Category: 3. Business

  • Customer-Focused Transformation and AI-Driven Ecosystem Collaboration

    Customer-Focused Transformation and AI-Driven Ecosystem Collaboration

    SEOUL, January 5, 2026 – Hyundai Motor Group (The Group) today shared its 2026 strategic vision with global employees, with Executive Chair Euisun Chung presenting priorities focused on continuous customer-focused transformation, strengthened ecosystem competitiveness, and AI-driven innovation to navigate evolving market dynamics and lead new industry standards.

    During his new year remarks, Executive Chair Chung presented five key strategic priorities — customer-focused evolution, agile decision-making, ecosystem competitiveness, bold collaboration, and leading new industry standards — to navigate the evolving global landscape.

    Driving Transformation Through Customer Focus

    Executive Chair Chung opened by expressing gratitude to employees and customers, acknowledging 2025’s unprecedented business environment changes while thanking employees for their exceptional performance and customers for their continued trust. He noted that 2026 will bring both headwinds and opportunities as the global business landscape continues to evolve rapidly.

    Chung emphasized continuous transformation driven by customer insights. “When conditions get tough and competition fierce, our greatest strength will be our ability to continuously evolve by staying close to our customers,” he said.

    Specifically, he encouraged employees to take a moment and assess some fundamental questions: “Did we thoroughly reflect customers’ perspectives in our products? Did we ever compromise in the process of planning or development? Can we confidently speak of our quality in front of customers? Through these questions, we can look back upon ourselves squarely and strive for progress, thereby keeping ourselves resilient against any challenges,” he said.

    Agile Decision-Making Through Direct Engagement

    Executive Chair Chung welcomed transformation in work methods and leadership. “Leaders must step out into the field, engage directly with people, and understand the essence of situations firsthand,” he said.

    He emphasized the importance of speed and clarity in organizational operations. “Above all, what matters most is fast and clear communication, and agile decision-making that is free from formality. Let us work more efficiently,” he said, highlighting that by fresh thinking of its approaches, the Group can continue to achieve innovation.

    Building Competitive Advantage Through Ecosystem Strength

    Executive Chair Chung reinforced the importance of ecosystem strength, noting that Group businesses such as vehicle and humanoid robot manufacturing each involve tens of thousands of components, requiring exceptional performance and quality across the entire production chain.

    “The strength of our supply ecosystem directly amplifies our competitive advantage. Sustainable growth is possible only when the whole ecosystem stays healthy,” he said.

    Bold Collaboration for AI-Driven Transformation

    Executive Chair Chung emphasized that as AI technology rapidly develops and competitive dynamics shift, the global manufacturing industry is undergoing a major transition. He highlighted the need to advance through bold collaboration with diverse partners in navigating this AI-driven transformation.

    “Looking at the automotive market alone, we’ve entered an era where core product competitiveness is determined by AI capabilities,” he noted. Chung emphasized that Hyundai Motor Group is rapidly building capabilities to compete at the highest level, leveraging world-class product design and manufacturing expertise, plus valuable data from manufacturing sites and user experiences.

    He shared his strong belief in the Group’s competitiveness in the physical AI field and how this will continue to grow to serve customers. “We possess world-class capabilities in the design and manufacturing of physical products. If we envision a bigger future and boldly expand collaboration with various partners to broaden the industrial ecosystem, I am confident we will deliver greater value to customers,” he said.

    Executive Roundtable Focuses on AI Integration and Strategic Execution

    Following Executive Chair Chung’s remarks, an open roundtable discussion was held with key executives, including Group Vice Chair Jaehoon Chang, Hyundai Motor Company President and CEO José Muñoz, Kia Corporation President and CEO Ho Sung Song, Hyundai Mobis Co. President and CEO Gyu Suk Lee, and Hyundai Motor Group Presidents Luc Donckerwolke, Sung Kim, and Manfred Harrer. The session was moderated by Executive Vice President and Head of Corporate HR, Hae In Kim. The discussion, informed by an employee survey of more than 7,200 participants globally, addressed future readiness, technology development strategies, and organizational culture.

    Executive Chair Chung elaborated on AI’s strategic importance, defining it not as plug-and-play technology but as a force fundamentally reshaping how companies and industries operate. He explained AI is the first technology in human history that can independently define problems and create new knowledge, emphasizing companies excelling in AI internalization will define the industry’s future.

    He highlighted that as momentum shifts toward physical AI, Hyundai Motor Group’s data from vehicles, robots, and manufacturing processes becomes increasingly differentiated. “Our future hinges on whether we treat AI as a tool or adopt it as the engine of organizational evolution. The only way for us to sustain our position as a global leader in the years ahead is to embed AI into our organizational DNA, not borrowing it from the outside,” Executive Chair Chung said.

    Reinforcing Digital Transformation, Robotics, and Hydrogen Leadership

    Vice Chair Jaehoon Chang reinforced the Group’s commitment to digital transformation, emphasizing that the transformation to a software-driven mobility company is essential to its future success and industry leadership.

    “I believe that what we have built so far in the unexplored realm of SDV will become a solid foundation for the future envisioned by Hyundai Motor Group. We are still in the stage of perfecting our developments, and we are steadily preparing to deploy SDV across various vehicle models,” he said.

    He added that the collaboration framework with 42dot remains unchanged, and major development projects incorporating SDV technology will proceed as planned.

    Regarding the Group’s robotics initiatives, Vice Chair Chang detailed progress in physical AI development. “Through our collaboration with Boston Dynamics, we are jointly advancing hardware and physical AI, combining world-class robotics R&D with manufacturing expertise,” he said. He noted that logistics robot Stretch and quadruped robot Spot are already gathering real usage data both inside and outside the Group, steadily improving their performance, safety, and cost competitiveness. Humanoid robot Atlas is expected to help people move away from hazardous environments and repetitive tasks, enabling them to focus on creative, high-value roles.

    He also highlighted the Group’s comprehensive leadership across the hydrogen value chain. “Hydrogen serves as both an energy carrier and storage solution that complements renewable energy and enhances efficiency. Beyond hydrogen mobility, our Group is leading the entire value chain from production to storage and industrial applications,” Vice Chair Chang said, noting that the Group’s hydrogen achievements are gaining increasing global recognition.

    Business Leaders Outline Growth Strategies and Technology Advancement

    Hyundai Motor Company CEO José Muñoz outlined growth strategies, saying: “We are minimizing the tariff impact through our localization plans and supply chain restructuring, while continuing to strengthen the areas where we lead.”

    Kia Corporation CEO Ho Sung Song highlighted ambitious targets for the year ahead. “Kia has established very ambitious plans with a growth target of over 6 percent this year,” he said, outlining plans to continue expansion of Kia’s PBV ecosystem, centered on the award-winning PV5, and launch volume models including the new Kia Telluride and Kia Seltos SUVs.

    Hyundai Mobis Co. CEO Gyu Suk Lee outlined the company’s strategic role. “As Hyundai Motor Group’s core parts company, Hyundai Mobis will play a major role in stably supporting new architectures and the mass production and expanded deployment of SDV,” he said.

    President and Head of Strategy and Planning Division Sung Kim addressed global risk management amid low-growth trends. He emphasized enhancing the ability to “anticipate and respond more quickly to global economic and geopolitical developments through sustained monitoring and closer coordination across the group,” adding that the company is working to turn challenges into opportunities for growth.

    President and Head of R&D Division, Manfred Harrer provided updates on technology development. “Through the ‘SDV Pace Car’, we are proceeding with the establishment of a mass-production system and verification as originally planned. The tech capabilities secured through this process will be applied to next-generation models,” he said.

    Executive Vice President and Head of Corporate HR, Hae In Kim emphasized organizational resilience. “It’s important we learn from experience and transform this into forward momentum. In that process, we must recognize each other’s differences and collaborate by combining our respective strengths,” she said.

    President, Chief Creative Officer and Chief Design Officer Luc Donckerwolke encouraged bold innovation, stating that a challenge is “an opportunity to realize our dreams,” and added, “It is the time to reset, disrupt, and innovate.”

    Leading New Industry Standards

    Executive Chair Chung concluded by encouraging the Group to lead new industry and product standards, emphasizing the opportunity to build a future providing superior value and customer experiences.

    Quoting Founding Chairman Ju-yung Chung’s philosophy — “If there is no path, find one. If you cannot find one, make one. As long as I do not think it is a failure, it cannot be a failure” — he inspired employees, noting the strongest force driving Hyundai Motor Group lies in the spirit of perseverance and drive to overcome challenges. “I invite you all to join this journey of transformation with passion and commitment,” he remarked.

    He concluded the roundtable by stating, “I feel confident and energized because of this team, because of all of you. And as I mentioned earlier, the passion grows even more thanks to customers who recognize and love what we create. That makes me want to do even better, together.”


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  • FTI Consulting Adds Forensic Accounting and Investigations Expert Mavis Tan in Asia

    FTI Consulting Adds Forensic Accounting and Investigations Expert Mavis Tan in Asia

    Hong Kong, Jan. 5, 2026 (GLOBE NEWSWIRE) — FTI Consulting, Inc. (NYSE: FCN) today announced further investment in its Forensic and Litigation Consulting segment in Asia with the appointment of Mavis Tan as a Senior Managing Director.

    Ms. Tan specialises in forensic accounting, dispute support and investigations. She rejoins FTI Consulting in Hong Kong from Control Risks, where she led the firm’s forensic services practice for Greater China and North Asia. She will work closely with clients to address allegations involving accounting improprieties, conflicts of interest, misappropriation of assets and circumvention of regulations.

    “We are thrilled to welcome Mavis back to FTI Consulting,” said Michael Cullen, Leader of Asia and Latin America for the Forensic and Litigation Consulting segment at FTI Consulting. “Her addition continues to enhance the leadership position we are building in the investigations market in Asia and the capabilities we have globally. That depth is unmatched, allowing us to help clients navigate crisis and opportunities in the region and around the world.”

    Ms. Tan brings more than 20 years of experience as an accountant and has led high-profile and confidential internal and regulatory investigations in the Asia Pacific region. She has assisted high-net-worth individuals and listed multinational companies in responding to complex financial disputes and whistleblower allegations of fraud and corruption, including acting as an expert witness in civil and criminal proceedings.

    Ms. Tan also has significant experience conducting forensic due diligence and risk assessments for substantial financial transactions and helping multinationals remediate internal control gaps after an investigation or acquisition.

    “I am excited to rejoin FTI Consulting during this pivotal time of transformation and opportunity,” Ms. Tan said. “Renowned for its impact on high-stakes matters globally, FTI Consulting brings together exceptional experts, innovative technology and a culture of integrity to resolve complex financial disputes and uncover the truth. Working alongside industry leaders on headline investigations and disputes allows me to deliver precise, impartial and meaningful results for clients.”

    The addition of Ms. Tan continues FTI Consulting’s investment in multidisciplinary expertise in forensic accounting, investigations, data analytics and regulatory compliance in Asia. Within the past six months, the firm has added Rosie Hawes, Andrew Macintosh and Martin Tupila in Singapore.

    FTI Consulting’s Asia-based team of forensic accountants, financial experts, data analysts, technologists, statisticians, economists and business intelligence professionals analyse complex data and apply proven investigative and forensic accounting methods to support legal teams and act as independent investigators and experts.

    About FTI Consulting
    FTI Consulting, Inc. is a leading global expert firm for organizations facing crisis and transformation, with more than 8,100 employees located in 32 countries and territories as of September 30, 2025. In certain jurisdictions, FTI Consulting’s services are provided through distinct legal entities that are separately capitalized and independently managed. The Company generated $3.70 billion in revenues during fiscal year 2024. More information can be found at www.fticonsulting.com.

    FTI Consulting, Inc. 
    555 12th Street NW
    Washington, DC 20004
    +1.202.312.9100

    Investor Contact: Mollie Hawkes
    +1.617.747.1791
    mollie.hawkes@fticonsulting.com

    Media Contact: Matthew Bashalany
    +1.617.897.1545
    matthew.bashalany@fticonsulting.com

    Source: FTI Consulting, Inc.

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  • Hong Kong Concludes Consultations on Regulation of Virtual Asset Dealing and Custodian Services – With Yet More to Come

    Hong Kong Concludes Consultations on Regulation of Virtual Asset Dealing and Custodian Services – With Yet More to Come

    Client Alert  |  January 5, 2026


    This update provides a detailed overview of the key takeaways for the industry from the Consultation Conclusions and the Further Consultation.

    On December 24, 2025, the Financial Services and the Treasury Bureau (FSTB) and the Securities and Futures Commission (SFC) published consultation conclusions on legislative proposals to regulate virtual asset (VA) dealing (VA Dealing Conclusions) and custodian service providers (VA Custody Conclusions) in Hong Kong (collectively, the Consultation Conclusions).[1] The Consultation Conclusions follow the FSTB and the SFC’s joint consultations on VA dealing (VA Dealing Consultation) and custodian (VA Custody Consultation) regimes launched on June 27, 2025 (as discussed in our previous client alert).

    In parallel with the release of the Consultation Conclusions, the FSTB and the SFC have also commenced a further public consultation on new licensing regimes for providers of VA advisory and management services (the Further Consultation).[2] Comments in relation to the Further Consultation are due by January 23, 2026.

    The short timeframe for comments on the Further Consultation reflects the FSTB and SFC’s eagerness to progress the implementation of these regimes as a matter of priority, with the FSTB and SFC also flagging in the Consultation Conclusions that they intend to introduce a bill into the Legislative Council in 2026 to implement the VA dealing, custodian, advisory and management service licensing regimes through amending the Anti-Money Laundering and Counter-Terrorist Financing Ordinance (Cap. 615) (AMLO). This is consistent with the SFC’s continued efforts throughout 2025 to implement its ASPIRE Roadmap and support the development of the virtual asset industry in Hong Kong.[3]

    We have set out below a detailed overview of the key takeaways for the industry from the Consultation Conclusions and the Further Consultation.

    I. VA DEALING CONCLUSIONS

    A. Scope and Coverage

    As expected and supported by the industry, the SFC has clarified that the scope of the VA dealing definition under the AMLO will be aligned with the definition of Type 1 regulated activity (i.e. dealing in securities) under the SFO. In other words, the definition will cover any person, by way of business, making or offering to make any agreement with another person, or inducing or attempting to induce another person to enter into or offer to enter into an agreement, with a view to acquiring, disposing of, subscribing for or underwriting VAs (VA Dealing Services). However, in a significant shift from the definition proposed in the VA Dealing Consultation, the definition of VA Dealing Services will not cover making or offering to make an agreement where the purpose or pretended purpose of which is to secure a profit to any of the parties from the yield of VAs or by reference to fluctuations in the value of VAs. In carving out this activity from the definition of VA Dealing Services, the FSTB and SFC have noted that they consider these types of activities to generally be activities involving derivatives and structured products referencing VAs which in their view will generally fall within Type 1, Type 2 or Type 11 regulated activity under the SFO. The new licensing regime also will not cover providers dealing solely in tokenized securities (which will be covered under the SFO instead).

    Frustratingly for the industry, the only clear exemption outlined by the FSTB and SFC from the definition of VA Dealing Services is for stablecoin issuers licensed by the Hong Kong Monetary Authority (HKMA) and conducting regulated stablecoin activity. All other potential exemptions discussed in the VA Dealing Conclusions – such as for those transactions conducted through SFC-regulated VA dealers, transactions as principal, intra-group transactions, use of VA for payments for goods or services, and incidental dealing by VA managers (as discussed in the Further Consultation), distribution of VAs generated as rewards for ledger maintenance and for VA issuers in relation to activities regarding VAs created by them – remain merely ‘under consideration.’

    The VA Dealing Conclusions also indicate that a range of other topics relevant to the scope and coverage of this regime remain pending further consideration, including the following:

    • while the provision of margin trading in VA will fall within the definition of VA Dealing Services, there is some uncertainty at this stage as to whether the SFC will ultimately permit licensed VA dealers to provide margin trading, with the VA Dealing Consultation flagging that this (along with applicable regulatory requirements) ‘will be carefully assessed taking into account various factors such as client credit risk, liquidity risk and concentration risk, capital requirements, risk capital charges and operational controls requirements’; and
    • activities such as VA staking and VA borrowing and lending ‘will also be considered’.

    The VA Dealing Conclusions also note that the SFC will take a ‘substance over form’ approach to the definition of VA Dealing Services, as the paper flags that whether the provision of peer-to-peer transactions or the provision of decentralized or ‘technological’ services will require a licence will depend on the substance of the activities (rather than the form or terminology used to describe the service) and whether the service is carried on as a business.

    B. Dealing of VA through non-SFC licensed VATPs or liquidity providers

    One of the most welcome developments in the VA Dealing Consultation for the industry was the suggestion that the FSTB and SFC would consider allowing licensed VA dealers to acquire or dispose of VAs for clients via non-SFC licensed virtual asset trading platforms (VATPs) or liquidity providers, subject to appropriate safeguards. Despite the ‘vast majority’ of respondents supporting this proposal, the FSTB and SFC appear to have now backed away from embracing this development, notwithstanding the SFC’s aim to integrate Hong Kong with global liquidity under the ASPIRE Roadmap. Instead, the VA Dealing Conclusions refer to the SFC’s recent decision to allow SFC-licensed VATPs to integrate with intra-group liquidity via a shared order book.[4] However, given that this particular reform was only introduced comparatively recently, we consider it unlikely that the levels of liquidity available through SFC-licensed VATPs using shared order books will be considered by the industry to be a sufficient substitute for being allowed to trade via non-SFC licensed VATPs or liquidity providers globally. Given this we expect continued pressure from the industry for the SFC to relax this requirement going forward.

    The VA Dealing Conclusions do also indicate that ‘looking ahead’, the SFC will continue to incorporate market feedback through directly engaging with the industry and applicants via the pre-application process, and in doing so will ensure that ‘the SFC’s requirements are both practical and appropriately tailored to the diverse range of VA service providers’.

    C. Holding of client VAs with SFC licensed VA custodians

    The VA Dealing Consultation asked for respondents to advise as to what a ‘commercially viable and AML compliant operational flow to conduct VA dealing activities’ would look like if licensed VA dealers were required to hold client VAs only with SFC-licensed VA custodians.

    The VA Dealing Conclusions note that a number of respondents supported this proposal in order to provide stronger assurance of safe custody, while others supported allowing firms to custody client VAs with licensed custodians regulated in jurisdictions which adhere to the standards of Basel Committee on Banking Supervision, International Organization of Securities Commissions or the Financial Action Task Force and also adhere to comparable standards of investor protection measures.

    The FSTB and SFC have acknowledged the ‘diverse’ perspectives of respondents on this particular point, and indicated that they will take comments into consideration in formulating the relevant regulatory requirements in order to appropriately balance investor protection, market efficiency and commercial viability. However, given that overseas regulation of custodians remains in a comparatively early stage of development, the SFC will require licensed VA dealers to custody client VAs with SFC-regulated VA custodians. Notwithstanding this, the SFC will consider the operational feasibility of this requirement for payment facilitation or short-term settlement and will take the comments on these points into consideration in formulating the regulatory requirements that will apply to licensed VA dealers.

    D. No Transitional Period

    Consistent with the position outlined in the VA Dealing Consultation, the FSTB and SFC have indicated that there will be no deeming arrangement for existing VA dealers. Instead, the licensing regime will take full effect on the commencement date of the relevant statutory provisions. However, given the implications of a ‘hard’ commencement date, the Hong Kong Government and the SFC will consider an appropriate commencement date, taking into account the time market participants need to adjust their business models.

    However, in the interim, the FSTB and SFC have encouraged entities already engaged in VA Dealing Services to reach out to the SFC or HKMA (as applicable) as soon as possible to initiate the pre-application process. During this early engagement, the SFC will walk pre-applicants through the application process.

    An expedited licensing approval process will be available to SFC-licensed VATPs, licensed corporations and registered institutions currently providing VA Dealing Services to ensure a smooth transition to the new regime.

    II. VA CUSTODY CONCLUSIONS

    A. Scope and Coverage

    The VA Custody Consultation originally proposed that a person would require a VA custodian service provider licence (VA Custodian Licence) if they, by way of business, safekept either (i) VAs on behalf of clients; or (ii) instruments enabling transfer of VAs of clients on behalf of clients. Taking into account the comments received and applying a risk-based approach, the FSTB and the SFC have decided to focus on limb (ii) of the originally proposed definition, such that a VA Custodian Licence will be required if a person safekeeps any instrument enabling the transfer of VAs for its clients (VA Custodian Services). The FSTB and SFC have indicated that this is intended to ensure that the licensing regime targets the ‘core risk area’ in VA custody (i.e. entities which safeguard private keys), rather than capturing as top layer trustees or fund managers which delegate the VA custody function to a third-party custodian and whose own role in VA custody is administrative and contractual.

    Importantly, the VA Custody Conclusions have provided helpful guidance as to whether providers of multi-party computation (MPC) services or other technology services will require a VA Custody Licence. The FSTB and SFC have indicated that this will be considered on a case-by-case basis, with the focus being on whether a ‘person can unilaterally transfer its clients’ VAs’. In particular, the VA Custody Conclusions have indicated that:

    • an MPC provider will not require a licence if its clients can transfer their own VAs (either together with the MPC provider or unilaterally) and its clients have the ability to reconstruct the complete private key independently or retrieve access to their VAs without support from the MPC provider (e.g., where its clients can export the full cryptographic key without involving the MPC provider);
    • an MPC provider may require a licence if its clients cannot unilaterally transfer their VAs (e.g. where a recovery kit has not been provided by the MPC service provider); and
    • that the SFC is likely to also take into consideration whether the MPC provider’s clients can independently access and manage their assets at all times.

    We consider this guidance helpful on two fronts. First, the VA Custody Consultation’s clear discussion of the applicability of this regime to MPC providers indicates in our view that the SFC will allow the use of MPC solutions by the industry going forward. This is an important and welcome development given the SFC’s previous insistence that the associated entities of SFC-licensed VATPs use only Hardware Security Module (HSM) solutions to custody client VAs. Second, this guidance suggests that MPC providers which offer direct custody Wallets-as-a-Service or embedded wallet solutions should not require a VA Custodian Licence to provide such services or solutions to customers in Hong Kong.

    Finally, the VA Custody Conclusions have helpfully flagged that the definition of VA Custodian Services is intended to be technology neutral, and that the SFC’s focus in determining whether a specific decentralized model or provider of a specific technological service will require a licence will depend on the ‘substance’ of the service provided. For example, a staking service provider which provides ‘custodial’ staking services through which it has the ability to unilaterally transfer client VAs will require a VA Custodian Licence. In contrast, a non-custodial wallet provider lacking the ability to transfer VAs will likely not require a licence.

    B. Persons who will require a licence and licensing exemptions

    The VA Custody Conclusions also provide a non-exhaustive list of entities that are likely to require a VA Custodian Licence:

    • associated entities of SFC-licensed VATPs that currently provide VA Custodian Services under the VATP regime (and who wish to continue to do so in the future);
    • SFC-licensed corporations which are licensed for Type 13 regulated activity under the SFO, as well as banks, subsidiaries of locally incorporated banks and stored value facilities, if they provide VA Custodian Services. This includes where such safekeeping is carried on as part of providing VA Dealing Services or acting as depositaries of SFC-authorised funds with VAs in the funds’ portfolios; and
    • licensed or registered fund managers, if they self-custody VAs by way of safekeeping the private keys or similar instruments which enable the transfer of fund VAs. However, this may be subject to a limited exemption for self-custody of new tokens which may not be subject to established VA custody infrastructures, which is under consideration).

    The FSTB and the SFC have also indicated that certain licensing exemptions will be provided, including but not limited to exemptions for:

    • entities that only custody VAs for their group companies;
    • stablecoin issuers licensed by the HKMA under the Stablecoins Ordinance (Cap. 656) which custody only the stablecoins that issued by them; and
    • for legal and accounting professionals that may be appointed to hold the back up of private keys or similar instruments for their clients or appointed by a court to administer assets, including VAs.

    C. Individual licensing regime

    One of the most noteworthy aspects of the VA Custody Consultation was the suggestion that the SFC would require group entities and/or their personnel involved in the safekeeping of private keys by a licensed VA custodian to be licensed or accredited. This would have reflected a significant departure from the SFC’s approach to licensing of individuals and group entities to date.

    The VA Custody Conclusions expressly acknowledge that ‘many’ respondents did not consider it necessary for group entities to obtain licenses, and that concerns were raised in consultation responses that requiring multiple entities from the same corporate group to be licensed would lead to inefficiencies and regulatory overreach. Consistent with this feedback, the VA Custody Conclusions establish that:

    • SFC-regulated VA custodians can rely on their overseas group resources and infrastructure without automatically triggering a requirement for group entities to be licensed, provided that the SFC-regulated entity retains the ability to ‘independently and unilaterally move or transfer’ client VAs; and
    • Overseas group entities must not market themselves to the public of Hong Kong as licensed by the SFC unless they are in fact licensed by the SFC.

    Interestingly, the latter statement suggests that the SFC will be willing to licence entities based offshore. This would be a notable departure from the traditional approach taken by the SFC under the SFO to licensing only entities providing regulated activities in Hong Kong.

    The VA Custody Conclusions also establish that all individuals performing ‘core custody functions’ throughout the custody chain will also need to be individually licensed, and identify the following individuals in particular as requiring individual licences:

    • senior management responsible for monitoring and supervision of the VA custodian;
    • individuals who have direct access to private keys or the authority to initiate or approve VA transfers (i.e. including but not limited to the initiator and intermediate approvers);
    • personnel participating in multi-signature or threshold signing schemes; and
    • individuals with access to private key generation, storage or recovery systems.

    The FSTB and SFC have also indicated that they expect only responsible officers (or executive officers for HKMA-registered VA custodians), managers-in-charge (or relevant managers HKMA-registered VA custodians) and their delegates to be authorized to carry out the above functions. Additionally, individuals employed by group entities of the SFC-regulated VA custodian who are authorized to carry out these core custody functions must be accredited to the SFC-regulated VA custodian, and a proper delegation of authority from the licensed entity to the individual employed by the group entity must be obtained before the individual can access the private key or sign VA transactions.

    Helpfully, the VA Custody Conclusions establish that individuals engaged in clerical roles (i.e. performing routine tasks following established procedures such as document filing or data input) will not require licences, nor will staff members of internal corporate functions of a VA custodian (e.g. those in HR, finance and accounting, legal and compliance roles). This is consistent with the approach taken by the SFC to the licensing of individuals under the SFO more broadly.

    D. No Transitional Period

    Consistent with the position outlined above in relation to the VA Dealing Services licensing regime, there will be no deeming arrangement for existing VA custodians. Instead, the licensing regime will take full effect on the commencement date of the relevant statutory provisions.

    However, an expedited licensing approval process will be provided to associated entities of SFC-licensed VATPs, banks or subsidiaries of locally incorporated banks which have already undergone the SFC’s or the HKMA’s assessment process in relation to their VA Custodian Services and are already engaged in providing such services.

    III. SUMMARY OF THE FURTHER CONSULTATION ON THE VA ADVISORY AND MANAGEMENT SERVICES LICENSING REGIMES

    In response to industry feedback for clarification on the treatment of entities providing VA advisory and management services under the VA Dealing Services licensing regime, the SFC and the FSTB have indicated that they now intend to license VA advisory and VA management services as separate regulated VA services under the AMLO. This will mirror the existing securities licensing regime applicable to licensed corporations under the Securities and Futures Ordinance (Cap. 571) (SFO).

    A. VA advisory service licensing regime

    The Further Consultation proposes that any person who carries on a business of providing VA advisory services in Hong Kong (VA Advisory Services) must be licensed by or registered with the SFC. The proposed definition of ‘advising on VA’ mirrors the definition of ‘advising on securities’ under the SFO – i.e:

    • giving advice on whether; which; the time at which; or the terms or conditions on which, VAs should be acquired or disposed of; or
    • issuing analyses or reports, for the purposes of facilitating the recipients of the analyses or reports to make decisions on whether; which; the time at which; or the terms or conditions on which, VAs are to be acquired or disposed of.

    The FSTB and SFC have proposed providing a range of similar exemptions to those available in relation to Type 4 regulated activity under the SFO, namely, exemptions for:

    • the provision of VA Advisory Services solely to wholly-owned group companies;
    • VA Advisory Services that are wholly incidental to licensed VA dealing or solely for the purposes of licensed VA fund management;
    • solicitors, counsels and certified public accountants for acts wholly incidental to their professional practice;
    • VA Advisory Services that are wholly incidental to a registered trust company’s discharge of duty; and
    • VA Advisory Services that are conducted through a generally available publication or broadcast.

    The SFC and FSTB have indicated that the regulatory requirements to be imposed on VA advisors are expected to broadly follow the existing regulatory requirements on Type 4 licensed corporations or registered institutions providing VA Advisory Services pursuant to the SFC and HKMA’s Joint Circular on intermediaries’ virtual asset-related activities dated December 22, 2023 (December 2023 Joint Circular).[5]

    B. VA management service licensing regime

    The Further Consultation proposed that any person who carries on a business of providing VA management services in Hong Kong (VA Management Services) must be licensed or registered with the SFC. The proposed definition of ‘VA management’ mirrors the definition of ‘asset management’ under the SFO – i.e. the provision of a service of managing a portfolio of VAs for another person. This definition will likely capture VA portfolio management services and VA discretionary account management services (e.g. where a firm is delegated with discretionary power to make investment decisions in VAs for a fund).

    The FSTB and SFC have proposed providing a range of similar exemptions to those available in relation to Type 9 regulated activity under the SFO, namely, exemptions for:

    • the provision of VA Management Services to wholly-owned group companies;
    • VA Management Services that are wholly incidental to VA Dealing Services of a licensed VA dealer;
    • solicitors, counsels and certified public accountants for acts wholly incidental to their professional practice; and
    • VA Management Services that are wholly incidental to a registered trust company’s discharge of duty.

    Notably, the SFC and FSTB have proposed not setting a de minimis threshold (for instance, a stated investment objective or an intention to invest 10% or more of the gross asset value of a portfolio in VAs). This means that any entity providing asset management services for a portfolio that invests in VA will require a licence or registration, regardless of whether their portfolio has only a negligible exposure to VA. The FSTB and SFC have stated that their rationale for not setting a de minimis threshold is to uphold regulatory standards and investor protection, and to align with the licensing regime for asset management under the SFO as well as the VA Dealing Services licensing regime which does not provide for any de minimis thresholds.

    We anticipate that the regulatory requirements applicable to SFC-regulated VA managers will ultimately broadly align with those applicable to Type 9 licensed corporations engaged in VA management activities under the December 2023 Joint Circular. These include requirements in relation to matters such as fund portfolio valuation and risk management.

    Consistently with the position taken in relation to VA dealing, the Further Consultation flagged that the SFC is considering whether VA managers should be required to safekeep the VAs of the private funds they manage only with SFC-regulated VA custodians, or whether they should have flexibility to appoint any custodians. We expect this area to be subject to considerable industry feedback.

    The Further Consultation helpfully acknowledged the challenges encountered by private equity and venture capital fund managers in their custody of new tokens which is not supported by SFC-regulated VA custodians. The SFC and FSTB indicated that they will consider allowing self-custody by these fund managers up to a limited threshold without the need to obtain a VA Custodian Licence.

    C. No Transitional Period

    Consistent with the position stated in the Consultation Conclusions, the FSTB and SFC have not proposed to provide a deeming arrangement to pre-existing VA advisors and pre-existing VA managers. Instead, the licensing regime will become fully effective on the commencement date of the relevant statutory provisions. Industry stakeholders are encouraged to reach out to the SFC or HKMA (as applicable) as soon as possible to initiate the pre-application process. Likewise, an expedited licensing approval process will be available to entities which have already undergone the SFC’s or the HKMA’s assessment process in relation to their provision of VA Advisory Services or VA Management Services and are already engaged in these activities.

    IV. CONCLUSION

    The Consultation Conclusions and the Further Consultation are welcome developments in the regulation of the crypto ecosystem in Hong Kong. However, with respect to the VA Dealing Conclusions, there are a number of aspects of the regulatory requirements that are still under consideration by the SFC. Industry stakeholders already engaged in or interested in providing VA Dealing and VA Custodian Services are encouraged to engage with the SFC as soon as possible. VA dealers and VA custodians who do not contact the SFC or HKMA (as applicable) for pre-application may suffer business disruptions, as they will have to stop operations on the commencement date of the licensing regime. Specifically, with respect to entities providing VA Dealing Services, the SFC has said that early engagement would provide invaluable feedback on the setting of applicable regulatory requirements.

    [1] “Consultation Conclusions on Legislative Proposal to Regulate Dealing in Virtual Assets and Further Public Consultation on Legislative Proposal to Regulate Virtual Asset Advisory Service Providers and Virtual Asset Management Service Providers”, jointly published by the FSTB and SFC on December 24, 2025, available here (VA Dealing Conclusions); and “Consultation Conclusions on Legislative Proposal to Regulate Virtual Asset Custodian Services”, jointly published by the FSTB and SFC on December 24, 2025, available here (VA Custody Conclusions).

    [2] See the VA Dealing Conclusions (see the link in footnote 1 above).

    [3] See our previous client alerts in relation to the implementation of the ASPIRE Roadmap here.

    [4] See our previous client alert here.

    [5] “Joint circular on intermediaries’ virtual asset-related activities” jointly published by the SFC and HKMA on December 22, 2023, available here. See our previous client alert in relation to the December 2023 Joint Circular here.


    The following Gibson Dunn lawyers prepared this update: William Hallatt, Emily Rumble, Arnold Pun, and Jane Lu.

    Gibson Dunn’s lawyers are available to assist in addressing any questions you may have regarding these developments. If you wish to discuss any of the matters set out above, please contact any member of Gibson Dunn’s Financial Regulatory team, including the following members in Hong Kong:

    William R. Hallatt (+852 2214 3836, whallatt@gibsondunn.com)

    Emily Rumble (+852 2214 3839, erumble@gibsondunn.com)

    Becky Chung (+852 2214 3837, bchung@gibsondunn.com)

    Arnold Pun (+852 2214 3838, apun@gibsondunn.com)

    Jane Lu (+852 2214 3735, jlu@gibsondunn.com)

    © 2026 Gibson, Dunn & Crutcher LLP.  All rights reserved.  For contact and other information, please visit us at www.gibsondunn.com.

    Attorney Advertising: These materials were prepared for general informational purposes only based on information available at the time of publication and are not intended as, do not constitute, and should not be relied upon as, legal advice or a legal opinion on any specific facts or circumstances. Gibson Dunn (and its affiliates, attorneys, and employees) shall not have any liability in connection with any use of these materials.  The sharing of these materials does not establish an attorney-client relationship with the recipient and should not be relied upon as an alternative for advice from qualified counsel.  Please note that facts and circumstances may vary, and prior results do not guarantee a similar outcome.

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  • WiseTech to divest Expedient following ACCC investigation

    WiseTech to divest Expedient following ACCC investigation

    The ACCC accepted a court-enforceable undertaking from WiseTech Global (ASX: WTC) and its subsidiary BluJay Solutions (Australia) Pty Ltd on 30 December 2025 to divest Expedient, a logistics software business, following an ACCC investigation.

    WiseTech acquired Expedient as part of its acquisition of e2open Parent Holdings, Inc. which completed in August 2025.

    “While WiseTech informed the ACCC about the acquisition, Wisetech completed the acquisition before the ACCC conducted its review and could reach a decision, despite being aware of the significant concerns being raised,” ACCC Chair Gina Cass-Gottlieb said.

    Following completion of the acquisition, the ACCC commenced an enforcement investigation to assess whether it would have the effect or likely effect of substantially lessening competition, in breach of the merger law.

    The undertaking addresses the competition concerns identified by the ACCC in its investigation, by restoring Expedient as an independent competitor to WiseTech. The undertaking is court enforceable and imposes strict requirements on WiseTech regarding the divestiture of Expedient.

    Expedient will be sold to a purchaser approved by the ACCC on the basis that the purchaser will be able to operate the Expedient business as a viable competitor to WiseTech in the supply of logistics software in Australia.

    WiseTech is Australia’s largest supplier of cloud-based enterprise application software to the global logistics industry with its core software offering, CargoWise.

    BluJay was part of the e2open group, and acquired Expedient in March 2020.

    Expedient supplies logistics software services, and was a competitor to WiseTech’s CargoWise in Australia and New Zealand prior to the acquisition.

    “The ACCC considers that WiseTech already has substantial market power in the supply of logistics software, and the acquisition has the effect of removing the competition between CargoWise and Expedient and significantly reduced the choice available to Australian customers,” Ms Cass-Gottlieb said.

    “The ACCC received significant concerns from users of logistics software during the investigation, and was concerned that the acquisition could lead to higher prices or lower quality services.”

    “Prior to the new merger regime coming into effect on 1 January 2026, there was no requirement for a merger party to obtain ACCC clearance before proceeding to complete an acquisition. This was one of the key concerns with the previous informal regime,” Ms Cass-Gottlieb said.

    “However, under the new merger regime which commenced on 1 January 2026, merger parties are required to notify the ACCC of any acquisition that meets the thresholds and must not complete the acquisition until it has been approved by the ACCC or the Australian Competition Tribunal.”

    In circumstances where an acquisition is not required to be notified but raises competition concerns, the ACCC may still investigate whether the acquisition is likely to substantially lessen competition in breach of section 50 of the Competition and Consumer Act.

    “We retain the ability to investigate acquisitions below the notification thresholds under the substantial lessening of competition test,” Ms Cass-Gottlieb said.

    “We can also investigate where an acquisition that is required to be notified has been completed without obtaining ACCC or Tribunal clearance, as this would be in breach of the new merger laws and expose the acquisition to being automatically void.”

    “The ACCC encourages merger parties to engage with the ACCC in relation to all acquisitions which raise potential competition concerns to manage this risk,” Ms Cass-Gottlieb said.

    Further information, including the undertakings accepted by the ACCC, will be published on the ACCC’s undertakings register in due course.

    Background

    WiseTech is a publicly listed Australian technology company whose group of companies makes available cloud-based enterprise application software to the global logistics industry, including its core software offering CargoWise.

    e2open is a technology company providing connected supply chain software platforms, headquartered in Addison, Texas.

    Expedient is a subsidiary of BluJay, and supplies logistics software services principally in relation to Australia and New Zealand. e2open acquired BluJay in May 2021.

    The Acquisition

    On 26 May 2025, WiseTech entered into a binding agreement and plan of merger to acquire e2open. Completion of the acquisition occurred on 4 August 2025. As a result of the acquisition, Expedient became an indirect subsidiary of WiseTech.

    The Investigation

    The ACCC was concerned that WiseTech, which is the largest supplier of logistics software, acquiring Expedient, combined two significant suppliers of logistics software in Australia with specific customs clearance capability.

    The ACCC considers that WiseTech already has substantial market power, and that the Acquisition removed the constraint CargoWise and Expedient provided on each other and significantly reduced the choice available to Australian customers. The ACCC was concerned that, in the absence of the undertaking to divest Expedient, WiseTech could increase prices and or reduce the service quality of its logistics software services.

    Logistics software is used by freight forwarders, customs brokers and beneficial cargo owners to assist in the export and import of goods in Australia, and therefore, has a wide impact on Australian businesses and consumers. 

    The Undertaking

    The Undertaking requires BluJay to divest Expedient to an ACCC approved purchaser (and WiseTech to procure that it does so) and includes supporting arrangements to monitor compliance. It is a court enforceable undertaking given under section 87B of the Competition and Consumer Act. By accepting the section 87B undertaking, the ACCC considers its enforcement investigation is resolved, as the undertaking will ensure that Expedient is sold, resulting in the creation or strengthening of a viable, effective, independent and long-term competitor to WiseTech.

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  • No end in sight for Pimicikamak Cree Nation evacuees even after power returns: leadership

    No end in sight for Pimicikamak Cree Nation evacuees even after power returns: leadership

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    As Pimicikamak Cree Nation struggles to fix damage to homes caused by a four-day power outage, thousands are in the dark about when they can return to their community.

    The northern Manitoba First Nation was evacuated last week after a power line servicing the community — located about 530 kilometres north of Winnipeg — snapped, leaving residents without heat in extreme cold temperatures that dropped  below the –20 C mark.

    Manitoba Hydro repaired the downed power line and fully restored electricity as of Friday. But during the power outage homes were rendered unsafe to live in due to damage to water and electrical systems.

    The damages paired with shortage of essential supplies, including fuel, have forced the First Nation to indefinitely extend the evacuation of residents, Chief David Monias said in a statement on Sunday. 

    “We are asking people to stay out at their hotels until we can safely return you home,” he said on social media. “If you do go back then it will be at your own risk.”

    Pimicikamak is trying to fix infrastructure and assess homes to determine if repairs are needed, but only about 200 of the over 1,300 residences in the community have been checked, said band Coun. Shirley Robinson.

    “It’s overwhelming right now,” she told CBC News on Sunday. “We haven’t had any help arrive yet in our nation.” 

    More residents evacuated Sunday

    Besides infrastructure issues, health concerns, including a lack of potable water, forced out at least 150 more residents from the First Nation by noon on Sunday. The community’s water treatment plant was also damaged during the power outage.

    Robinson said around 100 others expected to be evacuated by the end of the weekend. 

    “This is not going to stop,” Robinson said. “Things [are] being currently looked at in ensuring the infants are out, the elders are out, the vulnerable are out.”

    At a hotel in Winnipeg, Robinson said evacuees are eager to know when they can go back home, but that date isn’t fixed in the foreseeable future yet. 

    “I wish I could have that answer because when I’m listening to the elders here crying asking when they can go home,” she said. “We’re trying to get them there.”

    A person holds a phone.
    Kelson Monias has been surveilling the damage left by the power outage in Pimicikamak through social media. (Justin Fraser/CBC)

    Kelson Monias, an evacuated father of two, has been in his Winnipeg hotel room watching videos of water pouring from burst pipes and flooding homes in Pimicikamak. He said other residences burned in the community after residents lit wood stoves during the outage. 

    “It’s sad. I just feel for the people that lost their homes,” he said.

    Monias left his home last week after his generator couldn’t keep him warm enough during the outage.

    While he is grateful to have a place where to sleep at night, Monias said the evacuation has taken a toll, especially on his children who have been evacuated from their community twice since the summer. 

    “The situation right now is hard. The kids aren’t eating what the staff are cooking,” he said. 

    “I only brought like three pairs of clothes for myself, it’s pretty rough right now … we really didn’t know that was going to happen.” 

    Robinson told CBC News many evacuees left home just like Monias’ family —  with only a few belongings tucked in a suitcase. Pimicikamak is trying to fill that void supplying clothing and hygiene products.  

    “We’re also looking at getting programs in place for our people to ensure that we look after their mental health at the same time,” she said. “All our people the way they deserve to be looked after.”

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  • More international firms eye entry to Australia’s legal market

    More international firms eye entry to Australia’s legal market

    Australia’s popularity as an expansion market for global law firms looks set to continue, stoked by robust demand for corporate law services in the region, industry players say.

    Over the past 15 years, a wave of international law firms has set up shop in Australia, a trend largely attributed to the country’s proximity to the rising powers of China and India. The superpowers’ rise has prompted more global firms to follow big businesses pushing into the Asia-Pacific (APAC) region, with Australia viewed as an ideal launchpad given the similarity of its legal, political and economic systems to those of North America and Europe.

    A case in point is US-based law firm King & Spalding, one of the most recent entrants.

    In October, it opened a Sydney office, and says it aims to win transactional, regulatory and litigation work for Australian-based and global multinational clients doing business in APAC.

    The entry comes despite claims several international firms have battled to gain momentum in Australia’s competitive legal industry, which has grown robustly since the pandemic.

    Last year, global law firm Hogan Lovells shuttered its Australian outpost, while in 2021 UK-listed firm DWF announced the closure of offices in Melbourne, Sydney and Newcastle.

    There was also the December announcement that King & Wood Mallesons’ Chinese and Australian partnerships would formally separate by March 2026, returning to operate as “King & Wood” and “Mallesons” under discrete brands.

    Sam Braithwaite, CEO of Jim’s Legal, the Australian franchise group that entered the legal market in 2023, predicts more overseas players will arrive in Australia in coming years as “Australia is seen as a safe, stable market with a strong disputes and insolvency pipeline”.

    “International firms want to be where their global clients already operate. For US and UK firms in particular, Australia fills a strategic gap in the Asia-Pacific,” Braithwaite says.
    “Disputes, restructuring and regulatory work are the big ones. There’s also been a steady increase in cross-border matters involving Australian businesses, foreign investment and Asia-Pacific capital.”

    He adds that “client expectations play a role too. Large corporates want advisers who can act across jurisdictions without constantly handing work off to local firms”.

    The comments come against a backdrop of enticing legal market conditions in Australia. For instance, the Australian Financial Review’s most recent Law Partnership Survey, which looked at the second half of 2025, found increased activity by corporate and competition regulators, class actions and workplace disputes, as well an improving deals landscape.

    Global recruiter Randstad, in its latest legal job market research, pointed to a surge in commercial law jobs, particularly for any top-tier commercial lawyer in Sydney, and lifting demand for specialised compliance roles across all industries.

    In a global context, Australia continues to outperform many other legal markets, assisting to make it an attractive target for large growth-oriented players offshore.

    Indicatively, Australian law firms saw demand lift by 3.6 per cent in FY25 – a rate unmatched by US firms since the 2008 Global Financial Crisis according to Thomson Reuters  analysis.

    UK law firm Pearl Lemon says Australia is attractive for expansion because of its “practical work, not hype” as a profitable legal market closely connected to APAC.

    “Cross border transactions are picking up, energy and resources remain busy, and tech and data regulation keep getting more complex,” CEO Deepak Shukla says.

    “Australia also offers something global firms value more than they openly admit: a stable legal system that overseas clients trust.

    “Instead of flying partners in and out for one-off matters, many firms now want a proper local presence so they can support clients consistently.”

    He says having a local team in Australia is advantageous as it helps to build trust with clients and is easier to operate than dealing with APAC clients from London or New York.

    For clients, in-country presence in Australia means “immediate support”, the CEO says.

    “There’s someone who really gets the local rules, and continuity in relationships. Instead of flying partners in for a one-off matter, a local team can see what’s coming, work more naturally with Australian stakeholders, and handle disputes or negotiations with a proper feel for how local courts operate,” he says.

    “Clients end up getting that international know-how without the annoying lag or uncertainty of distance.”

    Shukla says while his firm is not actively planning an Australia entry, he keeps “a close eye on Australia because it’s attracting more global firms and there’s plenty happening that’s worth noting – there’s always something interesting going on there”.

    Economic power shift

    Governance expert Kath Hall attributes the growth in global law firms operating in Australia, including mergers between global and leading Australian law firms, to the greater role of Asian markets and a “shift in economic power from the West to the East”.

    “For such firms there are clear market and competitive drivers for expansion into Australia including proximity to rapidly developing Asian economies and increased opportunity to expand the firm’s global brand,” she says in a major academic work probing the issue.

    According to Hall, understanding the role played by Australian law firms in these developments can be tricky, but they usually take one of three approaches.

    “For some newly merged global firms, the Australian operations are central to the firm’s regional and global expansion, allowing the firm to draw upon the strong performance and reputational capital of the Australian offices,” she says.

    “For other global firms their alliances with Australian firms provide a strategic foundation for their expansion into Asia.

    “And for third group of firms Australia remains a destination in its own right, sitting within the firm’s overall global network of international offices.”

    The trend has been dated back to 2010 when London-based firm Allen & Overy took Clayton Utz partners and announced the set up of Australian offices – moves said to have sparked fears Australia’s corporate law sector was under threat from larger offshore players.

    Since that time, many more overseas players have arrived, resulting in a more crowded Australian legal sector, according to Shukla.

    One of the impacts, he says, is that firms in Australia are increasingly being pushed to specialise more clearly and put a focus on price reduction and cost cutting.

    “Competition for senior lawyers is also tighter,” he says.

    It’s a point echoed by Braithwaite, who says the greater number of overseas law firms operating in Australia has added to staffing problems at some firms.

    Talent is an obvious pressure point, he says, given that international firms can often pay more and “dangle” global career paths. This makes retention harder for local firms.
    Local firms are also forced to compete harder on pricing and service delivery, he agrees.

    “Clients are far less patient with inefficiency than they were even five years ago and overseas firms tend to be more aggressive around project management and fee structures.”

    Industry research backs him up. While the average lawyer in Australia logs about 1450 billable hours per year, those at many US firms often record 1700 to 2300 hours.

    It’s the same scenario in the UK, where global law firms have increased their presence in recent years, logging double digit growth in work done for UK clients.

    Like in Australia, billable hour expectations in the UK lag those of the global players.

    Braithwaite predicts the pressures on some local firms will prove too much.

    “Some firms will merge to gain scale or geographic coverage, others to shore up specialist practice areas. For certain mid-tier firms, consolidation will be about survival. For others, it will be a growth strategy.”

    Even so, making it in Australia can be tough for offshore players.

    Just this year, several partners reportedly left global firm Squire Patton Boggs for a local outfit, while Baker McKenzie is also reported to have lost partners to rivals.

    Meanwhile, White & Case and Clifford Chance have opted to work in small niches in the face of dominant local players, according to local media, which reported that the fastest-growing firms in 2025 were those headquartered locally.

    Braithwaite says Australia is definitely “not an easy market to crack”.

    “We’ve seen overseas firms come in before thinking brand alone would carry them and that hasn’t always worked,” he says.

    “While expertise is important, cultural authenticity and immersion is critical,” he says.

    “Australians value working with people who understand our culture and the nuances of our operating environment. “

    “Some will absolutely succeed and embed themselves long-term, especially those that invest properly in local leadership and understand the market,” he adds.
    “Others will underestimate how competitive and relationship-driven Australia is and quietly exit after a few years. You can’t just fly a flag here and expect it to work.”

    Benefits of competition

    He urges local firms not to see competition from overseas players as a bad thing, arguing it forces domestic firms to lift standards and rethink how they deliver value.

    “In the long run, the firms that succeed will be the ones, local or international, that focus less on brand and more on actually solving clients’ problems.”

    Maike Barton, managing director of consulting firm Your GM, says finding those solutions is getting harder for local firms due to many suffering a “leadership vacuum”.

    By contrast with global firms, Barton says many local law firm succession plans are stalling, while the next generation of lawyers “no longer see partnership as the pinnacle”.

    “They want purpose, flexibility, and structure,” she says. “The firms that survive will be the larger international firms, those that professionalise leadership, not just pass it down.”
    From an operational and strategic perspective, she says this shift is creating both opportunity and pressure for local firms exposed to more international competition.
    “Client expectations are globalising,” she says.

    “Australian firms are being pushed to lift service delivery standards, adopt integrated technology stacks, and introduce more transparent performance metrics.” Talent dynamics are also changing, according to the Melbourne-based consultant.

    She points to offshore entrants offering broader career paths and brand prestige, forcing local firms to rethink EVP (Employee Value Proposition), culture, and leadership models.

    “I don’t think clients are benchmarking Australian firms solely against their domestic peers. Increasingly, they are measuring them against a broader and more sophisticated reference set,” Barton says, adding that such benchmarking goes well beyond traditional law firms.

    She highlights AI-enabled legal, global professional service firms, and multinational operators with deeply integrated technology stacks.

    This recent shift has altered client perceptions of value and capability, particularly with smaller national and boutique firms, she says.

    “Larger, international providers are consolidating their market position by leveraging scale, capital, and advanced AI to deliver faster turnaround times, greater transparency, and more consistent service delivery,” Barton says.

    “They have the capital to implement these upgrades and pay for training whereas smaller firms that lack both technological investment and clear succession planning are finding it increasingly difficult to compete on these dimensions.

    “At the same time, digital platforms and AI-enabled workflows have materially raised client expectations around accessibility and responsiveness. Clients now expect real-time visibility over their matters, clearer communication, and shorter feedback loops.”

    This is what she calls the “must have it now” standards which were once considered premium offerings of global law firms, but are now rapidly becoming baseline.

    “In practical terms, a client in Melbourne now expects the same level of service quality, clarity, and responsiveness they would receive from a top-tier firm in London, New York, or Singapore,” she says.

    Even so, Richard Smith, director of Sydney-based GSJ Consulting, notes that some offshore firms may be reassessing their role in APAC given the looming KWM demerger.

    “What is being abandoned is not Asia, but a set of assumptions that never really held true: the belief that permanent offices automatically create advantage, that mergers with local firms outperform unofficial alliances with true subject matter experts, that scale guarantees success and profitability,” Smith says.

    “Replacing this is a more commercially disciplined mindset, one that recognises the value of strategic flexibility.”

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  • Australian dollar set for lift after 2025 turnaround

    Australian dollar set for lift after 2025 turnaround

    The Australian dollar finally snapped a four-year losing streak against the greenback in 2025 and might rise further in the new year.

    The nation’s currency has been trending lower since 2021 largely because China’s escalating property crisis has weighed on demand for steel and the iron ore that provides more than $100 billion a year in Australian export income.

    Its value against the US dollar slipped from 80 US cents in February that year and steadily kept grinding lower.

    Then, after sudden and sweeping US tariff announcements sparked major uncertainty and took a hammer to global growth hopes, it crumbled in April to a five-year low of 59.22 US cents.

    “The Aussie typically does well against most currencies when the world economy is in a cyclical upswing,” Commonwealth Bank head of FX International and Geo Economics Joseph Capurso said.

    “And you’ve seen that at a very extreme level this past year, with the Aussie dollar against the Japanese yen and Aussie-Euro, and the Aussie-Sterling up a bit as well.”

    Good news for importers

    A stronger currency is good news for local companies that re-sell imported goods, especially volume retailers such as Harvey Norman and JB Hi-Fi.

    It also has a major impact on the large number of Australians with plans for overseas travel.

    What kind of bang they get for their buck, though, is tied directly to the Aussie dollar’s value.

    Although China’s softer economy did cap the Australian dollar’s rise in 2025, equity markets performed well and US President Donald Trump’s sweeping tariffs – often watered down or scrapped during trade negotiations – didn’t hit global commerce the way markets initially feared.

    The local currency bounced more than 12 per cent from its darkest April days to crack 67 US cents in December, with analysts even tipping a handle of up to 73 US cents in 2026 as the Trump administration changes tack.

    “This past year we talked about US tariffs but in 2026 we’re going to be talking about US tax cuts,” Capurso said.

    “Those tax cuts are going to support the US economy, at least for 2026 and probably next year, and will offset some of the negatives from the big increase in tariffs we and global economies have had to absorb.”

    Interest rate differentials key

    A third factor driving currency moves is interest rate differentials.

    Sticky inflation halted the Reserve Bank’s cutting cycle following three reductions between February and August, just as the chance of US rate cuts increased.

    A higher Australian cash interest rate relative to the US makes holding US dollar assets such as Treasury bonds less attractive, weighing on demand for the greenback.

    Interest rate differentials are likely to support the dollar against the British pound and the euro, with the Bank of England cutting its benchmark to 3.75 per cent in December, and traders tipping the European Central Bank will hold its funding rate at two per cent until at least June.

    The outlook for the Australian economy is positive, and despite 2025’s unwanted inflation surprises, jobs figures often beat expectations and indicated a labour market at or near full employment.

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  • Where Will Robinhood Be in 3 Years?

    Where Will Robinhood Be in 3 Years?

    • Robinhood’s trading platform has benefited from investors’ optimism about stocks and crypto.

    • The company’s sales increased by 65% and earnings rose by 153% in the first nine months of 2025.

    • The real test of Robinhood’s resilience will come when a bear market emerges.

    • 10 stocks we like better than Robinhood Markets ›

    Robinhood Markets(NASDAQ: HOOD) app for buying and selling stocks surged in popularity a few years ago as investors became flush with cash from stimulus checks, and the market was on the cusp of beginning its current run.

    The company’s impressive product — paired with investors’ appetite for risk over the past few years — has resulted in phenomenal growth for the company and its share price, which is up 1,300% over the past three years. But can Robinhood maintain its momentum over the next few years? Here are a few factors to consider.

    Image source: Getty Images.

    Research from Vanguard indicates that bull markets tend to last approximately seven years, which is good news for investors, as the current bull market began in 2022. This means that after three years of the S&P 500 marching higher, more good times could still be ahead.

    If the current bull market — fueled by artificial intelligence stocks — persists for the average length, Robinhood would likely benefit. The company relies on investors buying and selling stocks (and cryptocurrencies), and the AI boom has been great for business.

    The company’s sales were up 65% in the first nine months of 2025 to $3.2 billion, and diluted earnings per share rose 153% to $1.39.

    Robinhood has also successfully attracted an expanding base of customers, with the number of funded customers rising 10% to 26.8 million in the most recent quarter. And those investors are lucrative, generating average revenue per user (ARPU) of $191, an increase of 82% from the year-ago quarter.

    What’s more, Robinhood has benefited from a rising cryptocurrency market over the past few years and riskier investments through options trading. Robinhood’s transaction-based revenue from options trades increased 50% to $304 million in the third quarter and revenue from crypto investing was up over 300% to $268 million.

    If Robinhood can continue to keep its customers engaged on the platform, and the current bull market persists for several more years, the company has a good chance of seeing its share price rise further.

    Even if Robinhood has a good chance of continuing its growth trajectory, it’s important to note that Robinhood’s growth relies on investors having an optimistic view of the market.

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  • Meet The First Look Speakers

    Meet The First Look Speakers

    Learn more about the Samsung executives who partcipated in The First Look at CES 2026.

    Dr. TM Roh, CEO and President, Device eXperience Division
    Samsung Electronics Co., Ltd.

    Dr. TM Roh is Chief Executive Officer, President, Head of Device eXperience Division and Head of Mobile eXperience (MX) Business at Samsung Electronics. In his roles, he drives strategies to progress innovation in the industry and ensures synergy across Samsung’s business units including Visual Display Business, Digital Appliances Business, Health & Medical Equipment Business, MX Business and Networks Business.

    Underpinned by his business philosophy of meaningful innovation, open collaboration and operational agility, TM has cemented Samsung MX’s transformation, growth and industry leadership. He spearheads the company’s vision to deliver “Open Innovations” that bring personalized experiences to more people while prioritizing sustainable impact for the planet.

    Previously, TM served as EVP & Head of R&D for the Mobile Communications Business since 2017, before becoming President and CTO of the Mobile Communications Business in 2020 where he led the development of Samsung’s renowned Galaxy smartphone series. Prior to that, TM served as Head of Product Strategy at Samsung Mobile, where he managed the entire product portfolio and roadmap for the division. In 2022, he joined the Board of Directors at Samsung Electronics as an Executive Director.

    Over the past 27 years, TM has played an instrumental role in the development of some of Samsung’s most innovative and market-leading products, such as the Galaxy S, Galaxy Note, Galaxy Tab, and Galaxy Book series, and its line-up of smartwatches and other wearables including the Galaxy Ring. He is also credited with bringing foldable smartphones to the mainstream with the Galaxy Z series, while continuing to push the boundaries in form factor innovations with new foldable devices and the Galaxy XR headset.

    For being the first in the world to commercialize 5G smartphones and foldable phones, TM was awarded the Gold Tower Order of Industrial Service Merit in 2023, the highest honor recognizing economic development in Korea. In 2024, TM’s leadership helped Galaxy open a new era of mobile AI with the launch of Galaxy S24 and its first-of-a-kind Galaxy AI capabilities.

    TM is the youngest President ever appointed at Samsung. He is a three-time recipient of the Samsung Award of Honor, which recognizes individuals who have demonstrated excellence in their field and have made significant contributions to Samsung. TM joined Samsung Electronics in 1997 and earned a PhD in Electrical and Electronic Engineering from Pohang University of Science and Technology.

    Mr. Cheolgi (CK) Kim, Executive Vice President, Head of Digital Appliances Business
    DX Division, Samsung Electronics Co., Ltd.

    CK Kim is the Executive Vice President and Head of the Digital Appliances (DA) Business, which is part of the Device eXperience (DX) Division at Samsung Electronics.

    A seasoned sales and marketing professional, CK joined the DA Business in April 2025, with a mission to lead a new phase of growth by applying expertise and insights gained through years of global experience across all products and services.

    Having started in the company’s automotive division, CK has built a robust foundation in component technology and quality assurance. Over nearly three decades, he has held key leadership roles across the mobile devices, home appliances, and visual display businesses, demonstrating deep expertise in both technology and global sales strategy.

    His previous roles include leading the Visual Display (VD) Strategic Marketing Team, heading sales innovation for the Mobile eXperience (MX) Business, and serving as PM Group Leader across multiple regional markets including Europe, Southeast Asia, and CIS. CK also served as Head of SAVINA-S in Vietnam and held senior positions in Malaysia and Singapore, gaining extensive on-the-ground market experience.

    In late 2024, he was appointed as Head of Strategic Marketing for the MX Business, where he led global sales operations, leveraging his cross-product insights and commercial acumen.

    CK holds a bachelor’s degree in electronic engineering from Kyungpook National University in Korea.

    Mr. Seok Woo (SW) Yong, Corporate President and Head of Visual Display Business
    Samsung Electronics Co., Ltd

    Mr. Seok Woo (SW) Yong serves as Corporate President and Head of Visual Display Business at Samsung Electronics Co., Ltd.

    Mr. Yong started his career as a engineer at Samsung Electronics in 2003, and was promoted to Corporate President and appointed as the head of VD Business in December 2023.

    Mr. Yong is a TV expert who is said to have led Samsung Electronics’ No. 1 market share in TVs for 19 years while working in various fields such as R&D, marketing and strategy.

    The industry expects that Mr. Yong will solidify the foundation of the No. 1 position in the TV business through challenge and innovation and lead the technological leadership.

    Mr. Yong holds a master’s degree of Electrical Engineering from Polytechnic University of NY.

    Sukhmani Mohta, Vice President & CMO, Home Entertainment 
    Samsung Electronics America

    Sukhmani Mohta is an award winning marketing and channel executive with over 20 years of experience in the telecom, technology and electronics industries. She currently serves as the VP and Chief Marketing Officer (CMO) for the Home Entertainment division at Samsung Electronics America, leading the team’s efforts in driving growth and brand awareness for the TV,  audio, monitor, and memory portfolios.

     Sukhmani joined Samsung in 2016, holding several roles at the company in her nearly decade-long tenure. This includes VP and CMO of the Display division, where she led consumer, channel, and B2B channel marketing efforts and built the marketing function from the ground up. She also served as Chief of Staff for the EVP and GM of B2B Mobile, and led vertical marketing and events for the Mobile division. Prior to Samsung, Sukhmani was Director of Product Marketing for a mid-size telco in India where she introduced many new products in partnership with Cisco, Polycom and many others.

     Sukhmani holds an MBA from The Johnson School at Cornell University and a BA (Honors) in Economics from Delhi University.

    Liz Anderson, Head of Demand Generation, Digital Appliances
    Samsung Electronics America

    Liz Anderson is Head of Demand Generation for Digital Appliances at Samsung Electronics America, where she leads strategies to drive growth, engagement and performance across Samsung’s digital appliance portfolio. During her nine-year tenure at Samsung, Anderson has held multiple leadership roles, including leading Channel Marketing and Retailer Strategy, where she was instrumental in expanding Samsung’s presence in more retail channels while improving business performance and growing brand share.

    Prior to joining Samsung, Anderson worked at The Estée Lauder Companies on the global e-commerce team, helping to define and execute global marketing strategy across digital platforms. A strategic e-commerce leader, she brings deep experience delivering results across both consumer-facing and operational functions, building high-performing teams and leading organizations through periods of growth and change.

    Praveen Raja, Vice President, Digital Health
    Samsung Research America

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  • Ascletis Announces U.S. FDA IND Clearance for 13-Week Phase II Study of Its Oral Small Molecule GLP-1, ASC30, in Participants with Diabetes

    The Phase II study for diabetes is a 13-week, randomized, double-blind, placebo-controlled and multi-center study to evaluate the efficacy, safety, and tolerability of ASC30 in participants with diabetes. Enrollment is expected to begin in the first quarter of 2026.

    -ASC30 demonstrated placebo-adjusted weight loss of 7.7% in a recently completed 13-week U.S. Phase II study in participants with obesity or overweight, with better gastrointestinal tolerability. No hepatic safety signal was observed.

    HONG KONG, Jan. 4, 2026 /PRNewswire/ — Ascletis Pharma Inc. (HKEX: 1672, “Ascletis”) announces today that it recently received the Investigational New Drug (IND) clearance from the U.S. Food and Drug Administration (FDA) for the Phase II study of its oral small molecule GLP-1, ASC30, in participants with diabetes. The Phase II study is a 13-week, randomized, double-blind, placebo-controlled and multi-center study to evaluate the efficacy, safety, and tolerability of ASC30 in participants with type 2 diabetes mellitus. The primary endpoint of the Phase II study is the mean change from baseline in HbA1c up to 13 weeks in the treatment group compared with the placebo group. Secondary endpoints include the mean change from baseline in fasting blood glucose up to 13 weeks in the treatment group compared with the placebo group, the mean change from baseline in body weight up to 13 weeks in the treatment group compared with placebo group, and safety and tolerability. The Phase II study will enroll approximately 100 participants with type 2 diabetes mellitus at multiple sites across the U.S. Participants will be randomly assigned in a ratio of approximately 2:3:3:2 to 40 mg, 60 mg and 80 mg ASC30 tablets and matching placebo tablets, respectively. ASC30 will be titrated weekly from 1 mg to target doses of 40 mg, 60 mg and 80 mg. Enrollment is expected to begin in the first quarter of 2026.

    Ascletis recently completed its 13-week Phase II study evaluating ASC30, an oral small molecule GLP-1 receptor (GLP-1R) agonist for the treatment of obesity (NCT07002905) in 125 participants with obesity or overweight with at least one weight-related comorbidity at multiple sites across the U.S. At the 13-week primary endpoint, ASC30 once-daily tablets showed statistically significant, clinically meaningful and dose-dependent placebo-adjusted mean body weight reductions of 5.4%, 7.0% and 7.7% for 20 mg, 40 mg and 60 mg, respectively. No plateau was observed for weight loss. The vomiting rate of ASC30 titrated weekly to target dose was approximately half of the published vomiting rate observed with orforglipron titrated weekly. The gastrointestinal tolerability of ASC30 titrated weekly was comparable to published results of orforglipron titrated every four weeks in the Phase III ATTAIN-1 study. The total treatment discontinuation rate due to adverse events for the ASC30 Phase II study for obesity or overweight was 4.8%.

    ASC30 was discovered and developed in-house at Ascletis as a first and only investigational small molecule GLP-1R fully biased agonist designed to be dosed once daily orally and once monthly to once quarterly subcutaneously for the treatment of obesity, diabetes and other metabolic diseases.

    “IND clearance for this Phase II study for diabetes is a significant milestone for Ascletis as we continue to build upon the data for ASC30,” said Jinzi Jason Wu, Ph.D., Founder, Chairman and CEO of Ascletis, “Furthermore, the FDA’s clearance of our IND expands entry for ASC30 into clinical development for the large diabetes treatment market.”

    About Ascletis Pharma Inc.

    Ascletis Pharma Inc. is a fully integrated biotechnology company focused on the development and commercialization of potential best-in-class and first-in-class therapeutics to treat metabolic diseases. Utilizing its proprietary Artificial Intelligence-Assisted Structure-Based Drug Discovery (AISBDD) and Ultra-Long-Acting Platform (ULAP) technologies as well as Peptide Oral Transport ENhancement Technology (POTENT), Ascletis has developed multiple drug candidates in-house, including both small molecules and peptides, such as its lead program, ASC30, a small molecule GLP-1R agonist designed to be administered once daily orally and once monthly to once quarterly subcutaneously as a treatment therapy and a maintenance therapy for chronic weight management; ASC36, a once-monthly subcutaneously administered amylin receptor peptide agonist, ASC35, a once-monthly subcutaneously administered GLP-1R/GIPR dual peptide agonist and ASC37, an oral GLP-1R/GIPR/GCGR triple peptide agonist for chronic weight management. Ascletis is listed on the Hong Kong Stock Exchange (1672.HK).

    For more information, please visit www.ascletis.com.

    Contact:
    Peter Vozzo
    ICR Healthcare
    443-231-0505 (U.S.)
    [email protected] 

    Ascletis Pharma Inc. PR and IR teams
    +86-181-0650-9129 (China)
    [email protected]
    [email protected] 

    SOURCE Ascletis Pharma Inc.

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