Revolut Business aims to solve high costs and branch-heavy onboarding as well as disorganised tooling provided by traditional banks.

New Zealand businesses will be able to handle key functions like accounts, cards, and supplier payments as well as expense management in one system and will not be required to work with several providers.

Revolut, which is the global financial app with over 75 million customers worldwide, on June 23, 2026, announced the formal launch of its exclusive business platform named Revolut Business in New Zealand.

The launch in New Zealand represents a major expansion of the APAC footprint from Revolut Business, reinforcing its position as a global B2B fintech leader with annualized revenues recently in excess of $1.65 billion NZD and serving more than 800,000 businesses globally. The expansion comes after a period of substantial momentum when it comes to local retail for Revolut, which has recently marked its best financial year to-date in New Zealand, with FY25 revenue increasing by 99% year-over-year.

It is well to be noted that Revolut Business is an automated and all-in-one financial platform that helps businesses be more efficient and assists in addressing high costs and friction in the financial sector of New Zealand, which is largely controlled by the incumbent banks with more than 90% share. NZ SMEs face mandatory branch visits, excessive international remittance fees with an avg. of 3.9%, and large FX markups, as well as fragmented software.

Revolut Business is meeting the challenge with a frictionless, fully digital onboarding experience combined with a single platform.

New Zealand SME Business Finance Reimagined

Revolut Business will be the first platform in New Zealand to combine basic business finance workflows such as spend management, team controls, approvals, and accounts with interbank foreign exchange. For the first time in New Zealand, SMEs are going to be able to run critical functions such as payroll and cards as well as expense management in one system, rather than having to use a range of providers. This centralized approach means a quicker onboarding experience, fewer tools needed and less FX leakage, in turn saving Kiwi businesses both money and time in the process.

Revolut Business is a fast and transparent alternative with a modern digital infrastructure. The vertical wants to not only manage the money of the business but also serve as their operating system for expansion. The expansion of Revolut Business is driven by automation, control, and limitless scale.

When launched, Kiwi businesses will be able to use essential characteristics such as the following –

• Digital onboarding – Revolut Business delivers a completely digital onboarding experience, removing the standard weeks-long wait times and manual processing as well as the branch visits or manual callbacks that 4 out of 5 local incumbents require
• Simplified Global Money – Complete multi-currency accounts with acceptance as well as settlement in 39 currencies. Local businesses may send and receive money worldwide at open and transparent interbank FX rates as per the plan allowances during market hours, avoiding the conventional 2% to 5% bank margins and fixed $5–$35 transfer fees.
• Smarter Spending Management – Manage spending efficiently with physical as well as virtual corporate cards that work with both Apple Pay and Google Pay. Features such as in-app OCR receipt capture and advanced analytics allow for real-time spend tracking. The solution also offers automated and customizable approval processes and customizable spend limits for easier management.
• Native Local Integrations – Direct and native accounting integrations with Xero to remove spreadsheets that are manually created and seamlessly match expenses to policy controls.

The Head of New Zealand at Revolut, Georgia Grange, said that “We’re excited to build on the great momentum our retail product has seen since launching for Kiwis in 2023. We understand New Zealand’s SMEs are globally ambitious, but many are still dealing with slow onboarding, fragmented financial management tools, and expensive international payments. We’ve built Revolut Business to remove that friction: giving businesses a faster, more flexible way to manage money locally and internationally, all from a single platform.”

According to the Global Head of Revolut Business, James Gibson, “We’re thrilled to officially launch Revolut Business in New Zealand. This product has established a proven growth trajectory globally, consistently outperforming traditional options to become the primary choice for fast-growing companies and startups. New Zealand businesses can now access world-class, battle-tested financial infrastructure through our platform, which processes over NZD $60 billion globally each month. We are committed to the New Zealand market for the long term, offering a mature, integrated alternative that empowers Kiwi businesses to scale without borders.”

Transparent Pricing & Local Safety

Revolut Business is launching with a scalable subscription tier model –  Basic, Grow, Scale, as well as Enterprise and Custom plans in the works. This allows local enterprises to choose the specific feature sets, transfer limits and, at the same time, support models for their scale of operations.

The platform provides global-class security of assets and anti-money laundering – AML protections.

From today, New Zealand businesses can formally sign up and create an account with Revolut Business through the company’s website.

The post Revolut Business in New Zealand Formally Launched first appeared on World Finance Informs.

This effort sets a fresh benchmark for global retail transfers so that consumers can take advantage of a number of key perks-

• The entire amount is received. When you get money from outside the country, the sum that arrives in your account is the sum you were sent no surprises.
• It is faster. In a lot of instances, money will come in a matter of minutes. Where local banking systems allow, transfers can be instantaneous.
• You know the cost in advance. Before you hit confirm, the sender gets to see the fee as well as the exchange rate, so there are no unexpected surprises.
• Trackable. The recipient has the same ability as a parcel to track every stage of the transfer until it is received.

It is worth noting that Deutsche Bank is one of the first financial institutions to carry out the international payment transfer to Germany through this mode and the first in Germany, thus first providing a better experience for customers when they receive money from Brazil and Australia as well as Turkey. More than 60 banks in 25 countries have signed up to the scheme, which was launched only in 2025.

According to the Global Product & Client Solutions Head, Institutional Cash Management at Deutsche Bank, Ciaran Byrne, “Given the importance of the German market in global cross-border flows, it was critical to enable a scalable and standardized framework for incoming payments. As a gateway intermediary, Deutsche Bank is supporting financial institutions globally in sending payments into Germany while enabling retail and SME clients to benefit from a more transparent, predictable, and efficient payment experience.”

Germany comes under the top 10 countries for remittances received, as per the UN.

The Head of Central and Eastern Europe at Swift, Olivier Lens, said that “The rollout of this initiative represents a key development for Germany’s payments landscape. Customers expect international payments to be as transparent and predictable as those made domestically, and these standards help deliver on those expectations. This framework will enable a more trusted cross-border payments experience for businesses and consumers alike.”

The post International Payment Transfer to Germany Made Easy first appeared on World Finance Informs.

Complexity of Regulations, Lending Restrictions

AEB and its sister bodies, CECA as well as UNACC, said the burden of regulation as well as duplicated capital demands were limiting the capacity of banks to fund development.

They estimated that simplifying could as well boost lending by about €250 billion in Spain alone and assist in raising euro zone GDP growth.

International and European Regulatory Developments

Regulators around the world are looking at ways to ease the burden on banks so as to boost competition and growth in the economy, but European banks have been cautioned not to anticipate much movement after the European Central Bank said earlier in June 2026 that it would ease rules without easing overall capital requirements.

The European Commission’s evaluation of the competitiveness of the banking sector is anticipated in July 2026, with proposals for legislation likely to come in 2027.

Apparently, the EU was expected to eliminate restrictions that have been obstructing banks in transferring funds through the bloc, the FT stated on June 19, 2026, referring to a draft European Commission report.

Jose Luis Escriva, the Bank of Spain governor, said at a financial event in Madrid that eliminating barriers that go on to fragment EU banking markets was crucial to unlocking cross-border cooperation and boosting lending. But that calls for completing the banking union with evident guarantees to make sure that parent banks support their subsidiaries when under stress.

Industry Leaders Warn of Investment along with Fragmentation

The chairman of BBVA, Carlos Torres, and the chief executive of Santander, Hector Grisi, cautioned that inadequate investment and regulatory fragmentation risked harming the competitiveness of Europe. Without investment, the region is at risk of falling behind, especially in fast-moving areas such as technology and energy as well as defense, added Torres.

Demands For Easier Rules, Investment Gap

Europe’s banks have called for simpler regulations to assist them in funding development after saying the continent faced an expanding annual investment gap of €1.4 trillion or $1.62 trillion and the news of Europe banking sector may raise lending by €2tn is indeed quite a welcoming scenario.

The post Europe Banking Sector May Raise Lending by €2tn first appeared on World Finance Informs.

Mastercard looks forward to having a future where businesses go on to develop services for AI agents to buy as well as use. Functioning at machine speed, these agents could as well transact with each other consistently and that too at high velocity, implementing chains of transactions such as microtransactions.

This kind of a transition could as well unlock a whole new wave of innovation and business models along with economic activity wherein any company, from solopreneurs to even the largest enterprises, can go on to become a virtual powerhouse. In order to enable this new form of commerce, Mastercard has developed a novel way to pay for such services – payments, some just fractions of a cent, to be accomplished quickly and programmatically as well as securely.

Now the company is coming up with Agent Pay for Machines – AP4M, which apparently is a new service that enables these transactions to be permissioned, orchestrated, and also settled at machine speed throughout its global payments network.

According to Jorn Lambert, the chief product officer of Mastercard, “Agent Pay for Machines will create the conditions for a superbloom of AI business models. Machine payments can make it possible for services to be bought and sold among agents at fundamentally different scales than payments today – very high volumes, very small values, very fast, and at extremely low latency.”

Unlike the traditional point-of-sale or person-to-merchant payments, which happen to be discrete and user-initiated, these transactions are indeed programmatic, always-on, and implemented between systems in the fabric of digital commerce. It is well to be noted that Agent Pay for Machines helps Mastercard network participants to get the trust and controls of the global network of the company for machine-driven commerce, thereby helping the AI innovators enable safe, dependable payments as software starts to transact on its own.

Building a new set of payments 

The fact is that AI agents are no longer only assisting decisions. They are able to perform on human intent with coordination of services and complete transactions that are customized for their users.

For instance, an entrepreneur opening a flower shop could as well instruct an AI agent to go ahead and build as well as launch the web presence of the store, buying a domain name, hosting service, and images along with checkout pages within a specified budget, therefore turning one human-initiated requirement into a chain of transactions implemented automatically through providers.

Another instance would be a logistics agent managing one of the delivery routes could go ahead and pay for freight, reserve the loading bay access, buy temporary cold-chain tracking data, and settle the warehouse handling fees automatically as a shipment transits from origin to destination.

The fact is that payments don’t just increase. They change their form. They go on to become continuous, embedded, and permissioned as well as implemented at machine speed. And which is what creates a new need – infrastructure that can keep up.

In this fresh environment, businesses look out for peace of mind. Agents require the transactions to move instantly, with every transaction completed safely and as anticipated. Mastercard Agent Pay for Machines happens to be designed to go ahead and meet these requirements.

The service builds on Agent Pay of MasterCard program, which was introduced in 2025, by offering a system to enhance high-frequency, low-latency, low-value payments that are implemented by agents as well as machines. Where Agent Pay goes on to define how trusted AI agents participate in payments, Agent Pay for Machines is crafted for a complementary choice – automated, micro- and machine-driven transactions that go ahead and happen consistently in the background of digital commerce.

This is where the global network of MasterCard plays a major role. Mastercard Agent Pay for Machines happens to support credentialing and controls along with guaranteed settlement throughout multiple payment types, right from cards to stablecoins, helping organizations to roll out automated payments with the interoperability, dependability, and governance that the digital economy needs.

How it functions 

Mastercard Agent Pay for Machines happens to establish a dependable system for machine-driven transactions by way of a set of foundational capabilities –

• Credentialing – Every agent happens to be credentialed, and with the help of Verifiable Intent can indeed be recognized and transact with dependability across ecosystems.
• Permissioning – Organizations can set authorization rules as well as spending limits, which are programmatically enforced, making sure that transactions stay well within the defined parameters.
• Transacting – Verified participants can go ahead and connect and even transact throughout providers and systems, helping with continuous, high-frequency automated commerce.
• Settling – Supports dependable, guaranteed multi-rail settlement throughout cards and accounts as well as stablecoins.

With all this, the transactions transit predictably, elevating the transparency and consistency levels.

Collaborating to scale an open ecosystem 

Mastercard is partnering with a broad set of partners in order to validate priority usage cases, set up common rules and speed up adoption throughout the industries.

Supporting the forthcoming phase of digital commerce 

Mastercard Agent Pay for Machines broadens efforts by Mastercard to help with trusted digital interactions, right from identity and authentication to dependable exchange of data, so that the businesses can go ahead and adopt new technologies sans compromising security, dependability, and reach they anticipate from the global network as big as Mastercard’s.

Together along with Agent Pay as well as Verifiable Intent, Mastercard Agent Pay for Machines happens to reflect continued investment by Mastercard in building trusted as well as open infrastructure for payments that are autonomous, agent-driven, and also machine-driven.

The post Mastercard Introduces Agent Pay for Machines – AP4M first appeared on World Finance Informs.

In many organisations, invoices get passed from inbox to other inbox, approvals get lost in email processes, and finance teams use up their valuable time matching payments against records. What should be a routine cycle becomes disorganised, limiting visibility, binding working capital and adding around 8-15% in collection costs for organizations that depend on manual processes.

The impact is much wider compared to the finance function. Buyers are considering internal controls against the requirement to manage liquidity. Often suppliers are waiting 30 to 45 days or more to get paid, putting a strain on cash flow and restricting their ability to make investments, hire or grow. For many businesses those delays are functional, rather than being occasional.

Bridging the acceptance gap when it comes to commercial payments

It is indeed clear that commercial cards are a boon for business. They can help streamline processes, enhance control and offer greater flexibility in working capital. In the past, however, the acceptance of B2B suppliers has limited the scope of those benefits.

Some businesses are content to take cards, but many smaller and cross-border organizations still run via conventional account-based payment methods. This means companies frequently have to deal with a patchwork of digital as well as manual payment processes throughout their supplier base.

The practical problem calls for solutions that fit within current commercial processes, not asking all participants in the environment to alter how they operate.

Digitization across the supply base

This is where modern forms of payments are helping fill the gap.

For instance, Card to Account – C2A frameworks decouple the initiation of a payment from the receipt of a payment. With a commercial card, a buyer can pay in any marketplace or currency, and the supplier gets paid straight into their bank account without having to authorise cards or change how they invoice customers.

The benefits cascade through the ecosystem –

• Enhanced flexibility for buyers when it comes to working capital and cash flow management.
• Payment and approval flow can be incorporated into existing systems so minimal manual efforts are required.
• Reconciliation gets better as transactions are recorded digitally from end to end.
• Suppliers continue to receive money via the channels they know, without altering their current processes.

Ecosystems based on networks, like the Mastercard Card to Account Partner Program, are making it possible to do that at scale. These programs connect buyers and banks as well as speciality service providers to get commercial payments into supplier networks that historically have been challenging to digitize without hassle or risk.

From limitation to flexibility

The change is most evident in the way firms take care of liquidity.

For example, one large Asia Pacific telecommunications company experienced working capital limitations during peak demand times. Supporting growth also meant increasing payables, but not at the cost of supplier relationships or operational intricacy.

It has launched a card-to-account solution with fintech partner ipaymy in a matter of weeks, with no system integrations. No change to invoicing or payment reconciliation. Suppliers were paid directly into their current accounts.

According to the CEO of ipaymy, Olivia Leong, ” We went from the first conversation to live transaction in under 60 days unlocking over 50 days of interest-free working capital for the business, with zero disruption to suppliers. Speed of implementation and immediate access to liquidity: that is what the card-to-account program delivers.”

The outcome was a more agile liquidity structure that allowed the telco to absorb spikes in demand and release capital in bulk without putting any sort of pressure on the supply chain.

Embedding confidence into more intricate payment flows

As these frameworks grow, so does the intricacy of payment flows. Transactions can involve many parties, right from buyers and suppliers to platforms and financial institutions, across borders. It calls for visibility at all times, strict compliance controls and unambiguous accountability of how funds move.

Governance happens to be a design core, not a back-end necessity, driven by increasing demands around anti-money laundering safeguards, know-your-business guidelines and integrity of transactions. Structured partner ecosystems with standardized onboarding and ongoing monitoring are important to guarantee that payments are executed as intended.

Designing what lies ahead

Businesses are required to have payment systems that work throughout the markets, plug into current processes, and accommodate diverse supplier networks without adding any complexity.

In order to meet these expectations, one will require deeper collaboration like integration of global payments rails, fintech capabilities, and institutional frameworks at scale. One path forward is via approaches like the Mastercard Card to Account Partner Program, which does not replace current systems but rather links them more efficiently and extends their footprint.

It is not just the mechanics of payments that are changing, but also what they allow for organisations. Commercial payments can work across the entire spectrum of business interactions, far beyond the confines of current acceptance norms.

The Mastercard Card to Account Partner Program is at present available in selected Asia Pacific markets.

The post Mastercard Card to Account Partner Program for B2B Payments first appeared on World Finance Informs.

Paris and Oslo are pushing biodiversity deeper into investment mainstream as BNP Paribas Asset Management collaborates with Storebrand Asset Management to lead a new working group for the Finance for Biodiversity Foundation.

The group will develop a nature transition model when it comes to financial institutions. It will be co-chaired by the head of climate and environment at Storebrand Asset Management, Emine Isciel, and Robert-Alexandre Poujade, biodiversity lead, BNP Paribas Asset Management. Julen Gonzalez, technical director of the Finance for Biodiversity Foundation, is going to coordinate the work.

The move comes as investors are increasingly being urged to consider the loss of nature as a financial risk, not just an environmental one. Biodiversity loss impacts food systems, land values, access to water, infrastructure, and insurance as well as supply chains. This creates both a portfolio exposure and a governance risk for asset managers as well as banks.

Biodiversity is a key pillar of the sustainability strategy of BNP Paribas Asset Management. In 2021, the firm launched its Biodiversity Roadmap. Its latest role builds on that work as part of a wider finance-sector effort aimed at practical tools for investment teams, asset owners, banks, and other financial institutions.

New Framework to Support Nature-Positive Finance

The Finance for Biodiversity Foundation working group will discuss how financial institutions can grow credible nature transition finance worldwide.

It will focus its work in three main areas. The first is to define the role of financial institutions in enabling nature-positive economic activity. The second is to convert that role into a practical framework for financial decision-making. Third, make sure the framework is consistent with the global nature-positive target.

The framework is designed to help investors recognize companies that are making credible progress towards better alignment with nature goals. It will draw on existing climate and nature guidance and emerging practice from the Finance for Biodiversity Foundation and the wider finance community.

The nature transition finance is still less developed than the climate transition finance for executives and investors. Many institutions have more explicit models for evaluating net-zero commitments than for assessing nature-based corporate action. The new framework is intended to fill that gap.

The work could raise expectations for companies around governance, disclosure, capital allocation, and operational change. For investors, it could allow for more consistent engagement with issuers across sectors exposed to nature risks.

BNP Paribas AM Sees Use Case Throughout Investment Platforms

It said the new framework could help investment teams at BNP Paribas Asset Management establish dedicated, standardized approaches across various investment platforms and fund offerings.

The firm said more clarity on the corporate nature of transition would help asset owners as well as clients. This could become more crucial as institutional investors respond to biodiversity loss, regulation, and demand for credible sustainability products.

The Biodiversity Lead, BNP Paribas Asset Management, said, “I am honoured to co-chair this new working group, which aims to harness the energy and ideas of the FfB community and partners. We heard the call that we need the equivalent of net zero for nature. That insight sparked the genesis of this initiative. Working towards a nature-positive financial system is an ambitious goal but could be difficult to achieve if nature remains absent from transition discussions and corporates lack financial incentives to transition. I look forward to implementing this nature transition model alongside our investment teams.”

His comments highlight a fundamental market issue. Without clear financial incentives, companies may find it difficult to act on nature. It may also be difficult for investors to judge progress without a common definition of credible shift.

A decision-useful framework might provide a clearer structure on both sides. It could also help finance teams tell the difference between high-level nature commitments and transition plans that are backed by measurable action.

Biodiversity – A Portfolio and Boardroom Issue

According to Global Head of Sustainability at BNP Paribas Asset Management, Jane Ambachtsheer, “There is growing awareness of the critical impact of biodiversity loss on the economy. By co-chairing this new working group, BNPP AM reinforces its commitment to be a leading player in the transition to a more sustainable economy. We look forward to continuing to evolve our partnership with the FfB Foundation, and to providing our clients with the tools and resources they need to take action.”

The message is loud and clear for the C-suite. Nature is stepping into the same strategic ring as climate and supply chain resilience as well as long-term capital planning.

The move also reflects a broader trend in sustainable finance. Investors are starting to ask companies if they can demonstrate solid transition strategies for all environmental systems, not just carbon. This involves land use, water, pollution, and impacts on ecosystems, as well as dependencies on biodiversity.

The framework could support the promotion of uniformity in market practice for policymakers as well as regulators. For asset owners, it could assist in stewardship priorities, manager selection, and product due diligence.

The global finance industry has been developing frameworks for climate risk as well as net-zero alignment for years. Nature now calls for an equivalent discipline. The participation by BNP Paribas Asset Management in the new working group is an example of how biodiversity is transitioning from specialist sustainability teams to the heart of investment decision-making.

The post New Nature Transition Model for the Finance Sector first appeared on World Finance Informs.

The fund became oversubscribed and closed at a higher hard cap, well above its $6.5 billion goal and its $6.6 billion 2023 vintage Pathfinder II fund. The fund held its first and final closing in less than six months from launch in January 2026 and happens to be the biggest global asset-based finance fund in the market, reflecting strong investor demand for Ares’ best-in-class Global Asset-Based Finance Fund as well as tactical asset-focused investing.

As previously announced, investors holding roughly $4.0 billion of commitments in Pathfinder II have decided to prolong the reinvestment period for a further two years. Pathfinder III and associated transaction vehicles: Ares Alternative Credit’s Pathfinder closed-end strategy has raised roughly $12.7 billion to make investments in Global Asset-Based Finance Fund during the past nine months with this incremental capacity.

As of March 31, 2026, Ares Alternative Credit had an estimated $57.3 billion in assets under management, which included about $33.1 billion in non-investment grade, net of Pathfinder III and associated transaction vehicles.

Ares contends that this is the largest pool of illiquid ABF capital within the market.

According to Co-Head of Alternative Credit at Ares, Joel Holsinger, “The speed and size of this fundraise underscore our investors’ confidence in our team’s differentiated track record of sourcing and underwriting relative value investment opportunities in ABF. “With 95 investment professionals, our team benefits from extensive experience and deep relationships as well as the breadth of the global Ares platform as we seek to drive attractive, risk-adjusted returns for our investors.”

Remarks Co-Head of Alternative Credit at Ares, Kevin Alexander, “Bolstered by market volatility as well as our team’s expanded capabilities across sectors, we are energized by the growing opportunity set across the ABF market. “We believe we have raised four of the five largest ABF funds in the market to date, strengthening our ability to capitalize on the demand driven by current market conditions and deliver customizable liquidity solutions at scale.”

Opines Co-Head of Alternative Credit at Ares, Keith Ashton, that “In addition to the value creation opportunity for our investors, this fundraise represents meaningful anticipated capital for charitable organizations through the Pathfinder family of funds’ innovative charitable pledge. We are proud to build on the Pathfinder philanthropic commitment, and with the launch of Promote Giving last year, Ares and the other signatories are advancing a new model for philanthropy across the investment industry – demonstrating that it is possible to prioritize investors’ returns while also driving positive outcomes for underserved communities.”

The Pathfinder family of funds is formed through a charitable tie-in whereby Ares, as well as the portfolio managers of Pathfinder, has agreed to contribute a minimum of 5-10% of the carried interest profits from the funds to charitable organizations that work in the fields of international health and education. Including Pathfinder III, the Pathfinder funds have almost $28.7 billion in assets under management in order to support this philanthropy as of March 31, 2026. To this point, the Pathfinder funds have already generated about $56.9 million in committed charitable contributions, based on performance to date.

Taking this model as a starting point, Ares and eight founding signatories launched Promote Giving, a pioneering model when it comes to philanthropy where signatories pledge to donate a minimum of 5% of their selected funds’ performance fees to charitable organizations that are dedicated to healthcare, education, and various other drivers of human well-being. Interestingly, since launching in October 2025, Promote Giving has expanded to 13 signatories.

The post $12.7bn Raised by Ares for Global Asset-Based Finance Fund first appeared on World Finance Informs.

DBS is also considering the option to list the token on DBS Digital Exchange – DDEx. There will be more details which will be announced in due course, it said. DBS will fully tokenise, issue, distribute, and oversee the physical gold tokens in-house. Each token represents one gram, i.e., ~S$200 of physical gold held by DBS in an exclusive vault in Singapore.

This is said to be the first in Singapore to allow customers to electronically access,

hold as well as exchange DBS Physical Gold Tokens on a single platform.

DBS has been offering physical gold investments to its wealth clients since the beginning of 2013. Previously, access to physical gold was largely restricted to institutional and accredited investors.

Earlier in 2026, gold prices hit a record $5,600 an ounce in 2026, DBS said.

According to group head, investment product and advisory at DBS, James Tan, “Gold as an asset class has taken off in recent years, demonstrating its enduring value as a safe haven and a critical diversifier in uncertain times.”

The post DBS Physical Gold Tokens for Retail Customers from H2 2026 first appeared on World Finance Informs.

It is well to be noted that OCBC Malaysia can verify the identity of the business owners remotely with the help of their Singpass as part of its account opening standard, its Singapore parent said on June 11, 2026.

Apparently, with the facility to open business account with OCBC Malaysia, this is the first time that Singpass has been utilised for non-Singapore-based services, remarked OCBC.

Notably, the OCBC business banking customers in Malaysia and Singapore are eligible for a single sign-on access to access their accounts on one dashboard.

Currently, Singaporeans and PRs take two to three weeks for opening a business account in Malaysia, said OCBC. Many financial institutions expect people to submit documents manually or visit a branch in person as part of the process which they have.

As the Johor-Singapore special economic zone – SEZ is gaining momentum, OCBC has been assisting more SMEs in Malaysia with Singapore directors, said the deputy head of global transaction banking for OCBC, Carmen Chan.Chan adds that he expects the uptick to continue, especially after the latest budget declaration that more support is going to be given to SMEs growing overseas.

The post Open Business Account with OCBC Malaysia Using Singpass first appeared on World Finance Informs.

The primary objective of effective third party risk oversight is to ensure that the outsourced functions are performed with the same level of security and compliance as if they were handled in-house. This requires a deep understanding of the vendor’s operational environment, financial stability, and regulatory history. By integrating these insights into a unified governance model, institutions can identify potential vulnerabilities before they manifest as operational crises. The drive toward improved regulatory readiness is not just about ticking a box; it is about building a resilient infrastructure that can withstand the pressures of a volatile market and increasingly stringent oversight. When third party risk oversight is executed correctly, it transforms from a purely defensive measure into a strategic advantage that fosters trust and stability.

Enhancing Vendor Governance and Due Diligence Standards

A successful oversight program begins with a foundation of robust vendor governance. This involves setting clear expectations and performance metrics from the outset of the relationship. Contracts must be detailed and precise, outlining the specific security and compliance requirements that the vendor must meet. Furthermore, ongoing monitoring is essential to ensure that these standards are maintained over time. Regular audits and performance reviews allow the institution to verify that the vendor is adhering to agreed-upon protocols and to identify any emerging risks. This continuous engagement is the hallmark of a high-functioning vendor governance model that prioritizes long-term resilience over short-term cost savings.

Due diligence is the engine that drives effective vendor governance. Before any partnership is finalized, a comprehensive assessment of the vendor’s capabilities and risk profile must be conducted. This includes evaluating their cybersecurity posture, financial health, and compliance track record. In many cases, it may also involve site visits and interviews with key personnel. This level of scrutiny ensures that the institution is fully aware of the risks it is inheriting and can take steps to mitigate them. By raising the bar for due diligence, firms can ensure that their third party risk oversight efforts are grounded in facts and data, leading to more informed decision-making and a stronger overall risk profile. This thoroughness is a prerequisite for achieving and maintaining high levels of regulatory readiness.

Implementing Advanced Compliance Controls and Operational Risk Mitigation

The integration of advanced compliance controls into the oversight process is vital for managing the diverse range of risks associated with third-party relationships. These controls must be tailored to the specific nature of the service being provided and the potential impact on the institution’s operations. For example, a vendor that handles sensitive customer data requires a different set of controls than one that provides office supplies. By taking a risk-based approach, organizations can focus their oversight efforts on the most critical areas, maximizing the effectiveness of their compliance programs. These controls provide the necessary guardrails to ensure that external partners operate within acceptable risk parameters.

Operational risk mitigation is another key component of third party risk oversight. This involves developing contingency plans and exit strategies for every critical vendor relationship. If a partner is unable to provide its services due to a cyberattack or financial failure, the institution must be prepared to step in or transition to another provider without significant disruption to its core operations. This focus on resilience ensures that the organization can maintain continuity even in the face of major external shocks. By embedding these mitigation strategies into the oversight framework, firms can significantly enhance their regulatory readiness and demonstrate to overseers that they are prepared for the worst-case scenario. This proactive planning is the difference between a resilient organization and one that is vulnerable to the failures of its partners.

The Role of Continuous Monitoring in Regulatory Readiness

One of the most significant shifts in third party risk oversight is the move away from periodic reviews toward continuous monitoring. In a fast-paced digital environment, a vendor’s risk profile can change in a matter of days or even hours. Continuous monitoring tools allow institutions to track vendor performance and security posture in real-time, providing immediate alerts when potential issues arise. This capability is particularly crucial for identifying emerging threats such as zero-day vulnerabilities or changes in a vendor’s ownership structure. By staying ahead of the curve, organizations can take swift action to address risks and maintain their compliance status.

Furthermore, continuous monitoring provides a treasure trove of data that can be used to refine and improve the oversight process. By analyzing trends in vendor performance, institutions can identify systemic issues and adjust their governance models accordingly. This data-driven approach ensures that third party risk oversight remains dynamic and effective, even as the regulatory landscape continues to evolve. For any organization looking to achieve a state of high regulatory readiness, the adoption of continuous monitoring is not just an option but a necessity. It provides the visibility and agility needed to navigate the complexities of modern vendor management and to protect the institution’s long-term interests. The commitment to this level of oversight is a clear indication of a mature and proactive risk management culture.

Future Trends in Third Party Risk and Global Compliance

As we look to the future, the scope of third party risk oversight is set to expand even further, driven by the continued growth of cloud computing, the rise of specialized fintech providers, and an increasing focus on environmental, social, and governance (ESG) factors. Regulators are also expected to introduce even more granular requirements for vendor management, putting further pressure on institutions to enhance their oversight capabilities. In this environment, the most successful firms will be those that view their third-party relationships as strategic partnerships and invest in the tools and talent needed to manage them effectively. This holistic approach to risk management will be essential for maintaining regulatory readiness in a globalized economy.

The use of artificial intelligence and blockchain technology is also expected to play a major role in the evolution of third party risk oversight. AI can be used to analyze vast amounts of vendor data and identify hidden risks, while blockchain can provide a transparent and immutable record of due diligence activities. By embracing these technologies, institutions can improve the efficiency and accuracy of their oversight efforts and build a more resilient and transparent supply chain. The journey toward excellence in third party risk oversight is an ongoing one, but with the right tools and a shared commitment to integrity, the financial industry can navigate the challenges of the future with confidence. This focus on excellence is what will ultimately define the leaders in the next era of global finance.

Conclusion: Achieving Resilience Through Rigorous Oversight

In conclusion, third party risk oversight is a fundamental pillar of modern risk management and a key driver of regulatory readiness. By enhancing vendor governance, conducting rigorous due diligence, and implementing advanced compliance controls, financial institutions can build a more secure and resilient infrastructure that can withstand the challenges of an interconnected world. The shift toward continuous monitoring and the integration of new technologies provide the tools needed to stay ahead of emerging threats and to maintain a high standard of compliance. Ultimately, the strength of an organization’s oversight program is a reflection of its commitment to stability, transparency, and the overall health of the global financial system.

The success of these efforts depends on the collective actions of all stakeholders, from individual risk officers to global regulatory bodies. By working together in a spirit of transparency and cooperation, we can build a financial ecosystem that is more resilient to the failures of external partners and that serves the interests of all participants. The commitment to excellence in third party risk oversight is not just a regulatory necessity; it is a strategic imperative that ensures the long-term viability of the industry. Let us remain dedicated to the principles of integrity and accountability as we work to build a better and more secure financial future for everyone. Third party risk oversight is the key to this resilience.

Maintaining consistent third party risk oversight is the only way to guarantee long-term stability in an outsourced world. Without these strategies, regulatory readiness becomes a fragmented and ineffective endeavor that leaves the organization vulnerable to the failures of others.

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