News related to
beyond

The unit sits under the president’s office and is evaluating AI start-ups globally, with long-serving executive Zhang Endong leading the effort. The move places investment activity closer to Sea’s top management at a time when the company is trying to convert its scale across Shopee, Garena and Monee into a stronger position in the next phase of consumer internet competition.

The new team is part of a wider internal reorganisation aimed at accelerating AI adoption across Sea’s businesses. Zhang is also involved in projects examining how the technology can be deployed inside the group, from product recommendations and seller tools to game development and financial services. A company spokesperson declined to comment on the investment unit.

The initiative follows a series of signals from chief executive Forrest Li that AI has become central to Sea’s long-term strategy. Li told investors last year that a trillion-dollar market capitalisation could be possible if the company doubled down on artificial intelligence and made the right calls. That ambition is now being tested against tougher operating conditions, heavier competition and investor scrutiny over margins.

Sea’s pivot comes as its core businesses remain sizeable but increasingly contested. Shopee continues to dominate e-commerce across South-east Asia, where price-led competition, live commerce, faster delivery expectations and merchant services have raised both growth potential and operating costs. Rivals including TikTok Shop, Lazada, Amazon and Rakuten are intensifying their own use of AI to personalise shopping, automate seller support and streamline logistics.

Artificial intelligence is already being built into Shopee’s customer and merchant systems. Its applications include recommendation engines, search improvements, advertising tools and seller assistance functions. The strategic logic is straightforward: more effective targeting can increase conversion, better seller tools can deepen merchant loyalty, and automated service functions can reduce costs across markets with different languages, payment habits and logistics infrastructure.

Sea has also expanded its partnership with Google to develop AI-powered tools across e-commerce and gaming. The companies are exploring an agentic shopping prototype for Shopee, designed to move beyond basic search and recommendation functions towards digital assistants capable of helping consumers complete tasks across the shopping journey. Garena is expected to use AI to improve game development productivity, an area where faster content cycles and lower development costs can carry significant commercial value.

Financial performance has given Sea room to invest, though not without pressure. First-quarter revenue rose 46.6 per cent year on year to US$7.1 billion, while gross profit increased 40.7 per cent to US$3.1 billion. Net income reached US$438.2 million, up 6.7 per cent, and adjusted EBITDA rose 9.3 per cent to US$1 billion. The figures showed continued momentum, but also reflected the cost of defending market share and expanding services.

Shopee delivered gross merchandise value of US$37.3 billion in the quarter, up 30.2 per cent from a year earlier, while gross orders climbed 29.3 per cent to 4 billion. Revenue from the e-commerce arm rose 45.1 per cent to US$5.1 billion, though adjusted EBITDA fell to US$223.2 million from US$264.4 million a year earlier, underlining the margin trade-off behind its expansion strategy.

Monee, Sea’s digital financial services unit, has become another pillar of growth. Revenue rose 57.8 per cent to US$1.2 billion, while consumer and small-business loans outstanding reached US$9.9 billion. Non-performing loans more than 90 days past due remained at 1.1 per cent, a key metric as the company expands credit services across emerging markets where risk controls are critical.

Garena, once Sea’s dominant profit engine, also showed stronger momentum. Bookings rose 20.1 per cent to US$931.4 million, while quarterly active users stood at 666.5 million. The unit remains anchored by Free Fire, but Sea’s AI push suggests management sees broader potential in development tools, content generation, player engagement and operational efficiency.

Sea’s AI Centre of Excellence in Singapore adds another layer to the strategy. The centre is intended to strengthen local AI capabilities, support enterprise adoption and develop talent in areas such as engineering, research and product development. Its launch aligns the company with Singapore’s broader ambition to become a regional AI hub and gives Sea a clearer institutional base for experimentation.

The investment team could give Sea access to external innovation at a time when start-ups are moving faster than large platforms in areas such as autonomous commerce, generative game design, fraud detection, credit scoring and AI-enabled logistics. The challenge will be distinguishing durable business models from inflated valuations in a crowded funding environment.

Investors will be watching whether Sea’s AI spending produces measurable gains in revenue growth, user engagement and margin improvement. The company has already shown that it can rebuild profitability after years of expansion-led losses. Its next test is whether AI can become more than an efficiency tool and help create the next major growth curve for one of South-east Asia’s most valuable technology groups.

15-year-old Filipino Crimson Arradaza achieves a historic 5.33 second One-Handed solve at the Inaugural Philippine National Speed Cubing Open

TAGAYTAY CITY, PHILIPPINES – Media OutReach Newswire – 29 May 2026 – Southeast Asia has made its mark on the global speed cubing stage.

In a moment that electrified the international speed cubing community, Filipino prodigy Crimson Arradaza shattered the 3x3x3 One-Handed World Record with a blistering 5.33-second solve at the inaugural Philippine National Speed Cubing Open, organised by the Asian Mind Sports Association (AMSA) and the Philippine Olympic Committee (POC).

Held from 27–28 May at the Tagaytay City Combat Arena, the tournament was the first major nationally-backed speed cubing event under the Philippine Olympic movement — and immediately, it made history.

Arradaza’s stunning performance broke the previous 5.66-second record set by Switzerland’s Dhruva Sai Meruva in 2024. More significantly, it pushed the boundaries of what many believed possible in one-handed solving, placing the Philippines in the spotlight of global mind sports. It is an extraordinary achievement for the rising speed cubing powerhouse.

“I have been speed cubing for the past four years and this is the best birthday gift for myself,” said Arradaza, who turned 15 the day before.

The teenager from Baguio City travelled eight hours to compete in Tagaytay, accompanied by his parents — a powerful reminder of the sacrifices and support behind every young champion.

“This is not just a Philippine achievement. This is an Asian achievement,” said AMSA Director-General Jim Yu. “The future of mind sports belongs to the younger generation, and today the Philippines showed the world what Southeast Asian talent is capable of.”

POC President Abraham “Bambol” Tolentino and Tagaytay City Mayor Ross Tolentino were also present to witness the historic achievement.

“Sports is not only about physical strength. It is also about mental sharpness, discipline, and focus,” said POC President Tolentino. “Filipinos are naturally talented in mind sports, and this world record proves we can compete with the very best globally.”

Beyond competition, the two-day event featured referee training programmes, operational workshops, and development dialogues aimed at strengthening the speed cubing ecosystem.

AMSA reaffirmed its commitment to developing mind sports across Asia through partnerships with National Olympic Committees, federations, and local organisers.

The organisation plans to continue growing regional competitions, talent pathways, livestream infrastructure, referee systems, youth engagement programmes, and international exchanges to elevate mind sports to unprecedented mainstream recognition across Asia.
Hashtag: #AMSA

The issuer is solely responsible for the content of this announcement.

The Mach33 Physical AI Fashion Show, staged on May 28 at Galaxy Robot Park in Gangdong District, placed robots in coordinated outfits beside models wearing matching designs. The display was built around a simple proposition from the company: if robots are moving into public spaces, homes, workplaces and entertainment venues, they may also need a visual identity.

Galaxy Corporation, known for linking entertainment with technology, presented the event as more than a novelty performance. Its founder and chief executive, Choi Yong-ho, has described Mach33 as a marker for a “physical AI” era in which technology is no longer confined to screens but appears in bodies that walk, gesture and interact with people. The runway show sought to show that clothing could become part of that transition, shaping how humans perceive machines and how robots fit into social settings.

The event took place inside Galaxy Robot Park, a 16,500-square-metre venue that opened in eastern Seoul on May 5. The park features humanoid robots performing K-pop routines, mock boxing matches, interactive demonstrations and other entertainment formats. The company has positioned the site as a testing ground for robot-led performance, with ambitions that extend beyond Korea into touring shows and global entertainment products.

The fashion show reflected Galaxy Corporation’s broader attempt to build a cultural brand around robotics. The company manages high-profile entertainment names including G-Dragon and Taemin, while also promoting itself as an “enter-tech” business. That combination of pop culture, stagecraft and robotics has helped it attract attention in a field often dominated by industrial automation, warehouse systems and laboratory prototypes.

The robots that appeared on the runway were not presented as replacements for human models, but as co-performers. Their value lay in the spectacle of synchronisation, movement and visual contrast. Matching outfits reduced the distance between human and machine, while the robots’ mechanical gait reminded audiences that the technology still carries limitations. The result was less a conventional fashion presentation than a staged experiment in public acceptance.

The concept also raised practical questions. Robots designed for hotels, retail, care homes, theme parks or public-facing service roles may require clothing that does more than decorate. Garments may need to allow joint movement, protect sensors, signal function, reduce intimidation and make machines more approachable. Fashion for humanoids could therefore become a niche within industrial design, combining textiles, robotics engineering and brand strategy.

Seoul’s robot catwalk arrives as Korea deepens its push into humanoid robotics. The K-Humanoid Alliance, launched in 2025, brought together major companies, universities and research institutes with the aim of strengthening national capability in AI-driven robots by 2030. Samsung Electronics has increased its stake in Rainbow Robotics to 35 per cent, while Hyundai Motor Group has expanded its work with Boston Dynamics and outlined plans tied to large-scale robot production.

Global competition is also intensifying. Tesla’s Optimus, Figure AI’s humanoid systems, Agility Robotics’ Digit and Boston Dynamics’ Atlas have pushed humanoids into investor presentations, factory trials and public demonstrations. The race is no longer limited to whether robots can walk or lift objects. Companies are now trying to define where robots will be commercially useful, how they will be priced, and how people will respond when machines occupy spaces once reserved for human workers and performers.

Fashion may appear peripheral to that contest, but public trust could become a decisive issue. Humanoids must navigate human environments where appearance, motion and social cues matter. A robot dressed for a hospital will need to project cleanliness and calm. A retail robot may need to look welcoming. A performer may need costume, hair, lighting and choreography as carefully planned as any human act.

Galaxy Corporation’s Seoul event leaned heavily into spectacle, but it also exposed the unsettled state of humanoid design. Robots still move with visible constraints, and the emotional connection that human performers build with audiences remains difficult to reproduce. The company’s bet is that entertainment can accelerate familiarity, making robots less alien before they move into other parts of daily life.

A draft framework under consideration would expand the role of monitoring agencies, usually SEBI-registered credit rating firms, and give them a stronger channel to flag diversion, delays or non-cooperation in the deployment of funds raised through equity issues. The proposals cover initial public offerings, rights issues, preferential allotments and qualified institutional placements, widening the regulatory lens beyond conventional IPO scrutiny.

Central to the plan is a proposal to lower the threshold for mandatory monitoring of issue proceeds from ₹100 crore to ₹50 crore. That change would bring a larger number of mid-sized fundraisings under independent review, particularly at a time when companies are using public markets not only for expansion but also for debt repayment, acquisitions, working capital and general corporate purposes.

The proposed framework would also require monitoring agencies to report directly to stock exchanges, rather than depend mainly on issuers for the onward dissemination of their findings. This would mark a significant shift in the balance of responsibility, as exchanges would receive a clearer view of whether the stated objects of an issue match actual fund utilisation.

Companies that fail to cooperate with monitoring agencies could face penalties, including fines of ₹50,000 for each violation. The measure is intended to address a weakness in the current structure, where monitoring agencies review deployment but have limited power when issuers delay information, provide incomplete data or fail to explain deviations from stated plans.

SEBI’s initiative comes after a period of heavy fundraising through equity markets, followed by a more cautious phase shaped by global risk aversion, pressure on domestic stocks and foreign portfolio outflows. Large companies and new-age firms have kept IPO plans alive, but several issuers have deferred listings as valuations became harder to defend. The regulator’s draft reflects a view that investor confidence depends not only on disclosure before fundraising but also on verifiable use of proceeds after capital is raised.

Under existing rules, companies raising equity funds must disclose the objects of the issue in offer documents and provide periodic updates on utilisation. Monitoring agencies submit reports on whether the proceeds are being used as promised. These reports are placed before audit committees and submitted to stock exchanges, but the enforcement burden largely remains with the issuer and the regulator.

The proposed changes would make monitoring more active and less dependent on company-led disclosure. Rating firms would be expected to examine bank statements, payment trails, board approvals and project progress more closely. They may also need to identify whether funds have been parked for long periods, shifted to purposes not approved by investors, or routed through related-party arrangements.

For investors, the changes could improve visibility over post-issue conduct, especially in cases where companies raise money for broad purposes and later alter business plans. Fund diversion has long been a concern in equity markets because public shareholders bear the risk when proceeds are used for objectives that differ materially from those advertised during the fundraising process.

For issuers, the proposals may raise compliance costs and increase documentation burdens. Smaller companies crossing the proposed ₹50 crore threshold would have to engage monitoring agencies and respond to periodic queries. Market participants expect some pushback from companies that argue existing audit committee and exchange disclosure requirements already provide sufficient oversight.

The regulatory argument is that tougher monitoring could reduce the gap between promise and performance. When a company raises money to build capacity, buy assets or reduce debt, the market prices the issue partly on those declared plans. If funds are later diverted or left idle without adequate explanation, minority shareholders have limited ability to intervene.

Credit rating agencies would gain a more prominent governance role under the proposed structure. Their task would move beyond checking utilisation statements to becoming a stronger early-warning mechanism for exchanges and investors. That may also bring questions over capacity, liability and conflict management, since the same agencies operate across ratings, surveillance and advisory-linked functions.

SEBI has been refining capital-raising rules across public issues, preferential allotments, rights issues and qualified institutional placements as it seeks to balance ease of fundraising with protection for minority investors. The latest proposal fits into a broader regulatory push to make market access faster while demanding greater transparency after money is raised.

By Krishna Jha The entire origin and development of living world has led to the emergence of complicated natural environment of which human beings are part and parcel. Environment and society are inter-related and inter-dependent. Society has come to rely on the natural environment for its existence. Any destruction of environment is sure to pose […]

The article Supreme Court Bench Has To Give More Clarity To Their Views On Aravalli Hills appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Over 80% Optimistic About Overseas Trade, Yet Tariffs and Costs Pose Key Hurdles

HONG KONG SAR – Media OutReach Newswire – 29 May 2026 – To support small and medium-sized enterprises (SMEs) in expanding into international markets, the Hong Kong Productivity Council (HKPC) and DHL Express Hong Kong (DHL) will co-host the “Blueprint for Global Expansion: Market Entry, Logistics & Risk Management” Forum on 12 June.

Amid an increasingly complex and rapidly evolving global supply chain landscape, the forum will delve into market strategies, logistics optimization, and risk management —equipping local businesses with the insights needed to navigate challenges and capture opportunities in global trade. As the first SME-focused forum jointly launched by HKPC and DHL, the initiative marks the beginning of a series of collaborative efforts to share practical expertise and support businesses in strengthening their international presence.

From Data to Strategy: Addressing the Three Key Barriers for SMEs Going Global
According to the latest quarterly “DHL Hong Kong Air Trade Leading Index (DTI)” survey, commissioned by DHL and conducted by HKPC, the primary challenges faced by enterprises expanding overseas are: “Complex tariff and customs clearance procedures” (23%), “High logistics and delivery costs” (20%) and “lack of local sales channels/ business partners” (12%). Despite these hurdles, over 85% of air traders remain neutral or positive about overseas trade prospects. In terms of readiness, 68% of respondents reported moderate confidence, while a further 18% showed high confidence, indicating a pragmatic and risk-aware approach among businesses pursuing global expansion.

In light of these findings, the forum will address the three critical dimensions of market, logistics, and risk management, offering professional guidance and targeted resources to help SMEs formulate immediate and actionable go-global strategies.

Andy Chiang, Senior Vice President and Managing Director, DHL Express Hong Kong and Macau, said, “DHL has long been committed to supporting SMEs in navigating the complexities of international trade. Through our GoTrade programme, we provide practical tools and expertise to help businesses manage cross-border logistics and customs processes more effectively. Our collaboration with HKPC focuses on equipping SMEs with actionable insights and strengthening their operational capabilities for global expansion. We look forward to continuing our partnership to deliver knowledge-sharing and networking opportunities that empower businesses to grow internationally with confidence.”

Three Thematic Sessions: A Comprehensive Global Expansion Blueprint for SMEs
The forum is specifically designed to address the pain points identified in the survey, featuring three expert speakers offering targeted insights:

￮ Professor Roy Liang TAN, Practitioner Professor of Management and Business Strategy at the HKU Business School will provide an in-depth analysis of how to assess target market maturity, avoid common pitfalls, and leverage government funding schemes to optimise financial planning — transforming the go-global vision into a concrete action plan.

￮ Ms Julian Tsoi, Director, Marketing Communications and Direct Sales, DHL Express Hong Kong, will share insights on how businesses can leverage global logistics networks and technology to enhance customs clearance efficiency and improve operational performance, while navigating the complexities of cross-border logistics and addressing common challenges in international expansion.

￮ Mr Kenneth POON, Assistant General Manager – Business Division at the Hong Kong Export Credit Insurance Corporation, will analyse export trade risks across different stages in emerging markets and guide enterprises on using credit insurance tools to guard against bad debts and strengthen financing capabilities.

Beyond expert presentations, the forum will feature interactive networking and Q&A sessions, allowing participants to exchange practical experiences directly with speakers and fellow SMEs, and explore business growth opportunities together.

Registration is now open. Seats are limited, first come first served!

“Blueprint for Global Expansion: Market Entry, Logistics & Risk Management” Forum

Date: 12 June 2026 (Friday)
Time: 3:00 PM – 5:00 PM
Venue: LG1, Future Manufacturing Hall, HKPC Building, 78 Tat Chee Avenue, Kowloon
Language: Cantonese and Putonghua
Registration Link: https://campaigns.hkpc.org/zh-hk/rsvp-blueprint-for-global-expansion

Hashtag: #HKPC

The issuer is solely responsible for the content of this announcement.

About Hong Kong Productivity Council

The Hong Kong Productivity Council (HKPC) is a statutory body established in 1967, dedicated to enhancing the productivity and competitiveness of Hong Kong enterprises through world-class applied R&D, innovative technology services, and integrated manufacturing solutions. As a market-oriented, international R&D organisation, HKPC leverages its deep expertise and extensive industry experience in key areas such as AI, advanced manufacturing, life and health technology, green technology and new energy to drive new industrialisation and support the growth of emerging and future industries.

HKPC focuses on addressing businesses challenges and industrial technology needs, promoting the full integration between technological and industrial innovation. Through technology transfer, product innovation, intellectual property protection and commercialisation of R&D outcomes, the Council fosters collaboration with the local business community as well as top global R&D institutions, delivering added value to industries and advancing the development of new productive forces. HKPC’s world-class R&D achievements have been widely recognised over the years, winning an array of local and overseas accolades, reinforcing Hong Kong’s role as an international innovation and technology centre and a smart city.

To help enterprises capitalise on Hong Kong’s strengths in international connectivity to expand into global markets, HKPC offers comprehensive overseas expansion services tailored to critical areas including product development, technology, manufacturing, and management, enabling businesses to successfully go global from Hong Kong.

HKPC is also committed to providing timely and practical support to SMEs and startups with timely and practical , assisting them in accessing Government funding programmes. Through its FutureSkills training initiatives, HKPC helps both industry and academia stay ahead in latest digital and STEM technologies, nurturing a future-ready talent pool for Hong Kong.

For more information, please visit HKPC’s website: www.hkpc.org/en.

DHL – The logistics company for the world

DHL is the leading global brand in the logistics industry. Our DHL divisions offer an unrivalled portfolio of logistics services ranging from national and international parcel delivery, e-commerce shipping and fulfillment solutions, international express, road, air and ocean transport to industrial supply chain management. With approximately 389,000 employees in more than 220 countries and territories worldwide, DHL connects people and businesses securely and reliably, enabling global sustainable trade flows. With specialized solutions for growth markets and industries including technology, life sciences and healthcare, engineering, manufacturing & energy, auto-mobility and retail, DHL is decisively positioned as “The logistics company for the world”.

DHL is part of DHL Group. The Group generated revenues of approximately 82.9 billion euros in 2025. With sustainable business practices and a commitment to society and the environment, the Group makes a positive contribution to the world. DHL Group aims to achieve net-zero emissions logistics by 2050.

The logistics company for the world.

Robert Walters Taiwan’s 15th anniversary report Reveals Structural Shift in the Local Talent Market

• Taiwan’s talent market has officially shifted from an employer-driven to a candidate-driven market, with critical skills increasingly replacing tenure and job titles as the core measure of talent value.
• AI adoption and global supply chain restructuring are accelerating salary polarisation. Professionals in semiconductors and high-tech industries are seeing salary increases of 15–20% when changing jobs, while those with AI, HPC and cross-border supply chain expertise can command increases of up to 30%.
• Career priorities are evolving beyond compensation. 54% of professionals cite learning and development opportunities as a key reason for staying with their current employer.
• By 2030, Gen Z is expected to account for 30–33% of Taiwan’s workforce, making flexibility, work-life balance and transparent workplace culture critical factors in talent attraction and retention.

TAIPEI, TAIWAN – Media OutReach Newswire – 29 May 2026 – Taiwan’s talent market has gradually shifted from an employer-driven to a candidate-driven market through globalisation, digital transformation and pandemic-driven disruption. Meanwhile, the rapid advancement of technology and AI is not only accelerating demand for critical skills, but also reshaping industry structures and redefining the rules of talent competition.

Robert Walters, the world’s most trusted talent solutions business, said in its latest 15th anniversary report, Taiwan’s Talent Market: The New Rules of Competition, that “critical skills” are increasingly replacing tenure and job titles as the primary indicators of talent value and compensation. Particularly as Taiwan’s semiconductor industry strengthens its strategic position within the global technology supply chain, professionals with in-demand capabilities are seeing salary growth significantly outpace the broader market, making salary polarisation an increasingly structural feature of Taiwan’s labour market.

As competition for high-skilled talent intensifies, candidates are placing greater emphasis not only on compensation, but also on Career Value Proposition (CVP), including career development, workplace flexibility and management culture. The report also highlights the rise of a candidate-driven market, where professionals are becoming increasingly selective about what they expect from employers.

In today’s market, growing uncertainty and increasing business complexity are shifting competition away from workforce scale towards the ability to secure critical capabilities and high-value talent. John Winter, Country Manager of Robert Walters Taiwan, noted: “Since entering the Taiwan market in 2011, we have seen talent strategy evolve into a core business strategy. Organisations that can identify critical capabilities early, integrate talent effectively and continuously strengthen organisational resilience will be best positioned for long-term success.”

Global Supply Chain Restructuring Accelerates the Shift Towards a Skills-Based Talent Market and Salary Polarisation

Amid geopolitical uncertainty and ongoing global supply chain restructuring, organisations are increasingly reshaping their structures and global workforce strategies to strengthen resilience and competitiveness. As a result, hiring priorities are shifting away from narrow technical expertise towards cross-functional integration, strategic thinking and problem-solving capabilities. At the same time, talent assessment is moving beyond tenure and job titles, with greater emphasis placed on practical capability, skill scarcity and immediate business impact.

Rapid AI adoption is further accelerating demand for critical skills, driving increasingly concentrated salary growth across the market.

In semiconductor and high-tech industries, professionals changing jobs may see salary increases of 15–20%, while talent with expertise in AI, High-Performance Computing (HPC), Edge Computing and cross-border supply chain management may achieve salary growth of up to 30% reinforcing the growing shift towards a labour market increasingly defined by “skills value”. In contrast, salary growth among execution-focused roles has remained relatively moderate. According to Taiwan’s Directorate-General of Budget, Accounting and Statistics (DGBAS), nearly 70% of employees in 2025 earned below the average salary level — the highest proportion on record — highlighting widening salary polarisation across the labour market.

Candidate-Driven Market Takes Shape:

Career Value Proposition Emerges Alongside Salary as a Key Driver of Employer Attractiveness

The rise of in-demand skills is accelerating Taiwan’s shift towards a candidate-driven labour market, with professionals becoming increasingly selective about what they expect from employers. According to Robert Walters Taiwan’s 15th Anniversary Report, candidates are moving beyond a compensation-led mindset and placing greater emphasis on Career Value Proposition (CVP), including career growth, workplace flexibility and management culture.

As AI adoption and industry transformation continue to reshape the workforce, professionals are placing greater importance on long-term career development and employability. Robert Walters Taiwan’s research found that 54% of professionals view continuous learning and development opportunities as a key reason for staying with their current employer.

Expectations around workplace culture and working models are also evolving. The report shows that beyond salary and benefits (75%), professionals increasingly prioritise flexible working arrangements (36%) and an open, effective management culture (32%) when evaluating employers. Meanwhile, Taiwan’s National Development Council projects that Gen Z will account for approximately 30–33% of the labour force by 2030. As the influence of this generation continues to grow, priorities such as work-life balance, workplace flexibility and transparent organisational culture are becoming defining factors in employer attractiveness.

Reflecting on the findings, John Winter noted: “The rise of a candidate-driven market reflects a broader shift in how professionals evaluate employers. Beyond compensation, talent is increasingly prioritising long-term growth, flexibility and organisational culture. Companies that can provide meaningful career development and adaptability will be better positioned to attract and retain top talent.”

Five Strategies Reshaping Talent Competition:

Building Organisational Resilience Through Critical Capabilities and Skills Value

As geopolitical uncertainty, global supply chain restructuring and rapid AI adoption continue to reshape business environments, organisations are increasingly competing on critical capabilities and organisational resilience rather than scale alone. In this context, talent strategy is no longer a back-office HR function, but a core driver of transformation, competitiveness and long-term business sustainability.

Robert Walters Taiwan’s report identifies five key strategies organisations should focus on to remain competitive in a rapidly evolving market:

1. Shift from workforce expansion to critical capability planning
Hiring success will increasingly depend on the ability to identify and secure high-value talent with in-demand, business-critical skills.

2. Build compensation strategies around skills value
As skills replace tenure as the key measure of talent value, organisations must redesign salary structures and talent evaluation frameworks to remain competitive.

3. Strengthen long-term learning and capability development
AI-driven transformation will require organisations to proactively build reskilling and upskilling cultures to reduce future capability gaps.

4. Redesign workplaces around flexibility and employee experience
Beyond compensation, organisations must strengthen career development, flexibility and workplace culture to attract and retain high-performing talent.

5. Elevate talent strategy to a core business priority
Future talent competition will increasingly shape organisational agility, transformation capability and long-term competitiveness.

Reflecting on the evolving talent landscape, John Winter said: “In the past, talent strategies were largely designed to address immediate hiring needs. Today, the nature of talent strategy has fundamentally changed. Organisations must shift from asking ‘Who do we need now?’ to ‘What capabilities will we need in the future?’ The businesses that can continuously build adaptable talent and resilient organisations will be the ones best positioned for long-term success.”

-END-

About Taiwan’s Talent Market: The New Rules of Competition

Published as Robert Walters Taiwan’s 15th anniversary report, Taiwan’s Talent Market: The New Rules of Competition explores how globalisation, digital transformation, the pandemic, AI adoption and geopolitical uncertainty have structurally reshaped Taiwan’s labour market over the past 15 years.

The report combines Robert Walters Taiwan’s long-term market observations, talent insights and findings from the Salary Survey 2026, covering key sectors including semiconductors, high technology, manufacturing, digital transformation and cross-border operations. It also examines the major workforce trends redefining talent competition, salary structures and employer attractiveness in Taiwan’s evolving labour market.

To access the full report, please visit: https://reurl.cc/9W97bn

Hashtag: #RobertWalters

The issuer is solely responsible for the content of this announcement.

About Robert Walters

Robert Walters is the world’s most trusted talent solutions business. Across the globe, we deliver recruitment, recruitment process outsourcing and advisory services for businesses of all shapes and sizes, opening doors for people with diverse skills, ambitions, and backgrounds. We help organisations find the skills and solutions to reach their goals and assist talented professionals to power their unique potential.

The Taipei office specialises in placing candidates in the following specialities: accounting & finance, electronics & industrial, healthcare, human resources, IT & digital transformation, marketing, manufacturing, sales, semiconductors, software, supply chain, logistics & procurement.