Developments

Trillions to be unlocked in sustainable investment opportunities in Asia

Asia’s robust economic fundamentals present significant opportunities for scaling financing into sustainable development projects, even amid geopolitical headwinds and trade tensions, said policy and business leaders at the inaugural Hong Kong edition of Unlocking capital for sustainability. Against the backdrop of increasing global polarisation and accelerating climate change, Asia is uniquely positioned to lead decarbonisation efforts and capitalise on the opportunities that the region’s green transition offers. Hong Kong, in particular, has emerged as a key gateway in the region for sustainable finance, authorising over 220 environmental, social and governance (ESG) funds last year, with assets under management (AUM) totaling HK$1.2 trillion, with opportunities for trillions more. In his keynote address, Christopher Hui Ching-yu, Secretary for Financial Services and the Treasury, Government of the Hong Kong Special Administrative Region, noted that Hong Kong’s “markets, regulatory frameworks and connectivity with global capital flows position us uniquely – not merely as a gateway, but as a catalyst for scaling green and transition finance across Asia and beyond.” Hong Kong is making significant strides, with green and sustainable debt issuances in 2024 exceeding US$84 billion. The city is also fostering cross-border trade and digital collaboration in carbon markets to connect capital with carbon projects worldwide, developing its FinTech ecosystem to finance underfunded and impactful green projects, and building the capacity of its workforce to meet the demand for green skills, highlighted Hui. Themed “Mobilising capital for the green transition”, the inaugural Hong Kong edition of the thought leadership forum, organised by Eco-Business in partnership with United Nations Environmental Programme Finance Initiative (UNEP FI), took place during Hong Kong’s Wealth and Investment Mega Week. Hosted at Renaissance Hong Kong Harbour View Hotel, the forum gathered more than 120 decision-makers across government, finance and industry to identify the solutions needed to mobilise finance for Asia’s […]

Trump’s tariff: A test to Malaysia’s trade resilience

Dr Paul Anthony Maria Das is a Senior Lecturer for the School of Accounting and Finance at Taylor’s Business School, Faculty of Business and Law, Taylor’s University. Taylor’s Business School is the leading private business school in Southeast Asia for Business and Management Studies based on the 2025 QS World University Rankings by Subject and has received the Association to Advance Collegiate Schools of Business (AACSB) accreditation. President Donald Trump’s sweeping decision to impose a 24% blanket tariff on Malaysian imports is more than just a protectionist measure. It is a direct challenge on Malaysia’s export-driven economy and a stark reminder of the fragility of international trade relations in the 21st century. The U.S. remains Malaysia’s second-largest export destination, accounting for 13.2% of total exports in 2024.[1] President Trump’s justification for the tariffs is rooted in claims that Malaysia imposes an average of 47% tariffs on U.S. imports, a figure widely disputed by local authorities. Malaysia’s actual average applied tariff is closer to 5.6%, in line with global trade commitments under the World Trade Organization (WTO).[2] This apparent misrepresentation underscores the dangers of populist trade policies that prioritise political gain over factual accuracy and fair competition. The sectors most vulnerable to these tariffs include Electrical & Electronics (E&E), which comprises over half of Malaysia’s exports to the U.S., as well as rubber products, machinery, and furniture. While certain high-tech exports like semiconductors may initially escape these tariffs, other areas of the E&E sector, such as components, finished goods, and consumer electronics, are poised to face significant pressure. If these tariffs remain in place, they could directly threaten Malaysia’s manufacturing hubs in states like Penang, Selangor, and Johor, leading to reduced demand and squeezed profit margins for local businesses. Beyond that, the disruption to the rubber and medical glove industry, which […]

Smarter growth, lower risk: Rethinking how new factories are built

A tailored, thoughtful combination of cutting-edge technologies, stronger contracting skills, and deep supply chain capabilities can get a new factory up and running—without costly delays. Today’s environment is giving manufacturers even more reasons to reassess their footprint strategies. For some, localisation of production may now seem increasingly attractive—particularly amid rising volatility in tariff and trade policy, evolving incentives for manufacturers Manufacturers know that building new factories—and doing so quickly—can be incredibly complex. It is possible for the chief manufacturing officer to have never overseen the expansion of an existing factory—let alone the development of an entirely new “greenfield” site. The construction industry’s capacity for new factory construction is also constrained, especially by the demand for skilled workers. The sheer scale of the capacity gap is daunting even before confronting the very real risks that major projects face, from spiralling labour costs to vulnerable supply chains. There’s no single technology or template that manufacturers can deploy in response. Instead, to close the gap, manufacturing leaders need an integrated approach to factory building, one that encompasses thoughtful factory design, a reassessment of the supply chain, and effective construction management. A blueprint for revamping factory floor design The first step is undertaking a meticulous factory design process that seeks to ensure consistent flow of production, with adequate redundancy in capital assets Heightened competition for capital under current market conditions means it’s more critical than ever for manufacturers to deliver major capital projects on time and on budget. Higher labour costs in a new location require a company to rethink the entire value chain for the new plant—and with it, core production processes. Executives need to recognise that a greenfield development offers a unique chance to invest in Industry 4.0 technologies, maximising ROI and minimising production disruption Industry 4.0 user cases can show high potential for […]

Max-Arshavsky,-CEO-and-co-founder,-Zenno-Astronautics

Zenno Astronautics and ANA Trading rollout superconducting space technologies in Japan

New Zealand-headquartered Zenno Astronautics (Zenno), the space superconductor company, has signed a Memorandum of Understanding (MOU) with ANA Trading to deploy Zenno’s superconducting technologies for space applications in the Japanese market. ANA Trading is a member of ANA Group, Japan’s leading airline group. With the slogan “Next Stop, Space”, ANA Group has identified the expansion of its business field into space as one of its strategic priorities. Under the terms of the agreement, ANA Trading, with deep knowledge of aerospace industries, will create business opportunities in Japan for Zenno that contribute to the Japanese space industry. The initial focus is to deploy Zenno’s Z01 superconducting magnetic torquers for high-precision satellite positioning in the Japanese market. Z01 scales to address demanding positioning requirements for satellites – from 50kg and up to space station sized – and the ongoing need for satellites to reposition in orbit to maximise commercial value. In the future, the partnership will collaborate to bring an exciting roadmap of other technologies to the market, opening up new possibilities and increasing the competitiveness of the Japanese space industry. Zenno co-founder and CEO Max Arshavsky says, “We are excited to be part of the Japanese space ecosystem with our partnership with ANA Trading. This collaboration will accelerate our growth in the Japanese market and supports Zenno’s vision to build for life in space. “Our mission is to create enabling and highly scalable technologies that will allow humanity to prosper in space without dependence on Earth’s resources, such as the need for fuel, radiation shielding, and frequent resupply of spacecraft in orbit.”

Countries successfully growing their manufacturing – and what they are doing right

From Brazil to Singapore, here’s how six countries are rethinking manufacturing. From the climate crisis and geopolitical headwinds to next-generation technologies, a series of complex challenges are rewriting the rulebook for global value chains. Against this backdrop, what are manufacturers and supply chain companies doing to ensure their operations are fit for future success? Most successful firms are moving away from making location decisions based on cost alone to a more complex process that considers factors including performance, resilience and sustainability. Countries that want to remain competitive and position themselves as manufacturing hubs must embrace this shift. By adopting innovative policies across key country-level readiness drivers, nations can boost their appeal for foreign investment, potentially increasing GDP and their share of global value chains, the report suggests. Here are some examples of those archetypes and how they are growing their manufacturing. Brazil While Brazil’s GDP per capita and manufacturing’s share of GDP are below average, the country is making efforts to boost manufacturing’s economic role. The service sector now has a larger share of the GDP than the manufacturing sector. Brazil is the world’s leading source of coffee and a major producer of sugar, soy, and beef. It also exports significant amounts of steel, automobiles, and electronics. For decades, Brazil has been actively promoting manufacturing to diversify its production and reduce its reliance on agricultural exports. In early 2024, the country launched a new policy plan to drive this effort – called Nova Indústria Brasil. This policy defined strategic areas for investment to stimulate technological development and increase the competitiveness of the Brazilian industry. Key initiatives under this plan include measures to digitally transform industrial companies and invigorate the country’s semiconductor industry. India Like Brazil, India is in the adapter quadrant of the country archetypes. It also boasts a sizeable service sector, which […]

Masdar City’s Net-Zero Model Sets Sustainability Benchmark, but AI Holds Key for Aging Cities, Experts Claim

A new white paper from Masdar City highlights the UAE’s leadership in net-zero urban development. Energy experts say that net-zero strategies could also be applied to most cities worldwide, even when the biggest challenge is in retrofitting old existing buildings. Built as a purpose-driven net-zero city, Masdar eliminates the need for future retrofits by integrating energy efficiency from the start. However, decarbonization remains a challenge for most cities worldwide, where most buildings are decades old. Experts argue that AI-driven energy management could provide a viable solution, optimizing real-time energy use in existing infrastructure without the financial burden of deep renovations. “Masdar City demonstrates what’s possible when sustainability is built into urban planning from the ground up,” said Donatas Karčiauskas, CEO of Exergio, a company that implements AI-based energy efficiency tools in commercial buildings. “But most of the world’s cities don’t have that luxury. The question is: how do we bring net-zero strategies to older buildings without breaking budgets? AI is the most practical answer.” Buildings account for 40% of the EU’s final energy consumption and contribute 36% of its energy-related emissions. In Europe alone, 75% of buildings were constructed before 2000 and remain energy-inefficient, with 85-95% expected to still be in use by 2050–the net-zero deadline. This pattern is reflected globally, particularly in dense urban areas where outdated infrastructure dominates city skylines. While Masdar’s white paper highlights the importance of renewable energy, smart grids, and green building certifications like LEED, these approaches favor new developments and regions with access to significant capital. According to Karčiauskas, for cities with aging infrastructure, the challenge lies in improving operational efficiency rather than rebuilding from scratch. “Certifications like LEED are useful for ensuring new buildings meet sustainability benchmarks,” he noted. “But they don’t address how older buildings actually operate. Without real-time energy monitoring, sustainability […]

How manufacturers can adapt to workforce changes through flexible working environments

Liam Merrick, sales engineer, ECI Solutions New Zealand’s manufacturing sector faces a significant challenge amid an ongoing skills and labour shortage. The Employers and Manufacturers Association (EMA) reports that 71 per cent of employers can’t find skilled people, an increase from 40 per cent in 2022, and 90 per cent are struggling to fill vacancies (1). Employers also face difficulties in hiring trainees and apprentices due to the lack of technical staff to train them. This issue is exacerbated by the shifting preferences of workers, who increasingly seek flexible work arrangements. The nature of production processes has long dictated that the traditional manufacturing environment requires onsite work. However, workers across industries now expect greater flexibility in their work arrangements, and manufacturers must respond to these changing expectations to remain competitive in the labour market. Consequently, manufacturers must adapt their practices and embrace flexible working models that can attract and retain talent, such as exploring innovative solutions to maintain productivity and growth or investigating hybrid models for supporting staff. This is particularly relevant for manufacturing workers that will benefit from modern technology augmenting their onsite responsibilities, while administrative roles may not require workers to be onsite. For example, certain roles will always require a physical presence on the factory floor, particularly in smaller operations, though some supporting functions can be partially or fully performed remotely such as finance, management, and even sales staff in the field. Offering hybrid options for these less-fixed roles lets manufacturers expand their talent pool beyond geographical constraints to attract professionals who may not have considered a career in manufacturing due to perceived inflexibility. Onsite, this may involve creating more collaborative spaces, improving ergonomics, and enhancing safety measures. Offsite, it involves providing employees with the latest technologies to perform their duties remotely and create an innovative environment […]

From Survive to Thrive: FMCG Strategies for Growth and Profitability in 2025

Chris Foord, Partner, Argon & Co New Zealand As we look forward to 2025 the outlook for business and NZ are improving. Many businesses in 2024 were focused on the “survive till 2025” mindset, controlling costs and avoiding discretionary spend. Very few though forgot about the consumer/customer and the need to continue to serve, surprise and delight with excellent product, service and pricing. Most FMCG businesses will be looking to return to better margin positions in 2025 and indications are favourable that this is achievable. The inflation beast has been tamed, so interest rates have fallen and are predicted to drop further (albeit not by a huge amount) through 2025. Business sentiment is on the rebound. Consumer confidence is at its highest level for two years, which in turn improves business confidence. Whilst the signs are positive, navigating from the survival mindset to a thrive mindset doesn’t happen without intent. So, what are some helpful tips to consider as FMCG businesses transition into what should be a period of growth, and importantly how to create value and embed sustainable profitability. Here are some areas to consider and explore: Align operations to execute your business strategy Plan to drive profitable growth Unlock, deliver and celebrate quick wins Create and embed a continuous improvement culture AI: Proof of Value Align operations to execute your business strategy Operations is where the rubber hits the road for your business strategy. Are your operational teams involved in the key decisions as you launch new products, drive innovation, review range, pricing and promotional plans? If not, they should be. They operationalise strategy, plans and tactics into reality. Get them onboard early and you will realise value faster and more effectively. Plan to drive profitable growth Continue your focus on productivity. 2024 taught most to drive efficiency […]

How to build the skills needed for the age of AI

AI is changing how we work and what skills workers need to thrive in a world of intelligent machines and cognitive computing. Only a sliver of education initiatives are devoted to AI and these are not yet integrated into most education systems. Collaborative initiatives between education and industry can accelerate the transition to a greener, more efficient and inclusive world where jobs and skills development pathways are readily available. New technologies can be exciting and disruptive at the same time. Over the past few years, no innovation has been more contentious than artificial intelligence (AI). It is changing the way we think about when, where and how we work and what skills workers need to thrive in a world of intelligent machines and cognitive computing. But it comes with a colossal caveat. How will it affect jobs and livelihoods? And, what steps can we take now to futureproof our workforces and equip them with the skills and know-how they’ll need to succeed in a more digital, automated and fast-paced jobs market? Job displacement – or job reconfiguration – is a primary concern. Labour-intensive work, such as assembling electronics or automobiles, handling materials and overseeing supply chains – careers that employ tens of millions of workers, which are critical to the economies of many developing countries – will certainly be impacted as AI-powered activities, such as quality control and robotics, replace some jobs. Knowledge-based workers in industries such as banking, marketing, and human resources may already need to skill-up to coexist with sophisticated technologies for financial analysis, algorithmic trading, predictive analytics and software development. AI will massively impact the workforce The IMF recently estimated that almost 40% of jobs will be impacted by AI. This effect varies by a country’s income level, however. About 60% of jobs in advanced economies may […]

BW Converting launches e-learning platform for enhanced customer training

New online training solution complements on-site training, offers flexible learning options and helps customers manage workforce challenges BW Converting has launched an e-learning platform aimed at transforming customer training across its entire brand portfolio. Designed to provide flexibility and support operational efficiency, this online resource allows customers to access detailed machine overview courses, enhancing on-site training and enabling easier adaptation to workforce changes. The platform spans all BW Converting brands, including Paper Converting Machine Company (PCMC), Hudson-Sharp, Winkler + Dünnebier (W+D), Baldwin Technology Company, STAX Technologies and Northern Engraving and Machine. Initially focusing on popular equipment from BW Converting’s PCMC tissue and print offerings and their Hudson-Sharp brand bag converting portfolio, the platform will expand to encompass the full range of brands and products in the near future. This launch marks a significant investment in helping BW Converting customers achieve greater productivity and operational efficiency. The e-learning platform offers flexible, on-demand training options that supplement on-site instruction, equipping employees with foundational knowledge while addressing challenges like employee turnover and onboarding. Key benefits of the platform include the flexibility for employees to learn at their own pace, the ability to maintain productivity despite staff turnover and the chance to reduce on-site training downtime. With versatile purchasing options, including a la carte courses, subscription plans and real-time payment via credit card, the platform also integrates seamlessly into broader training and service programs. For customers with unique needs, BW Converting’s training team can create tailored e-learning content specific to their equipment and requirements. “This digital solution allows customers to save on costs related to extended on-site training, minimize production interruptions and access a consistent knowledge base for improved workforce competency,” said Scott Kupsky, Technical Training Leader at BW Converting. “By streamlining training processes and offering custom content, BW Converting is setting a new […]

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