By Abby Moore, CEO APAC, Chiptech
Earlier in April, I had the opportunity to spend a week in Singapore attending the World Ageing Festival and meeting with a wide range of organisations working across ageing, community care, technology, and policy. It was a valuable chance to step outside our established markets and better understand how different countries are responding to the shared challenge of rapidly ageing populations.
Singapore is now officially a “super‑aged” society, with more than 1 in 5 people aged over 65. What stood out immediately is the intent and energy being applied to this challenge — from government policy through to community organisations, innovators, and private sector partners.
Across conversations and events, Singapore’s approach to ageing is clearly centred on active ageing, wellbeing, and community connection. The emphasis is on keeping people engaged, mobile, and socially connected for as long as possible, rather than waiting for crisis points.
At the same time, while there is widespread agreement that technology has an important role to play, technology‑enabled care and personal emergency response systems are not yet as embedded or mature as they are in some other markets. There is still work to be done to build understanding of where these solutions add value, when and how they should be funded, and how they can be integrated into existing care models.
This is also shaped by cultural context. Singapore takes a more collective, community‑oriented approach to ageing, with strong expectations of shared responsibility across government, service providers, families, and local communities. This contrasts with the more individualistic approaches common across many European nations, where independence, personal choice, and self‑directed care often sit at the centre of decision‑making.
These differences matter. They influence how technology‑enabled care is positioned, how early it is introduced, and whether it is viewed as a shared societal investment or an individual support. Understanding this context is critical if solutions are to be introduced thoughtfully, accepted culturally, and funded sustainably.
Walking the exhibition floors and meeting with innovators made one thing very clear: technology by itself is not enough.
There were many products on display, but not all demonstrated a deep understanding of reliability, interoperability, or what it truly means to support someone in their home, 24/7. Conversations frequently circled back to the importance of trust, ease of use, and acceptance by older people, particularly around wearable devices, where stigma remains a real barrier in parts of Asia.
It was also impossible to ignore how pervasive “AI” has become in the conversation. Almost every solution referenced it in some way, whether central to the offering or not. The real challenge is ensuring these technologies are applied meaningfully and responsibly, with clear outcomes for people, not just as a marketing label.
One of the most valuable aspects of the week was meeting with community care organisations, government‑linked agencies, and potential partners to better understand local funding settings, standards, and pathways.
Singapore’s system is highly coordinated but also complex. There is no single, overarching framework for personal emergency response systems. Instead, requirements are shaped through collaborations between ministries, housing providers, and service organisations. Affordability and subsidy thresholds also play a significant role in what is realistic and scalable.
For organisations looking to operate across regions, this reinforces the importance of listening first — understanding local priorities, constraints, and expectations before attempting to introduce new solutions.
Perhaps the strongest takeaway from the week was that meaningful progress in new markets comes from relationships, not transactions.
Whether through introductions facilitated by NZ Trade and Enterprise, events at the New Zealand High Commission, or conversations on the exhibition floor, the most valuable moments came from open discussions about shared challenges and long‑term goals.
For Chiptech, Singapore is not about rushing to market. It is about building the right relationships, learning from different models, and carefully considering where our experience, across New Zealand, Australia, and the UK, may add value over time.
I returned home with a deeper appreciation for both the scale of the ageing challenge across Asia‑Pacific and the care required to address it well. The week reinforced that while technology can be a powerful enabler, its success depends on how well it aligns with local culture, funding models, and expectations of shared responsibility.
As populations age and workforce pressures continue to grow, the opportunity — and responsibility — for those of us working in this space is to look beyond novelty and focus instead on solutions that are reliable, respectful, and grounded in how people, communities, and systems actually function. Getting this right is not just a technology challenge, but a collective one.
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