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  • Hong Leong Bank’s digital obsession is transforming its relationship with its core franchise, Malaysia’s small and medium-sized business sector. In June 2018, and after a sustained gestation period integrating with external fintech partners, HLB rolled out its souped-up digital offering for business, an all-in-one platform that provides the usual business bookkeeping, alongside payroll, personnel services and deal-specific tax advice.
  • Under chief executive Fad’l Mohamed’s stewardship, Maybank Investment Bank (a unit of Maybank) has had a busy year across all of Malaysia’s capital markets, topping the national league tables in equity and with solid top two finishes in advisory and M&A.
  • Last year, it was one of eight banks involved in setting up the Indonesian sustainable finance initiative under the Financial Services Authority. As chair of the initiative, BRI promotes strategic programmes, builds partnerships and initiates projects to establish a green business model.
  • As Asean’s fourth-largest bank by assets, Malaysia’s largest listed company and the most identifiable bank brand in its domestic market, Maybank continues to stand supreme in Malaysia through 2018 and 2019.
  • When a bank says that 70% of the billionaires on the Forbes Indonesia list are customers, you know its services are top notch. That’s the kind of reputation Credit Suisse, winner of best private bank 2019, has with its clients.
  • Wealthy Australians have never much availed themselves of private banks in the way that much of the rest of the world understands and uses them. Indeed, a prevailing view holds that egalitarian Australians don’t see themselves as wealthy, when they clearly are.
  • When Brian Hartzer took over from Gail Kelly at Westpac in 2015, he signalled a big push into digital to help get costs down, flagging a near A$1 billion ($760 million) investment in new efficiency technologies. Almost three years on, Westpac’s digital strategy looks a lot like a prudent insurance policy, an attempt to future-proof itself against technology disruption.
  • Japanese banks are facing a difficult future, being forced to choose between a domestic market that offers few obvious sources of growth and an international market that is cluttered with competition.
  • Mitsubishi UFJ Financial Group (MUFG) has been far and away the most aggressive of Japan’s megabanks when it comes to expanding overseas.
  • Japan is a country where small and medium-sized enterprises (SMEs) can too often be overlooked. The gargantuan balance sheets of the country’s three biggest banks, which hold more than $6 trillion of assets between them, ensure only the biggest corporate clients can make a dent on revenues.
  • Thailand can be a tough place in which to operate, but Siam Commercial Bank (SCB) can at times make it look easy, with profits up last year and non-performing loans down. But it’s the lender’s twin beating hearts – corporate banking and investment banking – that really pump the blood around the body.
  • Credit Suisse’s commitment to southeast Asia’s second-largest economy is undoubted. The Swiss firm’s plans to focus on the ultra- and super-high net-worth sectors and to mesh its private banking operations with its broader business are bearing fruit.