Christopher Lim

Banking Fundamentals’ training for employees of a Global Singaporean Bank on core Banking revenue models, products & service offerings, mathematics of Asset & Liability products, forex, investment exposures, Treasury operations, ALM and more. Highly interactive sessions with great participation and application based learning outcomes. #retailcorporatebanking hashtag #traininganddevelopment hashtag #mortgage hashtag #banking hashtag #education

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Ever hear of a "micro collaborator"? Inspiring and humbling conversation with Teik C. Lim, President of New Jersey Institute of Technology. We discuss his career path, innovation and how he leads New Jersey's polytechnic university. Amongst many leadership takeaways, here Dr. Lim refers to himself as a "micro collaborator". His vision and actions drive Dr. Lim to "show interest in others" and engage while "empowering subject matter experts to make decisions". Link to episode 2 of "In the C-Suite" podcast in the comments.

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UOB has signed a MOU with CGS International Securities Singapore, further deepening regional collaboration and connectivity between China and ASEAN. As global supply chains evolve and investment flows into ASEAN accelerate, this partnership reinforces UOB’s ability to guide Chinese clients in navigating this structural shift. #OneBankForASEAN #RightByYou #UOB90

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MAS grants MPI license to Banking Circle. BC Payments Singapore, a subsidiary of Banking Circle, is now fully authorised to facilitate cross-border payment flows for banks, fintechs, and global payment providers operating in Singapore https://lnkd.in/eWtmFtzc #fundadmin #Custody

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From enabling seamless payments at local hawker centres to powering large-scale digital experiences, Tencent has supported everyday digital moments in Singapore since 2020. Find out how Tencent Singapore collaborates with local partners to build a more connected and inclusive ecosystem: https://lnkd.in/dTFsnii5 #Tencent #TencentSingapore #TechforGood

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At #DBSBank, our approach to leveraging AI goes beyond efficiency gains and is deeply rooted in enhancing customer safety and operational resilience. We firmly believe in harnessing technology to tackle complex challenges in fraud and cybersecurity. Alfian Sharifuddin, Head of Technology and Operations, Hong Kong and Mainland China, DBS Hong Kong, shared at a panel in #HongKongFinTechWeek2025 how to leverage technology to build trust. He highlighted how advanced AI and machine learning are our frontline defence against sophisticated financial crime. "There are some things that the AI agents can do that a human cannot. It’s impossible for even a trained human eye to detect weak patterns of transactions that signal potential fraud, but a properly trained model can detect them within milliseconds." By deploying sophisticated machine learning models, we can instantly triangulate potential bad actors across millions of transactions. This focused application of AI is vital in the continuous fight against fraud and protecting our customers' assets. #DBSHK #DBSfintech #AI #FinTech #CyberSecurity #Trust #HKFTW2025 #HKFTWxSMUF

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My research on 36 commercial banks in the ASEAN region from 2010 to 2017 reveals that adopting mobile banking technologies has a significant positive impact on key bank operations. This includes increasing fee income, reducing operating costs, and boosting overall profitability. It's a clear signal that embracing digital is essential for financial growth. #Fintech #MobileBanking #Banking #Finance #ASEAN #DigitalTransformation #FinancialInnovation https://lnkd.in/djFr-GAm

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The discussion around the $5 bn EQDP roll-out- explored by Ben Paul in his BT article- is timely. At its core, EQDP is still a liquidity spigot- a tool that can support the Singapore market in the short term, lift sentiment, and narrow valuation discounts. But liquidity alone is not value creation, nor can it sustain equity returns. Before getting carried away, we need to ask a more critical question: Are company fundamentals keeping up with the re-rating we have already seen, and is there more valuation upside?  As Ben pointed out, most of the total returns from the Straits Times Index have historically come from dividends. My own research on the MSCI Singapore shows the same pattern. It is only in the last two years that we saw capital appreciation doing more of the heavy-lifting - supported by earnings recovery, valuation expansion and a series of strategic reforms.  Lower interest rates, share buybacks and sharper capital allocation have all contributed. Some of our biggest companies have exited low-return segments and refocused on recurring, higher-quality revenue streams These shifts have supported the recent re-rating- but they also raise the bar for what must come next. With valuations now richer, the burden of return generation will have to come increasingly from earnings and dividends, not simply re-rating. It is worth thinking carefully about which sectors and companies are best-positioned for the next phase of return generation. I look forward to the forthcoming MAS Value Unlock programme. #investing #wealthmanagement #economics #familyoffices #singapore #asean https://lnkd.in/gkTF8MKh

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A typical treasury team in Asia Pacific can save up to 130 workhours per month by automating operations and consolidating banking relationships. As a result, more than half of APAC respondents to our latest HSBC Treasury Pulse Survey are looking at treasury centralisation. See how businesses are looking to achieve multi-market growth in a dynamic business environment in HSBC Treasury Pulse Survey: https://grp.hsbc/604973gzz

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The increase reflects consumers’ continued reliance on online transactions, which have accelerated since the COVID-19 pandemic. It is also due to increased adoption of online banking and payment transactions in recent years as part of the e-commerce ecosystem and the increased shift from over-the-counter banking transactions. More people prefer using InstaPay and PESONet instead of using bank checks and other over-the-counter payment methods since these are “faster, safer, and more convenient for the general public from anywhere around the world. People save on costs and time in doing so. The double-digit growth rates also reflect the increased use of e-wallets by Filipinos that are already integrated to digital banking platforms as an alternative to cash, checks, and over-the-counter payment transactions. Thus, these would help further increase financial inclusion, especially among unbanked Filipinos, especially in areas where there are no physical bank branches, for as long as there is a mobile phone signal to facilitate digital banking and e-wallet transactions. https://lnkd.in/g3kbMSwu

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At the end of yesterday's DBS Foundation Impact Beyond Dialogue event, the concert band ensemble of Institute of Technical Education (ITE) performed for the participants. Was invited to conduct a piece 细水长流, a popular Xinyao （新谣; Singapore Chinese Melodies) together with the ensemble. (PS: My first time conducting a band since graduating from university more than 30 years ago.) "细水长流" (xì shuǐ cháng liú) literally means "thin streams flow forever”. It suggests that a slow, steady effort or cautious use of resources can lead to long-term success. At the event, we announced that DBS Foundation has donated a record $14.5 million to the Institute of Technical Education (ITE) to fund 24,000 study awards over the next three years. Each award, worth $600, will be given to students who show good conduct and complete a financial literacy module developed through an ongoing DBS-ITE partnership to strengthen financial education. The donation is part of DBS Foundation-ITE’s Career Readiness Programme, which encompasses financial support, mentorship and financial literacy education for students who are from low-income families. This initiative is in line with the spirit of 细水长流. Beyond academic pursuits, CCA like concert band provides students opportunities to learn music as well teamwork, balance and discipline. As a former member of school bands, I have definitely acquired skills that are useful in my career. #dbsbank #dbsfoundation #ite #band #music #characterbuilding

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Singapore Budget 2026: What’s the impact on SG equities, credit, FX, and rates? Budget 2026 has reinforced investors' confidence in Singapore's fiscal position, with the government projecting a strong overall fiscal position of SGD 15.1bn (1.9% of GDP) in FY2025, and SGD 8.5bn (1% of GDP) in FY2026. Our Singapore analysts Lee Wen Ching, Clarissa Chow, and Tan Teck Leng discuss the cross-asset implications (note attached). #Macro: The FY2026 budget is modestly expansionary, in our view, judging from the shift in the government’s primary budget balance from +0.8% of GDP in FY2025 to -0.3% of GDP in FY2026. As reiterated by PM Wong, Singapore’s economic growth backdrop remains very favorable. After registering robust 5% growth in 2025, the Ministry of Trade and Industry (MTI) recently raised its official 2026 GDP growth projection from 1-3% to 2-4%, citing strong global growth and robust electronics demand amid the AI investment boom. Against this backdrop, Singapore’s core and headline inflation numbers are both projected to pick up to 1-2% in 2026, from an average of 0.7% and 0.9%, respectively, in 2025. #FX: We now target USDSGD at 1.24 by year-end (previously 1.26). The modestly expansionary fiscal policy reinforces our view that the Monetary Authority of Singapore (MAS) will tighten monetary policy over the course of this year by increasing the pace of SGD NEER appreciation from about 0.5% p.a. currently to around 1% p.a. in April, followed by potentially another move to about 1.5% p.a. in 2H26. #SORA: We expect the local 3-month SORA interest rate to continue hovering at a three-and-a-half year low of between 1.0% and 1.2% this year. Against a backdrop of capital inflows where investors seek a stable-to-stronger SGD, local rates are likely to stay subdued. As such, we favor deploying excess SGD liquidity into higher-yielding assets, particularly given that inflation has picked up from the low of 0.5% in August 2025 to 1.2% currently and looks set to rise further toward 1.5-2% over the course of 2026. #Credit: A solid overall fiscal position, coupled with a strong SGD, should reinforce Singapore's “haven” status and drive continued flows into SGD credit. Our expectations of subdued rates amid stable government bond issuance are also supportive of SGD bonds in 2026. Our investment strategy in SGD credit is centered around selectively taking on more credit and subordination risk for yield enhancement, given healthy fundamentals and a relatively stable rate environment. #Equities: Budget 2026 is positive for the local equity market, in our view. Multiple initiatives were announced to strengthen the equity capital market ecosystem. The MAS's seed funding has been raised from SGD 5bn to SGD 6.5bn. CPF funds may be invested in equities in the future. The budget reinforces our Attractive view on Singapore equities. #shareUBS #Singapore

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𝐏𝐃𝐏𝐋 & 𝐃𝐞𝐜𝐫𝐞𝐞 356 - 03 𝐈𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 𝐈𝐧𝐬𝐢𝐠𝐡𝐭𝐬 𝐟𝐫𝐨𝐦 𝐑𝐞𝐠𝐮𝐥𝐚𝐭𝐨𝐫𝐲 𝐂𝐨𝐦𝐩𝐚𝐫𝐢𝐬𝐨𝐧 & 𝐁𝐫𝐨𝐚𝐝𝐞𝐫 𝐌𝐚𝐫𝐤𝐞𝐭 𝐄𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 At the early implementation stage of the transition from PDPD to PDPL and Decree 356, the following three implementation approaches are to provide insights into early-phase implementation, based on experience implementing GDPR in Germany since 2018 and PDPD in Vietnam thereafter. A. Consent management and downstream impact on data subject rights Under the PDPL and Decree 356, consent is no longer a document exercise. Requirements on validity, traceability, and governance directly affect an business ability to handle data subject rights (DSRs). Based on broader market experience, large-scale DSRs often automated by tools, can quickly create operational pressure. Early actions in structured consent management should therefore be treated as risk mitigation, not compliance formality. DPO Consideration: To align consent-related actions with consent-log solutions or boarder consent framework, to support responding to data subject rights, thereby avoiding remedial or corrective actions at later stages. B. Privacy impact assessment beyond DPIA/OTIA as regulatory reports Privacy impact assessment extends beyond DPIA/ OTIA submissions and should function as a risk-management tool. This point reflects with definition of privacy impact assessment referring directly to risk assessment and mitigation controls in PDPL as well as level of information required such as dataflow or system design description. Based on broader regulatory experience, mature privacy programs treat impact assessment as a risk-management tool to broader areas such the Law on AI and the Law on Cybersecurity (LOCS). DPO Consideration: A forward-looking scoping approach should be adopted for AI-related data processing and data-localization-related activities, subject to their actual level of application and taking into account the effective dates of the AI Law and the Law on Cybersecurity in March and July 2026. C. DPO as an operating model, rather than a role The PDPL and Decree 356 shift focus from formal appointment to qualifications, responsibilities, and operating model. From implementation experience, effective DPOs are embedded within risk and governance frameworks, with clear escalation and defined interaction with control functions, while outsourcing of defined tasks may be considered based on risk strategy. DPO Consideration: To map DPO scope against new requirements and establish a fit-for-purpose operating model based on risk and resources. To support in-depth view, an analytical clause-mapping comparison with color-coded changes, prepared by the DPO Team Thế Anh Le Như Phạm Nguyễn Quỳnh at Data Protectify, underpins these changes. Given documentation nature, it is provided in Vietnamese and I would be pleased to continue the discussion at a separate or upcoming networking meet-up.

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Open banking is no longer about APIs and compliance checkboxes. The real shift is embedded credit at the point of need—where financing appears inside the customer’s existing digital journey, not inside a bank app. Here,Alliance Bank brings to life where the industry is heading: - credit becomes contextual - distribution moves to ecosystems - banks compete on experience, not access This is what open banking looks like when it’s commercially meaningful. The Digital Banker #OpenBanking #EmbeddedFinance #BankingTransformation

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𝐇𝐞𝐥𝐩𝐢𝐧𝐠 𝐒𝐌𝐄𝐬 𝐛𝐫𝐢𝐝𝐠𝐞 𝐭𝐡𝐞 𝐀𝐈 𝐠𝐚𝐩. For many micro and small enterprises, adopting AI isn’t just about choosing the right tech - it’s about managing cash flow in a time of rising costs.  According to the UOB Business Outlook Study 2025, upfront expenses remain the biggest roadblock for 70% of enterprises eager to embrace AI. And for small enterprises, easier access to funding and grants continues to be one of the top support needs. That’s why, together with the Association of Small & Medium Enterprises, UOB is supporting SMEs with bridging loans to ease the wait for grant reimbursements, helping businesses to:  ✅ Overcome cost inertia   ✅ Sustain AI transformation as a long-term journey   ✅ Manage rising operational costs with confidence  📌 Ready to start your AI journey? Details in the comments below. We’d also love to hear how your business is approaching AI adoption - share your thoughts.  #OneBankforASEAN #AIforSMEs

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"The initiative begins with efforts to standardise cross-border transaction frameworks for QR payments, account-to-account transfers, e-wallets, and other mobile-based methods powered by technologies such as Near Field Communication (NFC), biometrics, and agentic AI." https://lnkd.in/gP2UQRBG

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Banking is entering what we call the Era of Unconstrained Banking.   For decades, technology limits, legacy operating models and cautious risk appetites quietly defined what banks believed was possible. Today, the convergence of generative AI, agentic AI, digital assets and new business models isn’t just stretching those boundaries — it’s fundamentally reshaping them.   In Indonesia, the timing could not be more critical. I recently shared with the media that this shift allows banks to decouple capacity from headcount and physical infrastructure, gain a more holistic and real-time view of risk, and turn customer interactions into seamless, continuous conversations rather than fragmented touchpoints.   For Indonesia’s banking sector, the real opportunity is to move beyond incremental change — and reimagine how work gets done, how trust is strengthened, and how value is created. Those that act boldly today will help shape a more resilient, inclusive and truly unconstrained future. https://lnkd.in/gm__5YkG

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