Maryam, Founder of CV Cahaya Inklusi

Maryam | Photo by: Jefri Tarigan

Within Indonesia’s social landscape, I see gender, disability, and environmental issues often appear side by side, yet they are still frequently treated as separate challenges. For me, and for many women with disabilities living in rural areas such as Wonosobo, Central Java, these three issues are deeply interconnected and form very real structural inequalities. As national development continues to accelerate, my lived experience shows that not all citizens are moving forward at the same pace.

Data from Statistics Indonesia (BPS) shows that there are approximately 22.97 million persons with disabilities in Indonesia, or about 8.5 percent of the total population. However, this figure is not matched by the fulfillment of basic rights. Based on my experience and observation, access to education, employment, and social participation remains very limited. Only around 2.8 percent of persons with disabilities complete higher education, while participation in the labour market is also low. Many survive in the informal sector without social protection, and nearly 90 percent are not recorded as part of the active workforce. These statistics are not merely numbers. They represent the daily realities faced by me and my community.

This situation remains far from the country’s commitments. Law Number 8 of 2016 on Persons with Disabilities clearly positions the state as the primary entity responsible for fulfilling our rights, including the rights to education, employment, and accessibility. Articles 18 and 19 guarantee equal accessibility and public services. Yet, based on my experience, the implementation of these policies has barely been felt, especially at the local level.

I have experienced these gaps firsthand. I have encountered government buildings without ramps, public transportation that is inaccessible to persons with disabilities, and service facilities that do not consider diverse user needs. Even for basic administrative matters, I often had to rely on assistance from others due to the absence of fundamental access. These experiences made me realize that public infrastructure development still lacks an inclusive perspective.

This awareness encouraged me to join the Indonesian Women with Disabilities Association (HWDI) in 2017. There, I found a space to share experiences and collectively advocate for our rights. Many women with disabilities grow up in environments that limit their life choices, including access to education and skills development. I witnessed how available options were often narrowly directed based solely on physical conditions, rather than on individual potential and aspirations.

Maryam and her team. Photo by: Jefri Tarigan

Together with the organization, I began engaging in more systematic advocacy. We held consultations with various local government agencies, participated in public consultation forums, and directly conveyed the urgency of inclusive infrastructure development. In 2017, out of dozens of public service buildings in our region, only a small portion had disability-friendly facilities, and many of them still failed to meet technical standards. I personally observed how facilities were built merely to fulfill administrative obligations, without considering safety or ease of use. In fact, Minister of Public Works and Housing Regulation Number 14/PRT/M/2017 has clearly outlined accessibility standards for persons with disabilities.

Change began to emerge when disability groups were more actively involved in policymaking processes. In 2023, through an Indonesia–Australia partnership program focused on inclusive infrastructure, I was directly involved in developing procedures for inspecting public service buildings. For the first time, the perspective of persons with disabilities became part of the recommendations for issuing Certificates of Feasible Building Function.

Building on these experiences, the initiative to establish CV Cahaya Inklusi emerged in September 2023. Through CV Cahaya Inklusi, we conducted assessments of 42 public service buildings and found that around 80 percent did not meet accessibility standards. For me, these findings confirm that infrastructure development still requires fundamental correction to truly achieve fairness.

From this assessment process, an innovation in portable ramps was developed, designed based on direct user experience. This innovation not only addresses accessibility challenges, but also opened my awareness to the connection between disability and environmental issues. In rural areas, I observed that wood waste from cooking activities is often discarded into rivers, polluting the environment. We then processed this waste into low-emission materials for portable ramps, creating dual benefits: improved accessibility and reduced environmental impact.

This approach aligns with the direction of national development policies. The National Medium-Term Development Plan (RPJMN) 2020–2024 emphasizes inclusive and sustainable development, as well as strengthening community participation in achieving the Sustainable Development Goals (SDGs), particularly in reducing inequality and addressing climate change. Beyond improving accessibility and environmental protection, this waste processing initiative also generates economic value for rural households. Waste that previously held no value now becomes an additional source of income and encourages behavioural change in environmental management.

My experience in Wonosobo shows that solutions to disability and environmental challenges do not always depend on large-scale projects. Policy commitment, consistency in implementation, and partnerships with local communities are key factors. Local governments that create participatory spaces and involve persons with disabilities in assessment processes provide good practices that should be replicated. Approaches like this deserve greater attention and should be mainstreamed in many other regions.

Future challenges are likely to grow as budget efficiency policies are implemented by both central and local governments. From my observation, under fiscal pressure, support for community initiatives and civil society organizations tends to shrink. Meanwhile, the RPJMN explicitly emphasizes the importance of multi-stakeholder collaboration. Budget efficiency must therefore prioritize collaborative strategies so that inclusion initiatives that have been gradually built can grow stronger.

For me, this experience reinforces that inclusion cannot stop at the level of regulation. It requires sustained policy commitment, serious implementation, and recognition that citizens, including vulnerable groups, are partners in development. Mainstreaming the perspectives of women and persons with disabilities is essential in development planning and implementation, so that social justice, as mandated by the Constitution, can be fully realized down to the local level.

CV Cahaya Inklusi is one of the startups nurtured through the KINETIK NEX program. KINETIK NEX is an initiative implemented by New Energy Nexus in collaboration with KINETIK, the Australia–Indonesia Climate, Renewable Energy, and Infrastructure Partnership, a flagship program aimed at fostering Indonesia’s green economy and accelerating the energy transition.

KINETIK NEX promotes inclusive growth by supporting clean energy and climate technology startups in Indonesia. It is designed to empower local innovators, create green jobs, and deliver climate solutions beyond major urban centers, supporting bold ideas for a prosperous Indonesia and a sustainable planet.

Published on: Media Indonesia E-paper, IDN Times, and Harian Fajar

Roha Rehan presents her paper on PakPlug at the 2025 IEEE Transportaton Electrification Conference and Expo, Asia-Pacific (ITEC-AP) in Singapore.

Could the “Airbnb” of charging stations be the key to unlock an EV revolution?

Electric vehicles (EVs) in Pakistan are more than just a passing fad. The stage is set for explosive growth, with an ambitious aim of 30% of new vehicles sold by 2030 being EVs, and Chinese EV giant BYD building a manufacturing plant in Karachi to produce 25,000 vehicles annually starting this year.

But is the infrastructure in place to support such a rapid boom? After all, EV charging stations are about to become as huge a commodity as gas stations.

This is where clean energy entrepreneurs like Roha Rehan, a recent electrical engineering graduate from Lahore, come in. Roha’s business, PakPlug, wants to be the “Airbnb” of EV charging stations for Pakistan’s growing EV market.

The spark

Roha’s journey starts at home.

She said her father, an electrical engineer himself, is very “into EVs.” Her family started with hybrid cars in 2012 and has exclusively driven EVs since 2023. While it has helped them cut fuel costs, it wasn’t all smooth driving.

“When we have to travel from Lahore to any other city, we really need to borrow a car from somebody else, because we don’t know if we can locate chargers for our electric car,” Roha said.

She and co-founder Hammad Javaid found that even if charging stations were in an area, a local would have a hard time finding them, as they’re not being marketed properly nor geotagged. That led to the development of PakPlug—an app where anyone can find a place to recharge their vehicles in Pakistan.

The PakPlug app.

Here’s how it works: People who own an EV charger at home or at an establishment can add it to PakPlug’s system. Users can then find this charging station through the app, and the owner will be able to charge a fee for renting it out.

As a plus for the energy transition, 85% of EV charging stations currently in PakPlug’s systems use solar energy, keeping in pace with Pakistan’s solar boom.

Speed bumps

Currently pre-launch, the app is still going through growing pains. Onboarding customers, ensuring the security of people lending chargers at home, and deciding a price point for renting—these are a few of the barriers for customers and owners, which the team is actively solving.

For example, Roha says they’ve recommended that owners only install their chargers near their gate, so they run a wire into the driveway, and customers don’t have to go inside the home. They’re also testing dynamic pricing, where people can charge more if they own other facilities like restaurants beside their charging station, as it means drivers have something to do while recharging.

Aside from app development, being a woman in STEM comes with its own set of challenges. Roha shared that even in university, her electrical engineering classes had a ratio of 40 men to nine women, and doubts in her abilities continued after graduating.

“When I started this startup, a lot of people had questions like, ‘do you know how EVs charge?’ ‘Do you know this and that?’ And I was like, yes, that’s literally my degree,” Roha said. “People tend to think that women aren’t able to do much in a startup ecosystem, and that they will always need some backing.”

Roha Rehan presents at the National Incubation Center Lahore in 2025.

Despite these, Roha has gotten a lot of encouragement from the field. But to break out into the market and scale fast in Pakistan’s changing EV landscape, she saw the need for stronger, more tailored support.

Revving up

Enter Climate Innovation Pakistan (CLIP), a collaboration between New Energy Nexus and Renewables First. Roha was selected for the first cohort of the CLIP Incubator: a 12-week, equity-free program helping entrepreneurs validate products, run pilots, refine business models, and connect with investors and partners across Pakistan.

“I was also incubated somewhere else before, but those were for a wide range of startups. There wasn’t any direct climate-related guidance,” Roha said. “As we discussed in one of our last sessions [in the CLIP incubator], it’s really hard for climate startups to get initial funding, because their impact is going to be long-term and you can only project numbers for the future.”

As she expected, Roha is picking up a lot from sessions dedicated to climate and clean energy solutions like hers, such as emissions impact analysis and what climate investors look for in pitch decks. She’s also getting mentored by Shah Talha Sohail, CEO & Co-founder of Pakistani EV startup Mode Mobility, as part of the program.

“The mentorship sessions that I’m having with Talha are also great, because he’s been working in the startup ecosystem for a while now and he’s really willing to help us out wherever possible,” Roha said. “He even told us that he’ll help us set up our initial grant phase, where we can start applying to grants, if not proper investments, for now.”

The road ahead

As they get PakPlug ready for launch, Roha shared big plans for the app. They’ve set an initial goal of 200 customers in the first three months post-launch. They are also developing a smart switch for EV charger owners, which would track electricity usage and inform changes in pricing.

The team also envisions partnering with the national government and taking on a bigger role in the country’s energy transition.

“So, in the future, when I’m traveling from Lahore to Islamabad, I want to say ‘I don’t have to borrow somebody else’s petrol car and add to the emissions,’” Roha said. “‘I can use my electric car to travel, and I can easily locate chargers as well.’”

Roha Rehan presents an event on addressing e-mobility challenges in Pakistan.

Her advice to fellow young entrepreneurs and women in STEM venturing into clean energy?

“I think for someone young, I would say that startups don’t happen overnight. It takes a lot of time and a lot of patience. So if you come up with an idea, you shouldn’t just give up because it’s not happening right now,” Roha said.

“And for women, it doesn’t matter how big or small the idea is, and you shouldn’t let people tell you otherwise… You don’t particularly need to have a co-founder that’s a man who knows all this stuff. You can figure it out on your own.”

If you’re a founder like Roha looking to scale your climate solution, in Pakistan and beyond, check out how we can support you here.

For many early-stage startups, being “investor-ready” is often interpreted as having a polished pitch deck. In reality, investor readiness goes much deeper. It reflects how clearly founders understand their business, how prepared they are to share evidence behind their claims, and how confidently they can navigate fundraising conversations over time.

These themes were explored in an online expert learning session led by Puon Penn, CEO and Managing Partner of New Energy Nexus Ventures, as part of the She Wins Climate Southeast Asia Accelerator. Here are six key insights coming out of the session:

1.Valuation is a negotiation

One of the strongest messages from the session addressed a common misconception among early-stage founders.

“Valuation is a negotiation, not a calculation.”

At the early stage, valuation is rarely driven by complex financial models. Instead, investors look at the overall opportunity, the urgency of the problem being solved, the credibility of the team, and early market signals. Revenue projections matter, but they are only one part of the conversation.

Understanding valuation as a negotiation helps founders focus less on finding a “perfect number” and more on clearly communicating why their startup is worth backing.

2.Investor readiness starts before the fundraise

Investor readiness is not something to prepare only when fundraising begins. It should be built early, alongside product development and market validation.

Investors look for consistency. They pay attention to how founders explain their problem, articulate their solution, and describe their progress over time. Startups that treat fundraising as a process rather than an event are better positioned to respond to questions, requests, and due diligence when they arise.

Being “ready” means knowing your numbers, your assumptions, and your story, and being able to explain them clearly without overpromising.

3.Prepare for due diligence early

Due diligence is often perceived as something that happens after an investor shows a strong interest. In reality, it can begin informally much earlier through conversations, follow-up questions, and data requests.

Puon highlighted that prolonged due diligence with unclear timelines is a common challenge for startups. Founders were encouraged to prepare basic documentation early and to approach due diligence as a two-way process.

Clear communication, defined timelines, and aligned expectations can help founders protect their time and maintain momentum during fundraising.

4.Knowing what investors look for

Investors are not only evaluating the business. They are also evaluating how founders think, respond, and make decisions.

Investors pay attention to:

• How founders handle difficult questions
• Whether assumptions are grounded in evidence
• How risks are acknowledged and managed
• How open founders are to learning and iteration

Being investor-ready means being honest about what you know, what you do not know, and how you plan to learn.

5.Fundraising is a strategic process
Rather than approaching fundraising as a short-term goal, Puon encouraged founders to see it as a strategic process. This includes choosing the right investors, understanding alignment beyond capital, and being thoughtful about timing.

Not every “yes” is the right yes. Fit matters, especially at the early stage, when investors often play an active role in shaping a startup’s direction.

6.Building confidence through preparation
Ultimately, the session reinforced that confidence in fundraising does not come from memorizing a pitch. It comes from preparation, clarity, and experience.

Startups that invest time in understanding their business, their market, and their fundraising strategy are better equipped to navigate investor conversations with intention rather than pressure.

After all, investor readiness is not about being perfect. It is about being prepared.

Supporting women-led climate startups

This expert sharing session is part of the She Wins Climate Southeast Asia Accelerator, initiated by the International Finance Corporation (IFC) and supported by the Government of Canada and the Government of Australia.

The program supports women-led climate startups across Southeast Asia with investment readiness, go-to-market capability, and access to regional and global networks.

Mastering your commercialization engine

For early-stage startups, the term “go-to-market” is often mistaken for a launch activity. A campaign, a sales push, or a growth sprint.  A go-to-market is a roadmap organisation’s made for launching a new product or service.

In reality, go-to-market is a learning process. It is how founders understand who their customer truly is, how value is delivered, and what it takes to move from early interest to real adoption.

These insights were at the center of an expert sharing session led by Sharinee Shannon, Venture Partner at Hive Ventures, as part of the She Wins Climate Southeast Asia Accelerator Program.

Start with one customer

One of the most important messages from the session was the need for focus at the earliest stage.

“You don’t win go-to-market by trying to serve everyone. You win by knowing one customer deeply, then expanding from there.”

Early-stage founders often see multiple potential customer segments, especially when building solutions that could apply across industries. While this flexibility can be valuable, pursuing too many customer types at once slows learning.

By selecting one ideal customer profile (ICP), founders are forced to go deeper. This includes understanding the customer’s buying cycle, pricing constraints, internal decision-making, competitors in their context, and where they spend time.

This depth of understanding becomes the foundation for effective distribution, pricing, and messaging. Expansion can come later, once there is evidence of traction.

Defining your ICP clearly

To help founders move from assumptions to action, the session encouraged using a simple framing to define an ICP:

We help (who) solve (pain) by (solution) because (urgent why).

The goal is to be as specific as possible. Specificity helps translate strategy into action.

A clear ICP definition makes it easier to decide:

• Who to prioritise for conversations and pilots
• How to tailor messaging and value propositions
• Which channels and partnerships are worth pursuing
• What kind of evidence or validation is needed

If defining one ICP feels restrictive, it may help to see it as a starting point rather than a permanent choice.

Start with a problem that feels urgent

Go-to-market does not start with market size. It starts with a problem that customers feel strongly enough to act on.

Useful questions to explore include:

• How does this customer currently address the problem?
• What are the limitations of that approach?
• What risks or costs exist if the problem remains unsolved?

Understanding urgency helps shape messaging, pricing, and distribution decisions, and often explains why some customers move faster than others.

Early go-to-market is about learning

In the early stages, go-to-market activities are less about scaling and more about learning.

Pilots, trials, and early deployments provide valuable insight into:

• How customers actually use the product
• Who is involved in approving a purchase
• How long decisions take in practice
• Where friction or hesitation occurs

These insights help founders refine both the product and the go-to-market approach before expanding further.

Choosing distribution with intention

Distribution channels should reflect how a chosen ICP prefers to discover and adopt solutions.

Some customers value direct engagement, while others rely on partners or peer recommendations. Understanding these preferences reduces wasted effort and improves conversion.

When the ICP is clear, distribution decisions tend to become more straightforward.

Pricing as part of go-to-market

Pricing plays a role beyond revenue generation. It signals value and influences adoption.

Early pricing discussions can reveal how customers perceive the importance of the problem being solved. Feedback during negotiations or pilots often provides direction for refinement.

Rather than aiming for perfect pricing early on, the goal is to learn and adjust.

Go-to-market evolves over time

It is expected that a go-to-market approach will change as a startup gains experience and feedback from the market.

Adjustments to ICP, messaging, channels, or pricing are signs of learning, not failure.

Go-to-market is best viewed as a capability that strengthens over time through focused experimentation and reflection.

Supporting women-led climate startups

This expert sharing session is part of the She Wins Climate Southeast Asia Accelerator, initiated by the International Finance Corporation (IFC) and supported by the Government of Canada and the Government of Australia.

The program supports women-led climate startups across Southeast Asia with investment readiness, go-to-market capability, and access to regional and global networks.

Giang Hoang represents HKG Energy at a 2024 AIS4EE event.

When we first met Giang Hoang, she wasn’t just leading a startup – she was building one from the ground up.

Giang is the CEO and co-founder of HKG Energy, one of New Energy Nexus Vietnam’s corporate partners, which hosted interns through our NEXGen 2024 and Youth Internship Pilot 2025 programs. But even as she helped give young innovators hands-on experience in the country’s fast-growing clean energy, she was still in the process of learning herself; particularly on how to find success in one of the most challenging corners of climate tech.

Giang launched HKG Energy on International Women’s Day, March 8, 2024, and it proved to be more than a coincidence. Working in tech, an industry where women hold only a quarter of CEO positions globally, she has faced her fair share of challenges.

“Being a founder is hard, especially in deep tech,” she said. “In my first three months, most people told me I’d quit within a year. No one trusts you until you deliver. But while some of those voices have since been laid off in today’s tough job market, we’re still here, growing and gaining traction.”

HKG Energy lab in South Korea

Faster charging, better EVs

HKG Energy’s core innovation, Terra Silicon, is a patent-pending nanomaterial that increases battery energy density by up to 80%, helping electric vehicles drive farther, charge faster, and cost less. Beyond mobility, the technology can improve energy storage systems, consumer electronics, and even robotics, expanding access to cleaner, more efficient power.

Since its founding less than two years ago, HKG Energy has moved fast: entering proof-of-concept phases with global OEMs and battery makers, securing millions in LOIs, and receiving clean energy grants from both Vietnam and the US. Moreover, they’re now a member of Greentown Labs, a leading climate incubator based in Boston.

Sample cells made by HKG Energy

But her journey didn’t start in America. Giang’s career began in Vietnam, working her way up toward a leadership position in the Vietnamese EV company VinFast and managing a US$2-billion supply chain.

Now, through HKG Energy’s partnership with New Energy Nexus Vietnam, Giang is paying it forward by opening doors for young people to enter the clean energy sector.

“We’re truly grateful for [New Energy Nexus Vietnam]’s commitment to building a sustainable startup and talent ecosystem. Your support goes beyond programs; it’s a belief in the potential of founders and future leaders.”

Vietnam on the rise

For Giang, success isn’t just about building a company; it’s about building capacity for a nation ready to lead in deep tech.

“Vietnam has a unique window to leap ahead, not just as Southeast Asia’s gateway, but as a global hub for deep-tech manufacturing. The key is not waiting for the ecosystem to mature, but actively building it: invest early in high-quality startups, fund national labs and pilot lines, and de-risk commercialization. It’s not a burden, it’s an opportunity to lead.”

Her vision for Vietnam’s role in the clean energy transition is bold, drawing from her experience managing a US$2 billion supply chain for Vietnamese EV company VinFast.

“From my time at VinFast… I saw Vietnam’s speed and scale. But to lead globally, we must shift from assembly to deep-tech leadership. HKG Energy brings that shift – building homegrown IP and advanced battery materials that can power Vietnam’s rise in the global battery value chain.”

Giang Hoang presents HKG Energy to Julien Guerrier, European Union Ambassador to Vietnam.

Giang’s story goes beyond her success in her tech. She is one of many women and Southeast Asian leaders breaking glass ceilings across the globe. As they do this, more innovators can bring forth solutions that can make the clean energy transition go faster – ensuring a better, more sustainable future for everyone.

“Clean energy isn’t just necessary for the planet, it’s a sound investment. It’s already cheaper than fossil fuels and will define the future of industry. For the next generation, stepping into this space isn’t just a mission – it’s a smart, strategic move.”

Looking for more clean energy stories in Vietnam and beyond? Or are you a founder searching for opportunities? Find out more from New Energy Nexus Vietnam here.

The clean energy transition is our chance to build a fairer future, yet women are still missing from the table. Around the world, only 15% of clean energy leadership roles are held by women.

Even in Thailand, a leader in the Asia Pacific region when it comes to women’s leadership in the energy sector, women occupy just 23% of leadership positions.

But when women are at the helm, the impact speaks for itself.

Salinee Hurley. Photo from SunSawang

Salinee Hurley is proof that inclusive leadership powers inclusive solutions. A mechanical engineer specializing in solar, she founded SunSawang: a social enterprise bringing solar home systems and lanterns to off-grid villages along the Thailand–Myanmar border. She is also the Project Director at the Border Green Energy Team (BGET), an organization advancing clean energy access in the region.

Salinee’s journey into solar began when she pursued further studies in solar engineering in the United States. Returning to Thailand, she initially implemented solar projects through an NGO model, using grant funding to provide free installations in remote areas. Over time, she realized the approach lacked long-term sustainability.

To address this, Salinee transitioned to a social enterprise model, offering long-term payment plans that support both ongoing maintenance and local ownership.

“Free installations may help in the short term, but the real goal is to empower people to access energy independently in the long run,” she said.

Solar installation at Maw Poe Kay High School. Photo from SunSawang

SunSawang now trains and hires local technicians and sales agents to serve their own communities. This localized model not only keeps systems functioning, but also supports economic activity—access to reliable electricity allows for evening work like weaving, increasing household income.

Salinee’s work also highlights the systemic barriers that persist in Thailand’s solar landscape: high upfront costs, inconsistent regional regulations, and limited financing options for low-income households. Recent steps, including draft laws to simplify rooftop solar permitting and new green loan products, are promising, but access remains uneven.

Last year, she joined New Energy Nexus Thailand’s SolarSTEP initiative, where she shared her expertise and connected with other women leading the shift to a cleaner energy future.

Solar installation at Maw Poe Kay High School. Photo from SunSawang

Supporting women leading the way

SolarSTEP is designed to build skills and leadership among solar technicians and entrepreneurs, with a focus on women, to help accelerate Thailand’s clean energy transition.

This work is spurred on by Thailand’s ambitious target to reach 12,139 MW of solar capacity by 2037, as outlined in its Alternative Energy Development Plan (AEDP). Hitting this target will take more than policy; it requires investing in people, empowering women, and expanding access to rooftop solar across the country.

This is where SolarSTEP comes in. The program has already delivered seven trainings across Thailand’s Central, Northern, and Southern regions, reaching over 200 participants. These efforts have been strengthened through collaboration with key partners, including PEA Encom Smart Solution, PEA Encom International, and LONGi.

Photo of the SolarSTEP 2024 Training program participants, including Salinee Hurley.

Looking ahead, we’re focused on scaling impact, broadening solar access, and building a sector that mirrors the diversity of the communities it serves.

If we want a just and resilient clean energy future, we need to break down the barriers that keep women on the sidelines and back those already leading the way. Empowering more women to participate and lead in clean energy isn’t just the right thing to do—it’s the smart thing to do.

Want to be part of building an inclusive clean energy sector in Thailand? Learn more about our work here.