Singapore: Shaping The Next Decade And Beyond

Workforce Singapore is helping businesses move from strategy to action through holistic solutions that support job redesign, talent development and long-term career health.

Singapore’s future competitiveness will depend not just on innovation or capital, but on how effectively businesses invest in people. With technology accelerating change across sectors, traditional hiring models based on qualifications or experience alone are no longer sufficient. As Professor Joseph Fuller of Harvard Business School noted at the inaugural Career Health Summit held in Singapore in July 2025, the most valuable asset for organizations today is talent.

He described a “Great Inversion,” where labor is becoming the key bottleneck to growth, not capital. Unlike in the past, when physical assets were scarce and workers were plentiful, today we see abundant productive capacity but an increasing scarcity of skilled talent—particularly in Asia, where there is a declining working-age population due to aging. Against this backdrop, organizations must rethink their workforce strategies and adopt a skills-first approach to hiring and development. This is especially so when about 41% of tasks across occupations could be transformed by AI in the next five years. To stay competitive, companies need to be able to reskill, redeploy and redesign roles quickly.

As a government agency under Singapore’s Ministry of Manpower, Workforce Singapore plays a leading role in helping employers plan for job transformation and act on those plans.

Turning Insights Into Action

WSG’s approach starts with understanding industry-specific trends through Jobs Transformation Maps (JTMs). Currently, 18 such maps, with two more upcoming, detail how AI, digitalization, automation and other changes will impact jobs and skills across sectors. These maps provide businesses with a strategic lens to identify growth opportunities and emerging skills needs.

Based on this insight, companies can tap on WSG’s job redesign initiatives and reskilling programs to redesign roles and processes, expand their talent pool and reskill their workers to enable more effective integration of both talent and technology.

As Dilys Boey, Chief Executive of Workforce Singapore, explains, “Job redesign is not just about improving productivity through automation and digitalization. Through our work with companies, we’ve demonstrated that higher-value roles that help businesses differentiate their service from competitors can also be created through job redesign. This will also allow employees to grow in their careers and improve retention.”

Today, companies can leverage the Support for Job Redesign under Productivity Solutions Grant (PSG-JR) to work with pre-approved consultants and receive up to S$30,000 (US$23,375) in funding. The results are tangible. Henderson Security Services, for instance, transformed its frontline workforce through this program, turning security officers into security ambassadors who now take on customer service duties alongside their operational roles.

The JTMs act as strategic guides for workforce planning. By providing a clear view of how jobs will evolve and which skills will be in demand, they can enable businesses to take proactive rather than reactive approaches to workforce planning. Such insights particularly benefit small and medium-sized enterprises (SMEs), which may not have internal resources to conduct strategic  workforce planning.

Reskilling for Resilience

Workforce transformation does not stop at job redesign. Companies also need to ensure their people have the skills to perform these new roles. WSG’s Career Conversion Programmes (CCPs) support firms in reskilling employees so that they can handle the evolving job scopes.

The programs are industry-specific and designed in consultation with employers and sector agencies. According to Boey, sector agencies have referenced the JTMs to identify job roles needing reskilling, with some moving on to team up with program partners to develop CCPs that prepare the sector for new responsibilities.

In the tech sector, global semiconductor company Micron Technology tapped into the CCP to reskill its employees in Singapore in generative AI through an in-house training initiative. Similarly, in the food services sector, Chrisna Jenio Pte Ltd, which operates Auntie Anne’s outlets in Singapore, leveraged the CCP to transform its workforce alongside its digital transformation journey, reskilling employees in service innovation and business management.

Beyond local transformation, WSG also helps companies develop global-ready talent through the Overseas Markets Immersion Programme (OMIP). Companies can send employees on overseas postings to build international capabilities with up to 70% funding support from the government.

This integrated model—from insights to redesign to reskilling, and extending to international capability building—is what makes WSG’s approach distinctive. “Our approach to workforce transformation is holistic and interconnected—empowering people and businesses to grow together,” says Boey.

Reskilling is not simply a response to disruption. With training embedded into the transformation journey, companies can future-proof their workforce while improving retention and morale.

To make such transformation even more accessible, WSG will strengthen the support for companies embarking on workforce transformation from 2026, as part of the Enterprise Workforce Transformation Package. Companies will benefit from enhanced funding support for job redesign initiatives, along with expert guidance from pre-approved consultants and specialized training for human resource teams and line managers. This integrated support aims to make workforce transformation more achievable for businesses of all sizes to build stronger, more adaptable teams for the future.

Building a Skills-First Culture

Beyond program support, WSG is also helping employers adopt a skills-first mindset. The Career Health SG initiative, led by the Ministry of Manpower and supported by WSG, is a key driver of this cultural shift. It offers workforce analytics tools and skills insights that allow employers to align career planning with business needs.

“Career health is where personal responsibility meets organizational enablement. When individuals and employers embrace this concept, one owning their personal growth and the other enabling it, organizations become more agile, resilient and competitive,” Boey says.

To enable skills-first hiring and talent matching, WSG is strengthening digital search functions in MyCareersFuture, a platform offering career development resources and job opportunities. Two particularly useful functions are “Suggested Talent” and “Talent Search.” “Suggested Talent” recommends candidates based on the skillsets required in the job description, while “Talent Search” allows employers to find candidates based on job titles or specific skills relevant to the role.

Both tools enable employers to invite candidates who may not have submitted applications to apply, expanding the talent pool beyond traditional methods. WSG is also partnering with trade associations, chambers, job portals, career guidance providers and other agencies to embed skills-first practices in workplaces across Singapore.

In all, with a structured approach that ties together planning, redesign, training and cultural alignment, Singapore’s employers can build workforces ready for what lies ahead.

As a leading player in workforce transformation, WSG is helping Singapore’s businesses and workers to thrive in a future defined by change. Says Boey: “The next chapter of growth will be written by those who see their people not just as employees, but as partners in continuous growth.”

Standard Chartered is helping Asia’s wealthiest families take control of their legacy before time forces their hand.

Asia is set to witness a major wealth transition. In the coming decades, an estimated US$83 trillion will pass from one generation to the next globally, with a large portion occurring in Asia. Yet, many ultra-high net worth (UHNW) families remain underprepared, especially those with complex family dynamics and cross-border assets. Without proper succession and legacy planning, however, UHNW individuals leave their wealth transition vulnerable to uncertainty and potential disruption.

While many families in Asia have begun thinking about succession, a large number still rely on informal or incomplete plans. Discussing such issues is also often delayed due to cultural taboos associated with the subject of death. This makes it difficult for families to address financial matters openly and early.

Against this backdrop, Standard Chartered Global Private Bank has seen growing demand in the region for holistic legacy planning that goes beyond merely distributing wealth. Its wealth planning and family advisory team advocates an advisory engagement model, including helping families set up governance structures, preparing the next generation and planning for long-term family harmony.

Family office is a platform many UHNW families use to manage their family wealth and legacy. In Singapore, there are over 2,000 family offices approved and registered with the Monetary Authority of Singapore.

“We’re seeing more families recognize that legacy planning is not just about their wealth, but also about preparing the next generation and preserving harmony in the process. Our role is to guide them through these conversations thoughtfully, tailoring structures that reflect both their long-term goals, cultural and family values,” says Foo Tian Ong, Regional Head, ASEAN, and Singapore Location Head, Standard Chartered Global Private Bank.

“We’re seeing more families recognize that legacy planning is not just about their wealth, but also about preparing the next generation and preserving harmony in the process.”

–Foo Tian Ong Regional Head, ASEAN, and Singapore Location Head Standard Chartered Global Private Bank

The bank works with UHNW individuals and families beyond formal planning sessions, offering ongoing support that extends outside traditional wealth and legacy discussions. For instance, Standard Chartered’s Global Families Network offers UHNW families access to candid insights and experiences from peers, experts and family business owners on topics that matter to them. The platform also facilitates networking, where these UHNW individuals and families can learn from each other within a closed-door and safe environment.

Helping the Next Generation Find Its Voice

A core challenge in succession planning is getting different generations aligned. Older family members often want to retain control or are reluctant to speak about legacy, while younger members are increasingly focused on purpose-driven wealth.

To bridge that gap, Standard Chartered strongly encourages that the next generation is included as soon as possible. “We try to include the next generation directly in conversations, whenever appropriate, so that they are kept fully aligned with their parents’ plans. Their views and ambitions are taken into account during the planning stage,” says Mike Tan, Global Head of Wealth Planning & Family Advisory, Standard Chartered Global Private Bank.

“We try to include the next generation directly in conversations, whenever appropriate, so that they are kept fully aligned with their parents’ plans. Their views and ambitions are taken into account during the planning stage.”

–Mike Tan Global Head of Wealth Planning & Family Advisory Standard Chartered Global Private Bank

The bank is preparing to incorporate a dedicated Next Gen program within its Global Families Network in October this year, which will focus on issues and topics relevant to younger family members. It aims to help the next generation family members develop a channel to engage other family members and find their role in the evolving family business and external environment.

Besides helping the next generation unlock their entrepreneurial aspirations and supporting their preparation for leadership and the long-term sustainability of the family business, Standard Chartered aims to help younger heirs find their purpose and define their roles and contributions in the family.

Cultural Nuances Matter

A key part of succession planning in Asia involves accounting for cultural expectations. Families tend to be tightly knit, and decision-making often involves a collective rather than individual approach. Privacy, harmony and respect for hierarchy are core values that influence how legacy decisions are made.

“There is still a strong ‘family first’ rather than ‘individual first’ mindset in Asian culture, where the wishes of an individual family member are often relegated below family priorities when considering legacy and succession plans,” says Foo.

This dynamic influences how families approach legacy planning, often placing stewardship in the hands of a successor who is willing to set aside personal goals in favor of the broader interests of the family.

For advisors, understanding these values is key. Families may involve professionals, but beyond facilitating the process through honest dialogue, major decisions are usually made internally.

“Our clients have nuanced goals and unique family values. It is both interesting and a privilege to partner our clients on their journey. As a case in point, we recently supported a three-generation family business empire to structure a solution.

“The patriarch wanted to put in place a legacy and succession plan that would not only enable his successors to feel sufficiently engaged and involved, but also allow for proper governance and holding structures for both their family and business assets,” Tan says.

Throughout the process, Standard Chartered’s wealth planners worked closely with all key family members and its external advisors to establish effective communication channels and platforms for discussion. They also helped address gaps in the succession and legacy plans, offering guidance on how to involve the next generation and strengthen family engagement. These are all important elements in creating a sustainable long-term legacy plan.

The support from Standard Chartered reflects a growing demand in Asia for more structured approaches to succession, echoing the complexity of modern family life.

The Case for Acting Early

As Asian families become more global, and family members more diverse in aspirations, succession planning is entering a new phase. Banks like Standard Chartered are playing a growing role in helping clients design structures that not only protect their wealth but also their families’ futures.

Yet many families may not be fully prepared for their succession and legacy planning needs, potentially exposing themselves to a higher risk of legal disputes, inefficient tax structures or strained relationships if matters are left unresolved.

“Beyond embracing succession planning as essential, individuals and families need to act early and formalize it, where possible. Leaving wealth at risk without a succession plan carries real and possibly dire consequences,” Tan says.

www.sc.com/private-banking

With its prime address, curated interiors and resort-style amenities, UPPERHOUSE at Orchard Boulevard is drawing strong interest from buyers seeking both prestige and potential.

In a market where location, exclusivity and quality drive long-term value, UPPERHOUSE at Orchard Boulevard stands out. Developed by UOL Group Limited (UOL) and Singapore Land Group, this 99-year leasehold project in prime District 10 offers rare access to one of Singapore’s most prestigious residential enclaves, paired with thoughtful design and strong investment fundamentals. Following the success of Meyer House and Watten House, it marks the next chapter in the group’s luxury masterpiece collection.

Comprising 301 units, UPPERHOUSE at Orchard Boulevard presents a full range of options across one- to four-bedroom layouts. The Signature Collection includes the one- to three bedroom units, while the Bespoke Collection is for the immaculately curated four-bedroom suites. Each residence is designed with livability in mind, offering efficient layouts and expansive views of the city and surrounding greenery.

The development offers direct access to the Orchard Boulevard MRT station and is a short drive to Singapore’s premier shopping and lifestyle destinations, including Dempsey Hill, the  central business district and the UNESCO-listed Singapore Botanic Gardens. Its location within the Good Class Bungalow areas further adds to its long-term appeal among affluent buyers.

“The strong take-up of UPPERHOUSE at Orchard Boulevard private preview reflects buyers’ confidence in its location in the Orchard Road precinct,” says Yvonne Tan, Chief Corporate & Development Officer at UOL. Following this by-invitation-only private preview, about 54% of the units were sold on launch day on 19 July 2025.

“It affirms that buyers are drawn to launches with strong product and locational attributes. We believe buyers also see timely opportunities in launches in the Core Central Region, where prices are attractive relative to projects in other regions,” she adds.

Refined Interiors With Branded Finishes

UPPERHOUSE at Orchard Boulevard has been designed to appeal to homeowners and investors who value both comfort and craftsmanship. Across all units, interiors are fitted with carefully selected materials and high-end European brands.

Each kitchen comes equipped with appliances from Swiss luxury brand V-ZUG. Homes in the Bespoke Collection feature additional fittings, including an integrated steam oven, integrated oven, vacuum drawer, integrated dishwasher and wine cooler. The Asian Kitchen and Gourmet Kitchen Bar are anchored by Ernestomeda cabinetry, with the latter featuring a Rosso Levanto marble island countertop, combining functionality with aesthetic sophistication.

The Bespoke Collection offers an added level of finish with Rimadesio walk-in wardrobes and sliding doors in the master bedroom. Bathrooms feature fittings and sanitary ware from Gessi and Laufen, while wardrobes for other bedrooms are by Italian manufacturer Caccaro.

This level of attention continues across the shared amenities. Residents can access The Botanical Villa, a private wellness retreat within the development. Facilities include an indoor spa pool, hydropool and The Spa Sanctuary, where residents can arrange private massage sessions—an offering rarely seen in city-center residential projects.

These lifestyle features, combined with the project’s prime location and premium design attributes, have translated into early market confidence.

“A strong visitorship over two preview weekends has resulted in a healthy take-up across all unit types with 54% of units sold at an average of S$3,350 psf (US$2,600). This reinforces UPPERHOUSE at Orchard Boulevard’s appeal to both owner-occupiers and long-term investors,” says Anson Lim, Senior General Manager (Residential Marketing), UOL.

Almost all buyers were Singaporeans or Permanent Residents, with a mix of owner occupiers and long-term investors. “Many are drawn to the Orchard Boulevard address, direct MRT access, efficient layout and attractive price quantum for its Orchard Road location,” Lim adds.

Confidence in the Orchard Road Precinct

UPPERHOUSE at Orchard Boulevard reflects UOL’s broader strategy to invest in and elevate the Orchard Road precinct. The company has a long-established presence in the area, and recent developments signal its commitment to enhancing the area’s appeal as both a lifestyle and residential destination.

“UPPERHOUSE at Orchard Boulevard is not just about UOL’s luxury residential development. It is also about our active participation in the rejuvenation of the Orchard Road precinct,” says Tan.

The development follows the group’s successful opening of Pan Pacific Orchard in 2024, which was voted as one of the world’s most beautiful hotels. More recently, UOL announced NoMad as the operator for the former Faber House site, marking the brand’s first foray into Asia-Pacific.

These projects are backed by the strength of UOL, one of Singapore’s leading property and hospitality companies with total assets of about S$23 billion (US$17.8 billion). Its diversified portfolio spans development and investment properties, hotels and serviced suites across Asia, Oceania, Europe, North America and Africa.

Through its Singapore-listed subsidiary, Singapore Land Group Limited, UOL also owns a wide range of prime commercial assets and hotels in Singapore. The group has received numerous accolades, including the Building and Construction Authority Quality Excellence Award, the Council on Tall Buildings and Urban Habitat Awards, and the FIABCI Prix d’Excellence Award.

With its combination of ultra-luxury homes, exceptional location and the backing of UOL’s strong track record, UPPERHOUSE at Orchard Boulevard is well positioned to meet demand from buyers seeking both a premium lifestyle and long-term investment value.

Private viewings are by appointment only. To register interest, call +65 8200 6060 or visit uol-upperhouse.sg

uol-upperhouse.sg

As unprecedented wealth changes hands between generations in Asia, AIA Singapore (AIA) is stepping up with a bold vision to help high net worth families and individuals across the region navigate complex legacy planning through its integrated ‘Wealthbeing by AIA’ proposition.

Across Asia, a historic intergenerational handover of wealth is underway. As Baby Boomers approach retirement and succession, younger heirs are expected to inherit an estimated US$5.8 trillion in assets over the coming decades. Yet, this immense transfer comes with the age-old anxiety of ensuring that the wealth endures.

The often-cited Chinese proverb “Wealth does not pass three generations” (富不过三代) reflects the challenge of preserving both capital and family cohesion over time. Among the elderly in Asia, succession planning remains a sensitive subject, frequently delayed or avoided altogether. Family dynamics can also complicate decision making, as younger generations may hold different priorities or values from the wealth creators before them.

While older generations tend to focus on stability and capital preservation, younger investors are increasingly drawn to alternative investments and purpose-driven financial strategies, such as sustainability linked solutions.

To help families meet this challenge, AIA has introduced its flagship proposition, ‘Wealthbeing by AIA,’ a comprehensive offering that blends wealth creation with well-being, designed to support both the financial and personal aspirations of high net worth (HNW) clients. The proposition is relevant to families navigating wealth transfer as it empowers them to grow their portfolios while leading healthier, more fulfilling lives.

“Families today are not just looking to preserve wealth—they want well-structured legacy and estate planning to pass their wealth on efficiently and meaningfully,” says Peggy Quek, CEO of AIA International Wealth.

“We take a personalized approach that aligns with family values and supports long-term goals. In building these multigenerational bridges, we help families create enduring legacies that reflect both tradition and progress,” she adds.

A Comprehensive Approach to Legacy Planning

In 2024, aiming to lead the HNW space, AIA launched AIA International Wealth (IW) and AIA Wealth Centre, two major initiatives under it’s broader ‘ Wealthbeing by AIA’ proposition. These pillars are part of a bold, multi-million-dollar strategy to redefine legacy planning for Asia’s affluent families and elevate AIA’s standing as the region’s insurer of choice.

AIA IW, headquartered in Singapore, provides insurance-led wealth planning services for HNW individuals across Asia, including key growth markets like Hong Kong, Thailand and Indonesia. With Singapore’s reputation as a global wealth hub, the platform is well placed to offer cross-border solutions, whether it’s planning for multiple jurisdictions, navigating tax and trust issues or ensuring a seamless succession process for families with businesses and properties across the region.

“We boast a team of IBF-certified Wealth Management Consultants (WMCs),” Quek says.

“As clients are seeking partners who understand multi-jurisdictional complexities, our WMCs have access to in-house specialists in legal, tax and trust matters, enabling them to skillfully navigate intergenerational wealth planning and best serve clients with globally distributed family members and assets.”

Backed by AIA Group’s longstanding legacy across pan-Asia and extensive network of trusted regional partners, AIA IW has helped HNW individuals across the region—many of whom were already AIA clients in their local markets—build thriving, multi-generational legacies.

Meanwhile, the AIA Wealth Centre offers an exclusive, invitation-only space for affluent clients in Singapore to access bespoke wealth planning. This includes consultation with AIA’s panel of legal, tax and trust experts to ensure that the financial, legal and emotional dimensions of wealth transfer are handled in an integrated, professional manner.

Meeting the Three-Generation Challenge

AIA’s approach to wealth management addresses the widely recognized “three-generation” phenomenon, where wealth fails to last beyond the third generation. Often, this is due not to market factors, but rather to a lack of long-term planning and family dialogue.

To tackle this, AIA introduced AIA Platinum Infinite Wealth, a market-leading solution designed to overcome key obstacles in legacy planning. Many wealthy families struggle with distributing assets fairly among multiple heirs or planning for generational continuity. AIA Platinum Infinite Wealth addresses this with a unique Policy Split feature, a first in Singapore, which allows the original plan to be divided into multiple policies and passed to loved ones as legacies. The Change of Insured option allows for policy continuity, enabling the next generation to continue to accumulate wealth.

“As a group, AIA has served the region for over a century, and we deeply understand our clients’ intergenerational wealth concerns: robust growth alongside seamless transfer of their wealth,” says Wong Sze Keed, CEO of AIA Singapore.

“That’s precisely why AIA Singapore is able to provide a wealth solution where clients are able to divide their plan into multiple policies to be gifted among multiple beneficiaries—whether children, grandchildren or even philanthropic causes. This ensures their legacy unfolds exactly as they envision, with unparalleled flexibility and control, as well as benefiting their loved ones,” Wong says.

In a world where financial security and legacy planning are more important than ever, AIA Platinum Indexed Legacy, an Indexed Universal Life plan, stands out as a premier solution tailored for discerning individuals seeking both stability and growth. This innovative plan combines the assurance of whole life coverage with the potential of market-linked returns from the S&P 500 index, offering a unique blend of protection, flexibility and wealth creation.

With its comprehensive suite of products under the AIA Platinum Series, AIA is well positioned to meet the diverse and unique needs of HNW families balancing long-term security with wealth accumulation needs.

Serving a New Generation of Regional Clients

With Asia’s affluent population projected to grow 61% by 2026, up from 17.5 million individuals in 2021, AIA is positioning itself as a trusted partner for legacy planning, committed to supporting the full spectrum of its customers’ wealth planning needs. This means going beyond traditional insurance offerings to meet the changing expectations of a younger, more globally minded generation of wealth holders.

“Younger clients are thinking differently about legacy—they want more tools, more flexibility and greater alignment with their values,” Wong says.

To meet these shifting needs, AIA has strengthened its wealth proposition with comprehensive, personalized and sustainable solutions, all anchored in its ‘by AIA’ proposition. This holistic approach supports clients in managing, growing and protecting their wealth at every life stage.

Technology also plays a central role. Through its Technology, Data and Analytics strategy, AIA is delivering more intuitive and personalized experiences, from seamless digital servicing to enhanced access to financial planning tools and insights.

AIA’s ambition is backed by the broader strength of the AIA Group, which spans 18 markets and serves over 43 million individual policyholders. In Singapore, AIA has long been recognized as a leader in the insurance space, consistently ranked as the top Million Dollar Round Table company for the past 10 years.

By combining innovative legacy solutions, professional advisory and a philosophy that treats well-being as a key pillar of wealth, AIA is helping affluent families rewrite the script on inheritance. Instead of fearing the third generation, they are learning how to prepare for it with confidence.

As Royal Bank of Canada marks 50 years in Singapore, it is building deeper capabilities to help clients in Asia navigate an increasingly complex global landscape.

At a time when geopolitical tensions and economic uncertainty are clouding the global financial outlook, wealthy investors and businesses are turning to institutions they can rely on. For Royal Bank of Canada (RBC), this demand for trust and stability is shining a light on its longstanding presence in Asia and its ambitions to grow further.

Ranked among the world’s top 15 banks by market capitalization, RBC is Canada’s largest bank by both assets and market capitalization, with operations in 29 countries serving more than 19 million clients worldwide. It also holds leading positions in capital markets and wealth management across North America and Europe.

In Asia, where RBC has operated out of Singapore for 50 years, the bank is building on this global footprint to expand its presence in key markets by leveraging its strong credit rating, international network and reputation for reliability.

“In the current environment, clients are looking more closely than ever at the counterparties they do business with. Our ‘AA’ rating and status as a global systemically important bank give them confidence and help us stand out from the competition,” says Rod Ireland, Head of Wealth Management, Asia and Global Markets, APAC at RBC.

Today, RBC’s Asia platform is anchored by two core businesses that have a significant presence in Singapore: capital markets and wealth management. The bank’s decision to locate these operations in the city-state reflects the country’s strong regulatory environment, skilled workforce and connectivity to the rest of the region, says Ireland.

Singapore serves as the regional hub for its trading and distribution operations outside of Australia, supporting foreign exchange, fixed income, structured product and treasury services businesses across Asia. The city-state, along with Hong Kong, also drives RBC’s regional wealth management business in markets such as Taiwan, China, Indonesia, Malaysia, Thailand and the Philippines.

“We’re not only hiring more relationship managers; we’re also expanding our capabilities across investment, credit, onboarding, operations and wealth planning. We have built a solid foundation that enables clients to access a comprehensive suite of competitive, high quality services, and we are investing to make it even better,” says Kamran Azim, Head of Private Banking, Singapore at RBC.

Both the wealth management and capital markets platforms are increasingly working together to deliver more cohesive solutions, particularly for high net worth (HNW) clients whose needs span jurisdictions and asset classes. By deepening relationships in key markets and improving coordination between teams, RBC is laying the groundwork for long term, sustainable growth in the region.

Leveraging a Global Network

As the only Canadian bank with a comprehensive wealth management offering in Asia, RBC is able to connect HNW clients to a wider ecosystem of services, including investment banking, trust and fiduciary solutions, and commercial banking. These linkages are particularly valuable for entrepreneurs and family businesses seeking opportunities abroad.

Many of these clients in Asia have businesses, properties or family members spread across several countries, which creates legal, tax and operational complexities. RBC helps them navigate these challenges by offering multijurisdictional wealth planning, cross-border lending, and access to investment and trust solutions through its global platform.

“RBC recently had an Asia-based client looking to acquire an asset in Canada. We provided the M&A advice and the lending, and the client onboarded with us in wealth management. That’s a classic example of how clients can benefit from multiple parts of the business,” says Ireland.

Succession planning is another increasingly important priority for wealthy families in Asia as they prepare for the next generation to take the reins. RBC addresses this need with a discovery led approach, where its wealth planners help families achieve their goals through tailored solutions.

In addition, clients benefit from access to a bank-owned trust company, which enables wealth to be structured locally within a stable, regulated environment. Yet legacy planning today goes beyond legal structures. With many next-generation family members studying, working or settling abroad, there is growing demand for solutions that reflect their global lives.

RBC works closely with these younger beneficiaries to help them understand the responsibilities of wealth and the tools available to manage it. “Many next-gen clients aren’t necessarily in the same region as their parents, so there’s a lot more complexity to wealth planning because it becomes global,” says Azim.

“That’s where our global capabilities come into play. We also have a trust company in Jersey, and we leverage it whenever we need to for our clients,” he adds.

A Long-Term Commitment to Asia

While RBC has made major acquisitions in Canada, the U.S. and the U.K. in recent years, its strategy in Asia is centered on steady, long term development.

Ireland is clear about what success looks like. “Whether it’s wealth management or capital markets, we want to be a trusted partner. We want to lead with advice. And we want to ensure that we execute as seamlessly as possible. We take those three things very seriously,” he says.

This commitment extends beyond commercial goals. RBC has been involved in community initiatives such as RBC Race for the Kids, a global youth-focused event that the bank brought to Singapore through its partnership with the Singapore Children’s Society.

Race for the Kids began as a single event in New York in 2009 and has since expanded to over 20 locations, raising more than CA$100 million (US$72.5 million) for charities.

Staying Nimble for What Comes Next

Given today’s market volatility and rising geopolitical risks, RBC sees continued demand from clients for stability, strong counterparties and consistent execution, areas where the bank believes it has a distinct advantage.

Looking ahead, RBC views talent and technology as its biggest priorities. The bank is focused on attracting and retaining skilled professionals, while ensuring its technology keeps pace with its ambitions for growth.

To overcome these and other challenges ahead, RBC will strive to remain flexible as part of the bank’s regional strategy, particularly as market dynamics evolve. To this end, both the wealth and capital markets businesses are structured to adapt quickly to changing conditions and client expectations.

Says Ireland: “Clients are unsure about the medium and long term, but this uncertainty reinforces why they care about who they do business with.”

www.rbc.com

KDDI Asia Pacific delivers future-ready digital infrastructure, helping businesses across the region navigate complexity with secure and scalable solutions.

Under the scorching May sun, Kentaro Matsuura, President & CEO of KDDI Asia Pacific, was in Bangalore, India, to explore new partnerships with the country’s burgeoning IT sector. This trip marked his third within the region in a single month, a testament to his relentless efforts to navigate the intensely competitive telecommunications market. Matsuura’s strategic focus spans a vast geographical area, transforming markets from Australia to ASEAN, South Asia and Dubai into crucial battlegrounds for business survival.

As digital transformation accelerates and cybersecurity threats become more sophisticated, enterprises in Asia-Pacific (APAC) are seeking partners who can deliver IT solutions consistently across diverse markets, anticipate operational risks and provide local support with global standards. KDDI Asia Pacific (KDDI APAC) stands out as a qualified IT provider meeting this demand with a model built on long-term trust and regional agility, even as the company continues to build brand recognition in the region.

Headquartered in Singapore, KDDI APAC is the regional arm of KDDI Corporation, one of Japan’s largest telecommunications  companies. It operates across 14 countries in APAC and the Middle East, with three data centers in Singapore, Vietnam and Bangkok. The company delivers integrated cloud, cybersecurity and managed IT services.

KDDI’s service model was developed through its enduring relationships with Japanese multinationals in the international enterprise network sector. This foundational business, rooted in its history as a dominant national telecom operator, has since evolved. The company has actively transformed its approach, transitioning from a conventional telecommunications provider to a full-stack IT solutions provider. In APAC, the firm has recently entered high-growth markets such as Myanmar and Bangladesh.

“We are actively exploring new market entries to transition from a Japan-centric approach to a broader, non-Japanese market focus,” says Matsuura. He emphasizes the urgent need for a strategic shift, noting, “KDDI is a household name in our home country. But outside Japan, including within the APAC region, few people recognize our company except Japanese clients. I need to change this situation permanently.”

KDDI aims to go beyond being a technology provider by working closely with clients to support their long-term business goals. This includes co-developing solutions that align with their clients’ communication strategies and helping them drive digital transformation more effectively. By taking time to understand each client’s operations and challenges, KDDI positions itself as a long-term partner that contributes directly to business outcomes rather than offering standalone services.

“We aim to become a true partner by delivering services that directly contribute to our clients’ core businesses,” Matsuura says.

The Singapore office plays a central role in KDDI’s ability to deliver its solutions at scale across the region. It manages the procurement of equipment, oversees engineering resources across the region and ensures service quality remains consistent.

“APAC is undeniably the epicenter of global economic growth. Singapore, serving as its technological and economic engine, presents KDDI APAC with a pivotal opportunity to be a cornerstone not only for the region but also for our entire global strategy, including Japan,” he adds.

Building Resilient Infrastructure for a Digital Future

The rapid pace of digital transformation in APAC, while presenting significant opportunities, also adds operational strain to enterprise IT teams. This accelerated change acts as a disrupter, challenging their comfort zone. KDDI APAC is helping organizations across the region address these pressures with a portfolio of secure, future-ready infrastructure solutions.

The company’s offerings encompass a wide range of technical capabilities, including cloud management, cybersecurity assurance and network managed services. The company leverages its global network operations center in Ho Chi Minh City and flagship data center in Bangkok to deliver comprehensive managed services. These services are designed to address complex technology needs that would otherwise burden its customers’ internal IT departments.

“By outsourcing their IT operations entirely to KDDI, customer management can be freed from associated risks and concerns,” says Matsuura. “Furthermore, our extensive geographical presence across the region ensures that customers can easily arrange face-to-face consultations and on-site support when needed, providing them with an added layer of assurance.”

One recent example of KDDI’s work involves its projects in Vietnam, Myanmar and Bangladesh, where it installed integrated digital platforms in industrial zones developed by Japanese trading houses. These platforms collect data from CCTV cameras and power meters to improve visibility, workplace safety and overall operational efficiency for tenants and developers.

Going forward, KDDI plans to offer smart city infrastructure solutions to government clients in Indonesia, the Philippines and India. These efforts build on its experience with Takanawa Gateway City, a recently launched smart district in southern Tokyo. The company intends to apply lessons from that project to other markets in Asia.

To do so effectively, KDDI recognizes that collaboration is essential. It will work closely with partners who have deep local knowledge, as different societies present unique cultural and operational considerations.

“While Japan has historical experience managing disasters, it may lack the mindset to fully address multiethnic social customs. This is where the insights of our partners with extensive local knowledge become crucial,” Matsuura says.

Local Delivery, Global Standards

A key part of KDDI APAC’s ability to execute across the region lies in its people. The firm’s 1,000-strong regional workforce spans a wide range of nationalities and skill sets. These teams often collaborate across borders, mirroring the operational structure of their clients.

KDDI’s approach blends Japanese service quality with deep local execution. This is not limited to technical excellence but also includes cultural awareness and a commitment to integrating with local communities.

“We uphold KDDI’s unified technical quality as a global standard, drawing on a Japanese mindset—known as ‘wakon’ or ‘Japanese soul’—that adapts to diverse local cultures, environments and business practices. WAKONX, KDDI ’s unified IT management platform, effectively balances standardized KDDI services with region-specific offerings tailored to APAC markets,” Matsuura says.

This approach is central to KDDI’s move from a vendor to long-term partner. Clients benefit from face-to-face support, customized solutions and a partner that understands their business objectives.

“To become a strategic partner requires consistent demonstration of an understanding of the client’s business, value creation and commitment to the client’s success. It’s an ongoing process of deepening collaboration, going beyond transactional exchanges and establishing KDDI APAC as an integral part of our valued clients’ journey and growth,” says Matsuura.

Looking ahead, KDDI APAC plans to deepen its presence in existing markets and explore new ones through joint ventures and potential M&A activity as it seeks to help enterprises across the region build the infrastructure needed for long-term resilience and growth.

Says Matsuura: “Through these initiatives, we aim to contribute to APAC’s digital infrastructure and broader societal development.”

sg.kddi.com/en/

The most storied name in Singaporean hospitality returns to its beachfront roots with an all-villa retreat on Sentosa, offering travelers and residents a refined new way to reconnect with nature, serenity and the timeless Raffles experience.

Since opening in 1887, Raffles has defined luxury and gracious hospitality in Singapore. Now, this iconic name takes shape anew on the pristine, breezy shores of Sentosa. Raffles Sentosa Singapore is not just a new chapter—it is a poetic homecoming, a full circle moment in a setting both familiar and entirely fresh.

Just 10 minutes from Singapore’s central business district, yet a world away in atmosphere, Raffles Sentosa Singapore offers a retreat unlike any other. As the country’s first all-villa resort, it features 62 private villas—each with its own pool and the personalized attention of a dedicated Raffles butler. Set amid lush tropical greenery, this tranquil enclave is alive with birdsong at dawn and cooled by sea breezes throughout the day.

“We are embedded in greenery,” says Cavaliere Giovanni Viterale, Cluster General Manager of Raffles Sentosa Singapore and Sofitel Singapore Sentosa Resort & Spa. “Unlike a city hotel, guests are surrounded by nature, and that has resonated deeply.”

Designed for Luxury and Rejuvenation

This sense of being cocooned by nature is entirely intentional. The resort’s design philosophy is grounded in privacy, immersion, sustainability and well-being—creating an ideal sanctuary for rest and renewal. “To enjoy this kind of nature, you’d normally need to travel for many hours,” says Viterale. “Here, it’s just minutes from the city.” Coupled with round-the-clock service and a dedicated Raffles butler for every villa, the experience offers a level of comfort and care that even seasoned luxury travelers will truly appreciate.

Culinary excellence is another cornerstone of the resort. With five distinct dining venues—spanning Italian, Japanese, Chinese and international casual cuisine—guests are treated to a rich diversity of flavors and dining styles. “Guests really don’t ever need to leave their villa, if they don’t want to,” Viterale says. “We looked very carefully at the culinary details.” For special occasions, the intimate chef’s table at the Italian restaurant and the exclusive outdoor Chinese dining space turn each meal into a celebration.

While cuisine delights the senses, the guest experience at Raffles Sentosa Singapore is also designed to nurture body and mind. Wellbeing is the resort’s natural complement, offering a seamless journey from indulgence to restoration. Housed in an architecturally conserved building, the full-service spa provides a personalized approach that embraces nutrition, treatments and fitness.

From intimate staycations to long-haul retreats, Raffles Sentosa Singapore is set to become a destination in its own right—offering the grandeur of its storied namesake with a renewed sense of calm and connection. For locals, it’s an escape close to home; for travelers, a reason to rediscover Singapore. At the heart of it all lies timeless hospitality and a personal touch. As Viterale puts it, “People come here as guests, leave as friends, and return as family”—a reflection of the genuine warmth that defines this serene sanctuary.

www.raffles.com/sentosa