86% of APAC consumers have penalised brands for poor service: Genesys

Genesys, a global cloud provider in AI-powered experience orchestration, has found that customer experience (CX) has become an increasingly decisive factor in consumer loyalty and spending decisions across the Asia-Pacific region (APAC).

Source: Genesys landing page. Consumers compare businesses against their best experiences.

The 5th edition of Genesys' State of Customer Experience report has revealed that half of APAC consumers say they would rather do anything else than contact customer service, with the sentiment rising sharply in Singapore (63%) – the highest among APAC markets covered in the research.

Poor service is also hitting the bottom line. Across APAC, 86% of consumers say poor service has caused them to spend less or stop doing business with a brand altogether. The impact is especially pronounced in markets such as the Philippines and Thailand, where the figure rises to 91%, while Japan stands out as a lower outlier at 67%.

The research found consumers across APAC are increasingly open to AI when it delivers better outcomes. Eighty-four percent expect AI to improve the quality and speed of customer service, while 82% believe it will improve personalisation - both above the global averages.

Consumers increasingly care more about outcomes than whether AI or a person provides the service, Genesys found. Across APAC, 80% do not particularly care whether their issue is solved by a person or AI, as long as it is solved quickly and completely. At the same time, 93% value efficient customer service as much as being treated empathetically, reinforcing the need to orchestrate AI and human agents to deliver the right support at the right moment. 

As customer expectations rise and patience for poor experiences declines, organisations face growing pressure to use AI to strengthen customer relationships and improve service outcomes at scale. Meeting those expectations remains a challenge for many organisations. 

While 96% of APAC consumers expect information to be remembered across channels, nearly half (46%) of organisations do not automatically pass information between virtual and human agents. At the same time, managing data for AI, AI readiness and keeping pace with AI innovation rank among the top challenges for CX leaders, hindering efforts to connect customer data, channels and interactions - leading to customer frustration and eroded loyalty. 

"Across APAC, consumers are increasingly confident in AI's ability to improve customer experiences. But they also expect organisations to remember context, connect every interaction and resolve issues with minimal effort," said Albert Nel, Senior VP and Regional Sales Leader for Genesys Asia Pacific. 

"As agentic AI becomes part of everyday customer engagement, organisations need to use it to reduce customer effort –not just automate interactions. The businesses that succeed will be those that connect AI, people and customer context to deliver faster resolutions and more seamless experiences." 

Other highlights include: 

Customer expectations have never been higher 

Nine in 10 (91%) of APAC consumers want every organisation to deliver experiences on par with the best experience they have ever had, while an equal percentage (91%) judge a company by the quality of its customer service. 

Consumers are embracing AI – but expect it to deliver

Forty-nine percent of APAC consumers are comfortable with AI making decisions on their behalf if it improves speed and resolution. Comfort is highest in South Korea at 56%, suggesting stronger consumer openness as AI becomes more embedded across the customer experience. 

But patience is limited when AI falls short: 82% of APAC consumers will give a virtual agent three attempts or fewer to resolve an issue. 

Poor experiences have real business consequences

Six in 10 (61%) APAC consumers would switch to a competitor after three or fewer bad experiences with their most favorite companies or brands. For 17%, it only takes one bad experience before they switch. 

Organisations see agentic AI and orchestration as key to closing the experience gap. Eighty-six percent of APAC CX leaders expect autonomous AI agents to orchestrate customer experiences within three years, while they plan to spend an average of 32% of their customer service or experience budget on AI-powered CX technologies over the next 12 months.

The findings suggest the future of customer experience depends not only on agentic AI adoption, but on how effectively organisations connect AI, human interactions, data and systems across the customer journey.

Details

Download the State of Customer Experience report at https://www.genesys.com/resources/state-of-cx

*Genesys worked with an independent research firm to survey 5,811 consumers and 1,560 CX and business leaders in more than 20 countries. The study includes responses from 1,426 (24%) consumers and 508 (14%) CX leader respondents across APAC, including Australia, New Zealand, India, Japan, the Philippines, Singapore, South Korea, and Thailand. 

The survey was conducted in March and April of 2026. Among the business respondents, the industries represented were airlines, automotive, banking, government, healthcare, insurance, manufacturing, media and entertainment,professional services, retail, travel and hospitality, technology, telecommunications and utilities.

Seven trends for China's F&B market

Source: Comexposium-SIAL Exhibition Company. Poster for SIAL Guangzhou.

SIAL in China and trend forecaster WGSN have identified seven emerging trends shaping China's food and beverage industry in 2026.

The insights follow SIAL Shanghai 2026, which attracted 183,302 industry professionals from 132 countries and regions, and over US$14 B in intended onsite transactions, according to organisers Comexposium-SIAL Exhibition Company. 

The Shanghai show, to return 18-20 May 2027, underlined demand around healthier snacks, functional foods, clean-label products, premium beverages and food-as-medicine concepts. These categories are expected to shape the 4th SIAL Guangzhou (西雅国际食品展[广州]). Guangzhou is widely recognized as the gateway between China's production base and Southeast Asia.

The broader product mix planned for SIAL Guangzhou 2026 also includes nutritional solutions, natural products, ready-to-drink beverages, new-style tea drinks, specialty coffee, beverage ingredients, sweeteners, concentrates, convenience foods and products for the silver economy.  

New-style tea drinks and specialty coffee are feeding demand for ingredients, flavours and formats that can be scaled across retail and foodservice. Functional foods are moving closer to everyday consumption, appearing in snacks, beverages and ready-to-eat formats. Convenience, meanwhile, is redefined: consumers still want speed, but increasingly expect better ingredients, stronger provenance, and a sense of occasion.

The seven trends are: 

- Digestive, wellness, dairy

Functional dairy products, including A2 dairy*, camel milk and nutritional solutions, are meeting growing demand for gut health and personalised wellness.

- Clean-label protein snacking

High-protein snacks and premium meat-based products are redefining convenient nutrition with cleaner ingredients and better textures.

- Tea-flavoured innovation

Tea flavours are expanding beyond beverages into snacks, dairy, coffee and confectionery, creating new product opportunities.

- Asian low-alcohol by volume (ABV) revolution

Tea cocktails, sparkling rice wine and ready to drink (RTD) beverages are bringing new experiences to younger consumers.

- Low-glycaemic index (GI) & functional bakery

Low-sugar, slow-release energy and functional bakery products are offering healthier ways to enjoy everyday foods.

- Mood & sensory snacking

Extreme sour flavours, cooling effects and multi-sensory experiences are transforming snacks into experiences.

- Food-as-medicine wellness

Herbal nutrition, botanical drinks and zero-sugar solutions combine traditional ingredients with modern wellness concepts. 

Taking place from 3 to 5 September 2026 at the Guangzhou Poly World Trade Center Expo, SIAL in Guangzhou arrives at a time when international buyers, distributors and retail procurement teams are looking more closely at supplier reliability, product differentiation and faster access to Asian growth markets.

The event is expanding to four exhibition halls this year, hosting over 1,500 exhibitors across 15 sectors. The ambition is to make South China’s edition a more prominent international sourcing platform, especially for buyers seeking export-ready Chinese suppliers and Asian market insight in the same place. 

New initiatives planned for 2026 include a Halal Food Village, reflecting rising demand from Muslim consumers across Southeast Asia, South Asia, and the Middle East as well as growing interest from retailers and foodservice operators looking for certified products with international potential. 

The village will showcase halal-certified products from China's major Muslim food-producing regions, including Xinjiang and Gansu, alongside international exhibitors and country pavilions, including from Thailand. 

With Indonesia, Malaysia, Bangladesh, Pakistan, and Gulf markets continuing to expand on halal food imports that respond to mainstream expectations around quality, convenience and innovation, the segment is expected to become one of the exhibition's fastest-growing categories. 

According to the organisers, the halal category also overlaps with clean labelling, traceability, premiumisation and food safety, all themes that resonate beyond Muslim-majority markets. 

The International Top Buyer Programme is another major part of the 2026 proposition at SIAL Guangzhou. Targeting procurement leaders from Southeast Asia, South Asia, Japan, South Korea, Mongolia, Hong Kong, Macao and Taiwan, the programme is designed to bring decision-makers closer to qualified suppliers through matchmaking, sourcing support, translation services, VIP networking, hotel accommodation and curated meetings.

Beyond sourcing, SIAL Guangzhou 2026 will include events such as the SIAL Innovation Awards, SIAL in China Awards, SIAL Snacking Awards, SIAL Cup Barista Challenge, SIAL Chic & Tea Contest, Match Me, SIAL White Paper Market Insights and SIAL Elite Hour.

Some of the buyers who will be present at SIAL Guangzhou 2026:

Retail

- Angliss Shenzhen Food Service (上海安得列郎晴食品贸易)

- Busy Ming Group Company (湖南鸣鸣很忙商业)

- Fujian Wanchen Food Group Company

- Guangdong Jiarong Supermarket Company 

- GuangDong Sai Yi Convenience Stores (广东赛壹便利店)

- Hema (China) Company

- Jiangmen Dachang Supermarket Company

- Meiyijia Holdings 

- Rainbow DIGITAL Commercial Company 

- WAL-MART (China) Investment Company

- Yonghui Superstores Company 

Catering

- Guangzhou Restaurant Group Co., Ltd. 

- Guangzhou Tao Tao Ju Company (陶陶居)

- GYH L

- Jiumao Jiu (Guangzhou) Holdings Company 

- Juewei Food Company

- Luckin Coffee Group Company 

- Mixue Group (蜜雪冰城)

- Shenzhen Yamei Catering Management Company

- Shenzhen Yiren Yiwei Hot Pot Chain Company

- Yuan JI Food Group Company 

- Zhongyin Babi Food Company (中饮巴比食品)

Hotels

- Cixi Tiandi Jiayuan Hotel Company 

- Fujian Lijiu Jiayan Hotel Management Company 

- Fuqing Longshun Hotel Company

-  HanTing Xingkong (Shanghai) Hotel Management Company 

- Jiangsu Yachengtong Hotel Management Company

- Shanghai Grand Glory Hotel Company 

- Shenzhen ZTE Hetai Hotel Investment Management Company (深圳市中興和泰酒店投資管理)

- Sheraton Hotels & Resorts

- Southern Airline Pearl Hotel

- Wenzhou Four Seasons Hotel Company 

- Zhejiang New Century Hotel Management Company 

E-commerce

- Douyin Company

- Dichao (Shenzhen) Network Technology Company 

- Fuzhou Pupu E-commerce Company

- Guangzhou Sankuai Network Technology Company

- Hangzhou Television Network Technology Company 

- JD 

- POIZON 

- Shanghai 100me Internet Technology Company 

- Taobao (China) Software Company

- VIPSHOP (China) Company 

- Zhejiang Tmall Technology Company

Trading 

- Dreamer Oversea Group Company

- Guangzhou Dingyi Food Group Company

- Guangdong Lingyu International Trade Company

- Guangdong Shengnong International Trading Company 

- Guangdong Wuyang Frozen Food Company

- Guangzhou Xiangsheng Import and Export Trading Company 

- Guangzhou Youxi Cheng Trading Company 

- Qingdao Ximengde International Trade Company

- Shanghai Youliang Industrial Company 

- Xi'an Hecai Trading Company

- Xiamen Kangperruixun International Trade Company 

Logistics

- Guangdong Green Tomato Supply Chain Management Company (广东绿番茄供应链管理)

- Guangdong Jiarong Supply Chain Management Company

- Guangdong Wentai Supply Chain Management Company 

- Guangzhou Nansha Haijixing International Supply Chain Company 

- HeNan Ocean Times Supply Chain Company 

- Hongpeng Supply Chain (Shenzhen) Company 

- Hunan Juyuan Jicai Supply Chain Company 

- Shenzhen Aojia Supply Chain Company 

- Shenzhen Asia Global Fresh Supply Chain (Group) Company 

- Shenzhen Shengjia Supply Chain Management Company 

- Shuhai (Shenzhen) Supply Chain Management Company 

Food manufacturing & processing

- Beidahuang Food Group Hebei Company

- Bestore Company

- Guangdong Beary Foodstuff Company 

- Guangdong Rimei Foods Company

- Guangdong Jiashili Food Group Company

- GUANG DONG JIA YOU Food Company

- Guangzhou Li Shanghuang Food Company 

- Haoxiangni Health Food Company

- Henry Food Company

- Shenzhen Jiulongzhai Food Company

- Zhejiang Yiming Food Company

Others

- China Nanhang Group Aviation Food Company

- Guangdong Meow Fish Cultural Gifts Company (广东喵鱼文化礼品) 

- Guangdong Zhongshan Health Industry Technology Company

- Hangzhou Leke E-commerce Company 

- Hubei Airport Group Aviation Logistics Company

- Lianhua (Xiamen) Aviation Food Company

- Shanghai Eastern Air Catering Company 

- Spring Airlines Company

- Wuxi Anjing Food Marketing Company, Suzhou Branch

- Zhuhai Hengqin Good Sing Culture CCI Capital 

- Zhengzhou Qianweiyangchu Food Company (郑州千味央厨食品)

 

Details

SIAL Guangzhou 2026 | 3–5 September | Guangzhou Poly World Trade Center Expo, Guangzhou, China

Register at https://dwz.cn/I3xC9VAY

*A2 dairy does not contain A1 proteins. Traditionally, cow's milk contains both A1 and A2 proteins. 

Lalamove: Singapore SMEs challenged by high logistics costs and operational pressures in 2026

Lalamove, the on-demand delivery platform, has revealed that high logistics costs remain one of the top concerns for Singapore businesses. More than 43% of surveyed small and medium-sized enterprises (SMEs) indicated that rising logistics expenses are top of mind for the coming year.

The survey also revealed that expectations for delivery volumes in 2026 are modest. Over a third (36%) of SMEs believe their delivery volume will remain unchanged next year, while 27% expect a slight increase of up to 20%. Only 10% anticipate a stronger rise of more than 20%, reflecting a generally cautious outlook on business growth.

Conducted between September and November 2025 with more than 900 SME respondents, the survey found mixed views on Singapore’s overall business environment in the year ahead. Nearly three in 10 (28%) SMEs said they feel cautious, 25% expressed uncertainty or pessimism, 27% reported feeling optimistic about the outlook, while the remaining 20% indicated no change in sentiment.

As operating costs continue to rise across sectors, SMEs are becoming increasingly selective when choosing logistics partners. When respondents were asked about the most important factors in selecting an on-demand delivery platform, 55% named affordable pricing as their top priority. Another 50% said that safe delivery with no damage is the most important consideration. This was followed by 38% who identified delivery speed as their top deciding factor.

These findings suggest that SMEs are prioritising practical and cost-efficient delivery options, reflecting the broader economic sentiment of cautious spending and the need to manage business expenses more tightly, Lalamove said.

The survey highlighted several pressing challenges that SMEs expect to face in the next 12 months. Over four in 10 (43%) respondents pointed to high logistics costs, 42% cited rising rental expenses, and 38% expressed concern over lower consumer spending.

At the same time, SMEs are also experiencing greater pressure to meet rising customer expectations. Over half of the respondents shared that their customers are now demanding faster delivery compared to last year, adding another layer of operational pressure on businesses.

According to Lalamove, these combined challenges underscore the need for logistics solutions that offer affordability, reliability and speed, three factors that SMEs increasingly see as essential in their day-to-day operations.

When asked about the types of vehicles they typically rely on for deliveries, SMEs showed a balanced mix of preferences. Over a third (36%) said they frequently use motorcycles, while 32% reported using cars. Another 32% rely on vans and lorries. This distribution highlights the diverse nature of SME demand, showing that Singapore businesses depend on delivery solutions ranging from small item transport to larger, bulkier goods fulfillment.

Alex Lin, MD of Lalamove Singapore, said: “Our survey findings reflect both the resilience and the challenges faced by SMEs today. Businesses are under pressure from rising costs while meeting increasing customer expectations for speed and reliability. At Lalamove, we remain committed to supporting them with cost effective, flexible logistics solutions that help them stay agile and competitive. By continuously improving our services and staying close to the needs of our users, we aim to be a trusted partner for SMEs across every stage of their growth."

Five talent shifts redefining Singapore hiring

Source: PERSOL. 2025 talent trends and hiring priorities.

PERSOL's Industry Insight Report 2025 has revealed that employee expectations for flexibility, purpose and growth now outweigh pay as key drivers of career choice, reshaping how organisations attract and retain talent across the Asia Pacific region. 

Based on findings from 12 markets and four core sectors – manufacturing, consumer, professional services and supply chain, the report offers a regional view of how work and workforce priorities are evolving: 

Automation, sustainability regulation and demographic change are redefining the labour market across the region. Employers continue to face widespread skills shortages, with demand for digital, analytical and hybrid capabilities outpacing supply in most major markets. Environment, social and governance (ESG) awareness and compliance literacy are also becoming essential hiring criteria as organisations respond to growing sustainability expectations.

The report highlights that Gen Z and Millennial professionals are reshaping what they value at work, prioritising flexibility, purpose and development opportunities over pay alone. According to the International Labour Organization (ILO), Asia and the Pacific remains the world’s fastest-growing employment region, underscoring the need for businesses to evolve workforce strategies in line with these shifting expectations.

Elvin Tan, Regional Director and Head of Operations APAC at PERSOL said, “The region’s talent economy is at a crossroads. Workforce gaps are no longer just about headcount. They are about adaptability. Employers who balance technology investment with cultural intelligence and purpose-led hiring will emerge stronger in the next cycle.”

In Singapore, these shifts are even more pronounced, PERSOL said. Employers are seeing strong demand for talent in e-commerce operations, data analytics, sustainability reporting and supply chain optimisation. Foreign manpower controls and expanding ESG reporting requirements are intensifying competition for hybrid digital-ESG talent, the report found. Meanwhile, local professionals increasingly prioritise purpose, flexibility and career progression over compensation alone, prompting organisations to rethink how they attract and retain talent.

The report identified several shifts in how employers hire, engage and compete for talent across Asia Pacific.

At the heart of this transformation is the rise of hybrid skills, where digital fluency and human capability increasingly go hand in hand - employers are now seeking professionals who can navigate technology and strategy in equal measure.

Closely linked to this is the growing importance of sustainability and compliance literacy. As ESG expectations become more deeply embedded in business strategy, roles once limited to sustainability teams are now expanding across finance, operations and supply chain functions.

The study also points to a significant shift in the employer-employee dynamic, with candidates behaving more like consumers. Jobseekers expect transparency, mobile-first communication and a sense of purpose from the hiring process. In Singapore’s highly-competitive market, digitally-skilled and sustainability-focused candidates actively assess employers for clear values, culture and long-term growth pathways.

These evolving expectations are most visible among younger professionals, particularly Gen Z and millennials, who prioritise flexibility, belonging and personal growth. For many, meaningful work and supportive leadership now matter more than salary alone.

The report concluded with a call for deeper collaboration across business, education and government to bridge the widening skills gap. This includes strengthening partnerships that align workforce development with national priorities in digital transformation, sustainability and advanced manufacturing.

Details

Read the PERSOL Industry Insight Report 2025 at www.persolapac.com/industry-insights-2025

How public priorities shifted in APAC in 2025

Ipsos has released Ipsos 2025 Year in Review, a roundup of the year that reflects where public attention shifted, what mattered most and how national conversations evolved across technology, governance, economic conditions and social change. 

Gillian Guerin, Regional Director, Marcom APAC, Ipsos, shared that Australia focused on AI regulation and youth exposure to technology. "Sixty-seven percent say AI products and services make them nervous, the highest across 30 countries. The upcoming social media ban for under-16s also influenced national discussion on digital wellbeing," she noted.

New Zealand, on the other hand, remained focused on inflation, with 60% naming it the top issue and government performance in managing national issues falling to 4.2 out of 10, its lowest score since 2017. 

India recorded a rise in attention to mental wellbeing, with 73% thinking about it often. This figure is up from 58% in 2024.  

"In Thailand, corruption was the top concern at 51%, while concern about military conflict remained significant at 41%. Earlier in the year, concern about military conflict rose in response to the border disputes with Cambodia before easing as domestic government issues returned to the forefront," Guerin said. 

"Malaysia focused on immigration pressures, with 90% saying there are too many immigrants, the highest across 38 countries." 

People in Singapore are confident about where the country is headed and in the quality of its public services, Guerin added, sharing that in the What Worries the World survey by Ipsos, 77% of Singaporeans said their country is headed in the right direction. And when comparing today's living conditions against what it was like 50 years ago, people are more likely to feel that healthcare and education (84% and 76% respectively) are better today. 

"Despite this, and high economic growth the city state has experienced in the last five decades, Singaporeans are still more likely to say they would rather have been born in 1975 than 2025 (34% vs 30%)," she added.

Other highlights include:

- Japan’s appointment of its first female prime minister influenced expectations for gender representation. However, just 19% believe gender equality will progress in the next five years. 

- South Koreans continued to support globalisation (77%) and prefer domestic products (76%). 

- Indonesia experienced a 9.2-point decline in consumer confidence and shifts in perceptions of national economy over the year. 

- China accelerated AI integration. Over nine in 10 (91% ) said AI has a positive impact.

Digital remittances are very popular in APAC: Visa

Visa, a world leader in digital payments, has found that digital applications as the most popular method for sending and receiving remittances, and ease of use, safety, privacy, and security as the top four user experience benefits driving this preference. 

The results, from Visa's annual Money Travels: 2025 Digital Remittances Adoption Report, are based on responses from 44,000 senders and receivers across 20 countries and territories. The report tracks remittance trends around the world, including Asia Pacific, a key region in the US$905 B* global remittance landscape. 

“Remittances have long driven growth across Asia Pacific, uplifting many economies in the region,” said Chavi Jafa, Senior VP, Head of Commercial and Money Movement Solutions, Asia Pacific, Visa. 

“The clear shift to app-based remittances reflects the region’s demographics, the growing prominence of digital payment modes, as well as user preferences for easy, safe and quick ways to send and receive money. This shift is an important one for banks, remitters and fintechs to note as it will shape how they engage and serve evolving consumer expectations.” 

Source: Visa. Clear inflection point for migration to digital remittances in the Asia Pacific region.

Key findings for Asia Pacific include:

Digital apps remain the most popular and are perceived as the fastest option

· Digital apps are the most-preferred channel to send/receive remittances in Asia Pacific, with usage rates reaching its highest in India (74% to send/76% to receive), the Philippines (74%/66%), and Singapore (70%/75%). 

· Japan is also seeing steady growth, with digital app usage rising by 10% (58%/56%) in 2025 compared to the previous year. 

· Over half of the respondents in the Philippines (73%/73%), Australia (58%/55%), Singapore (67%/66%), and India (55%/53%) perceive digital payments as fastest way to access funds (73%).

· Most Asia Pacific remittance users surveyed report experiencing no issues with sending/receiving digital remittance transfers across all Asian markets, most positively in Australia (48%/53%), Japan (37%/41%), Singapore (36%/37%), and Mainland China (38%/31%, rising significantly since 2024 at +13%/+8%).

Remittance rationale varies across the region

· Contributing to accounts/investments is a primary reason to send/receive remittances across several markets including Mainland China (45%/36%), Singapore (38%/33%), and Japan (27%/23%).

· Sending for general/specific humanitarian need is a key reason for remittances, cited by respondents in Mainland China (45%/33%), India (40%), Singapore (27%), and Australia (25%).

· Sending remittances for an unexpected need was highest in India (44%), the Philippines (41%), and Australia (31%).

· Receiving regular remittances was cited by approximately a third of respondents in the Philippines (39%), Mainland China (34%), and India (30%).

Security and convenience outweigh pain points such as fees

· Digital apps are viewed as the most secure way to send/receive remittances in Asia Pacific, with top responses from India (50%/53%), Australia (49%/45%), and Singapore (44%/42%). 

· Ease of use to send/receive digital remittances was noted most by respondents in Singapore (51%/51%), the Philippines (48%/54%), Japan (47%/42%), and Australia (42%/40%). 

· Digital app fees for sending/receiving remittances were highlighted as a top pain point across Asia Pacific, led by the Philippines (43%/30%), India (36%/33%), and Singapore (32%/32%). Similarly, high fees were noted as the top pain point for sending physical remittances across all markets, with top responses from the Philippines (45%/29%), India (41%/37%), Singapore (38%/30%), Australia (29%/30%).

· Inconvenience and long travel distances remain key challenges for sending physical remittances, with respondents in India (36%) and Mainland China (27%) citing travel as a barrier. In Australia and Singapore, 29% of respondents each noted the physical remittance process as inconvenient and time-consuming alongside concerns about high fees.

· Across most Asia Pacific countries surveyed, the perceived security of physical remittances was low (3%-6%), with Mainland China reporting slightly higher levels of confidence (10%-12%). 

With one billion people relying every year on remittance services and platforms**, Visa continues to innovate and build solutions to enable payments businesses to enhance operational efficiency in money movement and broaden financial access for their customers. The company works in collaboration with global remitters, such as MOIN, WireBarley, Money Chain World Remittance and EzRemit, to help enable efficient money movement through digitised remittances.

“Remittances have long been a lifeline across Asia Pacific, and they will continue to play a vital role in uplifting communities and livelihoods. At the same time, many small businesses are also beneficiary of remittances driving local growth in local economies,” said Rhidoi Krishnakumar, VP, Head of Visa Direct, Asia Pacific, Visa. 

“At Visa, we recognise the enduring purpose of our role in delivering remittances on behalf of our clients and continue to innovate and build solutions to enable more efficient, reliable and secure ways to move money.” 

*World Bank Blogs: In 2024, remittance flows to low- and middle-income countries were expected to reach US$685 B, larger than foreign direct investment (FDI) and official development assistance (ODA) combined.

**International Fund for Agricultural Development, Remittances

SAP Concur Global Business Traveller Survey 2025 reveals new trends in business travel behaviour

Business travellers are redefining how they manage expenses on the road, blending a desire for comfort with practical cost-saving measures. But how do travellers spend their company’s money while travelling? Is there a new cost awareness? New data suggests that business travellers have two travel personas: one for work and another for vacation.

Source: SAP Concur landing page. Key visual for the 7th annual Global Business Travel Survey.

SAP Concur's survey* of 3,750 business travellers in 24 markets, including 750 respondents from Australia, India, Japan, Korea, Malaysia, New Zealand and Singapore, has revealed that nearly half (45%) of business travellers in Asia Pacific region expect travel budgets to stagnate or decrease in 2025. A further 87% report cuts to allowances over the past year.

Research highlights about spending behaviour in 2025 include:

Travellers make the most of their travel allowance

Most business travellers (85%) have recently started taking steps to make ends meet at the end of a business trip – ranging from making sure not to overspend on daily allowances to making the most of freebies. About four in 10 (43%) eat cheaper meals in order to underspend on their per diem, while nearly a third (31%) prepare their own meals rather than dining out.

Some business travellers also benefit by taking leftover food and drinks (25%) and taking home complimentary amenities from hotels and conferences (27%).

There are generational differences: 96% of Gen-Z travellers take steps to make the most of their travel allowance, compared to 88% of Millennials and 75% of Gen X.

Travellers splash the cash on business trips

Different spending patterns apply on a business versus a private trip. Just over one in three employees (36%) opt for higher quality hotels or premium rooms when travelling for work, while nearly two out of five (37%) book direct flights, even if they’re more expensive. They’re also more likely to take private transport options, such as Uber rides (36%) and spend more dining in nicer restaurants (32%).

The generations most likely to adjust their spending behaviour are Gen Z (95%) and Millennials (89%), followed by 69% of Gen X.

Travellers will spend their own money on upgrades

Travel budget cuts are affecting the experienced travellers have on the road. While employees try to make the most of their travel policy, the majority of travellers (87%) are also willing to spend their own money to enhance a trip. Younger employees are more likely to invest in their experience, with 96% of Gen-Z and 91% of Millennial travellers willing to spend their own funds on upgrades, compared to 77% of Gen X.

Travellers will pay their way for perks including higher-quality accommodations (41%), an additional hotel night to avoid a long travel day (38%), and seating upgrades (37%). They are also willing to shell out for more sustainable travel options (29%), more expensive routes that avoid layovers or use their preferred airport (31%), or preferred airlines or hotels (32%).

Integrated travel management solutions offer companies the ability to define travel policies and set booking categories to guide booking behaviour. Friendly nudging with suggestions for cheaper or preferred providers with whom companies have negotiated particularly favourable terms can also help provide employees with the greatest possible convenience without paying exorbitant amounts.

Explore

Get the 7th annual Global Business Travel Survey from SAP Concur at https://www.concur.com.sg/resource-centre/reports/7th-annual-global-business-travel-research-report

*The SAP Concur Global Business Travel Survey was conducted by Wakefield Research between April 30 and May 12, 2025, with 3,750 business travellers in 24 markets: the US, Canada, the UK, Germany, France, Benelux (Belgium, Netherlands, Luxembourg), Sweden, Denmark, Norway, Finland, Italy, Spain, ANZ (Australia, New Zealand), Middle East (UAE & KSA), Japan, Korea, India, Mexico, Brazil, SEA (Singapore & Malaysia), South Africa, Portugal, Switzerland, and Austria. In addition, 700 travel managers were interviewed across seven markets: Germany, Italy, Canada, Japan, ANZ, the UK, and the US. The research also covers the perspective of 600 CFOs across six markets: Germany, Canada, Japan, ANZ, the UK, and the US.

Neat: APAC businesses losing over 4.5 hours weekly per employee to outdated meeting tech

Outdated meeting room technologies are causing Asia-Pacific (APAC) organisations to lose an average of 4.5 man hours per employee each week. This inefficiency translates to an estimated USD$8,524,000 annual loss for a 1,000-employee company and accounts for approximately 11% of total man-hours lost per employee annually.

These findings are found in From Lagging to Leading: How Smart Collaboration Redefines Work in Asia/Pacific, an IDC InfoBrief commissioned by Neat. IDC surveyed 1,080 executives across the region and found that key frustrations negatively impacting physical meeting productivity include technical issues when using videoconferencing equipment (63%), using outdated technology (55%), and difficulty in setting up or using meeting equipment (55%).

"The data is pretty stark. What many businesses might consider 'good enough' collaboration technology is, in reality, costing them significantly in both time and money," said Niko Walraven, Area VP for APAC at Neat.

"This isn't just an IT issue; it's a fundamental business productivity issue that affects the bottom line and employee experience across the APAC region."

The evolving nature of work in APAC confirms that flexible models are here to stay, requiring purpose-built technology to support them. One-third of APAC-based organisations have 50% of their team members located remotely. Despite a trend of employees returning to the office (over 65% spend three to four days in-office), the need to connect dispersed teams effectively remains critical. This need for hybrid equity is underscored by the fact that 72% of meetings now involve videoconferencing with remote colleagues, and investments in collaboration technology are increasingly prioritised over other workplace facilities.

Looking ahead, IDC predicts that by 2028, 70% of G1000 (the top 1000 largest organisations globally in terms of revenue) employee content will be enhanced with visual, auditory, and/or tactile modalities that will boost effective collaboration.

Neat said specific market insights further highlight the urgency for smart solutions.

Organisations in India show the strongest belief in the region that working from the office boosts productivity (64%). However, they face the second-highest productivity loss from outdated tech, with an estimated 4.8 hours lost per employee per week and a US$9 M annual cost for a 1,000-employee company.

In Singapore, 29% of organisations expect a shift to 100% in-office work in the next 18 months, increasing the pressure on meeting room efficiency. These diverse scenarios all point to the common requirement for adaptable and intelligent collaboration tools to meet specific market demands, Neat said.

Singapore SMBs stay focused on growth despite rising costs and uncertainty: Xero

 

Despite a challenging operating environment, Singapore’s small and medium businesses (SMBs) remain resilient and focused on growth through digitalisation, according to a new report by global small business platform Xero.

Polling over 500 owners and senior decision-makers from SMBs in Singapore, the report found that six in 10 (61%) have been impacted by inflation and rising costs, alongside changes in consumer demand (48%) and labour shortages (44%).

Despite this, Singapore’s SMBs continued to grow, with nearly two-thirds (63%) reporting revenue growth and 77% reporting wage increases over the past year. Nearly half (47%) increased headcount within the business, primarily to support business growth (69%). Crucially, 76% of business owners said they feel optimistic about the future.

"It’s exciting to see such strong optimism and momentum among Singapore’s SMBs, especially in a tough economic climate. Their continued investment in people and technology shows just how focused they are on building for the future,” said Koren Wines, MD, Xero Asia.

“That said, as businesses continue to scale and grow, it’s important to recognise that many still face operational barriers that can slow progress—whether it’s managing cash flow, accessing real-time financial insights, or juggling fragmented systems. Addressing these pain points and building stronger digital foundations will be key to unlocking greater efficiency, agility, and long-term success."

The report also identified common operational challenges they will need to overcome, such as strained cash flow from delayed payments.

91% of Singaporean SMBs said late payments from customers have impacted their business. When polled on typical payment timelines, nearly a fifth (18%) of businesses said they received payments from customers in an average of 31-45 days, with timelines stretching to 46-60 days for 7% of businesses surveyed. 

To increase the likelihood of timely payments, many SMBs have started strengthening credit terms (53%), charging late fees (47%), and even offering discounts to incentivise early payments (43%) in a bid to keep cash moving.

According to the research, many SMBs still struggle with establishing long-term, real-time visibility on their business’ finances. Eight in 10 (81%) Singaporean SMBs recognise the importance of customisable financial reports that contain insights that may be useful for regulatory compliance and strategic decision-making. However, around half cite a lack of real-time access to financial data (52%) and difficulty consolidating information from multiple sources (49%) as key barriers to developing them.

Source: Xero, The State of Small and Medium Businesses - Singapore 2025. Average customer repayment timeframe.

To overcome these operational challenges and support growth, Singaporean SMBs are actively using digital tools such as digital marketing platforms (56%), customer relationship management systems (54%) and cloud-based accounting or finance software (42%).

Almost all (99%) believe digital tools are essential to their business, while 82% cited digital adoption as a top or significant business priority. A further 99% said they were comfortable experimenting with or implementing new technologies, with the ability to generate better reports (51%), enhanced decision-making (46%), and automation of repetitive tasks (46%) topping the list of motivations driving adoption.

Said Wines: “Singaporean SMBs have shown a strong appetite for digitalisation—not just as a means to keep up, but as a deliberate strategy to drive growth and resilience. They increasingly understand that digital tools are not simply operational add-ons, but enablers that can transform the way they manage cash flow, streamline processes, unlock opportunities and respond to evolving market demands.”

“By adopting the right technologies, small businesses can gain deeper financial visibility, make faster, data-driven decisions, and build the agility needed to thrive amid uncertainty. This shift isn’t just about staying compliant—it’s about becoming future-ready.”

Explore

Download The State of Small and Medium Businesses - Singapore 2025 at https://brandfolder.xero.com/NE531UQB/as/3fxggcx7bk96gxs5tpxwfrh/Final_State_of_Small_and_Medium_Businesses_-_Singapore_2025

Six in 10 APAC companies report stable office attendance Sixty percent of APAC companies say office attendance is stable

A new CBRE survey has found that over 60% of companies in the Asia Pacific region say office attendance has reached a steady state, reflecting acceptance of flexible and hybrid working models as the future of work. About a third (32%) of firms expect office usage to increase, while 4% anticipate a decrease.

The survey highlighted that 43% of Asia Pacific companies have achieved a peak utilisation rate of 80% or higher. This trend presents opportunities for companies to recalibrate their workplaces to align with evolving work styles and attract top talent, CBRE said.

Unassigned seating (hotdesking and activity-based working) and collaborative spaces are emerging as effective ways to boost workplace efficiency, with companies are increasingly adopting flexible seating and higher desk sharing ratios to achieve this goal. Additionally, 49% of companies plan to expand their use of flexible spaces in the next three years, with interest in utilising on-demand event spaces, CBRE said. 

Cost remains a critical factor influencing both lease renewals and relocations. Among respondents, 50% cited better lease terms and rents as well as cost savings as the primary motivation for relocating to new offices. Despite these financial concerns, 58% of the companies are committed to enhancing employee experience and 45% focused on boosting employee productivity.

“Asia Pacific occupiers are seizing cost saving opportunities in tenant-favoured markets to upgrade to higher quality buildings in better locations with minimal cost escalation,” said Luke Moffat, Head of Advisory & Transaction Services, Asia Pacific for CBRE.

“Sustainability and wellness are another area of focus for occupiers. Therefore, the more proactive landlords are offering green building and wellness certifications, green lease clauses, electric vehicle charging stations, and various energy-saving features, the more they can attract occupiers to their assets.”

The survey found that 70% of companies want employees back in the office at least three days a week, with half aiming for a five-day workweek. Employees in Asia Pacific are showing slightly higher office attendance than requested as 73% of them reported working in the office at least three days a week. 

The survey also highlighted uneven office attendance throughout the week, with Tuesdays and Wednesdays seeing the highest attendance rates across the Asia Pacific, except in mainland China where attendance is the highest on Mondays. Fridays show the lowest attendance, suggesting that companies may need to implement initiatives to maintain vibrancy and engagement for those who choose to come in, potentially increasing turnout over time. 

“Companies should rethink how they measure and interpret office utilisation to accurately estimate current and future space needs,” said Ada Choi, Head of Research, Asia Pacific, for CBRE. 

“With hybrid work patterns leading to uneven attendance, it is essential to maintain a vibrant environment during off-peak times while accommodating maximum capacity without compromising the work experience.” 

Source: CBRE’s 2024 Asia Pacific Office Occupier Survey. Infographic summarising key findings, including the use of unassigned seating, ESG and tech adoption, and cost factors.

*CBRE’s 2024 Asia Pacific Office Occupier Survey was conducted from 6 June to 12 July 2024, featuring insights from around 130 corporate real estate executives in the region.

Declining employee engagement in hybrid work models: Zoom

Zoom has released Navigating the Future of Work: Global Perspectives on Hybrid Models and Technology, a survey* which has found that the majority of organisations in the Asia-Pacific region (APAC) are embracing flexible working arrangements, with 84% of organisations adopting either a hybrid (58%) or remote (26%) working model. 

Launched at Zoom's EX Summit 2024 in Asia Pacific, the study found that productivity is now the top priority for organisations. Eighty-seven percent of leaders in APAC considered increasing productivity to be the biggest consideration when determining the best working style for their company, surpassing sentiment in North America (NA, 86%) and 81% in Western Europe. 

The study further found that employees feel most productive in hybrid settings, with 83% of employees in the region agreeing they get more work done in a hybrid/remote setting than in-office/onsite. Zoom noted that having the right technology in place to keep the workforce connected, regardless of workers’ physical locations is therefore critical. 

Respondents revealed that many APAC companies are still experimenting with the various types of hybrid models to find their best fit. Notably, scheduled hybrid (27%) and flextime hybrid (19%) have emerged as the most common workplace models in the region, with another 13% of organisations adopting other kinds of hybrid workplace models organised around roles, locations, and outcomes. In fact, 97% of APAC leaders say they have made their workplaces more flexible in the past two years. 

Source: Zoom infographic (PDF). The most common workplace model in APAC is 'scheduled hybrid', where specific days are spent at remote locations and other days at the office, followed by 'flextime hybrid', where the employee divides their time between remote working and the office on a more variable schedule.

On the downside, more needs to be done to engage employees. Six in 10 leaders in the region report a decline in employee engagement attributed to hybrid models. 

“Workplace flexibility is not only becoming increasingly commonplace in the APAC region, but more diverse in itself — ranging from flextime to location, role, and even rotation-based models,” noted Ricky Kapur, Head of Asia Pacific, Zoom. 

“Leaders today are faced with a new challenge of finding the best-fit hybrid model while keeping up with the evolving expectations of a multi-generational workforce and the impact of rapidly-advancing technologies like AI.” 

In order to prepare for the future of work, the study revealed that organisations need to improve their current tech stack. More than eight in 10 employees (81%) agree that the tools and technology their organisation currently uses for remote work needs improving, highest among the other regions surveyed (NA: 79%; Western Europe: 65%). 

Generative AI has already become a key tool to support employee productivity and overall experience in the hybrid era. Eighty-five percent of APAC leaders believe that generative AI has made their workforce more productive, and 69% of employees in the region strongly or slightly agree that “generative AI makes it easier to do my job. 

APAC organisations recorded the highest use of meeting transcripts/summarisation (53% in APAC, 40% in NA, and 38% in Western Europe), and chatbots (59% in APAC, 52% in NA, and 58% in Western Europ” 

However, significant barriers to generative AI adoption for employees in APAC still remain, as 70% believe that generative AI has a high learning curve. Over six in 10 (63%) are not yet comfortable with generative AI. More than half (55%) are concerned that generative AI will negatively impact their job/position. 

Moving forward, increased education on the benefits, use cases, and how they can mitigate risks must be done before teams can fully unlock the true value of AI for their workforce, Zoom said. 

“While our study shows that APAC leaders generally recognise the productivity benefits that adopting AI at work can bring to their teams, many are not utilising AI to their full potential. As organisations seek to reduce friction in the transition to hybrid ways of working, AI is a critical tool at their disposal to help employees collaborate better and feel more connected to each other. 

"Beyond direct productivity benefits, leaders should look toward exploring more AI use cases to engage, inform, and connect employees. This will be key to building and maintaining company culture amidst changing workplace dynamics,” added Kapur. 

Even as hybrid becomes the dominant work model, 77% of leaders in APAC say it is likely that their organisation will change its workplace model in the next two years. Globally, this figure sits at 75%. 

Ultimately, building a successful, future-ready workplace requires organisations to continuously adapt to employees’ feedback and evolving preferences. Having the right technology in place that can adapt and evolve with the organisation at the same time, including AI tools that are both scalable and right-fit, is also a key piece to the puzzle, Zoom observed.

*The Future of Work survey and the IT Leadership survey were global studies conducted by Reworked, a global community of employee experience, digital workplace, and talent management professionals, on behalf of Zoom. The companies surveyed more than 600 IT and C-suite leaders and nearly 1,900 knowledge workers across the globe including 604 in APAC, exploring their views on different workplace models, productivity levels across models, the impact of generative AI on work, and other topics related to the future of work. 

Markets in APAC included Australia, India, Japan, and Singapore. Data was collected online, all questions were required, and results were collected anonymously. Employer survey dates: April-May 2024; Respondents: 624. Employee survey dates: April-May 2024; Respondents: 1,870.

Tata Communications: Gap between customer experience ideals and reality

Source: Tata Communications landing page. Customer interaction hurdles, with the top hurdle being a lack of collaboration across teams. A new customer experience (CX) and customer interactions survey by Harvard Business Review Analytic Services in association with Tata Communications has uncovered the biggest hurdles organisations face in improving customer experience.

A new customer experience (CX) and customer interactions survey by Harvard Business Review Analytic Services in association with Tata Communications has revealed that relatively few organisations think they consistently deliver positive customer interactions.

The finding is part of a December 2023 global pulse survey, in which 264 members of the Harvard Business Review audience, all familiar with their organisation’s strategy and approach to customer interactions, shared how their companies manage customer interactions and their future plans to transform customer experiences. 

While 94% acknowledge it is very important that organisations consistently deliver positive customer interactions for business success, 38% said their organisation is very effective at consistently delivering them. In another paradox, 91% of respondents agreed that making interactions more useful for customers can optimise an organisation’s efficiency. However, 49% of respondents did not feel their organisation has the right technology in place to support strong customer interactions.

The survey revealed key roadblocks that organisations need to address to create quality customer interactions:

- Nearly half (48%) of respondents cited a lack of collaboration across teams as a challenge, which could be hindering a unified customer journey

- Roughly four in 10 (39%) identified that siloed or disorganised customer data likely makes it difficult to personalise experiences

- Over a third (35%) believed the use of different digital tools or dashboards across the organisation is a challenge - this issue can create friction for both customers and staff

Tata Communications also said the survey highlights how each customer interaction is a building block that shapes their overall perception and CX of an organisation or brand. Individual interactions, positive experiences, and business outcomes are inextricably linked.

Mauro Carobene, VP and Global Head – Customer Interactions Suite, Tata Communications said: “Brands encounter multiple challenges when trying to deliver excellent customer experience, the most prominent being siloed data, lack of collabortion across departments, and working with multiple partners across different channels. Brands that work on individual touchpoints, rather than seeing each interaction as part of a journey, lack a 360-degree view of their customers.”

The study further revealed that making cross-channel customer interactions more seamless, consistent and personal is paramount, with 97% of respondents saying their organisation is focusing on one or more improvements to CX over the next 12 months.

Alex Clemente, MD, HBR Analytics Services, said: “This research underscores that the experience a company provides is often as important as its products or services in terms of customer satisfaction and loyalty. Enhancing the customer experience isn’t just the job of customer service and marketing teams; every team involved with the customer should have the capability to collaborate and contribute.

"Technology can be a big help in driving exceptional customer interactions across multiple channels. With the right tools, organisations can analyse customer data more effectively, personalise interactions, make that data accessible across the organisation, and create a seamless experience for both customers and employees.”

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Read the full report at https://www.tatacommunications.com/harvard-business-review-analytic-services/

80% of Singapore service professionals expect customer service to contribute more revenue in 2024

A report from Salesforce has found high expectations for customer service to contribute more revenue in 2024. With AI enabling greater personalised customer experiences, service teams are well-poised to maximise upselling, cross-selling and customer retention opportunities to drive revenue, the company said. 

The company recently released the new State of Service report, sharing insights from over 5,500 service professionals across 30 countries — including 100 from Singapore. The report covers the priorities, challenges, and strategies shaping customer service. It includes how service teams tap AI and data to increase revenue, efficiency, and customer satisfaction amid rising customer expectations.

According to the Singapore Business Federation’s National Business Survey, revenue growth (76%) and reducing costs (62%) were among the top priorities for business leaders this year, amid rising economic pressures and uncertainties. 

Insights for Singapore include:

Revenue generation 

The trend of viewing service as a revenue driver instead of a cost centre is accelerating, and service teams are investing in scaling up. This year: 

- Nearly eight in 10 (77%) service professionals expect more budget

- Seven in 10 (71%) service professionals expect more headcount 

AI to boost efficiencies

To scale service without sacrificing quality, professionals are increasingly turning to AI. 

- Nine in 10 service professionals are using or evaluating AI

- Nine in 10 service professionals plan to increase AI investments this year. The top three service use cases for AI: automated summaries and reports, customer-facing intelligent assistants, and service responses

- The majority of service professionals (97%) with AI say it saves them time 

Escalating demands

As customer expectations rise, service agents are feeling the squeeze. 

- Roughly two thirds (65%) of service professionals expect a higher case volume next year

- Eight in 10 service professionals (81%) say customers are more demanding than they used to be 

Data capabilities boosted 

Service professionals are stepping up their data integration efforts to fuel human agents and AI systems. 

- More than seven in 10 (72%) service professionals say better access to data from other teams would improve support 

- Nearly nine in 10 (87%) service professionals are increasing investment in data integration this year

“Service teams cannot afford to miss the moments in the overall customer journey to build stronger relationships and loyalty. Generative AI will allow agents to provide a smoother and more personalised customer service experience, freeing up time to focus on relationship building. At the same time, data and AI is enabling service teams to demonstrate their ability to drive revenue growth through greater efficiency and upsell activities,” said Gavin Barfield, CTO and VP of Solutions at Salesforce ASEAN. 

“AI is helping customer service agents be more efficient by reducing administrative tasks, which frees up time for them to focus on delivering personalised customer experiences and revenue generation. This will fundamentally shift the role of service teams within businesses from cost centres to profit centres.”

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Download the State of the Service report

*Salesforce conducted a double-anonymous survey of over 5,500 service professionals between December 8, 2023, and January 22, 2024. Respondents were sourced from 30 countries and roles including service operations, service agents, mobile workers, service managers/directors, and service leadership/head of service. Additional methodology and survey demographic details can be found in the report.

IWG: How the world of work transforms in 2024

Concept image representing
office work generated by
Dream by WOMBO.

IWG, the world’s largest provider of flexible workspace, including brands such as Regus and Spaces, has shared the top 10 trends that are set to shape global working in 2024. According to the company, hybrid working is set to continue: ongoing academic research by Stanford University and other leading institutes has predicted that around a third or more white-collar workers will continue to work in a hybrid way in the long term.

Chief Hybrid Officers

The widespread adoption of hybrid work has led to the emergence of a new C-suite role—the Chief Hybrid Officer (CHO). Companies such as Meta, Doist and GitLab have already hired their own, and we will see more companies appointing CHOs in 2024 to oversee and optimise the hybrid work environment. They will balance the needs of in-office and remote employees, ensuring productivity, and navigating logistical challenges effectively.

Another new role has also emerged. The Office Synchroniser is responsible for optimising office space and ensuring effective collaboration.

A renewed focus on culture

In a hybrid working world, companies must find a balance between empowering employee flexibility and ensuring regular and adequate time for collaboration. This balance needs to ensure that, despite varied work settings, there is a cohesive framework encouraging open communication and a shared commitment to the company's mission. Embracing hybrid working not only provides flexibility but also encourages a dynamic and inclusive culture, allowing diverse perspectives to thrive and contributing to enhanced innovation and employee satisfaction.

Greater expectations from employers

Innovative benefits packages will become mainstream and will be pivotal in the race for talent in 2024. Benefits such as fertility support, pet care and time off for caring responsibilities may become commonplace, as employers are forced to take a more holistic look at the needs of their hybrid workforce.

There will also be heightened expectations from employees that businesses provide benefits packages and company polices that support the wellbeing of their workforce. Whether it’s increased parental leave, progressive childcare policies or taking action to address burnout with appropriate mental health support, businesses will need to be more attuned to the evolving needs and demands of their workforce if they want to retain their best people.

The company's role in childcare

As hybrid work continues to gain momentum, increased employer support for families will be a gamechanger for parents seeking more balance between their professional and home life.

Businesses will increasingly have a role to play, recognising the challenge of childcare and providing support more for working parents is essential to maintain a diverse and skilled workforce. In fact, research from IWG highlighted how greater flexibility is allowing workers to spend more time with family and hobbies, with three in four (75%) hybrid workers using time previously spent commuting on more meaningful activities.

The lunch hour

With an increasing number of workers seeking a healthier work/life balance, the year ahead will witness a resurgence of lunch breaks dedicated to in-person interactions.

The flexibility of hybrid work will help more workers reclaim their lunch hour to grab food with coworkers and clients and rekindle in-person collaboration and relationships, in turn fostering a more positive workplace, creativity and camaraderie amongst hybrid working team members.

Neurodiversity

Accommodating neurodivergent team members will be an important pillar of employer DE&I (diversity, equity, and inclusion) strategies in the near future. This shift is reflected in the evolving design of office spaces, which now takes into consideration the specific needs of neurodivergent workers including addressing issues such as noise and lighting, acknowledging the significant impact these factors can have on the wellbeing of these employees. As companies adapt for greater inclusivity, a proactive approach to inclusive design will ensure that workplaces are supportive and comfortable for all employees, improving productivity in the process.

Unretirement

Hybrid work has given more flexibility to older generations in particular, allowing them to stay in the workforce – or coming back from a previous exit for 'unretirement'. Bain and Company estimate that by 2030, around 150 million global jobs will shift to workers aged 55 and over. In 2024, this phenomenon will gather pace, with a growing number of experienced professionals from older generations embracing this concept and, for the first time in their careers, exploring the benefits of hybrid working, helping establish more diverse workforces and intergenerational collaboration.

Greener work

Robust hybrid working policies are playing a pivotal role in cutting carbon emissions; recent research by IWG and Arup suggests that hybrid working can reduce carbon emissions as a result of a dramatic reduction in commuting.

In an era where sustainability is paramount, we are going to see businesses looking for more innovative ways to cut their carbon emissions in 2024. Businesses are increasingly looking for buildings with green leases, aiming to reduce carbon emissions and enhance their environmental performance. In 2024, we will see these leases go beyond energy efficiency, encompassing water conservation, waste reduction, and indoor air quality.

Hybrid work: the top employee benefit

The commercial benefits of hybrid to businesses, given the meaningful savings companies can make by adopting the working model, are clear. Stanford University's Professor Nicholas Bloom has long talked about hybrid working being a win/win for both employers and employees, commenting that it’s a “no brainer to increase profit”. And data supports this thinking; 81% of CFOs surveyed by IWG see hybrid working as a cost saver and more than two-thirds (67%) say their business will continue to work in the hybrid model, splitting time between the company’s headquarters, a local office/workspace and home in five years.

But that’s not all; hybrid working is becoming the most sought-after benefit for employees too, already impacting business’s ability to access and keep the best talent. IWG’s own research shows that almost three quarters of workers (72%) would only consider a job that offers the ability to work flexibly, while 71% would be unwilling to accept a position that involved a long commute.

Increasing presence of AI

2024 will see a clear shift in adoption and usage of AI in everyday life, and companies who invest in helping their people understand how AI can be a benefit to hybrid working, will reap the rewards; preparing employees for unforeseen roles and technologies should become a priority for businesses, while helping them understand that using AI effectively can lessen time spend on administrative tasks, leaving more room for thinking and collaborating together.

Mark Dixon, Founder and CEO of IWG, said: “The migration to hybrid is one of the most important forces at play in the world today as workers increasingly embrace the opportunity to work locally, bringing significant opportunities to the economies of local communities as well as creating a better work-life-balance for employees.

“Hybrid working is radically reshaping how we work. Businesses that embrace it will attract the best talent and get the most out of their workforces all while reducing their own bottom line. This pace of change will continue in 2024, with an increasing number of employees and businesses understanding the clear financial, cultural and sustainability benefits that flexible working models can bring.” 

Explore

Read the white paper at https://assets.iwgplc.com/image/upload/v1702983436/IWG/MediaCentre/IWG_White_Paper_Future_of_Work_Trends_Forecast_2024.pdf (PDF)

Snack to the future: Deliveroo predicts future food trends in Asia

Deliveroo has launched the Snack To The Future Report, which identifies how the region will be eating by 2040. 

Source: Deliveroo. The report finds that by 2040, people’s diet could become fully bespoke thanks to AI. Food delivery services could synchronise meal options with someone’s personal AI and provide recommendations based on their physiological and psychological state at any given time, for instance.

Led by Deliveroo alongside Singaporean food experts Yip Hon Mun and Luke Tay, together with several other global industry leaders, the report has uncovered key food trends that will be impacted by technological advancements and shifting consumer preferences by 2040. Some of the trends include:

○ Breath-prints will make our future food decisions for us. Expect personal tech devices to be enabled with breathtech, enabling consumers to breathe on a device and get a deep level of insight into what foods they should be eating to have optimal impact on their individual health and wellbeing.

○ Me-ganism: Going beyond keto, the next big thing in dieting and set to be the mainstream diet of the future is the me-gan diet (me-ganism). This is a hyperpersonalised diet which takes into account individuals’ nutritional needs, and is powered by AI.

○ Personal AI: Underpinning the Me-gan diet and lifestyle, AI technology will offer consumers their own personal AI (a life-long AI buddy) which will help automate and tailor what they eat based on their preferences and needs at any given time.

○ FOODGASMS: By 2040, dining will be a fully immersive experience and as such, food delivery s
ervices such as Deliveroo can use experiential formats such as augmented imagery, audio and packaging to elevate consumers’ meal enjoyment as part of their delivery orders.

○ EDIBLE BEAUTY: Get ready to see the food and beauty industry become more integrated than ever with a rise in edible beauty products like anti-ageing ice-cream and the chance to dine from hormone-balancing and dopamine driving menus.

○ 3D PRINTED MEAL PLANS: From packed lunches to printed lunches, food prep is about to become a lot easier with advances in 3D printing technology helping consumers create perfectly portioned and nutritionally balanced meals of their choice at home.

○ A METAVERSE OF FOOD DISCOVERY: The metaverse will expand into an interconnected world where people’s digital and physical engagement with food fully converge. With the rise in augmented artificial smell technology, the metaverse can be incorporated into meal delivery platforms, where consumers will virtually smell and taste the food before ordering, helping to discover new food options while reducing time deciding between a wide-selection of cuisines.

○ RESTORATIVE RESTAURANTS: New restaurant concepts will immerse diners and remove outside world distractions, with personal tech devices banned from entry, to a rise in popularity of silent cafés and restaurants which ONLY offer tables for one to encourage mindful eating.

○ NEWFOUND FOOD STAPLES: Daily staples will look a bit different from the usual rice and noodles, as petai, jackfruit, cowpea, arrowroot, azuki bean, buckwheat, amaranth and other variants of Asian yams, beans and forms of superfoods are set to be our newfound daily staples.

○ ALT-OHOL: Pairing of alcohol alternatives with the desires of healthy living. Gone are the days of awful hangovers as by 2040, we expect alt-ohol beverages like wine-inspired cordials formulated to mirror the dryness and depth of wine but fortified with vitamins and nutrients to keep consumers healthy - literally raising a glass to a longer life.

“The most notable trend across all is the need to empower consumers with control over their food choices, allowing them to enjoy meals on their terms, precisely when and how they prefer. In addition to considering affordability, taste, and nutrition, customers will have the option to select sustainably sourced food or customise their meat to align with their ethical and environmental standards,” said Yip, a Senior Adviser on Food Technology in Singapore. Beyond the shifting consumer preferences, the report highlighted that climate change and overpopulation will continue to contribute to future food shortages, people’s diets and the way they live. Many of the plant varieties that are grown today might not be available because they are unable to meet the climate challenges of tomorrow.

“For tropical countries like Singapore, we will face harsher and more volatile weather, shaping Singaporeans’ life- and work-styles. Hence, their nutritional needs and food-styles will transform in tandem,” said Luke Tay, a Food Systems, Sustainability and Geopolitical Analyst from Singapore.

“People will also become more nocturnal, working and eating amid the cooler night hours, leading to food and delivery services being a segment that never sleeps, catering to consumers round-the-clock. Concurrently, with climate change impacting staple crops, it gives way to other mainstream ingredients that will need less water to grow and sustain in Singapore,” shared Tay.

“Operating in a food haven like Singapore allows for a massive catalogue of meals. With these new technologies, those willing will be able to make more informed food decisions based on data collected of their daily food intake. There’s even the option for food companies to recommend various meal options that increases convenience and ensures nutritional needs and goals are met consistently in line with Singapore’s Healthier SG Strategy,” said Jason Parke, General Manager at Deliveroo Singapore.

“I started Deliveroo in 2013 with a mission to connect people to the best quality food from local restaurants and deliver it directly to people’s doors. It has been an incredible ride over the past ten years and I am really proud of what we have built. As we look towards the next decade and beyond, Deliveroo will continue to create exciting new innovations in food delivery, build new and better consumer experiences and take Deliveroo beyond functionality and convenience to really capture the passion and emotion of food,” added Will Shu, Founder and CEO of Deliveroo.

Singapore workers worried about burnout, layoffs: UiPath

UiPath, an enterprise automation software company, has found that 18% of employees globally are concerned they may be affected by layoffs, and that 23% of them have already experienced them at their company. The numbers in Singapore are above-average at 30% and 34% respectively, with even more Indian respondents reporting the same (46% and 44%).

The leading contributors to burnout for Singapore workers are: Pressure from managers/leadership (40%), too much time spent on tactical tasks; working beyond scheduled hours (38%) and uncertainty about career opportunities at their company (33%).

The UiPath survey* also found that 69% of workers in Singapore believed that automation can address burnout and improve job fulfillment, higher than the global average (58%) and third-highest of all countries surveyed globally. In the Asia-Pacific region, the numbers range from Japan at 36%, and India at 86%.

Nearly three quarters (73%) of workers in Singapore also reported that they view employers that use business automation to help support employees and modernise operations more favourably than those that do not. In general, 79% globally view employers more favourably if the employer uses automation. The numbers trended higher than average for India (93%), Japan (77%), and Singapore (82%).

Employees are being asked to do more work with less support, with 47% of all Singapore respondents saying they’ve been asked to take on more tasks at work in the past six months because of layoffs or hiring freezes (globally, 28%; Australia 32%; India 53%, and Japan, 5%). As work piles up, it takes a toll on employees — about one in four workers (26%) in Singapore report feelings of burnout (against Australia, 35%; India, 36%; and Japan, 13%;) — and more staffers are leaning on AI tools to provide relief, giving rise to the Automation Generation.

The Automation Generation does not represent a specific age or demographic, the company said, but rather, the professionals embracing AI and automation to be more collaborative, creative, and productive. This generation of workers wants these technologies to enrich their work and personal lives and prevent them from feeling like robots themselves, UiPath explained.

Forty-nine percent of Singaporean workers are already using business automation solutions at work, the second highest among all countries surveyed globally. Of these workers comprising the Automation Generation, 87% feel like they have the resources and support needed to do their job effectively and 81% believe business automation solutions can help address burnout and enhance job satisfaction. The numbers for business automation benefits are also high globally at 83%, with India topping the ranks at 94% and Japan scoring the lowest at 67% of respondents. Australian respondents were also optimistic (88%).

The survey of 581 Singaporean workers also found:

● Automation Generation workers desire flexibility, upward mobility, and spending less time on manual tasks: When asked what aspects of their job would change with the help of automation tools, Singaporean workers said they wanted more flexibility when it comes to their work environment (47%), more time to learn new skills (43%), and less time spent on manual tasks (42%).

● Workers are increasingly looking for automation and AI-powered tools to help with mundane, repetitive tasks:

○ Nearly seven in 10 (69%) of Singaporean workers believe that automation can address burnout and improve job fulfillment. This contrasts with global figures of 58%, and 67% in Australia, 86% in India and 36% in Japan.

○ Workers are most interested in automating these tasks:

- Analysing data (58%);

- Inputting data/creating datasets (54%); and

- Resolving IT/technical issues (50%).

○ Workers who are using business automation solutions say it has enabled greater productivity (55%), more accurate work (46%) and better internal workflows (45%).

○ Regardless of job role, 55% of workers are interested in becoming citizen developers to create new automations that could enhance their work/life balance. A citizen developer does not have the traditional coding skills that programmers have, but is able to achieve results with a low code/no code solution.

● More than half of all Singaporean workers across generations are receptive to the potential of AI-powered automation in helping them at work. More than half of all Generation Z (85%), Millennial (72%), Generation X (65%), and Baby Boomer (57%) respondents think that automation would help them do their jobs better.

“Disruption in the workplace and macroeconomic factors often mean employees are asked to bear that burden by doing more with less—but it doesn’t need to be that way,” said Brigette McInnis-Day, Chief People Officer at UiPath.

“The employees of Automation Generation are embracing AI-powered automation so they can better manage their workloads, excel in their careers, and improve their work-life balance. Businesses that deploy AI in an open, flexible, and enterprise ready way are best positioned to attract and retain the types of employees that will help them thrive in an automation-first world. Automation is a key differentiator for companies to attract and retain by empowering employees and driving engagement.”

“As the Singapore economy continues to remain volatile due to the global outlook, automation can play an important role in helping organisations navigate challenges, as it has the potential to transform industries and improve the lives of workers,” said Jess O’Reilly, Area VP, Asia at UiPath.

“The insights from our survey has shown that the majority of Singaporean workers are ready to embrace AI-powered automation to support them at work. To enhance job satisfaction and increase productivity of workers, organisations in Singapore must augment capabilities of the human workforce with automation to ensure sustainable business growth.”

*In partnership with Researchscape, UiPath conducted this research via an online survey fielded in March 2023. There were 6,460 respondents to the survey. Topline results were weighted to be representative of the collective economy by each country’s GDP: US (55%), Japan (10%), Germany (9%), India (8%), UK (7%), France (6%), Australia (4%), and Singapore (2%).

Source: UiPath Automation Generation Survey Report. Workers from India feel the most burnt out.