Category: 3. Business

Remarks prepared for delivery

Introduction

Distinguished guests, colleagues, friends. Good afternoon.

I am very pleased to join you here at the 6th Global Fintech Fest in Mumbai – a financial hub celebrated for its rich history, vibrant culture and, most importantly, enduring spirit of innovation.

Today, central banks operate in a world of rapid transformation. Technology has reshaped not only how financial services are delivered but also how central banks interact with external stakeholders. Artificial intelligence (AI) stands at the centre of this transformation.

In my speech this afternoon, I will explore how central banks are using AI to support their operations, the challenges AI poses and strategies to address the trade-offs central banks encounter in order to reconcile the risks and benefits.

Central banks have improved their operations with the use of AI

The adoption of AI has extended to central banks, where it has the potential to enhance efficiency, improve accuracy and strengthen decision-making processes. AI is making significant impact in three key areas:

1) Data analysis

• Central banks are leveraging AI to unlock the potential of both traditional and non-traditional data sources. By analysing diverse data sets – from satellite imagery to social media content – AI offers new ways to understand economic activity and trends.
• Natural language processing (NLP) and large language models (LLMs) offer central banks innovative tools to extract insights and analyse survey responses. For instance, the Bank of Canada leverages AI models along with granular data to improve the monitoring of economic activities, banknote demand and sentiment across key sectors.¹

2) Economic forecasting and policy analysis

• Central banks use AI, alongside human expertise, to better understand economies and enhance forecasting or policy analysis.
  • For example, AI has become invaluable for nowcasting, providing real-time assessments of key economic indicators such as GDP growth and inflation. AI analyses consumption patterns and detects supply chain bottlenecks in real time, offering a clearer understanding of economic dynamics.²
• Machine learning models process vast data sets, uncovering trends and behaviours that often go unnoticed. For example, fine-tuned open source LLMs summarise economic narratives and predict recessions. Neural networks can also leverage detailed data sets to capture complex non-linear relationships, providing valuable insights during periods of rapidly changing inflation dynamics.
• AI supports financial stability analysis by identifying patterns in large data sets, which is useful for assessing risks across financial and non-financial firms. For example, during low liquidity and periods of market dysfunction, AI supports predictions by monitoring market anomalies.

3) Payment system oversight and global connectivity

• AI is transforming payment systems by enhancing safety, efficiency and compliance. Tools like graph neural networks improve fraud detection by identifying suspicious transaction networks, especially when data are securely pooled across institutions or jurisdictions.
• In correspondent banking, which faces challenges from compliance risks, AI could enhance anti-money laundering (AML) and know-your-customer (KYC) processes, reducing risks and their associated costs, which may restore global payment connectivity. By pooling payment data across jurisdictions, AI strengthens cross-border fraud detection and compliance.
• Central banks are adopting AI to enhance payment infrastructures. The BIS Innovation Hub is collaborating with seven central banks, including the Bank of France, Bank of Japan, Bank of Korea and Swiss National Bank, on Project Agorá. This project leverages tokenisation to implement the next-generation of correspondent banking. Beyond the focus on core features of the unified ledger, AI models may be used in the future to improve efficiencies in compliance practices.

Central banks face challenges in their policy operations

While the benefits of AI are undeniable, its integration into central banking presents challenges, particularly in monetary policy and financial stability. Here are some pressing issues:

1) Key technological limitations of AI

• Despite advancements, AI models face challenges in logical reasoning and counterfactual thinking, struggling to adapt when familiar problems are rephrased. This highlights a lack of true understanding.
• A major issue is “hallucination”, where LLMs generate plausible but incorrect information, rather than ensure factual accuracy.
• Many AI models, particularly proprietary ones without open source frameworks, function as opaque “black boxes”. Their lack of explainability poses challenges for their application in monetary policy and financial stability decisions.
• The black box nature of AI models also raises concerns about trust, accountability and compliance with ethical guidelines, compounded by legal risks around data quality, privacy and confidentiality.
• Additional risks – referred to as “third-party dependence” – emerge from reliance on a few providers of advanced AI models, driven by the high costs of developing and deploying data-intensive systems.

2) Monetary policy and transmission effectiveness

AI presents several challenges to monetary policy and its transmission mechanisms, as highlighted in a recent ECB speech and our annual economic report. ³

• AI is poised to reshape labour and capital markets, influencing income and wealth distribution. This has significant implications for monetary policy. It affects the marginal propensity to consume, consumption patterns and access to credit, all of which shape how demand responds to policy changes.
• AI-driven algorithmic pricing enables faster and more flexible price adjustments. For instance, large retailers can quickly respond to changes in gas prices or exchange rates, or other shocks, potentially amplifying their impact on inflation. As smaller firms adopt AI, these effects could intensify, making inflation more challenging for central banks to predict and manage.
• Faster price adjustments may also reduce the lag between policy actions and their effects on inflation. Additionally, AI-driven investments and productivity gains could change how fast and the way firms and households respond to interest rate changes.
• Furthermore, if AI drives any shift in financial structures, such as increased non-bank intermediation, it could alter the transmission of monetary policy. Compared with traditional banks, non-banks are more responsive to measures targeting longer-term interest rates, such as asset purchases, and they tend to carry greater credit, liquidity and duration risks.

3) Financial stability risks

The integration of AI into financial systems presents financial stability risks that central banks and policymakers must address:

• AI’s rapid, real-time responses may increase volatility and herding behaviour, creating destabilising feedback loops. Liquidity risks may also arise. AI models might prompt widespread liquidity hoarding and trigger fire sales, further destabilising markets.
• As institutions increasingly rely on AI and reduce dependence on human expertise, the widespread use of similar algorithms could amplify market movements. For instance, if numerous institutions adopt comparable AI models for credit risk, trading or portfolio management, synchronised responses during periods of stress could exacerbate procyclicality and trigger large-scale asset sell-offs.
• Algorithmic collusion is another risk. AI trained on similar data sets may unintentionally produce coordinated recommendations or pricing strategies, mimicking collusion and undermining competition. Traditional regulatory frameworks may struggle to address these challenges.

4) Cyber risks and ethical considerations

• Cyber criminals are increasingly leveraging AI to craft more seemingly convincing phishing emails, develop malicious code and mimic voices or writing styles. This has fuelled a surge in phishing, fraud and ransomware attacks. Additionally, AI introduces new and evolving risks, such as prompt injection and data poisoning, which can compromise training data and undermine the integrity of systems.
• The ethical use of AI is crucial to maintaining public trust. Central banks have a responsibility to ensure that AI systems are transparent, fair and free from bias. However, AI systems can unintentionally reflect biases present in their training data, potentially leading to unfair outcomes. For example, algorithmic discrimination in credit scoring could exclude certain groups from accessing financial products, thereby exacerbating inequalities.
• AI also raises significant concerns regarding privacy. The misuse or abuse of sensitive information poses serious risks to individuals. Financial institutions and AI providers must adopt and adhere to strict privacy standards to safeguard personal data and uphold public trust.
• A noteworthy initiative in this area is the FREE-AI Committee Report by our colleagues at the Reserve Bank of India (RBI). The report introduces a Framework for Responsible and Ethical Enablement (FREE-AI) in the financial sector and exemplifies how central banks can lead in promoting responsible AI adoption. By addressing key ethical and operational challenges, it provides a robust and forward-looking blueprint that sets a high standard for the global central banking community. ⁴

Central banks face policy trade-offs

As central banks explore the transformative potential of AI, they face complex trade-offs that demand careful consideration:

• One of the key decisions revolves around choosing between external and in-house AI models and data sources.
  • External models and commercial data vendors provide cost efficiency, rapid deployment and access to private sector expertise. However, they come with challenges such as reduced transparency, increased dependency on a limited number of providers and stricter usage restrictions.
  • On the other hand, in-house models and curated internal data offer greater control and adaptability but require significant investments in infrastructure, skilled personnel and robust governance frameworks.
• Another critical challenge lies in balancing speed and accuracy. AI’s ability to enable rapid, real-time analysis is invaluable for timely decision-making. However, this speed must be tempered by efforts to mitigate risks such as hallucinations, biases and vulnerabilities like prompt injection attacks, to ensure that the insights generated are both reliable and trustworthy.
• While the potential of AI to automate routine tasks and enhance efficiency is undeniable, human judgment remains indispensable. Central banks must cultivate teams with a balanced mix of economic expertise and technical skills to effectively oversee and interpret AI-driven insights, ensuring that human oversight complements technological advancements.

Overall, achieving the right balance between performance, cost and control is vital for central banks to successfully adopt AI. Central banks must thoughtfully evaluate immediate short-term investments against the long-term benefits.

The role of the BIS in supporting central banks

So how can institutions like the BIS help central banks navigate the evolving landscape of AI? At the BIS, we provide support to central banks through three key avenues:

1) Forum for discussion

We offer a space for central banks to exchange insights and build a community around emerging technologies.

• For example, our research conferences, workshops and networks explore research frontiers and provide knowledge on their implications for central banks.

2) Platform for international cooperation

We facilitate collaboration among central banks and regulators to uphold monetary and financial stability.

• Through committees such as the Basel Committee on Banking Supervision and the Committee on Payments and Market Infrastructures, we address the challenges and opportunities posed by the digital revolution. This enables us to exchange best practices, forge consensus and enhance governance regimes for AI adoption.

3) Experimental innovation

Through the BIS Innovation Hub, we enable central banks to experiment with cutting-edge technologies.

• For instance, Project Aurora uses AI to enhance monitoring of suspicious transactions across firms and borders.

By fostering discussion, collaboration and experimentation, the BIS helps central banks to harness the potential of AI while mitigating risks.

Conclusion

To conclude, AI presents transformative opportunities for central banks, enhancing efficiency, decision-making and financial infrastructure. From advanced data analysis to improved oversight of payment systems, AI is already reshaping central bank operations. However, challenges such as data quality, model complexity, ethical concerns and financial stability risks must be carefully addressed.

To fully realise the potential of AI, central banks must balance its benefits with its risks. Transparency, robust governance and talent development are essential to navigating this evolving landscape.

As stewards of monetary and financial stability, central banks have a responsibility to adopt AI in a safe, ethical and sustainable manner. The BIS is dedicated to supporting this journey by fostering dialogue, promoting international cooperation and enabling innovation.

Thank you.

---

The views expressed in this speech are my own and not necessarily those of the BIS or its member central banks.

An electric bin lorry has been added to a council’s fleet to make its waste management service “more sustainable”.

Hull City Council said it had introduced the vehicle to tackle climate change and improve air quality in the city.

It is part of a phased replacement programme by the authority to replace older vehicles with electric alternatives.

“Every electric vehicle we add to our fleet is a step towards improving the air we breathe and reducing our impact on the planet,” said councillor Charles Quinn, portfolio holder for environment.

He added the new vehicle would help “create a more sustainable Hull” for future generations.

The council said fleet vehicles were its second largest source of carbon emissions, so transitioning to electric vehicles would play “a vital role in reducing the organisation’s overall carbon footprint”.

It added electric vehicles were quieter, more efficient and easier to maintain, and the latest addition would support the government’s Simpler Recycling scheme, which is due to come into force in March.

Councillor Mark Ieronimo, cabinet portfolio holder for transport and infrastructure, said: “Every vehicle we add helps reduce carbon emissions, creating a more sustainable transport fleet.”

The authority already has 60 zero-emission battery electric vehicles and its newest addition will be one of the largest electric fleets in the region.

It plans to achieve net zero emissions by 2045.

Banking giant HSBC has unveiled plans to take its troubled Hong Kong-listed business Hang Seng Bank private in a deal valuing the subsidiary at 290 billion Hong Kong dollars (£27.9 billion).

London-headquartered HSBC, which already owns around 63% of Hang Seng, is proposing to pay around 106.2 billion Hong Kong dollars (£10.2 billion) to buy out the remaining shares for 155 Hong Kong dollars (£14.90), which is a 30% premium on Wednesday’s closing price, and de-list the business.

HSBC said it will keep the Hang Seng brand and branch network following the proposed deal.

Shares in HSBC had dropped by more than 6% on Thursday morning following the announcement.

Hang Seng, which was founded in 1933, is one of the largest domestic banks in Hong Kong.

It was bought by HSBC in 1965, marking a milestone deal for the group at the time, but the subsidiary has struggled in recent years after being hit hard by Hong Kong’s property slump and seeing rising bad debts.

Georges Elhedery, group chief executive of HSBC, said: “Our offer is an exciting opportunity to grow both Hang Seng and HSBC.

“We will preserve Hang Seng’s brand, heritage, distinct customer proposition and a branch network, while investing to unlock new strengths in products, services and technology to deliver more choice and innovation for customers.

“Our offer also represents a significant investment into Hong Kong’s economy, underscoring our confidence in this market and commitment to its future as a leading global financial centre, and as a super-connector between international markets and mainland China.”

But HSBC said it would not buy back any shares for the next three quarters to boost cash reserves needed for the deal, which it expects to complete in the first half of 2026.

HSBC had faced pressure from its biggest shareholder, Ping An, in 2022 to split its Asian and Western businesses, though it fended off the investor calls.

It has also since launched a restructuring of Hang Seng and recently appointed a new chief executive for the unit.

HSBC said: “One of HSBC’s strategic priorities is to grow in Hong Kong.

“HSBC believes it is best positioned to do so by strengthening the Hong Kong banking presence of both HSBC Asia Pacific and Hang Seng Bank, focusing on their relative strengths and competitive advantages, but continuing to allow all customers to choose where to bank.”

It added it plans to “continue to invest in people and technology across both HSBC Asia Pacific and Hang Seng Bank”.

But it signalled potential for cost-cutting in the region, saying it “expects there to be an opportunity to create greater alignment across HSBC and Hang Seng Bank that may result in better operational leverage and efficiencies”.

It marks the latest move under an overhaul being led by Mr Elhedery since he took on the top job last year.

He has already reorganised HSBC into four new divisions and pulled out of some businesses.

Victoria Scholar, head of investment for Interactive Investor, said: “HSBC said it wouldn’t carry out any share buybacks over the next three quarters to fund the deal, sending shares sharply lower.

“Share buybacks have been a big part of investors’ rationale behind holding shares in HSBC after the bank paid out 11 billion US dollars (£8.2 billion) to shareholders last year.

“Hang Seng bank has been caught up in China’s property crisis, pushing up its bad debts.

“HSBC meanwhile has been carrying out a major global restructuring, cutting costs, pulling away from investment banking, exiting certain markets and focusing more on wealth management and on Hong Kong.”

Today marks another bold leap into the future of wireless connectivity: AT&T’s 5G Standalone (SA) network is deployed nationwide, and we are thoughtfully moving customers onto it in select areas every day. When it comes to connectivity, it’s often not about who’s first or fastest, it’s about the network you can count on.

Not all 5G is created equal. For the past few years, much of the 5G in the U.S. has run in “Non-Standalone” (NSA) mode, which means it relied on older 4G LTE infrastructure. 5G standalone, on the other hand, is exactly what it sounds like: a fully independent 5G core and radio network, purpose-built for the new generation of wireless. By using a dedicated 5G core, it can unlock capabilities like faster upload speeds, ultra-low latency, ultra-high reliability and edge functions.

Today, select services on our network already use 5G SA coast-to-coast. We have millions of customers already on our 5G SA network, and we’re expanding availability to more customers as device support and provisioning allow.

Just recently, we announced our 5G Reduced Capability (RedCap) technology is also nationwide, marking a significant step forward in the advancement and expansion of our 5G network. The new Apple Watch Series 11, Apple Watch Ultra 3, and Apple Watch SE 3 are all available on our nationwide 5G RedCap network and customers can look forward to a growing portfolio of devices. 

We put the customer first. Our priority is to provide the best network experience, regardless of the technology. We focus on ensuring every innovation we introduce meets our high standards for quality and reliability instead of rushing something that might not be ready.

Today, 5G Standalone networks have now reached a level of maturity that enables our nationwide expansion. This growth is powered by an open and virtualized network, which enables us to scale efficiently and foster collaboration within an open ecosystem of partners. By embracing this open and virtualized network architecture, we are not only modernizing our infrastructure but also unlocking significant advantages for our customers and partners. This approach not only accelerates our ability to roll out new technologies like 5G Standalone but also helps ensure our customers benefit from a network that is robust, innovative, and designed with their needs in mind.

With 5G Standalone now nationwide, we’ve set the stage for the next wave of innovation, creativity, and connection. I couldn’t be prouder of our teams who made this possible, and we’ll continue to scale 5G Standalone over time and set the stage for next generation applications and services.

In rural Indonesia, many small and medium-sized enterprises (SMEs) struggle to grow due to limited access to formal finance. Informal agricultural workers often lack financial records, collateral, or the confidence to approach banks, making them “high risk” in the eyes of lenders and pushing them toward expensive informal loans.

To address this, the ILO’s Promoting SME Enterprises through Improved Entrepreneurs’ Access to Financial Services Phase 2 (Promise II Impact), funded by the Swiss State Secretariat for Economic Affairs (SECO), focuses on building the capacity of local trainers. These trainers help farmers and entrepreneurs improve financial literacy, adopt sound business practices, and use digital tools, ultimately making them more bankable.

“By empowering trainers, we are connecting rural entrepreneurs with the financial services they need,” said Djauhari Sitorus, Project Manager for Promise II Impact. “We aim to ensure they not only gain access to finance but also the skills and confidence to secure formal funding, often for the first time.”

West Java: Building creditworthiness 

Since joining the ILO’s online training programme in 2020, Ervin Puluhulawa, a trainer from West Bandung Vocational and Productivity Training Center (BPVP), has become a driving force in empowering local entrepreneurs. Through training programmes using ILO modules like Gender and Entrepreneurship Together (GET Ahead), Financial Education as well as Start and Improve Your Business (SIYB), she has trained over 550 participants, including dairy farmers and small business owners, using engaging adult learning methods.

Her sessions teach cash flow management, savings goals and record-keeping skills that boost eligibility for cooperative and rural bank loans. Many now invest in equipment, expand their herds or develop new products, moving beyond daily income to long-term business growth. “I am proud when farmers use loans to grow their business, not just for consumption. That’s when I know the training works,” she said, proudly.

Unlocking loans through better records

At Koperasi Peternakan Bandung Selatan (KPBS) in Pangalengan, trainer Fitri Herliana Adrian has spent 13 years helping dairy farmers strengthen their financial discipline. After completing the ILO’s Training of Trainers program in May 2023, she has reached 340 participants with lessons on record-keeping by separating household and business finances and setting financial goals. Her coaching has also benefited over 100 farmers, including Iceu, who used a cooperative loan to purchase a milking machine, cut labour costs, and secure education savings for her children. 

“When farmers keep daily milk production and expense logs, they have proof of steady income. That’s powerful in a loan application,” Fitri said. “However, for members who are still hesitant to use mobile apps for record-keeping, it is my job to guide them step-by-step until they feel comfortable.”

Aceh: Opening better access to financial services 

Nurul Fatmawati, a trainer based in Aceh, has trained more than 1,000 participants using ILO entrepreneurship and financial literacy modules, guiding them to separate household and business funds, plan for planting seasons, and register for employment insurance. She also facilitates access to credit, enabling 11 patchouli farmers to expand their land through Sharia Rural Bank (BPRS) Mustaqim Aceh.

Nurul takes pride in a recent success story: a patchouli farmer who, after keeping proper financial records for six months, secured formal financing to expand his land. “He told me that he never thought a bank would trust him. That’s the kind of change that keeps me motivated,” she said, adding that her greatest pride lies in seeing these farmers grow more financially literate and feel optimistic about their futures.

East Nusa Tenggara: Accessing finance with better terms and conditions 

Tumpal P. Situmorang, a lecturer at Universitas Wira Wacana Sumba for 25 years, has trained over 250 seaweed farmers, 24 horticulture farmers, and 24 micro and small entrepreneurs in East Sumba Regency of East Nusa Tenggara (NTT) to calculate production costs and set profitable prices.

“If they can calculate how much rope they need for drying seaweed, they can calculate their production costs and set a price for profit,” he explained.

These skills improve farmers’ bargaining power and provide the financial data needed for formal loan applications. Through the ILO’s collaboration with the local Bank NTT, 24 farmers accessed zero-interest loans, enabling ventures like seaweed snack production and clothing shops. As a result, local farmers are now shifting away from high-interest informal credit toward secure, affordable financing.

The iconic Toyota C-HR range features enhanced refinement and expanded choice, thanks to updates to the Mid+ grade and wider availability of the GR SPORT version across all powertrains.

As a landmark model in the C-SUV segment with its stand-out design, fun-to-drive character and high-tech features, the Toyota C-HR has proved popular with customers. Since its 2017 debut, the Toyota C-HR has sold over one million units across Europe.

The Toyota C-HR was developed specifically for the expectations of European customers via local design, engineering and production. True to the vision of a ‘concept car for the road’, it features an iconic coupe silhouette and sophisticated design execution. It also benefits from an engaging driving experience, as well as ultra-efficient plug-in hybrid and hybrid powertrain options.

Expressing a dual DNA, the 2.0-litre Plug-in Hybrid delivers the smooth driving of a true electric vehicle with a range sufficient for most customers’ daily driving needs, up to 66 km (WLTP combined) and increasing to around 100 km in urban driving conditions (WLTP EAER City). On longer journeys, Toyota’s class-leading hybrid technology ensures continuous efficiency, providing customers with reassurance and flexibility whatever the destination.

Predictive Efficient Drive helps the Toyota C-HR Plug-in Hybrid optimise battery usage and range, using an innovative geo-fencing function which automatically switches between hybrid and electric modes. This ensures sufficient EV range to navigate upcoming low emission or BEV-mandatory zones.

The Mid+ grade has now been updated to add further sophistication. New 18-inch matt black machined alloy wheels are exclusive to this grade and feature a striking black centre ornament. The elegant new Samara fabric, which is introduced to the front and rear seats, increases the portion of recycled materials used compared to the previous Mid+ grade by extending across the seat’s full central element. Samara has a grey appearance with subtle background hints of mixed colours and is complemented by dark grey and black fabric on the seat sides. Grey stitching on the front seats adds a stylish touch to the cabin, complemented by a sleek gunmetal gear shift knob decoration.

The GR SPORT grade, which is inspired by Toyota’s World Championship-winning motorsports teams, is now accessible to a wider range of customers thanks to addition of the 1.8-litre hybrid powertrain, with 140 DIN hp. In common with the existing 2.0-litre plug-in hybrid (223 DIN hp) and hybrid (180 DIN hp) options, it includes a head-up display as standard, as well as optional panorama roof, bi-tone+ colouring – which consists of a contrasting black colour across the roof and rear body panels – and premium JBL sound system. In 1.8-litre specification, 19-inch alloy wheels are included as standard, while the 2.0-litre plug-in hybrid and hybrid variants feature 20-inch wheels.

All grades now offer the newly introduced Ash Grey and Lunar Sky Blue colours, which bring a fresh, modern look. Meanwhile, a Driver Monitor Camera – which detects signs of distraction or fatigue and is linked to the vehicle’s Emergency Driving Stop System – is included as standard.

     The updated Toyota C-HR range is available to order across Europe now.

Supply chain disruptions are putting European car parts production and the green transition at risk. Recent export restrictions have exposed Europe’s dependence on external suppliers for permanent magnets and rare earth elements. These magnets are used throughout a vehicle: to start the engine, run the power steering, operate air conditioning and cooling systems, control braking, and support many other automated functions. CLEPA, the European association of automotive suppliers, has published a new position paper outlining urgent measures to secure industrial capacity, maintain competitiveness, and prevent future production stoppages.

“The supply chain challenges we face continue. With stockpiling virtually impossible, there is a continued risk of production stops in EU plants,” said CLEPA Secretary General Benjamin Krieger. “This is not just a temporary logistics issue – Europe’s full dependence on external suppliers poses a long-term structural risk that threatens EU competitiveness and undermines our ability to deliver on the green and digital transition.”

CLEPA’s position paper calls on the EU to adopt a cohesive and forward-looking strategy that addresses both direct and indirect dependencies across the critical raw materials value chain. Key recommendations include:

• Creating a competitive environment for raw materials projects
• Implementing short-term measures to prevent supply disruptions
• Developing a long-term European strategy for permanent magnets
• Fostering trade partnerships and strategic alliances
• Advancing coherent circularity strategies
• De-risking indirect dependencies

CLEPA emphasises the need for alignment with the EU’s broader industrial and environmental policies, including the Critical Raw Materials Act (CRMA) and the End-of-Life Vehicles Regulation (ELVR), to ensure Europe’s automotive industry remains resilient, competitive, and sustainable.

Baker McKenzie Wong & Leow, the Singapore member firm of Baker McKenzie, has advised DBS Bank Ltd. (DBS) and OCBC Bank as mandated lead arrangers, underwriters and bookrunners for a USD 1 billion sustainability-linked syndicated loan (SLL) facility for Aster Chemicals & Energy Pte. Ltd. (Aster).

The facility, which closed on 15 September 2025, reflected robust demand from leading banks across Singapore, Indonesia, Thailand, the UAE, Japan, and Sri Lanka. DBS and OCBC also acted as Sustainability Coordinators, ensuring alignment of the facility with Aster Group’s Environmental, Social, and Governance (ESG) objectives. The SLL is directly linked to measurable reductions in Greenhouse Gas (GHG) emissions intensity.

Proceeds from the facility will support Aster’s general corporate purposes, including rejuvenation projects for its assets on Pulau Bukom and Jurong Island.

The Baker McKenzie Wong & Leow team was led by Banking & Finance Principal Emmanuel Hadjidakis, supported by Local Principal Dawn Ho and Associate Qingxun Lin.

This transaction adds to Baker McKenzie’s growing portfolio of high-profile syndicated loan deals in the region, including the USD 4.2 billion loan for Gulf Energy Development Public Company Limited and Intouch Holdings Public Company Limited and a syndicate of eight foreign lenders as well as the USD 4.5 billion SLL facility for Syngenta Group (HK) Holdings Co. Ltd.

Baker McKenzie was recognized as the “Syndicated Corporate Loan Law Firm of the Year” at this year’s Asia Pacific Loan Market Association’s (APLMA’s) Asia Pacific Syndicated Loan Market Awards.

Baker McKenzie Wong & Leow advised DBS Bank Ltd. and OCBC Bank as mandated lead arrangers, underwriters and bookrunners for a USD 1 billion sustainability-linked syndicated loan facility for Aster Chemicals & Energy Pte. Ltd.