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JEDDAH, Saudi Arabia, Jan. 12, 2026 /PRNewswire/ -- Dar Global (LSE: DAR), the London-listed international luxury real estate developer, announced today the official launch of Trump Plaza Jeddah, marking its third prestigious collaboration with The Trump Organization in Saudi Arabia. Valued at over USD 1 billion, this landmark development, strategically located within the expansive Amaya development along King Abdulaziz Road, is poised to redefine luxury urban living in Jeddah's thriving real estate landscape, following the successful launch of Trump Tower Jeddah in December 2024. DAR GLOBAL AND THE TRUMP ORGANISATION EXPAND SAUDI PORTFOLIO WITH USD 1BN TRUMP PLAZA JEDDAH Residential offerings include fully furnished 1, 2, and 3-bedroom Trump Executive Residences; premium 2, 3, and 4-bedroom Trump Park Residences; and exclusive 4-bedroom Trump Townhouses. Together with thoughtfully designed home offices, premium retail, and curated dining, the project redefines modern living by blending convenience and luxury into a single, connected destination. Optional rental management services further enhance the appeal for international owners seeking a turnkey ownership experience. Eric Trump, Executive Vice President of The Trump Organization, commented: "Expanding our presence in Saudi Arabia with Trump Plaza Jeddah underscores our commitment to world-class quality and iconic design. This project reflects the strength of our relationship with Dar Global and our confidence in Jeddah as a dynamic, globally relevant city. Trump Plaza Jeddah will set a new benchmark for integrated urban destinations." Ziad El Chaar, CEO of Dar Global, added: "The launch of Trump Plaza Jeddah represents a major milestone in our Saudi portfolio. This is not a single-use development, but a carefully curated urban ecosystem designed for global residents who want to live, work, and connect within the best address in Jeddah. Anchored by a private park and supported by world-class amenities, Trump Plaza Jeddah introduces a new model for modern city living in the Kingdom." Central to the lifestyle offering is the exclusive 4,000-square-metre Vitality Club, with golf simulators, a spa, sports medicine and recovery facilities, swimming pools, dining, and high-performance wellness spaces. Destination retail and dining, including Trump Grill, Trump Daily, an artisan bakery, and a fitness pro shop, reinforce its positioning as a district day and night. Located at the heart of the 1,000,000-square-metre Amaya development, Trump Plaza Jeddah anchors a new, highly integrated urban district that reflects the Kingdom's growing prominence as a global real estate destination, supported by foreign-ownership incentives, a 0% capital gains tax, and accelerated infrastructure investment.
BEIJING, Jan. 7, 2026 /PRNewswire/ -- Realsee, a leading provider of digital spatial and spatial intelligence solutions, presented its spatial intelligence technologies at CES 2026, the world's premier tech event in Las Vegas. Reelsee at CES2026 Demonstrating its integrated software and hardware approach, Realsee showcased how AI-powered solutions create actionable digital foundations for industries including real estate, retail, manufacturing, and hospitality. Poincare S1, the industry's first handheld scanner with in-device full-view color point cloud output -offers 300m range, 640k points/sec speed and ≤10mm error. Its advanced SLAM algorithm enables real-time processing, pioneering the "handheld + direct output" era for large-space 3D reconstruction. Galois M2 enables 1:1 spatial reproduction and 134MP panoramic output. Powered by Realsee's AI platform, it supports fully automated 3D reconstruction, meeting professional needs with no manual work. During the exhibition, Realsee hosted a dedicated roadshow for global technology professionals, industry partners, and media, outlining its technical expertise, product portfolio, and established global footprint in digital space and spatial intelligence. By the end of 2025, Realsee had built the world's largest 3D spatial database, boasting over 55 million models, empowering more than 3,000 brands across 53 countries with digital and intelligent transformation solutions, serving core scenarios in a wide range of industries. This growth is driven by a continuous hardware-software flywheel. In 2025, Realsee advanced its capabilities with devices like the Galois P4, which delivers higher-quality spatial data—a critical step in overcoming the industry-wide challenge of data scarcity and fueling further AI development. As AI integration with the physical world accelerates, Realsee remains focused on its core mission: to move beyond simply "seeing" space and toward enabling AI to truly understand it, providing a robust digital foundation for industries worldwide.
SINGAPORE, Jan. 6, 2026 /PRNewswire/ -- Uni Shades, a leading awning supplier and professional awning contractor in Singapore, has unveiled its redesigned website, https://www.unishades.com.sg/, to provide users with a more intuitive and informative platform to explore awning solutions for residential and commercial properties. With a refreshed layout, simplified navigation, and improved mobile responsiveness, the redesign enables visitors to browse awning types, learn about material options, and request quotations more efficiently. Modern Design and Easier Access to Information The redesigned website features a cleaner layout, improved navigation, and optimised mobile performance, ensuring a smoother browsing experience for users. Visitors can easily explore Uni Shades' extensive range of products, including polycarbonate awnings, tempered and laminated glass awnings, retractable awning solutions, cassette awnings, roller blinds, fixed awnings, aluminium composite roofing solutions, Ziptrak systems, and custom roofing installations. Each product section provides clear details on material types, installation suitability, and maintenance requirements, helping customers choose the right awning for their outdoor spaces such as patios, balconies, and courtyards. Built with Singapore's tropical climate in mind, the website highlights the use of highly durable, water-resistant, and corrosion-resistant materials that protect against direct sunlight, heavy rain, and UV rays. These design choices ensure every structure remains reliable and visually consistent, even under harsh weather conditions. Guidance on maintenance practices, including cleaning with only mild soap, is also provided to extend the lifespan of installations. "The redesign focuses on simplicity, clarity, and practicality," said a Uni Shades spokesperson. "We wanted to make it easier for all our customers to access detailed information, compare different awning solutions, and identify systems that best suit their specific needs. It's about making quality craftsmanship and informed decision-making more accessible online." A Practical Resource for Homeowners and Businesses Alike In addition to product insights, the website serves as a practical resource for property owners undertaking home renovations or upgrading commercial properties. Its comprehensive library of articles details how motorised retractable awnings with remote controls function, polycarbonate roofs, and other roofing solutions that can provide shade, improve functionality, and support comfortable outdoor areas in a cost-efficient way. The new site also underscores Uni Shades' focus on workmanship, after-sales support, and the use of the highest-quality materials sourced to ensure longevity and performance. With a proven track record in delivering comprehensive solutions across Singapore, Uni Shades remains dedicated to combining form, function, and reliability in every project it undertakes. About Uni Shades Founded in 2013, Uni Shades has grown into one of Singapore's trusted names in awning and roofing solutions. The company designs, fabricates, and installs polycarbonate awnings, aluminium composite (ACP) awnings, tempered and laminated glass awnings, retractable awnings (manual and motorised), stationary awnings, outdoor blinds, Ziptrak systems, and custom roofing installations. Serving clients across the island, from central districts such as Chinatown, Tanjong Pagar, and Orchard to residential areas like Ang Mo Kio, Bishan, and Pasir Ris, Uni Shades caters to homeowners, commercial property owners, and industrial operators alike. Its projects range from small balcony awnings to large-scale canopies for warehouses and shopfronts. Media Contact:Uni Shades4023 Ang Mo Kio Industrial Park 1, #01-335, Singapore 569634+65 6635 3550info@unishades.com.sgUnishades.com.sg
SHANGHAI, Dec. 30, 2025 /PRNewswire/ -- Under the global background of ageing people, WallstreetCN reported how TaiKang play its wisdom in new-life-insurance. In 2014, journalists from Japan's NHK documented the phenomenon of A Society Without Bonds, portraying how the elderly in an atomized society—devoid of social, familial, or community ties—gradually become isolated and ultimately pass away alone. A decade later, the Japanese drama Two in the Neighborhood (Douban rating 9.3) offers a starkly different narrative. Its two 55-year-old female protagonists no longer treat aging with tragic solemnity; instead, they put on face masks, lift weights casually, and remark with ease: "Humans simply can't give up hope." Japan, China's neighboring country, provides a vivid window into how attitudes toward aging have shifted from fear to composure amid profound, gradual demographic changes. Young people are often captivated by youth, seldom envisioning their own twilight years. Yet the reality is that in twenty years, the silver-haired generation—now less visible in shopping malls and cinemas—will constitute a critical one-third of society. According to the latest data from China's Ministry of Civil Affairs, by the end of 2024, the population aged 60 and above had reached 310 million, accounting for 22.0% of the total populace. This figure is projected to rise to around 30% by 2035. While the morning sun has set, the evening glow still shines bright. China's average life expectancy neared 79 years in 2024, continuing to increase by 2-3 years per decade. Concurrently, the older generation is moving beyond mindsets of self-denial and sacrifice, embracing their later years with positivity and savoring the depth and richness that time brings. Time, therefore, should be seen as a gift, not a burden. From an industry perspective, the vast opportunities arising from the desire to "enjoy aging" in this longevity era are well-documented in developed nations. The U.S. Bureau of Labor Statistics, for instance, identified healthcare as one of the most promising sectors for 2017-2027. A similar story is unfolding in China. To address the industrial demands of a shifting demographic structure, China has established a personal pension system and piloted various commercial pension products, aiming to build a diversified payment framework for the senior care industry. Sectors like healthcare and wellness have emerged as new "blue oceans," attracting a steady stream of entrants. The most notable pioneers are insurance companies—entities with substantial capital and the unique capability to integrate healthcare and wellness resources. We observe that the life insurance industry has entered a new round of competition for the senior care market. Among these players, forward-thinking leaders have been cultivating the senior care track for over a decade, building supply chain networks spanning wellness, medical care, and real estate. Their efforts have yielded a distinctly Chinese model, different from those in the U.S. or Japan. For example, since 2007, Taikang Insurance Group has been exploring ways to extend insurance into tangible healthcare, senior living, and wellness services. In the latest Fortune Global 500 ranking, Taikang Insurance Group climbed to 334th place, up 47 spots from the previous year. In his new book Strategy Determines Everything, Chen Dongsheng—founder, chairman, and CEO of Taikang—articulates an innovation that integrates physical services into the traditional two-dimensional framework of liabilities and investments, creating a "three-pronged synergy." He terms this model "New Life Insurance." 1. How to Plan for Old Age? The UN's World Population Prospects 2024 reports that life expectancy has surpassed 75 years in half of all countries globally. By the late 2070s, the global population aged 65 and above is projected to exceed 2.2 billion. Chen Dongsheng noted in his research for The Longevity Era that increased lifespans bring intense demands for funding and healthcare. Thus, the age of longevity is also an age of wealth and health. Following this logic, constructing a robust pension system is the most immediate challenge of this era. As life expectancy grows and the social dependency ratio tightens, the accumulated surplus of the basic pension fund for enterprise employees continues to decline, intensifying pressure on the system's sustainability. Moshe A. Milevsky, a Canadian retirement research expert, emphasized in his book Pensionize Your Nest Egg that the foundation of personal retirement planning lies in income sustainability. Individuals must ensure they accumulate sufficient financial resources during their working years to support themselves throughout retirement. This sustainability does not rely solely on frugal savings during one's prime. Milevsky illustrates the point with an analogy: accumulating wealth is like filling a pool—its capacity depends on length, width, and depth. Similarly, one's ability to build wealth hinges on the term, principal, and rate of return of financial products. Given these "three core factors," long-term, compound-interest pension products have gained widespread popularity. In the 1970s, the U.S. government incentivized employer and individual participation in the pension system through two key measures: first, adding Section 401(k) to the tax code, which offered tax advantages for employer-sponsored retirement plans (sparking the development of corporate pensions); second, establishing Individual Retirement Accounts (IRAs), laying the groundwork for the commercial third pillar of the pension system. Among developed economies, the U.S. pension system is dominated by its second and third pillars, which account for over 90% of total assets. Japan's system, meanwhile, relies primarily on its first and second pillars, achieving "universal insurance and universal pensions for all citizens." To address its own challenges of insufficient total pension assets and structural imbalance, China has also established a personal pension system. Pilot programs for innovative insurance products—such as exclusive commercial pension insurance and commercial pension plans—have delivered tangible results. The Weighty Issue of Health We cherish the richness and depth that time confers upon life, yet we cannot escape the afflictions of disease, loneliness, and frailty. This is undeniably linked to individual constitution and the advancement of modern medicine. However, by stepping beyond traditional perspectives to redefine "health," we may uncover broader, more insightful answers. Before the mid-20th century, the "biomedical model" dominated medicine, reducing illness to abnormal physiological indicators and focusing on correction through drugs or surgery. While invaluable for combating infectious and organic diseases, this model's limitations became increasingly apparent as society developed: it overlooked psychological and social factors, failing to recognize that many chronic conditions are closely tied to emotional stress, cognitive patterns, and lifestyle choices. In response, George Engel proposed the "biopsychosocial medical model" in 1977, advocating for understanding health and illness through the interplay of biological, psychological, and social factors. This model integrates prevention, healthcare, treatment, and rehabilitation into a holistic framework. Long confined to theory due to technological constraints and systemic inertia, this approach is now being revitalized in today's longevity era, as the needs of the silver-haired generation shift from mere "survival" to "development and enjoyment." As the demands of the elderly evolve, the senior care industry chain in many countries has matured, encompassing upstream players (investment, finance, and insurance with large capital pools), midstream entities (real estate and healthcare), and downstream support sectors (senior-specific products, tourism, and education). Together, these elements form the systemic support for elderly health envisioned by Engel. Today, the broader health industry is one of the largest globally. Medical and care services for the elderly and disabled are expanding rapidly, and community-based integrated senior care services are thriving. 2. The Rise of Institutions It is evident that as the scope of demand widens, the elderly are shedding the stereotypical image of being self-sacrificing, restrained, and conservative. Instead, they are demonstrating diverse, individualized, and proactive needs. Preferences regarding senior living arrangements offer a telling glimpse of this shift. According to the Guide to a New Lifestyle for Aging Well—jointly released by Taikang Insurance and research firm AgeClub—a survey of 1,500 seniors showed a 17% year-on-year increase in visits to senior care communities in 2022. A growing number of older adults are actively abandoning traditional, solitary aging in favor of a high-quality, vibrant new life. As hubs integrating pensions, real estate, and wellness, senior care institutions are a vital window into the longevity economy. Such assets have been common features in the aging trajectories of developed nations like the U.S. and Japan, with several distinct segments based on location, services, and profit models: Active Adult Communities (AACs): Originating from the real estate sector, these are typically located in scenic suburbs or resort areas. Their primary profit model involves selling property ownership, and they do not provide medical care. Essentially, they are real estate projects with specialized senior-friendly amenities—such as golf courses and swimming pools—catering to independent seniors. The renowned Sun City is a prime example. Nursing Communities (NCs): Catering to the physically or cognitively frail, or those with chronic illnesses, these communities are situated in areas with high elderly populations. They charge short-term rents, employ professional medical staff, and are equipped with advanced facilities to provide 24-hour care. Continuing Care Retirement Communities (CCRCs): Striking a balance between AACs and NCs, these communities offer independent living, assisted living, and skilled nursing care. Residents can receive continuous care within the same community even if their health declines. Revenue comes from entry fees and monthly rents, which vary significantly based on housing type and service level. Japan also features a distinctive community-based model centered around "convenience stores." Pioneered by retail giant Lawson, this approach leverages convenience stores to extend community care and health management services. Stores host consultation and product sales counters, providing professional advice and care support. Unlike the U.S. and Japan, a significant number of China's high-quality senior care institutions are founded by life insurance companies. This strategic choice is logically sound from an investment perspective: insurers naturally hold substantial cash reserves and are among the few players with the capital strength to integrate real estate, healthcare, and wellness resources. Furthermore, the long-term, stable returns of well-run senior care communities align perfectly with the long-dated liability profile of insurance capital. Notably, top-performing CCRCs often yield returns superior to bonds while offering greater stability than stocks or commodities. U.S. commercial real estate firm CBRE reported that from 2004 to 2018, facility-based senior housing communities delivered an average annualized investment return of 14.6%, with asset appreciation and operational income contributing 7.6% and 7% annually, respectively—outperforming commercial real estate sectors like apartments, offices, and hotels. 3. Lessons from Abroad Thanks to their inherent long-term, compound-interest nature—a natural fit for retirement planning—life insurers have the potential to lead in both the pension and senior care markets. However, in the fiercely competitive U.S. market, the life insurance industry—once a dominant force—has long since lost its leading position. During the critical period of rising life expectancy, U.S. life insurers failed to adequately prioritize the middle class, mistakenly believing that demand for annuity products from affluent individuals was the key to growth. This misjudgment led the industry to largely miss out on the health insurance market. For instance, in 1995, MetLife sold its health insurance business for $1.5 billion, later finding itself unable to compete effectively in that sector. Meanwhile, the booming asset management and mutual fund industries further captured the savings needs of the middle class. After setbacks in these two key markets, U.S. life insurers faltered in the pension arena. Today, traditional life insurance premiums account for less than 30% of the pension system, down from a peak of nearly 80% in 1950. Moreover, U.S. life insurance companies rarely make direct investments in senior living real estate. The investment landscape for U.S. senior care communities is dominated by real estate developers and established REITs (Real Estate Investment Trusts). These entities either lease the communities to operators for rent or adopt a management contract model, paying operators 5-6% of revenue while bearing the risks themselves. Sun City exemplifies the real estate developer-led model. Its originator, developer Del Webb, noticed that Arizona's hot, dry, sunny climate was ideal for retirees from colder northern states. Seizing the opportunity, Webb began constructing communities tailored for this demographic. At the time, the "active community" concept was nascent. A cautious Webb initially released a limited number of homes, complemented by a shopping center, recreation center, and golf course. On opening day, his community drew 100,000 visitors, causing traffic jams. Webb soon graced the cover of Time magazine. Unlike in China, cash-rich U.S. insurers did not enter the market directly. Instead, they invested indirectly through REITs. For example, AIG invested in California CCRCs via REITs, and MetLife also holds indirect stakes in numerous senior living communities through healthcare REITs. However, communities operated solely by real estate developers have inherent limitations. The Longevity Era points out that both active communities and CCRCs create a sense of superiority through high-quality consumption, making residents feel their lifelong efforts have been rewarded. This reliance on a superiority-oriented mindset ties the industry's fate closely to a nation's economic strength, middle-class size, and pension system. As lifespans extend, this high-consumption model—lacking integrated financial tools—inevitably faces the risk of retirees outliving their savings. The U.S. experience offers two key lessons: First, facing the "blue ocean" of senior care, the life insurance industry must decisively seize the strategic window for developing pensions and the senior care industry. Second, a senior care community only achieves a true closed-loop of service and security when it incorporates a complete mechanism for recycling individual funds. 4. The "New Life Insurance" Model The term "New Life Insurance" was first introduced by Chen Dongsheng during an academic conference in late 2023. Shortly after, in a signed article titled Embracing New Life Insurance for High-Quality Industry Development, he elaborated on the concept. He proposed adding a "service end"—encompassing medical care, senior living, health, and wellness—to the traditional two-dimensional structure of liabilities and investments. Later that year, in his book Strategy Determines Everything, he discussed the bottlenecks faced by the life insurance industry in mature Western markets, stressing that seizing strategic opportunities is key to achieving leapfrog development. In the year that followed, this "New Life Insurance" model—restructuring the industry's value chain—sparked widespread discussion. For years, senior care communities have been one of Taikang's most recognizable flagship offerings. In fact, many perceive Taikang first and foremost as a professional, high-end, and valuable senior care service provider, and only secondarily as a leading insurer. Also in Strategy Determines Everything, Chen Dongsheng shares for the first time the original intent behind the company's senior care strategy, the doubts, challenges, and hardships faced during its execution, and the perseverance that followed. He condenses years of experience and reflection into the book's title. For a long time, the primary contributor to the life insurance value chain has been the interest spread from the asset side. But over the past two decades, global mature markets have been trapped in a low, even zero-interest-rate environment, putting long-term pressure on investment returns. China's life insurance industry has also entered a "deep-water zone" of transformation in the last five years, with diminishing marginal benefits across the value chain. Meanwhile, the advent of the longevity era presents new, unavoidable challenges for individuals concerning health and wealth in old age. Thus, the entire industry faces immense pressure: the challenges are clear, but the path forward is not. Failure to seize this critical strategic period could lead, at best, to a fate like the U.S. life insurance industry—relegated to a secondary role, ceding market share. At worst, companies could face bankruptcy due to interest spread pressure, potentially triggering systemic risk. The "New Life Insurance" model, characterized by the three-pronged synergy of "Payment + Services + Investment," is Taikang's proposed solution. By incorporating the "service end," Taikang's "Happiness Plan" insurance product provides long-term, stable cash flow, enhancing clients' ability to pay for future services. Comprehensive medical and wellness services, in turn, stimulate insurance sales, while high-return assets like senior care communities help alleviate "asset scarcity." Robust investment returns stabilize the interest spread, naturally boosting the competitiveness of the insurance products. This increasingly detailed blueprint also explains why, while state-owned and centrally-administered enterprise giants have been slow to activate their senior care engines, Taikang embarked early on the "more challenging path" of building its own asset-heavy communities. The book highlights several key milestones in Taikang's senior care journey: 2007: Identified senior care services during its search for a "second growth curve." 2009: Secured the first regulatory pilot approval from the China Insurance Regulatory Commission (CIRC) for a life insurer to operate a senior care community. 2012: Launched "Happiness Plan," its first large-scale annuity product linked to a senior care community, and began constructing its high-end community, Taikang Home•Yanyuan. This marked a breakthrough from the traditional life insurance model to a "payment + senior care services" approach. Thereafter, Taikang's strategy crystallized. It moved into healthcare, building rehabilitation hospitals for each community, and expanded its service network into end-of-life care, forming three interconnected closed loops: Longevity, Health, and Wealth. This journey was inevitably fraught with challenges best left unsaid. On the title page of Strategy Determines Everything, Chen Dongsheng inscribed: "Pursue pure goals, stay single-minded, do the right thing—time is the answer." As of 2025, Taikang has cumulatively invested more than RMB 50 billion in the construction and operation of healthcare and elderly-care services. In addition, over RMB 17 billion has been invested in companies across the broader healthcare ecosystem. Taikang Home has developed 47 projects in 37 cities nationwide, with a resident population exceeding 20,000. The "Happiness Plan" has evolved into four systems: "Longevity Plan," "Health Plan," "Wealth Plan," and "Graceful Aging Plan," serving a total client base exceeding 300,000. Its team of Health and Wealth Planners has grown to over 20,000 members. Genuine three-pronged synergy constitutes Taikang's unique "moat" in both the life insurance and senior care markets. From 2007 into 2025, Taikang is narrating not just a corporate story for the Chinese market, but a Chinese story for the global stage. In 2025, amid economic transition, shifting growth drivers, industry transformation, and capital market pressures, Taikang continued to execute its "New Life Insurance" strategy. It achieved annual growth in revenue, new business value, and net profit, while maintaining sufficient solvency. Having navigated the senior care sector for nearly two decades, Taikang's industry-leading strategy has been consistently validated by time. The market has good reason to expect even greater value from "New Life Insurance" in the future.
PARIS and NEW YORK and LONDON, Dec. 26, 2025 /PRNewswire/ -- AMTD Group Inc. ("AMTD Group"), AMTD IDEA Group (NYSE: AMTD; SGX: HKB), AMTD Digital Inc. (NYSE: HKD) and The Generation Essentials Group ("TGE", NYSE: TGE; LSE: TGE), a subsidiary of AMTD Digital Inc., announce jointly that TGE has executed the sale and purchase agreement ("SPA") for the acquisition of the Hilton Garden Inn New York City Tribeca successfully. The Hilton Garden Inn New York City Tribeca, located at 39 6th Ave, New York, NY 10013, features 151 spacious rooms and suites, along with a full fitness center, 5,000 square feet of retail space, and convenient subway access. TGE has completed the irrevocable deposit, with the goal of closing the acquisition of this hotel within the next two months. About AMTD Group AMTD Group is a conglomerate with a core business portfolio spanning across media and entertainment, education and training, and premium assets and hospitality sectors. About AMTD IDEA Group AMTD IDEA Group (NYSE: AMTD; SGX: HKB) represents a diversified institution and digital solutions group connecting companies and investors with global markets. Its comprehensive one-stop business services plus digital solutions platform addresses different clients' diverse and inter-connected business needs and digital requirements across all phases of their life cycles. AMTD IDEA Group is uniquely positioned as an active super connector between clients, business partners, investee companies, and investors, connecting the East and the West. For more information, please visit www.amtdinc.com or follow us on X (formerly known as "Twitter") at @AMTDGroup. About AMTD Digital Inc. AMTD Digital Inc. (NYSE: HKD) is a comprehensive digital solutions platform headquartered in France. Its one-stop digital solutions platform operates key business lines including digital media, content and marketing services, investments as well as hospitality and VIP services. For AMTD Digital's announcements, please visit https://ir.amtdigital.net/investor-news. About The Generation Essentials Group The Generation Essentials Group (NYSE: TGE; LSE: TGE), jointly established by AMTD Group, AMTD IDEA Group (NYSE: AMTD; SGX: HKB) and AMTD Digital Inc. (NYSE: HKD), is headquartered in France and focuses on global strategies and developments in multi-media, entertainment, and cultural affairs worldwide as well as hospitality and VIP services. TGE comprises L'Officiel, The Art Newspaper, movie and entertainment projects. Collectively, TGE is a diversified portfolio of media and entertainment businesses, and a global portfolio of premium properties. Also, TGE is a special purpose acquisition company (SPAC) sponsor manager, with its first SPAC successfully raised and priced on December 18, 2025. Safe Harbor Statement This press release 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 similar statements. Statements that are not historical facts, including statements about the beliefs, plans, and expectations of AMTD IDEA Group, AMTD Digital and/or The Generation Essentials Group, are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties. Further information regarding these and other risks is included in the filings of AMTD IDEA Group, AMTD Digital and The Generation Essentials Group with the SEC. All information provided in this press release is as of the date of this press release, and none of AMTD IDEA Group, AMTD Digital and The Generation Essentials Group undertakes any obligation to update any forward-looking statement, except as required under applicable law. For more information, please contact: For AMTD IDEA Group:IR OfficeAMTD IDEA GroupEMAIL: ir@amtdinc.com For AMTD Digital Inc.:IR OfficeAMTD Digital Inc.EMAIL: ir@amtdigital.net For The Generation Essentials Group:IR OfficeThe Generation Essentials GroupEMAIL: tge@amtd.world
HO CHI MINH CITY, Vietnam, Dec. 22, 2025 /PRNewswire/ -- Vietnam's industrial real estate market is regaining momentum, supported by recovering manufacturing activity, resilient foreign direct investment (FDI) inflows, and accelerated infrastructure development, according to recent market data and industry participants. In the first 11 months of 2025, registered FDI reached nearly USD 33.7 billion, while disbursed capital totaled approximately USD 23.6 billion, the highest level recorded in five years. The figures underscore sustained long-term investor confidence in Vietnam despite ongoing global trade volatility and geopolitical uncertainties. Manufacturing sentiment has shown signs of stabilization, with Vietnam's Purchasing Managers' Index improving and EuroCham's Business Confidence Index reaching a three-year high in the third quarter. Industrial developers report that tenants have resumed lease negotiations and land handovers following earlier tariff-related concerns. Demand for ready-built factories (RBF) and ready-built warehouses (RBW) has remained firm, with occupancy rates remaining high and rental prices continuing to rise, particularly in key industrial corridors. International property consultants note that while new supply is expected to increase in both northern and southern regions, leasing demand remains concentrated in higher value-added sectors such as electronics, technology, and industrial components. In infrastructure development, KCN Vietnam has recently brought several projects into operation that have achieved LEED Gold certification, including the second phase of its 23.2-hectare ready-built project in DEEP C Industrial Zone in Hai Phong and 14.5-hectare in Nhon Trach 6D Industrial Zone in Dong Nai, reflecting a growing focus on sustainable industrial development. This year, new product formats such as two-storey factory buildings were introduced to expand options for small and medium-sized enterprises, while projects including KCN An Phat in Hai Phong and a new subdivision of KCN Ho Nai in Dong Nai are under construction and expected to add about 100,000 square meters of factory and warehouse space by mid–second quarter of 2026 "Investors are increasingly prioritizing facilities that are operationally ready, technically standardized, and aligned with sustainability requirements," said Mr. Hardy Diec, Chief Operating Officer at KCN Vietnam. Analysts expect Vietnam's industrial property sector to benefit further from large-scale infrastructure investment, administrative restructuring, and continued shifts in global supply chains, reinforcing the country's role as a regional production and logistics hub. ABOUT KCN VIETNAM Established in 2021, KCN Vietnam Group is a professional industrial property developer in Vietnam. To date, its project portfolio comprises 10 high-quality, ready-built warehouse and factory projects strategically situated in industrial zones across Southern and Northern Vietnam, including DEEP C, Phuc Dien & An Phat (Hai Phong), Thuan Thanh 3B & Tan Hung (Bac Ninh), Ho Nai (Dong Nai), Phu An Thanh (Tay Ninh), Song Than 3 (Ho Chi Minh City), with a total land bank exceeding 300 hectares. KCN Vietnam Group's mission is to develop, design, and manage industrial and logistics infrastructure to meet the growing demand for high-quality industrial real estate for lease, while supporting businesses and promoting Vietnam's sustainable growth. Looking ahead, KCN Vietnam Group aims to expand its investment portfolio to become the leading industrial real estate platform in Vietnam. Its long-term vision is to position itself as the top choice for businesses, playing a pivotal role in Vietnam's emergence as a sustainable industrial hub on the global stage. KCN Vietnam Group has been recognized as the Best Industrial Real Estate Developer by Nhip Cau Dau Tu Magazine for three consecutive years (2023-2025), Top 50 Sustainable Development Enterprises (2024-2025). Additionally, the group was named among the Top 10 Leading Real Estate Developers in Vietnam at the BCI Asia Awards in 2023, 2025.
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