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Singapore's alternative dispute resolution ecosystem must evolve to stay relevant: Murali

Singapore's alternative dispute resolution ecosystem must evolve to stay relevant: Murali

Singapore's alternative dispute resolution ecosystem must evolve to stay relevant: Murali
Source: Straits Times
Article Date: 23 May 2025
Author: Zaihan Mohamed Yusof
This will ensure businesses have certainty amid a volatile world, says Minister of State for Law and Transport Murali Pillai.
Hubs for alternative dispute resolution (ADR) must evolve to deliver certainty and the rule of law for businesses amid the volatile global landscape.
In a speech on May 22 to about 200 delegates at the Alternative Dispute Resolution Conference, Minister of State for Law and Transport Murali Pillai said Singapore aims to navigate the complex and dynamic global environment in three ways – upholding the rule of law, innovation and creating partnerships.
On the rule of law, Mr Murali said Singapore is a strong proponent of multilateralism, noting that the Republic had signed and ratified a number of key international conventions, including the New York Convention, the Hague Choice of Court Convention and the Singapore Convention on Mediation.
He said these instruments enhance the enforceability of arbitral awards, court judgments and mediated settlement agreements across borders.
Mr Murali highlighted the most recent addition – the Singapore Convention on Mediation, which currently has 18 parties and 57 signatories, including many countries from Asean and Asia.
'We hope that more countries will sign and ratify the convention, allowing mediation to become a truly effective and trusted means for resolving cross-border disputes – complementing arbitration as a key pillar of international dispute resolution,' he said.
Speaking at the conference, held at the Pan Pacific Singapore and jointly organised by the Law Society of Singapore and LawAsia (The Law Association for Asia and the Pacific), Mr Murali said that Singapore must consistently innovate, improve and create better ways to meet global needs.
He said changes were made to introduce a framework for fee agreements to align the ADR landscape in Singapore with practices and developments on the international front. Singapore has also embraced technology, with the Singapore International Mediation Centre offering the use of the Mediation Artificial Intelligence Assistant.
The tool allows users to quickly make sense of large volumes of information, including generating a chronology of events, outlining the roles of individuals, providing a table of common positions and differences between parties, and summarising the documents and data provided by parties.
Mr Murali said Singapore recognises that it cannot operate in isolation because of the international nature of the disputes.
At the government-to-government level, he noted that the Ministry of Law has signed memorandums of understanding with counterparts around the world.
ADR institutions here have also collaborated with foreign ADR institutions, trade bodies, bar associations, hearing centres and law schools to exchange knowledge and best practices.
Mr Murali said ADR institutions in Singapore have an international board, court and panel from both common law and civil law jurisdictions.
'Just as Singapore is integrated into the global trading system, our ADR ecosystem must also be globally connected.
'To this end, we have liberalised our dispute resolution regime,' he added, noting that parties can appoint counsel, arbitrators and mediators of any nationality.
In his speech, Mr Murali said he is optimistic that globalisation is here to stay, though in a different form, with new ties forged between like-minded jurisdictions.
He said he was especially confident about the future of Asia, noting that three of the top five largest economies in the world are in Asia – China, Japan and India.
'Asean, as a collective bloc, is around the same size as India. This region is dynamic and full of promise. The Asia-Pacific is home to over 60 per cent of the world's youth aged 15 to 24, representing not only a significant source of talent but also a growing base of consumers.
'With an expanding middle class and increasing urbanisation, we are witnessing a surge in infrastructure development and economic activity. And where business thrives, so too does demand for legal and dispute resolution services. There is room for all of us to benefit from this growth,' he added.
Legal experts speaking to The Straits Times on the sidelines of the event said new trends are emerging in the ADR environment.
One of the delegates at the conference, Mr See Chern Yang, director of dispute resolution at Drew & Napier, told ST: 'We are starting to see more commercial disputes, especially now... cross-border, commercial disputes between two parties of different countries getting through the mediation system.
'We are also starting to see a trend of what we call pre-commencement mediation, which means even before the case is found in the court, before litigation commences, parties with their lawyers collectively decide, 'let's mediate'.'
Parties from around the world have chosen Singapore as the dispute resolution forum, even when the dispute has no direct connection with Singapore.
In the latest Queen Mary University of London and White & Case's International Arbitration Survey, Singapore continues to rank among the top four most preferred seats of arbitration across all regions, including Africa and Latin America.
The Singapore International Arbitration Centre has received cases from parties in 110 jurisdictions.
Mr Shyam Divan, president of LawAsia, said ADR can bring cost savings and more efficiency to feuding parties.
In international trade disruptions, such as during the Covid-19 pandemic, parties may find themselves having a problem that needs to be solved quickly.
Mr Divan told ST: 'So in situations like that, I think ADR, without having to go through the court system, is much more efficient – either through the arbitration or the mediation route – in trying to have a solution that is acceptable to two sides.'
He added that he sees mediated settlements gaining popularity.
Mr Murali, who will be appointed Senior Minister of State for Law and Transport on May 23, told ST about his new role of 'being a team player in the team captained by Prime Minister Lawrence Wong'.
'The goal is simple but difficult – to win the match to secure our country's future at local, national and international levels,' he said.
Source: The Straits Times © SPH Media Limited. Permission required for reproduction.
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SG60: How Singapore's SMEs are shaping a sustainable future for Asean
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SG60: How Singapore's SMEs are shaping a sustainable future for Asean

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Driving Asia's professional services revolution
Driving Asia's professional services revolution

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timea day ago

  • Straits Times

Driving Asia's professional services revolution

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OCBC Group: Greater than the sum of its parts
OCBC Group: Greater than the sum of its parts

Straits Times

timea day ago

  • Straits Times

OCBC Group: Greater than the sum of its parts

Sign up now: Get ST's newsletters delivered to your inbox Designed by I.M. Pei, the 52-storey OCBC Centre was completed and opened in 1976. Today, it is a National Heritage Board historic site. MORE than nine decades after three struggling banks merged for survival in the Great Depression, OCBC Group has honed the art of being greater than the sum of its parts. This, and its long-standing presence in Asia's most dynamic markets, drives its 'One Group' push today. That is the heart of OCBC's corporate strategy, refreshed in 2022, which focuses on capturing ASEAN-Greater China trade and investment flows and rising Asian wealth – trends OCBC expects will continue for years to come. The payoff is clear: 2024 marked the group's third consecutive year of record earnings, which hit S$7.59 billion. It is testament to the group being in the right place, at the right time, with the right approach to capture opportunities by working as One Group. 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Positioned to follow flows With over 340 branches and representative offices in Asean and over 50 in Greater China, the group is poised to effectively capture today's trade and investment flows. Asean and China were each other's largest trading partner for a fifth consecutive year in 2024, with bilateral trade in goods exceeding US$980 billion. Amid an uncertain US tariff regime and ongoing supply chain shifts, Asean continues to attract foreign direct investment. Chinese companies are moving from 'China-plus-one' to 'China-plus-n' strategies, simultaneously investing across multiple Asean markets, group chief executive Helen Wong noted in OCBC's 2024 annual report. They target Vietnam for general manufacturing, Malaysia for advanced manufacturing, and Indonesia for its large population and natural resources. This key customer segment – Chinese companies expanding into Asean – grew nearly 30 per cent year-on-year in 2024. They are served by OCBC's twin hubs: its Singapore headquarters finance and manage regional investments, while Hong Kong serves as a first stop for Chinese fundraising. Strategic, integrated advantage OCBC Group today spans six commercial banks across key growth markets (Singapore, Malaysia, Indonesia, mainland China, Hong Kong and Macau), Islamic bank OCBC Al-Amin, regional private bank Bank of Singapore, South-east Asian asset manager Lion Global Investors, securities house OCBC Securities and leasing unit Pac Lease. It also owns a large part of Great Eastern Holdings (GEH), the oldest and most established life insurance group in Singapore and Malaysia. In addition, the group holds the maximum permissible 20 per cent stake in associate Bank of Ningbo, one of China's 20 systemically important banks. OCBC's international network in Europe, Australia and the US is equally important as it supports corporate customers seeking new markets and establishes a presence in global financial markets. Operating as a comprehensive financial services group thus differentiates OCBC from bank-only players in the region. Under Wong's leadership, OCBC has emphasised a One Group approach to drive synergy by leveraging the collective strengths of the OCBC franchise and offering customers a holistic solution across the OCBC network. 'This composition and synergistic nature of OCBC Group is not easily replicated. It is the result of deliberate, strategic moves over decades,' said Wong in the annual report. Its wealth management franchise exemplifies this. OCBC's 2010 acquisition of ING Asia Private Bank created Bank of Singapore, enabling seamless customer progression from consumer banking through Premier Banking and Premier Private Client to ultra-high net worth services. Combined assets under management from OCBC Bank, Bank of Singapore and Great Eastern Holdings now position the group among the region's largest wealth managers too. Great Eastern represents another strategic integration. The relationship, which dates to the 1950s, deepened in 1992 when Great Eastern became the first insurer to be an exclusive bancassurance partner of OCBC. Over the years, this relationship has become more tightly woven. With this strong relationship comes synergies which would enable OCBC to offer a comprehensive suite of banking, wealth, health, and protection products to both customer bases. In Singapore, 70 per cent of Great Eastern customers hold OCBC products, while 30 per cent of OCBC customers hold a Great Eastern policy. OCBC's long-standing conviction has thus been that more can be achieved with Great Eastern as a close-knit part of the group. Singapore's heritage bank The year Singapore gained independence, 1965, was also when Lee Kong Chian – OCBC's chairman since World War II's end – retired after leading OCBC through Singapore's postwar rebuilding as it grew into a leading regional financial institution. So quickly did the bank outgrow its distinctive China Building that by 1970 it was demolished to make way for new headquarters. OCBC Centre – built on the same enlarged plot of land – was Singapore's first building by renowned architect I.M. Pei. Completed in 1976 as South-east Asia's tallest building, it is now a National Heritage Board historic site. Today, six stained-glass panels preserved from the old China Building overlook the main hall's ATMs – three depict commerce, industry and farming, and three show scenes from the bank's early history. Their preservation speaks of how the founders' vision of OCBC as a pillar of society – one that thrives when society is served and enriched – lives on. 'While we must move quickly with our transformation efforts, I would like to emphasise the importance of having our purpose and values at the heart of every decision. That is non-negotiable,' Wong said in the 2024 annual report. 'We have and will always put our customers, community and shareholders first.' Leveraging Gen AI, setting sights on quantum computing revolution Early adoption of artificial intelligence (AI) is paying off for OCBC, which is now readying itself for quantum computing – potentially the next banking revolution. Singapore's first bank to establish an AI unit back in 2018, OCBC has significantly expanded in-house capabilities and is set to leverage generative AI (Gen AI). 'While business adoption remains relatively early stage, compared to cloud computing or applied AI, we have seen promising results and have strong conviction in its business value,' group chief executive Helen Wong writes in OCBC's 2024 annual report. To date, over 35 Gen AI applications have been deployed across the group, yielding productivity gains of up to 50 per cent. 2024 also marked multiple market firsts for OCBC, notably Singapore's first AI-driven stock picker tool, A.I. Oscar. In the three months after its launch, the tool – which generates hyper-personalised stock ideas using a customer's profile and trading history – helped boost new OCBC Securities trading accounts by 95 per cent year-on-year. OCBC has set concrete 2027 targets. By then, it wants 75 per cent of all customer service requests to be AI-assisted, AI-support for every employee to raise staff productivity by 20 per cent, and a doubling of revenue attributable to AI. Also slated for 2027 completion is its innovation hub, OCBC Punggol, part of the group's S$500 million investment in Singapore's Punggol Digital District. This includes a partnership with Singapore Institute of Technology to drive fintech innovation and talent development. OCBC Punggol is slated for completion in 2027. OCBC now looks ahead to quantum computing, with which it sees potential to supercharge Gen AI and revolutionise banking, says Praveen Raina, its head of group operations and technology. The Singapore government has recognised this too, committing nearly S$300 million to quantum technology research and talent development. OCBC has a dedicated team exploring finance applications of quantum algorithms, such as derivative pricing and portfolio optimisation. In addition, more than 100 employees will receive specialised quantum technology training by 2026. Partnerships are critical as OCBC prepares for the next technological frontier. In malicious hands, the superior computational power of quantum technology and decryption could devastate current cybersecurity systems. 'If banks do not act now, we might as well leave the vault door wide open,' Raina warns. OCBC is working with the Monetary Authority of Singapore and industry partners on quantum-powered cyber defences. 'We keep a very close eye on new developments and trends that are set to disrupt the banking industry in the next decade,' Raina says. 'Our vision is a future where our people do not just work alongside emerging technologies – they lead with them.'

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