Category: Business

In a world where artificial intelligence (AI) promises to reshape nearly every aspect of human life, one question looms larger than any technological milestone: What will give our lives meaning when machines do almost everything we do?

For James Liang, the answer lies not in resisting change but in reimagining humanity’s fundamental purpose. In Innovationism: A New Philosophy for the Age of AI, released earlier this year, he argues that creating new knowledge and ideas must become humanity’s central goal.

The Innovation Imperative

“Life needs a purpose,” Liang says plainly. “And innovation is the answer.”

It is a deceptively simple statement from a man whose career bridges Silicon Valley entrepreneurship and rigorous academic research. Beneath that simplicity lies a comprehensive philosophy that challenges conventional thinking about work, population and what living a fulfilling life means in an era of rapid technological change.

“Many experts, Elon Musk among them, believe a significant number of jobs will disappear within 10 years. And almost all jobs could eventually vanish,” Liang notes. “What does humanity do then?”

Such a question would have seemed absurd just a generation ago. Throughout most of human history, survival itself provided sufficient purpose. But as AI and robotics advance, the elimination of traditional work is no longer a distant scenario but a looming reality demanding a reconsideration of the foundations of human value.

Innovation as Compass

Liang’s response, detailed in Innovationism, is as philosophical as it is practical. He argues that innovation—the creation of new ideas, products, experiences and knowledge—should become the central organizing principle of both individual lives and society.

“Historically, R&D or creative work involved less than 1% of the workforce,” Liang explains. “But this has changed rapidly in recent years. Innovation is the source of wealth today. The wealthiest companies, nations and individuals derive their advantage from innovation.”

Liang’s observations, backed by years of research and publications in journals such as Nature and the Journal of Political Economy, underscore that innovation’s importance goes beyond economics—it shapes how we find meaning in work and technological progress. That search for meaning is reflected in the way individuals organize their lives over time.

Lifestyle Shifts in the Age of AI

Liang notes that many young adults start by chasing life’s simple pleasures—travel, new experiences and meaningful moments. “If you look at young people today, their lifestyle changes follow a clear pattern,” he notes. “At the most basic level, people seek experiences. When they imagine a good life, they picture one filled with rich, diverse experiences.”

That mindset helps explain the global travel boom, an industry Liang knows intimately through his leadership at Trip.com Group.

Yet a life organized primarily around consumption, even of experiences, has its limits. “After you’ve experienced many things, you may enter a creative phase, where you want to build something of your own—a business, art or an activity—and share that experience with others,” he says.

At this juncture, something interesting happens. Creation starts pulling focus away from self-expression and toward shared impact, raising a larger question of purpose. For some, that impulse deepens into a drive to contribute something greater—work that expands human knowledge, capability and potential.

This is where the core challenge of Innovationism emerges. In a world where making things is no longer the hard part, innovation isn’t just about novelty; it’s about judgment—choosing what’s worth making based on what genuinely enhances human happiness and fulfillment.

And according to Liang, only humans can make that call.

Population as Strategy

If innovation is humanity’s central purpose, population is its foundation. This connection anchors Liang’s demographic research and activism.

Liang sees innovation not as a sudden, mysterious spark but as a function of scale, skill and connections. A nation’s capacity to innovate depends on three factors: how many people it has, how capable they are and how freely knowledge flows within and across its borders—a process in which institutions and networks play a crucial role, keeping ideas moving both at home and internationally and shaping how effectively a nation can innovate.

The logic is unforgiving: weaken any one factor, and innovation falters. A large population without education or openness produces little progress. Small nations can thrive if they invest in capability and foster exchange. Population, in this context, becomes a strategic resource—the foundation on which talent, collaboration and connectivity build breakthrough ideas.

“At the national level, innovation determines competitive advantage,” Liang adds. “The rivalry between the U.S. and China ultimately comes down to innovation capacity, and a key driver of that capacity is population—the size of the talent pool able to contribute to innovation.”

Recent data paints a worrying picture. Official Chinese government statistics show only 7.9 million births last year, half the number from eight years ago and well below historical peaks. China is hardly an outlier. Fertility rates are plummeting across most developed nations.

“We’re in a demographic collapse and it isn’t accidental,” Liang states bluntly. “Before AI, fertility was already declining as societies urbanized and individuals—especially women—gained greater control over education, careers and reproductive choices. AI is simply speeding up that process.”

Cheap Dopamine and Delayed Careers

This acceleration is already visible in the early stages of working life. Entry-level jobs are disappearing as machines absorb the routine tasks that once allowed young workers to earn while learning.

As the skills threshold for stable employment rises, training periods consequently lengthen and the burden of becoming job-ready shifts from firms to individuals. The result is more years spent studying, credentialing and preparing—precisely during prime childbearing years. In this sense, AI raises the cost and extends the period of building a career.

Technology compounds the challenge in other ways. Digital pastimes deliver what Liang calls “cheap dopamine,” through addictive short-form videos and virtual relationships, which often compete with real social interaction and family life. At the same time, the cost of raising children has risen sharply. “Education takes longer, competition is more intense and parents bear increasing costs and pressure,” he adds.

These forces shape population trends, but numbers alone do not determine a society’s innovative capacity. How societal structures and incentives support—or fail to support—those capable of innovating ultimately determines whether potential translates into progress.

The Limits of Supply and Demand

The problem, Liang is careful to clarify, is not one of resources—it’s one of coordination.

“This is not a scarcity problem. It’s an alignment issue. Misalignment across time, generations and geography,” he explains. “Markets alone cannot correct this. Governments must intervene.”

The problem is simple: parents pay the costs now while society reaps the benefits later. Individual decisions to postpone or forgo children can make perfect sense in isolation but produce collective outcomes that threaten society’s future.

“What is misaligned,” Liang argues, “is not desire but values; we celebrate the benefits of future generations while asking individual families to absorb the costs alone.”

Policy Experiments

This insight has driven Liang from analysis into action. He recently launched the HK$500 million (US$64 million) Genovation Foundation to address low fertility through research and advocacy. At Trip.com Group, Liang has implemented pioneering policies including baby bonuses, flexible work-from-home arrangements, additional holidays and assisted reproduction benefits.

And while many leaders are calling employees back to the office, Liang doubled down on remote work. He ran randomized experiments within his company, tracking productivity and outcomes, and found that working from home didn’t just maintain performance. In some cases, it improved it.

“Not every measure will suit every company, but flexibility, especially remote work, is something many can adopt,” he explains, underscoring a commitment to policies that support both work and family life.

Beyond the role of governments and corporations, Liang insists that individuals must also take a long-term view of their own lives and decisions, especially when it comes to family. “The costs of having children are immediate and obvious while the benefits are long-term and easily dismissed, especially if you grew up as an only child,” he acknowledges. But as life expectancy rises, the enduring significance of family comes into sharper focus. “Children create extended circles of connection, shared memories and purpose that can linger across decades,” he says.

Innovation as Life’s New Frontier

For Liang, innovation is more than a driver of progress—it is a guiding purpose for human life, giving meaning to work, creation and personal contribution in ways previously unimaginable. Throughout most of human history, the world changed slowly enough that one generation’s experience mirrored the last.

“Before the Industrial Revolution, philosophers didn’t see meaningful change within their lifetimes. Innovation simply wasn’t part of philosophy or considered a life purpose. The term ‘innovationism’ would have been meaningless,” he explains.

That has changed dramatically. The number of PhD students in China has been skyrocketing, now standing at roughly twice that of the U.S., Liang says, and the number is still growing. “About 2% to 3% of the cohort population in China will be PhD students in the near future,” Liang adds.

That figure covers only PhDs. When master’s graduates and other research roles are included, a remarkably large portion of the workforce is already involved in innovation.

The Human Hand in an AI World

Underlying Liang’s philosophy is a more fundamental concern: who will control the future—humans or AI? The answer determines not just our economic trajectory but whether humanity retains agency over its own destiny.

“Geoffrey Hinton recently said humans may be destined to lose control to AI, and that the best we can hope for is that AI treats us like children,” Liang points out. “It’s a chilling idea. We can’t know if AI will be a benevolent parent or not.”

Rather than accept this fate, Liang proposes a different path: “We need more humans capable of understanding and steering innovation.”

Innovation cannot be reduced to computation alone. Questions of what is worth building—what is good, beautiful, ethical or ultimately fulfilling—require human judgment, not algorithmic optimization.

A Compass for Uncertain Times

Liang’s Innovationism arrives at a critical crossroads. As AI capabilities accelerate and demographic trends threaten long-term growth, Liang offers a framework linking individual meaning with civilizational survival.

The stakes go far beyond markets or GDP. Innovation shapes the way we live, the choices we make and the future we leave behind. In an age when work can no longer provide the purpose it once did, his message is simple and direct: innovation is not simply an economic imperative. It’s a source of meaning for individuals and for humanity.

The challenge for leaders, he argues, is connecting the dots and seeing the full picture. AI strategy, talent development, work models and demographic trends are too often viewed and addressed in silos. “The companies and nations that will thrive are those that develop integrated strategies that nurture a larger, more capable population within innovation-friendly ecosystems,” Liang says.

Seeing the full picture is merely the first step; acting on it is far harder, because the investments required now yield rewards only in the distant future. But surrendering purpose and control to machines isn’t an alternative—it’s no future at all.

For leaders navigating uncertainty, for individuals questioning their purpose and for societies confronting demographic decline, Innovationism provides both a diagnosis and a prescription even as it challenges readers to reframe their understanding of progress. Whether Liang’s philosophy becomes a guiding framework for the AI age remains to be seen. But the questions he raises about meaning, population and human purpose are ones we can no longer afford to ignore.

 

 

Japan has long attracted admiration from global investors for its political stability and rule of law, while deep domestic capital markets provide a reassuring foundation. Yet the real obstacle has historically been execution on the ground—coordinating stakeholders, navigating local regulations and meeting international governance standards. 

The new era of real estate investments—as planned and executed by Post Lintel Investment Management (PLIM)—is designed to resolve that friction. Each development is selected not only for location quality, but for its ability to become an institutional-grade asset: resilient cash flow, scarcity value and long-term appreciation potential. Beyond development oversight, PLIM operates as a fiduciary investment platform, structuring transactions, coordinating lenders and managing lifecycle performance on behalf of overseas capital.

“Our responsibility is fiduciary,” says Joey Yang, who heads the investment management arm. “We are structuring and managing these projects as long-term capital stewards, not short-term developers.”

“In many cases the challenge is not the asset itself, but the complexity around it,” says Akane Konomi, Managing Director and Head of Sales of Post Lintel Investment Management. “Our role begins at the sourcing stage—identifying opportunities, understanding the seller’s situation, and then structuring the transaction so the right international investor can participate with confidence.”

The firm’s portfolio includes three diverse projects that all share a common promise: prime location, professional oversight and the elimination of operational headaches that can deter overseas investors.

A Core Urban Trophy Asset
The first project centers on a premier site in Asakusa, one of Tokyo’s most established metropolitan districts. Land of this caliber is intrinsically scarce. Transactions are infrequent, and ownership is typically concentrated among long-term domestic institutions. That scarcity alone underpins long-term value stability.

Such a core urban asset in Japan offers a rare equilibrium: strong tenant demand, global corporate presence and infrastructure density that sustains occupancy even during cyclical downturns. PLIM’s development strategy focuses on elevating the site into a modern, mixed-use property aligned with evolving tenant expectations and lifestyle patterns.

“What matters most is curating an asset that will remain relevant 10 or 20 years from now,” Yang explains. “Design, tenant mix and operational planning are being calibrated to global institutional standards, not just local benchmarks.”

“Many properties in Japan have extraordinary locations but have yet to be optimized for today’s market,” Konomi says. “By analyzing operational performance, design and changing usage patterns, we can reposition an asset so that both revenue potential and long-term value are significantly enhanced.”

She adds: “Prime location alone is not sufficient. The asset must function seamlessly for tenants and investors alike. Our role is to anticipate operational demands—maintenance regimes, tenant services and lifecycle upgrades—so the property continues to perform as a flagship holding over decades.”

The result is positioned as a true trophy asset, boasting a prestigious address, institutional resilience and long-term capital preservation potential for family offices and institutions building core allocations in Asia.

A Strategic Regional Gateway
While Tokyo often dominates investor attention, Japan’s regional hubs are increasingly compelling. They combine strong transportation connectivity, diversified economic bases and sustained policy support for development, with demand drivers that remain structurally robust rather than purely cyclical.

PLIM’s second project focuses on Hakuba, internationally recognized as one of Japan’s premier alpine destinations. What was once viewed primarily as a domestic ski area has evolved into a globally known resort market attracting sustained inbound demand. Prime land in such resort zones is finite, and development is constrained by geography and regulation—factors that reinforce long-term scarcity value.

“Hakuba has evolved into an international alpine destination with structural global demand,” Yang says. “For investors with a long-term perspective, that creates a compelling case for disciplined capital deployment.”

“Each region in Japan has its own dynamics,” Konomi explains. “Successful investment requires understanding local demand, infrastructure and community relationships. When those factors are aligned with the right investor strategy, regional assets can deliver remarkably stable performance.”

For investors, this project offers diversification within Japan itself—a gateway to a globally recognized leisure market backed by disciplined asset management and governance structures aligned with international expectations.

A Culturally Anchored Destination Asset
The third project takes a different angle, leveraging Japan’s enduring cultural and tourism appeal. Positioned in Kyoto, PLIM has conceived a destination-oriented asset that blends modern functionality with sensitivity to local character.

Tourism-related assets in Japan occupy a distinctive position. The country’s reputation for safety, hospitality and cultural depth supports consistent visitor flows, while domestic travel demand provides an additional stabilizing layer. When carefully designed and professionally managed, such properties can achieve both high occupancy and premium pricing power.

“Japan’s cultural destinations have an enduring global appeal,” Yang says. “The opportunity is to create assets that respect that character while operating at the highest commercial and operational standards.”

“Destination assets must deliver an experience, not just a building,” says Konomi. “Operational excellence, tenant curation and design continuity all contribute to creating a property that becomes synonymous with its location. That is what drives sustained value and investor confidence.”

For family offices especially, such assets offer more than financial returns—ownership carries symbolic prestige and a tangible connection to Japan’s cultural narrative, serving both portfolio diversification and legacy-building objectives.

Why Japan, Why Now
Japan’s macro fundamentals remain compelling, with currency dynamics and valuation differentials further enhancing entry appeal for long-term foreign investors. Meanwhile, structural shifts in work patterns and tourism flows are reshaping how different property types generate value.

Across all three projects, PLIM’s central proposition remains consistent: complexity handled, value delivered. Japan’s regulatory and stakeholder landscape is transparent but intricate, and land rights structures, zoning coordination, lender conservatism and multi-party approvals can become significant barriers without experienced local execution.

“Japan’s banking environment rewards preparation and credibility,” Konomi says. “When structures are properly aligned, lenders respond with remarkable consistency. Many international investors remain interested in Japan but assume the market is difficult to navigate. Language barriers, unfamiliar regulations and limited access to local information can create hesitation. Our role is to bridge that gap so global investors can participate with the same clarity they expect in other major markets.”

“Our mandate is to remove uncertainty,” Yang explains. “Investors should be able to allocate capital with confidence, knowing governance, compliance and delivery are managed to international standards.”

For many overseas investors, the question is no longer whether to allocate to Japan, but how to do so in a way that is repeatable and scalable. PLIM’s approach is designed with that horizon in mind. Rather than treating each transaction as isolated, the firm structures investments with portfolio continuity—standardized reporting, lender relationships, governance frameworks and asset management processes that allow capital to be deployed consistently over time.

“Japan should not be approached opportunistically,” Yang says. “It rewards long-term discipline. Our objective is to build a platform where investors can allocate not just once, but repeatedly, with clarity, transparency and operational confidence.”

In an environment where certainty and quality are both scarce, that combination transforms Japan from an admired market into an actionable investment decision—one grounded not in speculation, but in disciplined execution and enduring value.

Listed on the New York Stock Exchange and operating in nearly 50 markets, the company blends clinically backed innovation with a people-powered business model—one that has enabled thousands to share Nu Skin’s products with their customers to build scalable, values-driven enterprises across borders through social commerce.

At the apex of this ecosystem is the Nu Skin Circle of Excellence (COE), the company’s highest lifetime-earnings distinction. This year, Nu Skin recognizes its top 200 earners across Southeast Asia and the Pacific—leaders whose success reflects not just income, but impact on the world by helping more people live better and healthier.

Among them are Angela Liew and Rayne Ho, who joined Nu Skin in 2000 after building successful businesses. Rayne was in financial planning, while Angela was in traditional business. What drew them was not only opportunity, but Nu Skin’s “Force for Good” culture—a commitment to empowering people, uplifting communities and creating positive social impact alongside commercial success. Over the years, they have achieved Circle of Excellence IV*, helped elevate the industry’s credibility and empowered thousands to pursue entrepreneurship with purpose and integrity.

For John Iamranond and Noon Sattabanasuk, the journey began in 1997 with a decision to step away from their predictable corporate careers. What they found instead was a truly global business platform—one that connects entrepreneurs across nearly 50 markets through a digitally enabled social commerce model. Leveraging this global reach, they built a scalable, borderless enterprise that delivers both financial upside and time flexibility. The result: Circle of Excellence IV* and one of the fastest-growing international entrepreneurial networks in recent years.

Together, these top achievers illustrate Nu Skin’s long-term ambition: to lead the world in intelligent beauty, wellness and lifestyle entrepreneurship—and to show that modern wealth creation can be global, purpose-driven and powered by people.

 

*Circle of Excellence (COE) titles signify major leadership achievements for Nu Skin Brand Affiliates, ranging from COE I through COE IV. COE recognizes Affiliates who have earned over US$1 million in lifetime sales compensation, a distinction achieved by fewer than 0.01% of Affiliates worldwide. COE IV is reserved for those who have earned over US$20 million in lifetime sales compensation. Sales compensation is not guaranteed and reflects exceptional commitment, skill, and long-term effort.

As Asia’s travel industry roars back to life, Trip.com Group is doing more than simply riding the recovery wave—it’s reshaping the region’s travel landscape. Under the strategic leadership of CEO Jane Sun, the company has leveraged innovation, technology and partnerships to not only surpass pre-pandemic performance but also redefine how travelers in Asia plan, book and experience their journeys.

Reclaiming Asia’s Travel Boom

The post-pandemic resurgence of travel in Asia-Pacific (APAC) has been swift and uneven, but the group has navigated that complexity with precision.

In the third quarter of 2025, the group reported net revenue of 18.3 billion yuan (US$2.6 billion), representing a 16% year-on-year increase. The group’s international online travel agency (OTA) platform, Trip.com, saw overall reservations jump by around 60% year-on-year during the quarter ended September 30.

“The resurgence of global travel signals a profound shift toward connection and discovery,” says Sun, who was named among Forbes Asia’s Power Businesswomen 2025. “At Trip.com, we are harnessing this momentum to expand access, enhance local experiences and deliver seamless, technology-driven journeys—strengthening our role as a trusted global platform connecting people, cultures and markets.”

As consumer preferences evolve, Trip.com’s regional strategy focuses on innovation, collaboration and trust—three pillars that continue to drive its growth.

Across APAC, Trip.com is turning the region’s strong rebound in travel into sustainable, inclusive progress. By localizing offerings, curating distinctive experiences and strengthening cross-border connectivity, Trip.com is deepening its relevance with travelers while empowering local partners. With Singapore as a strategic hub, Trip.com continues to broaden collaborations with airlines, tourism boards and hospitality stakeholders to capture Asia’s growing appetite for premium, experience-led journeys. This integrated approach—anchored in innovation, trust and shared prosperity—ensures that the region’s travel revival delivers lasting value for travelers, communities, destinations and partners alike.

Innovation as a Growth Engine

Innovation is not just a buzzword for Trip.com, whose international headquarters is in Singapore; it is central to its growth story.

“We have been investing in technology and innovation to enhance user experience while promoting our partners’ offerings to their targeted consumers, including high-spending tourists and eco-conscious travelers,” Sun explains.

One of the company’s standout initiatives is Trip.Planner, launched in August 2025. The platform functions as an AI-powered, one-stop travel concierge that integrates flights, trains, hotels, restaurants and attractions into a single, dynamic itinerary with real-time updates. By streamlining the travel planning process, it delivers a frictionless experience for users and creates new opportunities for partners.

Another key tool is TripGenie, the group’s AI travel assistant which continues to see rising engagement across markets. TripGenie provides personalized recommendations, tailored itineraries and instant responses to traveler queries.

“Our AI capabilities extend across the entire customer journey—from trip planning to post-travel support,” says Sun. “By leveraging technology, we can provide relevant suggestions, generate actionable itineraries and deliver smarter, faster responses that enhance every part of the traveler experience.”

The group’s commitment to innovation also extends to its ecosystem of partners. In May 2025, at the Envision Global Partner Conference in Shanghai, it launched a US$100 million Tourism Innovation Fund. The fund supports destinations, organizations and entrepreneurs seeking to reimagine the travel experience— accelerating digital transformation across the tourism value chain.

“Through innovation and investment in technology, we will continue to unlock new value for our partners and empower our users with seamless, personalized experiences,” Sun adds.

As technology advances, Sun says, Trip.com is just as focused on people as it is on innovation. The company is continually upskilling its teams to collaborate with new technologies while holding onto the qualities which machines can’t replicate—empathy, creativity and cultural understanding. “We view technology as a powerful enabler—one that complements and augments human capabilities, rather than replacing them. That balance—tech-enabled, human-centered—is what allows us to innovate at scale without losing the soul of travel,” she adds.

Highlighting Trip.com’s strong investment in human capital—including a 400% increase in its Southeast Asia workforce over the past five years—Sun says the company remains focused on building local expertise. “We’re consistently identifying and recruiting top talent from both the public and private sectors across key markets such as Singapore,” she adds. “We will continue to bring on board talent that understands our customers and can create new value for them and our partners.”

Harnessing Partnerships to Strengthen Regional Presence

As Trip.com deepens its roots across Asia, partnerships have become a cornerstone of its regional expansion.

In October 2025, Trip.com was among the travel companies participating in Singapore Airlines’ “Time to Fly” Travel Fair—a three-day event that brought together travel agents and banks to offer exclusive travel deals and promotions. The collaboration underscored Trip.com’s commitment to deepening its relationships with leading industry partners, while enhancing its visibility among Asia’s growing base of affluent, experience-driven travelers.

In recent years, Trip.com has pursued collaborations across Asia with tourism boards and leading lifestyle, entertainment and hospitality partners, among others. One such key collaboration is with Jewel Changi Airport, aimed at promoting travel to Singapore and reinforcing its status as a global gateway for premium experiences. A recent partnership with Live Nation Asia further extends this vision, integrating live entertainment with travel and offering fans across major Asian markets seamless access to concerts, flights, hotels and curated local itineraries on the Trip.com platform—strengthening its position as the go-to one-stop shop for integrated, enriching journeys.

Trip.com has also forged collaborations with leading players in the banking and financial industry. One key partner is DBS, which is the presenting card partner for Trip.com Singapore’s signature double-double mega campaigns such as the 11.11 campaign. Citibank, DBS, HSBC and Standard Chartered have also partnered Trip.com at offline events, including the Singapore Airlines “Time to Fly” Travel Fair 2025 and NATAS Travel Fair, among others.

These alliances reflect the company’s “glocal” focus—global reach, local relevance. By leveraging insights from local partners, Trip.com can curate authentic experiences that resonate with travelers while supporting domestic tourism economies.

Success Built on Trust

In an industry defined by experiences, trust is currency.

Sun’s leadership philosophy is simple but powerful: “Customers first. Partners second. Trip.com third.”

That approach has translated into concrete actions. Trip.com has expanded its multilingual 24/7 customer support, grown its regional partner network and enhanced payment flexibility through collaborations with leading fintech firms across Asia, among others.

“Understanding cultural norms and customer preferences is critical, particularly in Asia,” Sun notes. “Every market is different—from payment methods and service expectations to communication styles. By staying close to our customers and delivering on our promises, we build lasting relationships that go beyond transactions.”

Pointing to the company’s customer service model—where automation now handles more than 80% of inquiries to deliver fast, round-the-clock support, Sun notes that when urgency strikes, human agents step in, typically responding within 20 seconds. “That level of responsiveness helps build trust in critical moments,” she adds.

Beyond service excellence, Trip.com recognizes that lasting trust is built through its people and shared values. The company continues to nurture a workplace culture rooted in empathy, flexibility and belonging—empowering employees to deliver their best for travelers and partners. Family-friendly initiatives such as hybrid work arrangements and enhanced childcare leave reflect a deep belief that professional success and personal well-being go hand in hand. Collectively, these efforts strengthen the culture of trust that connects teams, partners and millions of travelers around the world.

Outlook Ahead

Looking ahead, the company is positioning itself not just as an online travel agency but as a comprehensive travel ecosystem connecting travelers, partners and destinations globally.

“Asia remains one of the most diverse and opportunity-rich travel regions in the world,” says Sun. “We see enormous potential in providing more personalized, sustainable and technology-driven travel experiences to meet evolving customer needs.”

Yet, Sun remains pragmatic about the challenges ahead. “The pace of recovery varies widely across markets,” she says. “Regulatory changes, visa policies, safety perceptions and macroeconomic factors such as currency fluctuations and inflation are all challenges that we must navigate.”

As Asia’s travel sector enters a new era defined by data, personalization and sustainability, Trip.com is uniquely positioned to lead the transformation. Its continued investment in AI, partnerships and trust-driven relationships reflects a long-term strategy that goes beyond short-term market cycles.

For Sun, who has led the company through one of the most turbulent periods in modern travel history, the mission remains clear. “The future of travel is about talent, technology and trust,” she says. “Our goal is to make travel more accessible, seamless and meaningful for everyone.”

With its combination of innovation, strategic vision and deep regional understanding, Trip.com isn’t just facilitating Asia’s travel comeback—it’s shaping what the next generation of travel in the region will look like.

As Southeast Asia’s startup ecosystem matures, one venture capital firm stands out for its longevity and influence. Since its founding in 2015, Alpha JWC Ventures has grown from Indonesia’s first independent early-stage venture capital fund into one of the region’s most active and trusted investors. The firm’s decade-long journey reflects how Southeast Asia’s innovation economy has evolved—from early experimentation to a more disciplined pursuit of sustainable growth.

Alpha JWC launched its debut fund in 2016, when Indonesia’s startup scene was still in its early stages. Over the past decade, the firm has built a reputation for backing founders with both capital and strategic support, helping them navigate challenges and scale across the region.

Now marking its 10th anniversary, Alpha JWC today manages US$700 million in assets and has more than 90 active portfolio companies. It also has one of the largest on-the-ground teams in Southeast Asia, supported by a global network of investors, entrepreneurs and corporates.

The firm invests worldwide, but always with a Southeast Asia angle, whether that means helping foreign startups enter the market, supporting local founders expanding abroad or backing global solutions that can be applied in the region.

“Our mission has always been to back visionary founders who create lasting impact in Indonesia and Southeast Asia. As we build on 10 years of experience, we remain deeply committed to driving growth through governance, talent and innovation—and to continuing to deliver superior returns to our investors,” says Chandra Tjan, Cofounder and General Partner of Alpha JWC Ventures.

Riding the Healthcare Boom

Healthcare remains one of the most active sectors for Alpha JWC in 2025. The firm invested in four companies across diagnostics and robotics: Harrison.ai, HistoSonics, Satu Dental and Cornerstone Robotics. Each represents a different facet of innovation, but together they highlight the firm’s focus on sectors with long-term growth potential.

The demand for affordable, quality healthcare is rising across Southeast Asia. The region is entering a new health-innovation cycle, shaped by public-sector reforms, digital adoption and pressure to deliver affordable care to the population. Rapid urbanization and underdeveloped infrastructure are also driving opportunities for solutions that can scale.

Alpha JWC’s recent investments are aimed at meeting these needs, while also opening the door for cross-border collaboration and knowledge sharing.

“Healthcare in Southeast Asia is at an inflection point. We see huge potential in companies that can deliver solutions at scale, whether that is through AI, robotics or new healthcare delivery models,” says Tjan.

Backing the Next Generation of Unicorns

Beyond healthcare, Alpha JWC’s track record includes several of the region’s most recognizable unicorns. Carro, Kopi Kenangan, Ajaib and Kredivo Group form part of what the firm calls Southeast Asia’s “Gen Two” unicorns that are now redefining the region’s technology landscape through stronger fundamentals and purposeful innovation. Each reflects the firm’s consistent focus on building durable, scalable businesses across diverse sectors.

These companies embody the traits Alpha JWC looks for in founders: clarity of mission, strong execution and the ability to adapt through uncertainty. Kopi Kenangan, one of Asia’s fastest-growing coffee chains, has expanded beyond Indonesia to Malaysia, Singapore, Australia, India and the Philippines, with over 1,000 stores. Meanwhile, Ajaib, the digital investment platform, has surpassed 5 million users and remains profitable.

Kredivo Group, through its digital credit platform Kredivo and neobank Krom Bank, continues to expand access to affordable financing using AI-driven credit assessments, while Carro has reshaped the automotive market by combining technology with partnerships that improve transparency and customer experience, and is looking to an IPO listing in the near future.

Together, these companies demonstrate Alpha JWC’s conviction that Southeast Asia can produce globally competitive startups capable of enduring beyond early success.

As Alpha JWC’s unicorns continue to expand and new startups emerge across the region, the firm is also investing in the infrastructure needed to sustain that growth. The firm’s investment in DayOne, a next-generation data center company, reflects its long-held belief that sustainable innovation thrives on strong foundations and that resilient infrastructure is key to helping startups scale efficiently and securely.

Building Stronger Governance

Scaling solutions in sectors like healthcare requires more than funding. As Southeast Asia’s startups mature, governance has also become an increasingly critical factor. Alpha JWC has responded with the SpeakUp whistleblowing program, introduced across its portfolio in 2025. The initiative provides a confidential channel for employees and founders to raise concerns, helping to ensure accountability and trust.

For the firm, governance is about more than risk management. It is part of building companies that can stand up to global scrutiny and attract international investors. With rapid growth often comes pressure, and it sees initiatives like SpeakUp as helping founders put in place systems that last beyond the early stages of growth.

“Integrity within a startup and its leadership is paramount for it to grow, inspire and succeed. SpeakUp is part of our broader commitment to building startups that are not only successful, but also principled,” says Jefrey Joe, Cofounder and General Partner of Alpha JWC Ventures.

“To reinforce our commitment and encourage our startups to come on board, we will also bear the costs of implementing the platform, removing barriers to adopting the initiative.”

Nurturing AI Talent

Governance, however, is only one part of how Alpha JWC helps its portfolio companies build for the long term. Equally important is preparing them for the technologies that will shape the future of business.

Alpha JWC is deepening its commitment to innovation by developing stronger AI capabilities across its ecosystem. Through the Artificial Intelligence Institute for Progress (AIIP), the firm supports emerging AI founders and conducts in-depth research into frontier technologies. The aim is to turn complex technical advancements into practical tools that help businesses think differently, operate more efficiently and grow more sustainably.

This focus on applied innovation also extends to Alpha JWC’s portfolio companies. The firm experiments with new AI models in-house and shares its findings through programs such as the AISEO Workshops, which brought together more than 70 participants from 10 portfolio companies, as of writing, to explore how AI can connect data with creativity. For Alpha JWC, AI represents more than the next technology trend, but rather a long-term capability that amplifies innovation and strengthens competitiveness across its network.

Building the Next Chapter

With 10 years of experience, Alpha JWC is now focused on its next phase of growth. The firm’s ambition is to build a lasting legacy by connecting Southeast Asian startups to global markets and investors. To fuel its next decade of growth, Alpha JWC is raising its fifth vintage fund this year.

The launch of the new fund comes at a turning point for the region’s venture landscape. The market, though challenging in recent years, appears to be nearing its bottom, says the company. While deal activity is expected to remain moderate in the next one to two years, the quality of those deals are expected to be stronger. With capital harder to secure and competition more disciplined, founders launching companies today tend to do so with stronger conviction in the value and necessity of their products.

The investment mindset has also evolved. Rather than chasing market share, investors are prioritizing business fundamentals and the ability of teams to make decisions, adapt and execute. This disciplined approach is producing a healthier pipeline of companies, setting the stage for stronger exits as the market stabilizes.

Says Joe: “Each fundraising cycle allows us to refine our strategy and adapt to the evolving market landscape. This next fund builds on our strong fundamentals while integrating new insights. Indonesia remains a key priority for us, but as we move forward, Asia-Pacific is also our region to grow.”

www.alphajwc.com

For small and medium-sized enterprises (SMEs) in Asia-Pacific (APAC), sustainability is increasingly seen as a driver of competitiveness rather than simply a matter of compliance. As customer expectations evolve and regulations tighten, more businesses are recognizing that an effective sustainability strategy is not only a means of reducing environmental impact, but also a path to greater efficiency, growth and long-term profitability.

FedEx is working to support the sustainability goals of SMEs by embedding sustainability into its own logistics ecosystem, from more sustainable fleet solutions to data-driven tools that support better decision-making. Beyond reducing carbon emissions, these efforts are designed to drive down operational costs, seize new revenue opportunities and improve customer satisfaction.

At FedEx, sustainability principles inform business decision-making and, as a result, the services it offers customers. Pursuing its goal of carbon neutral operations by 2040 presents opportunities for FedEx to unlock greater efficiencies across its physical network, ultimately for the benefit of customers, team members, communities and the bottom line.

More efficient operations—from route optimization and digital documentation to the use of renewable energy and automation—can eliminate redundant processes and help teams focus on higher-value work. For instance, the FedEx South Pacific Regional Hub in Singapore began using solar panels that meet more than half of the facility’s total electricity demands, while the FedEx Incheon Gateway in South Korea is powered in part by 2,400 rooftop solar panels, reducing reliance on fossil fuels and potentially generating long-term cost savings. Other FedEx facilities across APAC are also being upgraded with energy-efficient systems.

Beyond facility efficiency and renewable energy, FedEx is also looking to alternative fuels to help reduce emissions and power its fleet. FedEx started to use sustainable aviation fuel (SAF) at Los Angeles International Airport (LAX) in 2025; the fuel will account for roughly a fifth of all jet fuel consumed annually by FedEx at LAX, addressing aviation emissions alongside ground transportation.

More Sustainable Deliveries With Smarter Networks

Last-mile delivery, often the most resource-intensive part of the supply chain, is being transformed by electrification and technology. In APAC, FedEx is rolling out electric delivery vehicles (EVs) for last-mile deliveries that are tailored to the needs of local markets.

This shift is already visible in markets like Singapore, where FedEx has introduced custom-built electric vans. In China, EVs now make up more than 20% of the country’s FedEx delivery fleet, while new additions were also made to the fleet in Malaysia, New Zealand, Japan and Thailand. FedEx also completed its first cross-border EV delivery between Malaysia and Singapore. In Taiwan, the company has even introduced electric tricycles to navigate dense urban environments more efficiently.

This transition has business implications beyond sustainability. With fewer emissions, lower fuel costs and reduced maintenance needs, FedEx is creating a more resilient network.

Delivering Measurable Impact for Customers

While FedEx continues to transform its own operations, it also recognizes the need to support customers to meet their sustainability goals. In particular, a company’s ability to measure and manage carbon emissions has become critical.

To address this, FedEx has developed FedEx^®Sustainability Insights, a self-serve digital platform that enables customers to track and analyze emissions data related to their shipments across the FedEx network.

This tool provides granular data on shipment-related emissions by mode of transport, service type and geography, enabling businesses to identify high-emissions routes and make emissions-informed logistics decisions.

FedEx has also introduced paperless solutions such as Electronic Trade Documents, which allow customs information to be submitted electronically. This not only reduces paper usage across millions of packages daily but also helps to make cross-border shipping more efficient and increase customer satisfaction.

Making a Difference Beyond Business

FedEx’s sustainability approach also extends into the communities it serves. Through FedEx Cares, the company’s global community engagement program, it supports local sustainability and education initiatives across the region.

In FY25, FedEx has significantly stepped up its support for volunteer-driven environmental initiatives in APAC, with volunteer participation in community projects increasing 20% year-on-year. The number of sustainability-focused community programs also grew 14% year-on-year during the same period. These initiatives have made a tangible impact on local communities and ecosystems, from restoring mangrove forests in Bengkalis, Indonesia to cleaning up riverbanks in Tokyo, Japan. Collectively, FedEx team members have planted 3,465 trees and native plants, helping preserve and protect natural ecosystems where the company operates.

The annual FedEx Cares Purple Tote Campaign remains a cornerstone of the company’s community engagement efforts. In FY25, over 800 team members from across APAC dedicated more than 1,000 volunteer hours to collect and donate more than 3,600 kilograms of essential supplies. Through collaboration with 20 non-profit organizations, these efforts impacted over 1,600 beneficiaries, including young children, the elderly and underserved communities.

FedEx has also expanded its 2025 Library Program, recognizing education as essential to sustainable development in rural and underserved areas. The initiative reached 40 schools and communities across China this year, providing educational resources that benefit approximately 9,000 children and teachers by creating conducive learning environments.

For SMEs looking to give back to their communities, these programs offer useful models of how to align business goals with social impact. Volunteering can also strengthen employee engagement, while partnerships with non-profits can amplify reach and effectiveness.

Strengthening Customer and Employee Loyalty

Whether it’s through more sustainable operations or community initiatives, a strong sustainability strategy can help SMEs attract more environmentally conscious customers, build brand loyalty and differentiate themselves in competitive markets. Increasingly, consumers expect carbon-efficient delivery options and often prefer to buy from brands with credible sustainability practices. This creates a “flywheel effect”: responsible sourcing and shipping contribute to customer satisfaction, which can in turn drive repeat business.

Internally, sustainability also plays a role in talent acquisition and retention. Companies with strong sustainability values may be more likely to attract top talent and foster a culture of engagement. A positive workplace culture, supported by clear values and actionable initiatives, helps improve retention and boost team morale, which are particularly valuable for SMEs competing for skilled talent.

A Collective Effort

Businesses now view sustainability as a core strategy that requires collaboration across the value chain. FedEx works alongside its customers, technology partners and industry peers to help scale solutions that support sustainable, smarter trade across APAC.

Whether through carbon-efficient shipping options, emissions tracking tools or smarter infrastructure, SMEs can make informed decisions to help optimize their environmental performance. By doing so, they are building a foundation for long-term resilience and growth.

Ultimately, sustainability is about unlocking value. Through investment in innovation, smarter operations and data-driven services, FedEx is helping SMEs across the region seize new opportunities and build a logistics strategy that works for both the bottom line and the planet.

 

http://fedex.com/sg

For over two decades, Jane Sun has been building a global travel powerhouse and a force for change.

Under her stewardship, Trip.com Group has become a global travel leader listed on both Nasdaq and HKEX. Yet beyond the numbers, Sun is driven by a larger purpose: to pursue the perfect trip for everyone and for a better world.

Scaling a Global Vision

Sun came on board as CFO in 2005, at a time when Trip.com Group was still finding its footing on Wall Street, valued between US$500 million to US$1 billion. “We were quite small then,” she recalls. “Few investors fully understood our potential, so I told the board we needed to prove ourselves—by building a strong reputation and becoming a respected global player.”

Sun pursued that vision with tireless dedication, packing her schedule with back-to back meetings and relentless travel. Hopping from a quarterly earnings call at the airport straight onto a cross continental flight to meet with investors was a normal day. She had no time for jet lag, often taking only a quick shower on arrival before a full day of meetings—and by evening, heading straight back to the airport to do it all again at her next destination.

That hard work paid off. Within a couple of years, Trip.com Group was high on the radar of most investors. Today, the company is worth around US$50 billion, with more than 40,000 employees worldwide. Its platforms connect travelers with more than 1.5 million hotels and over 600 airlines, serving customers worldwide in more than 30 languages.

Yet those numbers tell only part of the story. Sun is driven to create meaningful impact—across business, communities and society. From pioneering innovative programs to supporting education and community initiatives, she seeks to open doors for others and drive lasting change. And, as one of the few women at the helm of a technology company, she has championed inclusive leadership and policies that empower people to realize their potential. 

Two decades on, Sun’s journey inspires leaders everywhere—and she’s just getting started.

Bridging Cultures, Driving Innovation

At the age of 19, Sun moved to the U.S. for undergraduate studies at the University of Florida, where she also began her career. Early international experiences shaped her global perspective—an outlook that would later guide her in building and leading an international business.

“My background allows me to bridge diverse cultures with a scientific management style,” Sun says. “It has given our team the tools to thrive in a global environment.”

Drawing on this perspective, Sun has shaped a management approach that combines rigor with passion. Under her leadership, Trip.com Group adopted Six Sigma and other data-driven management methodologies early, continuously invested in technology and fostered a culture where employees are encouraged to challenge ideas and innovate. Programs like “Baby Tiger” empower young employees to pitch entrepreneurial ideas, with funding to bring the best initiatives to life.

This combination has helped the company remain at the cutting edge of innovation and retain talent throughout major transitions— from offline to online, desktop to mobile, and now, with the advent of AI, from booking to discovery.

For Sun, innovation is not simply about keeping up with the latest technologies, it’s about delivering better experiences for customers. That approach has underpinned Trip.com Group’s investments from day one.

“When I joined the company, we were pioneering a centralized call center model while others were still opening retail stores on major streets,” Sun recalls. As booking online became the norm, Trip.com Group quickly became the trusted companion for millions of travelers, its ease of use complemented by industry-leading customer support. A few years later, the company was at the forefront of making the travel experience more accessible and intuitive, pioneering a “mobile-first” approach that put planning, booking and managing trips seamlessly into travelers’ hands.

Today, Sun is yet again pioneering a next generation travel experience, harnessing AI across the entire journey to inspire, excite and open new possibilities. Groundbreaking features like TripGenie, Trip.Best and the all-new Trip.Planner are transforming the way people explore the world—guiding travelers to create their perfect trip whether they already know where to go or need help discovering it. Trip.com Group is more than a booking platform—it’s redefining travel as a personalized journey of discovery.

Service as Strategy

While Sun has taken Trip.com Group to new heights, she has also steered the company through challenging times. From emergencies like natural disasters to economic instability and even the Covid-19 pandemic, her leadership has steadily guided the company, its customers and partners, anchored by a clear set of principles.

No matter the challenge, Sun relies on a simple formula: “Our philosophy is always to put the customer first, partners second and the company third,” she says.

No matter how well prepared, there are moments when external forces test even the best-laid plans. “There are two things beyond our control: God and government,” Sun recognizes, citing the pandemic as an example. “It was very challenging because, to prevent the spread of the disease, people had to be isolated, but the travel business is about bringing people together.”

It was in such moments, when circumstances were beyond their control, that these principles were critical. During the pandemic, borders closed, and millions of travelers demanded refunds. Many had prepaid for bookings, but Trip.com Group had already paid its partners, including airlines and hotels, as is standard in the industry. Guided by that commitment, and despite the overwhelming uncertainty, the company advanced billions, without hesitation, to ensure customers were refunded.

“It was a nerve-wracking time. One wrong move could have seriously impacted the company,” Sun says. “But we stood by our values. In moments like these, putting the customer first isn’t just a slogan—it’s what defines us.”

For its partners, Trip.com Group set up a partnership fund to alleviate cash flow challenges. It also pioneered innovative business models, like in-destination livestream commerce, to keep travelers engaged and generate income for partners. Those efforts have paid off, earning the company industry-leading customer satisfaction and a constantly expanding network of trusted partners worldwide.

Internal solidarity was just as important to weathering the storm. Sun and the Group’s Chairman, James Liang, immediately decided to forgo their salaries during the pandemic, while other members of the management team volunteered to take a 50% pay cut. At the same time, front-line employees demonstrated remarkable dedication, working tirelessly to support customers and partners. This collective commitment helped the company emerge stronger from its biggest challenge yet, while retaining top talent.

“After the pandemic, we were able to retain and attract the best talent in the industry and move the industry forward,” Sun says. “These achievements would not have been possible without the trust and confidence of our customers, partners and team—and I’m proud of what we accomplished together.”

Beyond Transactions: Building Connections

That commitment to customers and partners endures today. Trip.com Group upholds industry-leading service standards that build trust and long-term brand loyalty. Calls to its service center are answered within 30 seconds, and resolutions are typically provided within two minutes.

When the unexpected happens—whether it’s a missed flight or natural disaster—the company goes above and beyond to take care of its customers.

Sun recalls one incident where a customer arrived at a hotel only to find it had oversold its rooms. “We immediately booked him into a five-star property next door at no additional cost and processed a refund from the original four-star property right away,” she says. “The entire issue was resolved in one short conversation with our agent—that’s the kind of service that wins hearts.”

That trust and loyalty are clearly reflected in the way customers respond. When it offered a once-in-a-lifetime 80-day tour around the world, taking travelers from the rolling hills of eastern Ireland to the pyramids of Egypt and the splendor of the Taj Mahal in India, Trip.com Group famously sold out the package—priced at US$200,000 per person—in just 17 seconds.

“Customers trust our brand, our service and our products. That’s why we always strive to uphold the highest standards when serving them,” says Sun.

Leading for a Better World

Sun’s vision for Trip.com Group reaches far beyond the business itself, embracing its people and the wider communities it touches. The same values behind its growth guide its efforts to nurture talent, build a resilient ecosystem and give back to society, all in pursuit of a more inclusive and sustainable future.

She describes this mission through four “friendly” pillars: Community Friendly, Environmentally Friendly, Family Friendly and Stakeholder Friendly—a framework that guides how the company innovates, cares for its people and engages with the world.

Within Trip.com Group, Sun is focused on empowering employees to excel in both their professional and personal lives through pioneering family-friendly policies. Among those measures are a generous cash subsidy of around US$1,500 per year for new parents until their child turns five, three days of additional childcare leave for parents of children under 18 years old and a groundbreaking hybrid work policy.

These policies are designed to help all employees balance their professional ambitions with family life—with demonstrable returns for satisfaction and productivity. Sun takes this further with targeted measures to support women—who make up more than half of Trip.com Group’s staff, including one third of its senior leadership—and who face unique challenges in managing this balance.

“We are constantly thinking about how we can better support highly successful women in the workforce,” says Sun. She notes that many high-performing women complete their postgraduate degrees by age 27 or 28, often creating pressure to choose between building a career and starting a family. Support for egg-freezing is just one of many measures she’s introduced to alleviate those pressures. The results speak for themselves: last year, almost 100% of women returned to work after maternity leave.

Beyond the company, Sun recognizes that the resilience of the entire travel ecosystem is fundamental to long-term success—from partners and destinations to the communities that rely on tourism. Central to that ecosystem is the environment, which must be preserved so that people can continue to discover and enjoy all that the destinations of the world have to offer.

Under Sun, the company is spearheading efforts across the ecosystem and aims to achieve carbon neutrality across its own business by 2050. On its platforms, customers are empowered with access to and information about more sustainable options, making more conscious travel decisions easy and attractive.

Giving Back, Moving Forward

Sun sees travel as a force for good—a way to connect people and uplift communities. But her commitment goes beyond enabling exploration; it includes initiatives designed to deliver meaningful, lasting impact where it’s needed most.

In partnership with KK Women’s and Children’s Hospital in Singapore, the Group launched the Trip.com Oncofertility Programme Fund—an initiative that supports fertility preservation for young women undergoing cancer treatment, offering them hope for starting families in the future. Sun explains, “We believe in supporting initiatives that create real and lasting impact in people’s lives. The challenges faced by women diagnosed with cancer are profound and, through the donation, we are committed to helping them preserve the opportunity to build a family.”

Trip.com Group has also partnered with various organizations to support programs that uplift children from low-income families. These initiatives include curated outings to attractions such as Christmas Wonderland during the festive season, Rainforest Wild Asia and the Singapore River Cruise, among others.

Employees also regularly volunteer with community programs, such as distributing care packs containing daily essentials to residents living in government-subsidized rental housing across Singapore.

Sun’s commitment to paying it forward was, to a large extent, shaped by her experiences as a student in the United States. During her time at the University of Florida, Law Professor Fletcher Baldwin and his wife, Dr. Nancy Baldwin, graciously offered her a place to stay and cared for her with exceptional kindness. Deeply moved by their generosity, Sun promised to one day repay them, vowing—in keeping with traditional Asian values of filial piety—to care for them in their old age. However, the Baldwins encouraged her instead to extend that goodwill by helping others in need. In 2016, Sun and her husband, John Wu, honored their legacy by donating US$3 million to the University of Florida’s Levin College of Law and Warrington College of Business.

“We firmly believe in the importance of paying it forward and supporting the less privileged members of the community. We want to do more to support women and children,” Sun says, “so that everyone can move forward together regardless of their background.”

Reimagining Travel, Inspiring the World

Sun is at a pivotal moment in her journey. Having rebounded strongly from the pandemic, global travel and tourism is surging—with international arrivals and tourism receipts reaching record highs, and with no signs of slowing down. Under her leadership, Trip.com Group is at the forefront of this growth.

In the second quarter of 2025, Trip.com, the Group’s international OTA platform, reported an increase in overall reservations of over 60% year-on-year. This growth reflects both the resilience of established markets and the potential of untapped opportunities across new regions and segments. In key markets, the Group’s outbound booking numbers exceeded 120% of pre-pandemic numbers and inbound travel bookings were up by over 100% year-on-year.

Sun attributes this strong performance to Trip.com Group’s unwavering commitment to providing the best experience to its customers.

Looking ahead, Sun sees a horizon full of opportunity. As travelers seek more personalized experiences, and emerging destinations draw new interest, she is reimagining the entire travel experience, innovating to deliver seamless, engaging and tailored journeys, crafting the perfect trip for every customer.

“The next five to 10 years hold enormous potential for the global travel market,” says Sun. “With our strong brand and innovative services, we are proud to lead the way in shaping the future of travel.”

For Sun, the pursuit of the perfect trip is part of a broader vision—one where travel connects people, bridges cultures and inspires a better world.

She is deeply conscious of how she can use her own position to make a difference, both within Trip.com Group and beyond. “I’m one of the very few female CEOs in high-tech, and I feel passionate about paving the way for other women,” she says. “Imagine if half of our global leaders reflected the diversity of the population. Perhaps we could approach the world’s challenges with greater empathy and peace. We’ve made progress—but the potential is far from realized.”

Guided by this vision, Sun sees Trip.com Group not just shaping the next generation of travel, but contributing to a future where exploration, opportunity and discovery come together to create lasting, positive change.

“The perfect trip—for every traveler, every journey and a better world. That’s what we’re building.”

Across Asia-Pacific, more than 350 million people have limited access to electricity, while 150 million have none at all. Southeast Asia’s (SEA) power needs will more than double by 2050 compared to 2022, while global electricity use from data centers is expected to exceed twice the current levels by 2030.

The convergence of electrification, industrialization and digitalization means Asia faces a potential energy crisis: how to expand access while simultaneously decarbonizing. The region cannot meet this challenge through government action alone. While the private sector has both the capital and the capacity to accelerate solutions, it must work hand-in-hand with policymakers.

Anderson Tanoto, Managing Director at RGE, with global operations in the bio-based resources and energy sectors, explains: “No single country, company or institution can deliver the energy transition on its own. The private sector brings innovation, capital and speed; governments provide vision and enabling frameworks. Together, we can build an energy system that is sustainable, inclusive and built to last.”

Partnerships That Scale Impact

Energy transition requires collaboration that crosses industries and borders. RGE’s joint venture with TotalEnergies, Singa Renewables, shows what is possible. Supported by the governments of Indonesia and Singapore, the partnership is developing a utility-scale solar and battery energy storage system in Riau, Indonesia.

When operational, the project will supply green electricity to both Indonesia and Singapore while stimulating investments, creating skilled jobs and strengthening regional energy security. The collaboration marries RGE’s deep local roots with TotalEnergies’ global expertise in utility-scale renewables.

Singapore’s Energy Market Authority has already granted Singa Renewables a conditional license for up to 1 gigawatt (GW) of solar energy from Indonesia, a step aligned with Singapore’s target of 6 GW of low-carbon imports by 2035. Building on this, RGE and TotalEnergies signed an agreement with Singapore Energy Interconnections to co-develop a subsea interconnector, a vital step toward the ASEAN Power Grid, which aims to strengthen cross-border electricity trade and accelerate an equitable transition.

Innovation Beyond Electricity

The transition extends beyond power generation. RGE is advancing a waste-to-value strategy by transforming waste and residues from its agribusiness Apical’s global supply chain into sustainable aviation fuel (SAF). Through Apical, it has partnered with Spain’s Moeve to build Southern Europe’s largest SAF plant. Scheduled to be operational in 2026, the facility will produce 500,000 tonnes of SAF annually, reducing carbon emissions by up to 80% compared to conventional jet fuel.

In parallel, RGE is investing in liquefied natural gas (LNG) as a transition fuel. Together with Canada’s Enbridge Inc., it is developing Woodfibre LNG, the world’s first net zero LNG export facility, in British Columbia.

Tanoto notes: “The toughest sectors to decarbonize demand innovation and collaboration on multiple fronts—and the private sector can scale and share expertise across regions.”

Unlocking SEA’s Renewable Potential

The International Renewable Energy Agency (IRENA) estimates SEA’s renewable potential to be 40 to 50 times greater than its current electricity generation. But scale requires more than ambition. Derisking large-scale projects is critical to attracting capital and accelerating deployment.

Governments hold the keys by setting clear, consistent policies that endure beyond political cycles, establishing supportive regulations and cross-border agreements, and designing mandates and targeted subsidies to overcome first-mover risks.

Private players, meanwhile, must manage risks within their control: access to land, building enabling infrastructure, proving technical feasibility, and ensuring benefits flow equitably across markets. Shared value is essential for regional buy-in.

From Ambition to Action

Asia’s energy transition is not just an environmental imperative; it is an economic one. Reliable, low-carbon energy underpins growth, competitiveness and social inclusion.

RGE’s experience shows that commercial viability and long-term impact can go hand in hand. With scale, innovation and cross-border collaboration, the private sector can unlock the capital and expertise to complement government leadership.

Says Tanoto: “Energy is the foundation of progress. If Asia can expand access while decarbonizing, we won’t just meet demand. We will define how economies can grow sustainably, inclusively and competitively for generations to come.”

www.rgei.com

As businesses recalibrate their supply chains in response to geopolitical shifts and regulatory changes, the Asia-Europe trade lane is gaining importance.

Europe is ASEAN’s third-largest trading partner, with trade volumes driven by sectors such as healthcare, retail fashion, high-tech and industrial goods, fueling both B2B and B2C flows between the two regions.

Looking ahead, ASEAN’s exports are projected to increase by around 90% by 2031, far outpacing global trade growth of under 30%. Meanwhile, Asia’s share of global GDP is expected to rise from around 55% today to nearly 58% by 2030.

Much of the growth is being driven by key manufacturing and innovation hubs across Southeast Asia. Vietnam has emerged as a leading exporter of electronics, while Malaysia plays a critical role in the global semiconductor supply chain.

These markets, along with Thailand’s strong automotive production and Singapore’s advanced logistics and biomedical sectors, are anchoring Southeast Asia’s contribution to the region’s export growth.

This robust trade activity along the Asia-Europe lane will continue to fuel growing demand for reliable cross-continental shipping solutions. FedEx is positioning itself at the heart of this momentum, off ering a faster, more connected logistics network to help businesses respond to changing market dynamics and capitalize on emerging opportunities.

“By leveraging our agile network, we’re enabling businesses across Asia to tap into faster, more direct access to key European markets.” – Kawal Preet President, APAC, FedEx

“Trade flow patterns are never static. We’re constantly monitoring how supply chains are shifting so we can anticipate what’s next and stay ahead of our customers’ needs. Trade between Asia and Europe is becoming more diverse and multidirectional. Asia is not only exporting a broader range of high-value goods—it’s also emerging as a significant consumer of European products. By leveraging our agile network, we’re enabling businesses across Asia to tap into faster, more direct access to key European markets,” says Kawal Preet, President, APAC, FedEx.

To meet growing demand, FedEx introduced a new flight route last year connecting its Asia-Pacific hub in Guangzhou to Bengaluru, through to the UAE, Liège and Paris, further enhancing connectivity between China, India, the Middle East and Europe. Operating five times a week, the route offers greater flexibility and faster delivery for customers across this critical trade lane.

FedEx has also streamlined the export clearance process for high-value shipments from South China, improving delivery speed and operational efficiency across the region.

Within Europe, businesses can take advantage of FedEx’s integrated air-and-road infrastructure. Anchored by key logistics hubs in Paris, France; Cologne, Germany; and Liege, Belgium, the network supports over 550 pick-up and delivery stations across 45 countries and territories, and facilitates the sorting of more than two million packages every day. The company’s road network is also one of the fastest in Europe, enabling quick deliveries across the region.

“Our European network is a powerful backbone for global trade, designed for speed, scale and reliability,” Preet adds.

Amid shifting trade dynamics between Asia and Europe, businesses are seeking faster, more reliable ways to move goods across borders. FedEx is meeting this demand with expanded routes, integrated infrastructure, and by helping customers reimagine their supply chains through digital transformation and AI tools. These tools, including touchless, frictionless clearance, drive unparalleled resilience, efficiency and scalability for businesses. From pickup to delivery, FedEx embeds intelligence and automation into its air and ground network, making logistics smarter and more predictable. With advanced technology, FedEx is creating a flexible and efficient system that helps customers adapt to changing market conditions and opens doors to new growth.

Preet says: “Customers today demand end-to-end visibility, flexibility and control. That’s why we’re continuously advancing our network and leveraging technology to meet these expectations. We are building smarter, more resilient logistics infrastructure that enables sustainable growth and seamless trade between Asia and Europe.”