Category: What’s News Asia

Corporate News from Media OutReach Newswire

  • Siam Piwat to Invest US$300 Million (THB10 Billion) in ICONPHUKET, The Icon of Southern Wonders, Opening in 2029

    Siam Piwat to Invest US$300 Million (THB10 Billion) in ICONPHUKET, The Icon of Southern Wonders, Opening in 2029

    • ICONPHUKET will create a first-of-its-kind Hybrid Retail-Attraction & Entertainment Destination, featuring 12 extraordinary world-class attractions designed to captivate global audiences and redefine lifestyle, entertainment, and meaningful travel experiences.
    • ICONPHUKET will unite the potential, identity, wisdom, arts and cultural heritage of Southern Thailand’s 14 provinces through world-class experiences, bringing Southern Thailand’s extraordinary potential to the global stage and showcasing the best of Thailand to the world.
    • The project is envisioned as a model city shaped through cross-sector collaboration, helping to strengthen a sustainable cluster economy across Southern Thailand. Siam Piwat expects the development to support 50,000–80,000 jobs from construction through full operations; ICONPHUKET is expected to attract 80,000–100,000 visitors per day once fully operational.

    BANGKOK, THAILAND – Media OutReach Newswire – 5 October 2026 – Siam Piwat Group, Thailand’s leading retail and real estate developer behind Siam Paragon, Siam Center and Siam Discovery and joint owner of ICONSIAM and Siam Premium Outlets Bangkok, has unveiled ICONPHUKET, a THB10 billion destination development in Phuket scheduled to open in 2029.

    ICONPHUKET – The New Icon of Southern Thailand and Global Destination
    ICONPHUKET – The New Icon of Southern Thailand and Global Destination

    ICONPHUKET marks a major expansion beyond Bangkok for Siam Piwat and will bring together the culture, creativity, products and economic potential of Southern Thailand’s 14 provinces in one destination. The project is designed as a first-of-its-kind Hybrid Retail-Attraction and Entertainment Destination,featuring 12extraordinary world-class attractions designed to captivate global audiences, integrating tourism, public spaces and nature with year-round experiences for Thai and international visitors. Building on the success of ICONSIAM and Siam Paragon, which have helped position Thailand as a global benchmark for destination development, Siam Piwat sees ICONPHUKET as its next transformative destination project.

    The first-of-its-kind Hybrid Retail-Attraction & Entertainment Destination
    The first-of-its-kind Hybrid Retail-Attraction & Entertainment Destination

    Chadatip Chutrakul, Chief Executive Officer of Siam Piwat Co., Ltd., said: “ICONPHUKET represents the next chapter of our vision to create destinations that generate economic value while showcasing Thailand’s strengths to the world. By connecting the capabilities of all 14 southern provinces with global opportunities, ICONPHUKET will serve as a gateway to Southern Thailand’s potential, helping strengthen Phuket and the region as a leading destination for tourism, investment and the creative economy.”

    Discover the spirit of Southern Thailand and the inspiration behind ICONPHUKET, a new global destination bringing together the unique identity, culture, wisdom and potential of Thailand's 14 southern provinces.
    Discover the spirit of Southern Thailand and the inspiration behind ICONPHUKET, a new global destination bringing together the unique identity, culture, wisdom and potential of Thailand’s 14 southern provinces.

    ICONPHUKET will serve as the centerpiece of Synthesis Ark Phuket, an integrated mixed-use megaproject developed by CV Group of Companies, with an investment value of more than US$1.5 billion (THB 50 billion) and spanning over 80 hectares in Thalang, Phuket, Thailand. The wider project will include residences, hotels, offices, serviced apartments, educational institutions, and health and wellness facilities, with convenient access to Phuket International Airport and yacht marinas. Phase 1 of Synthesis Ark Phuket is scheduled to be completed by 2032. The development is envisioned as a future-ready urban destination that supports the long-term growth of a sustainable Southern economic cluster.

    More than 40% of ICONPHUKET will be dedicated to green and open spaces, while one-third of the project will comprise attractions and entertainment. Developed with local communities, government agencies and private-sector partners, the project will incorporate green technologies, resource-efficiency systems and smart mobility solutions. It will also provide a platform for SMEs, community enterprises and local products from across Southern Thailand.

    ICONPHUKET will unite the strengths of Southern Thailand’s 14 provinces in one destination. As a gateway to the region’s potential, it will connect local enterprises, communities and products with new opportunities in international markets, while presenting Southern Thailand’s distinctive character to Thai and global visitors and bringing the region’s extraordinary potential to the global stage.

    The development is expected to support 50,000–80,000 jobs from construction through full operations and encourage longer stays and higher tourism spending across the southern region. Further details on ICONPHUKET will be announced in the coming months.

    For more information, please call +66 2 658 0808 or visit www.iconphuket.com

    Hashtag: #ICONPHUKET #TheNewIconOfSouthernWonders #SiamPiwat #Phuket #SouthernThailand

    www.siampiwat.com


    siampiwat_official

    The issuer is solely responsible for the content of this announcement.

    Siam Piwat

    Siam Piwat is a leading retail and real estate developer behind Bangkok’s most iconic destinations, including Siam Paragon, Siam Center, Siam Discovery, ICONSIAM, and Siam Premium Outlets Bangkok, globally recognized for pioneering experiential destinations.

    For over six decades, Siam Piwat has been renowned for creating iconic destinations and world-class experiences, continuously redefining Bangkok’s retail landscape through award-winning developments that set new global benchmarks. Guided by creativity, innovation, and sustainability, the company continues to lead with a bold vision that inspire, engage, and delight customers from around the world, while creating long-term value for society, businesses, and future generations.

  • Patience Is Being Repriced as Government Borrowing, AI And Energy Compete For Long-Term Capital: GIC CEO Lim Chow Kiat

    Patience Is Being Repriced as Government Borrowing, AI And Energy Compete For Long-Term Capital: GIC CEO Lim Chow Kiat

    Fifth WMI Global-Asia Family Office Summit examines portfolio resilience and next-generation readiness as WMI research identifies meaningful participation as a key marker of preparedness

    SINGAPORE – Media OutReach Newswire – 5 October 2026 – Government borrowing, the artificial intelligence (AI) build-out and the overhaul of energy systems are all competing for the same pool of long-term money at a time when lenders demand more compensation to commit for long, WMI Chairman and GIC CEO Mr Lim Chow Kiat said today at the fifth WMI Global-Asia Family Office Summit.

    Lim Chow Kiat Press photo

    Mr Lim said: “There is no shortage of capital in the world. What is shorter is patience, and patience is being repriced.” He added:”The advantage of long-term capital—whether it is a family’s wealth or a country’s reserves—is that we do not have to predict the outcome. We have to be prepared for it, selective in what we own, and ready to move when others cannot.”

    In his opening keynote, Mr Lim encouraged investors to look beyond the level of bond yields to what is driving them: stronger growth and investment, or doubts about inflation and public finances. He noted that AI has become a credit story as well as an equity one, with more of the build-out funded by debt. As outcomes widen across AI and energy, he said granularity matters more than ever, with GIC looking at assets one at a time rather than buying a broad theme.

    Family offices navigate a new era of disruption and opportunity
    Held under the theme Legacy in Action: Capital for the New Horizon, the two-day Summit will welcome close to 650 participants from across the family office ecosystem to discuss investing, family office governance, leadership and social impact.

    The opening-day Single Family Office Forum brings together more than 240 participants, comprising families and their family office teams from Asia, Australia, Europe and the United States, at different stages of building, stewarding and carrying forward their family enterprises and legacies.

    Over five years, the Summit has grown alongside Singapore’s family office ecosystem into a trusted community where families, investors and professionals connect, learn from one another and explore opportunities together.

    Preparing the next generation for stewardship
    Alongside discussions on the investment landscape, the Summit examined how families can prepare the next generation to assume responsibility for capital, enterprise and legacy.

    In her welcome address, Ms Foo Mee Har, CEO of WMI, launched Stewardship by Design: Preparing Asia’s Next Generation for Leadership and Impact, a study conducted jointly with academics from Harvard Business School and the University of Chicago Booth School of Business.

    The research draws on responses from about 150 family offices, primarily in Asia. It compares their responses with those of family offices worldwide, with the majority from the Americas.

    According to the study, 49% of Asian respondents consider the next generation prepared, compared with 52% in the comparison group. The figures are close, but they also reveal a shared challenge: only about half of respondents see the next generation as ready.

    Ms Foo said: “Our study found that when next-generation members have the opportunity to contribute alongside senior family members on consequential decisions, families are almost seven times more likely to see them as ready.”

    “The next generation does not develop judgement by waiting on the sidelines for responsibility to arrive, yet many families face a practical challenge. They want to prepare the next generation, yet they are not ready to hand over major decisions. Nor do they have to.”

    Ms Foo added: “But there is no single structure that every family should follow. Asian families differ in size, history and complexity. What matters is having a clear path for development that fits the family’s circumstances.”

    Translating research into practical support
    To put these findings into practice, Ms Foo announced two distinct new WMI programmes to help prepare the next generation.

    The first is PATH: Purpose, Aspiration, Trust and Heritage, a new programme for next-generation members of business-owning and wealth-owning families.

    PATH will help participants explore their values and aspirations, deepen their understanding of enterprise, ownership and governance, and consider the different roles they can play as family stewards. They will identify practical next steps towards making a meaningful contribution to their families.

    Connecting family offices with innovation
    Ms Foo also shared with participants that WMI is working to connect family offices with globally leading innovation ecosystems.

    Through learning journeys and direct engagement with founders, investors, researchers and technology leaders, family offices and next-generation members will get firsthand exposure to emerging technologies and business models, helping them understand the latest developments and where new opportunities may lie.

    Insights from global business and technology leaders
    Day One also features Dr David K. Lam, Founder of Lam Research and Chairman and CEO of Multibeam Corporation; Mr Mark Lee, CEO of Singlun; and Ms Cindy Karim, Principal of the Karim Family Foundation, alongside other prominent family principals, investors and technology leaders.

    Discussions span emerging technologies and investment judgement, next-generation leadership, family enterprise, governance and long-term impact.

    Deputy Prime Minister Gan Kim Yong, Minister for Energy, Trade and Industry (Trade), and Chairman of the Monetary Authority of Singapore will attend the Summit as Guest of Honour later today.

    The WMI Global-Asia Family Office Summit continues on 6 October 2026 with the Partners Forum, bringing together financial institutions, advisers and other professionals supporting families across investments, governance, succession, philanthropy and legacy.

    For Mr Lim Chow Kiat’s full speech, click here.
    For Ms Foo Mee Har’s full speech, click here.
    To download the report, click here.

    Hashtag: #WMI

    The issuer is solely responsible for the content of this announcement.

    About WMI

    Established in 2003, the Wealth Management Institute (WMI) is committed to building capabilities for investing in a better tomorrow. Founded by GIC and Temasek, our vision is to be Asia’s Centre of Excellence for wealth and asset management education and research.

    WMI provides a comprehensive suite of practice-based certification and diploma programmes and collaborates with leading universities for master’s degrees. With over 20,000 annual enrolments, WMI serves a diverse community of professionals across Asia—including wealth and asset managers, family offices, and professionals in tax, legal, compliance, and financial regulation across more than 160 programmes. WMI is recognised as Singapore’s lead training provider for private banking and wealth management.

    WMI helms the Global-Asia Family Office (GFO) Circle, a trusted network platform that builds capabilities and fosters community within the family office sector. The GFO Circle is supported by the Singapore Economic Development Board (EDB) and the Monetary Authority of Singapore (MAS). WMI also leads the Asia Centre for Changemakers (ACC), supported by Temasek Trust and the Philanthropy Asia Alliance (PAA). The ACC aims to build capacity and nurture a strong pipeline of active and informed changemakers with a focus on Asia.

  • Benchmarking Asia’s Global Hubs: Hong Kong General Chamber of Commerce Unveils the Asian Cities Internationality Index 2026

    Benchmarking Asia’s Global Hubs: Hong Kong General Chamber of Commerce Unveils the Asian Cities Internationality Index 2026

    Tracking 11 major cities to assess internationality, the index provides data-driven insights to shape urban policy, guide business strategy, and encourage regional exchange

    HONG KONG SAR – Media OutReach Newswire – 5 October 2026 – The Hong Kong General Chamber of Commerce (HKGCC) and independent research firm Ipsos launched the second edition of the Asian Cities Internationality Index (ACII), a comprehensive evaluation of 11 major hubs across seven core dimensions. By assessing cities on Business and Economy, Quality of Life, Infrastructure and Connectivity, Innovation and Ideas, Human Capital Diversity, Cultural Interaction, and Government and Legal System for Business, the multifaceted index equips policymakers and business leaders with actionable strategies to elevate Asia’s standing in the global economy.

    This year, Hong Kong continued to be Asia’s top international city and the region’s premier gateway for regional and global operations. Out of a maximum score of 100, Hong Kong ranked first with 74.6 (up from 73.7 in 2025), followed by Singapore and Seoul. Elsewhere across the region, Tokyo adjusted to fourth, while Shanghai retained fifth, leading the region in innovation. Bangkok, Kuala Lumpur and Taipei each demonstrated their distinct strengths, as Mumbai rose to ninth place, representing its growing emergence as a globally oriented business hub. Jakarta and Ho Chi Minh City rounded out the list at 10 and 11 respectively.

    “By launching the ACII 2026, HKGCC provides a vital, data-driven tool to understand the shifting competitive landscape in Asia”, said HKGCC Chairman Jacob Kam. “Hong Kong’s top ranking proves our fundamental resilience and underscores that global businesses continue to view the city as the ultimate bridge between East and West. From a broader perspective, the ACII provides the strategic insights necessary for Asian cities to collaborate and complement one another’s strengths, fostering a formidable regional economic cluster.”

    Download the full report at: www.chamber.org.hk

    Hashtag: #HKGCC

    The issuer is solely responsible for the content of this announcement.

    About Hong Kong General Chamber of Commerce (HKGCC)

    For 165 years, the Hong Kong General Chamber of Commerce has been the voice of business, growing together with Hong Kong and the business community. Our mission is to promote, represent and safeguard the interests of the business community in Hong Kong, and at the same time provide support, networks, training and business services to help the business community grow. For more details, please visit .

  • NAMAA Revolutionizes Food Delivery in the Middle East with the Launch of Future Foods and Picnic

    NAMAA Revolutionizes Food Delivery in the Middle East with the Launch of Future Foods and Picnic

    HONG KONG SAR – Media OutReach Newswire – 5 October 2026 – NAMAA has announced the launch of Future Foods and Picnic, two new ventures that support restaurants, businesses and consumers across the Middle East. Together, they strengthen NAMAA’s portfolio of digital food solutions, helping restaurant operators grow their delivery business while making workplace dining simpler.

    Future Foods Opens New Revenue Opportunities for Restaurant Operators

    Born out of the Kitchens business, Future Foods was created to help restaurant operators generate additional revenue through virtual delivery brands. Today, it is the largest virtual brand company in the restaurant space, with more than 1,500 live locations.

    The Future Foods model allows restaurants to launch established delivery brands from their existing kitchens without investing in another location or major infrastructure. With their existing kitchens, operators can optimise food costs, reach more customers and increase delivery sales.

    Future Foods also provides support with storefront setup, delivery platform integration, marketing and operations, allowing restaurant teams to focus on preparing great food while strengthening their delivery business.

    Restaurant partners can choose from a portfolio of nationally recognised brands across a range of cuisines, including Pasta Glory, Brooklyn Calzones, Sunny & Fine’s, Poke Picnic and Brekkie Bagels, fulfilling customer demand in the market.

    Picnic Brings a Simpler Workplace Dining Experience

    Alongside Future Foods, NAMAA has introduced Picnic, a workplace dining platform built around the idea of “food at work, simplified.” By combining CloudKitchens with local brick-and-mortar restaurants, Picnic gives employees a wide variety of lunch options through a digital food court experience.

    Orders are delivered to a designated Picnic shelf on each office floor within a 20 to 30-minute delivery window, making lunchtime easier while reducing the need to manage individual food deliveries.

    Picnic also offers a more cost-effective approach to workplace dining. With no delivery fees, tips, administrative charges, nor minimum order requirements, both employers and employees benefit from greater convenience at no extra cost.

    The platform offers flexible corporate solutions, including subsidised lunch programmes, non-subsidised daily deliveries, group ordering and fee-free catering for larger corporate events, allowing businesses to tailor to their employees’ needs.

    Together, Future Foods and Picnic reflect NAMAA’s commitment to supporting restaurant growth while making workplace dining easier. As food delivery continues to evolve across the Middle East, both platforms give restaurants, businesses and consumers more flexibility and choice.

    Hashtag: #NAMAA

    The issuer is solely responsible for the content of this announcement.

    About NAMAA

    is a leader in driving the growth of digital food solutions, quick commerce, and the underlying real estate foundations. The founding members have been laying the groundwork since 2019, guided by a philosophy centred on developing infrastructures that give consumers fast and dependable access to meals, groceries, and essentials. Part of the wider ATOMS Group, the company has since grown into a multi-sector network with operations spanning the Middle East.

  • Brother "Managed Print Service" Enables Businesses to Reduce Operating Costs and Enhance Efficiency with Flexible Deployment

    Brother "Managed Print Service" Enables Businesses to Reduce Operating Costs and Enhance Efficiency with Flexible Deployment

    HONG KONG SAR – Media OutReach Newswire – 5 October 2026 – Amid rising operating costs and accelerating digital transformation, many small and medium-sized enterprises (SMEs) in Hong Kong are facing increasing pressure from equipment investment, limited manpower resources, and the growing complexity of print management across multiple departments. For organizations with multiple teams, office locations, or hybrid work arrangements, maintaining a reliable and efficient printing environment at a reasonable cost has become an important operational challenge.

    MPS A4 Banner

    Most businesses primarily print A4 documents such as contracts, invoices, reports, and administrative paperwork. When A4 printing is sufficient to meet the majority of daily business requirements, investing in larger and more expensive printing equipment may not be necessary. Brother’s Managed Print Service (MPS) allows businesses to flexibly deploy printing resources according to actual operational needs without incurring substantial upfront capital expenditure. The service also provides comprehensive consumables management, maintenance, and professional technical support, making print management simpler and more efficient.

    Comprehensive Print Management That Reduces Administrative and IT Workloads

    Traditional printer ownership often involves purchasing equipment, replenishing consumables, arranging repairs, and managing technical support, all of which can increase administrative efforts and hidden operating costs, particularly for SMEs without dedicated IT or administrative teams.

    Brother’s Managed Print Service includes printer usage, consumables supply, maintenance services, and technical support. This enables businesses to enjoy a reliable printing experience without spending additional time managing day-to-day printing operations, allowing resources to be redirected toward core business development.

    Eliminate Large Capital Expenditure and Improve Cash Flow Management

    For growing businesses and startups, major investments in office equipment can significantly impact cash flow planning.

    Under the monthly subscription model, businesses pay a fixed monthly fee to access professional-grade Brother printing equipment without making a substantial upfront investment. The service also does not impose a fixed monthly print volume limit, enabling organizations to adjust printing usage and device deployment according to operational needs. This flexibility helps businesses control costs more effectively while minimizing resource underutilization and wastage.

    Flexible Multi-Device Deployment for Greater Departmental Productivity

    For organizations with multiple departments or work teams, relying on a single shared printer can often result in wait times and reduced document processing efficiency.

    Brother’s Managed Print Service solution enables businesses to deploy multiple printers according to actual operational requirements. For example, administrative, human resources, finance, and sales departments can each be equipped with printers tailored to their specific needs. This helps minimize waiting time, reduce cross-department disruptions, improve workflow efficiency, and enhance document confidentiality.

    The solution is also well-suited for organizations with multiple offices, retail outlets, or distributed business teams, providing centralized management of multiple devices while ensuring consistent technical support and after-sales service.

    Proactive Consumables Replenishment Minimizes Business Disruptions

    Many businesses have experienced workflow interruptions caused by depleted toner or consumables, potentially delaying important document production, customer service, and internal operations.

    Brother’s Managed Print Service automatically monitors printer performance and consumables usage, proactively arranging replenishment before supplies run low. For industries with high printing demands, such as insurance, financial services, logistics, professional services, and education, this not only reduces administrative workload but also minimizes inventory management and procurement-related tasks.

    Designed for Hong Kong Offices and Hybrid Work Environments

    As hybrid working becomes increasingly common, businesses require more flexible approaches to printer deployment.

    Brother offers a range of compact yet feature-rich printers that are particularly suitable for Hong Kong’s space-constrained office environments, departmental workspaces, and shared offices. With a smaller footprint while still meeting everyday business printing requirements, these devices help organizations make better use of valuable office space.

    In addition, Brother provides remote technical support services to assist with device setup, network connectivity, and other technical issues, reducing the day-to-day support burden on IT teams.

    Five Key Benefits of Choosing Brother “Managed Print Service”

    • Reduce large upfront procurement costs and adapt flexibly to changing business needs
    • Proactive consumables replenishment to minimize inventory management and purchasing efforts
    • Maintenance and professional technical support to reduce equipment downtime risks
    • Automated usage monitoring to lower administrative and management workload
    • Compact printer design ideal for Hong Kong’s limited office space

    Focus on Growing Your Core Business

    Through its monthly subscription model, flexible device deployment, automated consumables management, and professional technical support, Brother’s Managed Print Service helps businesses simplify print management, reduce overall operating costs, and improve productivity across departments and locations.

    When most printing requirements consist primarily of A4 documents, businesses can select the most suitable device configuration based on their actual operational needs without allocating additional resources to infrequent printing demands. By adopting a more flexible and streamlined print management approach, organizations can focus on growing their business, serving customers, and driving innovation, ultimately strengthening their competitive advantage.

    Learn more about Brother “Managed Print Service” and limited-time offers:
    Website: https://www.brother.com.hk/en/solutions/mps
    WhatsApp Enquiries
    Email: mpssales@brother.com.hk

    Information contained in this release is accurate at the time of publication and is subject to change without prior notice.
    Hashtag: #BrotherHK #BrotherMPS #BusinessSolutions #OfficeSolutions #PrintManagement #PrinterRental #OfficeSolutions #Sustainability



    The issuer is solely responsible for the content of this announcement.

    About Brother International (HK) Limited

    Founded in Japan in 1908, Brother has over 110 years of history. It has developed into an international brand with 16 production facilities and 51 sales points worldwide, spanning 44 countries. Brother produces high-quality and innovative products for the printing and imaging, labelling, and sewing markets, maintaining a leading position in the industry. Its main products include a variety of inkjet and laser printers, multifunction printers, fax machines, scanners, label printers, and a range of home sewing machines and commercial embroidery machines.
    As a trusted brand, Brother adheres to a “customer-first” philosophy in all aspects of its business, continually meeting diverse customer needs and market challenges with comprehensive and high-quality solutions.
    Brother International (Hong Kong) is one of the leading suppliers of home, office, and industrial products in Hong Kong. Established in 1994, it has been serving customers in Hong Kong and Macau for over 30 years. According to IDC’s Global Hardware Peripheral Tracker report, Brother’s A3 multifunction colour inkjet printer has been the number one in shipment volume in the world for 18 consecutive years from 2008 to 2025, reaffirming Brother’s business success in the region.
    For more information about Brother Hong Kong, contact our WhatsApp at (852) 3187 0505 or visit the website www.brother.com.hk。
    NOTE: All brand and products names are trademarks or registered trademarks of their respective companies.

  • Dr Maye Musk, author, supermodel, and dietitian, speaks at the Prudential Leadership Forum

    Dr Maye Musk, author, supermodel, and dietitian, speaks at the Prudential Leadership Forum

    Shares perspectives on leadership, resilience and legacy with nearly 1,000 customers, young professionals, and aspiring leaders

    HONG KONG SAR – Media OutReach Newswire – 4 October 2026 – Prudential Hong Kong Limited (“Prudential”) welcomed Dr Maye Musk, a globally renowned author, supermodel and dietitian, to the Prudential Leadership Forum, titled Beyond Success: The Blueprint for Leadership, Resilience and Legacy, held on 3 October 2026.

    (From left) Lawrence Lam, Chief Executive Officer, Prudential Hong Kong Limited; Dr Maye Musk; and Angel Ng, Regional CEO, Greater China; Group Customer and Wealth, Prudential plc, at the Prudential Leadership Forum, where they shared perspectives on leadership, resilience and legacy planning across generations.
    (From left) Lawrence Lam, Chief Executive Officer, Prudential Hong Kong Limited; Dr Maye Musk; and Angel Ng, Regional CEO, Greater China; Group Customer and Wealth, Prudential plc, at the Prudential Leadership Forum, where they shared perspectives on leadership, resilience and legacy planning across generations.

    Nearly 1,000 VIP customers, young professionals, aspiring leaders and top-performing financial consultants came together for a conversation on resilience, reinvention and the values that shape lasting family legacies.

    Opening the forum, Lawrence Lam, Chief Executive Officer, Prudential Hong Kong Limited, highlighted Prudential’s commitment to customers: “Prudential has earned enduring trust with families by actively listening to their evolving needs across generations. Sustaining that trust requires a forward-looking vision, creating meaningful opportunities for customers to connect with visionary leaders and fresh perspectives. Dr Maye Musk’s journey is a powerful reminder that experience, resilience and ambition can open new possibilities at every stage of life. ”

    The centerpiece of the day was an engaging fireside chat between Dr Musk and Angel Ng, Regional CEO, Greater China; Group Customer and Wealth, Prudential plc. Through the exchange, Dr Musk shared candid reflections on rebuilding her career across life stages and countries, empowering her three children to pursue their distinct ambitions, and wealth succession.

    Reflecting on her journey, Dr Musk said: “Success is rarely a straight line. Throughout my life, I have had to start over, adapt and embrace new opportunities, often when others thought it was too late. What I have learned is that resilience is built through action, not certainty. Whether as a parent, a professional or a leader, our role is not to create a perfect path for the next generation, but to give them the confidence, values and independence to create their own. Lasting legacies are built not by removing challenges, but by helping others develop the strength to navigate them.”

    Angel highlighted Prudential’s vision for legacy: “In today’s rapidly evolving world, planning for the next generation is about more than passing on financial wealth. It is also about passing on the values and judgement that help them make informed decisions and pursue their aspirations. When families pair clear principles with the confidence to make their own choices, they can protect what they have built while creating a stronger foundation for generations to come. Prudential supports families in planning ahead, passing on their wealth with confidence, and building a brighter tomorrow.”

    Building on the theme of preparing for the future, the forum then turned to the city’s distinctive advantages and emerging opportunities for talent through a panel discussion titled Hong Kong: Where Global Wealth and Talent Converge. Felix Chan, the Director of Hong Kong Talent Engage; and Jason Fong, Global Head of Family Office at Invest Hong Kong shared perspectives on how the leaders of tomorrow can learn, grow and thrive in Hong Kong.

    By bringing together forward-looking perspectives and opportunities to engage with global leaders, Prudential continues to support customers at every stage of life, helping them plan for their health and financial wellbeing, protect what matters most, and build resilience for the future. This commitment is also reflected in value-added platforms such as PruNextGen, through which we support families in planning early for their children’s future, broadening their horizons and laying the foundations for lifelong success.

    Hashtag: #PrudentialLeadershipForum

    The issuer is solely responsible for the content of this announcement.

    About Prudential Hong Kong Limited

    Prudential has been serving the people of Hong Kong since 1964. Through Prudential Hong Kong Limited and Prudential General Insurance Hong Kong Limited, the Company provides a range of financial planning services and products, including individual life insurance, investment-linked insurance, retirement solutions, health and medical protection, general insurance, and employee benefits to protect over 1.41 million customers in Hong Kong. Beyond Hong Kong, Prudential serves the Macau community through its branch, offering health insurance and financial solutions to complete its footprint in the Greater Bay Area. Visit for more information.

  • Chinese media praises Shanghai Electric’s latest Malaysian project: a step forward for China’s high-end power equipment in overseas markets

    Chinese media praises Shanghai Electric’s latest Malaysian project: a step forward for China’s high-end power equipment in overseas markets

    SHANGHAI, CHINA – Media OutReach Newswire – 3 October 2026 – China News Service (CNS) praises Shanghai Electric’s recent contract for Unit 3 of the Samalaju Combined Cycle Gas Turbine (CCGT) Project in Sarawak, Malaysia, highlighting it as the first overseas deployment of a heavy-duty gas turbine manufactured by the Chinese company.

    Caption:Shanghai Electric's heavy-duty gas turbine makes its overseas debut
    Caption:Shanghai Electric’s heavy-duty gas turbine makes its overseas debut

    https://youtu.be/0rK3O7ispTQ?si=wZ_x_lXpo5SjxC_V

    The deal is seen as a milestone in the international commercialization of China’s heavy-duty gas turbine technology, CNS said in a news report issued on Sept. 29.

    According to the report, Shanghai Electric will provide a complete package of major equipment for the 500-megawatt-class power plant, including gas and steam turbines, generators, heat recovery steam generators (HRSGs) and an air-cooled system.

    It will also serve as an engineering, procurement and construction (EPC) contractor and provide long-term lifecycle services covering the major equipment,.

    “This is not simply an equipment export, but a substantive breakthrough for China’s heavy-duty gas turbines in international commercial competition,” Li Wenkai, deputy head of the Power Generation Engineering Consultancy Department under the China Electric Power Planning & Engineering Institute, quoted as saying by CNS.

    Meanwhile, Shanghai Electric is also providing an integrated solution, with the core equipment manufactured within its own industrial system and coordinated under a unified project framework, CNS said.

    Unlike projects that combine equipment from multiple suppliers, this model reduces the need for owners or EPC contractors to coordinate interfaces, technical parameters and control systems across different vendors. It also brings responsibility, technical interfaces, performance guarantees and project management under a unified framework, said the report.

    “The Malaysian market is a mature commercial market, where clients make equipment selections based on technology, delivery and full lifecycle costs,” Liu Zhitan, deputy director of the Gas Turbine Power Generation Specialized Committee of the Chinese Society for Electrical Engineering, told CNS.

    The successful bid means Shanghai Electric’s gas turbine products and integrated solutions are beginning to undergo commercial validation in a mature overseas market, Liu said.

    Shanghai Electric has built up a presence in Malaysia through a range of energy projects, including the 2×300-megawatt Balingian coal-fired power plant, renewable energy projects in Selangor and the TG12 renewable energy project. In Sarawak, it has also completed a 106-kilometer, 500-kilovolt transmission line and built the state’s first off-grid microgrid project.

    Such a local footprint provides an important foundation for the company to introduce core equipment into overseas markets, while strengthening its experience in project delivery and local services, CNS noted in the report.

    The Samalaju project demonstrated Shanghai Electric’s overseas engineering competitiveness and core equipment capabilities, marking a shift from “equipment going overseas with engineering projects” toward direct exports of complete equipment and solutions.

    The move also reflects changing demand in international power markets. Overseas developers are increasingly seeking turnkey solutions backed by long-term services rather than procuring individual pieces of equipment from multiple suppliers, said the Chinese media.

    For years, China’s high-end equipment exports were mainly individual machines and equipment, with competition focused largely on hardware prices, leaving limited margins and little room for brand premiums, Liu said.

    Shanghai Electric’s approach seeks to move beyond hardware-based competition by offering integrated solutions and full life-cycle support, he added.

    The development comes as the global gas turbine market faces tight supply. Data shows that global gas turbine orders reached about 90-100 GW in 2025, while global manufacturing capacity stood at around 55–60 GW, highlighting a significant supply-demand imbalance.

    Against this backdrop, overseas developers that have traditionally relied on established international suppliers are increasingly consider alternative providers, particularly Chinese companies capable of offering shorter delivery times and integrated solutions, Li said.

    Shanghai Electric has identified global expansion as a key priority during the 15th Five-Year Plan period (2026-2030). It outlined three shifts: from a focus on taking engineering projects overseas to a greater emphasis on taking equipment overseas; from simple trade to international investment in production capacity and industrial supply chains; and from individual companies expanding overseas independently to broader, coordinated overseas development.

    The issuer is solely responsible for the content of this announcement.

  • HKIS – Quantity Surveying Division Conference 2026

    HKIS – Quantity Surveying Division Conference 2026

    Transforming QS Practice in a New Era: Integrating Digital Construction, Collaborative Contracting and Payment Security

    HONG KONG, CHINA – Media OutReach Newswire – 3 October 2026 – The Hong Kong Institute of Surveyors (HKIS) Quantity Surveying Division hosted the HKIS Quantity Surveying Division Conference 2026 (the Conference) today at the CIC-Zero Carbon Park.

    This year’s theme, “Transforming QS Practice in a New Era: Integrating Digital Construction, Collaborative Contracting and Payment Security”, reflects the evolving role of Quantity Surveyors during a time of economic restructuring.

    The Conference brought together around 200 participants both in person and online, including government officials, industry leaders, professionals, academics, and young practitioners.

    Mr LAU Chun Kit, Ricky, JP, Permanent Secretary for Development (Works) for Development Bureau of the HKSAR Government, attended as the Guest of Honour and delivered a keynote speech.

    Quantity Surveyors are trained professionals with expert knowledge of construction costs and contracts who play a crucial role throughout the project development cycle, from investment feasibility studies and procurement strategy to commercial governance, contract administration, and dispute management. The seminar aims to explore how, amidst the ever-changing landscape of the digital revolution and the implementation of new legislation, quantity surveyors can evolve from their traditional roles in contract and cost management into enablers who drive successful value creation in construction projects.

    Mr. LAU Chun Kit, Ricky, JP, Permanent Secretary for Development (Works), Development Bureau, said: “The theme of this year’s conference is both timely and visionary. The Conference serves as a strategic platform for surveying practitioners and professionals to exchange insights, explore best practices, and formulate a collective vision for the future of the surveying profession. The insights and best practices generated will not only contribute in advancing the role of surveying profession in the new era, but also reinforcing Hong Kong’s position as a leader in construction excellence.”

    The conference featured 20 distinguished speakers from Hong Kong Government bureaux and departments, the private sector, academia, professional institutions, and law firms to share their insights and best practices in the quantity surveying field. Through thought-provoking discussions, the event not only enhanced participants’ technical knowledge but also catalyzed long-term cross-sector collaboration, empowering the industry to continuously deliver highly efficient and resilient built assets in the future.”

    Sr WAN Wai Ming, Tony, President of the Hong Kong Institute of Surveyors, noted in his welcome speech, “As the construction landscape undergoes profound shifts, quantity surveyors are evolving from traditional cost guardians into strategic value architects. Under this year’s theme, we gather to explore emerging challenges, tackle critical issues, and seize new opportunities. Together, we redefine our professional identity, share actionable insights, and shape a forward-looking roadmap for the quantity surveying industry in Hong Kong.”

    Sr TING Yuen Chun, Eric, Chairman of the HKIS Quantity Surveying Division, acknowledged that the built environment is facing increasingly complex social and economic pressures. He emphasised that these challenges serve as an important reminder that, while technology is a vital enabler of progress, built-environment professionals must continue to apply their expertise and professional judgement, while strengthening collaboration across disciplines, to navigate change and deliver sustainable value to society.

    Sr WONG Kin Yan, Winnie, Organising Committee Chair of the Conference stated in her closing remarks, “Developments in Collaborative Contracting, Digital Construction, and Payment Security present an opportunity for our profession to evolve beyond traditional cost management.

    Today’s quantity surveyors are increasingly called upon to serve as trusted advisers, driving collaboration, leading digital transformation, and championing transparency and fairness across the entire project lifecycle. By embracing these changes, we can continue to play a pivotal role in delivering sustainable, resilient and high-performing built assets for our community.”

    List of Speakers (in order of presentation delivery)

    Keynote Speech by Guest of Honour

    1. Mr LAU Chun Kit, Ricky, JP, Permanent Secretary for Development (Works), Development Bureau, HKSARG

    Session 1: Collaborative Contracting

    1. Mr LEUNG Lap Ki, Francis, Team Leader (Trade & Procurement), Development Bureau, HKSARG
    2. Sr CHOI Wing Chung, Hayman, Project Strategy and Delivery Leader (Asia), Mott MacDonald Hong Kong Limited
    3. Ir LEUNG Cheuk Lun, NEC Strategic Advisor, Civil Engineering and Development Department, HKSARG
    4. Ir WANG Yan Hua, Chairman and Managing Director, China Road and Bridge Corporation (Hong Kong)
    5. Sr Yau Wan Fong, Deputy Director, WT Partnership (HK) Limited

    Session 2: Digital Construction

    1. Mr WU Jin Ying, Technical Officer, Glodon (Hong Kong) Software Limited
    2. Mr Elvis LI, CEO, isBIM Limited
    3. Ir NG Chun Keung, CEO, dRoW Limited
    4. Mr Put HUI, Senior Digital Transformation Lead, Innovative Technology, Gammon Construction Limited
    5. Mr Ronald CHAN, Head of Sustainability for APAC, Currie & Brown
    6. Sr Sunny CHOI, Chairman of Digitalisation Sub-committee, Quantity Surveying Division, The Hong Kong Institute of Surveyors; Past Chairman of Quantity Surveying Division, The Hong Kong Institute of Surveyors (2021-2023)
    7. Sr Dr Paul HO, Past Chairman of Quantity Surveying Division, The Hong Kong Institute of Surveyors (2005-2006)

    Session 3: Payment Security

    1. Sr Tommy CHAN, Executive Director, Arcadis Hong Kong Limited
    2. Cr Sr Ir ZA Wai Gin, Tony, Executive Director, Hip Hing Construction Co., Ltd.
    3. Sr Hinson CHEUNG, Partner, Pinsent Masons
    4. Sr Terry CHAK, Director of North Asia Region, Rider Levett Bucknall Limited
    5. Sr TT CHEUNG, BBS, JP, Past President, The Hong Kong Institute of Surveyors
    6. Sr CHONG Lui Chuen, Executive Committee Member, CSHK Professional Committee
    7. Mr Eric CHUNG, Barrister-at-Law, Pacific Chambers
    8. Sr Prof LEUNG Hing Fung, Professor and Head, Department of Law and Business, Hong Kong Shue Yan University; Adjunct Professor, Department of Real Estate and Construction, University of Hong Kong; Barrister-at-law, Arbitrator and Mediator

    List of speakers and topics are downloadable here

    Conference booklet is downloadable here

    High-resolution event photos are downloadable here

    Photo Caption:

    001 Mr Ricky LAU, JP, Permanent Secretary for Development (Works), Development Bureau, HKSARG, was invited as the Guest of Honour.
    002 Sr Tony WAN, President of the Hong Kong Institute of Surveyors, delivered the welcome speech.
    003 Sr Eric TING, Chairman of the HKIS Quantity Surveying Division, delivered the opening speech.
    004 Mr LEUNG Lap Ki, Francis, Team Leader (Trade & Procurement), Development Bureau, HKSARG, delivered a keynote speech.
    005 Ir LEUNG Cheuk Lun, NEC Strategic Advisor, Civil Engineering and Development Department, HKSARG, delivered a speech.
    006 The event received extensive support from the government and industry.

    Second Row: From left to right:

    Dr Ada TSANG, Lecturer, Department of Construction and Quality Management, Hong Kong Metropolitan University;

    Cr Amanda WONG, Council Member, Hong Kong Institute of Construction Managers;

    Ar Stephen HO, Honorary Secretary, The Hong Kong Institute of Architects;

    Prof Ling Kar-kan, SBS, Chairman, Hong Kong Housing Society;

    Mr Kelvin NG, Assistant Director/Technical, Highways Department;

    Sr Andrew LAM, Assistant Director (Project) 2, Housing Department, HKSARG;

    Sr Winnie WONG, Organising Committee Chair of the HKIS Quantity Surveying Division Conference 2026;

    Sr Tony WAN, President of the Hong Kong Institute of Surveyors;

    Mr Ricky LAU, JP, Permanent Secretary for Development (Works), Development Bureau, HKSARG;

    Sr Eric TING, Chairman of the HKIS Quantity Surveying Division;

    Mr Arthur LEE, Deputy Director/Regulatory Services, Electrical & Mechanical Services Department, HKSARG;

    Mr Samson LAM, Assistant Director/Sewage Services, Drainage Services Department, HKSARG;

    Ir Prof Thomas HO, JP, Chairman, Construction Industry Council;

    Sr Amelia FOK, Chairman, The Association of Consultant Quantity Surveyors;

    Ir Prof Michael YAM, Head of Department and Professor, Department of Construction Management and Intelligence, The Hong Kong Polytechnic University;

    Sr Renee CHAN, Senior Lecturer, Department of Design and Architecture, Technological and Higher Education Institute of Hong Kong

    First Row: Past Presidents of the Hong Kong Institute of Surveyors, Executive Committee of the Hong Kong Institute of Surveyors, and Council Member of the Quantity Surveying Division, the Hong Kong Institute of Surveyors

    007 Sr Winnie WONG, Organising Committee Chair of the HKIS Quantity Surveying Division Conference 2026, delivered closing remarks.
    008 The Conference gathered around 200 industry professionals, participating in person and online.

    Hashtag: #surveyor #QS #quantitysurveying



    Wechat: HKIS-Official

    The issuer is solely responsible for the content of this announcement.

    About the Hong Kong Institute of Surveyors

    Established in 1984, The Hong Kong Institute of Surveyors (HKIS) is the only surveying professional body incorporated by ordinance in Hong Kong. As of 30 September 2026, the number of members reached 11248, of which 8301 (FHKIS: 579, MHKIS: 7722) were corporate members, 49 were associate members and 2898 were probationers and students.

    HKIS work includes setting standards for professional services and performance, establishing codes of ethics, determining requirements for admission as professional surveyors, and encouraging members to upgrade skills through continuing professional development.

    The Institute has an important consultative role in government policy making and on issues affecting the profession. We have advised the government on issues such as building safety and unauthorized building works, problems of property management, town planning and development strategies, construction quality, construction costs and housing problems. We have also issued guidance notes on floor area measurement, real estates valuation and land boundary survey, etc.

    We have an established presence in the international arenas, have overseas connections, and have entered into reciprocal agreements with professional surveying and valuation institutes in Australia, Canada, Japan, New Zealand, Singapore, the United Kingdom, and Mainland China recognizing the counterpart’s member’s qualifications. In addition, HKIS is a member of various leading international surveying organisations.

  • Huawei Highlights Continuous Innovation, Securing Competitive Edge Through Technological Breakthroughs

    Huawei Highlights Continuous Innovation, Securing Competitive Edge Through Technological Breakthroughs

    SHENZHEN, CHINA – Media OutReach Newswire – 3 October 2026 – Huawei hosted an international media roundtable today featuring Richard Yu, Executive Director, Chairman of the Investment Review Board, and Chairman of the Board of Directors of the Consumer BG. Yu shared comprehensive insights into Huawei’s consumer business and HarmonyOS ecosystem.

    IMG 8638

    Richard Yu joined Huawei in 1993, working on early developments like the first-generation program-controlled switch and participating in the establishment of Huawei’s wireless communications business, which started with GSM. Over the past decade, Yu has led Huawei’s consumer business with the vision to deliver a seamless AI life experience to all consumers across five key scenarios: HIMA-powered Smart Travel, HarmonyOS Office, Smart Home, Fitness & Health, and Entertainment, which he said is also the long-term strategy for Huawei’s consumer business over the next 10 years.

    Between 2007 and 2025, Huawei invested more than CNY1.8 trillion into R&D shifting from roughly 10% of annual revenue in early years to over 20% recently. Huawei has continued to increase investment into the core technologies of the ICT domain and basic research, which has translated into robust core capabilities, extensive intellectual property, and a vast patent portfolio, and helped with achieving a series of breakthroughs in technological innovation.

    The Mate 90 series smartphones Huawei just launched come with the latest Kirin 9050 Pro chip. The overall device performance is 31% higher than the previous generation. The Balong modem, image sensor processor (ISP), mobile security processor (MSP), Lingxi CPU, Maleoon GPU, and the NPU that adopts Huawei’s Da Vinci architecture for AI processing are all designed by Huawei. They offer higher energy efficiency and deliver much-improved overall system-level performance.

    Even though Yu admitted that Huawei has limited access to advanced semiconductor processes, Huawei recently made a new breakthrough in the semiconductor domain – the LogicFolding technology under the Tau Scaling Law. Unveiled by He Tingbo, head of Huawei’s Semiconductor Business Department this May, this technology vertically stacks the logic layers of chips and restructures the circuit layout through inter-layer high-density interconnect to shorten critical paths and reduce latency. This technology was adopted on Kirin 9050 Pro chip, which shows very strong AI processing power. The Mate 90 series powered by this chip can run a 30B MoE on-device AI model.

    In the AI domain, Yu talked about the Ascend compute foundation that Huawei provides, by remarking Huawei’s large models called openPangu, AI capabilities for intelligent driving, and HarmonyOS Celia, which is similar to Gemini in the Google Android ecosystem. Huawei is also using AI to improve the O&M of communications network equipment. By combining AI computing power with domestic open-source large models, Huawei’s vision is to help enterprises and industries around the world to become more productive and bringing more convenience to everyone.

    In the past years, Huawei has launched a broad series of products and solutions, including smartphones, PCs, tablets, wearables, TWS audio products, Smart TVs, home routers, smart home control solutions, as well as intelligent electric vehicles together with partners. Underlying these products and solutions are Huawei’s chip hardware platform and HarmonyOS – another OS ecosystem after iOS from Apple and Android from Google that Huawei developed to support all the smart devices and smart hardware across all scenarios.

    Development of HarmonyOS began in 2019. Before that, Huawei was a major contributor to the Android community as well as the entire Android ecosystem. Now, more than 90 million devices, including smartphones, PCs, and tablets, currently run on HarmonyOS 6 and HarmonyOS 7. This figure is expected to hit the 100 million mark by the end of this year. The number of apps and services in the HarmonyOS ecosystem has already exceeded 450,000. Its global registered developer count has reached 11 million, and Huawei now has over 23,000 app innovation partners. Expressing his special thanks to all partners and developers for their trust and support, Yu also pointed out that Huawei is considering gradually bringing HarmonyOS to the global market in the future.

    Globalization is another topic of the conversation. Yu mentioned that Huawei had very good collaboration with many companies from the US, Europe, Japan, South Korea, and Taiwan, delivering huge business value and benefits to those partners. When it comes to the difficulties that Huawei overcame since 2019, Yu said that relying on homegrown technologies and capabilities, Huawei gradually designed its own operating system and developed basic tools and software by themselves, putting a domestic supply chain in place. In 2023, Huawei started to manufacture the chips used by smartphones domestically again. With these chips and HarmonyOS, and by relying on China’s domestic supply chain, materials, and process nodes, Huawei has basically gotten rid of the dependence on US technologies.

    While Huawei’s global market share was once No. 1, nowadays it only sells several million units of smartphones outside China every year. However, Yu revealed that Huawei is trying to return to the overseas market step by step.

    Taking wearables as an example, Huawei is No. 1 in terms of the market share both in China and globally. Other innovative products such as TWS earphones, are also growing fast and have reached No. 1 in many countries. While Huawei’s tablet and PC business was greatly affected after it was denied access to Windows and Intel x86 chips, the HarmonyOS-based tablets are now performing strongly. Another example would be CPE, which is a mobile router that provides connectivity to the unconnected in remote and rural areas. These products are also very well received across many regions outside China, helping more people connect to the rest of the world and live better lives.

    Question: Both the Huawei XT 2 and the two most advanced models of the Mate 90 series use a LogicFolding chip. Will LogicFolding chips be used for more phones in the future? We understand that Huawei’s chip production capacity is still limited. Huawei has launched SuperPoDs, and AI infrastructure is a huge business. They are both very important in China. How do you secure a larger share of the chip supply internally?

    Richard Yu: We started introducing the chip that adopts the LogicFolding technology powered by the Tau Scaling Law to the Mate XT 2 tri-fold phone. To answer your question, yes, more of our phones will definitely use these LogicFolding chips in the future.

    Currently, the production capacity for advanced semiconductors in China still cannot meet the rapidly growing demand. Huawei’s Ascend chips for the AI domain also use such capacity. But we have developed a requirement plan, which also covers the chip requirements of smartphones.

    The sharp price increase for memory components over the past two years has somewhat limited the smartphone sales volume. Even though the production capacity remains tight right now, generally it is sufficient to meet our market shipment needs.

    We hope that production capacity will ramp up in China’s semiconductor industry so that we can manufacture more advanced products for consumers in the Chinese market as well as the overseas market in the future.

    To read the full Q&A session:
    https://www.apmultimedianewsroom.com/multimedia-newsroom/continuous-innovation-securing-our-competitive-edge-through-technological-breakthroughs

    Hashtag: #Huawei

    The issuer is solely responsible for the content of this announcement.

  • Surge Announces Positive Pre-Feasibility Study at Nevada North: After-Tax NPV8% of US$9.81 Billion, After-Tax IRR of 23.6% and Operating Cost of US$4,719/tonne Lithium Carbonate

    Surge Announces Positive Pre-Feasibility Study at Nevada North: After-Tax NPV8% of US$9.81 Billion, After-Tax IRR of 23.6% and Operating Cost of US$4,719/tonne Lithium Carbonate

    PFS improves on 2025 PEA with lower Phase 1 capital, lower operating cost, higher recovery and a faster 4.2-year payback over a 42-year mine life

    West Vancouver, British Columbia – Newsfile Corp. – October 2, 2026 – Surge Battery Metals Inc. (TSXV: NILI) (OTCQX: NILIF) (FSE: DJ5) (“Surge” or the “Company“) is pleased to announce the results of the Pre-Feasibility Study (“PFS“) for the Nevada North Lithium Project (“NNLP“, “Nevada North” or the “Project“) located in Elko County, Nevada. The Project is held by Nevada North Lithium LLC (“NNL“), a joint venture owned 67.5% by Surge and 32.5% by Evolution Mining Limited (“Evolution Mining“). The PFS was prepared by Fluor Corporation (“Fluor“) as lead engineer, with Independent Mining Consultants, Inc. (“IMC“) responsible for the mine plan and Mineral Reserve estimate, RESPEC Company, LLC (“RESPEC“) for the Mineral Resource estimate, and other independent consultants identified under “Qualified Persons” below. All figures are in United States dollars on a 100% Project basis unless otherwise stated.

    The PFS contemplates an open-pit mine and on-site processing facility producing battery-grade lithium carbonate from high-grade lithium claystone ore. The Project will be developed in two phases. Phase 1 establishes the mine, a process plant with design capacity of approximately 55,900 tonnes per year (“tpa“) of battery-grade lithium carbonate, a sulfur-burning sulfuric acid plant with on-site power generation and supporting infrastructure. Phase 2 doubles processing capacity, with production peaking at approximately 111,400 tpa and averaging approximately 92,250 tpa lithium carbonate over the life of mine (“LOM“).

    PFS Highlights

    • After-tax net present value (8% discount) of US$9.81 billion and after-tax internal rate of return of 23.6%; pre-tax NPV8% of US$11.55 billion and pre-tax IRR of 24.6%.
    • After-tax payback of 4.2 years from the start of production.
    • After-tax NPV8% remains positive across the full ±30% range of every variable tested, including approximately US$4.6 billion at a 30% lower lithium carbonate price (US$16,800/t).
    • Phase 1 initial capital of US$2.77 billion, including US$442 million of contingency, based on an AACE Class 4 estimate (±25%) prepared by Fluor. Phase 2 expansion capital of US$2.35 billion.
    • LOM average cash operating cost of US$4,719 per tonne lithium carbonate, approximately 10% below the US$5,243/t estimated in the 2025 PEA.
    • Low mining cost of approximately US$380 per tonne lithium carbonate, only 8% of total cash operating cost, driven by a low waste-to-ore strip ratio of 0.88:1 and free-digging with no blasting planned in the main pit.
    • Proven and Probable Mineral Reserve of 218.3 million tonnes at 3,928 ppm Li containing 4.56 million tonnes lithium carbonate equivalent (“LCE“), supporting a 42-year mine life, with no Inferred Mineral Resources in the PFS mine plan.
    • LOM average production of approximately 92,250 tpa lithium carbonate, averaging approximately 105,000 tpa in Years 4 to 14 and peaking at approximately 111,400 tpa in Year 7.
    • Overall process lithium recovery of 84.9%, up from 82.8% in the 2025 PEA, supported by metallurgical test work completed by Sepro Laboratories (“Sepro“) and Kemetco Research Inc. (“Kemetco“).
    • Battery-grade product demonstrated: lithium carbonate assaying 99.0% Li2CO3, produced from Project claystone during PFS metallurgical test work, was refined by Chemshift Technologies Inc. (“Chemshift“) to a product of 99.95% Li2CO3, demonstrating a complete flowsheet from run-of-mine claystone to battery-grade product.

    Management Commentary

    Greg Reimer, President and Chief Executive Officer of Surge, stated: “This Pre-Feasibility Study is the product of a tremendous team effort, and it has been a pleasure working alongside the world-class engineers and scientists at Fluor, Kemetco, Sepro, Chemshift, IMC and RESPEC. Together, we have taken Nevada North from a promising claystone deposit to a project supported by a Mineral Reserve, Class 4 engineering and battery-grade lithium carbonate made from our own ore. The PFS demonstrates that the NNLP can become a competitive source of domestic lithium production for America’s growing battery industry. Providing not only jobs but over $11b in federal and state taxes and royalties. We look forward to working with our JV partner Evolution mining as we advance to Feasibility and a final investment decision.”

    Summary of Key PFS Results

    Parameter Unit PFS (2026)
    Lithium carbonate price US$/t 24,000
    Mine life years 42
    Strip ratio (waste:ore) w:o 0.88
    Ore processed (LOM) Mt 218.3
    Average Li grade processed ppm Li 3,928
    Contained LCE processed Mt 4.56
    Overall lithium recovery % 84.9
    Total lithium carbonate produced (LOM) Mt 3.87
    Average annual production (LOM) tpa LCE ~92,250
    Gross revenue (LOM) US$ billion 93.0
    Operating cost (OPEX) US$/t LCE 4,719
    Phase 1 initial capital US$ billion 2.77
    Phase 2 expansion capital US$ billion 2.35
    Sustaining capital (LOM, excluding closure) US$ billion 1.65
    Cumulative after-tax cash flow (LOM, undiscounted) US$ billion 56.3
    Pre-tax NPV8% / IRR US$ billion / % 11.55 / 24.6%
    After-tax NPV8% / IRR US$ billion / % 9.81 / 23.6%
    After-tax payback (from start of production) years 4.2

    Table 1: Key PFS metrics (100% basis unless stated). Financial results in constant Q2 2026 US dollars, 100% equity financed, mid-year discounting, no escalation. Net present values are discounted to January 1, 2028, the first year of construction capital expenditure.

    Comparison to the 2025 Preliminary Economic Assessment

    The PFS supersedes the Preliminary Economic Assessment (“PEA“) dated May 19, 2025 (technical report filed on SEDAR+ on July 24, 2025). The PFS incorporates the updated Mineral Resource Estimate announced May 14, 2026, a revised mine plan and Fluor’s Class 4 engineering and cost estimates. Nearly every major input from the PEA has been advanced to a materially higher level of definition. The mine plan now rests solely on Proven and Probable Mineral Reserves, the process flowsheet has been demonstrated end-to-end on Project claystone through a substantially broader and more detailed metallurgical program, and capital and operating costs are now based predominantly on engineered quantities and vendor pricing, with a significantly reduced reliance on factored estimates compared with the PEA. The improvements in recovery, operating cost and Phase 1 capital shown in Table 2 therefore rest on a considerably more rigorous technical foundation than the PEA. The PFS also adopts a more conservative production ramp-up than the PEA, with first-year production at approximately 29% of design capacity. The long-term lithium carbonate price assumption is unchanged at US$24,000/t.

    Metric 2025 PEA 2026 PFS Change
    After-tax NPV8% (US$ billion) 9.17 9.81 +7.0%
    After-tax IRR 22.8% 23.6% +0.8 pts
    Pre-tax NPV8% (US$ billion) 11.31 11.55 +2.1%
    Phase 1 initial capital (US$ billion) 2.97 2.77 −6.7%
    Phase 2 capital (US$ billion) 2.35 2.35 —
    Operating cost (US$/t lithium carbonate) 5,243 4,719 −10.0%
    Overall lithium recovery 82.8% 84.9% +2.1 pts
    Total lithium carbonate produced (Mt) 3.63 3.87 +6.8%
    Average annual production (tpa lithium carbonate) 86,300 92,250 +6.9%
    After-tax payback (years) 4.6 4.2 −0.4 yrs
    Mine life (years) 42 42 —

    Table 2: PFS versus 2025 PEA. The PEA included Inferred Mineral Resources; the PFS is based on Proven and Probable Mineral Reserves only, with no Inferred Mineral Resources in the mine plan.

    Capital Cost Estimate

    Fluor prepared an AACE Class 4 capital cost estimate (accuracy ±25%) with a base date of Q2 2026, using FEL 2 engineering deliverables, vendor budget quotations, engineered material take-offs, historical project data and Fluor unit rate and productivity databases. The estimate includes a US$75 million design development allowance to incorporate refinements identified in metallurgical test work completed in July 2026, primarily in the solid-liquid separation and leach residue filtration areas, and a US$50 million allowance for the electrical grid interface.

    Capital Cost Component US$ million
    Direct field costs 1,507.7
    Indirect field costs 377.4
    Home office costs (EPCM) 154.3
    Project contingency 442.3
    Owner’s costs 149.5
    Development allowances 125.0
    Mine pre-production development, truck shop and other 17.9
    Total Phase 1 initial capital 2,774.0
    Phase 2 expansion capital 2,350.0
    Total Phase 1 and Phase 2 capital 5,124.0

    Table 3: Phase 1 initial and Phase 2 expansion capital cost estimate. Figures may not sum due to rounding.

    Phase 2 expansion capital is estimated at US$2.35 billion, approximately 15% below Phase 1 initial capital, for an expansion that doubles processing capacity. Because Phase 2 replicates the Phase 1 process design, the Phase 2 estimate is built up from the Phase 1 Class 4 estimate, adjusted for synergies identified through a structured review of the Phase 1 work breakdown structure. Savings reflect improved construction productivity, reuse of Phase 1 engineering and execution, lower contingency, and shared site infrastructure and facilities. The financial model schedules Phase 2 construction to commence in the final pre-production year, with most of the Phase 2 expenditure (approximately US$1.88 billion) incurred in the first two years of Phase 1 operations and funded in part from Phase 1 cash flow. Total capital spent prior to first production, including the initial Phase 2 expenditure, is approximately US$3.24 billion. LOM sustaining capital is estimated at approximately US$1.65 billion, with closure and reclamation costs of approximately US$120 million carried separately.

    Operating Cost Estimate

    An AACE Class 4 operating cost estimate was developed from the FEL 2 process design criteria, mass balance, equipment list, operating organization model and production forecast. Reagent consumption was derived from the process mass balance, with unit pricing based on supplier quotations, owner market information and benchmark data from comparable lithium projects. Process plant and G&A labor costs are based on approximately 205 personnel for Phase 1, increasing to approximately 335 with Phase 2, benchmarked against Nevada mining and processing wages.

    Cost Category Annual Average
    (US$ million)
    US$/t LCE % of Total
    Mining 35 380 8%
    Processing 362 3,921 83%
    Tailings management 26 284 6%
    General and administration 12 134 3%
    Total cash operating cost 435 4,719 100%

    Table 4: LOM average operating costs. Excludes royalties, property taxes, transportation, sustaining capital and closure costs.

    Reagent procurement and logistics represent approximately 64% of total operating costs and will be a key focus of optimization during the next phase of engineering.

    Economic Analysis and Sensitivities

    The economic analysis was completed using a discounted cash flow model on an annual, mid-year convention basis, assuming 100% equity financing. The model includes a transportation and handling allowance of US$45/t of lithium carbonate sold and a royalty allowance on production from ore mined on the private lands. Taxes modeled include U.S. federal corporate income tax (21%), the Nevada Net Proceeds of Minerals tax (5%) and property taxes. Closure costs of US$120 million are included. Over the LOM, the Project is expected to generate approximately US$11.4 billion in federal and state taxes, property tax, and royalties. The tax model, prepared with Mining Tax Plan LLC, applies percentage depletion, the foreign-derived intangible income deduction on the 80% of sales assumed to be exported, and the transferable Section 45X Advanced Manufacturing Production Credit, which phases out after 2033 and contributes approximately US$330 million in the first three years of production.

    After-tax IRR −30% −20% −10% Base +10% +20% +30%
    Li2CO3 price 16.3% 18.9% 21.3% 23.6% 25.7% 27.8% 29.7%
    Operating cost 25.1% 24.6% 24.1% 23.6% 23.1% 22.5% 22.0%
    Capital cost 31.0% 28.1% 25.6% 23.6% 21.8% 20.3% 19.0%
    Sulfur price 24.0% 23.8% 23.7% 23.6% 23.5% 23.3% 23.2%

    Table 5: After-tax IRR sensitivity to lithium carbonate price, operating cost, capital cost and sulfur price. The base lithium carbonate price of US$24,000/t ranges from US$16,800/t (−30%) to US$31,200/t (+30%).

    After-tax
    NPV8% (US$ M)
    −30% −20% −10% Base +10% +20% +30%
    Li2CO3 price 4,637 6,365 8,085 9,808 11,518 13,236 14,938
    Operating cost 11,008 10,609 10,208 9,808 9,406 9,004 8,601
    Capital cost 11,174 10,718 10,263 9,808 9,352 8,895 8,439
    Sulfur price 10,116 10,013 9,910 9,808 9,703 9,599 9,494

    Table 6: After-tax NPV8% sensitivity to lithium carbonate price, operating cost, capital cost and sulfur price.

    Project value is most sensitive to lithium carbonate price and less sensitive to capital and operating costs. The Project maintains a positive after-tax NPV8% across the full ±30% range of every variable tested, and the after-tax IRR remains approximately 19% under a 30% increase in capital cost.

    Mining

    The PFS mine plan outlines a conventional open-pit, free-digging operation using backhoes, front-end loaders and 50-tonne haul trucks, with no blasting planned in the main pit. Over the LOM, the plan calls for mining approximately 411 million tonnes of total material, including 218.3 million tonnes of ore at an average grade of 3,928 ppm Li. Peak total material movement is approximately 16.8 million tonnes per year. The mine plan is based on a lithium cut-off grade of 1,250 ppm Li (diluted) and front-loads higher-grade material, with an average processed grade of approximately 4,340 ppm Li over the first ten years of operation.

    Mineral Reserve and Mineral Resource Estimates

    The Mineral Reserve estimate, prepared by IMC with an effective date of July 28, 2026, is summarized below. The PFS mine plan contains no Inferred Mineral Resources.

    Category Tonnes (Mt) Grade (ppm Li) Contained LCE (Mt)
    Proven 81.6 4,013 1.74
    Probable 136.7 3,877 2.82
    Total Proven & Probable 218.3 3,928 4.56

    Table 7: NNLP Mineral Reserve estimate (effective date July 28, 2026). Mineral Reserves are reported in accordance with the CIM Definition Standards (2014) at a cut-off grade of 1,250 ppm Li (diluted), derived at a lithium carbonate price of US$16,500/t LCE. Lithium is converted to LCE using a factor of 5.323. The mining dilution and mining losses are incorporated within the model. Figures may not sum due to rounding.

    The Mineral Resource estimate, prepared by RESPEC with an effective date of May 1, 2026, is summarized below. Mineral Resources are reported inclusive of Mineral Reserves.

    Category Tonnes (Mt) Grade (ppm Li) Contained LCE (Mt)
    Measured 210.8 3,150 3.53
    Indicated 446.7 2,940 6.98
    Measured & Indicated 657.5 3,007 10.51
    Inferred 271.3 2,160 3.12

    Table 8: NNLP Mineral Resource estimate at a 1,250 ppm Li cut-off grade (effective May 1, 2026). Mineral Resources that are not Mineral Reserves do not have demonstrated economic viability. Notes:

    (1) Prepared by RESPEC under the supervision of Nathan Forsythe, C.P.G., in accordance with the CIM Estimation of Mineral Resources and Mineral Reserves Best Practice Guidelines and reported in compliance with NI 43-101.
    (2)
    Resources are constrained by an optimized pit shell; block grades were interpolated using the inverse distance squared method in Hexagon MinePlan 3D.
    (3)
    The 1,250 ppm Li cut-off grade reflects an operating cost of US$82.43/t processed, lithium recovery of 84.9% and a lithium carbonate price of US$20,000/t.
    (4)
    A Li to Li2CO3 conversion factor of 5.323 was used.
    (5)
    Figures may not sum due to rounding.

    Processing

    The process flowsheet has been designed to produce battery-grade lithium carbonate on site from lithium-bearing claystone. Key process stages include:

    • Ore preparation and attrition scrubbing to disperse the clay and liberate the lithium-bearing fines;
    • Gravity beneficiation using centrifugal concentrators and hydro-classifiers to reject coarse, low-grade gangue ahead of leaching;
    • Sulfuric acid leaching, followed by solid-liquid separation and residue filtration;
    • Solution purification, including magnesium sulfate crystallization, followed by lithium carbonate precipitation and refining to battery-grade product; and
    • An on-site sulfur-burning sulfuric acid plant whose waste heat generates most of the site’s power requirements, supplemented by a grid connection.

    The PFS flowsheet is supported by metallurgical test work covering each stage of the process. Sepro completed beneficiation test work on the PFS Master Composite (4,352 ppm Li), including batch testing of approximately 1.9 tonnes in a pilot-scale Falcon C400 centrifugal gravity concentrator, recovering 96.7% of the lithium to leach feed at an upgraded grade of 5,079 ppm Li while rejecting approximately 70% of the calcium. Kemetco then completed a full hydrometallurgical program on beneficiated material from the Sepro pilot circuit. Sulfuric acid leaching extracted more than 93% of the lithium at the PFS design acid addition. Following impurity removal and magnesium sulfate crystallization, Kemetco produced a lithium carbonate assaying 99.0% Li₂CO₃, then refined it with Chemshift of Calgary, Alberta to a battery-grade product of 99.95% Li₂CO₃, as announced on September 15, 2026. A continuous pilot program planned for FEL 3 will test recovery, reagent and energy performance on a larger scale.

    Infrastructure and Location

    The Project is located in northeastern Elko County, Nevada, approximately 140 km (87 miles) northeast of Elko and 74 km (46 miles) north of Wells, at an elevation of approximately 6,000 feet. The site benefits from regional access via the Wells / US-93 / I-80 corridor and sits within an established mining region with access to skilled contractors, transportation routes and mining support services. Bulk reagents are expected to be delivered primarily by truck, with regional transload arrangements for high-volume reagents to be defined through a formal logistics study during FEL 3. High-voltage electrical transmission lines are located near the Project, and the PFS contemplates a new interconnection to connect the site to the regional grid.

    The PFS estimates water demand of approximately 3,280 acre-feet per annum (“AFA“) for Phase 1, comprising approximately 2,960 AFA of process plant raw water and approximately 320 AFA for mine dust suppression, increasing to approximately 6,240 AFA at full build-out with Phase 2. A preliminary process water balance indicates plant raw water demand may be higher than the PFS design basis; water consumption and water-reduction options will be refined during FEL 3. NNL is actively advancing its groundwater right applications through the State of Nevada water rights permitting process administered by the Nevada Division of Water Resources. The applications filed to date cover approximately the water demand estimated for Phase 1, and NNL expects to secure water rights sufficient for Phase 1 operations through this process. The Phase 2 balance is expected to be secured through additional appropriations, acquisition or lease of existing water rights, and beneficial use of pit dewatering water.

    Project Execution and Schedule

    The Project is planned to be delivered under an Engineering, Procurement and Construction Management (“EPCM“) model. The PFS adopts an accelerated execution schedule that assumes FEL 3 commences in Q4 2026, followed by an expedited final investment decision and permitting Record of Decision. The schedule provides for approximately 53 months from FEL 3 notice to proceed to mechanical completion, followed by approximately six months of commissioning and start-up, with first production targeted for the second half of 2031. The schedule is subject to permitting, financing and a final investment decision.

    Opportunities and Next Steps

    Building on the PFS, NNL intends to advance the Project directly into FEL 3 engineering and a Feasibility Study, supported by the 2026 drill program, to further de-risk the Project and support a final investment decision. In addition to advancing engineering definition, the PFS identifies several opportunities to enhance Project value, which will be evaluated during FEL 3:

    • Reagent procurement and logistics optimization, which together represent approximately 64% of operating costs;
    • Trade-off studies on counter-current decantation wash and recovery, evaporation and crystallization configuration, and steam, power and water-recovery integration;
    • Optimization of Phase 2 timing and scope;
    • Early engagement of Tier 1 vendors for long-lead equipment, including the sulfuric acid plant and crystallizer/evaporator packages; and
    • Pre-assembly and modularization strategies to reduce field labor and improve construction productivity.

    Technical Report

    A technical report prepared in accordance with National Instrument 43-101 – Standards of Disclosure for Mineral Projects (“NI 43-101“) supporting the PFS will be filed on SEDAR+ (www.sedarplus.ca) and on the Company’s website within 45 days of this news release. Readers are encouraged to read the technical report in its entirety, including all qualifications, assumptions and exclusions relating to the PFS. There are no known factors that would materially affect the PFS results beyond those disclosed in this news release.

    Qualified Persons

    The PFS was prepared by or under the supervision of the following independent Qualified Persons, as defined by NI 43-101, each of whom has reviewed and approved the scientific and technical information in this news release relating to the portions of the PFS for which they are responsible: Kevin Martina, P.Eng., Fluor – process, capital and operating costs, metallurgical testing, recovery methods, infrastructure; Kirk Hanson, P.E., KH Mining LLC – economic analysis; John Marek, P.E., IMC – Mineral Reserves and mining methods; Nathan Forsythe, C.P.G., RESPEC – geology, Mineral Resources, sample preparation and data verification; Paul Axelrod, P.E., Axelrod, Inc. – tailings; Robert Pratt, P.E., Call & Nicholas, Inc. – waste rock and pit slope stability; Bill van Breugel, P.Eng., SGS – market studies; Kyle Brangers, CPG, GSI – environmental studies, permitting and closure.

    The Qualified Persons have verified the data underlying the information in this news release for their respective areas of responsibility, including RESPEC’s review of drilling, sampling, assay and QA/QC data and site visit on November 4 and 5, 2025; Fluor’s review of the Sepro, Kemetco and Chemshift test reports and laboratory results; and IMC’s review of the block model and mine plan inputs. No limitations were placed on the verification. Further details will be included in the technical report.

    Alan J. Morris, MSc, CPG, of Spring Creek, Nevada, Geological Advisor to the Company and a Qualified Person as defined under NI 43-101, has reviewed and approved the technical content of this news release. Mr. Morris is not independent of the Company.

    About Evolution Mining

    Evolution Mining is a leading, globally relevant gold miner. Evolution operates six mines, comprising five wholly owned mines – Cowal in New South Wales, Ernest Henry and Mt Rawdon in Queensland, Mungari in Western Australia, and Red Lake in Ontario, Canada, and an 80% share in Northparkes in New South Wales.

    About Surge Battery Metals Inc.

    Surge Battery Metals Inc., a mineral exploration company, is at the forefront of securing the supply of domestic lithium through its active engagement in the Nevada North Lithium Project. The Project focuses on development of high-grade lithium energy metals in Nevada, USA, a crucial element for powering battery electric storage and electric vehicles. With a primary listing on the TSX Venture Exchange and a listing on the OTCQX Market, Surge Battery Metals Inc. is strategically positioned as a key player in advancing lithium exploration.

    About Nevada North Lithium, LLC

    Nevada North Lithium, LLC, jointly owned by Surge Battery Metals Inc. (67.5%) and Evolution Mining Limited (32.5%), owns the Nevada North Lithium Project southeast of Jackpot, Nevada, about 74 km north-northeast of Wells, Elko County. The first four rounds of drilling at the Project identified a strongly mineralized zone of lithium-bearing clays occupying a strike length of more than 4,700 meters and a known width of greater than 2,000 meters. The Project’s updated Mineral Resource estimate, filed June 30, 2026, reports a pit-constrained Measured and Indicated Resource of 657.5 Mt grading 3,007 ppm Li, containing an estimated 10.5 Mt LCE, at a cut-off grade of 1,250 ppm Li.

    On behalf of the Board of Directors

    “Greg Reimer”
    Greg Reimer, President, CEO and Director

    For further information, please contact:
    Email : info@surgebatterymetals.com
    Phone : 604-662-8184
    Website: surgebatterymetals.com

    Keep up-to-date with Surge Battery Metals:
    Twitter Facebook LinkedIn Instagram YouTube

    Cautionary Note Regarding the PFS

    The PFS results are based on an AACE Class 4 level of engineering and cost estimation with an expected accuracy of ±25%. Phase 2 capital costs have been estimated at a lower level of definition than Phase 1. The PFS is based on a pre-feasibility level of study, and there is no certainty that the results of the PFS will be realized. The economic analysis is based on Proven and Probable Mineral Reserves only; no Inferred Mineral Resources are included in the PFS mine plan. Mineral Resources that are not Mineral Reserves do not have demonstrated economic viability. Actual results may vary materially depending on, among other things, lithium carbonate prices, reagent costs, capital and operating costs, recoveries, permitting, financing and construction timelines.

    Forward-Looking Statements

    This news release contains “forward-looking information” and “forward-looking statements” within the meaning of applicable Canadian securities laws and the United States Private Securities Litigation Reform Act of 1995 (collectively, “forward-looking statements”). All statements, other than statements of historical fact, included herein are forward-looking statements. Generally, forward-looking statements can be identified by the use of forward-looking terminology such as “plans”, “expects”, “is expected”, “budget”, “scheduled”, “estimates”, “forecasts”, “intends”, “anticipates”, “believes”, or variations of such words and phrases, or statements that certain actions, events, or results “may”, “could”, “would”, “might”, or “will be taken”, “occur”, or “be achieved”.

    Forward-looking statements include, but are not limited to, statements regarding the economic analysis, metrics and results of the PFS, including estimates of net present value, internal rate of return, payback, capital and operating costs, production, recovery, mine life, and cash flow; the timing and scope of Phase 1 and Phase 2 development; the commencement and results of FEL 3 and a Feasibility Study; the filing of the NI 43-101 technical report; permitting, including the timing of a Record of Decision; a final investment decision; the timing of first production; the characterization of the lithium carbonate product as battery grade and its suitability for customer qualification; the ability to reproduce the metallurgical results described herein at pilot, demonstration or commercial scale; and the potential of the Project to become a domestic source of battery-grade lithium carbonate. Forward-looking statements are based on assumptions management believes to be reasonable, including the assumptions set out in the PFS, but are subject to known and unknown risks and uncertainties, including fluctuations in lithium prices; changes in reagent, energy and construction costs; the availability of financing on acceptable terms; permitting and regulatory risks; the ability to secure sufficient water rights; metallurgical and technical risks; availability of labor, equipment and infrastructure, including the grid interconnection; relationships with joint venture partners; and other risks described in the Company’s public filings on SEDAR+. Although the Company has attempted to identify important factors that could cause actual results to differ materially from those contained in forward-looking statements, there may be other factors that cause results not to be as anticipated, estimated, or intended. There can be no assurance that such forward-looking statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements. Readers are cautioned not to place undue reliance on forward-looking statements. The Company undertakes no obligation to update forward-looking statements except as required by law.

    Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.

    The issuer is solely responsible for the content of this announcement.