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SEOUL, SOUTH KOREA - Media OutReach Newswire - 4 February 2026 - Rising global cancer incidence is straining healthcare systems, which already face workforce shortages. In East Asia, the number of trained physicians in cancer care, spanning diagnosis, treatment coordination, and long-term management—has not met the increasing demand. According to the Global Cancer Observatory, South Korea reported over 230,000 new cancer cases and more than 97,000 fatalities in 2022. A recent original academic research by Myongji College and The Catholic University of Korea warned that simply increasing medical school enrollments alone does not fix shortages in key specialties and underserved regions where medical demand is rising fastest. Source: St. George’s University Recognizing the importance of addressing workforce shortage in South Korea, St. George’s University (SGU) School of Medicine in Grenada, West Indies, highlights how its medical education approach supports the development of clinical competencies relevant to cancer care across healthcare settings. These challenges reflect broader global trends, where cancer care increasingly depends on multidisciplinary teams rather than specialty expansion alone. SGU’s curriculum is designed to build a strong foundation in clinical diagnosis, patient communication and multidisciplinary care, which are essential skills for effective oncology and cancer-related care. Through anatomy labs, simulation-based learning, and integrated digital tools, students develop foundational clinical skills in structured, supervised environments designed to reflect real-world medical practice. The curriculum also integrates traditional cadaveric dissection with modern 3D anatomical modeling. This blend helps students visualize the human body in a holistic way while reinforcing knowledge through their hands-on interaction. SGU’s simulation lab also enables medical students to have their first direct interaction with ill patients in a safe, simulated learning environment. On top of core medical training, SGU offers early exposure to prevention, diagnosis and patient-centered care to prepare graduates to tackle complex health issues. SGU has developed long-standing relationships with more than 75 established hospitals and clinical centers in the US and UK. These clinical placements provide exposure to diverse patient populations and care environments, including settings where cancer diagnosis and management are part of routine clinical practice. South Korean SGU alumni are contributing to healthcare systems through roles that intersect with cancer diagnosis, treatment coordination, and long-term patient care. For example, Dr. Julia Hweyryoung Cho, MD 2022 is practicing internal medicine, which plays a crucial role in cancer care. Internal medicine physicians are often involved in the initial diagnosis of cancer, managing complex medical conditions that may arise during treatment and providing long-term comprehensive care and survivorship planning for patients with a history of cancer. In observance of World Cancer Day 2026, SGU encourages all medical professionals and organizations to collaboratively address global cancer care challenges. This includes recognizing and meeting the cancer healthcare needs of individuals and communities in South Korea. For more information on the programs and tracks available through SGU School of Medicine, visit SGU’s website.Hashtag: #St.George’sUniversity The issuer is solely responsible for the content of this announcement.
Highlights - Three Months Ended December 31, 2025 Net sales $5,449 million, up 68% driven by the Berry acquisition GAAP Net income $177 million including acquisition related costs and GAAP diluted EPS of $0.38 Acquisition synergies of $55 million at upper end of expectations and targets reaffirmed Adjusted EBITDA $826 million, up 83% and adjusted EBIT $603 million, up 66% Adjusted EBITDA margin of 15.2%, up from 14% and adjusted EBIT margin of 11.1%, flat Adjusted EPS of $0.86, up 7% Free Cash Flow $289 million including Berry transaction, restructuring and integration costs of $69 million Quarterly dividend of $0.65 declared Highlights - Fiscal First Half Ended December 31, 2025 Net sales $11,194 million, up 70% driven by the Berry acquisition GAAP Net income $439 million including acquisition related costs and GAAP diluted EPS of $0.95 Adjusted EBITDA $1,736 million, up 89% and adjusted EBIT $1,290 million, up 77% Adjusted EBITDA margin of 15.5%, up from 13.9% and adjusted EBIT margin of 11.5%, up from 11.0% Adjusted EPS of $1.83, up 14% Fiscal 2026 Guidance Reaffirmed: Adjusted EPS $4.00-$4.15 representing 12-17% constant currency growth Free Cash Flow $1.8-1.9 billion ZURICH, Feb. 4, 2026 /PRNewswire/ -- Amcor CEO Peter Konieczny said, "Our Q2 financial performance was in line with expectations in a challenging volume environment. Strong Adjusted EPS growth was driven by disciplined execution and synergy benefits from the Berry acquisition at the upper end of expectations. Performance through the first half of the year supports our confidence in reaffirming fiscal 2026 earnings and free cash flow guidance. Portfolio optimization actions are progressing well, positioning us to be the global leader in consumer packaging and dispensing solutions for nutrition, health, beauty and wellness." Key Financials (1)(2)(3) Three Months Ended December 31, Six Months Ended December 31, GAAP results 2024 $ million 2025 $ million 2024 $ million 2025 $ million Net sales 3,241 5,449 6,594 11,194 Net income attributable to Amcor plc 163 177 354 439 EPS (diluted, $) 0.56 0.38 1.22 0.95 Reported ∆% Reported ∆% Three Months Ended December 31, Six Months Ended December 31, Adjusted non-GAAP results 2024 $ million 2025 $ million 2024 $ million 2025 $ million Net sales 3,241 5,449 68 6,594 11,194 70 EBITDA 453 826 83 919 1,736 89 EBIT 363 603 66 728 1,290 77 Net income 233 400 72 467 848 82 EPS ($) 0.80 0.86 7 1.61 1.83 14 Free Cash Flow 358 289 (38) (53) All amounts referenced throughout this document are in US dollars unless otherwise indicated and numbers may not add up to the totals provided due to rounding. (1) Adjusted non-GAAP results exclude items not considered representative of ongoing operations. Further details on non-GAAP measures and reconciliations to GAAP measures can be found under "Presentation of non-GAAP information". (2) All prior year results reflect the Amcor plc group, considered the accounting acquirer in the April 30, 2025 combination between Amcor plc and Berry Global. (3) All periods presented in this release have been retroactively adjusted to reflect the 1-for-5 reverse stock split effected on January 14, 2026. Further details can be found under 'Reverse Stock Split. Financial Results Three months ended December 31, 2025 Net sales of $5,449 million were 63% higher than last year on a constant currency basis, including approximately $2.2 billion of acquired sales net of divestments, which represents growth of approximately 66%. The pass through of movements in raw material costs had no material impact on net sales and the remaining (3%) year over year variation reflects the impact of lower volumes. The Company estimates that volumes were approximately 1.5% lower than estimated combined volumes for the legacy Amcor and legacy Berry businesses in the December quarter last year, excluding non-core and divested businesses. The Company estimates that price/mix did not have a material impact on net sales. Adjusted EBIT of $603 million was 62% higher than last year on a constant currency basis, including approximately $210 million of acquired EBIT net of divestments which represents growth of approximately 58%. The remaining 4% year over year variation mainly reflects synergy benefits from the Berry acquisition of approximately $50 million, continued disciplined execution against cost and productivity initiatives, partly offset by lower volumes, primarily in non-core businesses. GAAP net interest expense was $154 million and GAAP income tax expense was $3 million. Inclusive of acquisition related financial benefits of approximately $5 million, adjusted net interest expense was $140 million and adjusted tax expense was $63 million representing an effective tax rate of 13.6%. Interest expense was $73 million higher than the prior year primarily as a result of increased acquisition related net debt. The effective tax rate was lower than 18.6% in the prior year primarily as a result of discrete tax events which occurred in the current period. Free cash flow of $289 million was in-line with expectations after funding approximately $69 million of net acquisition related cash costs. Net debt was $14,081 million at December 31, 2025. Six months ended December 31, 2025 Net sales of $11,194 million were 66% higher than last year on a constant currency basis, including approximately $4.5 billion of acquired sales net of divestments, which represents growth of approximately 69%. The pass through of movements in raw material costs had no material impact on net sales and the remaining (3%) year over year variation reflects the impact of volumes and price/mix. Adjusted EBIT of $1,290 million was 73% higher than last year on a constant currency basis, including approximately $510 million of acquired EBIT net of divestments which represents growth of approximately 69%. The remaining 4% year over year variation mainly reflects synergy benefits from the Berry acquisition of approximately $83 million partly offset by lower volumes. GAAP net interest expense was $307 million and GAAP income tax expense was $52 million. Inclusive of acquisition related financial benefits of approximately $10 million, adjusted net interest expense was $281 million and adjusted tax expense was $161 million representing an effective tax rate of 16.0%. Free cash outflow was $53 million after funding approximately $184 million of net acquisition related cash costs. Prior to funding of acquisition related cash costs cash flow increased by approximately $170 million compared with last year. Dividend The Board's confidence in Amcor's near and long term growth opportunities and ability to generate significant free cash flow is reflected in today's declaration of a quarterly cash dividend of 65.0 cents per share, compared with 63.75 cents per share in the same quarter last year, declared as 12.75 cents per share before adjusting for the 1-for-5 reverse stock split effected on January 14, 2026. The dividend will be paid in US dollars to holders of Amcor's ordinary shares trading on the NYSE. Holders of CDIs trading on the ASX will receive an unfranked dividend of 93.0 Australian cents per share, which reflects the quarterly dividend of 65.0 cents per share converted at an AUD:USD average exchange rate of 0.6970 over the five trading days ended January 30, 2026. The ex-dividend date will be February 24, 2026 for holders of CDIs trading on the ASX and February 25, 2026 for holders of shares trading on the NYSE. For all shareholders, the record date will be February 25, 2026 and the payment date will be March 17, 2026. Fiscal 2026 Guidance Reaffirmed For the fiscal year ending June 30, 2026, the Company expects: Adjusted EPS of $4.00 to $4.15 Remains unchanged from the previous $0.80 to $0.83 cents per share range, which has been updated to reflect the 1-for-5 reverse stock split effected on January 14, 2026 Represents constant currency growth of 12% to 17% compared with $3.56, reported as 71.2 cents per share before adjusting for the 1-for-5 reverse stock split which became effective on January 14, 2026, in fiscal 2025 Includes pre-tax synergy benefits related to the Berry acquisition of at least $260 million Free Cash Flow of $1.8 billion to $1.9 billion. Amcor's guidance for fiscal 2026 reflects a full 12 months ownership of the Berry business and does not take into account the impact of potential portfolio optimization actions that may be completed through the year. Conference Call Amcor is hosting a conference call with investors and analysts to discuss these results on Tuesday February 3, 2026 at 5:30pm US Eastern Standard Time / Wednesday February 4, 2026 at 9:30am Australian Eastern Daylight Time. Investors are invited to listen to a live webcast of the conference call at our website, www.amcor.com, in the "Investors" section. Those wishing to access the call should use the following toll-free numbers, with the Conference ID: 8282712 USA: 800 715 9871 (toll free) USA: 646 307 1963 (local) Australia: 1800 519 630 (toll free), 02 9133 7103 (local) United Kingdom: 0800 358 0970 (toll free), 020 3433 3846 (local) Singapore: +65 3159 5133 (local) Hong Kong: +852 3002 3410 (local) From all other countries, the call can be accessed by dialing +1 646 307 1963 (toll). A replay of the webcast will also be available in the 'Investors" section at www.amcor.com following the call. Segment Information Global Flexible Packaging Solutions segment - December 2025 quarter Three Months Ended December 31, Reported ∆% Constant currency ∆% 2024 $ million 2025 $ million Net sales 2,511 3,188 27 23 Adjusted EBIT 322 402 25 22 Adjusted EBIT / Sales % 12.8 12.6 Net sales of $3,188 million, were 23% higher than last year on a constant currency basis including approximately $605 million of acquired sales net of divestments, which represents growth of approximately 24%. The pass through of movements in raw material costs had no material impact on net sales and the remaining (1%) year over year variation reflects the impact of volumes and price/mix. The Company estimates that volumes for the Global Flexible Packaging Solutions segment were approximately 2% lower compared to volumes for the combined legacy Amcor and Berry businesses in the December quarter last year. By market category, volumes were higher in pet food and meat proteins. This was offset by lower volumes in other nutrition, liquids and unconverted film and foil. By region, volumes were lower across North America and Europe. Volumes in emerging markets were in line with the prior year, with growth in Asia Pacific offset by volume declines in Latin America. The Company estimates that price/mix had no material impact on net sales. Adjusted EBIT of $402 million was 22% higher than last year on a constant currency basis, reflecting approximately $65 million of acquired EBIT, net of divestments which represents growth of approximately 20%. The remaining 2% year over year growth mainly reflects synergy benefits from the Berry acquisition, favorable cost performance and productivity benefits, partly offset by lower volumes. Global Flexible Packaging Solutions segment - December 2025 YTD Six Months Ended December 31, Reported ∆% Constant currency ∆% 2024 $ million 2025 $ million Net sales 5,062 6,445 27 24 Adjusted EBIT 651 828 27 25 Adjusted EBIT / Sales % 12.9 12.9 Net sales of $6,445 million, were 24% higher than last year on a constant currency basis including approximately $1.2 billion of acquired sales net of divestments, which represents growth of approximately 25%. The pass through of movements in raw material costs had no material impact on net sales and the remaining (1%) year over year variation reflects the impact of volumes and price/mix. Adjusted EBIT of $828 million was 25% higher than last year on a constant currency basis, reflecting approximately $140 million of acquired EBIT, net of divestments which represents growth of approximately 22%. The remaining 3% year over year growth mainly reflects synergy benefits from the Berry acquisition partly offset by lower volumes. Global Rigid Packaging Solutions segment - December 2025 quarter Three Months Ended December 31, Reported ∆% Constant currency ∆% 2024 $ million 2025 $ million Net sales 730 2,264 210 200 Adjusted EBIT 53 228 327 308 Adjusted EBIT / Sales % 7.3 10.1 Net sales of $2,264 million, were 200% higher than last year on a constant currency basis, including approximately $1.5 billion of acquired sales net of divestments, which represents growth of approximately 212% and an unfavorable impact of approximately (1%) from the pass through of lower raw material costs. The remaining (11%) year over year variation reflects price/mix and lower non-core business volumes. Excluding non-core and divested businesses, the Company estimates that volumes for the Global Rigid Packaging Solutions segment were flat compared with volumes for the combined legacy Amcor and Berry businesses in the December quarter last year. By market category, volumes were higher in pet food, beauty & wellness and specialty containers. This offset softer volumes in healthcare and foodservice. By region, volumes were in line with the prior year in North America. Volumes were lower across Europe and this was partly offset by volume growth across emerging markets, primarily in Latin America. The Company estimates that price/mix had no material impact on net sales. Adjusted EBIT of $228 million was 308% higher than last year on a constant currency basis, including approximately $165 million of acquired EBIT net of divestments which represents growth of approximately 306%. The remaining 2% year over year variation mainly reflects synergy benefits from the Berry acquisition and cost reduction initiatives which offset lower volumes and performance in non-core businesses. Adjusted EBIT margins of 10.1% were 280 basis points higher than the prior year reflecting the improved quality of the combined business. Global Rigid Packaging Solutions segment - December 2025 YTD Six Months Ended December 31, Reported ∆% Constant currency ∆% 2024 $ million 2025 $ million Net sales 1,532 4,752 210 202 Adjusted EBIT 115 523 354 339 Adjusted EBIT / Sales % 7.5 11.0 Net sales of $4,752 million, were 202% higher than last year on a constant currency basis, including approximately $3.3 billion of acquired sales net of divestments, which represents growth of approximately 213% and an unfavorable impact of approximately (3%) from the pass through of lower raw material costs. The remaining (8%) year over year variation reflects price mix and lower non-core business volumes. Adjusted EBIT of $523 million was 339% higher than last year on a constant currency basis, including approximately $405 million of acquired EBIT net of divestments which represents growth of approximately 352%. The remaining 13% year over year variation mainly reflects lower volumes and performance in non-core businesses, partly offset by synergy benefits from the Berry acquisition and cost reduction initiatives. Adjusted EBIT margins of 11.0% were 350 basis points higher than the prior year reflecting the improved quality of the combined business. About Amcor Amcor is the global leader in developing and producing responsible consumer packaging and dispensing solutions across a variety of materials for nutrition, health, beauty and wellness categories. Our global product innovation and sustainability expertise enables us to solve packaging challenges around the world every day, producing a range of flexible packaging, rigid packaging, cartons and closures that are more sustainable, functional and appealing for our customers and their consumers. We are guided by our purpose of elevating customers, shaping lives and protecting the future. Supported by a commitment to safety, over 75,000 people generate $23 billion in annualized sales from operations that span over 400 locations in more than 40 countries. NYSE: AMCR; ASX: AMC www.amcor.com I LinkedIn I YouTube U.S. GAAP Condensed Consolidated Statements of Income (Unaudited) Three Months Ended December 31, Six Months Ended December 31, $ in millions, except per share data 2024 2025 2024 2025 Net sales 3,241 5,449 6,594 11,194 Cost of sales (2,615) (4,410) (5,309) (9,031) Gross profit 626 1,039 1,285 2,163 Selling, general, and administrative expenses (255) (440) (531) (875) Amortization of acquired intangible assets (40) (144) (79) (277) Research and development expenses (27) (38) (55) (84) Restructuring, transaction and integration expenses, net (33) (118) (39) (193) Other income, net 26 32 28 58 Operating income 297 331 609 792 Interest expense, net (72) (154) (147) (307) Other non-operating income/(expenses), net (1) 1 (2) 2 Income before income taxes and equity in income of affiliated companies 224 178 460 487 Income tax expense (58) (3) (101) (52) Equity in income of affiliated companies, net of tax 1 2 1 4 Net income 167 177 360 439 Net income attributable to non-controlling interests (4) — (6) — Net income attributable to Amcor plc 163 177 354 439 USD:EUR average FX rate 0.9379 0.8592 0.9238 0.8575 Basic earnings per share attributable to Amcor 0.57 0.38 1.22 0.95 Diluted earnings per share attributable to Amcor 0.56 0.38 1.22 0.95 Weighted average number of shares outstanding – Basic 288.50 463.10 288.30 462.60 Weighted average number of shares outstanding – Diluted 289.10 463.80 288.90 463.00 All periods have been retroactively adjusted to reflect the 1 for 5 reverse stock split effected on January 14, 2026. U.S. GAAP Condensed Consolidated Statements of Cash Flows (Unaudited) Six Months Ended December 31, ($ million) 2024 2025 Net income 360 439 Depreciation, amortization and impairment 267 737 Changes in operating assets and liabilities, excluding effect of acquisitions, divestitures, and currency (503) (761) Other non-cash items 35 (45) Net cash provided by operating activities 159 370 Purchase of property, plant and equipment and other intangible assets (243) (459) Proceeds from sales of property, plant and equipment and other intangible assets 7 36 Business acquisitions (11) (18) Proceeds from divestitures, net of cash divested 113 — Net debt proceeds 267 955 Dividends paid (366) (594) Purchase of treasury shares, proceeds from exercise of options and tax withholdings for share-based incentive plans (38) (58) Other, including effect of exchange rate on cash and cash equivalents (31) (2) Net increase/(decrease) in cash and cash equivalents (143) 230 Cash and cash equivalents balance at beginning of the year 588 827 Cash and cash equivalents balance at end of the period 445 1,057 U.S. GAAP Condensed Consolidated Balance Sheets (Unaudited) ($ million) June 30, 2025 December 31, 2025 Cash and cash equivalents 827 1,057 Trade receivables, net 3,426 3,161 Inventories, net 3,471 3,481 Property, plant, and equipment, net 8,202 7,766 Goodwill and other intangible assets, net 18,679 18,900 Other assets 2,461 2,681 Total assets 37,066 37,046 Trade payables 3,490 3,045 Short-term debt and current portion of long-term debt 257 519 Long-term debt, less current portion 13,841 14,619 Accruals and other liabilities 7,738 7,216 Shareholders' equity 11,740 11,647 Total liabilities and shareholders' equity 37,066 37,046 Components of Fiscal 2026 Net Sales growth Three Months Ended December 31, Six Months Ended December 31, ($ million) Global Flexible Packaging Solutions Global Rigid Packaging Solutions Total Global Flexible Packaging Solutions Global Rigid Packaging Solutions Total Net sales fiscal 2026 3,188 2,264 5,449 6,445 4,752 11,194 Net sales fiscal 2025 2,511 730 3,241 5,062 1,532 6,594 Reported Growth % 27 210 68 27 210 70 FX % 4 10 5 3 8 4 Constant Currency Growth % 23 200 63 24 202 66 RM Pass Through % — (1) — — (3) — Items affecting comparability % 24 212 66 25 213 69 Organic Growth % (1) (11) (3) (1) (8) (3) Volume % (2) (6) (3) (2) (5) (3) Price/Mix % 1 (6) — 2 (3) 1 Reconciliation of Non-GAAP Measures Reconciliation of adjusted Earnings before interest, tax, depreciation, and amortization (EBITDA), Earnings before interest and tax (EBIT), Net income, Earnings per share (EPS) and Adjusted Free Cash Flow Three Months Ended December 31, 2024 Three Months Ended December 31, 2025 ($ million) EBITDA EBIT Net Income EPS (Diluted) EBITDA EBIT Net Income EPS (Diluted) Net income attributable to Amcor 163 163 163 0.56 177 177 177 0.38 Net income attributable to non-controlling interests 4 4 — — Tax expense 58 58 3 3 Interest expense, net 72 72 154 154 Depreciation and amortization 130 368 EBITDA, EBIT, Net income, and EPS 427 297 163 0.56 702 334 177 0.38 Impact of hyperinflation 3 3 3 0.01 4 4 4 0.01 Restructuring, integration and related expenses, net(1) 23 23 23 0.08 112 112 112 0.24 Transaction costs 10 10 10 0.03 6 6 6 0.01 Other (10) (10) (10) (0.03) 3 3 3 0.01 Amortization of acquired intangibles(2) 40 40 0.14 144 144 0.31 Interest expense Berry Transaction — — 13 0.03 Tax effect of above items 4 0.01 (59) (0.13) Adjusted EBITDA, EBIT, Net income and EPS 453 363 233 0.80 826 603 400 0.86 Reconciliation of adjusted growth to constant currency growth % growth - Adjusted EBITDA, EBIT, Net income, and EPS 83 66 72 7 % currency impact (5) (5) (5) (3) % constant currency growth 77 62 67 4 % items affecting comparability(3) 75 58 % from all other sources 2 4 Adjusted EBITDA 453 826 Interest paid, net (91) (114) Income tax paid (52) (86) Purchase of property, plant and equipment and other intangible assets (98) (222) Proceeds from sales of property, plant and equipment and other intangible assets, net of restructuring 6 8 Movement in working capital 153 (42) Other (13) (12) Adjusted Free Cash Flow 358 358 Berry Transaction, restructuring and Integration costs, net — (69) Free Cash Flow 358 289 All periods have been retroactively adjusted to reflect the 1 for 5 reverse stock split effected on January 14, 2026. (1) Three months ended December 31, 2025 primarily reflects restructuring and integration costs incurred in connection with the Berry Global acquisition, inclusive of inventory discrepancies of $15 million, including errors from prior periods, tied to manufacturing inefficiencies and other management issues which supported the decision to close three facilities in Asia. (2) Amortization of acquired intangible assets from business combinations. (3) Reflects the impact of acquired, disposed, and ceased operations. Six Months Ended December 31, 2024 Six Months Ended December 31, 2025 ($ million) EBITDA EBIT Net Income EPS (Diluted)(1) EBITDA EBIT Net Income EPS (Diluted)(1) Net income attributable to Amcor 354 354 354 1.22 439 439 439 0.95 Net income attributable to non controlling interests 6 6 — — Tax expense 101 101 52 52 Interest expense, net 147 147 307 307 Depreciation and amortization 270 723 EBITDA, EBIT, Net income and EPS 878 608 354 1.22 1,521 798 439 0.95 Impact of hyperinflation 5 5 5 0.02 15 15 15 0.03 Restructuring, integration and related expenses, net(2) 29 29 29 0.10 165 165 165 0.35 Transaction costs 10 10 10 0.03 28 28 28 0.06 Other (3) (3) (3) (0.01) 7 7 7 0.01 Amortization of acquired intangibles(3) 79 79 0.27 277 277 0.60 Interest expense Berry Transaction — — 26 0.06 Tax effect of above items (7) (0.02) (109) (0.24) Adjusted EBITDA, EBIT, Net income and EPS 919 728 467 1.61 1,736 1,290 848 1.83 Reconciliation of adjusted growth to constant currency growth % growth - Adjusted EBITDA, EBIT, Net income, and EPS 89 77 82 14 % currency impact (4) (4) (4) (3) % constant currency growth 85 73 77 11 % items affecting comparability(4) 83 69 % from all other sources 2 4 Adjusted EBITDA 919 1,736 Interest paid, net (127) (263) Income tax paid (127) (191) Purchase of property, plant and equipment and other intangible assets (243) (459) Proceeds from sales of property, plant and equipment and other intangible assets, net of restructuring 7 10 Movement in working capital (433) (611) Other (34) (91) Adjusted Free Cash Flow (38) 131 Berry Transaction, restructuring and Integration costs, net — (184) Free Cash Flow (38) (53) All periods have been retroactively adjusted to reflect the 1 for 5 reverse stock split effected on January 14, 2026. (1) Calculation of diluted EPS for the six months ended December 31, 2024 excludes net income attributable to shares to be repurchased under forward contracts of $1 million. (2) Six months ended December 31, 2025 primarily reflects restructuring and integration costs incurred in connection with the Berry Global acquisition. (3) Amortization of acquired intangible assets from business combinations. (4) Reflects the impact of acquired, disposed, and ceased operations. Reconciliation of adjusted EBIT by reportable segment Three Months Ended December 31, 2024 Three Months Ended December 31, 2025 ($ million) Global Flexible Packaging Solutions Global Rigid Packaging Solutions Other Total Global Flexible Packaging Solutions Global Rigid Packaging Solutions Other Total Net income attributable to Amcor 163 177 Net income attributable to non-controlling interests 4 — Tax expense 58 3 Interest expense, net 72 154 EBIT 259 62 (24) 297 250 137 (53) 334 Impact of hyperinflation — 3 — 3 1 3 — 4 Restructuring, integration and related expenses, net(1) 23 — — 23 70 25 16 112 Transaction costs — — 10 10 — 1 5 6 Other 3 (14) 1 (10) 6 (7) 4 3 Amortization of acquired intangibles(2) 37 2 1 40 75 68 1 144 Adjusted EBIT 322 53 (12) 363 402 228 (27) 603 Adjusted EBIT / sales % 12.8 % 7.3 % 11.2 % 12.6 % 10.1 % 11.1 % Reconciliation of adjusted growth to comparable constant currency growth % growth - Adjusted EBIT 25 327 — 66 % currency impact (3) (18) — (5) % constant currency growth 22 308 — 62 % items affecting comparability(3) 20 306 — 58 % from all other sources 2 2 — 4 (1) Three months ended December 31, 2025 primarily includes costs incurred in connection with the Berry Global acquisition. (2) Amortization of acquired intangible assets from business combinations. (3) Reflects the impact of acquired, disposed, and ceased operations. Six Months Ended December 31, 2024 Six Months Ended December 31, 2025 ($ million) Global Flexible Packaging Solutions Global Rigid Packaging Solutions Other Total Global Flexible Packaging Solutions Global Rigid Packaging Solutions Other Total Net income attributable to Amcor 354 439 Net income attributable to non-controlling interests 6 — Tax expense 101 52 Interest expense, net 147 307 EBIT 539 121 (52) 608 572 338 (111) 798 Impact of hyperinflation — 5 — 5 3 12 — 15 Restructuring, integration and related expenses, net(1) 29 — — 29 84 54 26 165 Transaction costs — — 10 10 8 2 18 28 Other 9 (14) 2 (3) 8 (4) 3 7 Amortization of acquired intangibles(2) 74 3 2 79 153 121 3 277 Adjusted EBIT 651 115 (38) 728 828 523 (61) 1,290 Adjusted EBIT / sales % 12.9 % 7.5 % 11.0 % 12.9 % 11.0 % 11.5 % Reconciliation of adjusted growth to comparable constant currency growth % growth - Adjusted EBIT 27 354 — 77 % currency impact (2) (15) — (4) % constant currency growth 25 339 — 73 % items affecting comparability(3) 22 352 — 69 % from all other sources 3 (13) — 4 (1) Six months ended December 31, 2025 primarily includes costs incurred in connection with the Berry Global acquisition. (2) Amortization of acquired intangible assets from business combinations. (3) Reflects the impact of acquired, disposed, and ceased operations. Reconciliation of net debt ($ million) June 30, 2025 December 31, 2025 Cash and cash equivalents (827) (1,057) Short-term debt 116 83 Current portion of long-term debt 141 436 Long-term debt, less current portion 13,841 14,619 Net debt 13,271 14,081 Cautionary Statement Regarding Forward-Looking Statements Unless otherwise indicated, references to "Amcor," the "Company," "we," "our," and "us" in this document refer to Amcor plc and its consolidated subsidiaries. This document contains certain statements that are "forward-looking statements" within the meaning of the safe harbor provisions of the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements are generally identified with words like "believe," "expect," "target," "project," "may," "could," "would," "approximately," "possible," "will," "should," "intend," "plan," "anticipate," "commit," "estimate," "potential," "ambitions," "outlook," or "continue," the negative of these words, other terms of similar meaning, or the use of future dates. Such statements are based on the current expectations of the management of Amcor and are qualified by the inherent risks and uncertainties surrounding future expectations generally. Actual results could differ materially from those currently anticipated due to a number of risks and uncertainties. Neither Amcor nor any of its respective directors, executive officers, or advisors, provide any representation, assurance, or guarantee that the occurrence of the events expressed or implied in any forward-looking statements will actually occur or if any of them do occur, what impact they will have on the business, results of operations or financial condition of Amcor. Should any risks and uncertainties develop into actual events, these developments could have a material adverse effect on Amcor's business, including the ability to successfully realize the expected benefits of the merger of Amcor and Berry Global Group, Inc. Risks and uncertainties that could cause actual results to differ from expectations include, but are not limited to: risks arising from the integration of the Amcor and Berry Global Group, Inc., ("Berry") businesses as a result of the merger completed on April 30, 2025 (the "Transaction" or "Merger"); risk of continued substantial and unexpected costs or expenses resulting from the Transaction; risk that the anticipated benefits of the Transaction may not be realized when expected or at all; risk that the Company's significant indebtedness may limit its flexibility and increase its borrowing costs; risk that the Merger-related tax liabilities could have a material impact on the Company's financial results; risk that the strategic review of our portfolio may cause disruptions to our business or may not result in completion of a transaction to restructure or divest non-core businesses or may not create additional value for our shareholders; changes in consumer demand patterns and customer requirements in numerous industries; risk of loss of key customers, a reduction in their production requirements, or consolidation among key customers; significant competition in the industries and regions in which we operate; an inability to expand our current business effectively through either organic growth, including product innovation, investments, or acquisitions; challenging global economic conditions; impacts of operating internationally; price fluctuations or shortages in the availability of raw materials, energy and other inputs, which could adversely affect our business; production, supply, and other commercial risks, including counterparty credit risks, which may be exacerbated in times of economic volatility; pandemics, epidemics, or other disease outbreaks; an inability to attract, develop, and retain our skilled workforce and manage key transitions; labor disputes and an inability to renew collective bargaining agreements at acceptable terms; physical impacts of climate change; significant disruption at a key manufacturing facility; cybersecurity risks, which could disrupt our operations or risk of loss of our sensitive business information; failures or disruptions in our information technology systems which could disrupt our operations, compromise customer, employee, supplier, and other data; rising interest rates that increase our borrowing costs on our variable rate indebtedness and could have other negative impacts; foreign exchange rate risk; a significant write-down of goodwill and/or other intangible assets; a failure to maintain an effective system of internal control over financial reporting; an inability of our insurance policies, including our use of a captive insurance company, to provide adequate protection against all of the key operational risks we face; an inability to defend our intellectual property rights or intellectual property infringement claims against us; litigation, including product liability claims or litigation related to Environmental, Social, and Governance ("ESG") matters, or regulatory developments; increasing scrutiny and changing expectations from investors, customers, suppliers, and governments with respect to our ESG practices and commitments resulting in additional costs or exposure to additional risks; changing ESG government regulations including climate-related rules; changing environmental, health, and safety laws; changes in tax laws or changes in our geographic mix of earnings; and changes in trade policy, including tariff and custom regulations or failure to comply with such regulations. These risks and uncertainties are supplemented by those identified from time to time in our filings with the Securities and Exchange Commission (the "SEC"), including without limitation, those described under Part I, "Item 1A - Risk Factors" in our Annual Report on Form 10-K for the fiscal year ended June 30, 2025, and as updated by our quarterly reports on Form 10-Q. You can obtain copies of Amcor's filings with the SEC for free at the SEC's website (www.sec.gov). Forward-looking statements included herein are made only as of the date hereof and Amcor does not undertake any obligation to update any forward-looking statements, or any other information in this communication, as a result of new information, future developments or otherwise, or to correct any inaccuracies or omissions in them which become apparent, except as expressly required by law. All forward-looking statements in this communication are qualified in their entirety by this cautionary statement. Presentation of non-GAAP information Included in this release are measures of financial performance that are not calculated in accordance with U.S. GAAP. These measures include adjusted EBITDA and EBITDA (calculated as earnings before interest and tax and depreciation and amortization), adjusted EBIT and EBIT (calculated as earnings before interest and tax), adjusted net income, adjusted earnings per share, adjusted free cash flow, and net debt. In arriving at these non-GAAP measures, we exclude items that either have a non-recurring impact on the income statement or which, in the judgment of our management, are items that, either as a result of their nature or size, could, were they not singled out, potentially cause investors to extrapolate future performance from an improper base. Note that while amortization of acquired intangible assets is excluded from non-GAAP adjusted financial measures, the revenue of the acquired entities and all other expenses unless otherwise stated, are reflected in our non-GAAP financial performance earnings measures. While not all inclusive, examples of these items include: material restructuring programs, including associated costs such as employee severance, pension and related benefits, impairment of property and equipment and other assets, accelerated depreciation, termination payments for contracts and leases, contractual obligations, and any other qualifying costs related to restructuring plans; material sales and earnings from disposed or ceased operations and any associated profit or loss on sale of businesses or subsidiaries; changes in the fair value of economic hedging instruments on commercial paper and contingent purchase consideration; pension settlements; impairments in goodwill and equity method investments; material acquisition compensation and transaction costs such as due diligence expenses, professional and legal fees, financing-related expenses; and integration costs; material purchase accounting adjustments for inventory; amortization of acquired intangible assets from business combination; gains or losses on significant property and divestitures and significant property and other impairments, net of insurance recovery; certain regulatory and legal matters; impacts from highly inflationary accounting; expenses related to the Company's CEO and CFO transition; and impacts related to the Russia-Ukraine conflict. Amcor also evaluates performance on a comparable constant currency basis, which measures financial results assuming constant foreign currency exchange rates used for translation based on the average rates in effect for the comparable prior year period. In order to compute comparable constant currency results, we multiply or divide, as appropriate, current-year U.S. dollar results by the current year average foreign exchange rates and then multiply or divide, as appropriate, those amounts by the prior-year average foreign exchange rates. We then adjust for other items affecting comparability. While not all inclusive, examples of items affecting comparability include the difference between sales or earnings in the current period and the prior period related to disposed, or ceased operations. Comparable constant currency net sales performance also excludes the impact from passing through movements in raw material costs. Management has used and uses these measures internally for planning, forecasting and evaluating the performance of the Company's reporting segments and certain of the measures are used as a component of Amcor's Board of Directors' measurement of Amcor's performance for incentive compensation purposes. Amcor believes that these non-GAAP measures are useful to enable investors to perform comparisons of current and historical performance of the Company. For each of these non-GAAP financial measures, a reconciliation to the most directly comparable U.S. GAAP financial measure has been provided herein. These non-GAAP financial measures should not be construed as an alternative to results determined in accordance with U.S. GAAP. The Company provides guidance on a non-GAAP basis as we are unable to predict with reasonable certainty the ultimate outcome and timing of certain significant forward-looking items without unreasonable effort. These items include but are not limited to the impact of foreign exchange translation, restructuring program costs, asset impairments, possible gains and losses on the sale of assets, certain tax related events, and difficulty in making accurate forecasts and projections in connection with the legacy Berry Global business given recency of access to all relevant information. These items are uncertain, depend on various factors, and could have a material impact on U.S. GAAP earnings and cash flow measures for the guidance period. Reconciliations of fiscal 2026 projected non-GAAP measures are not included herein because the individual components are not known with certainty as individual financial statements for fiscal 2026 have not been completed. Reverse Stock Split On January 14, 2026, the Company filed a an amendment to its memorandum of association to effect a 1-for-5 reverse stock split (the "Reverse Split") of the Company's ordinary shares. The Reverse Split became effective on January 14, 2026 and reduced the number of authorized ordinary shares to 1,800,000,000 and increased the par value of the ordinary shares to $0.05 per share. Accordingly, all share and per share amounts for all periods presented in the discussion within this release have been adjusted retroactively, where applicable, to reflect the Reverse Split. Presentation of combined volume performance In order to provide the most meaningful comparison of results of volume performance by region and end market for Amcor plc and for each of its reportable segments, the Company has included commentary to reflect Amcor's estimate of year-over-year volume performance for the three and six months ended December 31, 2025 compared with estimated combined volumes for the legacy Amcor and Berry Global businesses for the three and six months ended December 31, 2024. The combined volume performance information has been presented for informational purposes and Amcor believes this information reflects the impact of the combination including allocation of volumes across the combined production footprint since May 1, 2025. For the avoidance of doubt, combined volume performance information is not intended to be, and was not, prepared on a basis consistent with pro forma financial information required by Article 11 of Regulation S-X. Dividends Amcor has received a waiver from the ASX's settlement operating rules, which will allow the Company to defer processing conversions between its ordinary share and CDI registers from February 24, 2026 to February 25, 2026 inclusive.
Resolve addresses most costly inefficiencies facing Utility providers: workforce shortages, aging infrastructure, and extreme weather response Next-generation technician management, fault reporting, and predictive maintenance for Field Service Management embeds Industrial AI to transform disaster response and grid modernization SAN DIEGO, Feb. 4, 2026 /PRNewswire/ -- IFS, the world's leading provider of Industrial AI software, today launched IFS Nexus Black Resolve for Utilities – purpose-built and combining decades of utilities expertise with cutting-edge AI capabilities to revolutionize the most inefficient element of field service operations. The announcement was made at DISTRIBUTECH® International 2026, where IFS is demonstrating how utilities can apply AI to navigate increasingly complex challenges – from aging infrastructure and extreme weather to workforce constraints, rising customer expectations, and increasing regulatory pressure. Resolve for Utilities represents a breakthrough in how energy and utilities companies respond to disasters, manage daily operations, and modernize the grid. Developed by IFS Nexus Black, the solution extends proven IFS Field Service Management technology with AI to deliver rapid innovation that gets results in weeks, not months – while maintaining the reliability, scalability, and security that utilities demand. AI That Understands the Realities of Utilities Operations Unlike generic AI solutions designed for white-collar workers, Resolve for Utilities is designed for the field technicians, planners, and crews who keep the lights on and water flowing. The solution addresses the stark realities facing utilities: skilled workforce shortages, extreme weather events increasing in frequency and severity, aging infrastructure requiring urgent modernization, and communities expecting faster restoration times. Transformative Capabilities for Modern Utilities Built on a Foundation of Innovation Resolve for Utilities introduces a powerful suite of capabilities to revolutionize field service operations in the face of these compounding challenges, ensuring that the "last mile" to the customer is state-of-the-art, setting the bar for Workforce Management today and tomorrow, regardless of work or worker type. Intelligent Crew Callout for Rapid Response: Resolve uses AI to coordinate crews for essential work – from planned maintenance on aging infrastructure to emergency response during floods, storms, or wildfires. The system provides real-time visibility into crew availability, seamlessly communicates with field workers, and manages operations across regions and states – freeing up planners to focus on strategic decisions while AI handles coordination friction. Mutual Aid Technology for Large-Scale Disasters: When major storms strike, utilities must rapidly coordinate with neighboring companies. Resolve's Mutual Aid capabilities use AI to enable seamless communication and resource sharing across organizational boundaries, protecting communities faster when they need it most. Intelligent Support for Field Crews: Resolve's enhanced mobile capability dramatically improves field crew productivity through intelligent guidance based on real-time data, equipment images, and historical patterns. The new solution extends IFS's track record as the trusted* partner for utilities worldwide. IFS already delivers the most comprehensive Asset Lifecycle Management platform on the market, including Asset Investment Planning, Capital Project Management, Supply Management, and AI-based Scheduling Optimization, integrated with the recognized #1 Enterprise Asset Management** solution. Carol Johnston, Vice President, Energy & Utilities, IFS, said: "Utilities are navigating an increasingly complex operating environment — from workforce constraints to extreme weather and grid modernization, with increasingly high customer expectations. Our intense attention to this area reflects both our heritage in Utilities FSM and our commitment to evolving alongside our customers with modern, practical innovation. Nobody understands the utilities market like IFS, and it's this industry-specific application of AI that is enabling the Utility providers we work with to radically improve efficiencies and deliver better moments of service to their own customers." Kriti Sharma, CEO of IFS Nexus Black, said: "Our approach is simple: listen closely to our utility customers, innovate quickly where it matters most, and deliver solutions that perform under real-world conditions – fast. This is AI designed for the workers who restore power in treacherous conditions, who scale transmission poles after disasters, and who keep critical infrastructure running 24/7. When lives are on the line, safe, reliable AI isn't optional – it's everything." Experience Resolve for Utilities at DISTRIBUTECH® International 2026, booth #6025: IFS is demonstrating how Resolve for Utilities translates into real-world outcomes – from everyday field service execution to large-scale emergency response in the wake of floods, storms, and fires. Attendees are invited to engage with IFS product and industry experts to learn more about the future of Utilities FSM. Learn more: IFS Nexus Black (Opens in a new tab) * Only vendor named Customers' Choice for 2025 Field Service Management category on Gartner® Peer Insights™ ** Gartner, "Market Guide for Enterprise Asset Management Software", Kristian Steenstrup, Nicole Foust, 24 July 2024 CONTACT: IFS Press Contacts:EUROPE / MEA / APJ: Adam GillbeIFS, Director of Corporate & Executive CommunicationsEmail: adam.gillbe@ifs.com NORTH AMERICA / LATAM: Mairi MorganIFS, Director of Corporate & Executive CommunicationsEmail: mairi.morgan@ifs.com This information was brought to you by Cision http://news.cision.com The following files are available for download: https://mb.cision.com/Public/855/4302132/83557921459269fe_org.jpg image 7
When First Class Is No Longer Enough For decades, first class represented the pinnacle of commercial travel. Enclosed suites, Michelin-level dining, and attentive service once signaled arrival into the upper tier of global mobility. But for Asia’s most influential individuals today—particularly in Taiwan—that benchmark has quietly shifted. First class no longer defines advantage. It defines limitation. As Asia’s ultra-high-net-worth individuals (UHNWIs), family principals, and Fortune 500 executives expand their global footprint, they are discovering that the true measure of elite mobility is not comfort alone, but control, continuity, and cultural alignment. This evolution explains why VIP jet membership—led in Taiwan by VIP Global—has come to signify something far beyond transportation. It has become a lifestyle marker, a signal of readiness, and a new social benchmark within Asia’s high society and international business circuits. The End of the Airline Hierarchy Commercial aviation was built around hierarchy: economy, premium economy, business, first. Advancement meant better seats, improved service, and greater privacy. But hierarchy breaks down when schedules fragment, exposure increases, and productivity erodes. For Asia’s elite, the pain points of even the most premium airline products are increasingly clear: Fixed departure times misaligned with executive calendars Shared terminals that erode discretion Layovers that disrupt sleep and focus Inability to adapt itineraries dynamically First class still offers comfort. What it no longer offers is sovereignty over time. VIP jet membership fills that gap. Membership as a Lifestyle Statement In Asia, status is rarely declared. It is inferred. For Taiwan’s elite, joining a VIP jet membership program is not about display. It is about alignment—with how one lives, works, and moves globally. Membership communicates several things simultaneously: Time is treated as a strategic asset Privacy is non-negotiable Travel must integrate seamlessly with decision-making Standards are curated, not improvised Within Asia’s high society, these signals resonate more deeply than visible luxury. Curated Standards, Not Variable Experiences One of the most striking differences between commercial first class and VIP jet membership is consistency. Airlines—even the best—operate at scale. Experiences vary by aircraft, crew, route, and day. For elite travelers, this variability introduces friction. VIP Global’s membership replaces variability with curation. Service standards are not left to chance. They are designed, governed, and refined to meet the expectations of UHNW individuals accustomed to control in every other aspect of life. This consistency transforms travel from an experience to an extension of lifestyle. Access to the Apex of Business Aviation Beyond service philosophy, membership unlocks access to the world’s most capable business jets—aircraft that sit entirely outside the commercial hierarchy. These platforms are designed not for passengers, but for principals. They offer: True intercontinental nonstop capability Large-cabin environments optimized for work and rest Privacy impossible to replicate in shared aircraft Flexibility to adapt routes and schedules in real time For Asia’s elite, this access redefines what “premium” truly means. Taiwan’s Cultural Lens on Luxury Taiwan’s approach to luxury differs subtly from many global markets. Here, prestige is often understated. Excess is viewed skeptically. Quality is judged by longevity, discretion, and performance rather than novelty. VIP jet membership aligns naturally with this sensibility. Rather than replacing first class with spectacle, it replaces it with quiet authority—a form of luxury that does not announce itself, yet is immediately recognized by those who matter. The Social Geography of Asia’s Elite Asia’s high society is increasingly transnational. Family principals may reside in Taipei, invest in Singapore, educate children in Europe, and maintain business interests in North America. This lifestyle renders traditional travel categories obsolete. VIP jet membership becomes the connective tissue across these worlds, enabling: Seamless movement between social and professional spheres Continuity of standards regardless of geography Discretion in environments where visibility carries risk In this sense, membership is not about flying—it is about belonging to a global rhythm. Beyond Leisure: Business, Diplomacy, and Influence While lifestyle is a key dimension, the meaning of VIP jet membership extends deeply into business and influence. Executives and principals increasingly conduct: Negotiations in transit Family office governance en route Diplomatic engagement across regions First class cabins—no matter how refined—cannot support this level of engagement. Private aviation membership provides an environment where influence can be exercised without interruption, and where time in motion remains productive. Privacy as a Social Value In Asia’s elite circles, privacy is not merely personal—it is cultural. Public visibility can carry unintended consequences, from reputational risk to strategic exposure. Even premium airline travel involves shared spaces, unpredictable interactions, and digital footprints. VIP jet membership restores controlled anonymity. For Taiwan’s elite, this restoration is increasingly viewed not as indulgence, but as responsible living. Family Life Without Compromise One of the most understated aspects of VIP jet membership is its impact on family life. UHNW families often travel with: Multiple generations Advisors and security teams Complex schedules that blend personal and professional commitments Private aviation membership allows these families to travel together without sacrificing comfort, privacy, or routine. Children sleep normally. Elders rest comfortably. Family discussions occur without intrusion. This continuity is impossible in even the most exclusive commercial cabins. First Class as a Transitional Phase Among Taiwan’s elite, first class is increasingly viewed as a transitional phase rather than a destination. It represents a point in one’s global journey before the demands of life, business, and influence outgrow the constraints of shared systems. VIP jet membership marks the transition into a different category of mobility—one defined by ownership of time rather than access to perks. A New Benchmark in Asian High Society Within Asia’s high society, benchmarks evolve quietly. Membership in private aviation programs has become one such benchmark—not because it is discussed openly, but because it is observed. Who arrives rested. Who moves without disruption. Who is present when it matters. These observations shape social and professional perception far more than visible luxury. International Business Circuits Take Notice Global business leaders and investors moving through Asia increasingly recognize the signals embedded in how Taiwanese principals travel. VIP jet membership communicates preparedness, seriousness, and alignment with global standards. In international business circuits, this alignment matters. It signals that one operates on equal footing with peers in New York, London, Zurich, or Singapore—without needing to say so. The Subtle Power of Predictability Luxury often emphasizes novelty. For Asia’s elite, predictability has become the ultimate luxury. Predictable schedules. Predictable environments. Predictable standards. VIP jet membership delivers this predictability, allowing principals to focus on decisions rather than logistics. In a world defined by volatility, predictability is power. Why Membership, Not Occasional Charter While occasional charter can address isolated needs, membership reflects a deeper commitment. It signals that travel is not episodic, but structural. For Taiwan’s elite, whose lives are defined by constant cross-border movement, membership is not a convenience—it is a foundational layer of modern living. Taiwan’s Role in Asia’s Lifestyle Evolution As Taiwan’s UHNW community grows in influence, its preferences increasingly shape regional norms. The adoption of VIP jet membership as a lifestyle standard suggests a broader evolution in how Asia defines success, readiness, and refinement. Rather than chasing visible luxury, Taiwan’s elite are prioritizing invisible excellence. Looking Forward: Life Integrated With Motion As Asia’s wealth and influence continue to expand, the boundary between life and motion will continue to blur. The most successful individuals will not pause life to travel. They will live fully while moving. VIP jet membership offers a blueprint for this future—one where travel enhances life rather than interrupting it. Conclusion: Beyond First Class, Toward Sovereignty Life beyond first class is not about bigger seats or better champagne. It is about sovereignty—over time, privacy, standards, and movement. For Taiwan’s elite, VIP jet membership with VIP Global represents this sovereignty. It reflects a new cultural benchmark in Asia’s high society and international business circles, where luxury is measured not by visibility, but by control and continuity. In a world that moves faster each year, the highest form of privilege is not arriving first. It is arriving ready. About VIP Global VIP Global is Taiwan’s premier private jet charter operator and used jet broker and dealer, delivering elite aviation and executive mobility solutions to ultra-high-net-worth individuals, family offices, and Fortune 500 corporations with uncompromising standards of discretion, reliability, and global reach. Headquartered in Taiwan with operations spanning Asia, VIP Global provides a fully integrated private aviation platform anchored by Private Jet Memberships, including Jet Card Membership, Program Membership, and Corporate Membership structures—each designed to meet the distinct operational, governance, and lifestyle requirements of UHNW principals and multinational enterprises. VIP Global’s private jet fleet strategy is exclusively focused on ultra-long-range aircraft, enabling nonstop intercontinental missions between Taiwan, Asia, North America, and Europe. Available aircraft platforms include Bombardier Global 5000, Global 6000, and Global 7500, as well as Gulfstream G550, G650ER, and G700. For large-scale executive, family, or delegation travel, Boeing Business Jet (BBJ) and Airbus Corporate Jet (ACJ) solutions are also supported. Defined by precision rather than promotion, and guided by disciplined service governance, VIP Global represents the highest standard of private aviation in Taiwan—where prestige is discreet, luxury is intentional, and excellence is expected. VIP Global — Defining life beyond first class in Taiwan and across Asia. Please visit https://www.vipglobal.com.tw/
For the world’s most senior executives, airport transfers are not judged by speed alone. They are evaluated by composure, predictability, and the absence of friction. The ideal experience is not memorable because of spectacle, but because it leaves no imprint at all—allowing the traveler to arrive focused, composed, and ready to engage. In Taipei, this standard is increasingly defined by VIP Global, whose chauffeur-driven airport transfer service has become a quiet reference point for global executives accustomed to best-in-class mobility worldwide. Behind each seamless arrival lies a rigorously structured experience—one shaped by professional chauffeurs trained for international clientele, premium fleet standards, and disciplined operational execution. Together, these elements form an airport transfer model that reflects not indulgence, but control. Beyond Transportation: The Chauffeur as a Professional Discipline In many cities, the role of a chauffeur is loosely defined. Driving skill is assumed, service standards vary, and professionalism depends largely on individual temperament. For Fortune 500 executives and ultra-high-net-worth individuals, such variability is unacceptable. VIP Global approaches chauffeuring as a professional discipline. Its chauffeurs are not simply drivers; they are trained operators within an executive environment. Their mandate extends beyond navigation to include protocol awareness, timing sensitivity, discretion, and situational judgment. This distinction is immediately apparent to seasoned travelers. From posture and demeanor to communication style, VIP Global chauffeurs reflect a standard more commonly associated with diplomatic services or executive protection support—without crossing into visibility or intrusion. Training for International Expectations Global executives arrive in Taipei with deeply ingrained expectations shaped by years of international travel. They are accustomed to a certain rhythm: controlled arrivals, efficient transitions, and chauffeurs who understand when to speak and when not to. VIP Global’s training programs are designed to meet these expectations directly. Chauffeurs are prepared to work with international clients from diverse cultural and corporate backgrounds. They are trained to recognize subtle cues, adapt to client preferences, and maintain professional boundaries at all times. This cultural fluency is critical. A chauffeur who understands international executive norms reduces friction before it can arise. For the client, the experience feels familiar—regardless of geography. Quiet Efficiency as a Design Principle Efficiency in executive travel is often misunderstood as speed. In practice, it is about flow. A smooth airport transfer unfolds without hesitation, confusion, or unnecessary interaction. VIP Global’s chauffeur-driven airport transfer service is designed around this principle. Movements are deliberate. Communication is minimal but precise. Vehicles arrive positioned, prepared, and on schedule. For clients, this quiet efficiency creates psychological ease. There is no need to ask questions, issue instructions, or manage details. The process unfolds as expected, allowing attention to remain on priorities beyond logistics. The Premium Fleet: Function Before Display Vehicle selection is another area where VIP Global’s philosophy diverges from conventional luxury transportation. Rather than prioritizing novelty or visibility, the company emphasizes functionality, refinement, and reliability. The fleet deployed for airport transfers in Taipei is curated to meet executive requirements: comfort for long-haul recovery, smooth ride quality, and discreet exterior profiles. Interiors are configured to support privacy, calm, and productivity. This approach reflects a broader shift among UHNW individuals and Fortune 500 executives, for whom luxury is increasingly defined by how a service performs—not how it appears. Arrival as a Controlled Environment The moment an executive enters a VIP Global vehicle marks a transition. The airport, with its crowds and unpredictability, is left behind. In its place is a controlled environment designed to restore composure. Chauffeurs facilitate this transition seamlessly. Doors are opened without ceremony. Luggage is handled efficiently. The vehicle interior offers a sense of separation from the external environment. For many clients, these first minutes are used to recalibrate—reviewing materials, preparing for meetings, or simply sitting in silence. VIP Global’s role is to protect that space. Why Discipline Matters More Than Charm In high-level executive services, charm is secondary to discipline. Fortune 500 leaders do not seek familiarity; they seek reliability. VIP Global’s chauffeurs are trained to prioritize correctness over charisma. Politeness is measured. Interaction is purposeful. The focus remains on execution rather than performance. This restraint resonates strongly with executives who operate in environments where professionalism is defined by what is not said or done. It reinforces trust—and encourages repeat engagement. Supporting the Executive Mindset Airport transfers are often when executives transition mentally from one jurisdiction to another. It is a period of adjustment that can influence readiness and focus. VIP Global’s chauffeur-driven experience is structured to support this mindset. The absence of friction allows executives to shift attention inward rather than outward. For Fortune 500 leaders arriving in Taipei for high-stakes engagements, this psychological readiness is as important as physical arrival. Consistency Across Repeated Visits Many of VIP Global’s clients return to Taipei regularly. For them, consistency is essential. The experience should feel the same regardless of time, date, or circumstance. VIP Global achieves this through standardized training, fleet maintenance, and operational protocols. Chauffeurs operate within a defined framework that ensures uniformity without rigidity. This consistency reduces cognitive load for clients. They do not need to reorient themselves with each visit. The service becomes predictable—and therefore dependable. Discretion as an Operational Standard For UHNW individuals and senior executives, discretion is often the defining factor in selecting a service provider. Visibility can introduce unwanted attention, security concerns, or reputational risk. VIP Global’s chauffeur-driven airport transfer service embeds discretion at every level. Chauffeurs adhere to confidentiality standards. Interactions are kept professional and minimal. Vehicles are selected to avoid unnecessary attention. This approach reflects an understanding that true luxury lies in invisibility. The Chauffeur as a Risk Mitigation Layer From a corporate perspective, executive travel carries inherent risk. Delays, misunderstandings, or exposure at arrival points can create vulnerabilities. VIP Global’s chauffeurs function as a frontline risk mitigation layer. Their training emphasizes situational awareness and preparedness. They are equipped to handle deviations calmly and efficiently, without escalating issues to the client. For Fortune 500 organizations, this capability is an unspoken but critical benefit. Aligning Taipei with Global Mobility Standards As Taipei continues to attract global leadership, its ability to support executive mobility is increasingly scrutinized. Airport transfers are often the first indicator of a city’s readiness. VIP Global’s chauffeur-driven service aligns Taipei with international benchmarks. Executives arriving from major global hubs encounter a familiar standard of professionalism and execution. This alignment reinforces confidence—not only in the service provider, but in the destination itself. The Value of Invisible Excellence The most effective chauffeur-driven experiences are those that disappear from memory. There are no incidents to recall, no frustrations to resolve. VIP Global’s airport transfers achieve this through disciplined preparation and restrained execution. Clients arrive at their destinations without having expended energy on logistics. In executive travel, this invisible excellence is the highest compliment. A Model Built for Global Executives VIP Global’s chauffeur-driven airport transfer service reflects a deep understanding of how global executives move, think, and operate. It is not designed to impress, but to support. Every movement is quiet. Every interaction is purposeful. Every decision prioritizes the client’s focus and privacy. For executives accustomed to best-in-class mobility worldwide, this approach feels not extraordinary—but correct. Redefining the Chauffeur Experience in Taipei By elevating chauffeuring into a disciplined executive service, VIP Global has redefined airport transfers in Taipei. The chauffeur is no longer a peripheral figure, but a central component of the arrival experience. This redefinition matters. It transforms airport transfers from a logistical necessity into a strategic asset. A Standard That Speaks Softly VIP Global’s chauffeur-driven airport transfer experience does not announce itself. It does not rely on spectacle or excess. Its authority lies in execution—consistent, controlled, and precise. For UHNW individuals and Fortune 500 executives arriving in Taipei, that authority is unmistakable. About VIP Global VIP Global is Taiwan’s premier provider of high-end mobility and hospitality solutions, serving ultra-high-net-worth individuals, Fortune 500 corporations, and international organizations with uncompromising standards of professionalism and discretion. Headquartered in Taipei, VIP Global delivers a fully integrated suite of services including MICE Tourism, Event Staffing Service, Event Transportation, Concierge Service, Airport Transfer Service, Car Hire Service, Limousine Service, and Airport Fast Track Service. Each offering is designed to meet the operational demands of global executives while reflecting the refinement expected at the highest levels of international business and private travel. Through disciplined execution, premium fleets, and professionally trained personnel, VIP Global has established itself as the benchmark for luxury mobility and executive support in Taiwan. Its services are defined not by visibility, but by reliability—supporting clients whose time, privacy, and reputation require absolute precision. VIP Global — Prestige Mobility. Trusted by the Best. Please visit https://www.vipgroup.com.tw/
SHANGHAI, Feb. 3, 2026 /PRNewswire/ -- Organized by RX, Fac Tec China will take place from June 2–4, 2026, at the Shanghai World Expo Exhibition & Convention Center. This premier trade event comes at a pivotal moment for the global electronics manufacturing industry, as companies face mounting pressure to improve efficiency, adopt sustainable practices, and upgrade to intelligent, flexible factory systems. Global demand for advanced manufacturing solutions in semiconductors, automotive electronics, PCB, and 3C electronics is projected to grow steadily over the next five years, making it crucial for industry professionals to stay ahead of technological trends and operational innovations. Spanning over 25,000 m², Fac Tec China 2026 will host more than 200 exhibitors and feature 20+ industry-focused summits and activities, including the Future Facility Showcase, Business Strategy Summit, Technical Seminars, and tailored matchmaking sessions. Exhibitors will showcase solutions across critical segments such as green factory technologies, factory safety and disaster prevention & maintenance solutions, environment control solutions, consumables and new materials, and smart & flexible manufacturing solutions, with applications in 3C electronics, automotive electronics, wireless communication systems, new energy, semiconductors, and rail transit technologies. Show floor highlights include the China Anti-Electrostatic Industry Show, EPA Demonstration Area, Japan Electronics and Automation Zone, Semiconductor Packaging and Testing Demo, Automotive Electronics Disassembly Zone, and the Green Recycling Experience, presenting the latest innovations and practical technological advances. The event will also feature a rich lineup of high-level activities, including the "Next-Generation Factory" Summit, industry forums, technology think tanks, competitions, and business matchmaking sessions. Exclusive programs such as Country Days, tech salons, factory tours, and tailored overseas buyer sessions from regions including Vietnam, Malaysia, and Thailand provide added value and engagement opportunities. Join Fac Tec China 2026 to stay ahead of industry trends, explore breakthrough manufacturing solutions, and strengthen your global network—ensuring your business remains competitive in a rapidly evolving electronics manufacturing landscape. If interested in exhibiting at Fac Tec China 2026, please contact Ms. Julia GuTel: +86 21-2231-7010Email: Julia.gu@rxglobal.com If interested in visiting Fac Tec China 2026, please contact Mr. Walden Li Email: walden.li@rxglobal.com , nepconacrosschina@reedexpo.com.cn Mobile/WhatsApp/WeChat: +86 136-5125-1335 For more information, please visit Fac Tec China – your gateway to factories of tomorrow. Pre-Register: ali2.infosalons.com.cn/reg/FTC26/Web/FTC26/index.html#/login?lang=en-US&page=public&type=9XU8RK
A12 藝術空間
environment
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