Category: Business

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.”

fedex.com/sg

In recent years, pandemic-related port closures, the conflict in Ukraine and now the threat of new U.S. tariffs have resulted in significant challenges to global supply chains. But behind the scenes, logistics companies are ensuring that important shipments are getting to where they need to be on time. One of them is NX Group, which is leveraging leading-edge technology and strategic acquisitions to establish itself as one of the top five players in the international freight industry. NIPPON EXPRESS HOLDINGS President Satoshi Horikiri talks about the company’s growth in the global market.

A Foundation Built on Trust and Technological Advances

Established in 1937, Nippon Express, the core company of NX Group, has roots that go back to 1872, a time when Japan began a rapid program of modernization. The company was founded by merging rail and other transport companies, immediately giving it a multimodal advantage. After quickly expanding across Japan and internationally, mainly in B2B logistics, NX Group built a reputation as a precision-oriented, flexible partner trustworthy enough to ship masterpieces like the Mona Lisa and the Venus de Milo around the world.

As of 2023, NX Group has a significant 25% share of Japan’s air exports, and is currently ranked 8th in air freight, 6th in sea freight and 6th overall.

“Our strength lies in our leading presence in Asia, with Japan as the core of our operations,” says Horikiri. “Asia accounts for a significant portion of global cargo volume, with some 60–70% of global cargo originating from the region. Another source of strength is our combination of freight forwarding and logistics. Based on account management, we can provide the right solution for every customer.”

Supporting this position is NX Group’s deployment of leading-edge logistics technology. It has introduced warehouse AI and cloud-connected autonomous mobile robots (AMRs) that transport inventory to loading bays. NX Group has established systems that provide real-time cargo tracking and digital monitoring of temperature and impact on cargo, as well as forklifts with remote, autonomous and manual operating modes.

“We have started a pilot project called the NX Universal Harmonious Work Warehouse, a place where people of all abilities can work in a supportive environment that incorporates short-distance mobility solutions. This is the first phase of a workplace evolution to create a better environment for everyone,” says Horikiri. “I believe these innovations have boosted distribution efficiency and helped NX Group better serve its customers.”

Leveraging M&As to Fuel Customer Growth

With a focus on key industries, including semiconductor, healthcare and automotive, NX Group now includes over 300 companies and more than 78,000 employees working in 57 countries and regions all over the world. Over the past decade, NX Group, which values a customer-oriented approach, has grown into a company that can create even greater value by attracting companies with the same philosophy to join the group.

“The goal of this strategy is not only to increase global scale but also to support customers as they enter new markets,” says Horikiri. “Mergers and acquisitions increase purchasing power for transportation, leading to expanded capabilities and more solutions for customer challenges.

One example is expanding a network in Eastern Europe and a customer base outside Japan. In 2024, NIPPON EXPRESS HOLDINGS acquired cargo-partner, an Austrian logistics company with a strong presence in Central and Eastern Europe. Established in 1983, cargo-partner specializes in air and ocean freight forwarding and offers services in rail and truck transportation, as well as contract logistics.

Commenting on the value of this acquisition Horikiri says, “It brings key synergies: a strong transportation network in Central and Eastern Europe, complementary customer bases for cross-selling and enhanced efficiency through combined cargo volumes, integrated operations and shared back-office functions.

In another example aimed at increasing competitiveness and efficiency, NIPPON EXPRESS HOLDINGS acquired the Simon Hegele Group, a German contract logistics provider, in 2025. Founded in 1920, Simon Hegele specializes in logistics services for the healthcare industry and has over 2,800 employees and operations across Europe, the U.S., South America, Asia and Australia.

“Simon Hegele has built a robust customer base by leveraging its specialized logistics platform,” says Horikiri. “It has strength in healthcare and transportation networks within the EU. By integrating with NX Group’s forwarding functions, it will create synergies and provide end-to-end services from transportation to delivery and installation.”

“Cargo-partner and Simon Hegele are very customer-oriented companies whose corporate culture resonates with our DNA,” Horikiri says. “We’re confident that the service and quality we have built in Japan, our home market, will be welcomed by Western companies. Recently, foreign companies that used our services in Japan really liked them and expressed a desire to use them globally.”

As NX Group brings its Japanese sensibility of attention to detail, precision logistics and innovative end-to-end solutions to serve a broader scale of businesses overseas, it will leverage both its technological expertise and its ability to deal with the unexpected.

“M&As increase purchasing power for transportation, leading to expanded capabilities and more solutions for customer challenges,” says Horikiri.

Maintaining Focus on Customer-Oriented Solutions

Recently, due to geopolitical risks, flying over Russia and sailing through the Red Sea have become challenging. Even outside of conflict zones, there are cases where regulations in various countries are suddenly tightened, or domestic disasters cut off roads. Logistics is a global industry, and irregular situations occur constantly.

“NX Group’s motto, ‘We find the way,’ reflects the company’s commitment to overcoming logistics challenges and providing optimal solutions tailored to each individual customer,” says Horikiri. “It shows our commitment to finding the best transportation solutions, meeting our customers’ challenges and seeing them through. This customer-centric approach is what drives NX Group’s global business expansion and enables us to provide high-quality services that are closely aligned with our customers’ needs.”

How does the current context challenge businesses and organizations?
VT : Adaptability is inherent to business and the lives of organizations, which have always had to evolve in order to survive. However, the scale of today’s economic, societal and environmental upheavals—such as the need to rethink growth in a world with finite resources, the growing polarization of opinions or even the arrival of new generations—implies real paradigm shifts on the part of companies and individuals, leaders and managers. Knowing how to change ways of thinking is therefore crucial.

Why is such a development necessary?
VT : Every organization is subject to inertia and resistance to change. And yet, the need to evolve is inevitable. Take AI, where current developments require us to rethink certain processes to improve performance. However, we must keep in mind that AI remains a tool that must be taken advantage of and not a universal remedy. Our role as a global business school is to provide companies, managers and directors with the tools to understand the contexts in which they operate. That’s why our executive education courses include geopolitics and sustainability modules in addition to our technical lessons—to help them be more flexible and resilient, and “stay relevant” in the words of Steve Jobs.

How does ESCP approach talent development?
VT : To be sure, our mission as a school is to deliver knowledge, but it is above all to teach how to learn. Thanks to ESCP’s unique multi-campus model and international approach, one of our fundamental lessons is to take into account different business contexts. This, coupled with a strong research drive, helps us accomplish what I consider to be an essential goal : shaking up learners, and encouraging them to “unlearn” to better embrace new ways of doing business and seeing the world. Of course, academic expertise remains key, as do some of our convictions, particularly on the issue of sustainability, for which we encourage our learners to reflect and act upon the impacts. ESCP thus offers courses that combine theory and practice, where learners exchange their experiences and learn from each other, and during which both alumni and professional experts provide their testimonies and experiences. By enabling us to better understand our environment and developing talent, training helps us to manage change, which I believe is inevitable given the major transformations we face.

      To learn more about ESCP Business School, visit escp.eu

From its humble roots, Charoen Pokphand Group Co., Ltd. (CP Group) has grown to become Thailand’s largest private multinational company, with businesses spanning agriculture, food, retail, telecommunications, pharmaceuticals, finance and banking. For over a century, the group has managed to survive and thrive, adapting to changing business realities along the way.

Today, as new technologies and customer expectations redefine the business landscape globally, CP Group is not only embracing these changes but turning them into opportunities for growth and diversification. By fostering innovation on all fronts and utilizing technology in a meaningful way, the company recognizes that rapid evolution is key to its competitiveness in the long run.

Leading these efforts is CP Group’s Senior Vice Chair and CEO Suphachai Chearavanont. “Businesses today are facing the trends of digitalization, decarbonization and deglobalization, which are testing how quickly they can adapt,” he says. “These are having a profound impact on every aspect of our lives and business operations.” In response, CP Group is investing in artificial intelligence (AI) and data capabilities, reducing carbon emissions and deepening regional ties to support resilient supply chains.

“Technology is critical for remaining competitive and ensuring future growth and resilience. We invest in and develop innovative technologies to enhance our customer experience, create meaningful value for the communities we serve and increase our efficiency,” Chearavanont says. “This is core to who we are.”

This references the company’s long-standing and deeply embedded “Three Benefits Principle,” which states that the business benefits first the communities it engages with, then the countries it operates in and finally the company itself.

“To drive meaningful change, digital initiatives must align with the strategic direction of the group and of our individual businesses,” he adds, stressing the need to balance the company’s immediate needs with its long-term vision. “We have progressed well because we are adopting technology with purpose—in a way that is clearly aligned with the business we want to build.”

Innovation at its Heart

Innovation has always been central to the company’s strategy, dating back to its humble beginnings as a small seed trading company in 1921. The Airplane brand seeds sold at the shop were the first agricultural products to carry a quality guarantee. In 1959, the business started vegetable seed experimental farming, and by 1970, it had pioneered the use of rearing house management technology and poultry farming with Arbor Acres chickens, then considered the world’s best chicken breed. In 1973, it built Southeast Asia’s largest and most modern feed mill. This spirit of innovation has endured over the years, leading it to achieve one milestone after another.

Today, CP Group has eight business lines across 14 business groups. Over 60% of its revenue comes from overseas operations in 21 countries, where it has manufacturing plants, livestock farms, retail stores, distribution centers, hypermarkets, supermarkets, mini supermarkets, and research and development centers. In 2023, the group reported total revenue of 3.32 trillion baht (US$100 billion).

“We are continuously learning, evolving and embracing change. Over the past century, we have been fortunate to grow and adapt to changing consumer needs across our lines of business,” Chearavanont says. “The digital evolution is the next chapter and one that we have been embracing and championing across the group and across society.”

AI and Advanced Technologies

AI and advanced technologies have a crucial role to play in both social and economic development. CP Group has been exploring the potential applications of AI for some time now, leveraging the technology across several essential areas of its business—ranging from precision farming and supply chain optimization to customer insights and predictive analytics in retail and finance.

In retail, for instance, AI helps CP Group understand customer preferences better, resulting in personalized products and services that resonate with individual needs. In healthcare, AI is improving access to healthcare and outcomes for communities. The MorDee telehealth app by CP Group’s telecom-tech arm True Corporation (True) demonstrates this by using AI to connect users with doctors best suited to their symptoms, analyze health data for personalized treatment options, and help patients obtain prescriptions and file their insurance claims quickly.

At CP Foods, a CP Group subsidiary, AI is utilized in agriculture to provide data-driven insights that help the company increase crop yields, manage resources sustainably and reduce waste. This aligns with its broader goals of improving food security and addressing climate challenges. 

The use of AI in animal husbandry is also a transformative step for CP Foods. For example, AI helps detect health issues in animals early, reducing the need for antibiotics and improving food safety and quality. 

Chearavanont believes that the most impactful technologies in the food sector will be those that contribute to solving global and local challenges like food security by addressing specific issues across the food value chain, from farm to table. “I think these will be related to advanced data analytics, automation, biology and energy,” he says.

Blockchain, for instance, enables the company to securely trace its fresh poultry, pork and shrimp products at every step of their journey to the consumer. This enhances food safety and supply chain efficiency while allowing the company to verify sustainability compliance. Innovative concepts in food, such as probiotic-fed and chemical-free animal products, are also paving the way for safer, more nutritious options and more sustainable production.

Furthermore, zero-waste systems, like converting waste into fertilizer, and the Internet of Things, such as sensors and smart cameras to monitor animal health and optimize feeding, help the company move closer to achieving a circular economy.

“We are deploying innovative ways to create a regenerative business model that builds sustainability, resource efficiency and waste minimization across our food supply chain,” says Chearavanont.

This includes improving equipment and manufacturing processes to reduce food loss and repurpose byproducts, such as making fishmeal from fish trimmings not fit for human consumption and producing organic fertilizers from eggshells generated by its poultry business, which would otherwise be disposed of. By using this organic fertilizer produced in its crop farming, the company reduces the need for chemical fertilizers and enhances soil health.

Chearavanont adds: “We are also moving toward recyclable, biodegradable and reusable packaging materials and making significant investments in renewable energy, including solar and biomass, for our operations.”

In 2023, Chearavanont introduced the Sustainable Intelligence (SI) principle within CP Group. “SI ensures that we are wise and purposeful when embracing advanced technologies. We must make sure that we remain rooted in ethical principles with a deep sense of responsibility to society. To do this, we must focus on preparing our people. This isn’t just about upskilling our own employees, but it’s also about educating underserved communities to ensure that no one is left behind,” Chearavanont says.

For CP Group, the private sector has a collective responsibility to work in partnership with the government and society to achieve this vision, and drive a digital transformation guided by a human-centered approach.

“By focusing on SI and AI, we can build a more just and equitable society, equipped to tackle global challenges and create lasting, positive impact,” he adds.

Promoting Financial Inclusivity and Digital Literacy

Also gathering momentum is Ascend Money, a fintech firm established in 2013 under CP Group that has evolved from a digital wallet into a multi-service digital financial platform empowering people across the region.

“We recognized the critical need for greater financial inclusion and equitable economic growth in the region, and the powerful role that technology can play in tackling related challenges” says Chearavanont of its launch.

Ascend Money provides digital financial services to individuals and small businesses across the country, giving them the chance to take control of their financial future. This helps to reduce financial disparities, foster social mobility and alleviate poverty, which is aligned with CP Group’s “Three Benefits Principle” and demonstrates how the company is leveraging technology with clear purpose.

Meanwhile, the True Money app, offered by Ascend Money, is an e-wallet platform available in Thailand, Cambodia, Indonesia, Myanmar, the Philippines, Malaysia and Vietnam. With over 50 million users, the platform connects individuals and small businesses to the financial system across the region. These developments are essential as they allow businesses to grow beyond their domestic markets, facilitating smoother trade and boosting the digital economy.

For Chearavanont, cross-border financial solutions are key to unlocking the potential of Southeast Asia’s rapidly expanding digital economy, which has the potential to reach US$1 trillion by 2030.

“I believe that CP Group’s role in these developments goes beyond being a service provider. We are a partner in fostering a more inclusive and integrated regional economy,” Chearavanont says. “We will continue to work with governments and stakeholders to ensure that our technologies support the growth and sustainability of ASEAN’s digital financial infrastructure.”

The Path to Sustainability

Sustainability and innovation go hand-in-hand, and integrating them is essential for the group’s future growth and resilience. This year, True aims to reduce greenhouse gas emissions and energy consumption by up to 15% per network site, thanks to predictive AI. Additionally, True plans to install solar panels at up to 11,200 sites and data centers, saving an estimated 64,000 MWh of electricity annually.

CP Foods is also set to reduce 100,000 tons of carbon dioxide equivalent each year through a reformulated animal feed, following the Food and Agriculture Organization’s Climate Smart Agriculture Framework. Its Thai Rice NAMA project, in collaboration with the governments of Thailand, Germany and the United Kingdom, has trained tens of thousands of Thai rice farmers in low emission farming techniques, significantly reducing methane emissions. CP Foods has also mobilized multiple stakeholders to address PM 2.5 dust pollution—caused by fine inhalable particles with diameters that are generally 2.5 micrometers or smaller—by using satellite imaging to monitor crop burning while encouraging the public to report burning incidents through its F-Farm app.

“Our goal is to be carbon neutral by 2030 and net zero by 2050. There is still some way to go but we believe we are making good progress,” says Chearavanont.

Workforce of the Future

Key to CP Group’s vision of being a leading technology-driven company known for pioneering innovative solutions to global and local challenges is the ability to nurture a culture of continuous learning and innovation.

In Chearavanont’s words, “We must stay open and curious—internally and externally, empowering our people through training and educational initiatives that develop their tech fluency and entrepreneurial capabilities.”

Through its talented workforce, CP Group has more than 7,500 patents registered for innovations and inventions, furthering its impact globally. It is also collaborating with a growing network of partners and together they are continuously exploring ideas and technological solutions to address critical issues such as food security, financial inclusion, sustainability initiatives and healthcare access.

One of its flagship internal initiatives is the establishment of the CP Leadership Institute, where 4,000 employees are trained annually. The program emphasizes not only technical skills but also critical thinking and problem-solving capabilities. It also connects the organization’s leaders with its people across the group, helping to prepare them for a future at CP Group while encouraging a deeper sense of engagement.

As the Senior Chairman of the Digital Council of Thailand (DCT), Chearavanont also recognizes that digital literacy is key to not only CP Group’s long-term competitiveness but also the country’s. To accelerate Thailand’s digital transformation, DCT focuses on initiatives that enhance the nation’s digital infrastructure, support government digital ecosystems and nurture a digitally skilled workforce. The council is advocating for the establishment of a national board of transformation to help Thailand stay competitive and to oversee and integrate digital transformation policies across sectors. This will bolster the country’s growth, from digital literacy across the workforce to strengthening Thailand as an innovation hub.

“It’s a combined effort. Our partnerships with public and private sectors, as well as educational institutions and tech companies, will help accelerate our progress into Thailand’s 5.0 era,” says Chearavanont.

CP Group’s entrepreneurial roots give it a natural inclination to support innovation and industry disruption. True Digital Park, one of Southeast Asia’s largest tech and startup hubs, brings together more than 5,800 players from around the world in an integrated ecosystem, convening investors, innovators and industry leaders to collaborate and share knowledge. This fosters talent growth and the development of innovative solutions.

CP Group also champions CONNEXT ED, a nationwide public-private partnership set up to address educational challenges in the country. Chearavanont emphasized that the group is committed to supporting the younger generation—the driving force for the future of the nation and the world.

Guided by its “Three Benefits Principle” and a vision for sustainable innovation, CP Group is not just poised to help take Thailand into the 5.0 era, but to shape a future where technology and responsibility go hand in hand—creating lasting value for communities, countries and the world.

www.cpgroupglobal.com