Lifestyle

Some of the most successful consumer brands are born not from complex innovation, but from a simple understanding of human behaviour. People may buy a product once because they are curious, but they return because it becomes part of a feeling, a habit, or even a memory. In today’s social-media-driven world, food is no longer just about taste—it is about experience, conversation, identity, and community. That is precisely where NIMS Adeliciousz Sdn Bhd has carved out its own space. What started as the creator of the iconic NIMS Crispy Chocotub has evolved into something much larger than a snack manufacturer. The Malaysian FMCG brand has transformed a simple combination of crispy cereal and rich chocolate into a lifestyle product that resonates with consumers seeking convenience, indulgence, and shareable moments. Today, its products are available through modern retail, general trade, e-commerce, social commerce, and international distribution channels, with exports reaching more than 25 countries. Yet the company’s greatest achievement may not be the product itself. It is the ability to build a brand that people actively participate in rather than simply purchase. Behind every successful consumer product lies an understanding of changing lifestyles. Modern consumers, particularly younger generations, increasingly seek products that fit seamlessly into fast-paced routines while still delivering enjoyment. Snacking has evolved from satisfying hunger to becoming part of social gatherings, work breaks, road trips, movie nights, and digital content creation. Founder and Owner of NIMS Adeliciousz – Tengku Norhanim Tengku Othman. NIMS recognised this behavioural shift early. Instead of competing solely on flavour or price, it created a product that was visually appealing, convenient to carry, easy to share, and instantly recognisable. Long before “Instagrammable food” became a marketing strategy, the brand understood that experience could become a competitive advantage. However, as the business matured, success demanded more than product novelty. Sustaining relevance required consistent quality, food safety, operational excellence, innovation capability, and the ability to meet international standards. Building a recognised Malaysian brand capable of competing globally requires discipline that consumers rarely see behind the packaging. Today, the company’s strategic direction reflects a long-term vision rather than short-term expansion. Its priorities focus on strengthening the NIMS brand, expanding distribution both locally and internationally, and investing in the operational capabilities necessary to support sustainable growth. Market demand, profitability, brand impact, and long-term scalability now drive business decisions more than simply pursuing rapid sales growth. This philosophy is also evident in how the company defines success. For many businesses, growth is measured by turnover alone. For NIMS, growth encompasses stronger brand equity, better systems, more capable people, wider market access, and sustainable profitability. Equally important is the opportunity created for its network of agents, partners, and entrepreneurs who grow alongside the business. The company has also been deliberate about what it chooses not to pursue. Rapid expansion that compromises product quality, pricing discipline, financial stability, or brand reputation is viewed as inconsistent with its long-term ambitions. Remaining relevant a decade from now matters more than achieving temporary momentum today. As organisations grow, complexity inevitably replaces simplicity. Decisions that could once be made by founders alone must evolve into structured processes supported by capable teams and clear accountability. For NIMS, scaling has required a transition from founder-driven execution to system-driven leadership, supported by stronger middle management, defined operating procedures, and greater data visibility across the organisation. Interestingly, one of the company’s strongest competitive advantages cannot be found on supermarket shelves. Its true differentiator lies in the community ecosystem it has cultivated. Through social commerce, content-driven marketing, entrepreneurial opportunities, and continuous consumer engagement, NIMS has built emotional connections that extend beyond the product itself. While competitors may develop similar snacks, replicating years of trust, participation, and community loyalty is significantly more challenging. The same long-term thinking shapes its approach to sustainability. For NIMS, responsible growth is not limited to environmental initiatives but includes building resilient operations, maintaining financial discipline, strengthening food safety standards, and investing in efficient production capabilities. At the same time, its agent ecosystem continues to create meaningful income opportunities, particularly for women and small entrepreneurs, demonstrating that commercial success and social impact can reinforce one another. Looking ahead, the company’s ambition extends beyond entering more countries. Having already established an export presence across more than 25 markets, the next objective is to deepen international positioning and strengthen NIMS as a globally competitive Malaysian-born brand. Achieving this will require continued investment in automation, technology, leadership development, export readiness, and brand consistency across every market it serves. Ultimately, NIMS is proof that the most successful brands rarely sell products alone. They sell experiences, create communities, and become part of everyday lifestyles. In doing so, a simple snack can become something far more enduring—a Malaysian success story with global aspirations.  

 [L-R]: Sufian Bin Zainuddin, Director of Tourism Malaysia Central Region; Datuk Seri Isham bin Ishak, Secretary-General, Ministry of Agriculture and Food Security; Duli Yang Teramat Mulia Che Puan Muda Zaheeda Binti Mohamad Ariff, Tuanku Raja Puan Muda Kedah; Low Kok Kean, Managing Director, Serba Wangi Sdn Bhd posing with the Chom Chom mascot at JATI’s Chom Chom white rice snack launch yesterday. Jati, a household name in Malaysian rice for decades, is making its first move into the country’s competitive snack market with Jati Chom Chom, a ready-to-eat white rice puff snack made with local rice. Serba Wangi Sdn Bhd, the Malaysian rice producer and distributor behind the Jati brand, is pushing to transform local rice into a modern snacking experience for children, teenagers, young working adults and families.  The move comes as consumers are increasingly looking for convenient and distinctive options beyond traditional corn, potato and wheat-based formats.  Low Kok Kean, Managing Director, Serba Wangi Sdn Bhd delivering the welcome speech at the Jati Chom Chom Grand Launch Event held yesterday. Managing Director Low Kok Kean expressed that Jati Chom Chom represents an exciting milestone for the company as it continues to explore new possibilities for rice beyond traditional consumption. “By transforming local rice into a fun, light and flavourful snack experience, we aim to connect with a new generation of consumers while demonstrating how innovation can create fresh opportunities for familiar ingredients,” he said.  Manufactured in a facility certified to Halal, HACCP and the internationally recognised ISO 22000:2018 food safety management standard, Jati Chom Chom delivers a light, crunchy and flavourful snack experience. These certifications reflect SW Food’s commitment to quality, consistency and high food safety standards. It combines familiar local taste with modern snacking innovation, bringing rice into a format that is more relatable and accessible to younger generations. The rice puff snack is available in Tomato and Cheese flavours, retailing from RM1.99 for a 60g pack and RM3.79 for a 112g multipack, with final prices varying by outlet and promotion. The product officially launched at Old Malaya, Kuala Lumpur yesterday, was officiated by Tuanku Raja Puan Muda of Kedah, DYTM Che Puan Muda Zaheeda Binti Mohamad Ariff. The venue embodies the local culture, food, community and heritage. Its strong Malaysian identity and nostalgic atmosphere made it a natural fit for the occasion, reflecting the brand’s direction of bringing local rice into a contemporary everyday format.  Jati Chom Chom Grand Launch at Old Malaya held yesterday. DYTM Che Puan Muda Zaheeda said innovations such as Chom Chom not only create new products, but also drive demand for local rice, supporting farmers’ incomes and strengthening the entire rice ecosystem. “This is the true impact that we should celebrate, how innovation connects the entire rice value chain, from paddy fields to market. “The steps taken by Serba Wangi reflect the courage to continue innovating while remaining grounded in the strength and heritage of the nation’s agriculture,” she said. The entry into snacking reflects a broader trend among established Malaysian food companies looking to extend their brand equity into new consumer categories, as snacking becomes an increasingly central part of everyday lifestyles and new snacking occasions emerge.  For Jati, it also marks a continuation of the brand’s ongoing journey in food innovation, quality and product development, one that now extends beyond the rice bag and into the snack aisle.  The rice snack is currently available at selected Lotus’s, Giant and AEON outlets nationwide, with distribution being progressively expanded into general trade channels to strengthen accessibility across urban and suburban communities. Jati Chom Chom reimagines local rice into a new generation of snacking, fun, affordable and accessible for younger consumers, backed by the trusted Jati name and its continuous commitment to product innovation, quality and consistency.  Datuk Seri Isham Bin Ishak, Secretary-General, Ministry of Agriculture and Food Security delivering a speech at The Jati Chom Chom Grand Launch Event held yesterday. Meanwhile, Secretary-General of the Ministry of Agriculture and Food Security, Datuk Seri Isham Ishak, who was present at the event said the future of Malaysia’s agricultural sector is no longer centred solely on production, but lies in innovation, branding, value creation and market expansion. “I am very proud to share that Chom Chom has been introduced as ‘Malaysia’s First White Rice Snack’. This is a remarkable achievement!” “Products such as Chom Chom show how local rice can evolve beyond traditional consumption into a modern product with wider commercial potential,” he said.

KFC Malaysia is kicking things off with exciting new menus: the all-new K-Seaweed Rice Twister, alongside Seaweed Shaker Fries now also available in our Bucket Bersama. Available for a limited time nationwide, these new items are perfect whether you’re craving something different or planning a meal to share. First up, the spotlight is on the K-Seaweed Rice Twister. Inspired by popular Korean flavours, it features two juicy chicken tenders coated with savoury seaweed flavours, paired with aromatic Colonel Chicken Rice infused with seaweed mayo, fresh cucumbers and tomatoes – all neatly wrapped in a warm, toasted tortilla. Every bite delivers layers of savoury, fragrant seaweed goodness, creating a bold and addictive combination from start to finish. Available for a limited time, it’s a fun option for those looking to try something new and flavourful. Joining the line up, Seaweed Shaker Fries add a fun and flavourful twist to the experience. Simply shake the fries with seaweed seasoning to coat them evenly and enjoy an extra burst of savoury taste in every bite. Paired together with the Bucket Bersama, which features KFC’s signature fried chicken, it creates a hearty and enjoyable spread that’s perfect for gatherings with family and friends. Adding an extra layer of excitement, KFC Malaysia is also offering fans of Korean global K-pop group the chance to own an exclusive V x Coca-Cola Zero Sugar Accordion Card through a special purchase-with-purchase (PWP) promotion with selected combos paired with Coca-Cola Zero: Bucket Bersama, K-Seaweed Rice Twister Combo and Box Meal. Priced at RM17.10, this limited-edition collectible is only available in Peninsular Malaysia while stocks last. Bringing together food and pop culture, the collaboration makes every purchase even more rewarding. Whether you’re grabbing a quick bite with the K-Seaweed Rice Twister or sharing Seaweed Shaker Fries with your loved ones, there’s something for everyone to enjoy. Available nationwide starting 4 June 2026, with prices starting from RM15.49 for the K-Seaweed Rice Twister, from RM5.99 for Seaweed Shaker Fries and for those looking to share the experience, simply feast on the Bucket Bersama from only RM44.99. Don’t miss out on these limited-time delights — head to your nearest KFC today or discover more at www.kfc.com.my and KFC Malaysia’s social media channels.  

oneworld Chief Executive Officer Ole Orvér (2nd from left), Philippine Airlines Executive Vice President / Chief Operating Officer Atty. Carlos Luis Fernandez (3rd from left), PAL Holdings, Inc. President Lucio C. Tan III (4th from left), Philippine Airlines President Richard Nuttall (4th from right), Philippine Airlines Vice President – Revenue Management, Commercial Planning & Alliances Christoph Gaertner (3rd from right) and American Airlines Chief Executive Officer and Chairman of the oneworld Governing Board Robert Isom (2nd from right). (Photo courtesy of oneworld Alliance). Philippine Airlines (PAL), the Philippines’ flag carrier, is set to soar to new heights after receiving a prestigious invitation to join the oneworld® Alliance, officially announced today at the International Air Transport Association (IATA) Annual General Meeting in Rio de Janeiro, Brazil. PAL’s entry will make it the 16th member of the oneworld Alliance and only the second full member airline based in Southeast Asia – enabling access to a truly global network of nearly 1,000 destinations across over 170 countries and territories. This landmark achievement signals a powerful new chapter for both the airline and the region, highlighting the Philippines’ rising prominence as a dynamic global aviation gateway. PAL’s extensive domestic and regional network strengthens oneworld’s footprint in Southeast Asia, opening new vital links to key Philippine destinations. Beyond expanded access, the partnership will bring transformative benefits for the airline – fueling a stronger presence on the world stage, increasing passenger flows, enhancing loyalty offerings, and delivering greater efficiencies, all while elevating PAL’s brand alongside some of the world’s most renowned airlines. “This is a defining and transformative moment for Philippine Airlines,” said PAL Holdings, Inc. President Lucio C. Tan III. “Becoming a member of the oneworld Alliance and strengthening Southeast Asia’s representation within the group significantly brings the Philippines and the region closer to the world like never before. Together with our partners, we will deliver greater choice, consistent journeys, and a world-class travel experience that reflects the warmth of Filipino hospitality.” Philippine Airlines and oneworld officials during the signing ceremony announcing the airline’s entry into the alliance in Rio de Janeiro, Brazil, on June 6, 2026. From left: oneworld Chief Executive Officer Ole Orvér, American Airlines Chief Executive Officer and Chairman of the oneworld Governing Board Robert Isom, PAL Holdings, Inc. President Lucio C. Tan III, and Philippine Airlines President Richard Nuttall. “Philippine Airlines’ entry into oneworld supports our long‑term strategic growth and strengthens our connectivity across key markets in the Asia Pacific region,” said Robert Isom, American Airlines Chief Executive Officer and chairman of the oneworld Governing Board. “The airline has a proud heritage and will serve a critical role in our Southeast Asia network.” “Philippine Airlines is a globally respected carrier with a strong commitment to innovation and customer service that aligns with oneworld’s reputation for delivering a premium experience across the travel journey,” said Ole Orvér, oneworld chief executive officer. “This decision is an endorsement of oneworld, and its global customer offering. We look forward to welcoming Philippine Airlines into the alliance.” For passengers, this unlocks a smoother, more connected travel experience where every journey is enhanced by efficient transfers, ideal schedules, and privileged access to premium lounges and world-class service across the globe. The alliance currently includes the following member airlines: Alaska Airlines/Hawaiian Airlines, American Airlines, British Airways, Cathay Pacific, Fiji Airways, Finnair, Iberia, Japan Airlines, Malaysia Airlines, Oman Air, Qantas, Qatar Airways, Royal Air Maroc, Royal Jordanian, and SriLankan Airlines. PAL’s entry into oneworld Alliance unlocks expanded global benefits for its Mabuhay Miles members, including the ability to earn and redeem miles across all oneworld member airlines. As part of the oneworld network, PAL’s top-tier customers will enjoy oneworld Priority privileges, along with access to more than 700 premium airport lounges worldwide. Eligible passengers will also benefit from exclusive oneworld advantages such as access to First Class lounges and dedicated First Class check-in areas – further enhancing the seamless, elevated oneworld travel experience. With its future in oneworld, PAL is poised not only to expand its horizons, but to redefine its role as a global bridge between the Philippines and the world.

Strong demand for the development’s first phase drives Banyan Group Residences to release new block at Bellaguna Lake Residences, opening the door to a new wave of homeowners and investors. Banyan Group Residences is proud to announce the launch of new residential block at Bellaguna Lake Residences, its acclaimed lakeside development at Laguna Phuket. The release comes on the back of exceptional sales performance since the development’s inaugural phase launched late last year, with sustained demand from international buyers prompting the Group to bring additional homes to market ahead of schedule. “The response to Bellaguna Lake Residences has been outstanding,” said Stuart Reading, Managing Director of Banyan Group Residences. “This new block release is a direct result of that demand – and a clear signal of confidence in both the development and in Laguna Phuket as a destination for discerning global buyers. We are delighted to be able to offer a new group of homeowners and investors the opportunity to be part of this community.” Expanding on a Proven Foundation Bellaguna Lake Residences is the first development under Bellaguna, Banyan Group Residences’ newest brand for premium year-round homes that sit outside hotel inventory yet benefit from the Group’s renowned hospitality management standards. The new block release builds directly on the exceptional performance of the development’s first phase, with the same masterplan, facilities, design language and community – now opening its doors to a fresh cohort of residents and investors. The new block delivers a broader selection of layouts, including two-bedroom residences with private pools – a highly sought-after configuration that has proven particularly popular with international buyers. About Bellaguna Lake Residences Set beside a shimmering lake within Laguna Phuket, steps from the soft sands and idyllic sunsets of Bang Tao Beach, Bellaguna Lake Residences takes its design cues from the sleek lines of a contemporary luxury yacht. Five elegantly elongated buildings cut a distinctive silhouette against the skyline, their dark wave-like façades shifting with the light of the lake below. Inside, warm neutral interiors are flooded with natural light through floor-to-ceiling glazing, while generous terraces and balconies echo the fluid curves of the surrounding water – blurring the boundary between the residence and the landscape beyond. Residences include one- to three-bedroom condominiums and two- to three-bedroom penthouses with private rooftop pools, as well as a selection of ground floor units, all with private terraces overlooking the lagoon. Each building is crowned by a rooftop infinity pool with private cabanas, while lush landscaped gardens below offer everything from secluded relaxation spaces to family play zones, connected by a signature boardwalk and dock linking residents to Laguna Phuket’s shuttle ferries. Show units are now open for viewing at the Laguna Property Sales Gallery within Laguna Phuket, offering prospective buyers an experiential introduction to the design, interiors, and lifestyle on offer. Private appointments are available on request. An Ownership Experience Beyond Compare Residents enjoy the full suite of privileges available through the Laguna Advantage programme, including a first year of complimentary property management and insurance, along with a range of lifestyle benefits spanning education, healthcare, and leisure. These include discounts on international school fees, a complimentary membership to BDMS health, and RAVA Beach Club – Thailand’s largest beachfront club. Select units also include membership at the prestigious Laguna Golf Phuket. Beyond the development itself, owners become part of Banyan Group’s wider global community through complimentary Sanctuary Club membership, unlocking privileges across the Group’s international network of hotels, resorts, spas and galleries. For those seeking a return on their investment, Banyan Living – Banyan Group’s professional residential rental platform – provides a trusted, hotel-standard rental service with the flexibility that private owners need. An Unrivalled Location Laguna Phuket is Southeast Asia’s leading integrated resort destination, spanning over 1,000 acres of parkland, lagoons, and three kilometres of pristine beachfront. Residents enjoy world-class dining, award-winning spas, boutique retail, Laguna Golf Phuket, and a full range of family-friendly facilities – all within a secure, self-contained environment just 30 minutes from Phuket International Airport. Banyan Group continues to lead in branded residential development, ranked No.1 in Asia by volume and 5th globally, with the Group anticipating the launch of up to USD 1 billion in new luxury residential projects in Phuket over the next two to three years.

Frasers Hospitality today announced the soft opening of Capri by Fraser, Penang / Malaysia, marking the brand’s debut in Penang. Located at 31 Jalan Magazine, steps away from George Town’s UNESCO World Heritage Site, the 22-storey property brings Capri by Fraser’s design-led social living concept to one of Southeast Asia’s most distinctive cultural destinations. “The opening of Capri by Fraser, Penang strategically enhances our presence in Malaysia, one of the most competitive markets in Asia. Penang’s distinct character, a fusion of world-class heritage, art and gastronomy, provides a compelling backdrop for our lifestyle-oriented Capri by Fraser brand,” said Mr Chew Hang Song, Chief Operating Officer of Frasers Hospitality. “With Capri by Fraser, Penang, we are creating a social hub where travellers can connect easily with the energy of George Town, whether for short stays or longer.” Capri by Fraser, Penang offers 248 thoughtfully designed rooms and residences across seven categories, including studio rooms and one-bedroom residences with fully equipped kitchenettes. Created for independent, modern travellers, each room features an in-room drip coffee experience, IPTV with Google Cast, and digital concierge access. Select room types also include bathtubs, as well as separate living and dining areas, while filtered drinking water is available either via in-room systems or conveniently located stations across the property. Studio Premier King. At the heart of the hotel is The Den, Capri by Fraser’s signature social space, a relaxed, welcoming hub for check-in, casual gatherings and light bites. The Grab & Go counter, operated in collaboration with Norm Micro Roastery, serves up gourmet pastries, sandwiches and artisanal coffee by day, with alcoholic beverages available in the evenings. Spin & Play adds a playful twist on everyday essentials, combining a games room with a self-service laundrette to transform a daily chore into downtime for residents. The Den. The pet-friendly property also features a sheltered swimming pool, jacuzzi, fully equipped gymnasium, dedicated yoga room, and three EV charging stations for more sustainable road trips. Guests travelling with pets can enjoy thoughtful amenities, along with access to exclusive grooming partners offering convenient pick-up and drop-off services. For those blending business and leisure, flexible meeting and event spaces cater to modern bleisure travel in one of Southeast Asia’s most dynamic destinations. Heritage and modernity in conversation Capri by Fraser, Penang is housed in a preserved heritage shophouse fronting Jalan Magazine, set against the clean verticality of a newly constructed 22-storey tower rising behind it. Kuala Lumpur-based architect, artist and curator Mr Lian Kian Lek, the creative mind behind the George Town Festival 2024 key visual, was appointed as the “cultural translator” between the heritage shophouse and the new tower. With a mandate to integrate the old and new through layers of authentic storytelling in the walls, corridors and rooms, Lian oversaw both the art curation and wayfinding signage, ensuring that the navigation and visual narrative were brought to life as a single, coherent language throughout the building. The Art: A voyage through the tapestry of Penang The hotel’s art collection features works from six commissioned artists, each bringing a distinct perspective on Penang’s cultural identity. Spanning the lobby, lift corridors and guestrooms across all 15 guest floors, the collection unfolds as a visual journey — beginning with the kinetic energy of Penang’s streets, through to its architectural heritage, and culminating in the intimate human stories expressed through the island’s food, craft and community. Further details on the artists and their individual commissions are available in the property media factsheet. Palm House Restaurant and Bar by Norm The food and beverage programme is anchored by Norm, one of George Town’s most recognised homegrown hospitality names, the team behind Norm Micro Roastery, Norm Café, cocktail bar Noct, and the acclaimed Peninsula House. In addition to the Grab & Go counter at The Den, Norm operates Palm House, an all-day restaurant and bar at Capri by Fraser, Penang. Their presence positions the hotel not merely as a place to stay, but as a genuine social address rooted in the character of George Town, a destination in its own right for locals and travellers alike. The soft opening of Capri by Fraser Penang builds on the brand’s regional social media campaign, Capri by Fraser Takes Flight, which ran across Southeast Asia and Australia. Inspired by Penang’s migrating bird motifs, the campaign symbolised movement, connectivity, and new horizons. Concluded on 30 April 2026, the activation invited 258 participants to spot hidden birds across social channels of participating properties, with 30 winners earning a two-night stay to enjoy the unique charms of Penang. Guests may book directly at Capri by Fraser, Penang to enjoy an Opening Special of 25% off Best Available Rates inclusive of breakfast, or contact the property at [email protected].

In today’s highly competitive beauty and skincare industry, consumer expectations have evolved far beyond attractive packaging and fast results. Increasingly, consumers are seeking brands they can trust — products that are safe, scientifically formulated, and capable of delivering long-term benefits without compromising skin health. Amid this changing landscape, Dr Anne Skincare has positioned itself as a brand focused not merely on beauty, but on credibility, education, and sustainable growth. Dr Anne Skincare is a skincare brand that focuses on sensitive skin treatment and anti-ageing solutions, offering products formulated with halal-sourced ingredients and backed by scientific research. The company’s target market primarily consists of consumers who have experienced skin issues caused by unsafe skincare products and are searching for healthier and safer alternatives. Today, the brand is recognised for its science-driven formulations, commitment to transparency, and emphasis on delivering effective yet safe skincare solutions. However, the company believes its role extends far beyond selling skincare products. At its core, Dr Anne Skincare sees itself as solving a growing trust issue within the beauty industry — particularly in a market where consumers are increasingly exposed to products containing harmful ingredients such as mercury and other unsafe substances. While many products promise instant results, the long-term consequences can often be damaging to consumers’ skin and health. According to the company, skin problems also affect emotional well-being, confidence, and social interaction. This understanding has shaped the company’s approach toward consumer engagement. Rather than relying solely on product marketing, Dr Anne Skincare actively educates users about skin conditions, skincare routines, and ingredient awareness while maintaining a transparent and honest communication style with customers. Long before sensitive skincare became a mainstream trend, the company identified a significant gap in the market. Many consumers were struggling with sensitive skin issues but lacked understanding about the root causes or appropriate care methods. At the same time, the industry was heavily driven by trend-based marketing and promises of immediate transformation. Instead of following that direction, Dr Anne Skincare chose to build its brand through consistency, science-based education, and long-term consumer trust. As the industry matured, consumer awareness also increased. Today, the challenge is no longer just about introducing products into the market, but about building long-term relationships and maintaining credibility in an increasingly crowded and competitive environment. The company believes that modern consumers are becoming more informed and selective, making trust one of the most valuable assets any brand can possess. To support its next phase of growth, Dr Anne Skincare is now placing significant emphasis on strengthening its brand foundation, improving human capital development, and maintaining strict quality control across both ingredients and manufacturing processes. The company is also adapting to changing business trends by integrating AI-driven management systems aimed at improving efficiency, accelerating processes, and streamlining information management. One of the company’s most important strategic shifts has been its expansion into manufacturing. What initially began as a skincare product business has evolved into a GMP- and Halal-certified cosmetics manufacturing operation, enabling the company to strengthen quality assurance while increasing production capacity and operational control. Looking ahead, Dr Anne Skincare has even larger ambitions. Over the next four to five years, the company plans to establish a high-technology research and development laboratory dedicated to scientific skincare innovation. The facility is expected to house local scientists focused on conducting research and developing high-impact formulations using Malaysian-based resources and ingredients. Beyond enhancing product innovation, the initiative is also intended to reduce reliance on imported raw materials while increasing the company’s credibility within the industry. For Dr Anne Skincare, growth is not measured purely through sales performance alone. The company defines growth as a balance between customer expansion, profitability, employee welfare, and long-term sustainability. While revenue growth remains important, maintaining product quality and ensuring the well-being and development of employees are equally prioritised as part of the company’s long-term business philosophy. Like many growing organisations, scaling the business has also introduced new operational challenges. According to the company, one of the biggest difficulties lies in maintaining consistent profitability while simultaneously preserving a strong organisational structure and healthy workplace culture. As the business expands, the company continues to invest in automation systems and inventory management technologies to ensure operations remain organised, efficient, and responsive to market changes. The company also recognises the importance of staying aligned with current technological developments and evolving consumer trends. In an industry where market preferences shift rapidly, adaptability has become a critical component of long-term survival and competitiveness. Founder and Chief Formulator of Dr. Anne Skincare – Dr. Nurhidayah Roslan. Beyond products and operational systems, one of Dr Anne Skincare’s strongest competitive advantages lies in something less visible externally — its deep understanding of customers. The company places strong emphasis on listening closely to customer feedback, understanding their emotional experiences with skin problems, and continuously refining services, educational content, and product formulations based on real consumer insights. This customer-centric culture has become deeply embedded within the organisation. Rather than developing products solely around market trends, the company prioritises formulations grounded in scientific research and practical effectiveness for consumers. It believes that genuine understanding of customer experiences creates stronger long-term loyalty than short-term marketing campaigns alone. Sustainability is another area where the company has taken practical steps toward responsible business growth. One initiative introduced by Dr Anne Skincare is its recycling programme, where customers can return ten empty product bottles in exchange for one complimentary bottle. The company has also implemented efforts to reduce electricity and water consumption while minimising operational waste across its processes. As the company enters its next stage of development, international expansion has also become part of its long-term vision. Alongside building its manufacturing and R&D capabilities, Dr Anne Skincare plans to strengthen its organisational systems, operational stability, and leadership pipeline to support sustainable regional growth. For the company, reaching international markets is not simply about exporting products, but about building a Malaysian skincare brand capable of competing through science, quality, and credibility on a larger stage. This next phase will require stronger

EOS R6 V with RF20-50mm f/4L IS USM PZ. Canon Marketing Malaysia (“Canon”) today announced a new content creation kit comprising the EOS R6 V, a new full-frame camera, and the accompanying RF20-50mm f/4L IS USM PZ, a first-ever full-frame professional-grade L-series lens that comes with a built-in power zoom. The EOS R6 V possesses the powerful stills and video performance of the EOS R6 Mark III in a body that has been optimised for video content creation. The upgrades include a built-in cooling fan and a social media content-friendly vertical tripod socket. Its full-frame CMOS sensor, with up to 32.5 effective megapixels and 7K Open Gate recording, allows users to utilise the full field of view of ultra-wide-angle lenses, opening different possibilities. The RF20-50mm f/4L IS USM PZ pairs effortlessly with the EOS R6 V, giving you a compact, travel-friendly setup that doesn’t compromise on versatility. The 20–50mm zoom range covers everything from wide environmental shots to tighter conversational framing, while the built-in Power Zoom keeps transitions smooth and cinematic. With a constant f/4 aperture throughout, you get consistent, reliable exposure even as you zoom. “Today’s creators work across various platforms and formats. The EOS R6 V and RF20-50mm f/4L IS USM PZ are built to deliver the performance and ease creators need to create confidently, whether for professional productions or everyday content. This is part of Canon’s ongoing commitment to innovation and ‘Delighting You Always’,” said Edward Chang, Head of Image Communication Business Division, Canon Marketing Malaysia. More Platforms, Less SweatThe EOS R6 V features 7K Open Gate RAW/MP4 shooting, which records video via the entire sensor area. With this, the new camera offers creators more flexibility over what goes into the frame when repurposing horizontal content into a vertical format. Users achieve more creative control without having to do multiple shoots. The EOS R6 V’s built-in cooling fan also allows users to record in 7K Open Gate MP4 for approximately three times longer when compared to the EOS R6 Mark III. This makes the EOS R6 V ideal for long interviews, live events, or long single takes. The EOS R6 V is built natively for vertical content. A dedicated vertical tripod socket delivers direct, stable mounting without the need for an extra bracket, while the UI automatically reorientates to match, keeping the shooting experience seamless from start to finish. Its linear design with minimal protrusions also integrates cleanly with rigs, attachments and accessories. Make Your Videos DynamicBoth the EOS R6 V and RF20-50mm f/4L IS USM PZ are compact and lightweight, making them easy to use while on the move. With built-in image stabilisation, they are also easy to use handheld or on a gimbal and rig. The EOS R6 V’s built-in five-axis sensor-shift image stabilisation system (In-Body IS) and Digital Movie IS coordinate with the RF20-50mm f/4L IS USM PZ’s Optical IS to stabilise footage shot on the go. The setup also supports the Subject Tracking IS mode, which accounts for the subject position during stabilisation. The EOS R6 V retains a large, ergonomic grip that offers comfort and a stable hold during handheld shooting. The RF20-50mm f/4L IS USM PZ’s 20mm wide-end is ideal for stunning, and perspective-rich establishment shots. These can show plenty of context, including stunning interior scenes. Additionally, its 50mm long end offers a 0.24m minimum focusing distance that captures close-up shots with a natural perspective. Users can make use of the zoom ring or the EOS R6 V’s zoom lever to zoom seamlessly from one end to the other in one smooth take. They can also vary the degree of ring/lever movement to alternate between two zoom speeds. Fast and slow zooming are configurable up to 15 levels each. A new zoom mode selector switch enables switching between power zooming and the familiar manual zoom operations found on conventional zoom lenses. The lens barrel length does not change when zooming, so support systems will not require rebalancing. Superior StillsWhen placed in stills mode, the EOS R6 V shares the powerful performance of the EOS R6 Mark III and EOS C50. The high-resolution 32.5-megapixel full-frame sensor captures excellent detail and dynamic range, with ample allowance to crop in closer or produce 300 dpi A3-sized prints comfortably. The RF20-50mm f/4L IS USM PZ’s professional-grade optics are specially designed to combat distortion, chromatic aberration, flare and ghosting, thus ensuring high image quality. The EOS R6 V’s electronic shutter supports up to 40 fps continuous shooting and pre-shooting, with identical autofocus features and capabilities as the EOS R6 Mark III. The In-Body IS achieves a stabilisation effect of up to 7.5 stops at the centre and 7.0 stops at the image edges when shooting stills. The RF20-50mm f/4L IS USM PZ performs extremely well when shooting in low light, with its built-in Optical IS correcting camera shake by up to 6 stops’ equivalent. When mounted on an EOS R series camera with In-Body IS, it achieves an effect of up to 8.0 stops at the centre and 8.0 stops at the edges. Capture Yourself EffortlesslyThe EOS R6 V and RF20-50mm f/4L IS USM PZ allow creators to film themselves easily. The former has a front recording button and tally lamp that lights up when recording is in progress, and the latter’s zoom ring is easily accessible from the front. Users requiring remote camera and zoom control can achieve them via the Camera Connect app. Another alternative that users can consider is the new Wireless Remote Controller BR-E2, which allows for creative camera placement. The Bluetooth-connected Wireless Remote Controller BR-E2 offers users greater control over both still and video shooting functions compared to its predecessor (Wireless Remote Shutter BR-E1), including a dedicated movie shooting button and assignable functions. It comes included with the new Tripod Grip HG-200TBR, a portable tripod grip that can function as a desktop tripod and a selfie stick. Powerful and Cost-Efficient DuoThe EOS R6 V and RF20-50mm f/4L IS USM PZ integrate many of Canon’s powerful features, making them an excellent,

Daphne Chan and Iven Lai won’t tell you an Executive MBA is easy. Instead, they’ll tell you what it actually requires: trade-offs, support, and a good heaping of ruthless prioritization. Daphne is an Asia School of Business (ASB) EMBA Class of 2024 alumna, while Iven is a current EMBA student in the Class of 2026. As parents to a young daughter, Anya, they juggle demanding careers in banking, family life, and their EMBA journey. In this interview, they tackle the question many working parents ask before they ever apply: Is an EMBA too much when you already have a career—and a family?   They had a plan. But overnight, everything changed. Daphne says it with a laugh, looking at Anya: “We actually planned to have you after I completed my EMBA.” But Anya had other plans. “When I first found out I was pregnant… I was like, ‘oops, you came early.’” It was, as she puts it, “pure shock”—followed quickly by excitement.  Anya’s arrival posed a new kind of question: not Should we do this? But How do we do this now?  For Daphne, it came down to one thing: “It’s really prioritizing. I knew my priorities at that time, and I knew I needed to stay flexible.”  Iven reached the same conclusion through an analytical lens. “I view life like a portfolio,” he says, “and time is my finite resource.” When time is finite, squeezing everything in stops being the goal. Allocating it does. “I had to allocate my time… for her, family, hobbies or studies,” he explains. His decision was clear: “More time spent on the baby and studies, and the rest… like hobbies take kind of a backseat for now.”  Prioritizing and allocating time helped them make the week workable. But even the best system gets tested.  The hardest stretch “There was a time,” Daphne says, when Anya would wake “four times… in seven hours.” In the middle of that blur, she remembers thinking: “Whoa, I really need a break. Why did I do this to myself?”  And even in that fog of parenthood, nothing else pauses. Work still expects them sharp, and assignments still come due. What kept them going then wasn’t pushing harder. It was speaking up before they burnt out.   “Definitely there’s a time when we are both exhausted,” Daphne says. “For me personally, I will definitely communicate it… ‘I think I need a break… just give me one or two hours, then I’ll recharge and come back.’” Open communication, she adds, “is key.”  Iven describes what that looked like at home: switching off without keeping score. “Whenever she feels tired, then I will step up,” he says. “Whenever I feel tired… she will step up and take a more leading role.”  They couldn’t create more time. So they built around the time they had.  What made it possible For Iven, that meant using whatever pockets already existed. “Sometimes during commutes, I would… watch videos or listen to articles,” he says. At home, the window was simple: “study after she sleeps.”  It also meant being upfront with the people he was accountable to. “Most of my EMBA group discussions, I will tell them that, ‘hey, I know we need to have a discussion… but can we do it after Anya sleeps?’” Once that constraint was on the table, the group could plan around it. “Most of the discussions are done around 9 to 10 pm when Anya’s asleep.”  And the reality was none of this works without support. Iven doesn’t pretend otherwise. “Fortunately, I have quite a good support system,” he says. At home: “My mother helps to take care of the household.” At work: “I have a good team that I can depend on.” And at school: “I have a great cohort, teammates that understand my situation.”  The outcome wasn’t a perfectly balanced life. But it was a workable one.  So—is it too much? Some days can be a stretch. Daphne and Iven don’t dress it up. But even now, they would still do it all over again.   Daphne calls the experience “transformational”—a change in how she sees herself and the roles she carries. For Iven, it shows up as “laser focus”: “I know that I have no time to waste anymore,” he says. “My time is so limited.”  And if there’s one thing they want other working parents to hear, it’s this: don’t wait for perfect timing. “You will never find a perfect time. There’s no perfect time,” Daphne says. Still, she adds, “if you’re determined enough, it will work out… so just do it.”  Iven echoes the same belief: “Just take the plunge into the EMBA, and everything will work out eventually.” Daphne agrees: “Both journeys are equally rewarding—having your own child and the pursuit of knowledge!” 

Tune Talk today announced the launch of Tune Talk Shop, the first fully integrated in-app e-commerce platform powered by Presto. As the first telecommunications provider in Malaysia to embed a complete commerce experience within its mobile app, Tune Talk is redefining the category from a price-led “GB for RM” model to a value-driven digital ecosystem. The new feature reinforces Tune Talk’s leadership position by shifting the role of a telco from a connectivity provider to a “Techo”, an everyday platform that delivers tangible lifestyle value. Moving Beyond Price Competition to Value Creation For years, the telecommunications industry has competed primarily on data pricing and volume. Tune Talk is deliberately moving away from this model. Tune Talk Shop introduces a new paradigm where connectivity is only one part of a broader value equation. By integrating commerce directly into its ecosystem, the company enables subscribers to derive real, everyday benefits from their mobile usage. This approach transforms customer engagement from transactional top-ups into continuous value creation, where spending, rewards, and consumption are interconnected within a single platform. Malaysia’s First Fully Integrated Telco E-Commerce Experience Unlike standalone marketplaces or bolt-on rewards catalogues, Tune Talk Shop is built as a native layer within the Tune Talk app. Subscribers can browse, purchase, and receive products without leaving the platform, with every step enhanced by Tune Talk’s proprietary value system. Key capabilities include: · Access to over 20,000 curated products· Fully integrated in-app browsing, checkout, and payment· Flexibility to use Tune Talk Points as part of the total transaction value· Nationwide doorstep delivery Tune Talk owns and manages the end-to-end experience and payment environment, ensuring security and seamless transactions, while its partner Presto powers the backend infrastructure, including the product catalogue and nationwide fulfilment. This architecture ensures that commerce is not an add-on feature, but a core extension of the Tune Talk ecosystem. Scaling on Strong Engagement Fundamentals Tune Talk’s ecosystem strategy is underpinned by strong user engagement. Since the introduction of Games and Drama in May 2025, internal data shows that average daily app usage has reached 36 minutes, approximately 400 percent above global telco app benchmarks. This level of engagement provides a scalable foundation for commerce integration, enabling Tune Talk to deepen customer relationships and increase lifetime value. Expanding Tune Talk’s Digital Ecosystem Since enhancing its app experience in 2025 with additional digital features, Tune Talk has continued to expand its services beyond traditional telecommunications. With more than 1.8 million subscribers nationwide, the company is strengthening its proprietary platform as a multi-service digital destination. The introduction of Tune Talk Shop builds on this strategy by adding e-commerce capabilities to increase everyday usage while continuously unlocking new products and services for its customer base. Capturing Growth in Malaysia’s E-Commerce Market The launch comes amid sustained growth in Malaysia’s digital e-commerce sector, which serves an estimated 18.8 million online shoppers and is projected to expand by approximately 10 percent annually. Malaysian consumers spend an average of RM182 per month online, reflecting strong mobile-first purchasing behaviour. By integrating shopping directly into its platform, Tune Talk offers subscribers a convenient, single integrated channel while expanding its participation in the country’s growing digital economy. “This shift for Tune Talk reflects our commitment to our customers. We are moving beyond competing solely on GB for RM to providing the best plans and ever-evolving value that truly resonates with Malaysians. Tune Talk Shop is not just an e-commerce feature; it is a fully integrated platform that connects connectivity, rewards, and transactions into one seamless experience,” said Gurtaj Singh Padda, Co-founder and CEO of Tune Talk. “We are proud to enable Tune Talk’s vision by providing the marketplace infrastructure and fulfilment capabilities behind Tune Talk Shop. This partnership allows Tune Talk to scale commerce within its ecosystem while maintaining full ownership of the customer experience,” said Prawn Cheng, CEO of Presto.