The climate crisis is testing leaders like never before. Poman Lo, Vice Chairman and Managing Director of Regal Hotels International, calls for purpose, not profit, to guide Asia’s transformation toward a greener,...
Every generation faces a defining test of leadership. Ours is the climate crisis – the ultimate measure of foresight, courage, and collective will. From record-breaking heatwaves to biodiversity loss and economic instability, the planet’s warning signs are growing louder.
Each year, we emit over 50 billion tonnes of greenhouse gases and we have already consumed more than 1.7 times the Earth’s regenerative capacity. If we continue at this pace, by 2050 there will be more plastic than fish in the ocean.
Global temperatures have already risen by 1.5°C, one million species face extinction, and Asia, home to 60% of the world’s population, accounts for more than half of global emissions. As leaders, we must confront these realities head-on: not as an act of charity, but of strategy. This begins with establishing clarity on why we must act, what transformation is needed, and how we can drive it at scale.
The “why” is survival: the climate crisis demands urgent, systemic change. The “what” is opportunity: to reimagine growth through innovation and inclusion, redefining prosperity to sustain rather than deplete. And the “how” is purpose: aligning profit with impact, competition with collaboration, and vision with action.
Purpose is far more than a corporate slogan, it is the organizing principle that aligns strategy, culture, and execution. I have witnessed how a clear purpose can drive measurable transformation in my role as Vice Chairman and Managing Director of Regal Hotels International, and as Founder of the One Earth Alliance – a collaborative platform uniting investors, corporations, philanthropists, and policymakers to accelerate sustainable impact across Asia.
The hospitality sector is among the most energy-intensive industries in the world, yet that also makes it one of the most powerful levers for change. In our hotels, we have sought to demonstrate that sustainability and service excellence can go hand in hand.
Across our operations, we’ve eliminated millions of plastic bottles through filtration systems and reusable flasks, reimagined buffet models to reduce waste, and partnered with universities to convert food waste into energy and eco-bricks. These steps are not endpoints, but starting points: proof that collective intention, anchored in purpose, can reshape entire industries.
Our ten-year decarbonization plan, aligned with SBTi standards, now tracks progress across Scope 1–3 emissions to ensure accountability. Because measuring impact is as important as making it. Without transparent data, good intentions can lose credibility. Clear metrics allow us to channel resources where they matter most, turning purpose into disciplined innovation, and innovation into long-term value creation.
In the age of AI, ESG scrutiny, and rising social awareness, the definition of leadership is being rewritten. Today’s leaders must balance technological ambition with human empathy. Technology – perhaps our greatest hope – can decarbonize even the hardest-to-abate sectors, at speed and at scale. Yet it cannot, on its own, inspire trust or cooperation. The pollution we see in the world is a reflection of the imbalances within our own mindset, a reminder that cultural transformation is as essential as technological innovation.
Nowhere is this dual challenge more evident than in Asia, which represents both the greatest risk and the greatest opportunity for global climate action. Singapore’s operational excellence and research capabilities complement Hong Kong’s strength as a green finance hub, together forming the foundation of a regional ecosystem for sustainable innovation. In this context, collaboration becomes the true currency of progress, enabling shared solutions that transcend borders and scale across industries.
For business, this is not idealism but realism. Talent is motivated by values. Investors reward transparency. Consumers reward authenticity. Companies that embed purpose attract both the people and the capital they need to thrive.
From pioneering one of Hong Kong’s first carbon-neutral hotels 15 years ago to advancing sustainable innovation and investment, I have seen firsthand that purpose and profit are not opposites but partners. When aligned, they create a powerful engine for innovation, resilience, and sustainable growth, the new leadership imperative for our time.
The One Earth Alliance brings together stakeholders in measurable, cross-sector collaboration, because purpose-driven investing should make the right choice, the easy choice.
Turning purpose into practice demands structural change. Purpose must be hardwired into the system: into governance, incentives, and daily operations that reinforce long-term vision. Across our properties, climate risk assessments and data-driven retrofits turn ambition into accountability. Yet no company can transform an industry alone.
When we debated whether to replace plastic bottles with alternative formats, cost was a major barrier – until the entire hotel sector made a collective commitment to go plastic-free. Collaboration has always been at the heart of my leadership philosophy.
The One Earth Alliance brings together stakeholders in measurable, cross-sector collaboration, because purpose-driven investing should make the right choice the easy choice.
From guest behavior to boardroom decisions, purpose can be designed into every layer of strategy. When guests become aware of their energy use, they naturally begin to conserve more. Incentives such as loyalty points for skipping housekeeping turn values into daily habits. Purpose must live in systems, not slogans.
We must rise above artificial boundaries and join forces.
In a world defined by volatility and uncertainty, purpose provides clarity.
We stand at a critical juncture in human history. The path forward is collective. We must rise above artificial boundaries and join forces. For leaders, that means treating sustainability not as a department but as a direction: a compass for innovation, inclusion, and resilience.
Leadership is about contribution, not control. When purpose becomes our compass, performance follows. Together, we can co-create a brighter, more sustainable future for all.
This article is inspired by a keynote session at IMD’s signature Orchestrating Winning Performance program, Singapore (2025), which brings together executives from diverse sectors and geographies for a week of intense learning and sharing with IMD faculty and business experts.
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