China Daily | Updated: 2025-03-21
Editor’s Note: This year marks a critical milestone as China concludes its 14th Five-Year Plan. To help in assessing the success of the process, we have asked multinational executives to share with our readers their insights about their business achievements in the past few years and further expectations in the years to come.
Q1 What’s your view on this year’s two sessions? Do you expect any specific policy measures for further deepening reforms and expanding high-standard opening-up? What more should China do to create a more enabling business environment for foreign investors?
DEPOUX: China’s economic resilience has been noteworthy, particularly given the global headwinds such as geopolitical tensions and inflationary pressures in the past few years. Yet, resilience is not enough — growth is also a crucial objective for the Chinese economy and society. In the two sessions, policies were established to find a new balance between resilience and growth.
We expect China will further address industrial modernization and technology-driven productivity, decarbonization and consumption. It will continue to reaffirm commitment to openness and predictability for foreign investment. By balancing self-reliance with openness, China can solidify its role as a stabilizing force in global supply chains and climate action, driving sustainable growth.
For foreign investors, predictability and confidence are key: clearer rules and regulations, further opening of market access, strengthened enforcement of intellectual property rights laws and regulations, and stronger incentives for research and development partnerships would attract and retain foreign investment and bridge global best practices with China’s innovation ambitions.
WANG: The two sessions represent a pivotal moment for China’s continued commitment to high-quality opening-up and reform. At LinkedIn, we’re particularly attentive to policies that will shape the business landscape for both foreign enterprises operating in China and Chinese companies expanding globally.
LinkedIn has witnessed China’s unwavering support for enterprises “going global”. Since formally entering the Chinese mainland market in 2014, we’ve served as a bridge connecting Chinese businesses with international opportunities, helping them recruit overseas talent and develop global marketing strategies. This decade of experience gives us confidence in China’s dedication to fostering a vibrant, internationally integrated business environment.
SIM: This year’s two sessions hold great significance amid the rapidly evolving local and global landscape. This year is also the final year of the 14th Five-Year Plan period (2021-25), presenting opportunities for reviews and further enhancements.
As an airline connecting Chinese travelers to Singapore and beyond, we look forward to initiatives that will enable freer travel and push for the development of inbound and outbound tourism.
The year 2025 also marks the 35th anniversary of diplomatic relations between China and Singapore. As an “aerial bridge” between the two countries, we will continue to support and facilitate connections to boost tourism and the economy.
XU: At Cathay Pacific, we are closely aligned with China’s 14th Five-Year Plan (2021-25), particularly the dual-circulation strategy and commitment to high-quality opening-up. The focus on enhancing Hong Kong’s position as a world-class international aviation hub and the integration of the Guangdong-Hong Kong-Macao Greater Bay Area present significant opportunities for us. As visa processes are simplified, we see growing potential in international tourism and cross-border trade. Cathay believes that a more open and welcoming environment will drive economic growth and strengthen cultural ties between China and the world, allowing us to better connect people and goods globally.
Q2 “New quality productive forces” is widely seen as key to helping China achieve industrial upgrade and “high-quality development”. How can your company help cultivate such forces in China?
DEPOUX: Roland Berger has been proud to be a bridge linking global expertise with China’s aspirations for the past four decades, and it is a role we’ll continue to play in the next chapter of China’s growth. There are a few key drivers: we help our clients improve industrial and commercial efficiency and the quest for enhanced operational performance, in a context of margin volatility across all industries, and high pressure in consumption-driven businesses. We also help Chinese clients to globalize, to find new outlets for domestic production capacity and engage in the next phase of globalization. By blending global best practices with China’s unique ecosystem, we enable clients to transform innovation into sustainable, high-value growth — turning “new quality productive forces “into competitive advantages, on a global scale.
WANG: The concept of “new quality productive forces” introduced at previous sessions particularly resonates with LinkedIn’s observations of global labor market trends. We believe cultivating new quality productive forces requires empowering professionals with future-ready skills. Our data show that 70 percent of global job skills will change by 2030, with AI-related competencies becoming essential, particularly in emerging fields like artificial intelligence and digital technology. This aligns perfectly with China’s focus on developing new productive capabilities through technological innovation and industrial upgrading, which in turn facilitates knowledge-based talent exchanges. To address this transformation, LinkedIn provides comprehensive solutions helping Chinese enterprises enhance their workforce capabilities and adapt to evolving skill demands. Our learning platform offers 24,000+ courses, including 600+AI modules, while generative AI-powered coaching enables personalized skill development. By connecting Chinese enterprises with global technical talent and providing data-driven insights on emerging skill requirements, we help bridge talent gaps and drive industrial upgrading through human capital empowerment aligned with China’s innovation-driven growth strategy.
SIM: Technology is no longer just an enabler, it is also a competitive differentiator. As the airline industry continues to recover and evolve, leveraging cutting-edge innovations will be essential to enhance efficiency and customer satisfaction, and help future-proof our operations against industry challenges.
Innovation has been part of Scoot’s DNA since its establishment in 2011. We continuously invest in digital enhancements and automation to drive greater service capabilities and efficiencies across all touchpoints.
We’ve adopted a completely localized mobile application specifically tailored to the Chinese market to provide a more user-friendly experience.
XU: Cathay Pacific is committed to supporting the goal of industrial upgrade by fostering innovation and sustainability in aviation. We utilize cutting-edge technologies to improve operational efficiency and enhance customer experience. Our commitment to sustainable development, including the use of sustainable aviation fuel and carbon reduction initiatives, directly supports China’s dual-carbon goals. Moreover, by collaborating with Chinese mainland institutions and encouraging local talent to join the aviation industry, we foster global insight and sustainable growth, facilitating the country’s industrial transformation.