Category: 3. Business

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.

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. 

Our report for INEOS explains why the European chemical industry is undergoing a severe and sustained contraction. Structural pressures, principally high energy costs, carbon costs, regulatory and permitting burdens, are eroding competitiveness relative to the United States, China, and the Middle East.

Between 2019 and 2025Q2, the European chemical sector’s output declined significantly. It has contracted by 30% in the UK, 18% in Germany, 12% in France, and 7% in Belgium. Structural pressures—chiefly high energy and carbon costs alongside regulatory and permitting burdens—are undermining the sector’s viability.

Falling output levels and lower profitability is causing European chemical firms to cut their investment relative to their global competitors. Between 2019 and 2024, the average annual growth in European chemical firms’ investment spending was half the rate of their US counterparts (1.5% versus 3.0%). This trend is projected to continue over the next decade. This will further adversely impact the sector’s competitiveness.

Emissions data suggest that, if European chemicals production is replaced by imports from China and the US, total carbon emissions will rise. Chinese and US chemical industries emit around threefold and twofold more carbon for the same volume of output, respectively, than those in Europe. The greater distances needed to transport the imports will also add to the greenhouse gas emissions.

European policymakers face a critical decision: act decisively now to safeguard this vital strategic industry or risk its irreversible decline.

Developing Asia reached a 98% access rate in 2024. India and Indonesia now have universal access, leaving most of the remaining gap in Pakistan, Afghanistan, Mongolia, Myanmar, and the Democratic People’s Republic of Korea, which together account for 83% of the region’s population still without electricity. Progress has stalled since 2021, with four of the five countries showing slower progress than before the pandemic.

Latin America is close to universal access, with 98% of the population connected in 2024. But the last few percentage points are proving difficult. Remote areas such as the Andean Highlands and the Amazon remain underserved, and at the current pace, it could take 15 years to close the gap. Honduras and Haiti face the largest challenges. In Haiti, about half the population still lacks electricity, and progress in 2024 was 56% below the 2015–2019 average.

Sub-Saharan Africa accounts for eight out of ten people globally without electricity. The number of people lacking access grew between 2020 and 2022 but has since begun to fall, though progress is concentrated in a handful of countries such as Côte d’Ivoire, Kenya, and Mozambique. In 2024, regional progress remained below pre-pandemic levels, with 27 countries still lagging their 2015–2019 averages. Early 2025 estimates suggest a modest acceleration, supported by record solar PV imports from China and new electrification policies in key countries.