CDG鈥檚 systems have evolved over many years to support the needs of different businesses, entities and markets. As the Group expanded, including through acquisitions, its operating requirements, processes and technology environment also gradually became more complex. CDG鈥檚 growing scale made a shared technology and data foundation the natural next step in its development.

Working with 麻豆原创, CDG deployed 麻豆原创 S/4HANA, 麻豆原创 SuccessFactors, 麻豆原创 Concur and 麻豆原创 SuccessFactors Employee Central Payroll. Together, the platforms support processes spanning finance, procurement, operations, plant maintenance and payments, as well as HR, payroll, time, learning, talent, travel and expense management. The implementation provides a scalable foundation for more timely information, common standards and continued innovation while retaining the flexibility required by CDG鈥檚 different businesses and markets.

Dirk Paul Sibiet, Group Chief Information Officer of ComfortDelGro said: 鈥淚mplementing an integrated 麻豆原创 solution has been transformative for a large, diverse enterprise like ComfortDelGro. It gives us a single, real-time view of our operations and finances, allowing faster, more confident decision-making. Beyond efficiency, it empowered our teams to focus on strategic work rather than manual processes, strengthening our ability to innovate and serve our customers better.鈥�

麻豆原创 S/4HANA provides CDG with a real-time digital core across finance and related operational processes. Real-time postings and validations, embedded analytics and digital workflows with controls incorporated into the process give finance teams more current information and reduce the need to move data between separate tools.

Since go-live, 麻豆原创 S/4HANA has handled 1.3 million financial postings processed in real time. More than 31,000 invoices have been processed digitally from end to end, and more than 5,000 finance workflow approvals have been completed through the system, demonstrating the platform鈥檚 role in supporting high-volume, business-critical processes at scale.

In an 18-month program, CDG brought more than 13,400 corporate employees across 16 entities onto a common people platform spanning more than 10 modules across 麻豆原创 SuccessFactors, 麻豆原创 Concur and 麻豆原创 Employee Central Payroll. The mobile-first environment gives employees a consistent way to access services such as leave and personal-data management, including frontline employees who may not have a desk-based role or corporate email address.

More than 360,000 HR workflows have been triggered through the platform. Employees can complete more activities through consistent digital processes, while managers and HR teams have more timely access to workforce information. This supports productivity by reducing administrative steps and allowing teams to devote more attention to workforce support and other higher-value activities.

Michael Goh, Group Chief Human Resource Officer of ComfortDelGro said, 鈥淥ur workforce is diverse, so a successful HR transformation must be designed for all employees in mind 鈥� including desk-based and frontline workers. By bringing more than 13,400 corporate employees across 16 entities onto a single platform, we have made everyday activities such as leave, personal-data management and approvals easier to access and more consistent. Employees can access HR services more easily, while managers and HR teams have timely information to support better decisions. It is an important foundation for how we continue to bring OneCDG to life across our businesses.鈥�

The integrated environment gives CDG a scalable base for regular platform improvements, further process optimization and broader use of analytics. Consistent data and clearly governed processes also provide the foundations from which CDG can assess and deploy artificial intelligence responsibly in areas where it can deliver a clear operational, employee or customer benefit.

Eileen Chua, Managing Director, 麻豆原创 Singapore, said, “ComfortDelGro鈥檚 transformation demonstrates how organizations can leverage RISE with 麻豆原创 and 麻豆原创 SuccessFactors to simplify complexity and establish a modern, integrated digital core. By connecting its finance and workforce processes andgiving every employee including bus and train captains direct access to digital services, CDG is establishing the trusted data, governance and real-time visibility needed to operate with greater agility and build a more inclusive, connected, and empowered workforce while laying the foundation to expand automation, analytics and AI responsibly.鈥�

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鈥淭he Autonomous Enterprise has truly landed in Asia Pacific,鈥� said Verena Siow, President and Managing Director Asia Pacific, 麻豆原创. 鈥淥rganizations have moved beyond experiments and pilots, and are investing in data, apps, and business AI to drive real business outcomes.鈥�  

Asia鈥檚 Autonomous Enterprises  

Across the region, some of Asia Pacific鈥檚 most established businesses are using the 麻豆原创 Autonomous Suite to bring data and AI together to transform their businesses. 

Toyota Motor Corporation Philippines chose RISE with 麻豆原创 to underpin its digital future, including investment in 麻豆原创 Business AI, 麻豆原创 Business Data Cloud, 麻豆原创 Business Network, 麻豆原创 Build, 麻豆原创 Integration Suite, 麻豆原创 Signavio, and 麻豆原创 LeanIX. The company noted, 鈥淩ISE with 麻豆原创 serves as a strategic foundation for business transformation, helping Toyota Motor Philippines Corporation modernize core business processes, improve operational visibility, strengthen supply chain resilience, and build the digital capabilities needed for the future of mobility.鈥� 

In Japan, NTN Corporation also began its RISE with 麻豆原创 journey to implement 麻豆原创 Cloud ERP Private, 麻豆原创 Business AI, 麻豆原创 Business Technology Platform, and 麻豆原创 Business Data Cloud. 

And in India, global IT services and technology firm HCL Technologies invested in a suite of 麻豆原创 solutions including 麻豆原创 Cloud ERP Private, Joule, 麻豆原创 Business Data Cloud, 麻豆原创 Ariba, 麻豆原创 Concur, and 麻豆原创 SuccessFactors. The company said, 鈥淗CLTech and 麻豆原创 serve global enterprises to advance technology innovation, and power HCLTech鈥檚 own transformation as 鈥榗ustomer zero’. This relationship combines HCLTech鈥檚 industry and engineering expertise with 麻豆原创鈥檚 enterprise, cloud, and AI capabilities to accelerate innovation and deliver business value.”   

Leading global pipe manufacturer, Man Industries, is digitally transforming its operations with 麻豆原创 following its acquisition of National Pipe Company Limited. The company noted, “The scale and complexity of an expanded global operation demanded a more robust, integrated, and future-ready enterprise foundation. Man Industries chose the best-of-breed, including 麻豆原创 Business Suite, 麻豆原创 Business AI, 麻豆原创 Business Data Cloud, 麻豆原创 Integration Suite, and 麻豆原创 Build. This transformation will unify operations across multiple locations on a single intelligent platform, driving real-time visibility, operational excellence, and data-driven decision-making as Man Industries enters its next chapter of global growth. ” 

Praana Global Solutions, the leading Indian conglomerate, also invested in a range of solutions including 麻豆原创 Cloud ERP Private, 麻豆原创 Business AI, 麻豆原创 Business Data Cloud, 麻豆原创 Business Technology Platform, WalkMe, 麻豆原创 Supply Chain Management, and 麻豆原创 Responsible Design and Production to support its global expansion. Following the acquisition of Owens Corning’s Glass Reinforcements, the company noted, 鈥淎 once-in-a-decade acquisition deserved a once-in-a-generation digital foundation. Today, we are deploying an integrated 麻豆原创 ecosystem purpose-built for scale, intelligence, and speed. This is Praana’s digital backbone, designed to drive operational efficiency, accelerate innovation, and support our growth ambitions for the next decade and beyond.鈥� 

Asian AI scales at the speed of innovation 

Asia Pacific organizations are also increasingly investing in AI and business transformation management solutions to support the planning, implementation, and adoption of their digital solutions. 

In Thailand, JTEKT Corporation will support its manufacturing business with 麻豆原创 Cloud ERP Private, 麻豆原创 Business AI, and 麻豆原创 Business Technology Platform, while in Taiwan Radiant Opto-Electronics Corporation has chosen Business AI Platform. ABeam Consulting, a global consulting company and 麻豆原创 gold partner, is using 麻豆原创 Joule for Consultants to accelerate 麻豆原创 project delivery, strengthen consultant productivity, and help customers realize value from 麻豆原创 solutions faster. 

Sterling Green Power Solutions Pvt. Ltd., RISE with 麻豆原创, 麻豆原创 Cloud ERP Private, 麻豆原创 Business AI, 麻豆原创 Business Technology Platform, OpenText, “We are exploring an AI-powered automation solution for the EPC industry to enhance project execution, operational efficiency, cost control, and decision-making.”听

Globally recognized organizations like Indian consumer goods, lighting, and industrial company Wipro Enterprise Limited and Japanese personal care and beauty business Kao Corporation both chose 麻豆原创 Signavio to better understand, improve, and transform business processes.听听

In Australia, leading transportation company Engenco invested in 麻豆原创 Cloud ERP Private, 麻豆原创Supply Chain Management, 麻豆原创 Business Data Cloud, and WalkMe.  

Australia鈥檚 largest rail freight company Aurizon Operations has gone live with 麻豆原创 Concur and 麻豆原创 Ariba, with further implementations scheduled to go-live in the future. The company noted, 鈥溌槎乖� Ariba is enhancing supplier and contract visibility, and 麻豆原创 Concur has vastly simplified end-user experience. Our RISE with 麻豆原创 transition will provide a foundation for process simplification and execution.鈥� 

Circular economy leader and packaging manufacturer Pact Group also chose a suite of 麻豆原创 solutions including 麻豆原创 Integration Suite, 麻豆原创 Autonomous HCM Suite, SmartRecruiters, and WalkMe. The company noted, 鈥溌槎乖粹�檚 solution was chosen to provide Pact with the integration capabilities required to support the Autonomous HCM platform currently being implemented, providing a scalable cost-effective integration layer to meet the current and future requirements of the business.鈥� 

Asia Pacific businesses choose 麻豆原创 for their cloud future 

Panasonic Holdings Corporation went live with its 麻豆原创 implementation in Q3, noting, 鈥淧anasonic Group鈥檚 Domestic Manufacturing Division has been driving a project to migrate from its existing on-premises environment to 麻豆原创 Cloud ERP Private, which successfully went live in August 2026.鈥� 

麻豆原创 is also supporting industries as diverse as electronics, food, and music with public cloud solutions. China鈥檚 Suzhou ELE,  Kaleesuwari Refinery and Rice and Flavours in India, and Shimamura Music in Japan all chose 麻豆原创 Cloud ERP Public.  

And further customers including China鈥檚 Chery Automobile, Jerfine Intelligent Equipment, Dhoot Transmission Limited, and Rossari Biotech all began their 麻豆原创 transformation journeys. 

Tauranga City Council, a local government organization serving more than 160,000 residents in New Zealand鈥檚 North Island, has invested in 麻豆原创 innovation. The organization noted, 鈥淭auranga City Council has chosen 麻豆原创’s Business Technology Platform through a new Enterprise Agreement to accelerate its move to a modern digital council, build custom citizen-facing applications, and extend its core processes. This investment underpins the Council鈥檚 program to deliver a seamless, joined-up experience for both staff and the public.鈥� 

“Reflecting on the customer success, Verena Siow noted, 鈥淐ustomers in every market, from the public sector to financial services to manufacturing, understand that AI delivers its greatest business value precisely when context and trust are built in from the start. The AI transformations that offer tangible results will not be the most dramatic, they will be the ones that bring together industry nuance, business context, and trusted governance. Across Asia Pacific, this is where we are seeing organizations move beyond pilots to generate measurable gains in operational efficiency, workforce productivity, and customer outcomes.鈥�

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In 2026, we鈥檙e all too aware that assumption no longer holds. Geopolitical volatility, trade realignments, regulatory pressure, climate events, labour shortages, and economic uncertainty increasingly overlap. Resilience cannot remain a contingency plan activated during a crisis. It must become part of everyday operations.

In response, industry leaders have often framed their response as a choice between just-in-time and just-in-case. Just-in-time reduces inventory and waste but can leave a business exposed when supply or transport is interrupted. Just-in-case adds safety stock and redundant suppliers, but can lock up working capital, increase carrying costs, and make it harder to respond when demand shifts.

Closing the gap between planning and execution

This approach presents a false dichotomy. Businesses should not have to make a permanent choice between efficiency and resilience. They need the flexibility to change their operating posture as conditions change 鈥� leaning toward efficiency when the environment is stable and adding protection when reliable signals indicate risk.

The new-era resilience model is no longer defined by how much inventory a company holds. It is defined by how quickly and reliably the company can understand a change, assess the trade-offs, and act.

Traditional supply chain management separates planning from execution. Teams develop a plan, release it, execute against it, and then measure what happened. However, in a continuously volatile environment, the assumptions behind that plan may change before execution is complete.

A demand shift, a port delay, or a supplier constraint can require immediate revision. Yet the signal often must pass through manual reports, sequential approvals, and disconnected systems. By the time the organisation responds, the most efficient options may have disappeared.

As such, planning and execution must increasingly coexist at the same point. That means continuously sensing changes in demand, supply, and logistics, evaluating their business impact, and coordinating action across functions. The delay between planning and execution becomes a structural vulnerability when the system is facing permanent disruption.

What an anticipatory supply chain looks like

Consider a beverage company operating across Southeast Asia. A change in temperature indicates that demand may rise in Vietnam, so an anticipatory system assesses available inventory, customer commitments, production capacity, and transport constraints. It identifies stock that can be repositioned from Singapore, prepares warehousing and logistics capacity in Malaysia, and signals the production requirements to the rest of the regional network.

The Line of Business owners have already set the objectives, business rules, risk tolerances, and escalation thresholds. The system acts within those boundaries, records the decisions it has made, actively scans for anomalies, and sends ambiguous or higher-risk exceptions to the designated person.

This is the shift from visibility to coordinated action. It depends on integrated planning and execution, trusted master data, real-time signals, and governed AI that understands business context. The goal is a supply chain that can respond before a disruption compounds.

The operating conditions differ across Asia Pacific, but the requirement for faster coordination is consistent. Chinese enterprises expanding internationally must manage more complex, multi-tier networks as they diversify production and serve new markets. Southeast Asia is becoming a more connected manufacturing and logistics hub, even as infrastructure maturity varies across countries. In Japan, labour constraints, industrial automation, and decarbonisation commitments make trusted automation increasingly important.

Building automation on context and governance

Enterprise automation cannot be added as a loose layer above fragmented process. AI must operate with the data models, permissions, process logic, and regulatory requirements that govern the business. This context is what allows an agent in life sciences to work within regulated manufacturing processes, or an agent in energy to support maintenance across distributed assets.

That鈥檚 where a solution like Joule can be used, providing an engagement and orchestration layer across 麻豆原创 applications while purpose-built assistants and agents then support tasks in planning, procurement, manufacturing, logistics, and asset management. People direct the AI, the assistants orchestrate it, and the agents execute it. But at the end of the day, people remain accountable for strategy, objectives, and judgment, while high risk or exceptional decisions follow clear escalation paths to a defined human-in-the-loop.

Contrary to popular belief, governance does not slow this model down. When an organisation defines what a system can do, what requires approval, and what must be escalated, it can actually speed up processes while also providing control and a clear audit trail.

Global biopharmaceutical company Takeda offers one example. Through Autonomous Regulated Manufacturing, the company is achieving up to 10% productivity gains, up to a 25% reduction in revenue loss from stockouts, and up to a 5% reduction in safety stock. In the energy sector, 麻豆原创 is working with RWE, one of Europe鈥檚 leading renewable energy operators, on an Autonomous Asset Management scenario where AI agents analyse thousands of past incidents, identify likely root causes, and prepare work orders with the right tools and proven fixes from other sites.

These examples connect automation to operational and financial performance while keeping people in control of consequential decisions.

Starting decision by decision

Supply chains will not become autonomous overnight. Leaders should begin with high-value, high-frequency decisions where delay creates measurable cost or risk, such as replenishment, order confirmation, and exception triage. They should connect the necessary data and workflows, define the boundaries for execution, and measure performance from the start.

South Korean electronics manufacturer reflects this directly. By partnering with 麻豆原创 to build an intelligent supply chain analytics agent using and , they are liberating planners from manual data collection to focus entirely on strategic decision-making. This is a monumental shift toward a fully .

Across industries, the shift is the same. A leading Australian packaging manufacturer has taken the same approach. Through integrated business planning, over 30% of planner time has been freed from routine scheduling 鈥� redirected toward higher-value decisions and execution.

The companies that invest in this foundation do not just absorb disruption 鈥� they leapfrog their competition.

AI automation can then expand as results, trust, and organisational readiness improve. The businesses that win through disruption will be those with the data foundation, integration, and governance to act on what they know before disruption has time to compound.

Most importantly, organisations need to recognise that the measure of progress is not the number of AI pilots deployed. It is the business outcome: lower inventory, fewer stockouts, stronger service levels, greater productivity, faster response, and a better working capital position.

Abhishek Sahay is the Chief Revenue Officer for Supply Chain Management at 麻豆原创 Asia Pacific.

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BANGKOK, THAILAND, [15 September 2026] – A new study by 麻豆原创 SE (NYSE: 麻豆原创) and Oxford Economics has revealed that the average company in Thailand expects to spend US$18.3 million (THB602.9 million) on AI this year, below the global average of US$28 million (THB922.5 million). However, AI investment is expected to grow by 44% in the next two years. The average Thai company expects to drive 18% ROI this year (US$3.5 million / THB115.3 million), a figure that is expected to grow to 35% in two years鈥� time (US$8.8 million / THB289.9 million).

Agentic AI is also emerging as an important source of future value. Nearly 8 in ten (78%) Thai businesses see agentic AI as having moderate to very high potential to transform their organizations, while expected ROI from agentic AI is projected to reach US$8.5 million (THB280.0 million / 13%) over the next two years. These insights have been revealed in new global research, The 麻豆原创 Value of AI Report 2026, which surveyed 2,600 business leaders across 13 countries, including 200 from Thailand.

Commenting on the research, Kulwipa Piyawattanametha, Managing Director, 麻豆原创 Indochina, noted, 鈥淭hai businesses are moving from AI experimentation toward execution, and we are beginning to see that momentum reflected in growing returns. The next opportunity is to connect AI with the data, processes and governance that enable businesses to scale AI responsibly and turn adoption into lasting business value.鈥�

AI in Thailand coming closer to enterprise maturity听

Today, almost a quarter of all tasks (24%) in the average Thai business are enabled by AI, a figure projected to increase to 42% over the next two years. Yet despite a rise in strategic AI investment (13%), nearly half of organizations (47%) still rely on fragmented AI deployments rather than enterprise-wide adoption.

Siloed approaches to AI adoption may be due to organizations still building the leadership, skills and operating models required to scale AI effectively. Less than half of Thai companies have a dedicated AI leader responsible for AI adoption (40%), leadership KPIs for AI (30%), or even leadership training on AI capabilities and risks (35%).  

Yet, despite those challenges, 71% of Thai businesses are satisfied with their current AI ROI, while 55% believe their AI implementation is not yet delivering its full potential.

Some of this optimism is due to agentic AI. Yet, it is still early days for the technology, with only 2% of businesses saying they are fully prepared for agentic AI, while the majority say they are either partially prepared or not prepared at all. 

Data, skills and governance gaps could hold back AI value 

Thai organisations are facing a range of challenges achieving ROI from AI, including data, workforce, and governance issues.  

Data readiness remains an important foundation for unlocking greater AI value. While 57% of Thai businesses say they are currently data-ready for AI, 70% identify data quality or availability issues as a challenge to achieving greater AI ROI. 79% of businesses experience low-quality AI outputs at least occasionally, causing rework, delays or backlogs.

The workforce is also evolving alongside AI adoption. Some 76% of Thai businesses are not convinced company-led upskilling is keeping pace with the evolution of AI tools. While 99% expect AI to have some impact on workforce planning, 81% are not convinced existing roles are changing quickly enough to fully take advantage of AI-enabled workflows.

The research also highlights the growing importance of responsible AI adoption. Some 74% of Thai businesses say employees use third-party AI tools at least occasionally without formal approval or oversight. Among the impacts reported, 63% cite inconsistent or inaccurate outputs and 62% report data leakage or intellectual property exposure.

鈥淭he next step to achieve value in AI will be to bring together data, processes, and AI. But businesses in Thailand must understand AI often provides value that is harder to measure than expected, and risk that moves faster than most governance can keep up with. Businesses are quickly discovering that AI governance plays a foundational role in unlocking the value from AI,鈥� continues Kulwipa Piyawattanametha

Governance is a critical obstacle in the way of enterprise AI value. Only around one-in-ten businesses say either their skills (13%) or their processes and frameworks (14%) are fully ready to govern AI effectively.  

These issues may be exacerbated in an agentic future. Today, 40% of Thai companies do not have a human-in-the-loop process for agentic workflows, 40% don鈥檛 have a standard approval process for agents, and only 39% have a registry of the agents in their business. This is critical, given almost two-thirds of Thai businesses (65%) either agree or don鈥檛 know if they鈥檙e deploying agents quicker than they can govern them. 

鈥淩ealising real value from AI is not going to be easy because it demands a new approach,鈥� concluded Kulwipa Piyawattanametha. 鈥淏usinesses in Thailand, large and small, will need to connect AI to the data and processes that run their organisations, and make sure it has the context and governance to drive trusted results. That鈥檚 what we call the Autonomous Enterprise.鈥� 

This isn鈥檛 a technical change; it鈥檚 a human one. Because you can only achieve real value if agents, processes, and people work as one.鈥� 

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TOKYO, Japan – August 31, 2026 鈥� 麻豆原创 Japan Co., Ltd. today announced that NTT DATA has selected 麻豆原创庐 Cloud ERP Private, 麻豆原创鈥檚 cloud ERP solution, and 麻豆原创 Business AI as part of the cloud transformation of its mission-critical systems in Japan.

NTT DATA is听a global leader in AI, digital business, and technology services, providing consulting, systems development, and managed services to clients across a wide range of industries in Japan and around the world. To respond more flexibly to changes in the business environment and continuously transform its operations, the company has been exploring opportunities to modernize its mission-critical systems.

In response to changing business needs, NTT DATA recognized the importance of adapting to change while reducing system complexity and operational workload. The company also identified the need to bring together business processes, data, and AI to support future business transformation.

Based on these requirements, NTT DATA decided to migrate its existing 麻豆原创 S/4HANA environment and selected 麻豆原创 Cloud ERP Private in Japan to build a sustainable ERP foundation based on clean core principles, which enables the company to seamlessly adopt the latest innovations and enhance its data foundation. The company has also adopted 麻豆原创 Business AI and will gradually evaluate opportunities to transform its operations with AI, building on its modernized ERP foundation and business data.

As part of this initiative, NTT DATA will evaluate AI capabilities including 麻豆原创 Joule for Consultants, a conversational AI solution that accelerates cloud transformation with expert guidance from 麻豆原创鈥檚 most exclusive and up-to-date knowledge base. The company will explore opportunities to enhance and streamline activities related to systems transformation, including add-on analysis, design and development support, and test automation. Through these efforts in Japan, NTT DATA aims to reduce the workload associated with cloud migration, improve productivity, and pursue new approaches to business transformation enabled by AI.

Since 2025, NTT DATA听 has positioned itself as 鈥淐lient Zero,鈥� using its own organization as the first client for internal transformation powered by AI. As part of this Client Zero initiative, NTT DATA will build practical expertise across system design, development, and operations, applying the knowledge gained to the transformation of its own mission-critical systems. In the future, the company also plans to use these insights to support cloud transformation and AI adoption among Japanese companies.

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听With offices in 29 locations around the world and 9,632 employees, ABeam Consulting has more than 40 years of experience delivering consulting expertise focused on 麻豆原创 solutions. Its capabilities span 麻豆原创鈥檚 suite of solutions including 麻豆原创 Cloud ERP, 麻豆原创 Business Technology Platform, supply chain management, human capital management, and system integration.听

听As business transformation projects become more complex, consulting teams are increasingly required to navigate broader solution landscapes, shorter delivery timelines, and more specialized customer requirements. ABeam Consulting wanted to help both junior and experienced consultants access trusted 麻豆原创 knowledge more quickly across every stage of a project, from planning and implementation to post-go-live support.听

听To achieve this, ABeam Consulting deployed 麻豆原创 Joule for Consultants on more than 19 use cases across its offices in Southeast Asia, including Singapore, Malaysia, and Thailand, covering both implementation projects and application management services. 麻豆原创 Joule for Consultants is a conversational AI solution that provides consultants with access to 麻豆原创鈥檚 curated knowledge base, helping them answer questions related to implementation methodologies, product documentation, best practices, custom code, and development recommendations.听

听One example involved an application management services engagement where a customer wanted to set up Joule in its own environment. The team needed accurate guidance on prerequisites and setup requirements, but the information was not easily found through traditional research. By using 麻豆原创 Joule for Consultants, ABeam Consulting was able to access the relevant 麻豆原创 knowledge more quickly, helping its consultants support the customer more effectively.听

听After deploying Joule for Consultants, ABeam Consulting achieved an overall 77% improvement in operational efficiency. In some cases, consultants saw improvements of up to 90%, where the time taken to complete certain tasks dropped from 10 hours to just one hour.听

听鈥溌槎乖� Joule for Consultants provides speed in every aspect of our work. It operates as a powerful advisor, helping us explore topics that we had not tackled before and assisting not only junior members of our team but also highly experienced consultants,鈥� said Arata Nishii, Senior Expert, ABeam Consulting Ltd. 鈥淎s 麻豆原创 projects become more complex, no individual consultant can be an expert in every area. With 麻豆原创 Joule for Consultants, our teams can access trusted 麻豆原创 knowledge faster, expand their expertise, and deliver more confidently for customers.鈥�听

听ABeam Consulting also sees 麻豆原创 Joule for Consultants as particularly valuable in supporting the next generation of consultants. Junior consultants can use the solution to guide their research and validate their approach before escalation, while senior consultants can use it to extend their knowledge beyond their core specialisms. This helps reduce dependency on manual research and senior review cycles, while allowing teams to focus more time on higher-value advisory and delivery work.听

听The solution鈥檚 evolving capabilities are also opening new possibilities for more context-aware consulting. With the new document upload functionality, for instance, consultants can now use 麻豆原创 Joule for Consultants alongside customer-specific materials, such as specification documents and project requirements, to ask more contextual questions and receive more relevant guidance.听

听鈥淎Beam Consulting is demonstrating how AI can help consulting teams to work faster, smarter, and with greater confidence,鈥� said Liher Urbizu, President and Managing Director, 麻豆原创 Southeast Asia. 鈥溌槎乖� Joule for Consultants brings together the power of generative AI with 麻豆原创鈥檚 deep, trusted knowledge base, helping partners accelerate delivery and create more value for customers. This is a strong example of how AI can augment expertise, improve productivity, and support the future of enterprise transformation.鈥�听

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SINGAPORE, 10 August 2026 2026 鈥� At its flagship event听 2026,听听听(NYSE: 麻豆原创) announced that Darussalam Assets Sdn Bhd (鈥淒arussalam Assets鈥�), a company that owns and manages several of Brunei鈥檚 government-linked companies, is advancing the next phase of its HR transformation with 麻豆原创, building on its early adoption of 麻豆原创 Business AI within 麻豆原创 SuccessFactors.

In 2024, Darussalam Assets enhanced its 麻豆原创 SuccessFactors environment with 麻豆原创 Business AI, becoming one of the first customers in Asia to leverage 麻豆原创 Business AI within an existing 麻豆原创 solution.

Since then, the company 鈥� which manages a workforce of more than 9,000 employees across 30 subsidiaries and 14 sectors 鈥� has continued to advance from fragmented, manual HR processes towards a more standardized and data-driven operating model across its group-level human capital management operations.

Recruitment processes previously managed across separate companies and spreadsheets have been consolidated into a single platform, giving HR teams visibility across job requisitions, interview evaluations, candidate communications, and hiring decisions. The company鈥檚 centralized recruitment platform now supports a talent pool of more than 40,000 profiles, significantly increasing its reach in Brunei. Recruitment timelines that previously took three to four months are now being completed in as fast as one month for selected roles.

鈥淎s a group holding company, our challenge was to move away from outdated systems and manual processes towards a more streamlined and integrated HR platform,鈥� said Nurahlina Alli, Chartered MCIPD, Human Capital Development Manager, Darussalam Assets. 鈥淲ith 麻豆原创 SuccessFactors and 麻豆原创 Business AI, we have brought recruitment activity into a single platform, improved visibility across the hiring process, and strengthened our approach to talent management across the group.鈥�

Today, Darussalam Assets鈥� recruitment teams are leveraging 麻豆原创 Business AI capabilities within 麻豆原创 SuccessFactors more deeply than before, such as supporting the creation of job descriptions and proposing interview questions based on job profiles. This helps drive greater standardization in role requirements and candidate assessments across the group.

The transformation has also improved HR reporting. Instead of manually requesting recruitment data from individual group companies, Darussalam Assets can now access recruitment information seamlessly on a group level, supporting faster reporting, analytics, and decision-making.

The organization is also expanding AI capabilities beyond recruitment. Employees are using AI tools within performance and goal management to refine goals and performance inputs. The company is also exploring 麻豆原创 Joule to provide faster access to HR information, including employee profiles, pay slips, policies, benefits and entitlements.

鈥淒arussalam Assets鈥� journey shows how organizations can move from early AI adoption to embedding AI into everyday business processes,鈥� said Liher Urbizu, President and Managing Director, 麻豆原创 Southeast Asia. 鈥淏y bringing together trusted business data, integrated HR workflows and 麻豆原创 Business AI, Darussalam Assets is building a stronger foundation across its people operations, boosting workforce agility and improving consistency and employee experience across its group. This foundation enables the organization to continuously adapt, unlock talent potential and drive future-ready growth.鈥�

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Singapore, 05 August 2026 鈥� Today at , 麻豆原创 SE (NYSE: 麻豆原创) launched its AI-Bilingual Workforce Program, a workforce-development initiative that will equip more than 3,000 Singapore Citizens and Permanent Residents with role-based business AI skills over the next three years. The event was graced by Guest of Honour, Mr Tan Kiat How, Senior Minister of State, Ministry of Digital Development and Information.

As part of the program, 麻豆原创 will introduce Sector-Focused Business AI Workshops to help enterprises identify, prioritize and activate high-value AI use cases. The workshops will support organizations over two years across advanced manufacturing, financial services, connectivity and logistics, and healthcare.

Together, the initiatives support the goals of , which aims to help 100,000 workers become AI-bilingual and 10,000 enterprises deepen their adoption of AI over the same period. The aim is to address both sides of enterprise transformation: equipping people to apply AI confidently in their work and helping organizations turn promising ideas into practical business outcomes.

鈥淪ingapore鈥檚 AI ambitions depend on both people and enterprises being able to move confidently from experimentation to impact,鈥� said Eileen Chua, Managing Director, 麻豆原创 Singapore. 鈥淭hrough our AI-Bilingual Workforce Program, 麻豆原创 is bringing together workforce skills, industry expertise and practical adoption support. This will help professionals apply AI in the functions they know best, while giving enterprises a clearer route to identify, deploy and scale AI use cases that deliver measurable value.鈥�

Building an 鈥楢I-bilingual鈥� workforce at scale

An AI-bilingual professional combines deep knowledge of a business domain with the practical AI fluency to transform its workflows. 麻豆原创鈥檚 new Learning Pathways, included within the AI-Bilingual Workforce Program, will build this capability across finance, procurement, human resources, supply chain and manufacturing, while the workshops will help cross-functional business and technology teams apply AI to the operational challenges that matter most to their organizations.

The new Learning Pathways mark the next phase of 麻豆原创 Skills University, which 麻豆原创 launched in Singapore in 2018. To date, approximately 2,400 participants from more than 70 organizations have passed 麻豆原创 Skills University programs.

Participants will begin with core AI concepts, including AI fundamentals, ethical AI, prompt engineering, and 麻豆原创 Business AI. The pathways will focus on how AI can be applied within real business processes, from financial planning and sourcing to workforce management, logistics, and production operations.

The program will combine classroom training with continuous online learning delivered in close collaboration with 麻豆原创 partners. Participants will receive 12 months of access to 麻豆原创鈥檚 online learning platform, including 麻豆原创 learning content, cloud-based exercise environments, learning-room support, and certification examinations, enabling them to continue building their skills as AI capabilities evolve.

Helping Organizations 听turn AI opportunities into action

麻豆原创鈥檚 Sector-Focused Business AI Workshop is a structured discovery engagement designed to help organizations identify, prioritize and activate high-value AI use cases across their operations. Facilitated by 麻豆原创 Business AI experts and 麻豆原创 partners, and drawing on 麻豆原创鈥檚 portfolio of embedded AI and Autonomous Enterprise capabilities, each workshop guides cross-functional business and technology teams through an accelerated process of use-case mapping, feasibility assessment, and adoption-roadmap development.

The workshops will give organizations hands-on support to move from AI awareness to adoption in live business processes. By focusing on real industry challenges across four priority sectors, the program will create a repeatable pathway for enterprises to assess opportunities, define the right use cases and build an actionable route to deployment.

To make adoption easier, SMEs will also be able to access ready-to-launch, partner-delivered packages with fixed pricing and scope. The ERP Package听combines an AI-ready cloud ERP foundation with 麻豆原创 Business AI for finance, procurement, sales, supply听chain听and operations. The HCM Package combines 麻豆原创 SuccessFactors, payroll听services听and 麻豆原创 Joule AI to modernize HR,听payroll听and employee services through a predictable managed model. Standardized delivery based on 麻豆原创 Best Practices will help reduce implementation complexity, lower adoption听barriers听and shorten time to value.

Extending 麻豆原创鈥檚 commitment to Singapore鈥檚 AI economy

The initiatives are the latest step in 麻豆原创鈥檚 long-term commitment to Singapore鈥檚 technology, talent and enterprise ecosystem. This includes establishing Southeast Asia鈥檚 first 麻豆原创 Labs in 2022 and Asia鈥檚 first innovation center for experience management in 2023. In 2024, 麻豆原创 invested S$12 million to expand its Digital Innovation Accelerator and develop practical Business AI applications in advanced manufacturing, financial services, and travel and logistics.

With more than 30 years of experience in Singapore, 麻豆原创 combines deep business-process expertise with the technology and ecosystem required to help organizations translate AI innovation into productivity and growth. The AI-Bilingual Learning Pathways, Sector-Focused Business AI Workshops, and ready-to-launch software packages bring those capabilities together to support Singapore鈥檚 ambition for a productive, competitive and AI-enabled economy.

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SINGAPORE 4 August 2026听– A new study by 麻豆原创 SE (NYSE: 麻豆原创) and Oxford Economics has revealed that Singaporean businesses see significant value ahead from agentic AI, even as many acknowledge they are not yet fully prepared to govern, scale and realize its potential.听

听According to听The 麻豆原创 Value of AI Report 2026,听return on investment (ROI)听from agentic AI is expected to reach听US$9.8m听(SGD$12.6听million1)听in Singapore over the next two years, almost double last year鈥檚 estimate of听US$4.9m听(SGD$6.3听million).听听

听This comes as Singaporean companies expect to drive a total AI ROI of 19% this year, equivalent to USD$3.5m (SGD$4.5 million), up from 16% last year. That ROI is expected to grow to 36% in two years鈥� time, equivalent to USD$10.3m (SGD$13.3 million).听

听The research听鈥撎齱hich surveyed 2,600听business leaders across 13 countries, including 200 from Singapore听鈥撎齭hows that over eight in ten Singaporean businesses听(89%)听believe agentic AI has moderate to听very high听potential to transform their听organization. Yet it听remains听early days for听the technology, with only 2% of businesses saying they are fully prepared for agentic AI. The majority say they are either partially prepared or not prepared at all.听

听Commenting on the findings,听Eileen Chua, Managing Director, 麻豆原创 Singapore听said: 鈥淪ingapore businesses are moving from AI experimentation to AI execution, and the expected returns from agentic AI show just how much confidence there is in the technology. But value will not come from AI adoption alone. It will come from connecting AI to business data,听processes听and governance, so organizations can move faster while still acting with control and confidence.鈥�听

Singapore businesses advance on AI, but maturity听remains听uneven听

听The study found that AI is already becoming embedded in day-to-day听work across Singapore. Today, over a quarter of all tasks听(27%)听in the average Singaporean business are supported by AI. This is expected to increase to 47% in two years.听

听However, many听organizations听are still building the leadership,听skills听and operating models听required听to scale AI effectively.听Less than听half of Singaporean companies have a dedicated AI leader responsible for AI adoption, at 45%. Even fewer听(32%)听have leadership KPIs for AI or provide training on AI capabilities and risks听(37%).听

听This is creating growing pressure on workforce planning and skills. Almost eight in ten Singaporean businesses听(79%)听are not convinced their company upskilling is keeping pace with the evolution of AI tools.听

听AI is no longer a side project. It is becoming part of how work gets done,鈥� said Eileen Chua, Managing Director, 麻豆原创 Singapore. 鈥淎s Singapore advances AI bilingualism, the real opportunity is to build a workforce that understands both the technology and the business context to apply it responsibly. That means organizations need to treat AI capability as a business capability. Skills, leadership听accountability听and responsible usage cannot sit behind the technology curve, especially as companies begin to explore more autonomous AI use cases.鈥�听

听Data,听skills听and governance gaps could hold back AI value听

听Many听Singapore businesses continue to face foundational challenges that could become more pressing in an agentic AI future.听

听Data quality听remains听a major barrier. The share of businesses that say they are data-ready for AI dropped from 62% in 2025 to 55% in 2026. At the same time, 82% of companies revealed challenges with incomplete data. These issues are already affecting business operations, with 81% of businesses experiencing rework,听delays听or backlogs due to low-quality AI听outputs.听

听Governance is another critical obstacle. Only around one in ten Singaporean businesses say either their skills, at 12%, or their processes and frameworks, at 10%, are fully ready to govern AI effectively.听

听These gaps may become more significant as agentic AI adoption grows. Today, 27% of Singaporean companies do not have a human-in-the-loop process for agentic workflows, 30% do not have permission and access controls for agents, and only 40% have a registry of the agents in their business. This is critical given two-thirds of Singaporean businesses (66%) either agree or do not know if they are deploying agents faster than they can govern them.听

听Eileen Chua, Managing Director, 麻豆原创 Singapore听continued: 鈥淎gentic AI raises the stakes for enterprise readiness. When AI systems can act across workflows, businesses need clear visibility into where agents are听operating, what data they can access, and where human oversight is听required. Without that foundation, organizations risk creating more activity without achieving better outcomes鈥�.听

听The findings point to a clear opportunity for Singapore businesses: AI value will increasingly depend on how well听organizations听can connect intelligent technologies to the data, processes and people that run their business.

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