Record-breaking Hong Kong Tech Pavilion showcases three award-winning innovative technologies, highlighting the city’s leading role as an International I&T Hub
HONG KONG SAR – Media OutReach Newswire – 8 January 2026 – Hong Kong Science and Technology Parks Corporation (HKSTP) and Hong Kong Trade Development Council (HKTDC), supported by the Hong Kong Electronic Industries Association (HKEIA), led the largest ever delegation of 61 Hong Kong tech companies to the annual Consumer Electronics Show (CES) in Las Vegas from January 6-9. In just the first two days, the Hong Kong Tech Pavilion drew visits from dozens of international brands, industry leaders and investors to explore the latest innovations, and potential collaboration opportunities. The participation enables local tech firms to access markets overseas, and by showcasing their strengths in R&D, underscores the city’s role as a leading international innovation and technology (I&T) hub.
The largest-ever Hong Kong Tech Pavilion featured 61 tech companies at CES 2026.
The Hong Kong Tech Pavilion featured innovations spanning across areas in advanced materials & sustainable technology, AI & data, digital transformation, electronics & robotics, and life & health. Meanwhile three of the city’s rising stars were recognised at the prestigious annual CES Innovation Awards 2026, with Widemount Dynamics Tech leading the way with its Smart Firefighting Robot named as the Best of Innovation for Product in Support of Human Security for All with its. Meanwhile, Eieling and PointFit were honored under the Digital Health category, with the world’s first intelligence-driven compact fatty liver diagnostic device FattaLab® and patented ultra-thin biomarkers tracking wearable PF-Sweat Patch.
Terry Wong, CEO of HKSTP, said: “We believe in catalysing tomorrow’s world and this celebration of Hong Kong’s I&T via the global platform like CES demonstrates our city’s unique convergence of cutting-edge R&D, global talent and capital, and enablers such as HKSTP is connecting innovators with resources, markets and opportunities, propelling their success to the world stage.”
Vivian Chan, Associate Director of Business Development, Exhibitions and Digital Business of HKTDC pinpointed that, “Having participated in CES for over 40 years, HKTDC is committed to facilitating more technology-driven, cross-border business deals and investments riding on our global network with over 50 offices, reinforcing Hong Kong’s position as a regional and global innovation hub.”
The Hong Kong Tech delegation continues to leverage the growing global innovation momentum from CES, to engage in talent traction, encourage investments, and explore market opportunities to support the mission of entrepreneurs to go global, while demonstrating the pivotal role of Hong Kong in connecting the region, and contributing to the global tech landscape. Hashtag: #HKSTP #HKTDC
The issuer is solely responsible for the content of this announcement.
HKSTP
More information about HKSTP is available at www.hkstp.org.
HCMC, VIETNAM – Media OutReach Newswire – 8 January 2026 – For years, ESG occupied an ambiguous position in the global discourse. It was widely acknowledged, frequently discussed, yet often postponed, something to be integrated gradually, when conditions allowed. Today, that ambiguity has vanished. ESG has become a hard requirement for cities, assets, and investments that aim to survive in a rapidly changing world.
According to research by Knight Frank, demand for sustainable real estate is being led decisively by younger generations. A significant majority of respondents in its Next Generation Survey indicated they are willing to pay up to 20 percent more for environmentally friendly products. More importantly, this preference is already translating into action: 63 percent of Millennials have invested in sustainable portfolios, compared with just 35 percent of Baby Boomers.
At the very top of the wealth pyramid, ultra-high-net-worth individuals are setting explicit targets to reduce their personal carbon emissions. Real estate, among the most carbon-intensive and capital-heavy asset classes, is therefore under direct pressure to evolve. At the same time, institutional investors are placing growing emphasis on social outcomes, from workplace wellbeing to broader community health. Assets that fail to meet these expectations increasingly face liquidity risk.
In this context, ESG is now widely understood as a form of future-proofing. Like a massive ship altering course in open waters, the global real estate industry may take time to visibly change direction. But once the new trajectory is set, those that fail to adapt will inevitably be left behind.
The Limits of Retrofitted Sustainability
Yet most cities were never designed for this moment. Built for speed, density, and economic efficiency, they now struggle to reconcile legacy structures with contemporary ESG demands. The prevailing response has been retrofitting, adding green technologies, improving energy efficiency, or introducing pockets of open space where possible.
These measures are necessary, but they reveal a fundamental limitation. ESG, when layered onto an outdated urban model, can only go so far. There is a ceiling to how sustainable a city can become if its foundations were never meant to support that vision.
This raises a more radical question: What if ESG were not an upgrade, but the starting point? What if a city were conceived entirely around environmental balance, social wellbeing, and long-term governance from its very first blueprint?
An answer to that question is emerging, not from Europe or North America, but from Vietnam.
Vinhomes Green Paradise and the Idea of “ESG++ from the Ground Up”
On the southern edge of Ho Chi Minh City, where land meets sea, Vingroup is developing what many observers consider one of the world’s rare examples of a truly next-generation urban model, Vinhomes Green Paradise.
This is not a conventional large-scale real estate project with sustainability features added along the way. It is a city built entirely on the logic of ESG, what some experts have begun to describe as “ESG++ from the ground up”.
The location itself tells the first chapter of that story. Vinhomes Green Paradise is framed by the East Sea and a vast mangrove ecosystem recognized by UNESCO as a World Biosphere Reserve. Spanning more than 75,000 hectares, the Can Gio mangrove forest is one of Southeast Asia’s most important natural assets, functioning as a carbon sink, a biodiversity haven, and a natural coastal defense system.
Rather than pushing against this environment, the project is shaped by it.
Covering 2,870 hectares, Vinhomes Green Paradise maintains a construction density of just 16 percent. The overwhelming majority of land is dedicated to green space and water. A 121-kilometer coastline defines the city’s interface with the sea, while at its heart lies an 800-hectare natural seawater lagoon, an ecological and civic centerpiece rarely seen even among the world’s most ambitious coastal cities.
Here, nature is not an amenity. It is infrastructure.
A Global Contender for the Cities of the Future
Because of this foundational approach, Vinhomes Green Paradise is increasingly viewed as a strong Asian contender, often described as a “hidden gem”, in global initiatives recognizing future-ready urban developments.
Environmental integration alone, however, does not define the project. Its aspiration extends equally to technology, governance, and human experience.
Designed as a fully integrated smart city, Vinhomes Green Paradise applies IoT, big data, and artificial intelligence across urban management, operations, and environmental monitoring. The objective is not technological spectacle, but a city that operates intelligently, efficiently, and transparently, one that adapts in real time to how people live, move, and interact.
If the environment forms the foundation and technology provides the nervous system, people are unmistakably at the center of Vinhomes Green Paradise.
The project’s social infrastructure is planned as a cohesive ecosystem rather than a collection of isolated amenities. Healthcare is anchored by Vinmec, in collaboration with Cleveland Clinic, bringing international clinical standards into everyday urban life. Education is delivered through Vinschool alongside Brighton College, ensuring continuity from early education to globally benchmarked schooling.
The city’s vision extends across generations. Purpose-built senior living, cultural venues, and public spaces are seamlessly integrated. A seven-hectare waterfront theater establishes a cultural anchor, while sports and recreation are elevated through two championship 18-hole golf courses designed by firms founded by Tiger Woods and Robert Trent Jones. Large-scale entertainment and lifestyle destinations further contribute to a city that is not only sustainable, but vibrant.
According to Arnaud Ginolin, Managing Director of Boston Consulting Group in Vietnam, Vinhomes Green Paradise brings together all the elements required to establish a new global benchmark, one that balances sustainability with dynamism and ESG principles with holistic human experience.
Vietnam’s Statement to the World
In the first nine months of 2025, Vietnam recorded more than 58,000 successful real estate transactions, doubling year on year. In Hanoi and Ho Chi Minh City, primary residential prices have reached historic highs, compressing opportunities and pushing investors toward new frontiers.
Can Gio has emerged as one of those frontiers. Once viewed as a geographic dead end, the district is now being repositioned as Ho Chi Minh City’s strategic gateway to the sea. Search interest has surged, and capital flows from northern Vietnam are increasingly directed southward.
Infrastructure is the catalyst behind this transformation. Planned high-speed rail will connect central Ho Chi Minh City to Can Gio in just minutes. The long-awaited Can Gio Bridge is set to remove persistent bottlenecks. New interregional road links, port developments, and proximity to Long Thanh International Airport are integrating the area into regional and global trade networks.
What was once peripheral is becoming strategic.
In an era when many of the world’s great cities are struggling to reinvent themselves, Vietnam is offering a different answer: Build differently from the start. Use ESG not as a corrective tool, but as a foundation.
Vinhomes Green Paradise is therefore a statement, about where the next ideas in urban living may come from, and how sustainability, human wellbeing, and long-term value can be aligned rather than traded off.
While the ESG conversation has long been dominated by Western capitals, one of its most ambitious realizations is taking shape in Southeast Asia, guided by willingness to rethink the fundamentals of urban life.
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The latest addition to Kenanga Investors’ flagship series follows the same proven investment objective and philosophy to meet the evolving needs of today’s investors.
KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 8 January 2026 – Kenanga Investors Berhad (“Kenanga Investors“) has announced the launch of the Kenanga Growth Fund Series 3 (“KGFS3” or “the Fund“), its third fund in its flagship conventional fund series.
Datuk Wira Ismitz Matthew De Alwis, Executive Director and Chief Executive Officer of Kenanga Investors Berhad.
KGFS3 utilises the asset manager’s proven investment objective and philosophy whilst driven by a differentiated strategy to meet the evolving needs of investors. The Fund seeks to provide capital growth over a medium to long term investment horizon. It will be managed with an active investment strategy depending on the market conditions and outlook, combining a top-down asset and sector allocation process with a bottom-up stock selection methodology.
Lee Sook Yee, Chief Investment Officer of Kenanga Investors Berhad.
“Kenanga Growth Fund Series 3 continues our commitment to disciplined growth and investor-focused solutions. Instead of reinventing the wheel, we believe in refining our methods. As a result, the Fund builds on a proven philosophy that has delivered consistent value to our investors, while adapting to today’s market realities. We prefer to stay practical and to apply what works to continue earning the trust of our investors. Simultaneously, the Fund provides investors flexibility and accessibility while benefiting from a professionally managed, mandate-style investment strategy”, said Datuk Wira Ismitz Matthew De Alwis, Executive Director and Chief Executive Officer of Kenanga Investors.
Since the inception of the Kenanga Growth Fund on 17 January 2000, followed by Series 2 in 2018, both funds have displayed consistent performance. As of November 2025, both funds have surpassed RM1 billion in assets under management*, a testament to the fund house’s disciplined investment approach and commitment to long-term value creation.
While equities remain the central focus for KGFS3, the investment team will strategically allocate the remaining net asset value into other permitted asset classes, guided by market conditions and potential growth prospects, ensuring a well-balanced and opportunistic portfolio.
“Our asset allocation decisions are driven by a comprehensive review of macroeconomic trends across global economies. Particularly, we look at key indicators such as GDP growth direction, interest rate movements, inflation patterns and government policies. We believe these factors are critical to determine corporate earnings, allowing us to identify predictable trends that inform our sector selection. This structured approach helps keep us nimble, responsive and grounded in fundamentals”, explained Lee Sook Yee, Chief Investment Officer of Kenanga Investors Berhad.
The minimum initial investment amount is RM10,000 while subsequent investments are at a minimum of RM5,000. The Fund will be measured against a benchmark of 8% growth per annum. It is suitable for Sophisticated Investors who have a high-risk tolerance, have a medium to long term investment horizon; and are looking to achieve high returns through investments in multi-assets.
Kenanga Investors is known for its investment offerings and expertise within the equities space, making this latest launch a strategic addition for its product expansion efforts. The Hong Kong-based Asia Asset Management’s 2025 Best of the Best Awards recognised Kenanga Investors under the following categories, Malaysia Best Retail Asset Management Company and Malaysia Best Equity Manager. The FSMOne Recommended Unit Trusts Awards 2025/2026 awarded the Kenanga Growth Fund Series 2 with the “Sector Equity — Malaysia Focused” award for the fourth consecutive year since 2022.
The issuer is solely responsible for the content of this announcement.
Kenanga Investors Berhad 199501024358 (353563-P)
We provide investment solutions ranging from collective investment schemes, portfolio management services, alternative investments, as well as wills and trusts for retail, corporate, institutional, and high net worth clients via a multi-distribution network.
The Morningstar Awards 2025 has recognised the Kenanga Blue Chip Fund as Best Malaysia Large-Cap Equity Fund. The Bursa Excellence Awards 2024 awarded KIB’s exchange-traded funds’ arm, Eq8 Capital Sdn Bhd with the Special Award – Thought Leadership for launching Eq8WAQF, the world’s first Waqf-featured Exchange Traded Fund. Introduced under a newly established category, the award highlights innovations that are reshaping the investment landscape.
At the LSEG Lipper Fund Awards Malaysia 2025, KIB received awards for the Kenanga DividendEXTRA Fund (“KDEF”) under the Best Equity Malaysia Diversified – Malaysia Funds over 3 years, Kenanga Malaysian Inc Fund (“KMIF”) under the Best Equity Malaysia Diversified – Malaysia Provident Funds over 10 years, Kenanga Balanced Fund (“KBF”) under the Best Mixed Asset MYR Balanced – Malaysia Provident Funds over 10 years, Kenanga Managed Growth Fund (“KMGF”) under Best Mixed Asset MYR Flexible – Malaysia Provident Funds over 10 years, and Kenanga SyariahEXTRA Fund (“KSEF”) under the Best Mixed Asset MYR Balanced – Malaysia Islamic Funds Awards over 10 years.
The Hong Kong-based Asia Asset Management’s 2025 Best of the Best Awards awarded KIG under the following categories, Malaysia Best Impact Investing Manager, Best Impact Investing Manager in ASEAN, Malaysia Best Equity Manager, Malaysia CEO of the Year (Co-Winner), Malaysia CIO of the Year, Malaysia Best House for Alternatives, Malaysia Best ESG Engagement Initiative, Malaysia Fund Launch of the Year, and Malaysia Best Retail Asset Management Company.
The FSMOne Recommended Unit Trusts Awards 2025/2026 has awarded the Kenanga Growth Fund Series 2 with the “Sector Equity – Malaysia Focused” award for the fourth consecutive year since 2022. We were also recognised at The BrandLaureate BestBrands Awards 2024 – Brand of the Year under the category Wealth Management & Investment Solutions. For the ninth consecutive year, KIB was affirmed an investment manager rating of IMR-2 by Malaysian Rating Corporation Berhad, since first rated in 2017.
This Press Release was issued by Kenanga Group’s Marketing, Communications & Sustainability department.
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Aldar Properties PJSC, Abu Dhabi’s largest property developer and real estate asset manager by total assets, has appointed a syndicate of global and regional banks for a planned US dollar-denominated hybrid notes issuance, a move that underscores the company’s intention to strengthen its capital structure while retaining balance-sheet flexibility. The company, which carries a Baa2 rating with a Stable outlook from Moody’s, has mandated Citi as sole […]
TDK has unveiled STRIDE, a low-power, real-time positioning software platform aimed at wearables and connected IoT devices, marking a push to strengthen its presence in software-defined sensing alongside its established sensor hardware business. The launch positions the Tokyo-based electronics group to compete more directly in applications where accurate location tracking must operate continuously on constrained batteries, such as smartwatches, fitness bands, asset tags and industrial monitoring devices. […]
Tackle rising business costs and trade barriers with a unified digital platform for Free Trade Agreements as well as build stronger economic partnerships.
Bridge AI adoption gaps by co-funding shared data pools and introducing a regional “Trusted AI” mark to drive innovation and governance.
Future-proof the workforce with targeted work visas for global experts, job transformation roadmaps, and advanced leadership programmes.
SINGAPORE – Media OutReach Newswire – 7 January 2026 – KPMG in Singapore and the Singapore Institute of Directors (SID) are pleased to announce the release of a joint Budget 2026 Proposal, titled “Prospering in a New Global Landscape”.
From Left to Right: Yong Jiahao, Partner, Infrastructure, Government & Healthcare (IGH) & Industrial Manufacturing, Tax, KPMG; Ajay Kumar Sanganeria, Partner and Head of Tax, KPMG; Lee Sze Yeng, Managing Partner, KPMG; Max Loh Khum Whai, Vice-Chair, Singapore Institute of Directors; Edwin Lee, Deputy CEO, Singapore Institute of Directors
By fostering resilient economic linkages, embedding digital trust, and cultivating world-class talent and leadership with cross-domain expertise, Singapore can ensure its businesses and economy remain secure, innovative, and competitive in an uncertain global landscape.
This Proposal outlines strategies to position Singapore as a critical hub for global flows, covering three crucial areas:
A new global order: Resilience as a pivotal growth strategy
The Intelligent Age: Smart solutions for an innovative era
The recommendations in the proposal are also supported by data-driven insights from a survey recently conducted by KPMG and SID. More than 1,000 professionals, managers, executives and technicians (PMETs) and business owners were surveyed on the challenges they face and the kinds of Budget 2026 support they hoped to see. [For more information, please refer to the deck with the full survey results: https://kpmg.com/sg/en/campaigns/kpmg-singapore-budget.html ]
Empowering businesses to leverage Singapore’s trusted role as a global connector
Global commerce is rapidly transforming amid rising protectionism, shifting trade rules, evolving tax regimes, and geopolitical tensions. Singapore’s long-term prosperity in the new global order depends on its ability to lead as a trusted connector and aggregator of the flows of goods, capital, data, and talent.
Singapore must strengthen its economic linkages, build secure and interoperable digital platforms, cultivate a workforce equipped with cross-domain expertise, and equip boards with essential skills to navigate emerging risks and opportunities. Trusted and resilient economic linkages will ensure the seamless movement of goods, services, and investments, while interoperable digital platforms will play a critical facilitation role in enabling cross-verification of information, streamlining compliance, and fostering trust across borders. These efforts are especially important in helping businesses cope with shifting regulations. KPMG and SID’s survey found that 51 percent of respondents identified increased business costs as the main challenge to cross-border expansion, followed by higher tariffs (26 percent) and supply chain difficulties (25 percent). To address these challenges, 43 percent of respondents want stronger economic and trade partnerships to overcome trade barriers.
KPMG and SID recommend:
a) Developing a unified digital platform for Free Trade Agreement (FTA) management (page 7) to help businesses navigate complex procedures and unlock the full benefits of FTAs. This would be seamlessly integrated with government systems, making it more seamless and cost-effective for businesses to comply with FTA requirements. This would enable firms to leverage Singapore’s extensive FTA network to gain footholds in new markets, further enhancing Singapore’s regional and global competitiveness.
b) Increasing access to working capital to accelerate local enterprises’ strategic transformation and implementing industry-specific governance frameworks (page 7). With geopolitical shifts driving a more complex regulatory landscape, increased and dedicated funding would enable businesses to transform for the future while responding effectively to evolving governance standards. Such funding should be complemented by industry-specific governance playbooks to equip boards with essential tools to strengthen agility and resilience.
c) Enhancing Singapore’s government-backed trade platform with blockchain and AI (page 6). The global economy has seen an increase in supply chain disruptions amid geopolitical and trade uncertainties. An enhanced Government-backed trade platform would enable Singapore to further facilitate the flow of trusted payments, making it even easier for businesses to validate transactions and act on smart recommendations to elevate supply chain efficiency. Amid a more fragmented world, the enhanced platform would also reinforce Singapore’s position as a reliable hub for global commerce, by promoting increased supply chain transparency for critical industries like semiconductors, pharmaceuticals, and advanced manufacturing.
d) Introducing progressive carbon taxes to reward decarbonisation and establish performance-based pathways for large emitters (page 9). Singapore’s carbon taxes must evolve to consider unique business needs and companies’ decarbonisation plans. Progressive carbon tax rates post-2030 – based on facility emissions volume, emissions per unit of output, and sectoral abatement potential – could be accompanied by permanent conditional tax rebates for energy-intensive, trade-exposed sectors. These rebates could be based on set criteria such as verified year-on-year reductions in carbon intensity and investments in low-carbon technology. To strengthen these efforts, Singapore could also establish an ASEAN Environmental Data Exchange to facilitate the sharing of standardised and interoperable environmental data between Singapore and its regional trade partners (page 8). The exchange would improve the flows of green trade and green capital, enabling Singapore to be a regional hub for environmental data harmonisation. Organisations like the Singapore Institute of Directors could play a catalytic role by building board-level capability, aligning disclosure expectations and promoting best practices through director education, guidance frameworks and peer learning on a regional scale, helping boards to lead initiatives like progressive carbon taxation.
Fostering an ecosystem of Trusted AI in the Agentic Era
The rise of artificial intelligence (AI) is reshaping global competitiveness, with agentic AI—capable of autonomous decision-making—introducing both transformative opportunities and significant challenges. While agentic AI can drive innovation, optimise operations, and unlock new efficiencies, it also raises critical concerns around accountability, ethical deployment, and governance.
A critical enabler of AI’s potential is data sharing, yet this often proves difficult due to competition, concerns over intellectual property, and a lack of trust between organisations. Businesses—particularly smaller enterprises—also face cost constraints in accessing high-quality data, and many also lack the strategic clarity and workforce competencies to identify where AI can augment their operations.
KPMG and SID’s poll found that 54 percent of respondents cited talent and skills gaps as the top challenge for adopting AI, followed by high costs of technology adoption (52 percent) and a lack of clear AI adoption strategies (48 percent). By addressing these concerns, Singapore will be able to fully leverage the vast potential of AI and data to reinforce its status as a hub across various sectors.
KPMG and SID recommend:
a) Co-funding sector-specific shared data pools in partnership with trade associations and industry stakeholders (page 15). These shared, anonymised data pools would enable businesses to access high-quality datasets without incurring prohibitive costs. Tailored to specific sectors such as logistics and retail, these pools would facilitate benchmarking, model training, and experimentation under a trusted framework that safeguards data privacy and protects intellectual property. Shared data initiatives should be paired with guided AI adoption support to help businesses understand how AI can enhance specific parts of their value chain. For example, targeted support could help logistics firms optimise supply chains or assist retailers in leveraging AI to personalise customer experiences. This dual approach would enable broader AI adoption and accelerate innovation across industries.
b) Enhancing the public-private partnership (PPP) framework to accelerate AI adoption (page 15). As firms navigate high costs and limited guidance around AI adoption, there is an opportunity for the Government to provide greater access to infrastructure to lower barriers for AI experimentation and deployment. The enhanced framework would create positive spillover effects from existing AI initiatives, as government agencies, academia and industry stakeholders collaborate to strategically integrate AI solutions into business strategies. The framework could also promote cross-sector collaboration in key industries, fostering a culture of open innovation in AI. To bolster digital trust, Singapore could also establish a regional “Trusted AI” mark to drive harmonisation and innovation (page 12). Although Singapore’s Model AI Governance Framework provides a strong foundation for responsible AI deployment, there is still a largely untapped opportunity for Singapore to champion an assurance label that shows firms have AI controls aligned with recognised AI governance standards. By pushing regionalrecognition of this mark, Singapore could accelerate cross-border innovation and trade. The mark would build on initiatives like AI Verify and Project Moonshot, which have helped to promote Trusted AI in Singapore.
c) Supporting hands-on AI governance training for board members and executives (page 13) through a dedicated fund. This would complement existing SkillsFuture programmes which focus primarily on AI awareness, by expanding the emphasis to address strategic and operational gaps at the leadership level – covering ethical deployment, change management and cross-domain applications.
Building globally relevant leaders with cross-domain skills
To fulfil its role as a hub for global flows, Singapore must enable its businesses to navigate a complex web of governance requirements, trade rules, tax policies, and tariffs. While compliance with governance standards will bring higher upfront costs, it also provides a foundation for businesses to lead in innovation and competitiveness. For instance, businesses that embrace sustainability compliance can innovate in areas like green finance, carbon accounting, and environmental data exchange.
Yet, none of this is possible without specialised talent and leadership. Singapore needs professionals and board leaders with expertise in areas such as supply chain management, AI governance, and sustainability strategy. These individuals must be able to connect the dots across domains, such as linking data governance with trade compliance or integrating sustainability goals into business operations. The need for enhanced talent development also emerged from KPMG and SID’s survey findings. Forty-nine percent of respondents want more skills development and upskilling courses. Meanwhile, 42 percent hope for more support for workforce transformation and job redesign, such as higher grants. In addition, 37 percent of respondents want more leadership and management development initiatives, especially in the areas of mentorship and coaching for emerging leaders and advanced leadership programmes.
KPMG and SID recommend:
a) Creating a dedicated work-pass category for “master trainers” and mentors (page 18). The work-pass would encourage international professionals to join local companies, public agencies and training institutions to lead structured upskilling or leadership development programmes. This would accelerate skills transfer, expose workers to global best practices, and build a robust pipeline of talent capable of driving strategic transformation and competitiveness in a rapidly evolving global landscape. Structured leadership development programmes could also include peer-sharing platforms (page 21) aimed at promoting transformation training among C-suite leaders. Backed by the public sector and industry stakeholders, such platforms could foster the exchange of best practices, promote collective learning on key sustainability capabilities and empower leaders to proactively redesign roles and workflows ahead of market shifts.
b) Setting up job transformation roadmaps with co-funded training and certification initiatives (page 19) tied closely to sector-specific needs. As rapid technological developments shape industry demand for skills, job transformation roadmaps would be beneficial in outlining sector-specific disruptions, challenges and opportunities. These roadmaps could be accompanied by industry-recognised certification, and programmes backed by both the public and private sectors. Tailored to sectoral needs, certifications could help to assess whether workers have acquired the necessary skills to perform in transformed roles, especially in fast-evolving sectors where traditional qualifications may no longer suffice.
c) Establishing a $100 million fund to advance social impact reporting (page 9). As Singapore pursues long-term resilience, it must also ensure that economic growth is sustainable and inclusive. The fund could be used to train professionals and board directors in the reporting of social metrics, support academic modules in social sustainability and certify social auditors and advisers. It could also be complemented by broader efforts to enhance environmental, social and governance (ESG) competencies among businesses’ top leadership. Singapore could establish a national registry of certified sustainability committee members (page 20) who can be matched to boards and committees across sectors. This would help to expand access to qualified board resources, especially for local enterprises.
Lee Sze Yeng, Managing Partner, KPMG in Singapore, said:
“Leadership today isn’t just about mastering AI or acquiring specialised skills—it’s about navigating the intersections of cross-border trade, technology, and sustainability. To remain competitive, leaders must move beyond the basics, using AI and data to drive real business outcomes while building governance frameworks that inspire trust. At the same time, they need the courage to take calculated risks and collaborate across ecosystems to unlock new opportunities. Initiatives like co-funding sector-specific shared data pools and guided AI adoption support are critical to overcoming barriers and equipping leaders with the tools to thrive. As disruptions grow increasingly cross-border and cross-domain, Singapore’s ability to cultivate leaders who can turn complexity into opportunity will define its success as a global flows hub.”
Ajay Kumar Sanganeria, Partner, Head of Tax, KPMG in Singapore, said:
“Singapore’s position as a global hub—connecting trade, data, and capital—offers businesses significant opportunities to grow and compete globally. Grants and platforms are vital enablers, but they must be part of a broader solution that simplifies complexities and empowers businesses to focus on innovation. Future-ready approaches, such as managing governance and compliance in a more consolidated or ‘as-a-service’ mode, can reduce burdens on enterprises. A unified digital platform for Free Trade Agreement (FTA) management, enhanced with blockchain and AI, could streamline compliance and unlock the full benefits of Singapore’s FTA network. Co-funded training programmes and shared governance frameworks can further help businesses pool resources and build capabilities. By combining grants, platforms, and smarter ways of working, Singapore strengthens its role as a trusted global connector and equips businesses to lead with confidence in an evolving world.”
Yeoh Oon Jin, Chair, Singapore Institute of Directors, said:
“Singapore’s future as a global hub for connectivity and commerce will be shaped by how boards of directors evolve to lead with resilience and trust. Budget 2026 is an opportunity to strengthen governance frameworks that embed sustainability, cyber trust and accountability into every organisation’s agenda. By empowering directors to champion innovation, sustainability and digital assurance, organisations can grow with confidence while reinforcing Singapore’s position as a secure and trusted connector for goods, capital, data and talent in an increasingly complex global landscape.” Hashtag: #KPMG #SID
The issuer is solely responsible for the content of this announcement.
About KPMG in Singapore
KPMG in Singapore is part of a global organization of independent professional services firms providing Audit, Tax and Advisory services. We operate in 142 countries and territories with more than 275,000 partners and employees working in member firms around the world. Each KPMG firm is a legally distinct and separate entity and describes itself as such. KPMG International Limited is a private English company limited by guarantee. KPMG International Limited and its related entities do not provide services to clients.
About SID
The Singapore Institute of Directors (SID) is Singapore’s national association for company directors. Established in 1998, our mission is to transform boards and empower board directors to be champions of good governance. SID works with regulators and partners to serve as the voice for directors and facilitates consultations and feedback sessions on regulatory matters. In advocating for good governance, SID advances thought leadership and benchmarking research and indices on corporate governance and directorship issues.
SID builds competencies and capabilities to enhance boardroom skills of directors for informed decision-making. An accreditation programme serves to set standards for and showcase best practices of good governance. The organisation supports members on their directorship journey with courses, workshops, advanced masterclasses, forum discussions and pit-stops. SID connects and strengthens the ecosystem with initiatives such as mentoring and networking. The Governance for Good Alliance is an initiative by SID to bring together key stakeholders who help advance our vision for every board director to be a champion of good governance.
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71 per cent of Asia’s young adults prefer clear planning, with 69 per cent optimistic about their financial future despite prevailing uncertainty
HONG KONG SAR – Media OutReach Newswire – 7 January 2026 – Asia’s young adults are taking a structured approach to managing their finances, according to a new study published by Prudential plc (“Prudential”), the leading Asia and Africa insurer. The research, titled “Financial Mindset of Young Adults in Asia”, finds that more than seven in 10 respondents (71 per cent) choose clear planning over spontaneity, maintaining consistent insurance and investment habits. This pragmatism is coupled with optimism: nearly 70 per cent believe their personal finances will improve in the next five to 10 years.
The study surveyed over 5,300 young adults aged 20-35 across seven Asian markets, including Hong Kong, Indonesia, Malaysia, the Philippines, Singapore, Taiwan, and Thailand, aiming to take a pulse on this dynamic generation’s insurance and investment experiences, preferences, and attitudes.
A Generation of Financial Pragmatists
The majority of Asia’s young adults believe living in uncertainty is now the norm (63 per cent), citing financial security as their top life concern (77 per cent), surpassing family responsibilities (53 per cent), health (52 per cent), career and education (42 per cent). Close to 60 per cent report focusing more on the future over enjoying the present moment.
Amidst this prevailing sense of unpredictability, young Asians maintain a positive personal financial outlook. Sixty-four per cent express confidence that they will have enough money to fund retirement.
In terms of financial management, more than half of young adults (53 per cent) seek a balance of smart investment strategies with freedom to enjoy life. Flexibility remains a defining preference, with 62 per cent of respondents favouring financial solutions that evolve alongside their lives and aspirations, rather than adhering rigidly to one style of saving or investing.
A measured risk profile with a long-term perspective also defines how young adults in Asia approach investment. They are balanced between high-risk investments for higher returns (42 per cent) and safe, low-risk options such as fixed deposits to safeguard savings (40 per cent). Nearly 60 per cent prefer investment instruments designed to be held for an extended period, reflecting an orientation toward sustainable financial growth.
Priscilla Ng, Chief Customer and Wealth Officer at Prudential plc, said: “Prudential is committed to empowering people across all life stages, including young adults, to shape their future, protecting possibilities and nurturing every promise. Today, Asia’s median age is just 32.5 years1, highlighting a vibrant and youthful population. This generation is redefining how financial management and security is approached, with unique priorities and expectations. Understanding their perspectives helps us tailor solutions that are simple, accessible, and relevant to their needs.”
Digital Ease, Human Expertise
The survey further reveals that young adults in Asia are navigating their insurance and investment journey through a blend of digital convenience and human support. With the prevalence of digital tools, 61 per cent of respondents feel confident researching and selecting products on their own, and 54 per cent are confident managing their portfolio independently.
Yet, human touchpoints remain highly valued: 64 per cent prefer consulting financial advisers for life or health insurance decisions and ongoing support, especially when handling complexities in coverage details (70 per cent) and the claims process (68 per cent). At the same time, digital platforms are favoured for real-time financial management, reflecting a growing demand for hybrid insurance and investment experiences that integrate technology and personal guidance – an approach that strongly resonates with today’s pragmatic young adults.
Millennials and Gen Z are expected to make up about half of Asia-Pacific’s consumers by 20302. For insurers, this means reimagining engagement with this segment through simple, accessible products and innovative, empathetic experiences that blend data, technology, and human understanding, said Ms. Ng.
1 United Nations’ World Population Prospects 2024 2 Eastspring Investment: Asia’s consumer-fuelled growth, September 2025Hashtag: #Prudential
The issuer is solely responsible for the content of this announcement.
About the report
Financial Mindset of Young Adults in Asia is a Prudential commissioned report, delving into the insurance and investment experiences, preferences and attitudes of 5,348 people aged 20-35 in seven Asian markets. through online quantitative survey. The survey was conducted in July-August 2025.
About Prudential plc
Prudential provides life and health insurance and asset management in Greater China, ASEAN, India and Africa. Prudential’s mission is to be the most trusted partner and protector for this generation and generations to come, by providing simple and accessible financial and health solutions. The business has dual primary listings on the Stock Exchange of Hong Kong (HKEX: 2378) and the London Stock Exchange (LSE: PRU). It also has a secondary listing on the Singapore Stock Exchange (SGX: K6S) and a listing on the New York Stock Exchange (NYSE: PUK) in the form of American Depositary Receipts. It is a constituent of the Hang Seng Composite Index and is also included for trading in the Shenzhen-Hong Kong Stock Connect programme and the Shanghai-Hong Kong Stock Connect programme.
Prudential is not affiliated in any manner with Prudential Financial, Inc. a company whose principal place of business is in the United States of America, nor with The Prudential Assurance Company Limited, a subsidiary of M&G plc, a company incorporated in the United Kingdom.
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