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WMI Research Reveals Succession as Living Practice, Not a One-Time Handover
Drawing on insights from leading thought leaders, family office principals and family advisors from across Asia and beyond, the research offers a fresh perspective on succession planning: rather than viewing it as a one-time legal or financial event, successful families treat succession as an ongoing journey that builds momentum through consistent, purposeful actions over time.
Succession is not a handover; it is a journey
The research reveals that families that treat succession as a one-time legal or financial event often struggle to achieve lasting continuity. Those who succeed see it as a long-term, capability-building process—a journey that builds momentum when anchored in shared purpose and strengthened by structured forums for decision-making, learning, and renewal. This approach transforms succession from a source of anxiety into an opportunity for deeper family connection and stronger stewardship capabilities. Our research shows that only a third of the families interviewed have engaged in meaningful conversations about their shared purpose.
At the heart of this insight is what WMI calls the Legacy Flywheel—a dynamic framework where small, intentional actions, repeated consistently, compound into unity and resilience over time. “Unlike traditional succession models that focus on single moments of transition, the flywheel represents succession as an ongoing cycle where shared purpose guides governance structures, governance builds resilience, resilience creates lasting impact, and learning from that impact renews family purpose for the next generation.” explains Foo Mee Har, CEO of WMI.
The analogy of the succession journey as a ‘flywheel’ is best understood less as a static diagram but as a dynamic cadence—where small, intentional actions, repeated consistently, compound into unity and resilience over time.
This continuous approach helps families move beyond common barriers that stall planning: founders’ fears of losing identity and control, next-generation uncertainty about readiness, and the cultural reluctance in many Asian families to discuss mortality and inheritance openly.
Philanthropy serves as a powerful bridge-builder in succession
The research identifies that philanthropy plays a pivotal role by serving as a low-conflict area where families can unite around shared values while engaging the next generation in meaningful stewardship development.
When families work together on causes they care about, it creates natural opportunities for different generations to collaborate, make decisions jointly, and practice leadership skills in settings with clear purpose but lower stakes than business operations. These experiences build the trust, communication patterns, and shared decision-making capabilities that strengthen succession outcomes across all family enterprises.
By giving younger family members meaningful roles in philanthropic activities, families create pathways for stewardship development that feel authentic rather than forced. The research shows that families who use giving strategically often find it easier to have broader conversations about values, purpose, and responsibility—conversations that prove essential for successful transitions.
A Framework for Action
The Legacy Flywheel suggests three practical steps for families ready to begin or strengthen their succession journey:
- Start with purpose: Create regular opportunities for family-wide conversations about values and aspirations, with neutral facilitation to ensure all voices contribute meaningfully
- Build governance around purpose: Translate family values into clear roles, decision-making processes, and meeting rhythms that keep plans current and actionable
- Use philanthropy strategically: Engage generations together through charitable giving and impact projects that make values tangible while building collaboration skills
“Families across Asia are navigating a moment of change—stewarding enterprises and values while preparing future leaders to carry both forward with confidence and care,” said Foo Mee Har, CEO of WMI. “This research shows that when families approach succession as a living practice rather than a single event, they create momentum that can sustain their legacy and strengthen their bonds across generations. In addition, philanthropy has shown to be a powerful bridge-builder in this journey.”
About the Research
The study combined in-depth interviews with comprehensive literature review and case analysis. Participants included leading thought leaders, family office principals and family advisors across Asia and beyond. The findings were reviewed by an expert panel from WMI family office network as well as the global network of the Family Firm Institute (FFI).
Acknowledgment
WMI expresses gratitude to the Family Firm Institute (FFI) for its collaboration on this research. As the leading global network of thought leaders in family enterprises, FFI contributed to participant recruitment and provided thought leaders from its global network to serve on the research review panel, enriching the study with diverse international perspectives.
Hashtag: #WMI
The issuer is solely responsible for the content of this announcement.
About WMI
Established in 2003, the Wealth Management Institute (WMI) is committed to building capabilities for investing in a better tomorrow. Founded by GIC and Temasek, our vision is to be Asia’s Centre of Excellence for wealth and asset management education and research.
WMI provides a comprehensive suite of practice-based certification and diploma programmes and collaborates with leading universities for master’s degrees. With over 17,000 annual enrolments, WMI serves a diverse community of professionals across Asia—including wealth and asset managers, family offices, and professionals in tax, legal, compliance, and financial regulation across more than 150 programmes. WMI is recognised as Singapore’s lead training provider for private banking and wealth management.
WMI helms the Global-Asia Family Office (GFO) Circle, a trusted network platform that builds capabilities and fosters community within the family office sector. The GFO Circle is supported by the Singapore Economic Development Board (EDB) and the Monetary Authority of Singapore (MAS). WMI also leads the Asia Centre for Changemakers (ACC), supported by Temasek Trust and the Philanthropy Asia Alliance (PAA). The ACC aims to build capacity and nurture a strong pipeline of active and informed changemakers with a focus on Asia.
Media OutReach
Cyber and Supply Chain Risks Reshaping Japan’s Business Landscape, Aon Survey
- “Geopolitical Volatility” is a top five current and future risk, highlighting the growing instability across the region
- 83 Percent of Firms Report Rising Insurable Risk Costs
TOKYO, JAPAN – Media OutReach Newswire – 12 February 2026 – Aon plc (NYSE: AON), a leading global professional services firm, has released the Japan findings of its 2025 Global Risk Management Survey. The survey reveals that Japanese businesses are navigating a complex landscape marked by persistent cyber threats, supply chain disruptions and weather/natural disasters. The survey, which gathered insights from nearly 3,000 risk managers, C-suite leaders and executives across 63 countries, highlights the unique risks Japan businesses are facing amid global disruption.
Japan’s Top Risks:
“Cyber Attacks/Data Breach” remains the top risk for Japanese businesses, consistent with global trends. “Supply chain or distribution failure” ranks second, as extreme weather events and mounting geopolitical volatility including shifting trade policies force companies to reassess their supply chains. In addition, “Product Liability/Recall” and “Exchange Rate Fluctuation” pose significant risks, reflecting the country’s manufacturing strength and exposure to global market volatility. Notably, 63.6 percent of Japanese respondents reported losses due to product liability or recall issues and 47.6 percent cited losses from exchange rate fluctuations.
Tatsuya Yamamoto, CEO of Japan at Aon, said, “Japanese organisations are operating in an environment of unprecedented complexity. Cyber, weather and geopolitical risks continue to be acute challenges for Japan businesses, underscoring the need for robust risk management frameworks and agile strategies. As market trends shift and competition intensifies, vigilance and adaptability will be key. The interconnectedness of risks – where a cyber attack can disrupt supply chains or geopolitical volatility can trigger regulatory changes – demands a holistic, proactive approach to resilience.”
2025 Top 10 Business Risks in Japan
- Cyber Attacks/Data Breach
- Supply Chain or Distribution Failure
- Weather/Natural Disasters
- Geopolitical Volatility
- Business Interruption
- Economic Slowdown/Slow Recovery
- Exchange Rate Fluctuation
- Commodity Price Risk/Scarcity of Materials
- Product Liability/Recall
- Failure to Attract or Retain Top Talent
Risk Management: Formalisation and Focus on Insurable Risks
Japanese organisations demonstrate a strong commitment to risk management, with 74.7 percent having a formal risk management and insurance department, compared to 68.4 percent globally. Additionally, 75.3 percent measure the total cost of insurable risk and 83.3 percent report that these costs are increasing. While risk awareness is rising, most organisations have yet to quantify their exposures or leverage advanced analytics.
Japanese Businesses Risk Management Assessments for Top Three Risks
For “Cyber Attacks/Data Breaches”:
- 27.2 percent have assessed the risk
- 12.6 percent have developed continuity plans
- 22.3 Percent have risk management plans
For “Supply Chain or Distribution Failure”:
- 25 percent have assessed the risk
- 20 percent have developed continuity plans
- 26.7 Percent have risk management plans
For “Weather/Natural Disasters”:
- 24.1 percent have assessed the risk
- 22.4 percent have developed continuity plans
- 13.8 percent have risk management plans
Future Risks: Rapidly Changing Market Trends and Geopolitical Volatility
Looking ahead, Japanese organisations expect “Weather/Natural Disasters” and “Geopolitical Volatility” to remain critical risks, alongside “Rapidly Changing Market Trends,” which is more prominent in Japan than globally. This highlights the country’s exposure to climate events and evolving consumer preferences.
Japan’s Top Five Future Business Risks by 2028:
- Cyber Attacks/Data Breach
- Weather/Natural Disasters
- Geopolitical Volatility
- Rapidly Changing Market Trends
- Increasing Competition
Shinichi Kandatsu, head of Commercial Risk Solutions for Japan at Aon, said, “Cyber and weather-related risks continue to lead the rankings as top concerns for Japanese businesses today and in the future, with geopolitical volatility also ranking among the top five risks across both periods. This trend reflects the growing instability across the region, with implications for supply chains, regulatory environments and financial performance. In today’s fast-moving market, leveraging advanced data analytics is essential for businesses to anticipate emerging risks, optimise risk capital and build resilience. The findings from Aon’s Global Risk Management Survey provide Japanese businesses with actionable information to benchmark their risk strategies and identify areas for improvement.”
To access the full report and explore how Aon is helping clients navigate today’s disruption dynamic, visit Global Risk Management Survey Japan
Hashtag: #Aon
The issuer is solely responsible for the content of this announcement.
About Aon
Aon plc (NYSE: AON) exists to shape decisions for the better — to protect and enrich the lives of people around the world. Through actionable analytic insight, globally integrated Risk Capital and Human Capital expertise, and locally relevant solutions, our colleagues provide clients in over 120 countries with the clarity and confidence to make better risk and people decisions that help protect and grow their businesses.
Follow Aon on LinkedIn, X, Facebook and Instagram. Stay up-to-date by visiting Aon’s newsroom and sign up for news alerts here.
Disclaimer
The information contained in this document is solely for information purposes, for general guidance only and is not intended to address the circumstances of any particular individual or entity. Although Aon endeavours to provide accurate and timely information and uses sources that it considers reliable, the firm does not warrant, represent or guarantee the accuracy, adequacy, completeness or fitness for any purpose of any content of this document and can accept no liability for any loss incurred in any way by any person who may rely on it. There can be no guarantee that the information contained in this document will remain accurate as on the date it is received or that it will continue to be accurate in the future. No individual or entity should make decisions or act based solely on the information contained herein without appropriate professional advice and targeted research.
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Sustainable seafood matters to eight in ten consumers, leading to calls for retailers to support sustainable choices
MSC calls on retailers to increase their offer of sustainable seafood products ahead of the Chinese New Year, in response to insights from consumers
SINGAPORE – Media OutReach Newswire – 12 February 2026 – As families across Singapore and Malaysia prepare to toss yusheng and serve whole steamed fish for Chinese New Year, new research reveals a striking disconnect: more than eight in ten Malaysians (85%) and nearly three-quarters of Singaporeans (74%) say sustainable seafood matters to them.
Despite actively seeking out sustainable sources, a YouGov survey commissioned by the Marine Stewardship Council (MSC) found that more than half of Singapore consumers (58%) have never noticed an eco-label when shopping. Recognition of the MSC blue ecolabel label sits at 21%.
With seafood consumption expected to rise during Chinese New Year as celebrations take centre stage, it’s a critical moment for sustainable shopping choices.
Malaysia consumes more than double the global average per capita (49 kg versus 21 kg globally), while Singapore imports most of its seafood supply. Without clear labelling and retailer commitment, consumers who want to make sustainable choices often cannot.
In Malaysia, where fishing remains central to coastal livelihoods, 75% of Malaysians believe support and resources are essential for local fishermen to fish responsibly and sustainably.
In Singapore, where nearly all seafood is imported, consumers look to retailers and regulators for assurance, with 55% citing government standards and 54% citing origin information as key drivers of confidence.
“When asked what sustainable seafood means to them, consumers demonstrated a sophisticated understanding: 62% of Singaporeans and 56% of Malaysians associate it with well-managed fisheries operating under clear rules.
“It’s clear that consumers are ready and willing to seek out credible certification, so we’re urging retailers and businesses to make MSC eco-label products visible and accessible,” saidAnne Gabriel, Program Director for Oceania and Singapore at the Marine Stewardship Council.
The research also highlights expectations of retailers. More than half of Singaporeans (52%) believe supermarkets should commit to sourcing sustainable seafood. Even amid cost-of-living pressures, 38% say they are willing to pay more for sustainably sourced seafood, while many others say clear labelling would help them make better choices within their budget.
The findings suggest that as festive demand peaks, clearer eco-labelling could help consumers align their values with their shopping – without changing what’s on the dinner table.
Shoppers can find MSC certified sustainable seafood at Cold Storage Singapore, FairPrice Group and Prime Supermarket in Singapore, and at AEON Retail, Jaya Grocer and Village Grocer in Malaysia.
Key findings at a glance
- 85% of Malaysians and 74% of Singaporeans say sustainable seafood is important
- 63% (MY) and 58% (SG) have never noticed any eco-label on seafood
- 75% of Malaysians believe fishermen need support to fish sustainably
- 52% Singaporeans say retailer commitment to sustainable sourcing would encourage them to choose sustainable seafood
- Malaysia consumes 49kg of seafood per capita annually vs 21kg global average, sources from Malaysia – Fishery and Aquaculture Country Profiles
About the research
The survey was conducted by YouGov on behalf of the Marine Stewardship Council between 15-19 January 2026. The sample comprised 1,007 adults aged 18+ in Singapore and 1,003 adults aged 18+ in Malaysia. Data was weighted to be representative of the adult population in each country.
Hashtag: #TheMarineStewardshipCouncil #MSC
The issuer is solely responsible for the content of this announcement.
About the Marine Stewardship Council (MSC)
The Marine Stewardship Council (MSC) is an international non-profit organisation. Our vision is of the world’s oceans teeming with life, and seafood supplies safeguarded for this and future generations. Our blue fish ecolabel and fishery certification program recognises and rewards sustainable fishing practices. When you see the blue fish label, you can trust the seafood was caught sustainably. For more information visit msc.org
Media OutReach
ATPI Strengthens Taiwan Presence with Award-Winning Travel Management Solution
2025 Global Travel Management Company of the Year recognition affirms ATPI’s leadership in localised, enterprise-ready travel management
TAIPEI, TAIWAN – Media OutReach Newswire – 12 February 2026 – ATPI Taiwan continues to strengthen its position as a trusted global travel management partner for organisations operating in Taiwan, following the recognition of ATPI’s Hong Kong and Singapore operations as Global Travel Management Company of the Year at the Travel Daily Media Travel Trade Excellence Awards 2025.
The Travel Daily Media Travel Trade Excellence Awards – Asia recognises organisations demonstrating excellence in operational delivery, technology integration and service innovation. ATPI was recognised for its ability to deliver globally integrated travel programmes supported by personalised service, secure platforms and disciplined governance across complex, multi-market environments.
Building on these globally recognised capabilities, ATPI Taiwan operates as a professional travel management organisation purpose-built for multinational and technology-driven enterprises. Its local operating model addresses key structural gaps in Taiwan’s corporate travel landscape, where many providers remain leisure-focused and reliant on manual processes that limit transparency, control and scalability.
A defining differentiator is financial transparency. Unlike traditional agencies that issue a single “all-in” receipt, ATPI Taiwan provides two separate documents:
- a Travel Agency Receipt detailing the net ticket fare; and
- a Government Uniform Invoice (GUI / 發票) clearly itemising the agreed service fee.
ATPI is currently the only travel management company in Taiwan offering this structure. The model enables procurement and finance teams to perform audit-level cost analysis, eliminates hidden mark-ups and supports compliance requirements for publicly listed, multinational and technology-led organisations.
ATPI Taiwan’s cloud-based global travel management platform integrates directly with ATPI’s worldwide traveller profile and governance framework. This enables organisations to enforce consistent travel policies, approval workflows and duty-of-care standards across Taiwan and international markets. Centralised dashboards provide real-time visibility of both Taiwan and global travel spend, supporting procurement oversight, financial control and data-driven decision-making for high-volume international travel programmes.
Data security is another critical differentiator. While traveller information in Taiwan is often collected via unsecured consumer messaging platforms, ATPI Taiwan operates in line with ATPI Global Standards and international data protection protocols. Traveller data is managed through the ATPI e-Profile platform, supported by PCI-compliant secure links for document submission and mandatory quarterly data-security training. To date, ATPI Taiwan has maintained a zero data-misconduct and zero data-leakage record.
ATPI also provides professional 24/7 global emergency support through its World Support Centres (WSC), ensuring continuity across time zones with full system access and defined escalation protocols — capabilities essential for mission-critical and time-sensitive travel.
“Our focus is on delivering enterprise-grade travel management that combines global consistency with local precision,” said Kelly Jones, Managing Director – Southeast Asia, China, Hong Kong & Taiwan, ATPI. “Clients choose ATPI not only for our global reach, but for the governance, transparency and personalised service that allow their travel programmes to operate with confidence and control.”
“These capabilities translate directly into measurable outcomes for our clients,” added Asa Yang, General Manager, ATPI Taiwan. “In one recent case, our team conducted a strategic fare analysis for a complex five-destination itinerary and identified a more cost-effective routing. Instead of retaining the price differential, we returned 100% of the savings to the client, delivering a direct saving of TWD 160,000. This reflects our commitment to financial transparency, integrity and proactive programme management.”
The dual awards further reinforce ATPI’s long-standing leadership in corporate and specialist travel management. Following ATPI’s acquisition by Direct Travel in September 2025, the combined organisation operates as a global travel management group, bringing together international scale and personalised service across corporate and complex travel sectors, including marine, energy, mining, sports and group travel. Together, Direct Travel and ATPI manage more than USD 6 billion in annual travel volume, with operations spanning over 100 countries across the Americas, Europe, Asia Pacific, Africa and the Middle East.
Hashtag: #atpi #corporatetravelmanagement
https://www.atpi.com/
https://www.linkedin.com/company/atpi
The issuer is solely responsible for the content of this announcement.
About ATPI
ATPI is a global leader in travel and event management, renowned for delivering innovative and highly tailored solutions across various industries including corporate, marine, mining, energy, sports, and group travel as well as event management services. Founded in 2002 and headquartered in Manchester, UK, ATPI employs approximately 2,500 people and has an operations network that spans across 100+ locations on six continents. Their robust global footprint, combined with deep local expertise, allows them to meet the unique and complex needs of a diverse clientele.
In September 2025, ATPI was acquired by longstanding partner Direct Travel to create a global Travel Management powerhouse.
About Direct Travel, Inc.
Direct Travel is one of the world’s largest travel management companies, focused on delivering exceptional, groundbreaking solutions to every client and traveller. With a long history of proven market expertise, we blend advanced technology, superior service, and expert insights to drive tangible value and meaningful savings—offering solutions across Corporate Travel, Leisure Travel, and Meetings & Events.
Through Avenir, our next-generation platform developed with leading technology partners, we provide the industry’s broadest inventory and a modern, real-time shopping experience that empowers travellers and simplifies programme management. What truly sets us apart is the human care behind the technology: an experienced, passionate team dedicated to anticipating needs and delivering exceptional service at every step.
For more information, visit
www.dt.com.
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