Cow dung to drive cars 5,500km in India without causing pollution
After going through a purification process, compressed biogas (CBG) can run a car over 5,500km.
Uttar Pradesh's rural economy is set to get a boost as, for the first time, methane will be produced from cow dung on a large scale, producing fuel that can power vehicles over long distances, creating rural jobs, and strengthening the green economy.
The experts on the matter are of the view that cow dung from a single cow can yield methane, which is equivalent to 225 litres of petrol every year. After going through a purification process, compressed biogas (CBG) can run a car over 5,500km.
Uttar Pradesh's Go-Seva-Aayog Chairman Shyam Bihari Gupta said on Aug 10 that from stray bovines, the state receives an average of 5.4 million kg of dung per day.
This dung can be processed in CBG plants and used for purposes ranging from methane production to household cooking fuel in rural areas, heating fuel for small industries, and as an organic solution in natural farming. This can potentially generate annual earnings worth hundreds of thousands of rupees.
The OSD of the Go-Go-Sewa-Aayog, Dr Anurag Srivastava, added, 'Methane farming can become an alternative to fossil fuels in the future. The UP Government's initiative in this area is promoting the concept of 'Waste to Wealth,' which will provide effective fuel for transportation and the green economy.
'The methane produced from the dung of each bovine is a form of natural gas, which is both environmentally friendly and economical.' THE STATESMAN/ASIA NEWS NETWORK
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Straits Times
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- Straits Times
HMI Medical sparks change with patient-centric care and innovative health solutions
Group CEO Chin Wei Jia (6th from the left) celebrates the launch of Malaysia's first Next-Gen Smart Ward with management staff and nurses at Mahkota Medical Centre. HOMEGROWN healthcare group HMI Medical is on a mission to help patients find the best options available to them as they navigate what can be a complex journey in matters of wellbeing. In fact, its vision is to support everyone with access to health and wellness services throughout the entire health ecosystem. Today, HMI Medical's health services comprises primary care clinics, health screening and diagnostic centres, specialist groups, medical centres, hospitals, as well as managed care services for corporates, with more than three million patient visits annually. The determination to bring clear value to patients has motivated the group to grow aggressively in recent years so that it can continue to be more holistic in providing greater access to healthcare and wellness care services inside and outside of hospitals – to homes, in workplaces and within communities. Now, it is focused on prevention and early detection in healthcare journeys, because as its group chief executive officer (CEO) Chin Wei Jia says, 'Healthcare is more than just patient care, and there's a lot more that we can do ahead of the curve for people before they become patients.' Chin, who took over as group CEO in late 2015, says a key to achieving a seamless, affordable and convenient experience for patients of different backgrounds is to work collaboratively across public, private and even not-for-profit healthcare entities. 'If it's a subsidised patient coming in, we want to help them navigate to the best option for them. If it's an employee coming in and they're looking for certain solutions, we're able to share with them what are the best options and navigate through their own benefits so that they can receive that care in a very quick time,' she says. She further adds that it is important that patients are seen at the right time and right place, so that costs are commensurate to the care setting. Delivering value-based healthcare to all HMI Medical has been busy building its ecosystem for over 25 years, with significant advancements in recent years. In 2018, it acquired a majority stake in OneCare Medical and grew it into a nationwide chain of close to 40 HMI OneCare clinics today. This investment is about bringing care into the heartlands, closer to the community, says Chin, who adds that the clinics are open for extended hours so that it is more convenient for people who work shifts. Through these clinics, the group works closely with the Ministry of Health and other industry partners to make healthcare more accessible to everyone. HMI OneCare Clinic is one of the largest private GP networks in Singapore and aims to strengthen the health of communities islandwide by making primary healthcare services more accessible to everyone. 'Once we have that first point of contact, we know what they need. We're able to help them navigate through their healthcare journey, whether it's a Healthier SG journey, or whether it's referrals into the public healthcare system or even giving them other private options because a lot of people in Singapore do have personal insurance coverage or employee health benefits,' says Chin. To offer highly personalised patient journeys, the group went on to broaden its specialist service offerings. Between 2022 and 2024, it acquired majority stakes in leading specialist groups, from Singapore's largest private ophthalmology group, Eagle Eye Centre, to a leading private cardiovascular group, Harley Street Heart and Vascular Centre, and the largest private urology group, Advanced Urology Associates. The group has also seeded and started new specialist groups in orthopaedics and dermatology. Top stories Swipe. Select. Stay informed. 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Alongside this acquisition, the group further invested in and built its own technology team to create digital products meant to help people take charge of their health by supporting them in navigating the system as seamlessly and conveniently as possible. 'What we're building is the technology behind (our health ecosystem). There's the front-facing part (for patients), but the bigger part is the development of a robust internal technology-driven system that enables us to make timely and appropriate referrals, and address any queries they may have in navigating their health,' says Chin. As Chin puts it, the company has been building into different segments and in a way, disrupting themselves because 'change is the only constant'. Disrupting healthcare with alternative care models The foresight was attributed to Chin's mother, Dr Gan See Khem, who is currently executive chair and managing director of HMI Medical. In fact, the Asian financial crisis did not stop HMI Medical from going for a public listing on the Singapore Exchange in 1999. For the first 20 years of its history, the group was very much focused on hospitals, as owner and operator. HMI Medical has roots in HMI Balestier Hospital that was set up by a group of local doctors in 1991, which was later converted to the HMI Institute of Health Sciences to equip people with healthcare knowledge and skills to join the healthcare profession. In 1998, it acquired a stake and a five-year management contract in a 300-bed Mahkota Medical Centre in Malacca that was loss-making, but the hospital reversed its fortunes in just three years after restructuring and is now a leading hospital in Malaysia with an ongoing commitment to raising the bar of excellence in delivering exceptional end-to-end services to local and international patients. 'In fact, we are the first and currently still the only private hospital provider with JCI CCPC (Joint Commission International Clinical Care Programme Certification). What this means is that our team of doctors, nurses, and allied health are all working collaboratively to deliver consistent quality care to patients in different disciplines,' says Chin. The group continued to grow in the years that followed, acquiring a stake in 2007 in the 218-bed Regency Specialist Hospital in Johor, Malaysia, and moving to the SGX mainboard in 2008. A decade later, HMI re-entered Singapore with its first investment in ambulatory care, now known as HMI Medical Centre, where day surgeries and procedures can be conducted outside of a hospital setting. 'By having a business model that looked at what we could do efficiently and effectively, we drove down the cost of manpower, space and facilities. We focused on what can be done well and safely and done mostly minimally invasively in a setting that's outside of the hospital,' Chin notes. Moving ahead, Chin will be closely monitoring the Johor-Singapore Special Economic Zone and the RTS railway shuttle link between Singapore and Johor, as she expects more cross-border movements. Cross-border healthcare demands on the rise And with a fast-ageing population, in Malaysia and particularly in Singapore, such considerations are a necessity in the design of healthcare services to meet growing needs. Keeping these in mind, HMI Medical recently completed the Regency Specialist Hospital new hospital building extension in Johor, increasing its capacity to 500 beds. About six months ago, the group also launched Regency Medical Care Centre in Johor's biggest mall, Mid Valley Southkey, to offer health screening and specialist outpatient services closer to the community. 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'We have programmes that we are fully committed to, to train as many home-based caregivers or first responders as possible, because things happen outside of a healthcare system. And it's extremely important with the ageing population,' says Chin. As opposed to being at a loss, she says such training gives people the confidence to step up and help and is something 'we need as a nation'. Timeline 1991: 62-bed hospital Balestier Medical Centre is set up and later renamed under the HMI brand. 1998: HMI Medical is incorporated and expands into Malaysia in 1998 after acquiring a stake and a five-year management contract in a 300-bed Mahkota Medical Centre in Malacca. 1999: HMI Medical, with the core business of managing Balestier Medical Centre and Mahkota Medical Centre, becomes listed on the Singapore Exchange. 2002: HMI Institute of Health Sciences (HMI Institute) is launched to provide healthcare education and healthcare career placements. 2005: The group completes the conversion of HMI Balestier Hospital into the HMI Institute. 2007: HMI acquires Regency Specialist Hospital in Johor, and launched the 218-bed hospital in 2009 to tap Malaysia's growing healthcare market. 2018: The group re-enters Singapore's healthcare scene with a new 30,000-square-foot ambulatory care centre within HMI Medical Centre at Farrer Park. In the same year, HMI invests in OneCare Medical Group (now known as HMI OneCare Clinic) and expanded this into a nationwide chain of close to 40 clinics today. 2019: HMI delisted from the SGX. In the same year, HMI Institute transforms into a social enterprise to further contribute to healthcare and community health education and training. 2020: HMI Medical and staff got together to help fight the Covid-19 pandemic in Singapore and in Malaysia. At the same time, the construction piling works of a 300-bed extension at Regency began. 2021: The group acquires a majority stake in Eagle Eye Centre to focus on dedicated specialist care services. 2023: HMI Medical acquires MHC Asia Group (now known as HMI Managed Healthcare), a leading medical benefits administrator and healthcare technology platform in Singapore with a network of more than 2,000 panel clinics and wellness providers. In the same year, HMI acquired a majority stake in Harley Street Heart and Vascular Centre to focus on cardiovascular care and offer more specialist care pathways within HMI Medical's growing health ecosystem. 2024: HMI launches HMI One app to bring added convenience to patients. In the same year, HMI acquires a majority stake in Advanced Urology Associates to expand its specialist service offerings. 2025: Regency Specialist Hospital completes its new hospital building extension.
Straits Times
a minute ago
- Straits Times
Growing value across markets
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'Transforming the HarbourFront Precinct into a thriving waterfront business and retail destination has been one of our most ambitious undertakings to date,' says Mr Hiew Yoon Khong, Group Chief Executive Officer, Mapletree Investments. 'Breathing new life into the area required physical redevelopment and a bold reimagination of its potential.' Since then, HarbourFront Precinct has continued to thrive, attracting a growing base of office and retail tenants. Today, its success – anchored by VivoCity, HarbourFront Centre, HarbourFront Towers One and Two, Bank of America HarbourFront, St James Power Station and The Reef at King's Dock – highlights Mapletree's vision for large-scale transformation. As at March 31, 2025, Mapletree is a leading global real estate company with S$80.3 billion in assets under management (AUM), of which S$60.3 billion are third-party managed. Its business model integrates four key roles of developer, investor, capital manager and property manager, fuelling its expansion into 13 markets across Asia Pacific, the United Kingdom (UK), Europe and North America. Transforming precincts Mapletree's approach to real estate transformation extends beyond individual assets to entire precincts. Following the successful revitalisation of HarbourFront Precinct, an equally ambitious transformation reshaped the Alexandra Precinct, reinforcing Mapletree's track record of delivering consistently attractive real estate investments. Located along the Alexandra and Telok Blangah corridor, the site was reimagined over multiple phases. The low-yielding Alexandra Distripark was redeveloped into Mapletree Business City (MBC) I, comprising an office tower and three business park buildings. Meanwhile, an asset enhancement initiative transformed the retail podium of PSA Building (now known as mTower) into Alexandra Retail Centre (ARC). In the final phase, The Comtech was redeveloped into MBC II, a 30-storey, best-in-class business park and the tallest of its kind in Singapore. Top stories Swipe. Select. Stay informed. 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These efforts reflect Mapletree's broader strategy of rejuvenating entire precincts. It transformed the former World Trade Centre into VivoCity, and redeveloped Alexandra Distripark and The Comtech into Mapletree Business City. Today, these two precincts are established destinations for global businesses and retailers. Proven growth through Reits and private funds Mapletree's capital management franchise has played a major role in its growth story. Its three listed Reits, Mapletree Logistics Trust (MLT), Mapletree Industrial Trust (MIT) and Mapletree Pan Asia Commercial Trust (MPACT), have delivered 10-year (refer to Footnote 1) total unitholder returns of 70.8 per cent, 112.4 per cent and 33.4 per cent respectively. Their assets span logistics parks, industrial spaces, data centres, as well as retail and office buildings across key global cities. These Reits are backed by stable rental income from well-located assets and a robust stream of growth opportunities. 'Our listed Reits have delivered attractive and long-term returns, supported by a disciplined strategy and the backing of Mapletree as their strong Sponsor,' says Mr Hiew. 'As a Sponsor, we provide access to high-quality assets, a clear pipeline for future growth and in-depth operational knowledge. These reasons reassure investors and stakeholders about the quality and viability of our Reits' growth,' he adds. Beyond listed vehicles, Mapletree currently manages nine private real estate funds and platforms with over S$20 billion in AUM, offering investors access to diverse investment opportunities across the globe. Since inception, it has launched 16 private funds with curated investment portfolios that meet investors' varying risk-return profiles across market cycles. Apart from being aligned with Mapletree's internal high conviction strategies, these funds also benefit from strong Sponsor participation, as Mapletree typically holds approximately a 20-40 per cent stake in each of the funds. A key example of this is the Mapletree US & EU Logistics Private Trust (MUSEL), which was launched in March 2019. At inception, MUSEL is a fully invested income yielding portfolio comprising 262 logistics assets across 26 states in the United States (US) and 20 cities in seven European countries, with a total investment value of ~S$6.1 billion, raising a total of ~S$2.4 billion in equity. More recently in April 2024, Mapletree successfully closed its 16th private fund amid a challenging backdrop of rising interest rates. Mapletree Japan Investment Country Private Trust (MAJIC) is the Group's second Japan logistics development fund, targeting an AUM of ~S$1 billion (refer to Footnote 2) when fully deployed, and the third one focused on Japan. The strong reception of MAJIC by a diverse group of new and returning investors who have committed ~S$443 million (refer to Footnote 2) in equity, reflects the Group's track record in fund management and development capabilities. It also underscores Mapletree's ability to navigate different economic cycles while maintaining investor confidence. Building a global presence Mapletree's global expansion has followed a disciplined strategy of entering markets and sectors with structural growth potential. It now operates in 13 markets and has made strategic investments across logistics, office, data centre, student housing and other properties. 'Having 21 offices and boots on the ground across the globe allows us to keep abreast of the developments in key markets. Being embedded in local markets also increases our visibility for these transactions, whether managing operations, acquiring new assets or undertaking development projects,' explains Mr Hiew. 'We also pay close attention to the performance of different asset classes and the evolving demands. By anticipating trends and cementing our positions in markets with structural growth potential, we have built a resilient portfolio of around 950 properties across 13 markets today.' The logistics sector has seen robust growth, which Mapletree believes will continue to expand. With rising demand from e-commerce and resilient supply chains, logistics now forms the largest sector in the Group's AUM, spanning over 700 properties. As at March 31, 2025, AUM for Mapletree's logistics asset class surpassed S$33.7 billion, positioning the Group to actively pursue growth opportunities in the US, Europe and Asia Pacific over the next five years. Most recently, Mapletree deepened its logistics footprint in Europe with the acquisitions of its first two logistics assets in the UK and 10 warehouses in Spain. In addition, Mapletree was recognised as the Logistics Investor of the Year (Asia Pacific) at the 2024 PERE awards. In Ho Chi Minh City, Vietnam, Mapletree built Saigon South Place, a 4.4-hectare integrated mixed-use development comprising shopping mall SC VivoCity, Grade A office building Mapletree Business Centre, Oakwood Residence Saigon & RichLane Residences. SC VivoCity is also the first shopping mall in Vietnam to achieve the US Green Building Council's LEED Gold certification. In Reading, the UK, Green Park clearly demonstrates the Group's office strategy. Spread across 195 acres, the leading business park offers Grade A office space and is home to multinational corporations across defence, technology, telecoms, pharmaceuticals and healthcare. In addition, Green Park is a biodiversity sanctuary, sheltering over 60 bird species. It proudly celebrated 10 years of recognition with the Wildlife Trusts' Biodiversity award, highlighting Mapletree's commitment to creating green spaces within its assets. The student housing sector is another area where Mapletree has built scale. Its portfolio includes 82 purpose-built student accommodation (PBSA) assets across 43 cities in the UK, US, Germany and Canada, offering nearly 29,000 beds. Assets such as the 453-bed Westwood Student Mews in Coventry represents Mapletree's first student housing development in the UK, while the 513-bed The Chestnut at University City in Philadelphia marks Mapletree's first student housing development project in the US. These developments highlight Mapletree's capability to develop and manage high-quality, well-located PBSA offerings. In April 2024, Mapletree completed a ~S$1.7 billion (refer to Footnote 3) strategic acquisition comprising a portfolio of 31 student housing assets across the UK and Germany, along with the award-winning Student Castle operating platform. This deal catapulted Mapletree from the seventh to the fourth-largest student housing owner in the UK as at March 31, 2025, and established in-house operating capabilities that are essential for scaling the Group's student housing business. The Student Castle brand has successfully developed and refurbished 15 assets over 15 years, including two heritage-enhancing developments in Bath and Durham, and two award-winning projects in Oxford and York. The data centre segment has gained momentum too. Through developments, joint ventures and acquisitions, the Group has grown its data centre presence, now spanning across Singapore, the US, Japan and Hong Kong SAR. In 2021, MIT acquired 29 US-based data centres across 18 states and gained exposure to new established markets such as Chicago, Los Angeles and Houston. Earlier in 2019, Mapletree and MIT acquired a ~S$1.9 billion portfolio from Digital Realty, and entered a co-investment in hyperscale data centres. Positioned for the next phase Having entered its fourth Five-Year Plan in Financial Year 2024/2025, Mapletree's growth strategy remains focused on four core sectors: logistics, student housing, office and data centre. These asset classes continue to show long-term resilience and structural demand across key global markets. In logistics, the Group is actively expanding its footprint in the US and Europe, while deepening its presence in fast-growing Asian markets such as India, Malaysia and Vietnam. To support this momentum, Mapletree is planning new fund platforms, including a logistics development fund targeting emerging Asia, where institutional-grade warehousing remains limited. Additional fund strategies are being explored for logistics opportunities in Europe and the US, supporting broader expansion efforts in key markets. At the same time, student housing remains another scalable growth engine. Buoyed by continued demand for quality higher education and increasing international student mobility, Mapletree is evaluating opportunities to strengthen its portfolio across the UK, including syndicating a UK-focused student housing fund and expanding into new markets such as Australasia and continental Europe. Its ability to develop and manage student accommodation facilities in-house ensures quality and reliable services to students. 'Our logistics and student housing portfolios have grown significantly as they are underpinned by strong, long-term demand drivers. We maintain a positive outlook on these sectors and will continue to leverage our in-house operating and development capabilities to grow our footprint,' says Mr Hiew. He adds: 'Asian territories like Singapore, Hong Kong SAR and Japan are gaining popularity due to their affordable yet globally recognised institutions. We are closely monitoring student mobility and assessing these destinations as potential additions to our global portfolio.' With digital infrastructure requirements rising globally, the Group sees strong upside in the data centre sector. Mapletree will continue to explore new opportunities to expand its data centre footprint in established core markets in Europe, where investor appetite remains strong, and rapidly emerging markets such as Milan and Madrid which present strong potential for returns. Within Asia Pacific, Mapletree will focus on mature markets like Japan and emerging markets like South Korea. Mapletree's office sector strategy will centre on India and Vietnam in the short- to medium-term, where hybrid work trends have had less impact and demand for high-quality offices remains strong. These markets present favourable rental growth prospects and long-term investment potential. Branching out globally While international growth is a key focus, Mapletree continues to enhance its home ground advantage. It remains committed to strengthening its presence in Singapore's Greater Southern Waterfront, leveraging its earlier success at HarbourFront Precinct. Building on this foundation, the Group will also continue to structure new private funds that generate sustainable returns for investors. This commitment to growing at home and abroad reflects Mapletree's evolution over the past two decades. What began as a local real estate business now spans continents, sectors and investor classes, with a growth story that is still unfolding. 1 From April 1, 2015 to March 31, 2025 2 Based on exchange rate as at fund inception 3 Based on exchange rate as at March 31, 2024
Straits Times
a minute ago
- Straits Times
DBS: A purpose-driven and innovation-led bank for Asia
Much like how Singapore has always punched above its weight, DBS today stands toe-to-toe with its global peers, anchored by its ambition to be the Best Bank for a Better World DBS CEO Tan Su Shan at the Euromoney Awards for Excellence 2025 where the bank won the 'World's Best Bank' accolade for the third time since 2019. DBS was also the inaugural winner as 'World's Best Bank for Customer Experience' and was lauded 'World's Best Bank for Corporate Responsibility' for the second time. IN 1968, as Singapore was just finding its feet as an independent republic, a bank was established to finance the future of a young nation. The Development Bank of Singapore as it was then known, DBS was tasked with nation-building, underwriting the industrialisation of a city that dared to dream. Nearly six decades on, DBS has not only become Southeast Asia's largest bank by assets but has also been recognised as the World's Best Bank multiple times by leading global publications. Yet, its identity remains deeply interwoven with Singapore's own journey. 'These developmental roots speak to our culture of purpose in nation-building and helping our clients on their growth paths,' says DBS CEO Tan Su Shan. From shaping skylines to seeding industries, DBS in its early years played a central role in Singapore's rise. Its involvement in strategic industrial projects laid the groundwork for Singapore's future in many sectors, including high-tech industries. It also helped develop pivotal real estate projects, including the Raffles City Convention Centre, then the largest commercial property development in Singapore. These projects not only transformed the cityscape but also sparked economic activity that propelled the country forward. Hon Sui Sen (left), Howe Yoon Chong (2nd from left) and S Dhanabalan (right) topping off the 50-storey DBS Building in 1974. All three served as DBS Chairmen. As Singapore developed, DBS evolved from a state-led development institution into a full-fledged commercial bank. It played a crucial role in establishing Singapore's financial infrastructure with pioneering innovations. The bank launched Autosave, Singapore's first interest-bearing current account, in 1980 and introduced PayLah! in 2014, driving digital payment adoption well ahead of the national PayNow system. In addition, DBS helped catalyse the development of Singapore's fledgling capital market, leading the stock market listings of iconic brands like Singapore Airlines and SingTel. The bank enabled participation of retail investors in new listings via ATMs – a global first. As a pioneer of real estate investment trusts (REITs), DBS launched CapitaMall Trust, Singapore's first REIT, and subsequently helped establish Singapore as Asia's largest REIT hub outside Japan. In wealth management, DBS worked closely with the Monetary Authority of Singapore (MAS) to promote Singapore as a wealth hub, launching AI-driven platforms and championing sustainable investing. The integration of POSB into the DBS family further embedded the bank into the everyday lives of Singaporeans. 'The notion of being 'neighbours first, bankers second' further entrenched our role in society,' says Tan. 'We became more deeply embedded in the lives of Singaporeans – even right from birth with many parents opening their baby's first bank account with POSB.' Today, Singapore is positioning itself for its next phase of development beyond SG60 with a focus on technology and innovation, building a sustainable and green future, and fostering a more inclusive society. DBS is aligning itself to meet those national priorities. 'As a leader in digital banking and a strong champion of helping companies transition to net-zero, we will continue to reimagine banking to support the nation's ambitions,' says Tan. DBS is also growing its footprint in what it calls 'connectivity markets' such as the Middle East, Australia and the West, following the expansion of its long-term Asian clients into new geographies. 'While we remain an Asia-focused bank, our aim is to follow our clients as they grow,' says Tan. Banking with purpose While many companies speak of values and vision, DBS has built its strategy and operations around a simple yet powerful purpose: to be the Best Bank for a Better World. 'Being purpose-driven is part of our DNA,' says Tan. 'From the time of DBS' and POSB's founding as the Development Bank of Singapore and 'People's Bank' respectively, we have believed in good citizenship.' 'Core to this is our belief that as a bank, we can do well by doing good – that is, to make a positive impact by enriching lives, transforming businesses and serving the communities we operate in,' Tan adds. That ethos is embedded in the bank's core values as captured in the mnemonic PRIDE! (Purpose-driven, Relationship-led, Innovative, Decisive, Everything Fun!) These are not just slogans on posters but criteria in performance reviews and daily decisions. 'Being purpose-driven is the reason DBS – through POSB – banks underserved segments such as migrant workers in Singapore,' Tan notes. 'It also underlines our efforts over the years to democratise financial planning for Singaporeans, support small businesses, and bolster digital and financial literacy efforts.' In 2014, DBS established the DBS Foundation to expand its impact beyond banking. Over the past decade, it has committed S$130 million to causes that drive social good and environmental sustainability. Now, that commitment is scaling up. 'In the coming decade, we are upsizing our commitment to S$1 billion to foster inclusion and provide essential needs to Asia's vulnerable,' Tan reveals. DBS aims to be the Best Bank for a Better World, anchored by its belief in doing well by doing good which includes creating impact beyond banking. PHOTO: DBS Innovating for the future of banking Through the past decade, DBS has become globally synonymous with digital transformation. The lender's reinvention from a traditional bank into a tech-enabled one has drawn global accolades and positioned it at the cutting edge of the future of finance. 'Our culture of innovation is anchored on our entrepreneurial mindset and agile ways of working,' says Tan. 'We have organised ourselves around customer journeys, where cross-functional teams are empowered to experiment and deliver at speed.' Although it is already at the forefront of innovation, DBS continues to break new tech frontiers. Artificial intelligence, generative AI, and decentralised finance are not future ambitions but are already being industrialised across the bank's operations. DBS Token Services, a blockchain-powered platform for institutional clients, is one example of smart contract automation and tokenised asset services. 'We're doubling down on industrialising the use of AI and Gen AI to amplify productivity and reduce toil for employees, while driving more hyperpersonalised and contextual solutions for our customers,' Tan explains. DBS sees innovation not just as a competitive advantage but as a means to improve lives. 'Ultimately, we are leveraging technology to make banking simpler, smarter and more inclusive,' says Tan. Anchored in Asia, adapting for growth Unlike its regional peers, DBS has a unique footprint across Asia's three key growth engines: Southeast Asia, South Asia and North Asia. The bank's six core markets – Singapore, Hong Kong, China, Taiwan, India and Indonesia – provide resilience and opportunity. 'Our diversified geographic footprint has been a source of strength,' says Tan. Adaptability, underpinned by a robust regional network, is also vital in today's volatile global economy. DBS has been working with its clients to reconfigure supply chains, explore alternative trade routes, and manage liquidity across jurisdictions. The lender also sees Asia's long-term fundamentals as unshaken. Trade outside the US – what DBS calls 'TOTUS' – accounts for nearly 90 per cent of global trade and around 85 per cent of GDP. Asia is leading the charge. 'Asia accounts for more than half of the world's middle-class households and manufacturing value add,' Tan notes. 'In 2024, the region contributed almost 60 per cent of global growth and accounted for more than half of global trade.' Intra-Asian integration, rising affluence and accelerating digital adoption continue to power the region. For DBS, this is fertile ground to deepen its presence, innovate locally and connect markets. Flying the Singapore flag high From its roots as a domestic development bank, DBS today operates on a truly global stage. The lender has been named the World's Best Bank eight times since 2018 by various international publications and has maintained its title as Asia's Safest Bank for 16 consecutive years. In 2024, its return on equity of 18 per cent placed it seventh among global peers – a position most banks from markets the size of Singapore's can only dream of. (From left) DBS Chairman Peter Seah, Senior Minister Lee Hsien Loong and former CEO Piyush Gupta celebrating the bank's 50th anniversary in 2018. PHOTO: DBS Tan credits a mix of structural strengths and the bank's own transformation drive for these accolades. 'DBS has been a beneficiary of Singapore's status as a key global financial centre,' she says. 'We have also leveraged structural megatrends such as the region's rising middle class, burgeoning wealth creation, cross-border flows and infrastructure build-up.' As DBS continues to grow across the region and beyond, it remains anchored in the ethos that built it: putting customers first, embracing change, and doing what is right. 'We are honoured to have flown the Singapore flag high on the world stage all these years,' says Tan. 'Going forward, we stand by an unwavering belief that by being at the forefront of change, and guided by purpose, we can create a future that is not just successful but also sustainable and impactful.'
