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Malaysian Tycoon And Son Win Multibillion Dollar Energy Contracts To Make Offshore Vessel Supplier Yinson A Global Giant

Malaysian Tycoon And Son Win Multibillion Dollar Energy Contracts To Make Offshore Vessel Supplier Yinson A Global Giant

Forbes20-04-2025
This story is part of Forbes' coverage of Malaysia's Richest 2025. See the full list here.
After participating in the APEC Summit in Peru's capital city last November, Malaysia's Prime Minister Anwar Ibrahim made a brief stopover in Rio de Janeiro, where he attended a reception hosted by Malaysian businessman Lim Han Weng and his son Lim Chern Yuan. The glad-handing event was to celebrate the opening of the new Brazilian office of Yinson Production, a unit of Lim's Bursa Malaysia-listed Yinson Holdings. Anwar waxed eloquent about the company, calling it an example of his country's 'commitment to supporting global energy needs with innovation and responsibility.'
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Over the past decade or so, Kuala Lumpur-based Yinson (market cap: $1.1 billion) has emerged as one of the world's biggest providers of what's referred to as floating production, storage and offloading (FPSO) vessels for the global oil and gas industry. These FPSO vessels, costing upward of $1 billion apiece, are used to extract hydrocarbons from deep-sea wells, clean out impurities, store the crude oil and eventually transfer the black gold to tankers for transport to refineries.
Yinson has nine of these heavyweight vessels in its fleet, deployed on long-term contracts, ranging from 15 to 25 years, in countries as far-flung as Angola, Ghana, Nigeria and Vietnam, in addition to Brazil. The company has gained traction in the Latin American country, the world's biggest FPSO market, since entering there in 2018. With two vessels on contract with state-run oil firm Petrobras and one with privately held energy firm Enauta, Brazil now accounts for the biggest chunk—about 40%—of its annual revenue of 7.6 billion ringgit ($1.7 billion) in the fiscal year ended January 2025. 'We have to be global,' says Lim, Yinson's group executive chairman. 'We cannot just depend on Malaysia.'
Yinson's ranking in the global FPSO industry is linked to the size of its order book; it has $21 billion worth of leasing contracts extending until 2048. That makes the company the world's second-largest, behind Dutch company SBM Offshore with $35 billion.
Yinson took delivery of Agogo FPSO, its largest vessel, in February.
In February, the father and son were in Shanghai to attend the naming and sailing ceremony of their biggest vessel yet: the $2 billion Agogo FPSO, so named after the offshore oilfield in Angola, where it's now on its way to be deployed. Built by a Chinese shipyard, the Agogo is on a 15-year charter to Angola's Azule Energy, a joint venture between BP and Italy's Eni. With the capacity to process 120,000 barrels of oil per day, it's expected to generate revenue of $5.3 billion for Yinson over the leasing period. The company claims that this is the first such vessel in its fleet to use green technologies that could reduce carbon emissions by 27% over the contract period, as compared with older vessels.
'The energy transition is going to happen. So we're playing both sides of the equation.'
The Lims have built Yinson into a well-oiled money machine. With its FPSO contracts, under which operations continue whatever the price of oil, Yinson Holdings remained profitable even when Covid-19 battered the world. Chern Yuan, the company's 40-year-old group CEO, is undaunted by rising macroeconomic headwinds brought on by President Donald Trump's tariff war. 'We will continue to bid for projects,' he says, adding that a long-term view is embedded in their business model. 'The average lifecycle of our contracts outlasts the terms of most heads of states,' he notes.
Source: Yinson Holdings
Marquee international investors have bought into the Yinson story. In January, Yinson Production raised $1 billion from the sale of redeemable convertible preferred shares and warrants to a consortium that included Abu Dhabi Investment Authority, British Columbia Investment Management and Singapore-based private equity firm RRJ Capital. The funds will be used to bankroll the expansion of the flagship FPSO business as well as a growing green energy portfolio under Yinson Renewables, a subsidiary that has solar and wind power projects in multiple countries.
The FPSO Atlanta is one of three vessels deployed in Brazil, Yinson's biggest market.
'Renewables are already the fastest growing part of the global energy mix and the energy transition is going to happen,' says the younger Lim. 'So we're playing both sides of the equation.' With the proliferation of electric vehicles and data centers, global demand for electricity is expected to rise 17% to 35,000 terawatt hours by 2027, from 30,000 in 2022, according to the International Energy Agency in a February report. Renewables will account for 35% of the energy mix by 2027, while coal, gas and oil will account for the rest, it said.
Yinson got into renewables in 2020 and has built up a portfolio of over 550 megawatts with projects across Asia-Pacific, Europe and Latin America. While renewables accounted for just 2% of revenue in 2024 and the business is still loss-making, Chern Yuan is confident that it will deliver 'exponential growth' by 2030, when he's targeting Yinson to become carbon neutral.
The older Lim, who features at No. 41 among Malaysia's 50 richest with a fortune of $480 million, is a self-made tycoon, who got his start as a car salesman after high school in Penang. In 1984, he set up a small transport and logistics company in Johor Bahru with his wife, Bah Lim Kian, who continues to be actively involved as an executive director in charge of group strategy. He named it Yinson after his mother Yin, which translates to 'cloud rising' in Chinese to denote his ambitions for his venture.
The Lims pose with a scale model of Agogo FPSO.
Adecade later, he got into marine logistics supplying offshore support vessels to the oil and gas industry, starting with Africa, and listed Yinson in 1996. Once Chern Yuan came on board in 2005, after studying accountancy and finance at the University of Melbourne, the company moved up the value chain. In 2011, Yinson joined a consortium led by Petrovietnam, which was awarded a contract for a floating, storage, offloading (FSO) vessel. The next logical step was to expand into providing clients the more complex services of FPSO vessels.
'We knew if we were really serious about [growing] the business, we had to acquire some good engineering skill sets,' recalls Chern Yuan. That opportunity arose in 2013 when Norway's Fred. Olsen Production was put up for sale. Yinson acquired its bigger Norwegian rival for $170 million, a price that exceeded its $120 million market cap at the time. 'We were punching above our weight,' acknowledges Chern Yuan. But the debt-funded acquisition made Yinson a full-fledged FPSO operator.
The recent capital injection at Yinson Production resulted in an anomaly, valuing the unit at $3.7 billion, more than three times the market cap of its parent. The valuation gap, says Ahmad Maghfur Usman, an analyst at Japanese brokerage Nomura in Kuala Lumpur, is due to concerns over Yinson Holdings' rising debt. Since 2020, this has risen fourfold to 16 billion ringgit, increasing the company's gearing ratio to about 1.9 times.
'I'm seeing more and more opportunities… I have to work until the last day.'
Chern Yuan attributes this to the four new vessels the company ordered in the past three years for more than $4 billion, which he says will generate enough cash flow to cover the debt obligations. Meanwhile, Yinson's shares have fallen 23% in the past year, partly due to the post-tariff market meltdown. Nomura's Maghfur Usman says the stock is undervalued and has a 'buy' rating on the shares, predicting an 87% upside over 12 months.
The CEO says the company is looking to boost shareholder returns by increasing dividends and stepping up share buybacks as well as potentially spinning off Yinson Production and listing it outside Asia. 'Hopefully, these initiatives will help narrow the valuation gap,' he says.
Yinson Holdings hit a speed bump in the year ended January with net profit slumping 22% to 752 million ringgit on a 35% decline in revenue. This was due to higher finance charges linked to increased debt and a decline in engineering revenues. 'We should be seeing better results after Agogo starts production,' says Chern Yuan. Agogo is expected to reach Angola in mid-May and start production by September.
At age 73, the patriarch still has plenty on his plate. He continues to run privately held Liannex, a company he started in 1993 to haul industrial commodities such as scrap iron, bauxite, coal and nickel to customers across Southeast Asia. 'I still deal with the coal mines in Indonesia because my children don't speak the language,' he says.
HI Mobility is the operator of the Causeway Link buses that ferry passengers across the Malaysia-Singapore border.
Last year, Lim scaled up Liannex with the acquisition of a controlling interest in Icon Offshore, a supplier of offshore support vessels, for 173 million ringgit, and placed its marine transport operations under the renamed Lianson Fleet Group. Lim's youngest son, 38-year-old Chern Wooi, is executive chairman of the company, which manages a fleet of bulk cargo carriers, floating cranes, barges and floating hotels.
Lim also has a controlling interest in HI Mobility, a bus company that operates the Causeway Link, which shuttles passengers across the causeway connecting Malaysia and Singapore, considered among the world's busiest borders with more than 300,000 passengers passing through the immigration checkpoints every day. The company, which has a fleet of 550 buses, raised 116 million ringgit from an IPO in March and plans to use the funds to expand the bus fleet.
Source: Yinson Holdings
With a two-decade track record, HI Mobility expects to benefit from the Johor-Singapore special economic zone being jointly developed in the southern Malaysia state. 'The overarching more business-friendly policies under the special economic zone will create new and additional travel demand,' says HI Mobility CEO Lim Chern Chuen, 44, who is Lim's eldest son. The company's revenue rose 73% to 208 million ringgit in 2024 from the previous year, with nearly half coming from Singapore.
The Lims remain focused on their crown jewel, the FPSO vessel operations. As per market research consultancy Energy Maritime Associates, orders for FPSO vessels could exceed $88 billion over the next five years. Chern Yuan says that he plans to bid for three mega-FPSO projects worth at least $1.5 billion each in that period. He doesn't disclose details, but Maybank Investment Bank analyst Jeremie Yap says they are probably in Ghana, Ivory Coast and Malaysia. Yap wrote in a March research note that given its track record, 'Yinson is well positioned to win future projects and could be a preferred choice for the bids.'
With his three sons well-entrenched in the family trade, the patriarch could afford to take it easy but acknowledges he's not inclined to yet. 'I'm seeing more and more opportunities,' says Lim. 'I have to work until the last day.'
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Correction: April 20, 2025
An earlier version said Yinson is the third-largest in the global FPSO industry by order book size. It is the second-largest, using the latest publicly available industry data.
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As ubiquitous as Epic's technology is across much of the health-care sector, doctors, hospital administrators, startups and patients have their share of complaints about the software's user experience and its interoperability, or ability to work with other tools. "With half a million or so clinicians using Epic, there will be some who find it easy and some who find it difficult," an Epic spokesperson said in a statement. Some folks might question Epic's commitment to its third commandment, but there's no doubting the company's allegiance to the first one. From Epic's early days, Faulkner has been averse to the idea of running a public company and what she's called the "tyranny of the quarter." She said she came to that view after researching public companies and reading shareholder comments. "They were vitriolic, in many cases, because the only thing they were looking at was return on their investment," Faulkner told CNBC. "Sometimes, there's a lot more than that." Without the benefit of public stock, Faulkner's wealth doesn't multiply at the same rate as that of her fellow tech founders and CEOs. She's fine with that. Faulkner, who rarely grants interviews, agreed to sit down for a half-hour chat with CNBC at Epic's headquarters, where office buildings are themed, with many inspired by fiction, including "The Wizard of Oz," "Alice in Wonderland" and the Harry Potter stories. The interview took place in the Andromeda building in a conference room called The Cottage, which is connected to her office. Two of the walls are plastered with quotes such as "The geek shall inherit the Earth" and "All lasting business is built on friendship." Faulkner's dog Tundra, a fluffy Samoyed, also made an appearance. Faulkner celebrated her 82nd birthday Monday. 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Reflecting on her approach to leadership and decision-making, Faulkner said, "Just have the guts to do what you know is the right thing to do." CNBC spoke with two dozen Epic customers, former Epic employees, industry experts and people close to Faulkner for this article, some of whom asked not to be named in order to speak freely. Details about Faulkner's personal, educational and professional history were obtained from Faulkner directly, her Epic website testimonials, Epic, obituaries, news reports and publicly available records. Faulkner and her two siblings grew up in Erlton, New Jersey, now a part of Cherry Hill. Her father, Louis Greenfield, was an independent pharmacist who ran his own store, complete with a soda fountain. Her mother, Del Greenfield, was a peace activist who was involved with the South Jersey Peace Center and the Oregon Physicians for Social Responsibility, which shared in the 1985 Nobel Peace Prize for its work in preventing nuclear war. "Sometimes when I do something that's tough, I think of my mother, who went to jail in her 80s for protesting at a nuclear arms site, and I think, 'I'm my mother's daughter,'" Faulkner said. Faulkner's parents, who both died in 2007, are honored at Epic's campus. Employees can get ice cream at Lou's Soda Fountain, while Del's Nobel Prize certificate hangs in the hallway across from The Cottage. Faulkner discovered a love of math as a seventh grader, when her teacher would leave puzzles on the blackboard each day, she said in one of her testimonials, the short stories and anecdotes she shares once a month on Epic's website. She earned her undergraduate degree in math from Dickinson College in 1965. After learning how to program during a summer job, Faulkner then enrolled in the University of Wisconsin–Madison's nascent computer science program and was in graduate school there until 1970. At UW–Madison, Faulkner took a course about computing in medicine that was taught by a pioneering physician, Dr. Warner Slack, one of the first people to recognize the promise of the technology within health care. Faulkner began working with Slack and his team, and she was tasked with developing a system that could keep track of patient information over time. She eventually built what would become the kernel for Epic, though it took years of urging from potential users before she would actually launch the company in 1979. In the interim, she taught college-level computer science. When Faulkner finally opened Epic for business, she did so with a small amount of cash from some colleagues at an initial valuation of $70,000. Now the company is worth many billions of dollars, though estimates of its valuation differ. Some of the original shareholders eventually sold their stock back to the company. "They got very good returns," Faulkner wrote in a testimonial. Faulkner has publicly described herself as "the accidental CEO." She told CNBC she read books and took daylong or multiday courses to learn more about management, business and leadership. But she didn't always follow their advice. "I never got an MBA, which I think is a really good thing," Faulkner said. "They would have taught me, 'Here's how you do venture capital.' We didn't do it. 'Here's how you go public.' We didn't do it. 'Here's how you do budgets.' We don't have budgets. We say, if you need it, buy it. If you don't need it, don't buy it." At the company's Users Group Meeting last year, Faulkner took the stage dressed as a swan, with a plume of feathers in her hair. Every UGM meeting has a theme — this one was "storytime." In costume, Faulkner told the thousands of health-care executives in attendance about her aversion to the public market. "Why be owned by people whose interest is primarily return of equity?" she said. She's equally opposed to selling the business, which she makes clear in the company's second commandment. That hasn't stopped other executives from trying to change her mind. In 2017, at the Digital Healthcare Innovation Summit in Boston, former General Electric CEO Jeff Immelt revealed that he'd spoken with Faulkner about acquiring Epic. Faulkner shut him down immediately. "It was a five-minute meeting — perhaps the shortest in history," Immelt said, according to a report from Healthcare IT News. The report said he'd also considered buying Cerner. Faulkner confirmed the encounter with CNBC. "Others have asked to come and persuade us, and I've heard our staff say to them, 'Just leave your car running,'" she said. Faulkner has said in testimonials that she's avoided buyers in order to remain independent and preserve Epic's unique culture, and she doesn't make acquisitions, calling them a distraction. But no matter how much she loves her company and her job, at some point, somebody else is going to have to run Epic. Faulkner has remained mum about who will be her eventual successor, other than to say that the person will have to be a software developer and a longtime Epic employee. The obvious choice, according to 10 former Epic employees who spoke with CNBC, is Sumit Rana, who was named president of the company last August. The 49-year-old joined Epic right out of college in 1998 and helped build the company's patient portal called MyChart. Rana, who was a toddler when Faulkner founded Epic, has been participating in more high-profile speaking engagements of late, including representing the company during the opening panel at the Centers for Medicare & Medicaid Services' Quality Conference in July. Faulkner declined to say whether Rana is the top contender for the job. "That's the company's business," she said. "Sumit is a wonderful employee, and he would make a good CEO, but we're not publicly announcing anything." While Faulkner doesn't say much about the company's succession plans, she hasn't been shy about her plans for her personal wealth. In 2015, she signed The Giving Pledge and agreed to donate 99% of her assets to charity, a decision that was inspired in part by a dinner she had with Berkshire Hathaway CEO Warren Buffett that year. Buffett created The Giving Pledge with Bill Gates and Gates' then wife, Melinda French Gates, in 2010, encouraging the world's richest people to give away the majority of their wealth. Following Faulkner's pledge, she launched a family foundation called Roots & Wings with her husband in 2020. Roots & Wings provides grants to nonprofits that support low-income children and families. Faulkner's daughter, Shana Dall'Osto, serves as executive director of the organization. Faulkner has been selling her nonvoting shares back to the company, giving the proceeds directly to Roots & Wings. "I've never cashed a single share for myself," Faulkner told CNBC. Installing an EHR is an extremely complicated and costly project for health systems. If it doesn't go well, it could "blow up" the whole business, Dr. Robert Grossman, CEO of NYU Langone Health, told CNBC in an interview. "We bet the ranch on Epic, let's be very honest," he said. Fans of Epic say the company is fully tuned in to its customers' needs. "They don't just operate and dial in," said Michael Mayo, CEO of ​​Baptist Health in northeast Florida. "They visit our campus. They're immersed here. They know our teams across our IT [information technology] component and our caregivers. They are in our facilities. And when we went live, which is a pretty scary time, they were in full force here." Each health system that uses Epic has a point person called a "BFF," or "best friend forever," who is available to answer questions and help solve problems. Epic doesn't outsource any incoming calls to third parties, the company says, so staff members are responsible for picking up the phone 24/7. Faulkner also makes herself easily accessible to customers, executives said. Mike Slubowski, CEO of Trinity Health, which operates 93 hospitals across 26 states, said Faulkner always answers his emails within the day, if not the hour. She holds recurring meetings with senior health-care executives by phone or video call to answer questions and talk through an organization's specific needs and ideas. Executives told CNBC that Faulkner takes copious notes and is receptive to feedback. If she doesn't have an answer, she promptly calls someone who does. "She'll stop right there and say, 'Get so-and-so on the phone,'" said Dickson, of UMass Memorial Health. "I don't know what so-and-so was doing prior to getting the call, but it's clear that when Judy calls, you drop what you're doing." Pete Durlach, corporate vice president for health and life sciences at Microsoft, said he's been in meetings with Epic staffers who have gotten these impromptu calls. Microsoft and Epic have been close partners for around two decades, a relationship that's gotten tighter as cloud and artificial intelligence technologies have advanced, he said. "People definitely answer the phone when Judy calls," Durlach said. Epic doesn't advertise or have a traditional marketing department; the company has relied heavily on word of mouth. Faulkner has also proven to be an effective salesperson. Ardent Health CEO Marty Bonick said that when he was debating whether to convert some of his hospitals to using Epic products, Faulkner ultimately helped sway him. Ardent Health owns 30 hospitals and 280 outpatient care sites across six states. When Bonick joined Ardent in 2020, he said, roughly two-thirds of Ardent's hospitals were using Epic. Bonick said he'd never worked with Epic and wanted to make sure that switching over the remainder of Ardent's hospitals would be worthwhile. Bonick said he told Faulkner that he'd heard Epic's product was expensive and difficult to implement. "She came back with a presentation that she delivered personally, and spent probably over 90 minutes," said Bonick, who was ultimately sold on the conversion. "I had to say, 'OK, time out. I've got another meeting to go to,' but she really was not watching the clock." Epic is used by all 20 of the top hospitals from the U.S. News & World Report rankings, and by the country's seven largest health plans, according to the company. Its dominance has come with plenty of controversy. Epic faces accusations of anticompetitive practices in two lawsuits from the past year. One was filed in September by data startup Particle Health, which alleges that Epic has used its EHR market power to "snuff out" competition in other emerging health-care markets. Epic said in response it would "vigorously defend itself against Particle's meritless claims." The second lawsuit was filed in May by CureIS Healthcare, a managed care services company that claims Epic has engaged in a "multi-prong scheme to destroy" CureIS' business. CureIS alleges Epic has interfered with its customer relationships, blocked access to necessary data and raised unfounded security concerns, according to a complaint. An Epic spokesperson told CNBC at the time of the filing that the company "believes in free and fair competition, and we also believe our customers are in the best position to choose the right solutions to meet their needs — whether with Epic or by adopting other products and services." Epic's competitors have also long accused the company of being territorial over its data and impeding efforts to share patient information between vendors. In a blog post last year, Oracle Executive Vice President Ken Glueck wrote that "everyone in the industry understands that Epic's CEO Judy Faulkner is the single biggest obstacle to EHR interoperability." Interoperability, in this case, refers to the exchange of electronic health data from one health-care organization to another. Since health data is siloed, stored across dozens of formats and protected by federal laws such as the Health Insurance Portability and Accountability Act, or HIPAA, it's a complex undertaking. Over the years, startups such as Practice Fusion and DrChrono have tried to crack the EHR market with promises of greater openness and more user-friendly products, but they have never become more than niche offerings. Some failed completely. Epic promotes its own interoperability tools such as Care Everywhere and EpicCare Link, which allows customers and their affiliates to exchange data with one another. Epic also participates in larger data exchange networks. One of Epic's biggest feats in its 46 years is managing to attract high-level tech talent far away from the nation's engineering and business hubs, especially given the harsh Midwestern winters in Wisconsin. That's where Epic's headquarters comes into play. It's a campus that industry executives and former employees likened to a techie's Disney World. All 28 office buildings are themed. They're clustered into mini-campuses, with names such as Prairie Campus, Wizards Academy Campus and Storybook Campus. The offices are designed by architecture firm Cuningham, which has also worked on projects at Disney theme parks all over the world. John Cuningham, the founder of the firm, said he's worked with Faulkner for 30 years, and that she's always been very involved in the process. Epic's first campus, for instance, has more than 80 bathrooms, and Faulkner wanted to know the details of all of them. "Each one," he said. "Light fixtures, faucets, mirrors, wallpaper, tile, sinks. I mean, I was thinking, 'Oh, she'll last for 10.' She did all 85, and she still does that," he said. On Epic's grounds, a metal wizard stands in the courtyard of a castle, giant chocolate chips mark the entryway to a faux chocolate factory, and a hanging bridge leads to the company's very own treehouse. Inside a building inspired by "Alice in Wonderland," there's a slide that takes employees into a small room where everything is upside down. It's popular with visitors. "I was kind of blown away," Warner Thomas, CEO of Sutter Health, a nonprofit health system in Northern California, told CNBC about his first trip to Epic's campus. "I went down the slide, like everybody." The buildings are brimming with trinkets, ceramics, mosaics and paintings that Epic employees get to help source. Faulkner recruits a small group of volunteers to go with her to local art fairs and buy decorations for the campus. Some pieces cost thousands of dollars, according to former employees. Faulkner said she had just returned from an art fair ahead of her interview with CNBC. Despite the fantastical themes on-site, employees are tasked with very real responsibilities. Since Faulkner places such a strong emphasis on supporting her customers, she holds her staff to high standards. Most employees work in person five days a week. Hours can be long and burnout is common, former employees say. In June, The Economist analyzed 900 companies across 19 industries, and found that Epic had the worst work-life balance in the software and IT services category. Several former employees told CNBC their work at Epic was all-consuming. Epic said the average employee works between 44 and 45 hours a week, based on monthly time sheet submissions between June 2024 and June 2025. The company said its turnover rate last year was 7%. "People at Epic are dedicated and work hard," an Epic spokesperson said in a statement. Epic workers are entrusted with big projects, expected to interact directly with customers and generally take on a lot of responsibility. For some employees, that includes working alongside hospitals as they implement Epic's technology. "Some of these implementations really sucked," said Brendan Keeler, a former Epic employee who frequently blogs about the company online. "So much of the success of an implementation was just a function of the politics of the hospital." Epic recruits the vast majority of its employees straight out of college, so its staff is relatively young. All new staffers go through extensive training, including a five-hour corporate philosophy class where they're taught how to be a successful employee. Faulkner said she used to teach the class by herself but that she now has help from one or two other people. Faulkner's influence is present in every corner of Epic's campus, in its product and across much of the health-care industry. "Everybody knows Judy Faulkner," said Thomas, of Sutter Health. She's still got a lot to do. The health-care industry is reckoning with rising costs, staffing shortages, the impact of AI and the Trump administration's hefty cuts in the areas of medical science and research. And Faulkner isn't ready to quit. "It's interesting and it's challenging and it's worthwhile," Faulkner said.

Xsolla Expands Payments in Asia to Support FPX, K PLUS, AIS, Indosat, and MerPay
Xsolla Expands Payments in Asia to Support FPX, K PLUS, AIS, Indosat, and MerPay

Business Upturn

time18 hours ago

  • Business Upturn

Xsolla Expands Payments in Asia to Support FPX, K PLUS, AIS, Indosat, and MerPay

By Business Wire India Published on August 16, 2025, 12:18 IST Business Wire India Xsolla, a global commerce company helping developers launch, grow and monetize their games, announces today a significant expansion of its payments solution across Southeast Asia, reinforcing its commitment to delivering localized, mobile-first checkout experiences in the world's fastest-growing gaming markets. With the launch of ShopeePay in Malaysia, Singapore, and Thailand, FPX in Malaysia, K PLUS and AIS in Thailand, Indosat in Indonesia, and MerPay in Japan through Xsolla Pay Station, developers and publishers can now offer more trusted regional payment methods to players across Asia, boosting conversions and driving long-term engagement. This press release features multimedia. View the full release here: (Graphic: Xsolla) The gaming market in Asia continues to grow at an extraordinary pace. The mobile gaming content market in the Asia-Pacific region is projected to surpass $70 billion by 2025, with mobile gaming expected to account more than 60% of all gaming revenue in the region – underscoring the explosive growth and dominant role of mobile in Asia's gaming landscape. Success in this mobile-first, highly localized market requires deep cultural alignment, especially at checkout. Players expect frictionless access to games and prefer to pay using popular digital wallets, bank transfers, or carrier billing rather than global credit cards. Key benefits of the Payments in Asia expansion include: Trusted Local Payment Methods with Proven Reach : Xsolla Pay Station now supports ShopeePay (dominant in Malaysia and Singapore e-commerce), FPX (used by 90% of Malaysian consumers), K PLUS (Thailand's top mobile banking app with 22.8M users), AIS (Thailand's #2 mobile carrier with 44M users), Indosat (Indonesia's key carrier billing provider) and MerPay (One of Japan's e-wallet that serves 16.8M users). These integrations reflect regional dominance and user trust across the Asian markets. : Xsolla Pay Station now supports ShopeePay (dominant in Malaysia and Singapore e-commerce), FPX (used by 90% of Malaysian consumers), K PLUS (Thailand's top mobile banking app with 22.8M users), AIS (Thailand's #2 mobile carrier with 44M users), Indosat (Indonesia's key carrier billing provider) and MerPay (One of Japan's e-wallet that serves 16.8M users). These integrations reflect regional dominance and user trust across the Asian markets. Localized Checkout in Native Languages : Checkout flows are fully localized, providing players with regionally tailored language support for a more intuitive, frictionless payment experience. : Checkout flows are fully localized, providing players with regionally tailored language support for a more intuitive, frictionless payment experience. Mobile-First, Wallet-Optimized Flows : Payment journeys are designed for mobile behavior, supporting QR codes, banking apps, and carrier billing without redirects or unnecessary friction. : Payment journeys are designed for mobile behavior, supporting QR codes, banking apps, and carrier billing without redirects or unnecessary friction. Access to 1.5 B+ Gamers in High-Growth Markets : Southeast Asia is projected to reach over 332 million gamers by 2028, with mobile accounting for 60% of game revenue. This makes payment localization critical for reach and monetization. : Southeast Asia is projected to reach over 332 million gamers by 2028, with mobile accounting for 60% of game revenue. This makes payment localization critical for reach and monetization. Increased Conversion and Reduced Abandonment: Familiar payment options and native-language checkout reduce cart drop-off and improve transaction success, especially among underbanked users who rely on wallets and telecom billing. 'Asia continues to lead the global gaming economy, especially in mobile,' said Chris Hewish, President at Xsolla. 'To succeed in this region, developers must meet players where they are on their devices, in their language, and through their preferred payment methods. This is further supported by the fact that digital wallets are the most popular payment method among gamers in the Asian region, with over 75% using them to pay for games. With this expansion, we're helping developers turn interest into transactions and build meaningful, localized experiences across Asia.' These additions build on Xsolla's vast coverage and existing infrastructure, strengthening its position as the go-to partner for developers expanding into Asia. With Pay Station's new localized methods, developers can deliver smoother, faster, and more trusted checkout experiences that align with player behavior across key tiger markets. Developers and publishers interested in expanding their reach and improving conversions in Asia can enable these payment methods directly through Xsolla Pay Station. To get started or integrate Payments in Asia, check out For a complete list of enhancements and developer tools, visit: About Xsolla Xsolla is a global commerce company with robust tools and services to help developers solve the inherent challenges of the video game industry. From indie to AAA, companies partner with Xsolla to help them fund, distribute, market, and monetize their games. Grounded in the belief in the future of video games, Xsolla is resolute in the mission to bring opportunities together, and continually make new resources available to creators. Headquartered and incorporated in Los Angeles, California, Xsolla operates as the merchant of record and has helped over 1,500+ game developers to reach more players and grow their businesses around the world. With more paths to profits and ways to win, developers have all the things needed to enjoy the game. For more information, visit View source version on Disclaimer: The above press release comes to you under an arrangement with Business Wire India. Business Upturn take no editorial responsibility for the same. Ahmedabad Plane Crash Business Wire India, established in 2002, India's premier media distribution company ensures guaranteed media coverage through its network of 30+ cities and top news agencies.

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