The article explains how planning for drainage, soil, plants, hardscapes, and maintenance can help homeowners create a more functional yard.

FARMINGTON HILLS, Mich., Sept. 3, 2026 /PRNewswire/ -- What should you consider before redesigning your landscape? A HelloNation article featuring insights from Landscaping Expert Tim Wasmer of Wasmer Brothers Landscaping provides the answer.

The article explains that a successful landscape redesign begins with understanding how the property is currently used. Homeowners should consider walking paths between doors, driveways, gardens, and seating areas before deciding where new features belong. Thoughtful landscape planning can make everyday movement easier while creating an outdoor space that works as a whole.

The HelloNation article also encourages homeowners to consider how their outdoor needs may change. More seating, privacy, lawn space, or easier access may become important over time. Landscaping Expert Tim Wasmer is featured as the source of insights on planning for these practical considerations before major changes begin.

Sunlight and soil conditions are also important parts of the planning process. The article notes that observing sunny and shaded areas can help determine suitable locations for plants and patios. Understanding whether soil retains too much water or dries quickly can also help prevent future planting problems.

The article explains that landscape drainage should be evaluated before patios, walkways, and planting beds are installed. Water can collect in low areas or move toward a home during heavy rain. Addressing drainage early can be easier than correcting problems after other landscape features are completed.

Grading plays a related role because even small slopes can influence where rainwater travels. The article describes how proper grading can direct water toward safer areas and away from foundations, patios, and planting beds. Considering water movement as part of landscape planning can help different areas of the property function together.

Plant selection should reflect the actual growing conditions around the property. According to the article, homeowners should consider sunlight, water needs, available space, and mature plant size. A shrub that looks small when planted may eventually block a window, crowd a walkway, or require frequent trimming.

Maintenance requirements are another practical consideration before choosing the balance of lawns, planting beds, and hardscaped areas. The article explains that mowing, watering, trimming, cleanup, and seasonal care can add ongoing work. Planning around realistic maintenance requirements can help homeowners create outdoor spaces they can reasonably manage.

The HelloNation article also discusses how each hardscape installation should connect naturally with entrances, gardens, lawns, and gathering spaces. Patios and walkways can affect water movement, so their placement should account for drainage and grading. Material choices should also reflect moisture, weather, foot traffic, and changing temperatures.

Existing trees and shrubs deserve attention during a landscape redesign as well. Mature plants may provide useful shade and privacy, while their roots can affect nearby construction. The article notes that changes to soil levels and water flow can also affect established root systems.

The article concludes that effective landscape planning connects plants, surfaces, drainage, soil, and everyday use instead of treating each improvement separately. A patio can alter water flow, while a planting bed can affect walking space. Considering these relationships early can help create a landscape that remains practical as the property and homeowners' needs change.

What to Consider Before Redesigning Your Landscape features insights from Tim Wasmer, Landscaping Expert of Farmington Hills, Michigan, in HelloNation.

About HelloNation

HelloNation is America's Good News Network, a premier media platform built on the idea that good news travels faster when real people tell real stories. Through its community-focused publications and innovative "edvertising" approach, HelloNation delivers content that informs, inspires, and spotlights the leaders making a meaningful impact in their communities.

SOURCE HelloNation

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Clark Pacific Breaks Ground on New Plant in Coolidge, Arizona, to Meet Growing Demand for Prefabricated Building Systems

New 110-acre facility will triple the company's production capacity as operations expand to better serve the Southwest and Mountain West

COOLIDGE, Ariz., Sept. 3, 2026 /PRNewswire/ -- Clark Pacific announced today it has broken ground on a new manufacturing plant in Coolidge, Arizona. The plant, which will span 110 acres when complete, will be constructed in phases, with the final phase scheduled for completion by spring 2027. Clark Pacific will begin manufacturing prefabricated building systems immediately in a temporary facility while construction moves forward. Once complete, the new facility will triple Clark Pacific's production capacity.

As the industry faces labor shortages, compressed project schedules and rising construction costs, prefabrication is becoming an increasingly important delivery method for large commercial projects, from parking structures and data centers to advanced manufacturing facilities. Manufacturing major building components in a controlled factory environment provides cost and schedule certainty and delivers a resilient, higher-quality building.

"Our new Coolidge plant expands our capacity and allows us to better serve customers throughout the region," said Donald Clark, Co-CEO of Clark Pacific. "By manufacturing building components off-site, we can help deliver projects more efficiently while reducing disruption on the jobsite."

Clark Pacific partners with construction owners and design-build teams to develop prefabricated building system strategies for commercial and institutional projects of any size and complexity. Structural systems are manufactured offsite and delivered to the jobsite ready for installation, reducing on-site construction activity, uncertainty and project risk.

"We are proud to be a part of the Coolidge community," said Clark. "The city has been extremely welcoming and supportive, and we're excited to bring new jobs to the community."

The Coolidge facility has already created 30 manufacturing and engineering positions, and Clark Pacific expects to hire an additional 70 employees by the end of the year. Together with the company's facilities in Woodland and Adelanto, California, the new Arizona plant expands Clark Pacific's ability to serve customers across the Southwest and Mountain West.

"With the rapid growth of Greater Phoenix, Clark Pacific is positioned to provide developers with resources they need to keep up with demand efficiently and cost-effectively," said Christine Mackay, president and CEO of the Greater Phoenix Economic Council. "The jobs and investment will have effects in Coolidge and beyond, helping strengthen the city's economic base while enhancing its connectivity throughout Pinal and Maricopa counties."

"Clark Pacific's new facility in Coolidge is a major win for rural Arizona and Pinal County," said Sandra Watson, president and CEO of the Arizona Commerce Authority. "The facility will support an important phase in commercial projects, fueling economic growth and strengthening the region's growing manufacturing industry. We look forward to the skilled jobs and economic impact this project will bring to Pinal County and the surrounding communities."

About Clark Pacific

Clark Pacific is one of the nation's leading design-build manufacturers of prefabricated building systems. Driven to deliver better buildings, the company has paved the way for prefabrication in the marketplace, bridging the gap between manufacturing and construction to deliver high quality, cost-effective buildings on budget and on time. Clark Pacific's approach provides owners and design-build teams greater schedule and cost certainty, cleaner and safer jobsites, higher quality systems and more resilient structures than conventional construction. For more information, visit ClarkPacific.com.

SOURCE Clark Pacific

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VANCOUVER, BC, Sept. 3, 2026 /PRNewswire/ -- New Pacific Metals Corp. ("New Pacific" or the "Company") reports its financial results for the three months and year ended June 30, 2026. All figures are expressed in US dollars unless otherwise stated.

FISCAL 2026 HIGHLIGHTS

- On August 21, 2026, the Company signed the Administrative Mining Contracts ("AMCs") for its Carangas Silver-Gold Project (the "Carangas Project") with the Autoridad Jurisdiccional Administrativa Minera (Administrative Mining Jurisdictional Authority, or "AJAM"). The AMCs, which cover the approximately 39 km2 of the Carangas Project, have a 30-year fixed term. The signed AMCs will now be submitted to the Plurinational Legislative Assembly of Bolivia for ratification and approval.

- On August 14, 2026, the Company filed an updated independent preliminary economic assessment technical report for its Carangas Project titled "Carangas Project NI 43-101 Technical Report and Preliminary Economic Assessment" (the "Updated Carangas PEA Technical Report"). The Updated Carangas PEA Technical Report is effective July 16, 2026 and was independently prepared by Ausenco Engineering Canada ULC. ("Ausenco") in accordance with National Instrument 43‐101 ‐ Standards of Disclosure for Mineral Projects ("NI 43‐101"). The Updated Carangas PEA Technical Report considers an increased throughput rate and the inclusion of the gold zone when compared to the previous preliminary economic assessment technical report dated September 5, 2024. See "Cautionary Note Regarding Results of Preliminary Economic Assessment". Highlights of the Updated Carangas PEA Technical Report are as follows:

- Post-tax net present value ("NPV") (5%) of $2.65 billion and internal rate of return ("IRR") of 35.9% at base case metal prices of: $45.00/ounce ("oz") silver ("Ag"), $3,400/oz gold ("Au"), $1.20/pound ("lb") zinc ("Zn"), and $0.90/lb lead ("Pb");

- 19-year life of mine ("LOM"), excluding two-years of pre-production, producing approximately 195 million oz ("Moz") of payable Ag, 1.1 Moz of payable Au, 1,453 million pounds ("Mlbs") of payable Zn and 941 Mlbs of payable Pb, or 339.0 Moz silver equivalent ("AgEq"); and

- Initial capital costs of $644.5 million and a post-tax payback of 2.4 years.

- On February 23, 2026, the Company signed a Framework Agreement for Cooperation and Coordination (the "Agreement") with the Carangas community ("TIOC Carangas") in respect to the Carangas Project. The Agreement establishes a general framework of understanding and commitment between the Company and TIOC Carangas that reflects the shared intention to develop the Carangas Project based on transparency, fairness, mutual benefits, mutual respect, and long-term cooperation.

- On October 21, 2025, the Company closed a bought deal financing. A total of 11,385,000 common shares of the Company were sold under the bought deal financing at a price of CAD $3.55 (approximately $2.53) per common share for total gross proceeds of approximately CAD $40.4 million (approximately $28.8 million). Raymond James Ltd. acted as sole bookrunner, and the Offering was co-led by Raymond James Ltd. and BMO Nesbitt Burns Inc. on behalf of a syndicate of underwriters.

- On October 23, 2025, the Company appointed Mr. Jalen Yuan as Chief Executive Officer ("CEO") and Mr. Chester Xie as Chief Financial Officer ("CFO"). Mr. Yuan has also been appointed to the Company's board of directors. This announcement follows the appointments of Mr. Yuan and Mr. Xie as Interim CEO and Interim CFO, respectively, in April 2025.

FINANCIAL RESULTS

Net loss attributable to equity holders of the Company for the three months and year ended June 30, 2026 was $0.99 million or $0.01 per share and $4.19 million or $0.02 per share, respectively (the three months and year ended June 30, 2025 – net loss of $0.89 million or $0.01 per share and $3.76 million or $0.02 per share, respectively). The Company's financial results were mainly impacted by the following items:

- Working Capital: As of June 30, 2026, the Company had working capital of $37.76 million.

- Operating expenses for the three months and year ended June 30, 2026 were $1.59 million and $5.95 million, respectively (the three months and year ended June 30, 2025 - $1.42 million and $5.98 million, respectively).

- Income from investments for the three months and year ended June 30, 2026 were $0.30 million and $1.01 million, respectively (the three months and year ended June 30, 2025 – $0.13 million and $0.79 million).

- Loss on disposal of plant and equipment for the three months and year ended June 30, 2026 were $nil and $0.02 million (the three months and year ended June 30, 2025 – $nil and $nil, respectively).

- Foreign exchange gain for the three months and year ended June 30, 2026 was $0.30 million and $0.77 million, respectively (the three months and year ended June 30, 2025 – $0.39 million and $1.41 million, respectively).

PROJECT EXPENDITURE

The following schedule summarized the expenditure incurred by category for each of the Company's projects for relevant periods:

SILVER SAND PROJECT

For the three months and year ended June 30, 2026, total expenditures of $0.80 million and $2.71 million, respectively (three months and year ended June 30, 2025 - $0.32 million and $1.55 million, respectively) were capitalized under the project.

CARANGAS PROJECT

For the three months and year ended June 30, 2026, total expenditures of $0.75 million and $1.71 million, respectively (the three months and year ended June 30, 2025 - $0.32 million and $1.47 million, respectively) were capitalized under the project.

SILVERSTRIKE PROJECT

For the three months and year ended June 30, 2026, total expenditures of $0.02 million and $0.08 million, respectively (the three months and year ended June 30, 2025 - $0.02 million and $0.06 million, respectively) were capitalized under the project.

MANAGEMENT DISCUSSION AND ANALYSIS

This news release should be read in conjunction with the Company's management discussion and analysis (the "MD&A") and the audited consolidated financial statements and notes thereto for the corresponding period, which have been filed with the Canadian Securities Administrators and are available under the Company's profile on SEDAR+ at www.sedarplus.ca, on EDGAR at www.sec.gov and on the Company's website at www.newpacificmetals.com.

ABOUT NEW PACIFIC

New Pacific is a Canadian exploration and development company advancing two permitting stage precious metals projects in Bolivia. Its Silver Sand project in Potosí has the potential to become one of the world's largest silver mines. The Carangas Silver–Gold Project in Oruro strengthens the Company's portfolio through scale, robust economics, and regional exploration potential. With over a decade of operating experience in Bolivia, New Pacific has earned the confidence of its stakeholders and shareholders. The Company is headquartered in Vancouver, British Columbia, and its shares trade on the Canadian Securities Exchange under the symbol "NUAG" and on the New York Stock Exchange under the symbol "NEWP".

For further information, please contact:

Peter Lekich, VP Investor Relations

New Pacific Metals Corp. Phone: (604) 633-1368 Ext. 223

1750 – 1066 Hastings Street, Vancouver, BC V6E 3X1, Canada

U.S. & Canada toll-free: 1 (877) 631-0593

E-mail: invest@newpacificmetals.com

For additional information and to receive the Company news by e-mail, please register using New Pacific's website at www.newpacificmetals.com.

CAUTIONARY NOTE REGARDING RESULTS OF PRELIMINARY ECONOMIC ASSESSMENT

The results of the Updated Carangas PEA Technical Report are preliminary in nature and are intended to provide an initial assessment of the Carangas Project's economic potential and development options. The Updated Carangas PEA Technical Report mine schedule and economic assessment includes numerous assumptions and is based on both Indicated and Inferred Mineral Resources. Inferred resources are considered too speculative geologically to have the economic considerations applied to them that would enable them to be categorized as Mineral Reserves, and there is no certainty that the preliminary economic assessments described herein will be achieved or that the Updated Carangas PEA Technical Report results will be realized. The estimate of Mineral Resources may be materially affected by geology, environmental, permitting, legal, title, socio-political, marketing or other relevant issues. Bolivia has recently experienced significant social unrest, including protests and blockades that led to a government-declared state of emergency. The Company's projects have also previously been affected by illegal artisanal and small-scale mining activity, which resulted in disruption to operations. Such political and social instability could adversely affect the assumptions underlying the Updated Carangas PEA Technical Report, including anticipated permitting timelines, construction schedules, and operating costs. Mineral resources are not Mineral Reserves and do not have demonstrated economic viability. Additional exploration will be required to potentially upgrade the classification of the Inferred Mineral Resources to be considered in future advanced studies. The pit design for the deeper gold zone requires mining of waste (waste stripping) on Mining Concessions in the southern portion of the planned open pit that do not belong to the Company. These concessions include approximately 1.85% of the mineral resources that have been included in the economic analysis for the Updated Carangas PEA Technical Report. These Concessions are held by the state of Bolivia and are not currently available for tenure. Although the Company is actively working with the Bolivian government to obtain them, there is no certainty that such concessions will be obtained or that a mining agreement will be entered into on acceptable terms.

'Project Healthy Minds Workforce Lab' brings together leading companies to create a standardized measurement framework and build the business case for workforce mental health

NEW YORK, Sept. 3, 2026 /PRNewswire/ -- Project Healthy Minds, the leading mental health tech nonprofit dedicated to expanding access to mental health services across the United States, today announced the formation of the Project Healthy Minds Workforce Lab, a groundbreaking coalition bringing together blue-chip companies, leading scholars and top thought leaders to expand the evidence base of "what works" for workforce mental health. A first-of-its-kind research hub for employers, the Lab will generate new evidence at the intersection of business, economics, and public health — helping companies build stronger, more resilient workforces and healthier organizations.

Founding members of the Project Healthy Minds Workforce Lab are Acast, Apollo Global Management, AXIS Capital, KPMG, L'Oréal USA, ServiceNow, TD SYNNEX, Teneo and Universal Music Group. The Lab is co-chaired by Jacqui Canney, Chief People and AI Enablement Officer of ServiceNow, and Stephanie Kramer, Chief Human Resources Officer of L'Oréal North America. Ryan W. Buell, CD Spangler Professor of Business Administration at Harvard Business School serves as an academic collaborator with the Coalition, helping to shape a research agenda designed to engage scholars and employers in generating rigorous evidence on what works in workforce mental health.

For decades, workforce mental health has been treated as a benefits-and-wellness conversation. Meanwhile, the World Health Organization estimates 12 billion working days are lost annually to depression and anxiety alone, costing roughly $1 trillion in lost productivity globally; and in 2024, diminished employee productivity drained an additional $438 billion worldwide, according to Gallup. Yet no standardized framework exists to measure what interventions are actually working.

The Lab reframes mental health as an operational and financial performance question — building a blueprint for how companies can support, measure, and ultimately improve mental health in the workplace, with a focus on the sustained productivity of a retained, engaged, healthy workforce in a dynamic business context. Across Project Healthy Minds' owned thought leadership and flagship business and cultural convenings, Lab Member executives will foster dialogue on the current state and future of employee wellbeing.

"For too long, the conversation about workforce mental health has lived in the wellness aisle. The Project Healthy Minds Workforce Lab founding members are saying something different — that mental health is a performance issue, a retention issue, and an issue leadership must key in on. We're proud to be working with a group of outstanding companies, alongside researchers from Harvard Business School, to build the evidence that proves it, and a playbook every employer can use," said Phillip Schermer, Founder & CEO of Project Healthy Minds.

"At ServiceNow, we believe the companies that outperform and outlast will be the ones that prioritize their people. Wellbeing is the foundation that sustains the judgment, creativity, and resilience organizations depend on, especially amid rapid transformation. The Project Healthy Minds Workforce Lab brings together leading CHROs and researchers at Harvard Business School to measure what actually works. We're proud to be part of this effort," said Canney.

"Prioritizing mental health is a fundamental leadership responsibility and essential for sustainable performance. At L'Oréal, we believe that a company is not walls and machines, it's people, people, people," said Kramer, "Through partnerships like the Project Healthy Minds Workforce Lab, we are proud to elevate this dialogue, learn from data-driven research with Harvard Business School experts, and share best practices that create a ripple of positive change far beyond our own walls."

"The most substantive progress happens when leading organizations are willing to study themselves — and each other — with intellectual honesty, " said Buell. "That's what this coalition strives to do. It has an opportunity to generate an evidence base that will allow more employers to move from good intentions to proven practice."

The Project Healthy Minds Workforce Lab is designed as a long-term, year-over-year research endeavor, with continuous publications and ongoing findings released as the work progresses. Each member company will receive a private readout including peer benchmarking, custom recommendations, an ROI analysis, and an action plan — alongside the aggregated findings shared with the field.

Member company employees will also benefit directly through turnkey engagement campaigns, employee volunteering opportunities, and access to Project Healthy Minds' annual World Mental Health Day Festival in New York City.

The Lab will anchor its programming around two flagship moments each year: World Mental Health Day on October 10 with Project Healthy Minds' signature Festival in New York City and Mental Health Awareness Month in May.

ABOUT PROJECT HEALTHY MINDS:

Project Healthy Minds is a Millennial & Gen Z-driven mental health tech nonprofit dedicated to expanding access to mental health services across the United States for every community. Project Healthy Minds focuses on three programmatic areas: (1) destigmatizing mental health by mobilizing culture-makers; (2) expanding access to mental health services through the world's first free digital mental health marketplace; and (3) advocating for innovative workplace investments in employee mental health. Project Healthy Minds' programmatic initiatives have served more than 500,000 people. For more information, visit www.projecthealthyminds.com.

PRESS CONTACT:

FerenComm on behalf of Project Healthy Minds

TeamPHM@ferencomm.com 

SOURCE Project Healthy Minds

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Store systems, cloud platforms, IoT devices, vendor connections, and customer applications now operate as a connected ecosystem, while security accountability remains divided across technology domains and teams. Info-Tech Research Group's Build Cyber Resilience in Connected Retail blueprint helps CIOs and security leaders set clear decision boundaries, align ownership, and prioritize threats according to operational and business impact.

ARLINGTON, Va., Sept. 3, 2026 /PRNewswire/ -- Retail technology environments are becoming more interconnected while the decisions that protect them remain fragmented. Legacy point-of-sale (POS) systems, IoT devices, cloud platforms, e-commerce applications, and third-party services are often owned and managed by different teams, leaving no single function with full visibility or end-to-end authority over cyber risk.

To help retail leaders address these gaps, Info-Tech Research Group, a global research and advisory firm, has published its Build Cyber Resilience in Connected Retail blueprint. The resource provides a three-phase methodology and supporting threat and risk assessment tool to help organizations identify assets, map threats and vulnerabilities, evaluate potential business impact, and establish clear priorities for action.

"Retail leaders understand the cyber risks in their environment. The breakdown happens when no one can make, enforce, and explain decisions across stores, platforms, and vendors," says Donnafay MacDonald, research director at Info-Tech Research Group. "Cyber resilience is strengthened when organizations are able to clearly define decision-making responsibilities and assign accountable owners."

Why Connected Retail Security Decisions Break Down

According to Info-Tech's research, connected retail environments introduce structural constraints that prevent organizations from making consistent and defensible security decisions. The blueprint identifies three central challenges:

- Fragmented systems limit decision authority: Legacy POS systems, IoT devices, cloud platforms, and customer-facing applications were often deployed by different teams at different times. No single owner has sufficient visibility or control to make and enforce decisions across the entire environment.

- Compliance complexity makes consistency harder: Retailers must account for overlapping requirements governing payment information, personal data, and customer privacy. Applying these requirements across shared systems, markets, and channels can create conflicting expectations and inconsistent controls.

- Attack speed outpaces traditional governance: Identity compromise, third-party access, and lateral movement can spread quickly through connected environments. Traditional escalation processes often move too slowly, increasing reliance on reactive and ad hoc decisions.

The firm advises retail CIOs and security leaders to build an operating model around five connected decision domains: visibility, control boundaries, decision ownership, risk prioritization, and response coordination. Together, these domains help organizations determine where exposure exists, how far a compromise could spread, who has authority to act, which threats matter most, and how teams and partners should respond.

Info-Tech's Three-Phase Framework for Building Cyber Resilience in Connected Retail

The Build Cyber Resilience in Connected Retail blueprint moves organizations from defining their assessment criteria to producing a prioritized risk register ready for treatment decisions. The three phases include:

Phase 1: Define What Risk Matters in the Organization's Environment. Establish data classifications, risk tolerance, and severity scales before identifying and documenting the assets under assessment. Assets are organized across four categories: software, hardware, networks, and physical sites.

Phase 2: Determine Where Exposure Exists. Identify vulnerabilities within each system component, evaluate applicable threats, and develop concise risk scenarios that connect technical weaknesses to credible operational and business consequences. Generative AI can assist with scenario development when its outputs are reviewed and validated by subject matter experts.

Phase 3: Decide Which Security Risks Justify Action. Assess existing controls, estimate the likelihood and impact of each scenario, and compare severity scores against the organization's risk tolerance. Leaders can then prioritize treatment decisions, assign owners, and establish timelines for the most significant exposures.

"Just because two systems are in the same store doesn't mean they're equally important. A problem with the payment system could stop sales, while a problem with a digital sign might just be an inconvenience. Risk assessments help businesses separate the critical issues from the minor ones, so they can prioritize what really needs attention," explains MacDonald. "That discipline helps teams address the right risks instead of allowing the loudest or most visible issue to dictate priorities."

The Build Cyber Resilience in Connected Retail blueprint includes the Retail Security Threat and Risk Assessment Tool, which gives security and IT leaders a structured view of threats across stores, platforms, IoT devices, and customer data. The tool maps exposures to affected systems and owners, evaluates likelihood and impact, and produces a prioritized risk register to guide investment, segmentation, and response decisions.

By applying Info-Tech's approach, retail organizations can strengthen accountability across IT, store operations, and vendors, contain the potential spread of an incident, and direct security resources toward the exposures most likely to disrupt the business or damage customer trust.

For exclusive and timely commentary from Info-Tech's experts, including Donnafay MacDonald, and access to the complete Build Cyber Resilience in Connected Retail blueprint, please contact pr@infotech.com.

About Info-Tech Research Group

Info-Tech Research Group is the "get things done" partner for over 30,000 IT, HR, and marketing leaders worldwide. The fastest growing research and advisory firm, Info-Tech enables leaders to make well-informed decisions and transform their organizations through AI, strategic foresight, step-by-step methodologies, practical tools, industry-leading advisory, and training programs. For nearly 30 years, tens of thousands of private and public organizations have trusted Info-Tech to lead their most important initiatives through periods of change and deliver outcomes that truly matter.

To learn more about Info-Tech's HR research and advisory services, visit McLean & Company, and for data-driven software buying insights and vendor evaluations, visit the firm's SoftwareReviews platform.

Media professionals can register for unrestricted access to research across IT, HR, and software, and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact pr@infotech.com.

For information about Info-Tech Research Group or to access the latest research, visit infotech.com and connect via LinkedIn and X.

SOURCE Info-Tech Research Group

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Renforce les liens commerciaux entre le Moyen-Orient et l'Afrique

DUBAÏ, Émirats arabes unis, 3 septembre 2026 /PRNewswire/ -- XTransfer, leader mondial des plateformes de paiement transfrontalières B2B, est heureux d'annoncer avoir obtenu un accord de principe de la Banque centrale des Émirats arabes unis (CBUAE) pour l'octroi d'une licence de services de paiement de détail, marquant ainsi une nouvelle étape importante dans l'expansion réglementaire mondiale de l'entreprise et le renforcement de sa présence au Moyen-Orient.

Une fois les conditions préalables à la délivrance remplies, cette licence permettra à XTransfer d'accompagner les clients des Émirats arabes unis hors zones franches et de poursuivre l'expansion de ses services de paiement B2B réglementés dans le pays. Grâce à cette licence, XTransfer entend épauler les entreprises actives dans le commerce international en leur proposant des solutions de paiement conformes, sécurisées et efficaces, spécialement adaptées aux transactions transfrontalières.

Les Émirats arabes unis constituent un marché clé dans la stratégie de XTransfer pour le Moyen-Orient et l'Afrique. En tant que pôle régional majeur du commerce et de la réexportation, les Émirats arabes unis jouent un rôle important dans la mise en relation du commerce chinois avec l'Afrique et, plus largement, avec les marchés émergents. La présence de XTransfer aux Émirats arabes unis renforcera encore davantage sa capacité à soutenir les flux commerciaux entre la Chine, le Moyen-Orient et l'Afrique, en offrant aux entreprises des services de paiement transfrontaliers plus accessibles et plus fiables.

« L'obtention d'une autorisation conditionnelle de la Banque centrale des Émirats arabes unis marque une étape décisive dans l'expansion réglementaire mondiale de XTransfer », a déclaré Bill Deng, fondateur et PDG de XTransfer. « Les Émirats arabes unis comptent parmi les principales plaques tournantes commerciales mondiales et constituent une passerelle essentielle entre l'Asie, le Moyen-Orient et l'Afrique. Cette homologation renforce notre confiance dans le marché des Émirats arabes unis et dans son potentiel de croissance à long terme dans toute la région. »

Après l'obtention de licences dans les principaux pôles commerciaux d'Asie et d'Europe, la licence obtenue aux Émirats arabes unis marque un nouveau jalon important dans le parcours réglementaire international de XTransfer et témoigne de la présence croissante de l'entreprise au Moyen-Orient. XTransfer continuera d'investir dans les marchés réglementés et de renforcer son infrastructure de paiement afin d'accompagner les PME et les entreprises commerciales exerçant des activités transfrontalières.

- Fin -

À propos de XTransfer

XTransfer est la plus grande plateforme mondiale de paiements transfrontaliers B2B, avec un volume total de transactions (TPV) supérieur à 60 milliards de dollars américains, selon CIC. Fondée en 2017 comme l'une des premières plateformes de paiement au monde dédiées au commerce transfrontalier B2B, nous comptons la plus grande base de clients au monde, avec plus d'un million de PME enregistrées.

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