market opportunity, competitive position, possible or assumed future results of operations, business strategies, potential growth opportunities and other statements that are predictive in nature. "Forward-looking statements" are statements that are not historical facts and involve a number of risks and uncertainties, which may cause actual results to be materially different from any future results expressed or implied in the forward-looking statements. These statements may be identified by the use of forward-looking expressions, including, but not limited to, "expect," "anticipate," "intend," "plan," "believe," "estimate," "potential," "predict," "project," "should," "would," and similar expressions and the negatives of those terms.

Forward-looking statements are based on the Company's current expectations and assumptions. Forward-looking statements are subject to a number of risks, uncertainties, and other factors, many of which are beyond the Company's control, including, but not limited to: environment; politic; economy; society; legislation; our dependence on our product candidates, most of which are still in preclinical or various stages of clinical development; our reliance on third-party vendors, such as contract research organizations and contract manufacturing organizations; the uncertainties inherent in clinical testing; our ability to complete required clinical trials for our product candidates and obtain approval from regulatory authorities for our product candidates; our ability to protect our intellectual property; the loss of any executive officers or key personnel. In case one or more of these risks or uncertainties deteriorate, or any assumptions are incorrect, the actual results may be seriously inconsistent with the stated results.

The Company cautions all the persons not to place undue reliance on any such forward-looking statements, which speaks only as of the date of this press release. The Company disclaims any obligation, except as specifically required by law and the rules of the applicable Stock authority to publicly update or revise any such statements to reflect any change in expectations or in events, conditions, or circumstances on which any such statements may be based, or that may affect the likelihood that actual results will differ from those set forth in the forward-looking statements. All forward-looking descriptions, figures and assumptions in this press release are applicable to this statement.

• New research reveals Aiper holds the position of the world's No.1 brand of smart robotic pool cleaners based on 2026 manufacturer sales volume worldwide

SYDNEY, April 22, 2026 /PRNewswire/ -- As technologies like artificial intelligence (AI) become embedded in everyday life¹, homeowners are embracing innovation more than ever. This trend is reflected in new global research which names Aiper the world's No.1 brand of smart robotic pool cleaners*. From robot vacuums indoors to smart security, lighting and energy systems, homeowners are now seeking systems that help optimise energy use, align with cost-saving goals and reduce environmental impact, without sacrificing comfort or convenience.

According to independent research by Euromonitor International, completed in December 2025, Aiper ranked No.1 globally based on manufacturer sales volume worldwide. The findings come as smart home adoption accelerates globally, valued at more than $147 billion USD in 2025 and projected to grow rapidly over the next decade², as households prioritise automation that improves efficiency and supports sustainability goals.

Pool care is following the same trajectory. With more than 3.1 million Australians living in homes with a swimming pool or spa³, demand is growing for intelligent, low-effort systems that can operate autonomously, efficiently and reliably, while helping households manage energy use and ongoing maintenance costs.

Aiper's innovation-led approach was formally recognised at the 2026 Consumer Electronics Show (CES) in Las Vegas, where Euromonitor International presented Aiper with an official certificate acknowledging its global sales leadership. The recognition highlights not only the brand's growth, but the accelerating mainstream adoption of intelligent robotics in outdoor living.

Aiper's next innovation, the Scuba V3, is the world's first cognitive AI-powered robotic pool cleaner. Lightweight and easy to use, it cleans 10x faster with AI vision that identifies 20+ debris types in 3 seconds. Using Cognitive AI Navium™ mode, it automatically adapts cleaning paths, suction, and frequency to each pool, delivering a true set-it-and-forget-it experience for crystal-clear water. Demonstrating how robotics and AI can support more sustainable, low-effort outdoor living while helping households better manage energy and water use.This model will be available in the Australia market during Spring season.

This growing momentum is also being recognised by Aiper's key retail partner in Australia, Clark Rubber. "At Clark Rubber, we're seeing strong growth in demand for smarter, more efficient pool care solutions as Australian households look to reduce maintenance time, energy use and overall costs. Aiper's global recognition reflects the increasing role that innovation and intelligent technology are playing in outdoor living. As a key retail partner, we're excited to bring these advanced solutions to Australian consumers and support the shift toward more sustainable, low-effort pool ownership." said Anthony Grice, CEO Clark Rubber.

For Australian households, long swimming seasons, outdoor lifestyles, and rising energy costs make smart, efficient systems a practical necessity. Aiper's global recognition marks a turning point for smart outdoor living, where advanced robotics and AI are increasingly powerful, accessible, and sustainable, shaping the way modern homes evolve. For more information, visit https://aiper.com/au/home

Research and Citations

1. https://hai.stanford.edu/ai-index/2025-ai-index-report  
2. https://www.fortunebusinessinsights.com/industry-reports/smart-home-market-101900
3. https://www.roymorgan.com/findings/9311-australian-swimming-pool-ownership-march-2023

About Aiper

Aiper is the global pioneer of cordless robotic pool cleaning technology and a leader in smart yard product solutions. Aiper empowers homeowners to transform their backyards into a personal vacation retreat with the help of innovative, smarter, and greener product solutions. Aiper has been recognised as a CES Innovation Awards honouree in 2023, 2024, and 2025, underscoring its commitment to pioneering smart yard solutions.

SYDNEY, April 22, 2026 /PRNewswire/ -- TeamHive (https://team-hive.co/), the evidence-based team effectiveness platform, today announced the public launch of its Free Team Effectiveness Indicator — a diagnostic tool that enables any leader, team member, or team coach to measure their team's dynamics and effectiveness in under ten minutes, at no cost.

Built on TeamHive's research-validated PLUS model (Purpose, Learning, Unity, and Shared Leadership), the Free Team Effectiveness Indicator provides an individual-perspective snapshot of how a team functions across the four dimensions that research shows drive team effectiveness and performance. Upon completion, users receive a web-based results summary and PDF report — with the option to invite their full team and stakeholders to complete a comprehensive TeamHive 360 diagnostic.

The launch comes as organisations globally face mounting pressure to improve how teams work together. Despite significant investment in leadership training, engagement surveys, and culture programs, most organisations lack a practical, evidence-based tool designed specifically to diagnose and develop how teams function as a collective unit.

"Teams armed with the right data and tools can develop faster," said Kimberly Luffman, Founder of TeamHive and Brave Insights. "High-performing teams achieve greater results, becoming more than the sum of their collective efforts — they are genuinely better together. We built TeamHive so that any team or coach, anywhere, can access the same research-backed diagnostic that enterprise clients use to accelerate team development."

The TeamHive Story: From Practice to Platform

TeamHive was born from more than two decades of practitioner experience. Founder Kimberly Luffman spent over 15 years working with leadership teams across Australia, observing a persistent gap: individual leadership development programs, while valuable, rarely translated into improved collective team performance. Organisations were investing heavily in leaders, engagement surveys, and coaching — but none of these tools were designed to diagnose and improve how a team works together.

A pivotal moment came when Luffman observed a team whose effectiveness far exceeded expectations — not because of a single exceptional leader, but because leadership was distributed across every member. That experience sparked a mission: to understand the conditions that enable teams to become more than the sum of their parts, and to make those conditions measurable and accessible.

Drawing on the work of Ronald Heifetz and Marty Linsky in adaptive leadership (studied at Harvard Kennedy School Executive Education), Robert Kegan and Lisa Lahey's adult development theories, and Professor Peter Hawkins' systemic leadership team coaching, Luffman developed an initial framework and prototype survey instrument through her consultancy, Brave Insights (https://www.braveinsights.com/). A pilot study in a financial services company confirmed the approach: team coaching — when grounded in accurate diagnosis — produced substantially greater and more durable impact on long-term behaviour change than individual coaching, peer coaching, or leadership workshops alone.

To bring the platform from prototype to product, Luffman was joined by James Luffman, Executive Director of TeamHive and former founder of Solcast, the global solar data platform that was successfully acquired. James brings deep experience in building research-backed data products at scale, having previously created data infrastructure used by energy systems worldwide.

"When I looked at what Kimberly was building, I recognised the same pattern I'd seen in weather and solar data," said James Luffman. "There were thousands of consultants and dozens of survey providers — but mostly focused on leadership, culture, or engagement, not on teams as the fundamental unit of performance. TeamHive was a chance to build a differentiated, research-grounded team data asset."

The PLUS Model: Four Dimensions of Team Effectiveness

At the heart of TeamHive is the PLUS model (https://team-hive.co/blog/plus-team-effectiveness-360-model), a four-dimension framework that measures the collective behaviours, processes, and shared beliefs that drive — or hinder — team effectiveness:

• Purpose (P): How a team achieves clear goal alignment, translates that into purpose-driven execution, and maintains a stakeholder-centred view of value. Teams with strong shared purpose consistently outperform those without, distinguishing a real team from a loose working group.
• Learning (L): How a team engages in collective development, learns through challenge, and creates a peer-supported environment for growth. In TeamHive's validation research, Learning emerged as the single strongest statistical predictor of team effectiveness.
• Unity (U): How a team practises constructive communication, builds a psychologically safe environment, and strengthens connection and belonging. Unity goes beyond psychological safety alone — it encompasses the full spectrum of trust, respect, and honest collaboration.
• Shared Leadership (S): How a team holds collective accountability, distributes leadership work, and actively integrates diverse perspectives. When Shared Leadership is strong, teams don't wait for one leader to direct — they lead together.

TeamHive also measures Team Outcomes — effectiveness (quality, coordination, reliability) and performance (delivery against expectations and goals). The PLUS dimensions function as the upstream system of drivers that predict those outcomes.

University of Newcastle Validation: Rigorous, Independent Research

The PLUS model and TeamHive 360 diagnostic (https://team-hive.co/product/team-hive-360) were validated through a comprehensive psychometric study conducted in partnership with the University of Newcastle's School of Psychological Sciences, led by researchers Heather Douglas, Jessika Tisdell, and Emina Subasic.

Key validation findings:

• 500 full-time working adults surveyed across 12+ industry sectors, including government, healthcare, technology, finance, and education
• An initial 160-question bank was rigorously refined to a 63-question validated core through Exploratory and Confirmatory Factor Analysis
• Internal consistency reliability (Cronbach's alpha) between .90 and .94 across all four PLUS dimensions — exceeding established industry standards for individual and team diagnostics
• Model fit indices (CFI = .952, TLI = .95) exceeded thresholds for excellence, confirming the superiority of the four-factor PLUS structure
• PLUS dimensions explained 60% of total variance in team effectiveness and 37% of variance in team performance
• Significant incremental validity: TeamHive 360 captures unique team-level variance not redundant with individual leadership constructs, demonstrating that team diagnostics provide explanatory power beyond individual leadership assessments alone
• An independent expert review panel of eight specialists in leadership, HR, and psychometrics contributed to content validation

Already Delivering Results for Enterprise Clients

While the Free Team Effectiveness Indicator opens access globally, TeamHive's full platform is already in use with enterprise clients. Most recently, the TeamHive 360 diagnostic was deployed across approximately 40 leaders as part of a High-Performing Teams program with NextEd Group, a publicly listed private education provider, designed and facilitated by Brave Insights.

"We saw a 20% increase in teamwork and a 10% increase in role clarity in our recent employee engagement survey," said Solange Frost, Regional Director at St Vincent de Paul. "The insights from the diagnostic and the team actions we put in place definitely made an impact."

"It was incredibly helpful for us to identify and plan how our leadership team could better work together in a very challenging and complex project," said Fiona Warnock, Strategic HR Business Partner at Interflow.

Free Team Effectiveness Indicator: Key Details

• Cost: Free. No credit card required.
• Time to complete: Approximately 10 minutes
• What it measures: Team dynamics and effectiveness across the four PLUS dimensions (Purpose, Learning, Unity, Shared Leadership)
• What you receive: Web-based results summary and PDF report
• Who it's for: Team leaders, team members, HR professionals, team coaches, and organisational development specialists
• How to start: Sign up at https://team-hive.co/ 

For organisations seeking deeper insight, the full TeamHive 360 collects input from the entire team and key stakeholders, providing a comprehensive multi-perspective diagnostic with AI-powered coaching via the HiveAI Coach. Standard subscriptions include one TeamHive 360 per team per year, unlimited TeamHive 360 Pulse checks, and full access to HiveAI Coach recommendations.

About TeamHive

TeamHive (https://team-hive.co/) is an evidence-based team effectiveness platform that enables teams to diagnose their dynamics, identify hidden barriers to performance, and accelerate development through data-driven insights. Built on the research-validated PLUS model (Purpose, Learning, Unity, Shared Leadership) and validated by the University of Newcastle's School of Psychological Sciences, TeamHive provides research-backed diagnostics, AI-powered coaching, and actionable strategies for teams of all sizes. From individual team leaders to enterprise organisations managing hundreds of teams, TeamHive makes the science of team effectiveness practical, scalable, and accessible. TeamHive is a product of Team Development Analytics Pty Ltd, based in Sydney, Australia. Learn more at https://team-hive.co/. 

Utilities are shifting from a detect-and-react mindset to one anchored on prevention. New AI models give operators the foresight to act before outages and ignitions occur.

• Overstory's new Outage Model and Ignition Model identify the specific trees, shrubs, and utility assets most likely to start the next wildfire or result in a power outage, giving operators a prioritized list of exactly what to address before an incident occurs.
• Overstory Scenarios enables utilities to compare the cost and potential risk reduction of any resilience program in real time, ensuring operational budgets are directed to the highest-impact work.

AMSTERDAM, April 21, 2026 /PRNewswire/ -- Overstory, the leading grid resilience platform trusted by 6 of the 10 largest utilities in North America, today announced the industry's first AI models that predict where outages and utility-caused wildfires are most likely to start. The new Ignition and Outage Models mark a shift from paper maps and subjective data to predictive scenario planning, giving operators a prioritized view of the exact work that will prevent the most harm per dollar spent.

Utilities are in a moment of profound transformation. Surging costs, more severe storms, and escalating wildfire risk are converging on an industry already stretched thin — forcing operators to get smarter about every dollar spent and every mile of network they protect. For the past seven years, utilities have trusted Overstory to design programs that reduce the vegetation and wildfire risk across their network. Today's release extends that work, giving operators the ability to model a range of scenarios to predict where the risks are greatest, what it would cost to address, and which actions can reduce it most efficiently.

Built on years of identifying hazards, new models predict outages & ignitions

Since its founding in 2018, Overstory has released a series of innovative models that analyze satellite data and aerial imagery to determine tree height, tree health, and ground fuels across utility networks. Trained across millions of miles and extensively validated by certified arborists, these models give utilities a data-backed view of vegetation and fuel risk at every span, down to the individual tree or shrub.

Today's release adds a new layer: by incorporating a utility's historical outages and ignitions alongside factors like asset age and weather data, the models can identify the specific interventions most likely to prevent the next incident, whether that's removing a dying tree, mowing dry grass around a pole, or replacing an aging asset in a high-ignition-risk corridor.

From paper maps to dynamic scenario modeling

Overstory Scenarios equips utilities to dynamically model resilience programs to tackle wildfire, asset and vegetation risks across their networks. For decades, utilities have met growing risk by deploying more resources — a logical response given the tools available at the time. But as costs continue to climb, that path is no longer tenable. Forward-thinking utilities and regulators are calling for a more predictive, data-driven approach: one that addresses more risk within the budgets they have.

Overstory Scenarios bridges that gap. Teams can design risk-based programs, explore alternative scenarios, and weigh tradeoffs between cost and risk reduction. Analysis that once took weeks can now happen in real-time, helping utilities see where risk lies, what it costs to address, and how to reduce the most risk with every dollar spent.

"For years, utilities have been asked to do more with less while storms and wildfires grow in frequency and severity. What utilities need now is foresight: the ability to act before an outage or ignition occurs. That's what these models make possible for the first time"

Fiona Spruill, CEO, Overstory

With this intelligence on hand, utilities can continue to deliver on their enduring promise: safe, reliable, and affordable power.

For more information, visit overstory.com.

About Overstory:
Overstory is the enterprise grid resilience platform helping utilities prevent outages and wildfires. Using satellite imagery and proprietary AI models, Overstory analyzes vegetation risk and fuel conditions across a utility's network, surfacing the highest-impact interventions and the tradeoffs behind them. Built for the unique operational reality of each utility, Overstory helps teams direct every dollar to areas of highest risk to keep communities safe. Overstory is trusted by 6 of the 10 largest utilities in North America and backed by Blume Equity, Energy Impact Partners, B Capital, and Semapa Next. Headquartered in Boston and Amsterdam.

Media contact:
Cait Harding
VP of Marketing
cait.harding@overstory.com

Logo - https://mma.prnasia.com/media2/2831246/5929586/Overstory_Logo.jpg?p=medium600 

BRISBANE, Australia, April 22, 2026 /PRNewswire/ -- More than half of younger Australian veterans are avoiding mental health support due to complex claims processes and long wait times, according to new data released today.

The findings, published in the Veteran Wellness Index by leading veteran advocates, Veterans First Consulting, reveal 51% of veterans aged 18–49 have avoided seeking support in the past three years because the process was too hard to navigate. Complicated processes (56%), long wait times (58%) and not knowing where to start (35%) being the key barriers.

The personal impact is significant. Two-thirds of younger veterans (67%) reported increased stress or anxiety after attempting to access support, while 65% of veterans over the age of 50 said their confidence in seeking assistance in the future had declined.

The new data comes as Australians prepare to honour the sacrifice and service of defence personnel on ANZAC Day, highlighting that many veterans and their families continue to struggle with service-related compensation systems despite reforms following the 2024 Royal Commission into Defence and Veterans Suicide.

Some younger veterans (44%) acknowledged improvement in the quality and access to support services since the Royal Commission delivered its Final Report in September 2024, but one in three of all veterans surveyed (32%) experienced no change, indicating that while progress is evident, it has not yet been consistently felt across the system.

Advocates key to navigating the system

The research also shows the critical role of advocates in helping veterans access support. Just 23% of veterans said navigating the claims process alone was easy, compared to 76% who found it easier with experienced advocates.

At the same time, awareness of reforms remains low. Nearly half (48%) of surveyed family members and close associates, along with 21% of veterans, said they had no understanding of proposed reforms to support services.

Kevin Chapman, a former Airfield Defence Guard in the Royal Australian Air Force and co-founder of Veterans First Consulting, said the findings reflect both progress and persistent gaps.

"The Royal Commission made it clear that system failure can have tragic consequences. Everyone involved — from the DVA to service providers to advocates — is working toward improving outcomes for veterans," Mr Chapman said.

"While it's encouraging to see some reforms heading in the right direction, the data tells us many veterans are still struggling to access the support they need."

"From our experience supporting more than 9,000 veterans, there is still significant work required to deliver a system that is simpler and better aligned to their needs."

Mr Chapman said advocates remain an essential part of that system.

"We hear every day how much easier the process is when veterans have support. The data now clearly shows the difference between going it alone and having experienced help."

The 2026 Veteran Wellness Index report is available for download from the Veterans First Consulting website at https://www.veteransfirstconsulting.com/.

Editorial notes:

ASSETS AVAILABLE

• VIDEO RELEASE
• AUDIO
• IMAGES
• VETERAN WELLNESS INDEX REPORT

About the survey
This study was conducted by independent market research firm YouGov between 9 and 26 March 2026. The survey was conducted online. The total sample size was 246 veterans of the Australian Defence Force (ADF), including those currently serving, with 100 aged 18–49, and 727 family members or close associates of ADF veterans or those currently serving including 326 members aged 18-45.

About Veterans First Consulting

Veterans First Consulting is Australia's largest independent veteran advocacy group. Through the independent, unbiased and professional representation of more than 9,000 veterans in the DVA claims process, we ensure Australian veterans are fairly and accurately supported and compensated.

NEW YORK, April 22, 2026 /PRNewswire/ -- EaseUS, a leader in data recovery solutions, has just released a comprehensive report based on a two-year deep dive into Reddit communities (r/datarecovery, r/TechSupport, r/AskPhotography), combined with proprietary recovery data and user surveys. The report analyzes global SD card failure patterns with a focus on the U.S. market, revealing that human error and logical corruption account for 64% of all failure cases, making them highly recoverable, while most users still fail due to technical complexity and fragmented video structures.

The key findings include:

The Five Pain Points: From "Heart-Stop" Moments to Green Screen Trauma

Data loss is not just about lost files; it is a double blow to emotions and finances. The report identifies five core pain points: psychological crisis (the unpredictability of flash storage), technical gap (4K/8K video fragmentation causing unplayable green screens), commercial traps ("scan free, pay $50+ to export" models), cognitive bias (using software on physically damaged cards), and lifespan anxiety (bit rot after two years of cold storage). These gaps define where traditional data recovery tools fail, and users need smarter solutions.

72% of Failure Cases Are Logical: Accidental Deletion and System Corruption Dominate

According to reports, accidental deletion (34%) and file system corruption (30%) account for nearly two-thirds of all SD card failure cases; provided that users immediately stop writing data to the card and create a full disk image, both types of failures offer an extremely high or high success rate for SD card recovery. Video stream fragmentation (10%) requires advanced tools with capabilities. Virus damage (8%) can sometimes be recoverable depending on the extent of file encryption or deletion, but success varies widely. Physical damage (5%), counterfeit cards (6%), and bit rot (4%) have low or near-zero chances of recovery, underscoring the need for preventive habits and proper first-aid responses.

Popular Camera Brands Have Their Own "Failure Personality"

This SD data loss recovery report uncovers brand-specific failure patterns. 5.7% is the "fragmentation nightmare," caused by triple-stream parallel writing (.MP4 + .LRV + .THM) that can result in unplayable videos after a power loss, especially when paired with certain card brands. 35.4% suffer from "database OCD," in which deleting files on a PC triggers camera error loops and half-gray RAW files. 26.7% experience "capacity fear" with older models like the 450D, which struggle with SDXC cards over 32GB, sometimes producing high-ISO "write noise" artifacts directly in photos.

The proportion of SD card data recovery cases varies by brand, generally ranging from about 5% to 35%. Some brands account for a relatively higher share of around 35%, several mainstream brands fall between approximately 20% and 27%, while others show a lower share of about 5% to 6%. The remaining brands together account for about 12.7% of the distribution.

The Tool Divide: Hardcore Control vs. One-Click Simplicity

Reddit experts champion deep control tools for hexadecimal-level operations, while average users prioritize determinism, simplicity, and video integrity. The report positions user-friendly solutions as "bridge" tools: they offer automatic video clip reconstruction, visual previews before payment, and require no knowledge of partition tables. For wedding and commercial photographers, spending tens of dollars on software isn't a subscription trap, but rather insurance against catastrophic job loss.

Users Demand Certainty, Not Blind Box Recovery

The final section distills user needs into three core demands: certainty (know exactly what is recoverable before paying), simplicity (a one-click rescue button, not sector numbers), and video integrity (no green screens, no missing frames). As one Reddit user summarized: "I don't care about the card. I care about the 20GB of wedding footage coming back."

This report serves as an essential guide for photographers, content creators, and IT enthusiasts, emphasizing the importance of correct first responses, brand-aware recovery strategies, and choosing software that prioritizes video completeness over technical complexity. EaseUS encourages all readers to apply these insights and share the findings within their networks.

About EaseUS Software

EaseUS provides professional IT solutions for home, education, and SMB users in data recovery, backup, system optimization, partition management, and multimedia on Windows, Mac, iOS, and Android. Founded in 2004, the company now serves over 100,000,000 users worldwide. For more information, go to the EaseUS official page.

Follow Beelink's official social media platforms, including YouTube, Reddit, Facebook, X, and Instagram, for the latest updates!

In the news release, Bybit Uncovers AI-Assisted macOS Malware Campaign Targeting Users Searching for Claude Code, issued 21-Apr-2026 by Bybit over PR Newswire, we are advised by the company that the headline and 9th paragraph have been updated. The complete, corrected release follows:

AI empowered Bybit Security Team Uncovers macOS Malware Campaign Targeting Users Searching for Claude Code

DUBAI, UAE, April 21, 2026 /PRNewswire/ -- Bybit, the world's second-largest cryptocurrency exchange by trading volume, reported that its Security Operations Center (SOC) disclosed findings detailing a sophisticated, multi-stage malware campaign targeting macOS users searching for "Claude Code," an AI-powered development tool from Anthropic.

The report marks one of the first known disclosures by a centralized crypto exchange (CEX) of an active threat campaign targeting developers via AI tool discovery channels, underscoring the sector's growing role in frontline cybersecurity intelligence.

First identified in March 2026, the campaign used search engine optimization (SEO) poisoning to elevate a malicious domain to the top of Google search results. Users were redirected to a spoofed installation page designed to closely resemble legitimate documentation, triggering a two-stage attack chain focused on credential harvesting, crypto asset targeting, and persistent system access.

The initial payload, delivered via a Mach-O dropper, deployed an osascript-based infostealer exhibiting characteristics similar to known AMOS and Banshee variants. It executed a multi-phase obfuscation sequence to extract sensitive data including browser credentials, macOS Keychain entries, Telegram sessions, VPN profiles, and cryptocurrency wallet information. Bybit researchers identified targeted access attempts against more than 250 browser-based wallet extensions and multiple desktop wallet applications.

A second-stage payload introduced a C++-based backdoor with advanced evasion capabilities, including sandbox detection and encrypted runtime configurations. The malware established persistence through system-level agents and enabled remote command execution via HTTP-based polling, granting attackers ongoing control over compromised devices.

Bybit's SOC leveraged AI-assisted workflows across the full malware analysis lifecycle, significantly accelerating response time while maintaining analytical depth. Initial triage and classification of the Mach-O sample were completed within minutes, with models flagging behavioral similarities to known malware families.

AI-assisted reverse engineering and control-flow analysis reduced the time required for  deep inspection of the second-stage backdoor from an estimated six to eight hours to under 40 minutes. At the same time, automated extraction pipelines identified indicators of compromise (IOCs) – including command-and-control infrastructure, file signatures, and behavioral patterns – and mapped them to established threat frameworks.

These capabilities enabled same-day deployment of detection measures. AI-assisted rule generation supported the creation of threat signatures and endpoint detection rules, which analysts validated before being pushed into production environments. AI-generated reporting drafts further reduced turnaround time, allowing threat intelligence outputs to be finalized approximately 70% faster than traditional workflows.

"As one of the first crypto exchanges to publicly document this type of malware campaign, we believe sharing these findings is critical to strengthening collective defense across the industry," said David Zong, Head of Group Risk Control and Security at Bybit. "Our AI-assisted SOC allows us to move from detection to full kill chain visibility within a single operational window. What used to require a team of analysts working across multiple shifts – decompilation, IOC extraction, report drafting, rule writing – was completed in a single session with AI handling the heavy lifting and our analysts providing judgment and validation.  Looking to the future, we will face an AI war. Using AI to defend against AI is an inevitable trend. Bybit will further increase its investment in AI for security, achieving minute-level threat detection and automated, intelligent emergency response."

The investigation also revealed social engineering tactics, including fake macOS password prompts used to validate and cache user credentials. In some cases, attackers attempted to replace legitimate crypto wallet applications such as Ledger Live and Trezor Suite with trojanized versions hosted on malicious infrastructure.

The malware targeted a wide range of environments, including Chromium-based browsers, Firefox variants, Safari data, Apple Notes, and local file directories commonly used to store sensitive financial or authentication data.

Bybit identified multiple domains and command-and-control endpoints associated with the campaign, all of which have been defanged for public disclosure. Analysis indicates that attackers relied on intermittent HTTP polling rather than persistent connections, making detection more challenging.

The incident reflects a growing trend of attackers targeting developers through manipulated search results, particularly as AI tools gain mainstream adoption. Developers remain high-value targets due to their access to codebases, infrastructure, and financial systems.

Bybit confirmed that malicious infrastructure was identified on March 12, with full analysis, mitigation, and detection measures completed within the same day. Public disclosure followed on March 20, alongside detailed detection guidance.

#Bybit / #CryptoArk / #NewFinancialPlatform

About Bybit

Bybit is the world's second-largest cryptocurrency exchange by trading volume, serving a global community of over 80 million users. Founded in 2018, Bybit is redefining openness in the decentralized world by creating a simpler, open and equal ecosystem for everyone. With a strong focus on Web3, Bybit partners strategically with leading blockchain protocols to provide robust infrastructure and drive on-chain innovation. Renowned for its secure custody, diverse marketplaces, intuitive user experience, and advanced blockchain tools, Bybit bridges the gap between TradFi and DeFi, empowering builders, creators, and enthusiasts to unlock the full potential of Web3. Discover the future of decentralized finance at Bybit.com.

For more details about Bybit, please visit Bybit Press
For media inquiries, please contact: media@bybit.com
For updates, please follow: Bybit's Communities and Social Media

Discord | Facebook | Instagram | LinkedIn | Reddit | Telegram | TikTok | X | Youtube

Driver Monitoring System technology enables real-time assessment of a driver's functional state relative to the driving environment

CANBERRA, Australia, April 21, 2026 /PRNewswire/ -- Seeing Machines Limited, a global leader in vision-based monitoring technology, has released the second part of its Technical Paper series exploring driver intoxication and impairment.

The latest instalment, available here, outlines how Driver Monitoring Systems (DMS) provide a fundamentally different and more versatile approach to road safety by detecting real-time functional impairment, regardless of the underlying cause.

For more than a century, road safety initiatives have focused on deterrence through law enforcement and public awareness campaigns. These approaches have typically relied on static chemical thresholds, such as blood alcohol concentration, as proxy indicators of risk. When extended to other substances, they require distinct chemical markers and dedicated sensor configurations for each drug.

While effective as deterrents, these methods do not directly assess a driver's real-time fitness to operate a vehicle.

Part Two of this series highlights the critical distinction between intoxication and impairment. Intoxication refers to the presence of substances in the body, whereas impairment reflects the extent to which those substances affect functional capacity and driving performance.

Camera-based DMS technology focuses on impairment. It detects visual indicators of reduced driving capability, tracking both the severity and progression of symptoms to enable timely, potentially life-saving interventions. Because the system assesses functional state, it does not rely on breath, saliva, or sweat-based detection methods for individual substances.

"Our second paper reinforces that effective in-cabin safety systems must focus on a driver's functional state, rather than identifying a specific chemical cause," said Dr Mike Lenné, Chief Safety Officer at Seeing Machines.

"By detecting the physical signs of impairment directly, camera-based DMS provides a versatile safety net, capturing risks arising from both substance and non-substance related causes, and complements existing roadside deterrence strategies."

This cause-agnostic approach enables intervention strategies to be aligned with immediate crash risk. It positions DMS as a critical technology for the future of automotive safety, capable of addressing complex challenges such as polydrug use and combined fatigue, without requiring multiple specialised chemical sensors.

Part One of the Technical Paper series, Blood Alcohol Concentration is an Insufficient Ground Truth for Real-Time Impairment Detection, released in December 2025, is available here.

Seeing Machines will continue to release future papers in the series to advance DMS capability and improve road safety outcomes.

About Seeing Machines (LSE: SEE)

Seeing Machines is a global company founded in 2000 and headquartered in Australia, is an industry leader in vision-based monitoring technology that enable machines to see, understand and assist people. Seeing Machines is revolutionising global transport safety. Its technology portfolio of AI algorithms, embedded processing and optics, power products that need to deliver reliable real-time understanding of vehicle operators. The technology spans the critical measurement of where a driver is looking, through to classification of their cognitive state as it applies to accident risk. Reliable "driver state" measurement is the end-goal of Driver Monitoring Systems (DMS) technology. Seeing Machines develops DMS technology to drive safety for Automotive, Commercial Fleet, Off-road and Aviation. The company has offices in Australia, USA, Europe and Asia, and supplies technology solutions and services to industry leaders in each market vertical. www.seeingmachines.com

Media Contact:
E: Sophie.Nicoll@SeeingMachines.com  
T: +61 419 149 683

SEOUL, South Korea, April 21, 2026 /PRNewswire/ -- South Korea's film, television and streaming sector generated KRW 24.08 trillion (USD 17.1 billion) in GDP and supported 291,100 jobs in 2025, according to a new independent economic contribution report released today by the Motion Picture Association (MPA).

Produced by Oxford Economics, the Economic Contribution of the Audiovisual Industry in South Korea assesses the full economic footprint of the sector, including direct production activity, supply‑chain impacts and induced consumer spending. The report was launched at the National Assembly in Seoul alongside policymakers and industry leaders.

MPA Chairman and CEO Charles Rivkin said the findings underscore Korea's role as a global leader in screen production and storytelling.

"South Korea's audiovisual industry has become one of the most influential in the world," Rivkin said. "This report shows an industry that delivers substantial economic value at home while exporting creativity, culture and innovation to global audiences. MPA member studios are proud to partner with Korean creators to bring these stories to screens worldwide."

The report highlights strong multiplier effects across the economy. For every KRW 1 billion generated directly by the industry, an additional KRW 2.1 billion is created elsewhere. Nearly four in five jobs supported by the sector are in micro, small and medium‑sized enterprises, reflecting a deeply integrated production ecosystem.

Mila Venugopalan, President and Managing Director, Asia‑Pacific, Motion Picture Association, said Korea has become a reference point for policymakers globally.

"Wherever we travel, policymakers ask how Korea did it," Venugopalan said. "This report shows that Korea's success is grounded in strong creative talent, evidence‑based policy and international collaboration. It is a model many markets now seek to emulate."

The findings were presented by Bo Son, Managing Director, MPA Korea, who outlined the sector's contribution across film, television and video‑on‑demand.

"Korea's screen industry combines domestic strength with global reach," Son said. "Its impact extends across employment, exports and long‑term economic growth."

In her welcome remarks, Rep. Lim O‑Kyeong, a Member of the National Assembly of the Republic of Korea and a key policymaker on culture, content and sports issues, noted that "Korea's video content industry has evolved beyond the global spread of Hallyu to become a key driver of the national economy." She said the seminar would "provide an important opportunity to objectively assess the industry's economic contributions and serve as a meaningful foundation for future policy and institutional development," adding that data‑driven analysis of the sector's impact would play "a critical role as reference material for future policy formulation and regulatory improvement."

The report also highlights Korea's expanding global footprint. Exports of Korean film and television content reached KRW 1.8 trillion in 2024, nearly doubling since 2019, while Korean screen content continues to drive tourism and international cultural engagement.

MPA member studios – Netflix, Paramount Pictures, Sony Pictures, Universal Studios, The Walt Disney Studios, Prime Video & Amazon MGM Studios, and Warner Bros. Discovery – are deeply invested in Korea's production ecosystem and work closely with local partners across development, production and distribution.

View the full report here.
View the infographic in USD here and in KRW here.

LONDON, April 20, 2026 /PRNewswire/ -- Frost & Sullivan today released new analysis highlighting a fundamental shift in the European aerospace and defence (A&D) sector, where industrial capacity - not demand - is emerging as the primary constraint on growth.

Presented in the context of Hannover Messe #HM26, the findings underscore a structural transformation in defence manufacturing, driven by geopolitical realignment, increased spending commitments, and the urgent need to rebuild sovereign production capabilities across Europe.

"Defence is no longer a demand story - it is an industrial execution challenge," said Irit Nudelman, Vice President, Aerospace & Defence Advisory, Europe & Israel at Frost & Sullivan. "The opportunity is significant, but success depends on whether companies can scale production, meet stringent qualification standards, and position themselves within the right supply-chain ecosystems."

From Demand Surge to Industrial Bottleneck

Frost & Sullivan's analysis finds that across multiple defence segments, demand visibility is strong and sustained. However, the limiting factor is the ability of industry to deliver at the required pace, volume, and quality.

As a result, defence is increasingly being reframed as a manufacturing scale-up challenge, placing renewed emphasis on supply-chain resilience, production readiness, and operational consistency.

Expanding the Supplier Base

The findings highlight that the opportunity extends well beyond traditional defence contractors. Many industrial companies already possess capabilities relevant to defence production, particularly in:

• Advanced components and materials
• Production equipment and automation
• Industrial process control and engineering

For these organisations, the most effective entry strategy is not to develop entirely new offerings, but to reposition existing capabilities to meet defence-grade requirements.

Qualification and Ecosystem Integration: The Real Barriers

While capability alignment is necessary, it is rarely sufficient to secure market access. Frost & Sullivan identifies qualification and compliance as the most critical barriers for new entrants.

Requirements such as documentation, traceability, audit readiness, and adherence to regulatory standards are essential to establishing credibility as a defence supplier.

In parallel, the defence market operates as an interconnected ecosystem. Success depends on integration with primes, Tier-1 suppliers, and established industrial networks, making relationship-building and strategic positioning as important as technical capability.

Early Movers Positioned to Capture Value

With European defence supply chains actively expanding and being restructured, companies that engage early are better placed to secure qualification, build partnerships, and define their role within the value chain.

Delayed entry is likely to result in higher barriers, increased competition, and reduced strategic flexibility.

Supporting Growth Through End-to-End Advisory

Frost & Sullivan supports organisations across the full A&D value chain, combining market intelligence, competitive benchmarking, and strategic advisory to enable informed decision-making and accelerated market entry.

The firm's approach helps clients to:

• Identify and prioritise high-value defence opportunities
• Understand procurement timelines and customer requirements
• Assess competitive positioning and differentiation
• Navigate regulatory, ecosystem, and localisation challenges
• Develop actionable growth and market-entry strategies

"Winning in defence requires more than capability - it requires credibility, compliance, and connectivity within the ecosystem," Nudelman added. "Companies that move early and align their strengths with defence-specific requirements will be best positioned to capture long-term growth."

Connect with Irit Nudelman (irit.nudelman@frost.com) to explore how your organisation can translate existing industrial capabilities into defence-ready solutions and secure a position within Europe's evolving defence supply chains.

About Frost & Sullivan

Frost & Sullivan, the Transformational Growth Company, enables clients to accelerate growth and achieve best-in-class positions in growth, innovation, and leadership. The company's Growth Pipeline as a Service provides the CEO's Growth Team with transformational strategies and best-practice models to drive the generation, evaluation, and implementation of powerful growth opportunities. For over 60 years, Frost & Sullivan has partnered with investors, corporate leaders, and governments to identify, prioritise, and execute transformational growth strategies.

Your Transformational Growth Journey Starts Here: Schedule Your Growth Pipeline Dialog™

Contact:

Kristina Menzefricke
Marketing & Communications
Global Customer Experience, Frost & Sullivan
kristina.menzefricke@frost.com

GUANGZHOU, China, April 20, 2026 /PRNewswire/ -- XTransfer, the World's Leading B2B Cross-Border Trade Payment Platform, released its latest figures at the 139th China Import and Export Fair (Canton Fair). In the first quarter of this year, emerging markets across Asia, Africa, and Latin America accounted for 73% of XTransfer's inbound cross-border payment collections, with 45% increase year-on-year. Collections from Africa, Latin America, and Southeast Asia increased 115%, 97%, and 18% year-on-year, respectively, highlighting growing demand among exporters for secure and efficient cross-border collection channels.

According to statistics from the China General Administration of Customs, emerging markets in Asia, Africa, and Latin America have become a key driver of export growth. However, underdeveloped local financial infrastructure, incomplete cross-border payment systems, and shortages of foreign exchange mean buyers often struggle to access U.S. dollars. As a result, exporters in these markets frequently face low settlement efficiency, slow cash recovery, and risks such as account freezes.

To address these collection challenges, XTransfer has developed a comprehensive set of cross-border collection solutions. In 2025, payment collections from emerging markets in Asia, Africa, and Latin America rose 106% year-on-year. By region, collections increased 273% in Africa, 82% in Southeast Asia, and 94% in Latin America.

Over the same period, customs statistics show that in 2025, China's total goods exports to Asia, Africa, and Latin America increased 14.6% year-on-year, with exports to Africa, Southeast Asia, and Latin America up 26.6%, 14%, and 8%, respectively. XTransfer's significantly faster growth in collections compared with export growth suggests exporters are accelerating the shift from informal channels to secure, compliant collection methods, and that market recognition of high-quality cross-border payment services continues to rise.

Bill Deng, Founder and CEO of XTransfer, said emerging markets offer long-term opportunities for Chinese exporters, but many are held back by the "last mile" of collections. He added that XTransfer is committed to helping SMEs collect funds safely and quickly through secure, compliant, and efficient cross-border financial services comparable to those used by multinational companies.

Release of XTransfer PMI

At the Canton Fair, XTransfer partnered with the Yicai Research Institute to publish the "China Small and Medium Enterprises (B2B) Merchandise Export Purchasing Manager Index" (XTransfer Export PMI), offering operational guidance and decision-making reference for small and micro export-oriented businesses.

This edition draws on a sample survey of XTransfer's 800,000 SME users, selecting over 3,000 companies nationwide. It covers the full export process across export orders, pricing, procurement, logistics, staffing, and cash flow. The report shows that the March 2026 XTransfer PMI was 51.56%, indicating export conditions for SMEs are generally improving. Despite a complex external environment, SMEs have remained resilient and steadily strengthened their pricing power in international markets. Meanwhile, demand structures in emerging markets are reshaping, with export focus shifting toward intermediate goods and higher value-added products.

Resilience Amid Geopolitical Disruptions

Customs data show that in the first quarter, China's goods exports reached RMB 6.85 trillion, up 11.9% year-on-year, marking a strong start to the year and benefiting SMEs. The XTransfer PMI also shows expansion in the export order index (53.85) and the export price index (56.15). While seasonal factors like the Spring Festival affected the short term, the underlying "volume and price rising together" trend suggests SMEs are accelerating their shift from "low-price internal competition," strengthening pricing power through technology upgrades and improved quality.

Geopolitical disruptions have also extended delivery times, pushing the logistics time PMI down to 37.50. In contrast, the sales collection (receivables) index rose to 68.59, showing a pattern of "goods moving slower, money returning faster". This suggests overseas buyers remain strongly tied to China's high-quality supply chain and are willing to raise prepayment ratios or shorten payment terms to secure capacity. One exhibitor, Mr Wang, said, "A Southeast Asian customer increased its deposit from 30% to 70% to lock in production, worried our capacity would be booked by others."

Emerging Markets Demand Trends Toward "High-End" Upgrading

The report highlights a shift toward higher-end demand in emerging markets. Africa's export orders index (57.55) points to rising infrastructure-related demand; Latin America's export orders index (56.47) and price index (57.81) signal opportunities in electromechanical and optical medical equipment; and Southeast Asia is absorbing components and semi-finished goods, calling for SMEs to move from finished-goods suppliers to supply-chain partners.

As industrialisation accelerates in emerging markets, demand for high-quality intermediate goods, complete electromechanical equipment, and technical services is rising. SMEs are moving from "low-end capacity exports" to "exports of technology and supply chain support".

The composite PMI for the "New Three" (new energy vehicles, photovoltaics, and lithium batteries) was 54.59. The "New Three" sectors continue to hold growth potential, and enterprises need to enhance profit margins by delivering differentiated value.

SINGAPORE, April 20, 2026 /PRNewswire/ -- EPG today released its 2025 ESG Report, outlining its sustainability approach and performance across global operations as it scales internationally.

Environmental EPG achieved full compliance with applicable environmental regulations, with 100% of waste treated and disposed of. The company completed its inaugural greenhouse gas (GHG) inventory, encompassing Scope 1, Scope 2, and key Scope 3 categories, establishing the foundation for its emissions management strategy and long-term decarbonization roadmap.

Social Female represented 31% of total employees, and 85% of employees recruited locally in Malaysia hold managerial positions. EPG maintained a diversified supply chain, with approximately 47% of suppliers based outside of mainland China.

Governance As of the date of this press release, the EPG Board of Directors includes two female directors, representing 22% of board members. The Board convened two meetings with 100% attendance.

As EPG matures its ESG framework, the company is forming a dedicated ESG Committee to oversee this progress. ESG management systems will be embedded into existing and planned facilities, starting with its Malaysia manufacturing plant currently under construction. EPG will also extend these standards through its supply chain at its upcoming Shanghai partner conference.

"Scaling globally only means something if we scale responsibly," said Alick Wan, EPG Founder and Chairman. "We see an opportunity to redefine what sustainable infrastructure looks like for the AI era — proving that high performing infrastructure can also carry light footprint. We believe modular is how the industry gets there."

EPG is proud to have contributed to the book Greener Data, Volume III, launching on Earth Day 2026. The chapter shared EPG's philosophy on how modular construction reduces on-site waste, lowers embodied carbon, and enables full lifecycle sustainability, making the case that responsible scaling and commercial ambition are not in conflict.

Following approximately $200 million in Series B and B+ financing, EPG will keep strengthening company-wide ESG governance and scale its modular approach across an expanding international footprint.

Read the full report: https://www.epg-module.com/list-27-1.html

Contact: communications@epg-module.com

About EPG

EPG is a Singapore-headquartered provider of modular and prefabricated data center infrastructure, powered by dual R&D centers in Singapore and Shanghai and advanced manufacturing hubs in Malaysia and China. With over 20 years of engineering expertise, EPG delivers innovative and sustainable solutions for hyperscale, cloud, and enterprise deployments across APAC, EMEA, and other global markets.

VALBY, Denmark, April 20, 2026 /PRNewswire/ -- H. Lundbeck A/S (Lundbeck) today presented new real-world 6-month results from the INFUSE study at the American Academy of Neurology (AAN) 2026 Annual Meeting, underscoring the importance of evaluating the broad burden of migraine beyond headache and migraine frequency.  Despite being among the most frequently reported symptoms by people living with migraine, cognition and brain fog have rarely been systematically studied. These patient-reported outcomes data highlight the opportunity to focus on elements of migraine burden that are meaningful to individuals living with migraine and report improvement of migraine-related cognitive symptoms after eptinezumab treatment.^[1]

"Migraine is a highly individualized neurological disease characterized by fluctuating symptoms, disability, and quality-of-life impairment. My patients often describe 'brain fog' associated with migraine as profoundly disruptive, hindering their ability to perform at work, engage with family, or simply enjoy daily life," said INFUSE study author Dr. Amaal Starling, Neurologist, Mayo Clinic. "The INFUSE study findings are meaningful as patients report improvements in cognitive symptoms associated with migraine after starting eptinezumab. These data further support more comprehensive goals with patients who have high disease burden despite prior anti-CGRP preventive treatment to better address their needs and improve outcomes."

Data from the 6-month interim analysis of the INFUSE study underscored the importance of real-world evidence to inform clinical practice with the aim to address the holistic burden of migraine with preventive treatments. This specific analysis focused on cognitive improvements. The study demonstrated that migraine-related cognitive symptoms are highly prevalent and bothersome among patients at baseline. Specific symptoms that were considered moderately to extremely bothersome, like difficulty making decisions, difficulty with reading comprehension, difficulty with complex tasks, and brain fog (difficulty concentrating/focusing, trouble finding right words/speaking, mental cloudiness) were reported by 64.7%, 60.0%, 62.6%, and 82.1% of participants, respectively. This population, characterized by a high disease impact, reported improvements following treatment with eptinezumab. Across individual cognitive symptoms (brain fog, difficulty making decisions, difficulty with reading comprehension and difficulty with complex tasks), more than 50% of participants reported improvements at 6 months (after 2 doses of eptinezumab) compared to baseline, with marked improvements observed as early as Day 7 post-treatment.^[1]

"These real-world, patient-reported INFUSE data give greater insight into the management of the holistic burden of migraine – including highly prevalent cognitive symptoms – to better support optimal treatment decisions," said Damian Fiore, Vice President, Lundbeck US Medical Affairs Neurology. "We're excited to share new data that may help redefine expectations for preventive migraine treatment and reinforce our commitment to raising the standard of migraine care."

Additional eptinezumab data being presented at AAN are:

• P10 15-006: "Real-World Effectiveness of Eptinezumab in Patients in Whom ≥1 Prior anti-CGRP Preventive Treatment had Failed: 6-Month Results for an Ongoing Prospective Study"

• P10 15-001: "Eptinezumab's Effect on Interictal Periods and Quality of Life in Participants with Migraine for Whom 2–4 Prior Preventive Treatments had Failed"

About VYEPTI

VYEPTI® (eptinezumab) is a humanized monoclonal antibody that binds to calcitonin gene-related peptide (CGRP) ligand and blocks its binding to the receptor. eptinezumab was deliberately developed for administration by intravenous (IV) infusion to deliver 100 percent of the medication into the bloodstream at the end of the infusion.

The efficacy and safety of eptinezumab were demonstrated in two phase 3 clinical trials; episodic migraine in PROMISE-1 and chronic migraine in PROMISE-2. Eptinezumab met its primary endpoint of decrease in mean monthly migraine days (MMD) over months 1-3 in both episodic and chronic migraine. The safety of eptinezumab was evaluated in 2,076 patients with migraine who received at least one dose of eptinezumab. The most common adverse reactions (≥2 percent and at least 2 percent or greater than placebo) in the clinical trials for the preventive treatment of migraine were nasopharyngitis and hypersensitivity. In PROMISE-1 and PROMISE-2, 1.9 percent of patients treated with eptinezumab discontinued treatment due to adverse reactions.

Eptinezumab offers patients with migraine a preventive treatment administered as one 30-minute IV infusion 4 times a year (every three months). The recommended dosage is 100 mg, and some patients may benefit from a dosage of 300 mg. Dosing should be based on the guidance in the Prescribing Information and Patient Information. 

VYEPTI (eptinezumab-jjmr) was approved by the U.S. Food and Drug Administration (FDA) for the preventive treatment of migraine in adults in February 2020, and in January 2022, eptinezumab was granted marketing authorization by the European Commission (EC) for the prophylaxis of migraine in adults who have at least four migraine days per month. Today, eptinezumab is launched in more than 30 markets worldwide.

About Migraine Disease

Migraine is a complex and disabling neurological disease that limits functionality and quality of life.^[2],[3] It is characterized by moderate to severe head pain typically accompanied by an array of symptoms, including nausea, vomiting and sensitivity to light or sound.^[2] Over time, migraine disease may worsen, with attacks increasing in frequency, severity and duration.^[4] It is estimated to affect more than 40 million people in the U.S. and impacts three times as many women than men.^[5] Headache disorders are a leading cause of years lived with disability (YLD) among all diseases and is a top 5 cause for 10–24-year-olds, according to the 2019 Global Burden of Disease study.^[6] The impact of migraine permeates into career, home life and relationships.^[7]

About INFUSE study

The INFUSE study is a 12-month, prospective, observational study in the US, assessing real-world effectiveness of IV eptinezumab (100 mg or 300 mg) in adults with migraine who previously failed at least one preventive anti-CGRP. Data were collected digitally at baseline, Day 7, and Months 3, 6, 9 and 12 through participant-reported surveys. The primary outcome was percent of patients with "much" or "very much" improved on the 7-point PGIC scale ("very much improved," "much improved," "minimally improved," "no change," "minimally worse," "much worse," or "very much worse"). Secondary outcomes included monthly headache days and ≥50% reduction in monthly headache days (MIDAS-derived) and number of patient-defined "good days". INFUSE did not collect safety data but these data are reported via the established safety reporting channels.

Contacts

About H. Lundbeck A/S

Lundbeck is a biopharmaceutical company focusing exclusively on brain health. With more than 70 years of experience in neuroscience, we are committed to improving the lives of people with neurological and psychiatric diseases.

Brain disorders affect a large part of the world's population, and the effects are felt throughout society. With the rapidly improving understanding of the biology of the brain, we hold ourselves accountable for advancing brain health by curiously exploring new opportunities for treatments.

As a focused innovator, we strive for our research and development programs to tackle some of the most complex neurological challenges. We develop transformative medicines targeting people for whom there are few or no treatments available, expanding into neuro-specialty and neuro-rare from our strong legacy within psychiatry and neurology.

We are committed to fighting stigma and we act to improve health equity. We strive to create long term value for our shareholders by making a positive contribution to patients, their families and society as a whole.

Lundbeck has more than 5,000 employees in more than 20 countries and our products are available in more than 80 countries. For additional information, we encourage you to visit our corporate site www.lundbeck.com and connect with us via LinkedIn.

References 

^[1] Starling, A., Estemalik, E., Lipton, R., et al. Real-world Improvements in Cognitive Symptoms After Eptinezumab Treatment in Patients in Whom ≥1 Prior Anti-CGRP Preventive Treatment had Failed: 6-month Results for the Ongoing INFUSE Study. Presented at American Academy of Neurology 2026 Annual Meeting. April 2026.

^[2] What is migraine? nids.nih.gov

^[3] Law H. Z., Chung M. H., Nissan G., Janis J. E., Amirlak B. Hospital burden of migraine in United States adults: A 15-year national inpatient sample analysis. 2020.

^[4]  Lipton R. B., Buse D. C., Nahas S. J., et al. Risk factors for migraine disease progression: a narrative review for a patient-centered approach. J Neurol. 2023;270(12):5692-5710.

^[5] Cohen, F., Brooks, C. V., Sun, D., Buse, D. C., Reed, M. L., Fanning, K. M., & Lipton, R. B. (2024). Prevalence and burden of migraine in the United States: A systematic review. Headache, 64(5), 516–532. 

^[6] Global burden of 369 diseases and injuries in 204 countries and territories, 1990–2019: a systematic analysis for the Global Burden of Disease Study 2019.

^[7] Buse D. C., Scher A. I., Dodick D. W., et al. Impact of Migraine on the family: Perspectives of people with migraine and their spouse/domestic partner in the CaMEO study. Mayo Clinic. 2016, 91(5):596-611.

 

CONTACT:

H. Lundbeck A/S
Ottiliavej 9, 2500 Valby, Denmark
+45 3630 1311
info@lundbeck.com

This information was brought to you by Cision http://news.cision.com

https://news.cision.com/h--lundbeck-a-s/r/lundbeck-presents-new-data-at-aan-2026-highlighting-real-world-changes-in-migraine-related-cognitive,c4336771

The following files are available for download:

In Haikou on April 16^th, during the 6th China International Consumer Products Expo, a book launch event was held to celebrate the publication of the China Development Report 2025 and the Global Development Report 2025, along with a Think Tank Dialogue themed around the high-quality development of the Hainan Free Trade Port (FTP). The books record China's development process, offering holistic insights into global development, and giving the international community a more comprehensive and in-depth understanding of China's and the world's development trends.

The China Development Report 2025 records the achievements of China's economic and social development in 2024 and also includes four important research findings from the Development Research Center of the State Council (DRC), while the Global Development Report 2025 responds to major concerns of the international community, lays out remaining certainties and favorable conditions, and explores an overall approach along with specific paths to promote global stability and sustainable development.

Since 2023, the global influence of both reports has significantly increased, reaching multiple developed countries and the Global South, as well as major international organizations, international think tanks, major multinational corporations, political figures, renowned economists, prestigious universities, and museums worldwide. They have also been collected by numerous domestic Party and government institutions, universities and research institutes, companies, industry associations, embassies, and consulates abroad, as well as other China-funded institutions. The reports have been featured at major conferences, renowned international and domestic book fairs, and important international forums, and have been established as think tank publications and public knowledge products with considerable international influence.

During the Think Tank Dialogue, experts exchanged views and offered targeted opinions and suggestions on how to better leverage the role of think tanks and contribute more wisdom and strength to the high-quality development of the Hainan FTP.

The DRC, a national high-end think tank, has published the two reports annually since 2023. The DRC's Think Tank will also collaborate with the Southland Think Tank to conduct research into major issues concerning the high-quality development, institutional opening-up, and regional coordinated development of the Hainan FTP.

RSV is a common virus that can cause severe respiratory illness in infants and young children, including lower respiratory tract infections (LRTIs) such as bronchiolitis and pneumonia. It is a leading cause of infant hospitalisation worldwide, with early-life infection linked to potential longer-term effects including recurrent wheeze or asthma, repeat hospital admissions and impaired lung health.

In England, a national maternal RSV vaccination programme was introduced on 1 September 2024, offering the Bivalent Prefusion F vaccine to pregnant women from 28 weeks' gestation.

To evaluate its impact on infant hospitalisations due to RSV-associated LRTI, researchers from the UK Health Security Agency (UKHSA) conducted a retrospective cohort study using linked national datasets, including NHS maternity records, immunisation data and hospital and laboratory data. The analysis included 289,399 infants born between 2 September 2024 and 24 March 2025, representing around 90% of births in England during this period.

Across the study population, 4,594 RSV-associated hospitalisations were recorded. Although infants born to unvaccinated mothers made up 55% of the total cohort, they accounted for 87.2% of hospitalisations.

In contrast, infants whose mothers were vaccinated at least 14 days before birth had a markedly lower risk of hospitalisation, with vaccine effectiveness estimated at 81.3%, relative to the unvaccinated group.

Lead author and UKHSA epidemiologist Matt Wilson commented, "As the largest study to date examining the impact of this vaccine on infant hospitalisation, these findings provide robust evidence that vaccination offers substantial protection against severe illness in young infants. We found a clear relationship between timing and protection, with effectiveness increasing as the interval between vaccination and birth lengthens, reaching close to 85% when vaccination occurs at least four weeks before delivery."

The study also investigated outcomes in preterm infants. Vaccine effectiveness was estimated at 69.4% in preterm infants, when allowing at least 14 days between vaccination and birth.  

"These findings are particularly important for preterm infants, who are among the most vulnerable to severe RSV infection," added Wilson. "With sufficient time between vaccination and birth, we saw good levels of protection in these babies."

The report is structured around five key pillars: "Practicing Green Development, Building Low-Carbon Logistic; Driving Innovation Engines, Elevating Customer Service; Deepening Talent Development, Safeguarding Workplace Well-being; Synergizing Stakeholder Value, Creating a Responsible Ecosystem; Consolidating Governance Foundations, Strengthening Compliance Defenses." Together, these sections comprehensively demonstrate how ZTO works hand-in-hand with employees, customers, partners, communities, and other stakeholders to fulfill its corporate mission of "Bringing happiness to more people through our services."

In the report, the Company's chairman Meisong Lai stated: "The year 2025 marked the conclusion of the 14th Five-Year Plan, a milestone during which China's postal and express delivery sector continued to script new chapters of high-quality development. Reflecting on the past year, ZTO remained firmly committed to a long-term vision. We further integrated Party building with business development and aligned the Company's growth with national strategies and public needs. Guided by the 'shared-success' philosophy and defined by hard work and dedication, we delivered performance characterized by scale, resilience and responsibility. We firmly believe that sustainable development is never an 'optional extra' for corporate development, but a 'mandatory task' for high-quality development. It is the core path for us to practice our corporate mission of 'Bringing happiness to more people through our services' and realize our commitment to 'benefiting others and society.'

As we set out on a new journey in the 15th Five-Year Plan period, we will fully implement the 'Two Focal Promotions and Three Capability Enhancements' requirements of the State Post Bureau, remain focused on key priorities such as strengthening safety, enhancing service, driving real operational optimization, improving e­fficiency, promoting fairness, fostering cohesion, reinforcing execution and unlocking potential, and further strengthen our three growth curves. Staying true to our original aspiration of self-disciplined development, putting people first, and benefiting others and society, we will work hand in hand with partners from all sectors to move forward with greater steadiness, go further, and bring more warmth to the pursuit of a better life."

Since continuously strengthening its ESG system, ZTO has seen steady improvements in corporate governance capabilities and international recognition, with multiple major international ESG ratings continuing to improve and its industry ranking moving steadily upward. Through solid operations and responsible practices, the Company has received a number of prestigious national and industry awards over the past year, further elevating its brand value and social influence.

In the area of green and low-carbon development, ZTO has continued to enhance its full-chain green logistics system, steadily advancing clean energy deployment and last-mile green delivery upgrades. Through large-scale rollout of photovoltaic projects, widespread adoption of unmanned delivery fleets, and promotion of low-carbon operation models, the Company has effectively reduced carbon emissions across the entire logistics chain. Many of these green initiatives have been selected as exemplary industry cases, supporting the low-carbon transformation of the logistics industry.

In terms of digital innovation and service enhancement, ZTO leverages technology to improve quality and efficiency across the entire chain, continuously strengthening last-mile fulfillment capabilities and differentiated service levels. By utilizing big data, artificial intelligence, and other technological advantages, the Company continuously optimizes network-wide operational efficiency. At the same time, ZTO further extends its rural logistics network and deepens the integration of express delivery with manufacturing, effectively serving the real economy and urban-rural livelihoods.

Regarding employee care and network partner support, ZTO always puts people first, improving protection mechanisms and caring assistance for frontline workers. The Company regularly carries out welfare activities to enhance the sense of belonging and well-being of its employees. Meanwhile, it implements a comprehensive network partner empowerment plan, reinforcing the resilience of last-mile operations through various measures and stabilizing the industrial and supply chain ecosystem.

In the realm of social welfare, ZTO actively fulfills its corporate social responsibility by continuously increasing its investment in public welfare. The Company focuses on areas such as educational support for underprivileged students, disability assistance, and charitable donations, with long-term implementation of multiple signature public welfare programs. Through lasting, practical actions, ZTO gives back to society and conveys the warmth of the Company.

On governance and compliance, ZTO continues to optimize its sustainability top-level design, improve its specialized governance structure, and refine its assessment and incentive mechanisms. The Company strictly strengthens internal controls, information security, and integrity compliance, building a comprehensive defense line against operational risks, and ensuring high-quality, long-term development through standardized and modern governance.

The above summarizes the core content of this report. For the complete strategic framework, detailed practices, and phased achievements of ZTO's 2025 sustainability efforts, please refer to the full version of the Sustainability Report at:
https://zto.investorroom.com/ESG.

About ZTO Express (Cayman) Inc.

ZTO Express (Cayman) Inc. (NYSE: ZTO and SEHK:2057) ("ZTO" or the "Company") is a leading and fast-growing express delivery company in China. ZTO provides express delivery service as well as other value-added logistics services through its extensive and reliable nationwide network coverage in China.

ZTO operates a highly scalable network partner model, which the Company believes is best suited to support the significant growth of e-commerce in China. The Company leverages its network partners to provide pickup and last-mile delivery services, while controlling the mission-critical line-haul transportation and sorting network within the express delivery service value chain.

For more information, please visit http://zto.investorroom.com.

Safe Harbor Statement

This announcement contains statements that may constitute "forward-looking" statements pursuant to the "safe harbor" provisions of the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as "will," "expects," "anticipates," "aims," "future," "intends," "plans," "believes," "estimates," "likely to," and other similar expressions. ZTO may also make written or oral forward-looking statements in its periodic reports to the U.S. Securities and Exchange Commission (the "SEC") and The Stock Exchange of Hong Kong Limited (the "HKEX"), in its interim and annual reports to shareholders, in announcements, circulars or other publications made on the website of the HKEX, in press releases and other written materials, and in oral statements made by its officers, directors, or employees to third parties. Statements that are not historical facts, including but not limited to statements about ZTO's beliefs, plans, and expectations, are forward looking statements. Forward-looking statements involve inherent risks and uncertainties. A number of factors could cause actual results to differ materially from those contained in any forward-looking statement, including but not limited to the following: risks relating to the development of the e-commerce and express delivery industries in China; its significant reliance on certain third-party e-commerce platforms; risks associated with its network partners and their employees and personnel; intense competition which could adversely affect the Company's results of operations and market share; any service disruption of the Company's sorting hubs or the outlets operated by its network partners or its technology system; ZTO's ability to build its brand and withstand negative publicity, or other favorable government policies. Further information regarding these and other risks is included in ZTO's filings with the SEC and the HKEX. All information provided in this announcement is as of the date of this announcement, and ZTO does not undertake any obligation to update any forward-looking statement, except as required under applicable law.

For investor inquiries, please contact:
Investor Relations
Tel: (86) 21 5980 4508
Email: ir@zto.com 

• Half (50%) of business leaders from the financial services sector report that AI is deployed in their organisations but limited to selected departments or functions, while a combined 20% are either still in an exploratory stage (11%) or have no concrete plans for adoption (9%).

• Leaders cite data governance and privacy compliance (34%), cybersecurity and risk concerns (32%), data fragmentation and quality issues (31%), regulatory uncertainty around AI use (30%), and shortages in AI talent and technical expertise (30%) as the main barriers preventing AI from being deployed at scale in the sector.

• More than two in five leaders (42%) report difficulty attracting talent with emerging skills such as AI, ESG and cybersecurity, while 39% say they struggle to upskill existing employees at the required pace by regulatory and market changes.

• Finance leaders identify AI and machine learning expertise as the most critical capability to develop (46%), yet is also cited as the most lacking (34%). Other critical skills for the sector include cybersecurity (41%) and AI governance and ethical AI practices (38%).

SINGAPORE, April 17, 2026 /PRNewswire/ -- While financial institutions are adopting Artificial Intelligence (AI), workforce capabilities are struggling to keep pace. Additionally, AI adoption has yet to be scaled consistently across organisations, with half (50%) of business leaders surveyed reporting that AI is deployed in their organisations but is limited to selected departments or functions, while a combined 20% are either still in an exploratory stage (11%) or have no concrete plans for adoption (9%).

While business leaders identify AI adoption (63%) as the driver with the greatest workforce impact in the coming two years, there are barriers to deploy AI at scale in the sector. They cite data governance and privacy compliance (34%), cybersecurity and risk concerns (32%), data fragmentation and quality issues (31%), regulatory uncertainty around AI use (30%), and shortages in AI talent and technical expertise (30%) as the main barriers to AI-scaling.

These are some of the key findings from NTUC LearningHub's Industry Insights Report on Financial Services, which surveyed 200 business leaders to examine how technological change, sustainability priorities and workforce capabilities are shaping the future of the industry.

Against this backdrop, workforce readiness emerged as a key challenge. More than two in five leaders (42%) report difficulty attracting talent with emerging skills such as AI, Environmental, Social, and Governance (ESG) and cybersecurity, while 39% say they struggle to upskill existing employees quickly enough to keep pace with regulatory and market changes.

Beyond talent availability, the report also points to capability gaps within the financial services sector. Business leaders identify AI and machine learning expertise as the most critical future capability (46%), yet more than one-third of leaders (34%) say it is currently lacking in their workforce. Other skills business leaders believe are critical to develop in the sector include cybersecurity (41%) and AI governance and ethical AI practices (38%), fraud and financial crime prevention (34%), and risk management (31%).

In response to these challenges, organisations in the sector are stepping up their investment in training and development. More than one-third of business leaders (37%) report having sent employees for financial services-related training in the past two years, while 50% of leaders say they plan to do so within the next one to two years, signalling a strong intent to strengthen workforce capabilities. This emphasis in workforce development is reinforced by broad recognition of formal credentials, with more than four in five business leaders (25% very important, 59% quite important) acknowledging the importance of industry-recognised certifications in validating employee competencies.

At the same time, business leaders recognise that workforce development must extend beyond technical capabilities. They also identify a continuous learning mindset (41%), critical thinking (40%), and creativity in product and service innovation (39%) as the top human skills for professionals in the financial services to develop.

Commenting on the report's findings, Mr Tay Ee Learn, Assistant Chief Executive and Chief Sector Skills Officer, NTUC LearningHub, says, "AI is already being used across many parts of the financial services sector, but widespread usage alone does not automatically translate into productivity or competitive advantage. The findings show that the real challenge lies in scaling AI responsibly across the organisation, where gaps in talent, governance and data capabilities continue to hold teams back. For organisations, especially small and medium‑sized firms, AI can be a powerful tool but only if employees are equipped with the right technical, governance and human capabilities. Structured upskilling that integrates AI and data expertise, cybersecurity, ethical AI practices and critical thinking is essential to help organisations move beyond pilots and unlock measurable business impact. This is where targeted training and industry‑recognised certifications play a vital role in building the capabilities needed to make AI work at scale."

To download the Industry Insights Report on Financial Services, please visit https://www.ntuclearninghub.com/media/research-reports/2026/financial-services. To find out more about the courses, training, and grants, please contact NTUC LearningHub at www.ntuclearninghub.com.

About NTUC LearningHub

NTUC LearningHub is the leading Continuing Education and Training provider in Singapore which aims to transform the lifelong employability of working people. Since our corporatisation in 2004, we have been working with employers and individual learners to provide learning solutions in areas such as Infocomm Technology, Generative AI & Cloud, Healthcare, Retail & Food Services, Employability & Literacy, Business Excellence, Workplace Safety & Health, Security, Human Resources & Coaching and Foreign Workers Training.

To date, NTUC LearningHub has helped over 34,000 organisations and achieved more than 3.2 million training places across more than 1,000 courses with a pool of about 1,000 certified trainers. As a Total Learning Solutions provider to organisations, we also forge partnerships to offer a wide range of relevant end-to-end training. Besides in-person training, we also offer instructor-led virtual live classes (VLCs) and asynchronous online learning. The NTUC LearningHub Learning eXperience Platform (LXP)—a one-stop online learning platform—offers timely, bite-sized and quality content for learners to upskill anytime and anywhere. Beyond learning, LXP also serves as a platform for jobs and skills development for both workers and companies.

For more information, visit www.ntuclearninghub.com.

This combination helps explain Ningbo's prominent role in China's industrial landscape. It is not just a major port, but also one of the country's most important manufacturing hubs.

Here, traditional industries still make up about 55 percent of its industrial base, roughly in line with the national structure. Its industrial reach is strikingly wide, spanning 36 of China's 41 major industrial categories. More than 90 percent of its manufacturers are privately owned, though large state-backed firms also remain part of the picture.

All these features make Ningbo a revealing microcosm of China's manufacturing sector in transition.

"Transition" is certainly the right word. In recent years, the city has steadily upgraded its manufacturing base, using digital tools, industrial internet platforms and AI to make production smarter, more efficient and more precise.

The pace has quickened this year. In the first two months of 2026, the value-added industrial output of enterprises above designated size in Ningbo rose 9.3 percent year on year, 4 percentage points faster than the full-year rate for 2025. Of the city's 36 major industries, 27 expanded. Output in carmaking, computers and communications equipment, as well as general equipment manufacturing, all posted strong growth during this period.

Yet the more revealing story lies not in the headline numbers, but in the changes unfolding on the factory floor.

At an interactive display area run by Ningbo Puzhi Future Robotics Co., Ltd., humanoid robots sway to music while wheeled machines stack goods on supermarket shelves. Streams of data from touch sensors, robotic-arm movements and video feeds are then fed back into model training.

For Zhou Xingyou, chairman of the embodied intelligence business and vice president of Joyson Holding Co., Ltd., a globally oriented smart-manufacturing company with operations ranging from automotive systems to embodied intelligence robotics, Ningbo's edge lies in its abundance of real-world industrial scenarios.

Original link: https://en.imsilkroad.com/p/350168.html