Celebrating visionaries and inspirational leaders

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Celebrating visionaries and inspirational leaders

Once again, the halls of the Bangkok Post resonate with the thrill of honouring brilliance and innovation within the corporate sphere. In our steadfast commitment to recognising exceptional leadership, we take immense pride in presenting the “Bangkok Post CEO of the Year 2023” awards.

Building upon our tradition of acknowledging trailblazers who have reshaped industries and ignited change, this year’s awards pay homage and extend applause to chief executive officers and top leaders for their unwavering guidance, transforming ordinary companies into beacons of success, progress and inspiration.

The awards encompass a diverse array of categories, each representing a facet of the dynamic business world. From visionary strategies to transformative leadership, these accolades spotlight not only corporate triumphs but also the remarkable contributions these leaders have made to society and the economy at large.

As we venture into a new era with 14 distinctive awards, each winner’s captivating story will be told, illuminating why they have captured the public’s imagination and admiration. Their narratives, achievements, innovative strategies and contributions that propel their organisations into the future will be spotlighted in the days ahead.

To mark the “CEO of the Year 2023” announcement, the Bangkok Post is from today launching a series about awarded CEOs on every working day, showcasing their achievements, business strategies, and inspirational visions both in the print edition and on our website.

PTTEP LOOKS TO A MORE SUSTAINABLE FUTURE

CEO Montri Rawanchaikul understands the economic necessity for secure sources of energy, but vows that the firm will always keep the environment in mind

Mr Montri has been a driving force at PTTEP, leading initiatives to reduce carbon dioxide emissions and pave the way for sustainable approaches.

Chief Executive Officer Montri Rawanchaikul believes one key mission for PTT Exploration and Production Plc (PTTEP) is to devise ways to reduce the impact of its businesses on the environment, particularly by reducing the company’s carbon dioxide emissions.

Mr Montri said he is aware the company needs to continue to secure enough fuel to support the Thai economy, but this effort should not ignore the cost to the environment.

As someone who sets policies and strategic plans for PTTEP, Mr Montri has helped the company promote projects to cut carbon dioxide emissions, seek new alternative energies and pave the way to operate in a more sustainable manner.

One such project is developing Thailand’s first carbon capture and storage (CCS) facility at the Arthit gas field in the Gulf of Thailand, one of several efforts aimed at helping the government curb carbon dioxide emissions in the country.

The CCS project fits with the company’s campaign against global warming and the environmental, social and corporate governance (ESG) principles, which promote business development and taking better care of the environment and society, said Mr Montri.

ESG refers to a set of standards that are said to be able to lead to business sustainability.

“We expect the CCS project to store up to 1 million tonnes of carbon dioxide during gas production at Arthit within 2027,” said Mr Montri.

The company has already completed the preliminary front-end engineering and design phase of the project. It expects the CCS facility to start operating by 2027.

The Gulf of Thailand offers great potential to store carbon dioxide, amounting to roughly 40 million tonnes a year, because, geographically, the terrain is a sink area, which is suitable for the storage of carbon dioxide.

PTTEP is also cooperating with five companies from France and South Korea to produce green hydrogen in Oman, said Mr Montri.

Green hydrogen, which is used to fuel power generation and manufacturing processes, is produced by using electricity made from renewable energy to split water molecules into oxygen and hydrogen.

This project shows the company is not solely focused on the exploration and production of petroleum, as it is also seeking new opportunities to develop future energy.

Under a contract made with Hydrom Oman SPC, which operates under the government of Oman, PTTEP and its partners were awarded a 47-year concession to produce green hydrogen at Block Z1-02 in Dugm in eastern Oman.

The production facility, to be run by 5 gigawatts of solar and wind power, is expected to open in 2030, with an estimated 220,000 tonnes of hydrogen produced annually.

These two projects indicate PTTEP is focusing more on the environmental aspects of its businesses, which will, in turn, partly help the government to run a campaign to combat global warming successfully.

At the 26th UN Climate Change Conference held in Glasgow in 2021, Thailand announced it is determined to achieve carbon neutrality, a balance between carbon dioxide emissions and absorption, by 2050, along with a net-zero target, a balance between greenhouse gas emissions and absorption, by 2065.

PTTEP also has its own plan under — EP Net-Zero 2050 — concept, which aims to achieve a net-zero target by 2050.

“The CCS and green hydrogen projects will support PTTEP’s environmental efforts, driving Thailand and the world at large towards a low-carbon society,” said Mr Montri.

Greater care for the environment will be a crucial part of PTTEP’s work in the future.

“The company will go on expanding its investment in natural gas production, but at the same time, it will also incorporate the greenhouse gas emission issue in the decision-making process of new gas projects,” said Mr Montri.

National energy security is important to fuel the growth of the country’s economy, but its development must be sustainable, which will be achieved through better environmental management, he said.

MTL aims to go from strength to strength

Chief executive Sara Lamsam’s vision is for the insurer to become the country’s most trusted life and health partner

Mr Sara believes positive factors will support the growth of the country’s life insurance industry.

Sara Lamsam is the driving force behind the success of Muang Thai Life Assurance (MTL), one of Thailand’s most prominent life insurance companies.

Backed by 30 years of experience within the Lamsam family in the life insurance industry, the 54-year-old president and chief executive officer has played an integral role in outlining and implementing business strategies that have driven MTL’s steady growth for decades.

A key strategy that led to the company’s outstanding performance and its ability to win accolades has been MTL’s provision of a range of innovative products and services.

MTL this year announced its goal of becoming a life insurer that stands out in terms of its product offerings via online platforms to reach various groups of customers and maintain a leadership position in the country’s life insurance industry.

Consumers can now access MTL’s products via both traditional and new distribution channels. The company established the Fuchsia innovation centre under a “think out of the box” concept to strengthen innovations in relation to its products, services, and management processes. The centre is an example of MTL’s collaborations in the form of business alliances to develop products that serve different groups of customers, particularly those requiring a unique product.

MTL Click, an application developed to allow customers to access all of the company’s services in one location, received the Business+ Product Innovation Award 2023 in May after over 800,000 individuals downloaded the app.

Two months earlier, the insurer launched MTL Fit, an app to help make people’s healthcare hassle-free. It offers dynamic pricing under an “MTL Fit Reward” feature for discounts of up to 15% on insurance premiums.

Last month, the company joined hands with Line BK to offer an innovative life insurance product for lower-income consumers and freelancers. These groups can easily access information and pay a small amount for life insurance protection via Line Pay.

Mr Sara said offering products and services that are easy to understand and equipped with innovation for the convenience and accessibility of customers enables MTL to meet the needs of every kind of lifestyle at different stages of life. That, in turn, enables MTL to be connected with more targeted customers.

Such a strategy helps the company expand its customer base while core products such as health coverage, critical illness coverage, unit linked-insurance, and pension insurance continue to expand well, supporting MTL’s ability to grow continuously and stand out in the life insurance sector.

Mr Sara, early this year, announced his vision for MTL to become the country’s most trusted life and health partner and become a market leader as the “health provider” of innovation in terms of health insurance coverage and wealth management under the concept of “MTL Next to You”.

He emphasised the concept of life insurance products that meet the needs of consumers through an “outside in” perspective. Using this strategy, the company offers services with new innovations through both digital and non-digital systems to meet the needs of customers who prefer either self-service or service with a human touch.

“The life insurance business today has changed the way of thinking as companies cannot only rely on an ‘inside out’ dimension in offering insurance coverage,” said Mr Sara.

“Nowadays, the world of life insurance is about personalised or ‘outside in’ to serve customers. Finding products that meet customer needs is very important, so big data and innovation is a key success tool for today.”

Using information systems to develop insurance plans via online and offline channels is a strategy that keeps customers satisfied, making MTL successful and its operating results grow even in times of crisis, he said.

The life insurance industry overall continued to grow in this year’s first half, with total insurance premiums reaching 300 billion baht, up 3.78% compared to the corresponding period last year. For the entire year, premiums are projected to grow 0-2% year-on-year to 613 billion to 624 billion baht.

In the first five months, MTL recorded higher growth than the overall market, with insurance premiums surging 14.4% year-on-year to 29.9 billion baht. Of the total, new insurance premiums accounted for 10.5 billion baht, up 13.8% year-on-year, and insurance renewal premiums soared 14.8% to 19.4 billion baht.

In his capacity as president of the Thai Life Assurance Association, Mr Sara believes that positive factors will support the growth of the country’s life insurance industry as people become more aware of the importance of life insurance and additional health or critical illness insurance policies. The trend of increasing medical expenses and uncertainty regarding the spread of emerging diseases such as Covid-19 have driven the growth of the insurance industry so far this year.

Life insurance policies, relative to the size of the Thai population, average 38%, while the value of the life insurance industry contributes roughly 3.8% to GDP at present. In some countries, life insurance companies can reach a larger number of people and can contribute up to 15% to GDP.

The life insurance business in Thailand still has plenty of room to grow, as many people are yet to be covered by insurance products.

Moreover, 95% of the funds in the life insurance system are invested in debt instruments, government bonds, and stocks. This suggests that the insurance business is connected to the country’s ecosystem.

HSBC Thailand taps global connectivity

The bank will continue to support its clients in growing and diversifying their investments in offshore markets, said Mr Gamba.

HSBC Thailand is leveraging its global connectivity and investment expertise to help both Thai and international clients grow their businesses worldwide, while maintaining a long-term commitment to expanding the bank’s business in the Thai market.

The bank aims to establish itself as the leading international bank in Thailand for outbound business, supporting the expansion of large Thai corporations regionally and globally.

“Globalisation is the bank’s superpower in connecting our clients to new business opportunities within Asean and beyond,” said HSBC Thailand’s Chief Executive Officer Giorgio Gamba.

In the wealth space, HSBC Thailand has been actively enhancing its capabilities in Thailand to better serve the country’s high-net-worth individuals and their families.

The bank will continue to support its clients in growing and diversifying their investments in offshore markets.

HSBC Thailand launched its onshore asset management business in September 2022 after introducing private banking business to the country in February 2021, and the bank has been able to grow the business segment satisfactorily, he said.

Foreign direct investment (FDI) has been growing in various countries and industries in the region, including Thailand. Japan accounts for one-third of Thailand’s inbound FDI.

China ranked second in terms of FDI last year and will play an increasingly important role in investment as many of that country’s companies are relocating their manufacturing bases to Thailand.

Thailand has attracted FDI in several industries, but especially agriculture, hospitality, healthcare, and manufacturing, particularly EV production and the automotive-related supply chain.

In addition, HSBC Thailand aims to continue to be the leader when it comes to inbound international business in the Thai market.

The bank earned its leadership position based on the growth potential of both the Thai and regional economies.

Meanwhile, Asean continues to be the world’s fastest-growing trade bloc, offering significant wealth and trade opportunities for businesses and investors alike.

“Thailand is a country where we see tremendous potential to grow and expand our business, so we have ambitious growth plans here,” Mr Gamba said.

HSBC Thailand announced an impressive performance in 2022, with revenue growing 28% and profit growing 55% year-on-year, representing a record high over a 10-year period. Strong relationships with customers, employees and the wider community are key to achieving these remarkable rates of growth.

Moreover, the bank will continue to invest in people, digital infrastructure as well as other resources to bolster its existing operations, which span wholesale banking, market and securities services, and private banking.

In response to local business expansion, HSBC Thailand has completed a capital increase, in line with the nation’s economic growth, he said.

HSBC’s country strategy was developed in parallel with Thailand’s national development plan.

With global networks and a high level of investment expertise, international connectivity is the bank’s key business strategy in supporting corporate clients investing and expanding worldwide.

The bank focuses on helping customers expand businesses in the world’s key economic corridors, where HSBC has an active presence, notably in China, the US, Europe, Asean, and the Middle East.

The bank supports Thai clients in growing their businesses in 42 countries.

HSBC Thailand has set out an ambitious plan to prioritise sustainable financing and investment that supports the transition to a net zero global economy, said Mr Gamba.

The bank also encourages Thai clients to strategise their portfolios and raise capital for renewable investment.

The bank committed to providing US$1 trillion of sustainable finance and investments by 2030 after achieving $211 billion in 2022.

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PTTEP looks to a more sustainable future

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Although CEO Montri Rawanchaikul is aware of the financial need for reliable energy sources, he promises that the company will generally keep the environment in mind.

One of PTT Exploration and Production Plc’s( PTTEP ) main goals, according to Chief Executive Officer Montri Rawanchaikul, is to find ways to lessen the environmental impact of its operations, particularly by lowering carbon dioxide emissions.

At PTTEP, Mr. Montri has been a driving force behind efforts to cut carbon dioxide emissions and open the door for environmentally friendly methods.

  • Best Director in Sustainable Energy Visionary Leadership
  • PTT Exploration and Production Plc’s CEO, Montri Rawanchakul

Mr. Montri acknowledged that the company still needs to find enough energy to support the Thai business, but he cautioned against ignoring the environmental impact of this effort.

Mr. Montri has assisted the company in promoting projects to reduce carbon dioxide emissions, looking for new alternative & nbsp, energies, and paving the way for operations to be more sustainable as someone who sets policies and strategic plans for PTTEP.

One such initiative is creating Thailand’s first carbon capture and storage ( CCS ) facility at the Arthit gas field in the Gulf of Thailand, one of many initiatives to assist the government in reducing carbon dioxide emissions.

According to Mr. Montri, the CCS project is in line with the company’s efforts to combat global warming as well as the environmental, social, and corporate governance ( ESG ) principles, which support business growth and environmental and societal preservation.

A set of requirements known as ESG is said to be capable of promoting business sustainability.

According to Mr. Montri,” we anticipate the CCS job to keep up to 1 million kilograms of carbon dioxide during oil output at Arthit within 2027.”

The project’s initial front-end engineering and design period has already been finished by the business. The CCS ability is anticipated to begin operations by 2027.

Because the ground in the Gulf of Thailand is a fall area, which is suitable for the storeroom of carbon dioxide, there is significant potential to save it, amounting to about 40 million tonnes per year.

According to Mr. Montri, PTTEP is also working with five French and North Korean businesses to produce clean hydrogen in Oman.

Water molecules are broken down into oxygen and hydrogen using electricity generated from solar energy to produce clean hydrogen, which is used to fuel manufacturing and power generation processes.

This task demonstrates that the business is not just interested in the exploration and production of gas; it is also looking for fresh ways to develop new sources of energy.

PTTEP and its partners received a 47-year yielding to produce clean hydrogen at Block Z1 – 02 in Dugm, eastern Oman, as part of an agreement they made with Hydrom Ocean SPC, an entity that is governed by the OMAN state.

With an estimated 220,000 tonnes of hydrogen produced every, the manufacturing facility, which will run on 5 gigawatts of solar and wind energy, is scheduled to open in 2030.

These two initiatives show that PTTEP is putting more of an emphasis on its businesses’ environmental concerns, which will help the authorities successfully launch a battle to combat global warming.

Thailand declared at the 26th UN Climate Change Conference, held in Glasgow in 2021, that it is committed to achieving carbon neutrality— a balance between carbon dioxide emissions and absorption — by 2050 and a net-zero target of balancing emissions of greenhouse gases and absorbtion by 2065.

In accordance with the EP Net – Zero 2050 principle, PTTEP also has a program that aims to reach net-zero levels by the end of the year.

According to Mr. Montri,” The CCS and clean hydrogen projects will help PTTEP’s economic efforts, promoting a low-carbon society in Thailand and the rest of the world.”

In the future, PTTEP’s work may be heavily reliant on increased environmental protection.

According to Mr. Montri,” The company will continue to increase its investment in natural gas production, but at the same period, it will also add the greenhouse gas emission issue into the decision-making process of fresh gas projects.”

Federal strength security is crucial to sustaining the nation’s economy, but it must be developed sustainably, which will be made possible by better economic management, he said.

2023 Bangkok Post CEO

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Entrepreneurs Summit IV: ‘There is a place for every dreamer, every misfit in an environment without boundaries’

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Panelists promote the proper” thinking, plan, and help infrastructure.”The Ministry of Economy views KL as a business hub because it is located between China, India, watts, SEA, and nbsp.Key participants in Malaysia’s business ecosystem gathered on October 17 at the Entrepreneurs Summit IV in Kuala Lumpur to encourage entrepreneurs to be…Continue Reading

Analysis: ASEAN urged to enact laws for clearer skies, as member-states bicker again over transboundary haze

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WHAT ELSE IS POSSIBLE?

Kiu Jia Yaw, a lawyer for sustainable development and an advocate for climate change, told CNA that ASEAN needed to expand on the Transboundary Haze Pollution Agreement from 2002, which establishes guidelines for collaboration and resource discussing in relation to the cloud.

Like Greenpeace, he advocated for Malaysia to enact its own laws, which would then be followed by other nations, and suggested that ASEAN part states hold their own organizations accountable for their operations abroad. & nbsp,

He cited Indonesia as an example, where it was recently revealed that 203 businesses had received warnings and 20 had been told to close as a result of their presence in the fires, including Indonesian company subsidiaries.

The Indonesian government could conjure any of those subsidiaries to provide an explanation regarding claims of flames on their agreement lands, he said. & nbsp,

In contrast to Singapore’s law, which purports to have power over institutions outside of the Republic, he emphasized that any such law may only apply to Malaysian businesses. The following are: & nbsp;

He noted that Indonesia had violated Singapore’s Transboundary Haze Pollution Act and had not cooperated with the Republic in 2015. He said that each country would govern its individual businesses to ensure that they don’t interfere with those of another country and prevent any issues of independence.

Singapore had then looked into four Indian businesses in connection with starting or encouraging fires that led to unhealthful levels of cloud in the city-state.

According to Mr. Kiu, stricter business regulations would ultimately increase ASEAN agricultural products’ competitiveness in international markets because they would perform better in the areas of & nbsp, business, and human rights.

They would perform better in terms of environmental, social, and governance( ESG ) performance, which would make it easier for them to export into other markets. They would be able to complete an increasing number of ESG due diligence procedures from the standpoint of funding and investors, he said. The following are: & nbsp, , S & P,

According to Dr. Helena Varkkey, an associate professor of climate politics at the Department of International and Strategic Studies, ASEAN already has a framework in place for the cloud, but it was difficult to put it into practice. & nbsp,

She stated that having a arranging center to deal with the cloud and ensure uniformity in the information used to solve the problem, such as the air quality information, would be of utmost importance. In addition, & nbsp,

” You are in a situation where the Air Pollution Index ( API ) in Johor and Singapore’s pollution standards index ( PSIC ) have different readings. All of these issues need to be resolved, she said. & nbsp,

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Gobi Partners invests undisclosed amount into agritech BoomGrow

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Pre-Series A made via Khazanah-backed Gobi Dana Impak Ventures fund
Uses repurposed shipping containers located in situ, growing vegetables

Asia-focused venture capital firm, Gobi Partners is doubling down on its commitment to Environment, Social and Governance (ESG)-friendly investments through its latest funding, for an undisclosed amount, into Malaysian AgriTech startup, BoomGrow’s Pre-Series A…Continue Reading

EY Center for Sustainable Supply Chains launches in Singapore

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Comprises team of 50+ climate change and sustainability professionals
Focus areas include traceability, supply chain decarbonisation, circular business models & tax incentives

The EY organisation recently launched the EY Center for Sustainable Supply Chains. Based in Singapore, the Center provides tailored service offerings that help organizations at every stage of their supply chain…Continue Reading

Indonesian PPP player secures syndicated sustainability-linked facility | FinanceAsia

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PT Sarana Multi Infrastruktur (PT SMI), a dedicated infrastructure entity under the jurisdiction of Indonesia’s Ministry of Finance, announced recent success in obtaining a $700 million sustainability-linked syndicated term loan facility. The firm serves as a financing vehicle for the development of nationally significant infrastructure projects, through public-private partnerships (PPPs).

“This syndicated loan is intended to refinance existing projects as well as to fulfil new financing needs primarily for sustainable infrastructure projects in Indonesia,” the press release noted.

The new funds will be used to refinance a maturing $700 million offshore syndicated term loan that was first arranged in 2020. The sustainability-linked offering closed on September 13 with aggregate commitments of $1.8 billion and was 2.6 times oversubscribed.

Key performance indicators (KPIs) linked to the facility include growing the company’s sustainability financing portfolio, and increasing the number of employees undertaking environment, social, and governance (ESG) training.

Green opportunity

Speaking to FinanceAsia about the transaction, Colin Chen, head of ESG finance for Asia Pacific at MUFG Bank, which served as one of the transaction’s mandated lead arrangers and bookrunners (MLABs), highlighted the opportunities brought by sustainability-linked financing for companies active in “hard-to-abate sectors,” given no requirements around the use of proceeds.

Kunardy Lie, director of institutional banking at DBS Indonesia – also a MLAB – said his team sees “abundant opportunities” to push the sustainability agenda through green and transition financing solutions in the local market.

Although emerging economies like Indonesia are tasked with driving economic growth alongside a low carbon budget, environmental and socially-conscious funding initiatives can help advance sustainability agendas, Lie noted. He cited the market’s PPP scheme as a policy catalyst which convenes industry players, financial institutions and regulators to establish common practices to approach ESG issues.

First introduced in 2005, the state-backed PPP Project Book lists out a range of infrastructure projects that are open to private sector participation, with a view to bridging the existing infrastructure funding gap and driving Indonesia’s national economy. PT SMI is actively involved in the scheme and acts as a crucial financier in some of the key national infrastructure projects.

“We are excited to support PT SMI in their venture to finance ongoing projects including sustainable infrastructure projects,” Lie said, noting that DBS’s relationship with PT SMI started in February 2020 around the arrangement of the original working capital facility.

Renewables projects, as well as other forms of energy transition segments constitute growing sub-sectors within the domestic infrastructure market, Chen added.

He cited supportive policy initiatives, including the Just Energy Transition Partnership (JETP) which was signed off during last November’s G20 summit, and the country’s rich solar and wind resources as helping to drive Indonesia’s developing green economy.

“We will want work closely with policymakers and the private sector to leverage this important initiative in support of Indonesia’s net zero transition,” Chen said.

“This sustainability-linked syndicated term loan facility is a real example of innovative fundraising, by also implementing our commitment towards sustainability target,” Edwin Syahruzad, president director of PT SMI, commented in the press release.

In addition to DBS and MUFG, the MLABs for the transaction included Bank of China (Hong Kong), CTBC Bank Co., Ltd., Mizuho Bank, and United Overseas Bank (UOB). UOB also acted as the MLABs’ transaction and overall sustainability coordinator for the transaction.

PT SMI and the remaining MLABs did not respond to FA’s requests for comment.

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9 Budget 2024 recommendations as rocket fuel for Malaysia’s Soonicorns 

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Critical to offer visas for foreign students who study in local universities 
Time has come to implement a Local Technology Procurement Framework

“Soonicorns” or “Soon-to-be-unicorns” are late stage technology companies most of whom have raised venture capital funding and have the potential to become unicorns. 
These late stage companies have gone beyond the…Continue Reading

Asean exchanges formalise sustainability governance efforts | FinanceAsia

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Six Asean-based exchanges released a list of ten governance objectives last week( September 12 ) that are included in the Common ESG Metrics of the regional bloc. The points make up the last item on a list of 27 thorough disclosure recommendations from regional market-listed companies that address plethora of environmental, social, and governance( ESG ) issues. The articles titled” E”( environment ) and” S “( social ) elements were released in March and December 2022, respectively.

According to Dr. Soraphol Tulayasathien, senior executive vice president and head of the Corporate Strategy and Sustainable Market Development Divisions at the Stock Exchange of Thailand( SET ), the complete list” serves as a common basis for member stock exchanges to build upon to drive sustainability among their listed companies.”

He told FinanceAsia that” each specific trade within Asean will defend the acceptance and importance of ESG metrics in the framework of their local market dynamics.”

In 2021, the ESG Working Group ( ESG WG ) was first established by the Asean Exchanges in six nations, including Bursa Malaysia, Hanoi Stock Exchange, Ho Chi Minh Securities Exchange ( HOSE ), Indonesia Stock Exchange ( IDX ), Philippine Stockex( PSE ), and SET. In response to the growing fame of ESG issues that have come to guide global funding decision-making as well as other owing application procedures, the members work together to lead local sustainability-themed initiatives.

” The Asean Exchanges have been working together to create a framework for collaboration across different areas to elevate the Assen capital market, and we are seeing encouraging progress ,” SGX’s spokesperson told FA. One is the creation of ESG measures. & nbsp,

Additionally, Tulayasathien exclusively disclosed to FA that IDX, SET, and Bura Malaysia had recently signed a Memorandum of Understanding( MoU) to work together on additional sustainability-related opportunities.

This deal” emphasizes the collective responsibility of these three exchanges to encourage the adoption of good ESG practices and to promote responsible progress within their particular markets.”

The MoU, according to him, aims to offer cross-border ESG investment opportunities throughout the Asean area. ” The official announcement of the MoU will be made to the public shortly. Please stay tuned ,” said & nbsp.

The announcement comes after various strategic initiatives that were just made in the area. The Hong Kong Exchanges and Clearing Limited( HKEX ) and IDX announced their collaboration in July to look into potential mutually advantageous opportunities.

At the time, experts told FA that the development would put both domestic and foreign investors operating in Hong Kong in a position to take advantage of opportunities related to Indonesia’s onshore energy transition story, particularly to access the market ‘ abundant nickel reserves and contribute to the country of Indonesia developing its domestic electronic vehicle ( EV ) supply chain.

In order to investigate opportunities in finance, ESG, and cross-listing, among other areas, the HKEX and Saudi Arabian share exchange operator signed a MoU earlier in February.

efforts for products

The Asean governance metrics were formalized at a meeting on September 8 that was also attended by representatives from the Lao Securities Exchange and Cambodia Stock Exchange( CSX ).

The leaders acknowledged the complementary nature of their exchanges and the potential for product improvement-based connectivity opportunities, such as depository receipts ( DR ) collaboration.

Tulayasathien stated that the Asean-based ESG WG had seen rising demand from local market participants for a wider range of investment opportunities when discussing the potential for new, cross-border product offerings.

With the addition of five fractional depositary receipts ( DRx ) on technology and growth stocks from the US and Hong Kong, the SET currently hosts a total of 13 DRs on its exchange platform, including foreign shares and exchange-traded funds ( ETFs ) from China and Vietnam.

The SET is prepared to launch a DR featuring Singaporean underlying stocks starting on September 19 as part of the strategic partnership known as the Thailand-Singapore Direct Relationship ( THR ) between Thailand and Singapore.

The SGX representative confirmed that the DR connection was started when it was first launched in May and involved four different companies.

The trading volume of DRs has grown significantly since its founding in 2018. To increase our global reach and offerings, we welcome the chance to expand collaborative initiatives with another exchanges, Tulayasathien said.

Along with the creation of the bank’s unique net-zero transition plan, the SGX is still looking into a wide range of tools to assist investors in incorporating climate considerations into their investment portfolios.

The spokesperson stated that in order to achieve this, we have expanded our selection of climate-themed goods and services, including the listing of the iShares MSCI Asia ex-Japan Climate Action ETF as well as our arrangements for electric vehicles metal.

This is on top of the Nikkei 225 Climate PAB future and our FTSE Blossom Japan derivatives, which were released in March of this year.

The Straits Times Index( STI ) constituents that had started concentrating on low-carbon solutions had outperformed the larger benchmark, according to the contact.

” Sembcorp Industries, Keppel Corporation, and Yangzijiang Shipbuilding have been actively growing their portfolios for renewable energy and cleaner or green solutions; the three stocks have averaged 46.8 % total returns in 2023 YTD, compared to 3.0 % total return for the STI.”

According to the International Sustainability Standards Board’s ( ISSB ) requirements, the Sustainability Reporting Advisory Committee ( Srac ) in Singapore opened a public consultation in July on the requirement of mandatory climate reporting for all publicly traded companies. According to the SGX director, the most recent period of conservation reporting among the listcos is expected to begin in Q4 2023.

Meanwhile, in Hong Kong, the Securities and Futures Commission ( SFC) released a thorough roadmap and nbsp last month for the implementation of ISSB standards in the market.

Governance improvements

The monthly performance evaluation of board directors and continued and constant professional education programs for such leaders are two of the ten Asean governance recommendations.

Directors of Singapore-registered listcos are required to take one of eight prescribed conservation courses in order to gain a fundamental understanding of sustainability issues, according to the SGX spokeswoman, who also shared progress to date.

” SGX mandated conservation instruction for all directors of listed companies in 2022 because we recognize the value of instruction.” Over 3, 200 people have so far attended the required courses.

The number of listed companies taking part in Thailand’s Sustainability Investment ( THIS ) assessment increased from 100 in 2015 to 221 in 2022, according to Tulayasathien.

The extraordinary advancement of Thai listed companies in the area of ESG practices, which has earned them world recognition, is one of our major accomplishments, he said.

The Dow Jones Sustainability Indices presently list 26 Thai-listed businesses, and the FTSE4Good and MSCI ESG index, both, list 42 and 41 listed companies. Thailand is currently ranked first in the ESG rankings for the ASEAN location thanks to this outstanding accomplishment.

He added that members of the Thai industry have access to a number of ESG education portals, such as the creative network known as SETESG Data Platform, which consists of two organizations: the Acadamy and the Pool.

The measures are meant to serve as a starting point for and to enhance ESG reporting practices by businesses throughout Asean, according to & nbsp.

According to Tulayasathien, the initiative emphasizes the significance of close, consistent, and pertinent ESG data, which investors are increasingly demanding both locally and globally.

Requests for comment were never answered by Bursa Malaysia, the Hanoi Stock Exchange, HOSE, IDX, or PSE. In addition, & nbsp,

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Exclusive interview with Paul Yang, BNP Paribas CEO for Asia Pacific | FinanceAsia

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Paris-headquartered BNP Paribas boasts a history of over 160 years in Asia and today, it draws upon a 20,000-strong team that is active in thirteen markets across the continent.

The regional effort is led by Paul Yang, who ascended to role of CEO for Asia Pacific in December 2020, as the world succumbed to the full throes of the beginnings of a three-year pandemic. As society grappled with widespread affliction, Asia’s key economies responded to rapidly evolving government direction with fervour: leaving borders closed and markets shaken.

However, as you will discover through this exclusive interview, Yang was defiant in his refusal to be beset by external challenges. Proving himself an astute leader at the regional helm, he navigated the uncertain scenario deftly, and would go on to secure solid returns for both full-year 2021 and 2022; as well as robust revenue for the first quarter of 2023.

With a view to steering the bank’s business in support of the group’s Growth, Technology and Sustainability (GTS) strategy for 2025, FinanceAsia sought Yang’s take on Asia as a key international powerhouse, and learned about the milestones of his international career to date.

Entering Asia

BNP Paribas’ forerunner, the Comptoir National d’Escompte de Paris (CNEP), was set up by France’s finance minister following the hardships endured during the French Revolution; to curb mass bankruptcy in the financial markets; and to stimulate the economy. 

Following signature of a free trade agreement with the British, the Comptoir sought to develop an international strategy to source the raw materials required to support the flourishment of European industry. To do so, it extended beyond its French national borders for the first time; establishing offices in Calcutta and Shanghai in 1860, independent of foreign partnership.

Later, CNEP merged with the Banque Nationale pour le commerce et l’industrie (BNCI) to form the Banque Nationale de Paris (BNP). Capitalising on these regional capabilities, the bank made Hong Kong the centre of its Asian platform.

Q: Paul, you’ve been based in Asia Pacific for the majority of your career with BNP Paribas. Can you share what has defined BNP’s corporate journey in Asia so far?

A: Well, I wasn’t there in the 1860s, but it’s true that we have had a very long presence in the region. However, I consider “modern” BNP’s presence to be quite recent. It was really the bank’s merger in 2000 that created who we are today, elevating us as France – and then Europe’s – leading financial group and the most profitable bank in the eurozone.

But regarding Asia, we’re proud to be able to say that we’ve been here for a long time, which demonstrates our commitment to the region.

In Hong Kong, for instance, we often deal with multiple family generations of entrepreneurs and tycoons. The same is the case for some of our mid-cap clients – we have dealt with their fathers. We have built a sufficient network in the region to be able to play a key role in executing succession plans and building businesses for the future.  It really means something that we’ve been here for so long and to be profitable in all of the 13 markets where we operate.

These days, being relevant to your clients counts. You need a strong balance sheet, presence and scale to guide key them from their home markets into new areas. This is how we started, building our financial institutions group (FIG), then multinational and corporate (MNC) franchises,before further progressing to build scale, solutions, products and platforms.

We have developed a strong Asian presence and over the last three years, we’ve built on connectivity to improve the flows between the various corridors we participate in. We are relevant to key local participants and accompany international clients in reverse, also.

This goes for all facets of our business: whether in the corporate and institutional world, or in consumer finance. We are bigger than the sum of our parts and many things we do have relevant purpose for our clients.

Q: How does the bank’s business in Asia compare to that of the European markets (e.g. France, Italy, Belgium and Luxembourg)?

A: Understandably, our stronghold is Europe and we are significant as well in America. But overall, Asia represents a sizable portion of group business.

The bank’s longevity and strong heritage in Asia Pacific, coupled with our integrated business model places us in good stead to extend and reinforce our presence in this growth region.

In this regard, BNP Paribas’ Asia Pacific revenue contribution to the group’s corporate and institutional business is about 20%; and it will continue to grow.

Ultimately, the bank is emerging as a leading player in the region – and this brings us to a better position to aim for larger deals and more ambitious goals.

In this respect, we have grown our market share in our regions – for example, we hold dominance in markets such as Taiwan, Singapore and Hong Kong in the wealth management space, and we have recently launched an onshore wealth capability in Thailand. Asset management is developing; and our insurance business – Compagnie d’Assurance et d’Investissement de France (Cardif), has also been successful.

Where we do not have underlying domestic market strength, we choose to partner. We are humble enough to realise that sometimes it is better to do so. For example, in Asia, on the insurance side of the business we have partnered with local banking distributors. We started exploring this type of partnership around 25 years ago in markets such as Taiwan, Japan and Korea, and we are building up our strength in China, India and Southeast Asia.

The same goes for the retail side – personal finance. In 2005, we became a strategic shareholder of Bank of Nanjing in China and we are now their single largest shareholder with a 15.7% stake. 

We have built core business through partnerships, but where we think that we can control the entire business because it’s part of our DNA, is on the wealth management and corporate institutional banking (CIB) sides.

Q: What are the bank’s strategic priorities across Asia over the short and long term?

A: We are a bank that tries to deliver short-term results alongside long-term goals. Long-term relationships are part of our nature from a strategy perspective, and we are not in the business of pursuing rash opportunities when things look great and then making drastic cuts in a down cycle. We have a long-term vision and try to cultivate trust and relationships with this timeframe in mind.

From a short-term perspective, we have targets around our top line to maintain cost discipline and ensure that we invest for the future. We are intrinsically risk-aware and we insist on having a good mix of new blood and older experience, to move forward prudently.

Diversification is key. When you pursue disciplined growth, you avoid temptation, fashion and fad and consequentially, mistakes. Across all markets and products, we want to be positioned as the number one European bank for CIB, the preferred partner for wealth management, insurance and asset management – and we are not far from achieving this goal. 

Asia comprises a mix of developed and developing markets. Whether you look at the position we have in Japan, Australia, or Korea – or across more emerging business hubs such as Southeast Asia or China, we are well positioned there for our clients and we generate good returns.

Some of our peers will concentrate their presence at a particular local base, say in hubs. But we do not believe in guaranteeing strong, underlying growth simply by sitting in Hong Kong and Singapore and flying bankers all over the place.

The creation of local platforms is important. We have been building these in a considered manner across Southeast Asia, Taiwan, mainland China and elsewhere for the past decade and we are able to see the results. For example, we recently complemented our business mix with a securities licence in China. Once we have completed the takeover of several prime brokerage businesses from our competitors, we will see an increase in the equity cash portion of our business mix. Then there’s the joint venture (JV) we secured with the Agricultural Bank of China, which is the largest bank in the market by network and with whom we’ll be structuring investment products for retail clients.

Q: Diversification is a theme that has emerged from the pandemic to build business resilience. But are there any particular geographies or sectors that stand out as offering growth opportunity?

A: We’ve seen some volatility in the banking sector, but as a group, our corporate culture has focussed on development in a very diversified way. In terms of resilience, this sets us apart.

If you look at our group results, you will see that around 50% of our business is in the domestic retail and consumer finance market;

a third is in CIB; and over 15% is concentrated on activities such as asset gathering – from private banking to asset management and insurance. Within CIB, there’s also security services, which might not have a great cost income, but involves limited capital consumption and brings recurrent fees.

This percentage mix has been kept stable as we’ve grown across all areas and however you slice and dice our business, you will always see diversification. It’s the same for our client base – we not only serve financial institution clients but also corporates and high net worth individuals (HNWI). These three pillars are quite well balanced and offer us the means to build a sufficient product platform.

Capital market activities, including equity capital markets (ECM), debt capital markets (DCM), fundraising and advisory services can be volatile and event-driven; while another big portion of our business and effort is in transaction banking: following the flow of finance, supply chains, trade finance and cash management activities.

The interest rate surge of the last 12 -18 months has been very much beneficial to the cash management business, while monoliners who rely only on investment banking, have suffered. We have benefitted. Whatever way the world or region goes, we are naturally hedged.

Across the Asian region, our presence differentiates us from the rest. We are more than 2,500 in Hong Kong, have 2,200 in Singapore, plus a solid foothold in Japan where we’ve ranked consistently within the top five thanks to our leadership in the global macro environment, both in fixed income currencies and commodities (FICC) and across equity and credit.

In Australia, we have a dominant position in the custodian business that we started 20 years ago; we do well in China, and then we have strong ambition in India and Southeast Asia. I cannot see any market where there isn’t potential.

Q: How do you aim to grow the Asian business?

A: In the past, we have grown organically – even when we looked to secure Deutsche Bank’s prime brokerage business in 2019, it was not a typical acquisition. They were trying to expand in terms of platforms and wanted to lighten up their equity business. Meanwhile, in July 2021, we acquired another 51% of Exane, the top-rated equity research business, following a successful 17-year partnership where we had held 49%.

Both deals demonstrated ambition and keenness to complement the building blocks of our equity business.

So yes, our focus is organic over external growth. We feel it’s better to rely on organic opportunity.

Q: Which developments excite you across sustainability?

A: We’ve been involved in sustainability for over a decade, having started our sustainable finance forum (SFF) in Singapore seven years ago. I’m happy to see that what was a niche market is now very much mainstream.

I would say we have been dominating the ESG thematic, especially when it comes to corporate social responsibility (CSR). We’ve exited from carbon-heavy energy, have moved towards renewables, and we are working to lighten up our upstream exposure. It’s pleasing that every year we do more, whether green bonds, sustainable loans or other structures. We are among the top three banks in the space and even if we cannot manage to stay number one, our efforts make a positive impact across society.

Last year, we created a group of more than 150 bankers, the Low Carbon Transition Group (LCTG), to support our clients’ energy transitions. We’re experienced, so are not having to start from scratch and can support those corporates who might not know where to begin.

We recently held an electric vehicle (EV) conference where we gathered more than 300 clients, corporates and investors in Hong Kong. The topic sits well with what we want to do in the sector around mobility as an engine for growth and we think we can bring value-add to our clients.

EV adoption figures are impressive. In 2019, they accounted for 2.2% of the global total in cars sold, and rose to 13% last year. In China, the penetration figures are double. We’ve seen how this market can surprise everybody regarding adoption of new technologies. China did it with internet access, the smartphone, payments, and now EV. It’s exciting.

Q: You started in the IT department, held positions in Paris, Taipei and Hong Kong, before taking on Asia Pacific leadership at the height of the pandemic. What has shaped your career?

A: You’re right, I took the helm of the region in the middle of the pandemic. I was very fortunate to have been based in Asia for more than 20 years, so I knew the people, the teams, key clients and our platforms, which helped tremendously. During the pandemic, we adopted new technologies and forms of digital communication to stay close to our clients. We succeeded and the vast majority of our clients did also.

I think I’ve been lucky. I started in IT – I’m not sure I was good enough to stay in it, but my first business trip was to Hong Kong. I loved the place and dreamed of how amazing it would be to be based there. Thirty years later, here I am.

Like everybody, I’ve worked hard, but I was very fortunate, and at times, daring. When I wanted to switch from IT to credit, people said “No, Paul. We like you very much, but please don’t do something stupid. You already have a promising future.”

My response was to ask for a chance. I was curious to learn and probably would have gone elsewhere if I hadn’t been given opportunity. Fear around not succeeding makes you try harder and you don’t want to disappoint the people who see something in you.

A few years in, I moved from credit to corporate banking, where I was offered a great job in China – everybody wanted to be in China, but interestingly, it was a bit early – nobody was ready to do much there. So, I transferred to Taiwan to lead the corporate banking team and learned management on the ground. Doing quite well, I was later promoted to head of the territory and then after, moved to Hong Kong. That was 18 years ago!

For me, it’s been a combination of hard work, opportunity, luck and meeting the right senior people to support my development.

One memory that stands out was when the bank appointed a Hong Kong local to lead Greater China. It was a big move, as previously, the standard was someone French and male, but a Hong Kong woman took on the role and I worked for her for many years, learning from her insights. She believed in me and offered me the support to grow.

Q: What’s been the biggest highlight of your career to date?

A: This is difficult! But a key milestone was being given the opportunity to move from IT to banking. I’ve always liked a challenge – from coding, to implementing new tech systems and platforms, to what I do today.

I’ve seen many different things in my career and I have always been very curious. I’ve really cherished every opportunity I’ve had.

I’ve been very happy in the organisation and even today, it’s meaningful to partner with faces old and new. Back in 2004-2005, I had the opportunity to build a partnership in China. After much research, we invested in the Bank of Nanjing, which, two years later, was the first City Commercial Bank to list. There are many board members who I know well. It’s great for both them and me – it’s nice that our professional focus involves making core connections. It’s meaningful.

Q : If you weren’t in banking, what do you think you’d be doing?  

A : Very early on, I think we all wanted to be football players! For France or Argentina – the recent World Cup rivals!

Sometimes I reflect and think I would have been pretty good at teaching. But whatever alternate path I would have taken, it would have involved international opportunity.

I grew up first in Taiwan before moving to France and it was at that point that I knew that I wanted to see the world and find opportunity to do so.

Of course, these days, when I look at my daughter evolving, I can see that there is a lot of opportunity ahead for her, more so than when I was young.  

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