At e27, we are committed to nurturing thought leadership and offering a platform for talented individuals to showcase their expertise and distinct perspectives. Through our Contributor Programme, we provide a channel for passionate voices to contribute to the dynamic conversation surrounding entrepreneurship, technology, and innovation.

We are excited to present our weekly compilation of articles published through our Contributor Programme. This carefully curated collection brings together a rich array of diverse and insightful perspectives from our community, offering a fresh and thought-provoking exploration of emerging trends, industry insights, and cutting-edge ideas.

PS: We are thrilled to announce that we will be hosting an all-exclusive virtual meet for our esteemed contributors this week, with the primary aim of providing a dynamic and interactive platform where you can actively participate, share your valuable experiences, insights, and suggestions, and collectively contribute towards further enhancing the contributor journey. If you would like to be a part of this exciting opportunity, kindly reach out to me for more details and registration.

Singapore, Berlin and Dubai: Unveiling the unique fabric of global startup ecosystems

“The global startup landscape is teeming with opportunities, and with the right combination of ambition, resilience, and strategic decision-making, your startup can thrive and make a difference no matter where you choose to call home.”

Board Member at Edelkapital AG, Co-Founder and CMO at MyHelpBuddy, Duke Tam’s byline explores the distinct characteristics of startup ecosystems in Singapore, Berlin, and Dubai, highlighting the unique fabric that defines each global hub. It delves into the key elements that contribute to their success, including government support, access to capital, talent pool, and cultural factors, while providing valuable insights into the dynamics of these ecosystems and the opportunities they offer for startups and entrepreneurs.

Crypto trends of 2024: My predictions and disruptions

“Embracing the disruptions brought about by artificial intelligence, CBDCs, decentralised governance, and other emerging trends will be essential for individuals and businesses to thrive in an ever-changing world. By leveraging these transformative forces, we can unlock new opportunities, reshape traditional models, and shape a future that is both innovative and inclusive. The crypto industry is poised for continued growth and evolution, and those who adapt and embrace these trends will be at the forefront of this transformative journey.”

Best-Selling Book Author “NFT From Zero to Hero” and Intergovernmental Blockchain Adviser, Anndy Lian’s byline presents predictions and insights into the crypto trends of 2024, offering a glimpse into the potential disruptions and advancements that may shape the industry. It explores emerging technologies, regulatory developments, market trends, and the evolving role of cryptocurrencies.

Exposing the dark secrets of cloud visibility: Is your business at risk?

“Cloud monitoring systems eliminate the need to use new tools for troubleshooting and include interactive workflows, alerts, reports, and more. They improve cloud data flow to provide a better picture of overall traffic flows and can also provide performance metrics. Cloud monitoring systems hold a vast amount of solutions and tools within one platform, making them a good investment.”

Founder of NowSourcing, Brian Wallace’s byline sheds light on the hidden risks and challenges associated with cloud visibility, highlighting potential vulnerabilities that businesses may face. It probes into the importance of having transparent and comprehensive visibility into cloud operations and the potential consequences of limited visibility.

Singapore firm empowers freelancers in Asia to transform passions into profitable ventures

“In today’s competitive hiring landscape, it is crucial to recognise the value of freelancers. Gone are the days of chasing academic qualifications and seeking lifelong employment because traditional norms have shifted. Talented individuals are no longer limited to traditional employment opportunities but are exploring alternative paths like freelancing.”

Engagement Executive at IndSights Research, Syuhada Subuki’s article showcases a Singapore-based firm — CreativesAtWork — that is empowering freelancers in Asia to transform their passions into profitable ventures. It highlights the challenges faced by freelancers in the region and the innovative solutions offered by the firm to support their entrepreneurial journeys.

Breaking barriers: Hidden hurdles faced by women entrepreneurs

“The scenarios that I have observed throughout my career have taught me that some of the biggest challenges that a woman entrepreneur can face are sometimes caused by themselves. It is best to fix this hurdle by facing it by digging deep and identifying the source of those insecurities.”

Founder of VV Consulting Group, Vaishana Vasuthavan’s byline sheds light on the hidden hurdles faced by women entrepreneurs and the barriers they must overcome in their entrepreneurial journeys. It highlights the gender disparities and biases that exist within the startup ecosystem and the unique challenges faced by women in accessing funding, mentorship, and support networks.

Myths vs reality: Remote and hybrid managers report high productivity and trust

“A new survey we conducted reveals how managers of hybrid and remote teams do so with much more ease, enjoyment, and outstanding productivity than other media has us believe.”

CEO of FlexOS, Daan van Rossum’s article challenges common myths surrounding remote and hybrid management, providing insights and data that support the reality of high productivity and trust in these work arrangements. It addresses misconceptions about the effectiveness of remote and hybrid teams, emphasizing the importance of clear communication, trust-building, and effective management strategies.

7 reasons every entrepreneur should be proud of themselves

“But we Founders are unique, aren’t we? We tend to be a little delusional, just the slightest bit illogical. And that’s invaluable. Those who look the longest never leap. Founders look and leap, hoping against all hope that they shall win this battle against gravity. And you know what, sometimes they do.”

Co-Founder and CEO of FlexiBees, Shreya Prakash’s article celebrates the achievements and resilience of entrepreneurs and founders, providing seven compelling reasons why they should take pride in their journey. It highlights the courage to pursue their dreams, the ability to create opportunities, and the impact they make on the economy and society.

Future-proofing businesses and talent through technology

“Lessons from past downturns have taught us that the route to success comes not from brutal cuts but from growth via efficiency. While deep uncertainty remains, Asia as a region has exhibited resilience in the face of this extraordinary shock, providing a multitude of opportunities for companies aspiring to transform, expand, and scale.”

Founder and CEO of Atlas, Rick Hammell’s article explores the concept of future-proofing businesses and talent through the adoption of technology. It highlights the rapid pace of technological advancements and the need for businesses to embrace innovation to stay competitive.

Rethinking wastewater treatment to support Singapore’s ambitious water goals

“With climate change and geopolitical uncertainties, achieving greater water self-sufficiency becomes imperative. The tiny city-state targeting world dominance has been focused on the self-sufficiency of water and has been regarded as a poster child for effective wastewater management over the years.”

Founder and CEO of Hydroleap, Mohammad Sherafatmand’s byline delves into the topic of rethinking wastewater treatment to support Singapore’s ambitious water goals. It highlights the importance of water sustainability and the challenges faced by Singapore in managing its water resources while discussing innovative approaches and technologies being employed to improve wastewater treatment efficiency and reduce water wastage.

Exploring the game-changing role of AI in online courses

“AI has the potential to transform the way we learn online, making it more personalised, interactive, and adaptive to individual needs and learning styles. In this article, we will delve into how AI is going to change many industries, including professional online learning, and the potential benefits and challenges that come with it.”

PR Intern at Byte-Sized AI, Shane Duggan’s article explores the game-changing role of AI in online courses. It discusses how AI technology is revolutionising the education industry by enabling personalized learning experiences, intelligent content delivery, and automated assessments. By leveraging AI in online courses, educators can unlock new possibilities and create more effective and adaptive learning environments for students.

Decoding startup journey: Top 5 challenges entrepreneurs encounter

“Startups must overcome many obstacles in order to succeed, and failing to do so could be disastrous. Therefore, it’s a good idea to enter the ring prepared with a solid understanding of how to handle these issues.”

Founder and CEO at Converco, Moch Akbar Azzihad M’s article decodes the startup journey and highlights the top five challenges faced by entrepreneurs. It examines into the common hurdles and obstacles that startups encounter, such as funding constraints, market competition, talent acquisition, scalability, and maintaining a sustainable business model.

How to embrace optimal efficiency in the future of work

“It is crucial to look into the employees’ experience and performance based on the current technology that buoys the workforce and creates a technical blueprint that can elevate the hybrid work experience for all. Consequently, selecting the right technology partner becomes one of the most critical business decisions you will face to successfully execute your hybrid workplace modernisation.”

Managing Director at Kyndryl (ASEAN), Susan Follis’s byline explores the concept of embracing optimal efficiency in the future of work. It investigates into the evolving landscape of work and highlights the importance of efficiency in maximizing productivity and achieving success.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

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The Voluntary Carbon Markets Integrity Initiative (VCMI) is an international non-profit organisation with a mission to enable high-integrity voluntary carbon markets (VCMs). In case you are not familiar with it, VCM is a concept that allows carbon emitters to offset their emissions by purchasing carbon credits emitted by projects targeted at removing or reducing greenhouse gas from the atmosphere, according to an explanation by the European Energy Exchange (EEX).

In late June, the organisation published a Claims Code of Practice, which will give companies a rulebook to follow for making credible climate claims.

As awareness of the importance of decarbonisation continues to increase among global business players, there is an urgency to have a guide that can help businesses in making their claims. This Claims Code clarifies the complex landscape of VCMs by providing companies with a rulebook for high-integrity voluntary use of carbon credits and associated claims.

“The voluntary carbon market is one tool that can mobilise the much-needed finance to low and middle-income countries towards climate solutions that will accelerate the net-zero transition. It’s not too late to drive progress, and the VCMI Claims Code released today is a welcome step forward,” says Razan Al Mubarak, UN Climate Change High-Level Champion for COP28, during the launch of the initiative.

But what benefits can tech startups get from this initiative, and how can they make use of this opportunity? Raffaella Infanti, Engagement Manager at VCMI, gives e27 all the details in an email interview. The following is an edited excerpt of the interview.

Also Read: The Radical Fund hits first close of US$40M climate tech fund, targets early stage SEA startups

Can you tell us more about the process of developing the Claims Code?

The Claims Code is the culmination of over 12 months of road testing by companies, public consultations, and multi-stakeholder collaboration. The process has been informed by input from leading non-profits, VCMI’s Steering Committee, its high-level decision-making body, as well as guidance from VCMI’s Executive Advisory Group (EAG).

These bodies include experienced VCM voices, such as indigenous and civil society leaders, independent net zero experts, corporate sustainability leads, governments, regulators and academics.

Following the publication of the provisional Claims Code in June 2022, we went through feedback on what was needed to improve. We had over 130 responses to the subsequent consultation, and nearly 70 companies took part in the road test.

The Claims Code will be released in two parts. The first part, published on June 28, is the core Claims Code, an operable claims code that companies will be able to follow and check that they have everything in place in order to make a claim.

Releases after June 28 will build on what is already contained in the Claims Code and will be prepared in consultation with our Stakeholder Forum. These will make the Claims Code more accessible for different types and sizes of organisations by introducing additional claims tiers and an on-ramp.

The Claims Code is part of an evolving process, whereby VCMI must respond to new science, policy, and regulatory requirements – which, since the Claims Code is paving the way for regulation, VCMI supports.

Can you give us more details about the claim process?

The Claims Code has three tiers of claims that companies can make –Silver, Gold, Platinum– each of which recognises investment in GHG emission reductions and removals above and beyond corporate action to meet their science-aligned targets. This work will be supported by additional guidance in November 2023, specifically on the VCMI Measurement, Reporting and Assurance (MRA) framework, additional claim tiers and claim names.

Also Read: Beyond buzzwords: How climate tech startups can create an impact in green recovery

The Claims Code consists of four steps that a company must undertake to make a VCMI Claim:

1. It must first meet VCMI’s Foundational Criteria, which serve as the backbone of an ambitious and robust climate strategy

2. It must then select which VCMI Claim to make Silver, Gold, Platinum

3. To make a claim, the company must select carbon credits which meet stringent quality thresholds in line with the Integrity Council for Voluntary Carbon Markets (ICVCM) Core Carbon Principles (CCPs)

4. Finally, the company must disclose information to support its claim and conduct independent validation and assurance in line with the VCMI MRV and Assurance Framework (to be published in November 2023)

Additional claim options and information will be released in November, and we encourage businesses who may be interested in making a Claim, but who do not think they are able to meet the requirements of Silver to Platinum Claims, to stay posted for further information.

Also Read: The Mills Fabrica aims to transform agrifood, textile industries through its climate tech investments

How can tech startups in various stages and sizes make use of the Claims Code? Is there any specific approach that they should use when using this guideline?

VCMI calls on all organisations to implement the Claims Code to unlock the full potential of high-integrity VCMs. As part of the Claims Code, companies are required to publicly disclose key elements part of transition plan frameworks and globally recognised frameworks such as CDP.

While VCMI does not currently have sector-specific advice on using the Claims Code, we look forward to participation from all organisations, including tech startups, to review their foundational criteria and identify whether they are able to make a claim.

What are the benefits for tech startups in taking part in this initiative?

High-integrity voluntary carbon markets can drive action to accelerate GHG mitigation and channel finance to where it is needed most for national economic, social and climate prosperity.

By adopting the Claims Code, working towards making a Claim and complying with VCMI’s Foundational Criteria, companies across different industries are working towards ensuring climate claims are trustworthy and that their climate strategies, including the use of carbon credits, are being undertaken in a way that provides real benefits to people and nature.

This way, all companies, including tech startups, can help contribute to the global goals of the Paris Agreement by meeting their emissions reduction targets and taking additional mitigation measures.

How do you plan to introduce and promote the Claims Code to the business community?

We will continue to engage with the business community as we further shape and release additional modules to the Claims Code up to November 2023. This will be done in consultation with our Stakeholder Forum, which consists of representatives from business, government, academic/research, and civil society.

Also Read: Meet the 4 SEA startups of PepsiCo’s climate tech accelerator programme

There is a large number of organisations that are already taking part in the Stakeholder Forum and are committed to advancing the mission of the VCMI and the Claims Code.

The work of VCMI also expands on other leading initiatives and guidance in the market, including the ICVCM Core Carbon Principles. VCMI is collaborating with ICVCM to analyse the impacts of corresponding adjustments in the voluntary carbon market.

VCMI and ICVCM work together to consider how correspondingly adjusted carbon credits can be reflected in market guidance to generate coherent, end-to-end rules for the VCM market.

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Image Credit: VCMI

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Forget about the myth of unproductive remote workers. 66 per cent of hybrid and remote managers say productivity has improved since adopting the new working model, and 98 per cent now trust their team to work even on non-office days.

A new survey we conducted reveals how managers of hybrid and remote teams do so with much more ease, enjoyment, and outstanding productivity than other media has us believe.

The survey was conducted through the Pollfish panel of 200 hybrid and remote managers in the USA across all age ranges above 24 years old, seniorities, and industries. The survey ran in June 2023.

Respondents were invited using a double opt-in: they confirmed their interest, created a profile via a verification process, joined the respondent pool, and were invited to take the survey as they fit the targeting criteria.

Here’s what we learned from Myth vs Reality: Remote and Hybrid Managers Report High Productivity and Trust:

• 66 per cent of managers saw increased productivity, and 48.5 per cent said productivity has ‘significantly improved.’ Only two per cent saw a decrease in productivity. Managers said their own productivity has significantly improved (38 per cent) and not decreased (96 per cent)
• 98 per cent say they trust their teams to be productive on non-office days. Only one respondent (out of 200) said they didn’t.
• Contrary to popular belief, 77 per cent of managers find it easy, and 62 per cent find it enjoyable or very enjoyable to manage remote teams.
• Managers report that employee satisfaction and morale (60 per cent) is a major benefit of remote work, alongside a reduction in commute time and stress (54 per cent), improved work-life balance (53 per cent), increased productivity (35 per cent) and an expanded talent pool (30 per cent).
• Asked to return to the office full-time, 15 per cent of employees would consider looking for a new job, and 59 per cent would return if needed. Only 26 per cent would happily return to the office. 

Productivity has significantly improved in hybrid and remote teams

Does the media narrative strike you as overwhelmingly critical of hybrid and remote work? You’re not alone. But contrary to widespread scepticism, the survey findings demonstrate an overwhelmingly positive reality for managers embracing hybrid remote work. 

Also Read: ‘Co-working spaces should introduce new tech tools to cater to hybrid, remote workers’

66 per cent of randomly selected managers experience improved performance levels, of which 48.5 per cent said productivity has ‘significantly improved,’ dismantling the belief that physical presence is essential for optimal productivity. With 31 per cent of managers saying productivity has remained the same, only two per cent saw a decrease in productivity. How’s that for a positive outlook?

Productivity, how effectively an individual accomplishes a task, is highly debated in the context of hybrid and remote working models. The results from this FlexOS survey align with studies by Microsoft and others that productivity doesn’t suffer from distributed work, but many still believe the opposite.

Measuring productivity has always been challenging, often relying on self-reporting or activity-based metrics that may not accurately reflect the desired productivity. This leads to “productivity paranoia” between companies and employees. The fact is, productivity isn’t a real challenge, and companies should embrace this.

Trust in teams is equally high

The survey also reveals high levels of trust in hybrid and remote work environments. 

A remarkable 98 per cent of managers said they’re confident in their teams’ ability to deliver results on non-office days. Wow. This goes directly against the conventional wisdom that remote work breeds doubts about employee productivity. And here’s how it breaks down: 60% said they trust their employees completely, and 37 per cent mostly. 

Managers’ trust is also supported by the fact that only 26 per cent of hybrid and remote managers use time-tracking software, and 36 per cent use productivity-tracking software. Most managers measure productivity by completed work, followed by regular check-ins. 

Ready for more remote work myth-busting? 

Contrary to popular belief, remote work has proved easier and more enjoyable for managers, with most embracing the benefits of flexibility and remote collaboration: 77 per cent find it easy, and 62 per cent find it enjoyable or very enjoyable. 

Remote teams are happier and have a better work-life balance

Asked about the key benefits managers have experienced since switching to a hybrid or remote working model, managers highlight the positive impact on their teams. Six out of 10 managers agree that employee satisfaction and morale have improved. 54 per cent tout the reduction in commuting-related stress, and 53 per cent say improved work-life balance for team members is a key benefit.

Managers also positively highlight the ability to attract and retain top talent (18 per cent) and access to an expanded talent pool with diverse skills (30 per cent). This is even more applicable for fully remote managers, who feel 21 per cent more strongly that they have an extended talent pool. 

This sentiment echoes findings from remote companies like Airbnb that they have become more attractive to more people after moving to a more flexible work model. Airbnb’s CEO Brian Chesky said, “Ultimately, I don’t believe that CEOs can dictate how people work. The market will. The employees will. Flexibility will be the most important benefit after compensation.”

Challenges do exist – and they’re very human

The above doesn’t mean there aren’t challenges for managers. There are. 

Asked what their largest challenges are in hybrid and remote team management, leaders answered universally that distractions at home bug them, especially kids and other family members. 

A lack of face-to-face interactions results in delays and miscommunication. Managers wish there were more opportunities for personal interaction because understanding and managing emotions without face-to-face interaction was mentioned as a challenge. 

In third place of the most common challenges… “wait, you’re breaking up.” Yes, it’s technological or connectivity issues. Managers told us this can be frustrating since they cannot control people’s home internet. We hear you… 

Also Read: Is remote work the answer to tech’s layoffs?

Technology is more important than ever

Speaking of technology: it plays a massive role in managing remote teams. 

The most commonly used technology when managing hybrid and remote teams are video conferencing (88 per cent), collaboration and document sharing platforms like Microsoft Teams (60 per cent), instant messaging tools (46 per cent), time tracking software like Time Doctor (26 per cent), and project management platforms like Monday.com (25 per cent).

Compared to hybrid managers, remote managers are more likely to utilise a dedicated Instant Messaging platform and project management tools but less likely to use time-tracking software. This builds on the previous finding that remote managers feel confident in their team doing the work. 

Companies have used wellness programs (50 per cent), knowledge-sharing initiatives (37 per cent), virtual career development (36 per cent), team-building activities (35 per cent), and dedicated ‘water cooler’ channels (31 per cent) to engage remote employees.

But if you ask remote managers, they really want more training and better technology: one in two managers want to learn more about managing their distributed teams best. A similar amount wants better technology, including project management and collaboration tools. Only 15 per cent of managers said they have all the necessary knowledge and tools.

How about the office then?

Asked to return to the office full-time, 15 per cent of employees would consider looking for a new job, and 59 per cent would return if needed. Only 26 per cent would happily return to the office. 

It’s not that people don’t want to be in an office ever. We often need a space to focus and to collaborate with our colleagues. We don’t want to be in the office constantly; this survey shows that again.

The increased importance of managers

The survey focused on managers because while the media often speaks about companies’ challenges in managing hybrid and remote work, especially CEOs like Elon Musk, solving these problems is up to managers.

 Managers play an increasingly outsized role in organisations because they create social capital and serve as connection points between upper-level leadership and employees. 

Recent Humu research back this up: effective managers are 2.2x more likely to retain top talent, create 78 per cent more psychological safety – the most significant predictor of team effectiveness, and 22 per cent higher employee engagement. 

Let’s conclude

These survey results demand re-evaluating how we think about hybrid and remote work. 

We encourage organisations to embrace remote work’s transformative potential and recognize its inherent benefits to productivity, employee satisfaction, and trust-building.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

Join our e27 Telegram group, FB community, or like the e27 Facebook page

Image credit: FlexOS

The post Myths vs reality: Remote and hybrid managers report high productivity and trust appeared first on e27.

It was late 2016, just after the United Nations Climate Change Conference in Marrakech, when I launched Hydroleap to reimagine the way people look at wastewater and the ways to treat it.

The caravan of ideas that had been brimming in my mind and underworks for a while was ready to hit the road. What I had was a vision to drive water sustainability and an intricate understanding of the immense opportunities that technology can create to propel the water treatment industry from its dinosaur-age practices. 

The most exciting part of the first phase of my journey was bringing the lab research at the National University of Singapore into the real world. Since Singapore became an independent republic in 1965, water has been a national priority because of its tiny land mass and lack of freshwater resources. The World Resources Institute ranked the country among the most vulnerable to water stress along with the arid states of Bahrain, Qatar, and Kuwait in 2015. 

With a population of over 5.6 million people and a booming industrial sector, Singapore’s water demand continues to rise. Recycled wastewater can provide for 40 per cent of Singapore’s water demand which is expected to increase to 55 per cent by 2060.

However, with climate change and geopolitical uncertainties, achieving greater water self-sufficiency becomes imperative. The tiny city-state targeting world dominance has been focused on the self-sufficiency of water and has been regarded as a poster child for effective wastewater management over the years. 

Recognising the urgency to secure a sustainable water supply, Singapore has invested heavily in pioneering water management strategies. Further, Singapore’s success in water management has been driven by its commitment to collaborative innovation.

By fostering partnerships between the government, industry stakeholders, and research institutions, the nation has transformed its water landscape. Such alliances facilitate the exchange of expertise, drive technological advancements, and expedite the implementation of novel treatment solutions.

Also Read: Beyond buzzwords: How climate tech startups can create an impact in green recovery

We, too, partnered with the NUS Environmental Research Institute (NERI) at the National University of Singapore (NUS) to develop a low-cost, low-energy electrochemical pre-treatment technology for the desalination of seawater and together were awarded SG $1.7 M by Singapore’s PUB. 

Evidently, one area with immense potential for enhancing water self-sufficiency lies in improving industrial wastewater treatment. 

Harnessing industrial wastewater treatment for self-sufficiency

Singapore’s industrial sector accounts for approximately 60 per cent of the country’s total water demand. Given the significant water usage associated with manufacturing processes, industrial wastewater treatment presents a substantial opportunity for conserving and reclaiming water resources.

One vital chapter to Singapore’s water story is ensuring comprehensive regulatory frameworks as Singapore looks to mitigate water stress and reinforce its position as a regional and global leader in water sustainability and practices. Regular audits, monitoring systems, and stringent enforcement of standards are pushing industries to adopt advanced wastewater treatment practices.

With ambitious goals like boosting its overall water recycling rate to 70 per cent by 2030, the other two key chapters are leveraging technology and reducing the carbon footprint from water treatments.

If we go back in time, conventional industrial wastewater treatment methods have often relied on the extensive use of chemicals and energy, such as coagulants, flocculants, aeration, and disinfectants, to remove contaminants.

While effective, these chemical and energy-intensive processes come with the added cost of operating, purchasing, storage, and handling and, most importantly, pose safety risks. It generates copious amounts of sludge that adds to the environmental burden. If discharged improperly, sludge can contaminate surface water, groundwater, and soil.

It can also cause eutrophication, leading to excessive algae growth and depletion of oxygen levels in the water, which disrupts aquatic ecosystems, leading to fish kills and the degradation of water quality. Toxic substances in the sludge can persist in the environment and accumulate in organisms over time, potentially entering the food chain and posing long-term risks to human and ecological health.

Aeration is a huge part of current existing plants in the secondary treatment, which uses 30-50 per cent of the power consumption of a whole treatment plant. This is exactly why a paradigm shift is needed in the way wastewater is treated. Chemical-free and advanced technologies such as electrooxidation and electrocoagulation allow for a huge advantage in lowering cost and carbon emissions.

Industries from construction to food, manufacturing, cooling towers, and desalination are all looking for ways to become more environmental in how they process the vast amounts of water they rely on for daily operations.

Food and Beverage manufacturing plants are typically large water consumers in Singapore (or even globally), comprising 60 per cent of water intake, followed by cooling towers. Palm Oil Mill Effluent (POME) is another challenge for the water treatment industry in Southeast Asia at present because of the difficulty in purifying a large amount of highly polluted wastewater.

Also Read: Collaboration with corporates plays a crucial role in climate tech startups’ success

There are a lot of success stories of industries benefiting from shifting to advanced electrochemical solutions over conventional technologies. Through our electrocoagulation solution (HL-EC), one of the largest food manufacturers in the Philippines is treating their industrial wastewater effectively by removing up to 98 per cent Total Suspended Solids (TSS), 93 per cent oil & grease (O&G) and 95 per cent phosphate as well as reducing their carbon footprint by nearly 50 per cent. Electrooxidation solution (HL-EO) is helping a huge blue-chip data centre in Singapore to save 70 per cent of its water discharges by reducing and reusing blow-down water.

The water route ahead

Beginning in 2024, Singapore’s national water agency will enforce new recycling requirements for all new projects within water-intensive industries, and more or less the same trend can be seen even in the region.

Moreover, the implementation of NEWater, the world’s first large-scale water reclamation plant, has significantly reduced Singapore’s reliance on external water sources. Similarly, the Deep Tunnel Sewerage System, which is a superhighway for used water management, has revolutionised the space, harnessing it as a resource through energy generation and nutrient recovery.

These successes serve as inspiration for future advancements in industrial wastewater treatment, signalling a path toward complete water independence.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

Join our e27 Telegram group, FB community, or like the e27 Facebook page

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Startups must overcome many obstacles in order to succeed, and failing to do so could be disastrous. Therefore, it’s a good idea to enter the ring prepared with a solid understanding of how to handle these issues.

In this article, I’ll briefly discuss five potential roadblocks to company growth and offer suggestions for how to successfully overcome them.

Selecting the best Co-Founders

The success of a startup depends critically on the strength of the founding team. Find partners who share your beliefs, abilities, and areas of experience. A balanced team reduces the chance of a single point of failure by bringing multiple opinions to the table.

Find people who will contribute to your startup and who will understand your idea. Usually, it makes sense to make an active attempt to locate these individuals. In general, if you have a strong enough professional network and have worked closely with a variety of people, it would be simpler to do.

In terms of intensity and total amount of time spent together, starting a business with a partner is similar to getting married. To travel on such a voyage with someone you don’t know would be uncomfortable.

Choosing the right employees

Top startup talent is hard to come by and more harder to keep, yet it’s essential. Your success would be heavily influenced by the calibre of your team.

Consider the candidate’s compatibility with your company’s ideals in addition to their skill set. Hire people who share your goal because early team members form your startup culture. For long-term success, creating a successful and cohesive work atmosphere is crucial.

Identifying the product-market fit

One of the simplest ways for a founder of an early-stage firm to fail is to devote a lot of resources to your idea without seeking market input. Although confirming the need for your good or service on the market is difficult, it is necessary if you want to succeed.

Also Read: 7 reasons every entrepreneur should be proud of themselves

Engage prospective clients, get their opinions, and modify your offering accordingly. To identify product-market fit, regular communication and validation tests are crucial. To better serve client demands and raise your chances of success, always improve your product.

Choosing the appropriate market niche

The product-market fit has two components. When they can’t find PMF, most founders concentrate on the first one, which is the product. They refine the MVP (minimal viable product) in an effort to increase the worth of their service.

However, a lot fewer people take the market—the other half of the equation—into account. As a tiny project, it is nearly hard to have an impact on the market, but you can alter it.

Finding the ideal market segment is sometimes disregarded, yet it is essential for startup success. Choose a narrow niche with certain requirements rather than directly competing with established players. Concentrate on a demographic that can benefit from your solution and be reached by efficient means. Make sure your MVS (minimum viable segment) is well-defined.

The cornerstone for future success is establishing recognition in a particular market.

Making a big impact with little money

For a startup to survive, effective financial management is essential. Before reaching product-market fit, closely watch your cash flow and don’t run out of resources. Learn the fundamentals of accounting and keep accurate financial records.

This information is helpful when looking for funding or recruiting co-founders. To help you make well-informed decisions, be aware of your financial demands and integrate them into your business strategy.

In conclusion, companies can overcome considerable obstacles on their way to success by confronting these five issues head-on. To succeed as a startup, it is essential to assemble a strong founding team, hire qualified staff, identify a specialised market, create a product that fits that market, and handle finances wisely.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

Join our e27 Telegram group, FB community, or like the e27 Facebook page

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Thai startup APX gets ORZON’s backing

APX (Asia Pallet Express), a Thailand-based trucking hub-and-spoke network, raised an undisclosed sum in pre-Series A funding led by ORZON Ventures.

The capital will be used for team expansion, penetrating international markets, and strengthening the logistic platform.

APX provides door-to-door cargo transportation services through its network with modern platforms for LTL (less-than-truckload) and palletised cargo services. It aims to build a connected truck transport network in Thailand and the ASEAN region to improve logistic efficiency while reducing CO2 emissions and the number of trucks needed on the road in the long run.

Antler expands to Malaysia

Singapore-based global VC firm Antler announced a partnership with sovereign wealth fund Khazanah to establish a presence in Malaysia.

The collaboration aims to bolster Khazanah’s Future Malaysia Programme, an initiative under its Dana Impak (Impact Fund) mandate.

Dana Impak supports local entrepreneurs, startups, VCs, and corporate venture programmes through collaborations with domestic and international partners. It plans to invest RM6 billion (US$1.3 billion) over five years in Malaysia.

Under this strategic alliance, Antler from its Kuala Lumpur office will invest in over 30 startups across Malaysia over the next three years, with the inaugural Venture Generation Program to begin in October 2023, and applications are currently open.

1982 Ventures invests in Orderfaz

Orderfaz, an Indonesian fintech startup for social commerce sellers, completed a pre-seed financing led by 1982 Ventures.

The startup will use the money to make new hires across all functions to drive platform development and market expansion. It also plans to develop an omnichannel marketplace to manage orders across Orderfaz and third-party e-commerce platforms such as Shopee, Tokopedia, and TikTok.

Orderfaz is a payment and commerce enablement platform designed to help brands and sellers improve online sales conversion rates in Indonesia’s booming social commerce market. It optimises digital sales and operations while providing sellers with increased sales through social commerce channels, lower transaction fees, and empowering brands to gain greater control over their digital businesses.

East Ventures backs SoLeLands

SoLeLands, an immersive game-based learning platform to support kids’ self-discovery, secured undisclosed funding led by East Ventures.

SMDV also participated.

The Indonesian startup will use the money for capacity building and product development in preparation for the soft launch in Q4 2023.

SoLeLands was founded in 2022 by Jonathan Prathama (CEO) and Adhi Paisoseputra (COO), inspired by the current state of parenting. The duo realised that children in today’s generations are growing up in a technology-driven society. Thus parents should equip their children with the necessary skills and values to thrive and adapt in an ever-changing landscape.

SMU’s LKYGBPC competition to be held in Sept.

Singapore Management University’s (SMU) Institute of Innovation and Entrepreneurship (IIE) unveiled the 55 finalists selected for the Finals Week (known as BLAZE) of the Lee Kuan Yew Global Business Plan Competition (LKYGBPC).

The 55 finalists will showcase their innovations before a panel of judges at the university campus from September 11-15, 2023. The grand finalists stand to win prizes worth S$2.5 (US$1.9) million.

LKYGBPC is one of Asia’s largest university-led bi-annual startup competitions, focussing on deep-tech innovators solving urgent global challenges of the 21st century.

The 11th edition of LKYGBPC received 1,000 submissions from 1,100 universities — including ETH Zurich (Switzerland), Harvard University (US), Imperial College London (UK), and MIT (US) — across 77 countries.

Eratani bags US$2M seed funding

Indonesia-based agritech firm Eratani received US$2 million in a seed extension round of funding from SBI Ven Capital, Genting Ventures, Orvel Ventures, and Ascend Angels.

This deal brings the total seed funding to US$5.8 million.

The new investment comes about half a year after Eratani raised US$3.8 million from TNB Aura, Trihill Capital, BIG Ventures, and AgFunder.

Established in 2021, Eratani integrates technology into farming operations to improve efficiency, drive sustainability, and foster growth in the country’s agricultural industry. Its solutions comprise farmer funding, supply chain management, crop distribution, and agricultural assistance. The firm claims it supports a network of 20,000 rice farmers across West Java, Central Java, East Java, Banten, and South Sulawesi.

KarirLab secures pre-seed funding

Indonesia-based KarirLab secured an undisclosed pre-seed funding round led by Alpha JWC Ventures and M Venture Partners.

The capital will enable KarirLab to accelerate its product development, expand its team, and establish strategic partnerships with leading universities and employers.

The funding will also fuel KarirLab’s platform enhancement, ensuring seamless student and employer experience to cater to the evolving needs of the job market.

KarirLab is an online platform that connects students and campuses with hiring employers.

The US$40M Radical Fund hits first close

The Radical Fund, an early-stage venture capital firm investing in the climate tech sector, secured an undisclosed first close of its US$40 million fund. The firm said it is currently in conversations with family offices, corporates, foundations and institutional investors for its fund.

The fund is backed by regional family offices from the Philippines, Singapore, and Thailand and individual investors from the US and Europe.

It aims to invest in early-stage startups in Southeast Asia (SEA) that are scaling solutions across climate adaptation and mitigation, which it believes will lead to a more resilient SEA.

It targets tech-enabled ventures in the pre-seed, seed, and Pre-Series A stages that are either based in SEA and/or have operations and presence in the region. These startups should deliver scaled commercial returns and climate outcomes to local and regional populations.

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Copyright: dolgachov

The post Top news stories e27 published this week appeared first on e27.

Editorial note: We are republishing some of the best work that the team has done throughout the years. Today, Alamanda Shantika is known as the founder of Binar Academy. We did this interview when she just left Go-Jek.

When Alamanda Shantika joined Go-Jek in 2014, the ride-hailing startup was just beginning its journey. At the time, the only means in which to get their service was through a call centre.

An engineer and a graphic designer by training, Shantika’s job was to build a mobile app that allowed users to contact ojeks (motorbike taxis) for services such as food delivery or personal shopping.

“My mother asked me, ‘Are you sure you want to do this, taking care of ojek drivers?’ and I changed my mind for a while,” she once explained at a startup event. “But Nadiem [Makarim, Go-Jek CEO] immediately persuaded me to change my mind.”

The startup then became a big hit in 2015. It secured unicorn status in 2016 after raising more thanUS $550 million in funding, and branched out into at least eight offices in Jakarta, Jogjakarta, and even Bangalore after the acquisition of Indian companies C42 Engineering, CodeIgnition, and Pianta.

Also Read: Should you take Grab or Gojek? Founders reveal how they scale their business

Last week, Shantika resigned from the company, leaving the public wondering why she decided to leave – and where she was going.

After a short silence, the 27-year-old sat down with e27 to discuss her new role, leadership style, and her passion in helping others succeed.

Here is the edited excerpt of the interview.

What pushed you to leave Go-Jek and start anew?

We can say that it was all because of Go-Jek itself. All the dreams that I have managed to realise now are all thanks to Go-Jek.

When I started with Go-Jek, I did not have dreams as big as I have now, but then I see how Go-Jek has become a role model for Indonesia … People are looking up to Go-Jek, especially at startup events.

It was as if my baby was already born and had started to learn to walk. Now it’s time for me to raise new babies–helping new babies to be born through 1000 Startup.

So what exactly you are going to do in 1000 Startup?

The main idea is to help with the big picture of the programme itself, how to become better, and identify any improvements that we can make.

I will be speaking from the perspective of someone who had built a startup. For example, how does one built an engineering team?

We already have a pool of young talents who are ready to build their own startups. But in the end, they need guidance on the execution. That’s the part that I am going to play.

Also Read: Grab vs Gojek: Whose strategy should you follow?

You have been dubbed by the media as “the mother of ojek drivers” due to your friendly approach in dealing with Go-Jek drivers. You even had a special Whatsapp group to communicate with them. What is your approach to leadership in a team?

One thing that I learned in Go-Jek is that leadership is all about adding value to various people, and also about creating new leaders. Before that, I was far from being in that stage. [It was] only in Go-Jek that I learned the idea that a leader must create new leaders.

This is why I am leaving Go-Jek in order to build another one thousand startups, and to create more leaders than [I would be able to at] Go-Jek.

What is the most valuable lesson you had in Go-Jek, that you are going to implement in your new job?

There are many things that I learned from Nadiem: his fearlessness, his speed. One of Go-Jek’s company values is to be ‘fast and fearless’. He always told us to turn our anxiety into power.

Like when we were about to launch a driver app, everybody was saying, “There’s no way you can give ojek drivers an Android device!”

But our fearlessness enabled us to continue, and it turned out we were capable of it. So when I left Go-Jek, I told everyone that you should remain fearless. There are many issues that we are facing, but you have to be fearless, dare to speak up.

Go-Jek was a turning point in my life.

It turns out that we live not only to make money. It was great to be able to help people, which is why now I want to be able to help more people.

Working in 1000 Startup will be like doubling what I have created in Go-Jek. Go-Jek was able to support the life of 250,000 people; imagine if we can build another one thousand just like that.

Also Read: Developing: Go-Jek and taxi company Blue Bird to announce partnership

So what will happen in 1000 Startup in the next year? What is the greatest challenge the movement is facing?

We have added several new additions in the hackathon stage.

There is also the need to remind participants that they should not be doing it to follow a trend. I always say, “It’s cool to be Nadiem, but it’s never easy.” Are you mentally ready to do this? Being a CEO is more than just paying people’s salaries.

I am also taking an advisory role for a startup in the fashion industry.

I founded my own startup called Pentool Studio, which buids e-commerce websites for local fashion companies. I have always been into fashion, and I want to build a fashion hub where people can gather to design products. I have a manufacturer called Nama Studio, and also a production service called Pijar Imaji Indonesia.

These are all places to train myself, to continue on putting myself in the position of a founder.

There is also this kid named Rio; he sells newspapers at this traffic light in Pondok Indah. I often eat together with him on weekends because I’m single (laughs).

Rio is going to enter junior high school soon, and he told me that he does not want to sell newspapers anymore. So I thought, what can these kids do to support themselves? I thought about creating a library like I did in high school, but what they need now is to make money.

So I initiate this Es Potong Royong programme. We are going to help with branding and social media marketing, and we are going to create a comic series about these street kids’ journey.

We will mentor these kids on how to run the business. It will basically be a social franchise.

I noticed that in your work, you tend to approach the grassroots level communities. There is always an element of social business.

It started from childhood. My father ran a safe house for street kids, and he always brought me to meet with them.

What’s the legacy that you want to leave behind for Indonesian tech startup community? How do you want to be remembered?

I don’t want to be remembered, actually. At least not as a person. I’d rather be remembered by the knowledge I’ve shared.

There is just one legacy that I want to leave behind: In this life, try to live for as many people as possible. Don’t just live for yourself. There are many who need our help.

—

This article was first published on October 4, 2016.

Image Credit: Alamanda Shantika

The post Exclusive: She was the mastermind behind the Go-Jek app, now she’s out to help others succeed appeared first on e27.

If there is one takeaway from the last couple of years, it would be that technology has taken a front seat in allowing businesses to define their workplace, one that works for their employees and their brand.

Hybrid working remains a fixture in the workplace. It is no wonder that in the current workplace setting, demands of doing business have evolved, leaving organisations scrambling to cater to the ever-evolving demands inherent in this global transformation. As expectations and demand grow for this new way of getting work done, businesses today face a new reality – to adapt or to risk being left behind in this digital evolution.

As a spin-off of a major tech corporation, we have also encountered the challenge of facilitating a smooth transition for our employees in key areas: work productivity, employee experience, and improved accessibility to technology, given our decision to adopt the hybrid work model permanently.

In our case, the cornerstone of this transition has been the establishment of a people-focused culture that fosters enhanced collaboration—an aspect that is frequently disregarded in traditional workplaces. Yet, this issue is not unique to our organisation, and many organisations across industries grapple with it.

Having witnessed both the opportunities and obstacles brought forth by remote and hybrid work, there are a few key insights that we have gained that can help other organisations frame their hybrid work modernisation strategy.

Dedicated leadership

Fully embracing hybrid work takes time and effort and will not come without challenges. While the integration of technology from big data and cloud to Artificial Intelligence (AI) can play a huge role in supporting businesses in their productivity levels, having clear direction and commitment from the leaders of the organisation is crucial for hybrid work success.

Also Read: Beyond buzzwords: How climate tech startups can create an impact in green recovery

Before anything else, it is crucial that leaders address the underlying reasons for change. They must come together to develop a unified vision for the business, ensuring that their teams are aligned and working together to address the strategic priorities of the organisation. Workplace transformation transcends titles, departments, and in many cases, time zones, making it crucial for leaders to solicit input and help from stakeholders across the organisation.

Leaders should also foster a growth mindset among their people to ensure that they, too, understand the importance of continuous improvement, including their relationship with technology. Employees will need clear direction, unwavering commitment, and continued reassurance from leadership at every stage of the journey.

By remaining relentlessly devoted to transformation efforts, providing ongoing updates and guidance, and engaging employees across your organisation, the leadership team can co-create a sustainable workplace model that evolves as the company grows.

Hybrid work modernisation is an organisation-wide transformation which seeks all hands on deck to establish new processes for the hybrid environment. This endeavour can inspire action, encourage acceptance, and support an organisation in implementing change at a large scale.

Culture must be at the forefront of change

Often overlooked, adaptive culture is one of the factors that empower an organisation in its workplace transformation. When we launched Kyndryl, we built our culture based on trust, which became our way of life.

Even with the physical separation inherent to hybrid work, which can complicate and hinder the full potential of engagement between employees, we hosted Culture Exchange, an online brainstorm that invited employees from around the world to share ideas and feedback on the culture they’d like implemented for our new company.

Using this information, we identified six core principles that serve as building blocks for The Kyndryl Way. These cultural tenets underpin everything we do, from the way we engage with and increase value for customers to how we organise ourselves and work.

 

And as we consider our daily work, we continually seek avenues to reinforce the symbols, behaviours, and systems that strengthen our culture. For example, to help bring the values of “Flat” and “Fast” to life, we’re eliminating processes that prioritise approval over accountability.

Also Read: Towards an inclusive society: Singapore-based startups that are building solutions for people with disabilities

Unless approvals are mandatory, these tools and checks will be permanently removed, from our workplace systems, giving decision-making authority to those who work most closely with customers.

In addition, we opened up platforms where we could share with people our workplace transformation plans and connect with them on their journeys through change. We kept them in the loop of progress within the organisation and created digital collaboration hubs where they could find news, FAQs, best practices, and quick links to application-specific insights and training to support their day-to-day tasks.

There is no doubt that it takes a substantial investment of time and capital to establish an adaptive company culture. However, when elements of inclusive workplace culture are blended into your digital transformation strategy, employees and customers will reap the benefits.

Create the ultimate tech environment

Although technology may seem like the predominant component of any digital transformation, the reality is that employees are the heart of workplace modernisation.

It is crucial to look into the employees’ experience and performance based on the current technology that buoys the workforce and creates a technical blueprint that can elevate the hybrid work experience for all. Consequently, selecting the right technology partner becomes one of the most critical business decisions you will face to successfully execute your hybrid workplace modernisation.

The digital tools provided to employees will significantly impact individual performance, which in turn, can directly influence the success of the business. For Kyndryl, we wanted to deliver a robust suite of collaboration tools that would enable our employees to work and serve customers seamlessly, whether they’re in the office, out in the field, or working from any other location.

It was essential that the devices and applications we chose for our technology stack would make it easy for every individual to contribute to meetings, share ideas with and receive feedback from their teams and others and interact with colleagues, partners, and customers around the world.

We also saw value in shifting from a conventional cybersecurity posture into creating a resilient network that combats persistent cyber threats. As a result of this change, over time, our employees will take on an increasingly important role in the process by actively managing and thwarting attacks, all while improving internal efficiencies — something I would encourage other organisations to consider doing.

Hybrid work modernisation is a journey, not a destination. Businesses must stay informed on employees’ workplace needs and make the right investments in the appropriate tech stack to allow everyone to thrive and truly build and maintain a diverse workforce.

With this approach, I am confident we can embrace the future of work, reimagine what is possible, and create a more resilient and flexible workforce for generations to come.

—

Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

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Temasek’s portfolio value sees US$6B loss in FY 2023
The company also posted a -5.07% slump in one-year total shareholder returns; The slump is attributed to challenging global market conditions, including a reversal of gains in key sectors and heightened geopolitical tensions.

Doctor Anywhere’s FY 2022 revenue up 62%, losses widen to US$33M
Expenses for operating activities, which jumped 170% to US$27.9 million, mainly drove the healthtech company’s losses; DA reported a revenue of US$38.2 million, up 62% from 2021.

Antler partners with Khazanah, to invest in 30+ Malaysian startups over next three years
Its inaugural Venture Generation Programme in Malaysia will begin in October 2023; Antler will also provide Malaysian startups access to its global platform and network.

Indonesian agritech startup Eratani bags US$2M seed funding
The investors include SBI Ven Capital, Genting Ventures, and Orvel Ventures; Eratani supports a network of 20K rice farmers with supply chain management, crop distribution, agricultural assistance, and funding.

China unveils provisional rules for generative AI
The rules require generative AI providers to adhere to core socialist values, which prohibit everything from pornography and terrorism to racism and content that threatens China’s national security.

KarirLab secures funding to help fresh graduates navigate the job market
The lead investors are Alpha JWC Ventures and M Venture; KarirLab bridges the gap between students, universities, and employers by providing a career development and management platform.

1982 Ventures invests in fintech platform for social commerce sellers Orderfaz
Orderfaz is designed to help brands and sellers improve online sales conversion rates in Indonesia’s booming social commerce market.

East Ventures backs immersive game-based learning platform SoLeLands
SoLeLands takes a multiplayer online role-playing game genre to provide an engaging learning experience through hyper-localised settings.

Meet the 55 finalists vying for prizes worth US$1.9M at SMU’s LKYGBPC competition
The 11th edition of LKYGBPC received 1,000 submissions from 1,100 universities, including Harvard University and Imperial College London, across 77 countries.

Razorpay launches payment gateway in Malaysia via Curlec
Now Curlec by Razorpay, the service allows businesses to accept payments and automate payouts. It also marks the first international launch of a payment gateway for Razorpay, which serves 10 million businesses in India.

Co-founder of Indian crypto unicorn 5ire to depart over internal dispute
Vilma Mattila didn’t clarify the exact timeline of her upcoming departure, but she said her resignation was due to “other co-founders making the management and financial decisions” without her consent.

Indonesia’s OJK appoints new boss to oversee fintech, crypto
Hasan Fawzi will also serve as a commissioner for the OJK from 2023 to 2028; A law passed in December 2022 gave OJK the responsibility of supervising Indonesia’s crypto industry.

Hmlet rebrands to Habyt, names ex-Uber head as APAC CEO
This follows Hmlet’s merger with the German company of the same name in April 2022; Former Uber and CloudKitchens executive Jonathan Wong has been appointed Asia-Pacific CEO.

AI-generated content, generative AI can improve metaverse experience: BIGO
Generative AI can power intuitive chatbots that can respond with human-like responses, providing users with a seamless and more immersive virtual experience

‘Climatetech startups can help SMEs bridge sustainability, digital transformation’
The major issue lies in the fact that businesses view sustainability and digital transformation in silos and not as intertwined, says Felix Berndt of Paessler.

Exploring the game-changing role of AI in online courses
AI has the potential to provide a higher quality online course experience by making it more personalised, interactive, and efficient.

Rethinking wastewater treatment to support Singapore’s ambitious water goals
One area with immense potential for enhancing water self-sufficiency lies in improving industrial wastewater treatment.

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The growing presence of female leaders in the global business landscape has been an inspiring trend in the past decades. Women have been underrepresented in leadership roles for too long, and it is encouraging to see shifts in trends as female leaders make their mark, shattering the glass ceiling and creating unparalleled impacts.

To illustrate, among Fortune 500 companies, the number of female CEOs reached a new record of 52, accounting for 10.4% of the CEOs featured in the list. As leaders, women bring unique skill sets that can significantly transform the workplace culture for the better, leading with compassion, ethics, and respect, and strengthening workplace diversity and inclusion in ways that foster innovation, imagination, and business resilience. 

When it comes to female leadership, New Zealand has long been known as a champion of equality and inclusivity. In 1893, it became the first country to grant women the right to vote — a revolutionary move that sparked similar movements around the world. The country is also ranked 4th out of 156 countries on WEF’s Global Gender Gap Index, showcasing its strong commitment to gender equity. Subsequently, New Zealand prides itself on creating an inclusive and values-led business environment that puts it at the forefront of sustainable innovation.

In line with the country’s sustainability strategy, apart from striving to achieve its ambitious net-zero carbon emissions goal by 2050, businesses in New Zealand also prioritise responsible investment which generates a positive impact on society and the environment while generating strong financial returns. These macroenvironment conditions set a perfect stage for New Zealand to become a nurturing incubator for female-led businesses.

Strides for empowering female leadership in business

Despite the positive changes in women’s representation in leadership, women still experience various challenges as they seek new heights in their careers due to their lack of two fundamental enablers: confidence and connections. Hence, organised by New Zealand Trade and Enterprise (NZTE) last month on 7 June 2023, the 2023 InvestHER Singapore Investment Showcase — an all-female founder-focused event — was launched to empower female leaders and entrepreneurs by providing them with opportunities to present their business projects and make valuable connections with key regional stakeholders in the ecosystem.

Also read: Tsunagu Research Project 2023: Empowering the youth in science and technology

The InvestHER 2023 showcase featured inspiring pitches from 7 successful women leaders, highlighting their achievements and progress in the investment and entrepreneurship space, ultimately shining the spotlight on the New Zealand tech and businesses landscape. The event provided an excellent platform to celebrate female representation within different industries while also highlighting the unique challenges faced by women in business today.

The participating businesses covered a wide range of industries including new construction materials, cosmetic and pharmacological sectors, healthcare, and so on. These businesses are as follows:

• Dr Olivia Ogilvie, co-founder and CEO of Opo Bio Aotearoa, a deep R&D initiative involving supplying cells exclusively from New Zealand to the cultivated meat industry. Olivia, a Research Fellow at the University of Canterbury, conducts postdoctoral research on cultivated meat policy aligned with the Office of the Prime Minister’s Chief Science Advisor, all of which are part of her passion for technology commercialisation and the future of food.
• Zarina Bazoeva, co-founder and Managing Director of Neocrete, a company built with the mission of making buildings more durable and sustainable, with a long-term goal of delivering carbon-negative concrete. Zarina, an experienced Business and Financial Advisor, founded Neocrete with the goal of redefining construction to create stronger and more durable concrete made with volcanic ash to address environmental challenges in the construction space.
• Karyna Young, Chairperson of EnPot, whose EnPot technology helps reinvent smelters into virtual batteries capable of providing valuable storage and backup power to the world’s electricity grids. She has over 20 years of experience supplying manufacturing, maintenance, and consulting services to Aluminium Smelters worldwide, overseeing the Heating R&D team and emerging markets, and holding the seat of Chief Executive of the Yunca Group.
• Andrea Taimana, Founder and Chief Science Officer of Organic Bioactives, a business that identifies and elevates the bioactive potential of ingredients, using proven scientific methodology in the formulation of cosmetic and pharmacological sectors. She is an award-winning cosmetic chemist and L’Oréal innovation winner, specialising in developing innovative skincare bioactives from unique native New Zealand botanicals, exporting them globally while incorporating her knowledge of Te Reo Māori and Rongoa Māori for a blend of cultural tradition and advanced cosmeceutical innovation.
• Grace Glass, co-founder of Natural Paint Co, which worked with leading paint chemists and created natural, plant-based paints and oils that far exceed industry standards, while solving colossal sustainable and ethical issues within the industry. Grace, a former nurse, founded Natural Paint Co in 2015 to transform the chemical coatings industry by creating environmentally friendly, high-quality paints that surpass market standards and address sustainability and ethical concerns, reshaping the industry.
• Dr Angela Lim, CEO and co-founder of Clearhead, a one-stop-shop online mental health platform empowering humans to find the help they need through simple and secure access to mental health and healthcare services. She is a Paediatric doctor with Harvard research experience who founded Clearhead to utilise AI in transforming access to care. Clearhead’s AI empowers individuals to manage their well-being, while also assisting businesses in addressing workplace well-being through data insights and a global network of mental health professionals.
• Dr Sandra Grau Bartual, Founder and CEO of RespirAq, a heated humidifier with an integrated filter that is able to switch within 100 milliseconds between a super-hydrophilic state (to capture moisture during expiration) and a super-hydrophobic state (which returns the moisture during inspiration) for patients on artificial ventilation. The Spanish-born 33-year-old has published several journal articles and authored and patented three international inventions during her academic career, which ultimately led her to founding RespirAq with the goal of commercialising a groundbreaking medical airway humidification technology.

“I had the pleasure of speaking at the InvestHER Singapore Investment Showcase — which showcased some of New Zealand’s amazing wāhine-led businesses. The InvestHER event will bring together investors, key ecosystem players, and women-in-business champions to connect and build relationships to help bring these businesses to the world,” expressed Rino Tirikatene, New Zealand’s Minister of Trade and Export Growth, and Minister of Courts.

The movement behind InvestHER 2023 aims to provide support and guidance for businesswomen who are looking for ways to scale up their operations or launch new projects. The event also opened opportunities for mentorship, networking, financial advice, and potential partnerships and collaborations tailored towards empowering female leaders on their growth quests. Furthermore, the event enabled female founders to showcase their products and services as well as their growth plans to a slew of investors, which could potentially yield long-term partnerships.

Also read: The future of farming is in Asia: iFarmer is changing a 10,000-year old trade

In addition to spotlighting female founders, InvestHER 2023 saw an emphasised importance towards sustainable development-oriented business ideas and practices. For instance, Organic Bioactives attempts to source all of its ingredients from New Zealand by regenerative harvesting. The company has developed an award-winning green proprietary extraction method which removes the need for chemical solvents. Furthermore, the company sources botanicals from local remote indigenous communities that are applying traditional harvesting practices passed down to ensure the upholding of environmental and social responsibilities in accordance with their traditional customs. 

This unique collaboration offers employment opportunities for female indigenous harvesters and enables them to support their local communities. Organic Bioactives demonstrates how businesses can be sustainable whilst providing premium and 100% natural cosmetic active ingredients both locally and globally, aligning with New Zealand’s broader business culture built on values that prioritise doing good while doing well. In representing the New Zealand story, Organic Bioactives holds the “New Zealand FernMark” Licence issued by the New Zealand government to further promote authenticity and trust in their business and the products they offer to the market.

Exploring scale-up and growth opportunities between New Zealand and Singapore

“Singapore is one of New Zealand’s most significant trading partners, with whom we have a complementary and dispute-free trade relationship,” shared Rino Tirikatene.

Singapore and New Zealand have a long-standing relationship, with Singapore being New Zealand’s largest trading partner in Southeast Asia and the fourth-largest globally. The two countries saw a total of NZD $10,407 million in two-way trade in 2022. This strong partnership has been built on mutual trust, historical ties, and shared ambitions for growth and prosperity. In fact, New Zealand’s fierce appreciation of the land and desire to deliver a sustainable economy for future generations complements Singapore’s national sustainability movement, paving opportunities for collaboration to drive productive, sustainable economies across the world.

New Zealand is known as a global thought leader on climate change and sustainability issues. This is perhaps most visible in the country’s ambitious commitment to also reach net zero carbon emissions by 2050, and in the fact that they are already 85% of the way towards a fully renewable electrical grid.

In recent years, there has been increasing emphasis on leveraging technology for economic development in both Singapore and New Zealand. With its world-class infrastructure, well-developed talent pool, and access to global markets, Singapore is uniquely positioned to be a great partner for tech companies looking at expanding into the region or exploring new opportunities across Southeast Asia Pacific (SEAP). Both countries also share common goals such as doubling down on digital transformation initiatives which further enhance their ability to collaborate through knowledge-sharing and best practices exchange between both economies.

Also read: How Anapi’s D&O Insurance protects new startup founders

Finally, it is worth noting that collaboration between the two nations has extended beyond traditional sectors such as trade and manufacturing and into new areas such as HealthTech, AgrifoodTech, CleanTech, and FinTech to accelerate their digital transformation. Other areas for cooperation include Creative Services, Edutech, and Learning and Development to engender powerful synergies for digital readiness. 

InvestHER 2023 is one of the many initiatives that embolden transnational partnerships between New Zealand and Singapore, enabling a mutually beneficial relationship between the two countries while supporting each other’s initiatives in the context of empowering female leaders in business as well as cultivating a culture of sustainable development.

To find out more about the work of the investment team at NZTE, please visit: https://www.nzte.govt.nz/page/invest-or-raise-capital-with-nzte 

About NZTE

Te Taurapa Tūhono | New Zealand Trade and Enterprise (NZTE) is the New Zealand government’s international business development agency.

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This article is produced by the e27 team, sponsored by Allison+Partners

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