14 - 15 September 2018

Shangri-La Hotel, Singapore

Follow us



Day One

Friday, 14 September 2018

Venue: Island Ballroom, Shangri-La Hotel, Singapore

Dress Code: Lounge Suit

1730 – 1845 Registration and Welcome Reception
1845 – 2115 Welcome Dinner

Dialogue with Ong Ye Kung
Minister for Education
Republic of Singapore

Day Two

Saturday, 15 September 2018

Venue: Island Ballroom, Shangri-La Hotel, Singapore

Dress Code: Business Attire (jacket without tie)

0900 – 0915 Opening Remarks by Conference Chairman
Ho Kwon Ping
Executive Chairman, Banyan Tree Holdings
0915 – 1000

Plenary Session 1: Adapting to a Shifting Business Landscape in an Age of Nationalism and Populism

Corporate capitalism is under rising pressure. The 2008 financial crisis has caused many to question globalisation and the capitalist model. There is growing resistance to the continued reliance on markets, the influence of financial elites and corporate interests and the opening up of borders with many free-market economies suffering from widening inequality and tepid growth. Amid mounting populist, nationalist and protectionist sentiments in many parts of the world, the argument for a growing role of the state in a modern economy has gained further traction. In the pursuit of growth, there has been a growing call for governments, businesses and investors to act more responsibly, and for an alternative model that is more equitable, and one that ensures the benefits accrue to the people.

  • In an alternative model with greater state influence, how should the rules of competition be written? How would the operating landscape change for businesses in such a model? What challenges would businesses face and how can they cope with the challenges?
  • In response to the challenge of nationalism, populism and protectionism, what role can businesses play? What do businesses need to do to reconnect with their stakeholders? What opportunities are there for corporations to build alliances with their workers and communities to shape a just and inclusive globalisation?
  • How can businesses work with public agencies and support cross-border cooperation in response to nationalist and protectionist pressures?
1000 – 1100

Plenary Session 2: Navigating Geopolitical Risks and Challenges in the Asia-Pacific
“America First” has detracted from the US-led order and no other country, with its set of domestic security and political challenges, seems ready in rebuilding it. Populism and anti-globalisation distractions in the US and Europe, tensions in the Middle East, and extremist and terrorist threats will continue to pose risks and challenges. While the prospects for peace and denuclearisation on the Korean peninsula have been raised, challenges remain in the reconciliation of the strategic objectives of the two Koreas, US and China. Other uncertainties surround the South China Sea and China’s emerging ambitions and how it relates to the US and regional neighbours. In Southeast Asia, Islamic populism, Islamisation of politics, and radicalisation also undermine security and stability. Against a less resilient backdrop, a misjudgement or misstep may result in serious conflicts that will destabilise the region. An effective regional security architecture is required to foster greater understanding among states, draw them toward greater convergence and cooperation, and maintain peace and stability for continued growth in the region.

  • What are the most critical security challenges facing the Asia-Pacific?  Are regional architectures such as the East Asia Summit, the ASEAN Regional Forum and the ASEAN Plus Three adequate in addressing them? If not, how might they be reshaped? 
  • What role can the rising and established powers play in supporting stable relations between the two Koreas and enhance regional stability? How will rising powers who challenge territorial or strategic boundaries support stability in the region? What role will the rising powers play alongside smaller states in regional security cooperation? Is there more that ASEAN can do to ensure a convergence of interest and maintain a rules-based order in the region? 
  • Despite geopolitical and security challenges, markets and the outlook for global growth remain positive. To what extent should businesses factor geopolitical risks and uncertainties in business decisions? Is there a role for businesses and non-state players in the regional security architecture? If so, what?
1100 – 1130 Tea Break
1130 – 1215

Plenary Session 3: Southeast Asia: Rise of the Digital Economy and a Single Consumer Market
With a combined GDP of USD 2.6 trillion and the third largest labour force globally, ASEAN is expected to become the world’s fourth largest market by 2030.  The region’s fast growing middle-class, projected to reach 400 million by 2020, is making it a critical market for businesses.  Another growth driver is the rapid uptake of digital technologies which is expected to grow Southeast Asia’s internet economy from US$ 50 billion to US$ 200 billion by 2025. While traditional businesses look at localisation and target consumers in individual markets, digital technology has created new platforms to reach consumers, new products to grow the consumer base, and a new single ASEAN consumer market that is more connected and integrated.

  • Is there a single Southeast Asian consumer profile emerging? For companies seeking to capture the growth potential presented by the Southeast Asian digital consumer, what forms of new business models and strategies will they need? What potential pitfalls will they need to be aware of?   
  • What can we expect to see next in Southeast Asia’s digital evolution, and how will that change consumption patterns and preferences?  What are the key sectors to watch? 
  • How will the traditional business conglomerates capture new businesses brought about by the digital economy?  What will be the interplay between these new business models and the traditional key sectors?
1215 – 1300

Plenary Session 4: Big Tech and the Well-Being of Consumers, Businesses and Society
Big tech companies have become influential over many sectors of society. While these platforms give users more ways to connect and express themselves, they have also been misused. Recognising the previously insufficient oversight and acknowledging their responsibility for keeping their platforms safer for user data and privacy, the tech giants have responded with measures to improve data governance. These include giving users more control of their data, and accelerating the adoption of artificial intelligence to monitor content on their platforms. Leveraging their data trove, tech giants have successfully entered into and brought disruptions to other industries. While this has provided more choice to consumers, it has also attracted scrutiny from regulators. Regulators must find the balance between innovation, competition and regulation of Big Tech to benefit society. 

  • Technology companies have promised to increase oversight of users’ data. Tighter regulation also raises the risks of over-regulation, and reduces the prospects for innovative use of data. How can regulators and companies work together to find the balance in protecting users’ data while maintaining innovation?
  • Implicit in the current business model is the free usage of the platforms through the value created by the generation, collection and analysis of data. What other models may be plausible? What tradeoffs would users accept in return for usage of these platforms?
  • Large technology companies have been able to challenge incumbents in different industry sectors. What do incumbents need to do to adapt? Is there a need for governments to step in to ensure fair play and healthy competition? 
1300 – 1415 Lunch

Singapore Summit Young Societal Leaders Plenary
1415 – 1500 S Rajaratnam Endowment Dialogue
1500 – 1515 Closing Remarks by Conference Chairman
Ho Kwon Ping
1515 Conference closes
(tea break)
Printer Friendly Version
This site is best viewed with Mozilla Firefox, IE 9 & above, Chrome and Safari