When it comes to trailblazing women, Claire Chiang sets the standard. At 75, the co-founder and senior vice president of Banyan Group shows no signs of slowing down, with her signature flowing locks and indomitable spirit. When we spoke, she was set for back-to-back business trips to China, Indonesia, the Maldives, and Mexico. She co-founded the group together with her husband, Ho Kwon Ping (who also acts as executive chairman), in 1994. Fast forward 31 years, the global developer and operator of hotels, spas, residences, food, and retail is on track to open its 100th property in November with the Mandai Rainforest Resort by Banyan Tree in a symbolic homecoming in Singapore.
Besides being a mother of three children who are involved in the business, Chiang’s catalogue of accomplishments is extensive. She served as a Nominated Member of Parliament in Singapore, was among the first two women admitted to the Singapore Chinese Chamber of Commerce and Industry, authored the Chinese-language autobiography My Journey and After, and has chaired numerous non-profit boards—all with extraordinary elegance and poise.
Mandai Rainforest Resort by Banyan Tree
Her efforts have not gone unnoticed; she has been honoured with multiple accolades in Singapore, including the Public Service Medal (PBM) in 2008 and the Public Service Star (BBM) in 2014, in recognition of her advocacy for social and community issues. For her contributions to the arts, sustainability, and women’s empowerment, Chiang was named a Friend of the Arts by Singapore’s National Arts Council and was inducted into the Singapore Women’s Hall of Fame by the Singapore Council of Women’s Organisations. Speaking to Chiang is akin to experiencing a private TED Talk, an inspiring masterclass that leaves you in awe of the extraordinary impact one woman can make in a lifetime.
“What sets Banyan Group apart from other names in hospitality is its focus on value creation, humanity, community, and people—drivers that ultimately fuel our efforts. These values, which have inspired me whether I was a Rotarian or working in social services, have driven me and have been translated into the business. We remain an independent company, which is why we are able to be consistent and show perseverance throughout the decades. I believe that doing good is the role for businesses rather than being a wealth creation vehicle.
“When I first started on this journey, I was the charter president for Singapore Compact, the local chapter of the United Nations Global Compact. At the time, CSR was equated with charity and philanthropy. I’d go out a lot to explain that it’s beyond giving money, but also the way you operate, design your workforce, and connect with stakeholders. We’ve disbursed millions of dollars through our foundation and supported countless community projects. It’s all about the transformation in positive change.”
Garrya Mù Cang Chải
“Not everyone is a leader, but they like to observe and follow them. From this, you can create leaders because you give them the courage to do so. I hope that all three of my children are able to motivate and influence through the way they behave, live, communicate, and facilitate. I don’t care about being in power but only about being an agent of influence.
“There have been numerous calamities over the past three decades that we had no control over, such as avian influenza and COVID-19. We tightened our waistlines, held ourselves together, and picked ourselves up. We didn’t get through it by intelligence, but by the loyalty and commitment of our associates who stood by us. They knew that when the good times came back, we would repay them.
“The biggest challenge for us continues to be finding the right people. Although we are not a huge company, we have more than 90 nationalities working for us in 23 countries. Knowing the right governance standards and operating in the correct and effective way are everyday challenges. The internationalisation of talent within the group is a tremendous exercise, but it’s simultaneously our unique selling point, as it brings with it all the confluence of diversity, creativity, and insights that add colour to our group. We teach diversity training and carry out diversity recruitment exercises to invite people to catalyse a new way of doing things all the time.
“I don’t believe in gender biases in terms of leadership, effectiveness, and communication styles. I can’t see myself as a docile, sweet person who gives in all the time. But neither do I see myself as an aggressive, assertive male. These are all part of a repertoire of skills that I borrow to use in different contexts.
“We should not just wait for our government to act. I think companies should do more to create workplaces that are pro-women and pro-family. At Banyan Group, we allow remote work and various flexible work arrangements that help meet the needs of associates at different life stages.
“Nine years ago, I started our Women of the World programme to provide women with a platform and space to speak up and exchange their points of view. We meet four times a year, and the process has yielded higher confidence and stronger communication skills amongst participants. By intentionally spotlighting women and engaging them in projects and tasks alongside male peers and in different work situations, we expose them to opportunities to discover their potential.
“Workplaces cannot be a contested terrain between genders. They are an opportunity to pull together diverse perspectives and gender practices to scale efficiency, creativity, and productivity. This, however, requires consistent and intentional management leadership.”
Illustration by Tan Eng Huat
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