logo
Regional chapter of WEF initiative launched to support ocean impact start-ups in Asia-Pacific

Regional chapter of WEF initiative launched to support ocean impact start-ups in Asia-Pacific

Straits Times08-05-2025

The aim of the coalition is to support at least 1,000 impactful ocean-focused start-ups by 2030. PHOTO: AFP
SINGAPORE – An ocean of business opportunities lies in the biodiversity-rich waters of the Asia-Pacific , and a regional coalition was launched in Singapore on May 8 to help start-ups in the region scale up their ideas.
These start-ups have ideas or business models that are profitable or have the potential to generate profit while also contributing to ocean health.
Examples include seaweed farming to reduce nutrient pollution , offshore wind power generation and coral restoration initiatives.
The 1,000 Ocean Startups coalition APAC, as the grouping is known, is the regional chapter of a World Economic Forum initiative first launched in 2021.
The group comprises entrepreneur-supporting organisations that provide ocean impact start-ups with the resources to scale up. This includes investment, acceleration and mentorship programmes , networks and visibility .
The aim of the coalition is to support at least 1,000 impactful ocean-focused start-ups by 2030. So far, more than 350 start-ups have received support from it.
According to its website, the coalition has about 52 members, including investment companies, family offices, philanthropic organisations and firms that run accelerator programmes.
Of these, only about six are headquartered in the Asia-Pacific , said Mr Thomas Knudsen, a principal of Singapore-based family office Rumah Group.
Rumah Group is one of three members based in Singapore. The other two are Mana Impact Partners and Potato Impact Partners, according to the coalition's website.
Speaking to The Straits Times at the launch event held at The Foundry, Mr Knudsen said bringing the community together in the regional chapter could help showcase real efforts being taken to address the pressing issues facing the ocean.
'I think there are many who struggle with these big problems about climate change, biodiversity, and it's easy to lose track of the fact that there are things people can do today,' he said.
'You can grow seaweed in the Philippines. You can sell it. You can help the local communities. It might be energy. It might be shipping, where you reduce the emissions from ships. It's a business. It works.'
A key aim of having a regional chapter is to increase this number, said Mr Nick Chiarelli, a steering committee member of the 1,000 Ocean Startups coalition.
'One of the other challenges with South-east Asia and the Pacific, in particular, is that some of the solutions that we're looking at are more grassroots and small-scale projects, whether fisheries or conservation,' he said. 'Some of these things can be scaled with the right support, but it will take time.'
A healthy ocean is one of humanity's greatest defences against climate change.
The UN has said that the ocean generates 50 per cent of the oxygen we need, absorbs 25 per cent of all carbon dioxide emissions and captures 90 per cent of the excess heat generated by these emissions.
But it is facing a multitude of threats, from overfishing to plastic pollution and marine heatwaves, which have cascading impacts on marine ecosystems such as coral reefs, seagrass meadows and kelp beds.
Mr Chiarelli told The Straits Times that a regional chapter can help to create a support network to uplift start-ups looking to make a difference in the waters of the Asia-Pacific.
He noted that the coalition's different members have different funding priorities, such as those who choose to focus on food security, or others who have geographical focus areas.
Mr Chiarelli, the co-founder and chief executive of the Ocean Impact Organisation, added: 'So if a start-up approaches a member with an idea that is not within their focus area, we can refer them to a member within the group,' he said.
'Within the region, there are also different countries, with different industry and sector strengths,' Mr Chiarelli said.
Singapore is a maritime powerhouse, he noted, while Australia has an established track record with fisheries.
'We want to see us exporting that know-how, so that fisheries and aquaculture practices can be improved around the world. There are so many reasons to collaborate,' he added.
Asked to comment on the launch of the new coalition, Associate Professor Peter Todd, the director of the NUS Tropical Marine Science Institute, said: 'I think it's fantastic that there is this level of interest, and there is this appetite for investing in solutions.
But he said it was important that the solutions being piloted are science-based, well-tested and proven to work.
'I'd like to see strong evidence of that in any of the solutions which are being invested in, not just because we want to make sure they work but also because we don't want to have failures that could negatively impact the marine ecosystem,' Prof Todd added.
Join ST's WhatsApp Channel and get the latest news and must-reads.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Haidilao operator Super Hi swings to $15.3 million Q1 profit on forex gains, more delivery business
Haidilao operator Super Hi swings to $15.3 million Q1 profit on forex gains, more delivery business

Straits Times

timean hour ago

  • Straits Times

Haidilao operator Super Hi swings to $15.3 million Q1 profit on forex gains, more delivery business

Super Hi did not disclose the performance of its Singapore operations, but noted that average daily revenue per restaurant in South-east Asia fell 3.2 per cent to US$15,300. PHOTO: AFP Haidilao operator Super Hi swings to $15.3 million Q1 profit on forex gains, more delivery business SINGAPORE - Super Hi International, the operator of Haidilao's international business, posted a net profit of US$11.9 million (s$15.3 million) for the first quarter ended March 31, reversing a net loss of US$4.5 million in the same period the year before. The turnaround was mainly driven by a US$20.4 million reduction in net foreign exchange losses due to currency fluctuations – particularly, the revaluation of local currencies against the US dollar – said Super Hi. Earnings per share for the company – which is listed on both the Nasdaq and Stock Exchange of Hong Kong – stood at US$0.02, up from a loss of US$0.01 a year earlier. Revenue rose 5.4 per cent year on year to US$197.8 million, from US$187.6 million. This was led by a 37.9 per cent increase in revenue from the delivery business to US$4 million, from US$2.9 million. Super Hi attributed the jump in delivery revenue to sustained investment and marketing efforts in the delivery business, as well as the expansion of its delivery network alongside growing restaurant coverage. Revenue from restaurant operations grew 4.5 per cent to US$188.4 million, while that from its other business, including retail food products, rose 22.7 per cent to US$5.4 million. Super Hi did not disclose the performance of its Singapore operations, but noted that average daily revenue per restaurant in South-east Asia fell 3.2 per cent to US$15,300. In contrast, average daily revenue rose 19.9 per cent in East Asia to US$19,300, and 3.3 per cent in North America to US$22,200. Its income from operation fell 33.9 per cent year on year to US$8.2 million, while the income from operation margin narrowed to 4.1 per cent from 6.6 per cent. The decline was mainly due to higher spending on customer and employee benefit initiatives; increased outsourcing and maintenance costs from network expansion; and higher short-term lease payments. Total guest visits rose 6.8 per cent year on year to 7.8 million. The group also opened four new Haidilao outlets and closed three underperforming ones during the quarter. As at end-March, it operated 123 restaurants outside China, up 3 per cent from 119 a year earlier, with South-east Asia remaining its largest market (73 outlets). Chief executive and executive director Yang Lijuan said Super Hi focused on refining operational strategies during Q1, to boost customer value and loyalty through pricing adjustments, improved portion value and more diverse dining formats. Mr Yang added that the group will continue advancing its 'Pomegranate Plan', launched in 2024 to drive product diversification. The initiative aims to grow new dining formats such as fast food and halal hotpot, supported by specialised teams in operations, product development and marketing. THE BUSINESS TIMES Check out ST's Food Guide for the latest foodie recommendations in Singapore.

From Grafunkt to Nathan Home: Meet the prolific designer who helped shape Singapore's design scene
From Grafunkt to Nathan Home: Meet the prolific designer who helped shape Singapore's design scene

CNA

timean hour ago

  • CNA

From Grafunkt to Nathan Home: Meet the prolific designer who helped shape Singapore's design scene

Just off Seletar Aerospace Drive, past colonial-era black-and-white edifices, in the shadow of Seletar Airport, sits a building that marks a new phase in Singaporean industrial designer Nathan Yong's career. The two-storey, 3,000 sq ft property at 8 Baker Street – once designed for British military servicemen – has been reimagined as Nathan Home, a retail brand and experiential gallery that has an online and offline presence. The showroom feels at once removed from the buzz of popular joints in the vicinity (family-friendly F&B destination Wheeler's Estate; wedding venue Wildseed Cafe at The Summerhouse), yet also connected to them in spirit. Yong, 55, is no newcomer to the design world. With over two decades of experience, a President's Design Award under his belt, and past collaborations with international marques like Ligne Roset and Living Divani, he is one of Singapore's most respected and prolific designers. After launching furniture retail stores like Air Division in 1999 and Grafunkt in 2009, Nathan Home marks his most personal venture yet. It's a return to independent expression, rooted in Yong's long-held beliefs about materials, emotion, and the human experience. This, said Yong, is what he has been building towards his entire life. 'I wanted to control the narrative, not just over what I design, but how it's made, how it's shared, and what it stands for.' Teaming up with an investor (Yong declined to reveal their identity, but says they sank a 'high six-figure' sum), he spent six weeks converting the building into a space that emanates a relaxed, lived-in feel. Equal parts gallery, design studio and concept store, Yong was mindful of keeping renovations to a minimum. 'It was mostly surface treatment. I wanted this place precisely for its aged patina,' he shared. FROM BOATYARDS TO BEYOND Yong's own narrative arc is deeply Singaporean, yet wholly singular. Growing up in Tanjong Rhu in the 1970s – long before the forest of condominiums and sporting/recreational playgrounds of Kallang sprang up – his early years were gritty but evocative. Back then, the area was a maritime village, the air thick with sea salt and the scent of engine oil. 'The boatyards were loud, raw, and beautiful in their own way,' Yong recalled. 'That environment taught me to appreciate materials for what they are – not what they pretend to be. I saw how things were built, fixed, repurposed. It instilled a kind of honesty in my approach to design, one that values simplicity, utility, and soul.' There was no language for design then. No Pinterest or Instagram, no curated mood boards. But there was instinct. Yong spent hours sketching mythical creatures and religious figures, or tinkering with found objects. He didn't see it as talent; it was simply how he processed life – through shape, emotion and form. Singapore's design landscape, too, was in its infancy. Industrial design wasn't seen as a viable profession. But every time he fixed something, repurposed an object, or made something from scratch, it felt to him like second nature. Over time, it dawned on him that his instincts had value and that he could carve a life path from it. Years later, at design school, it was a British lecturer, Frank Drake, who gave Yong's gift a name – and a compass. Drake taught Yong that design wasn't just about problem-solving; it was deeply human. 'Good design starts with empathy,' Yong reflected. 'It's about how something works, how it feels, and who it's for.' His pieces have been produced by global names like Design Within Reach (DWR) and Herman Miller, yet he has remained rooted in Singapore. Even as others chased creative cachet abroad, Yong stayed put, helping to shape the local design scene from the ground up. 'I never relocated, never gave up when others did,' he recounted. 'These choices allowed design to blossom here, and allowed me to grow with it.' If he could talk to his younger self, he would tell that wide-eyed boy to keep doing what he was doing, stay curious and fearless, but also remain humble and authentic. 'DESIGNING WITH EMPATHY, NOT EGO' Yong's career began with Air Division, a furniture store and design label that introduced contemporary, minimalist designs to a new generation of Singaporeans. In 2006, he sold the business and went on to start Nathan Yong Design, creating collections that were picked up by global brands while continuing to consult for local clients. He also co-founded multi-label furniture store Grafunkt with business partner Jefery Kurniadidjaja. The store, which blended global and local design, quickly gained a cult following. His experiences as a buyer and a retailer taught him that designers cannot operate in silos; they are inevitably part of a larger ecosystem comprising design clients, craftsmen, manufacturers, logistics personnel, and end-users. 'That awareness humbles you,' he said. 'You start designing with empathy, not ego. Retail also showed me that if I have the power to determine how things are made, I also have the responsibility to respect the people, the process, and the planet.' What's remained consistent throughout the years is his design philosophy: Simplicity, emotional resonance, and respect for materials. His pieces are often characterised by clean lines, natural finishes, and subtle detailing – elements that reflect his preference for timelessness over trendiness. 'I believe in making things that improve with age,' he asserted. 'When something is used and loved over time, that's the truest form of sustainability because we allow the resources time to generate.' This approach stands in contrast to the fast consumption model that plagues the global furniture industry – and other sectors, for that matter. Yong remains critical of design that's more about visual impact than user experience. A HUMANISTIC APPROACH IN THE AGE OF AI As the world moves towards automation and AI-generated creativity, Yong's concerns increasingly revolve around truth and authenticity. 'With emerging AI and robotics, the question becomes: How do we design with emotions in mind?' he asked rhetorically. To be clear, Yong doesn't see technology as the enemy. He does, however, believe that the future of design lies in being more human, not less. This means designing not just beautiful objects, but meaningful ones. Pieces that are made to age, endure and evolve with their owners. His design process begins with intention, thinking about how end-users live, feel and grow. 'If you approach each project with sincerity and really think about how it's used, you naturally find that emotional thread. The hand wants comfort, the eye wants balance, the heart wants resonance.' At the same time, he is drawn to irregularities, like the knot in a piece of wood or the uneven patina of brass. 'These are signs of life, of time, of being touched. Imperfection gives a piece character. Again it is part of being humanistic,' he declared. That ethos is quietly present in every aspect of Nathan Home; the space is a distillation of everything Yong stands for. The name may be simple, but the philosophy runs deep. 'It's a quiet rebellion against a world of fast, disposable things. It's a proposal to slow down. To fill our homes with things that carry meaning, not just in style, but in story. A house should reflect who you are: your contradictions, your quirks, your soul.' Seletar, with its laid-back atmosphere and black-and-white bungalows, gave him a space to show that one can love many things deeply, and hold them together with grace. Every item in the space is selected for how it feels, functions and fits into daily life. There's a strong emphasis on tactility – woods with grain, textiles with weight, finishes that develop patina over time. When asked which piece in the collection holds the most meaning, Yong shrugged. 'Too many to mention!' BUILDING A COMMUNITY One of Yong's broader goals with Nathan Home is to create a platform to collaborate with other like-minded creators, whether it's a potter, a candlemaker, or a textile designer. These collaborations reflect his belief that good design grows in community. 'I'd like to build a quiet community,' he said. 'One that believes in this way of living – and shares that with the world.' It's telling that his most personal project wasn't a commercial venture, but a public design-art installation that the National Gallery commissioned just after the COVID-19 pandemic. 'There in the Middleness' featured 124 concrete benches debossed with words submitted by the public during the pandemic – phrases of resilience, kindness, and hope. Together they formed a 40m ring at the Padang, where strangers sat facing each other. View this post on Instagram A post shared by Ksy (@artistksy) 'It was about stillness, community, and collective healing. That project will always stay with me because it was a collective moment where we felt the fragility of life and the importance of relationships.' Asked what legacy he hopes to leave, Yong's answer is clear: To restore meaning in how we live, shop, and feather our nest. 'That design isn't just about form, strategy or solution. It's about beauty distilled from love and intelligence. It's about creating with care, and living with meaning. And that Nathan Home becomes an institution for this message – a quiet force that inspires people to live more truthfully, more thoughtfully, and more beautifully.'

Why China biotech is getting a DeepSeek moment too
Why China biotech is getting a DeepSeek moment too

Straits Times

time2 hours ago

  • Straits Times

Why China biotech is getting a DeepSeek moment too

Workers working at a Sinovac Covid-19 vaccine production line in Beijing in 2021. So far, the biotech industry is relatively insulated from Mr Trump's tariffs. PHOTO: XINHUA From artificial intelligence to military defence, China has offered a few DeepSeek moments in 2025 , showcasing that the country is more than just the world's biggest factory, and that it also can compete with the US on the technology front. Now biotech is having its own. In late May, Pfizer agreed to pay a record US$1.25 billion (S$1.6 billion) upfront to license an experimental cancer drug from Shenyang-based 3SBio, as well as making a US$100 million equity investment in the Hong Kong-listed biotech company. Two weeks later, Bristol Myers Squibb said it would pay BioNTech US$1.5 billion guaranteed to license a similar cancer asset. It was a win for BioNTech, which bought Biotheus, the Chinese company that developed the drug, late in 2024 for US$800 million. Join ST's Telegram channel and get the latest breaking news delivered to you.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store