<p><strong>随着大华银行（UOB）迈向百年庆典，首席执行官韦怡昌（Wee Ee Cheong）更加关注长期价值的构建，而非短期波动。在与《联合早报》的广泛采访中，这位第三代领导者概述了一项以区域增长、严格的风险管理和文化延续为基础的战略。</strong></p>
<p><strong>韦怡昌</strong> 最近请人工智能（AI）预测大华银行未来 10 年的市值。答案是介于 900 亿新元到 1000 亿新元之间，这让他觉得有些保守。他指出，这样的预测低估了东南亚的增长潜力以及银行在进入第二个世纪时复合价值的能力，强调了他对该地区长期结构性顺风的信心。</p>
<p>大华银行正在加速其东南亚扩张，目标是将集团收入的 30% 来自该地区，同时保持新加坡的贡献约为 50%。韦将东南亚描述为当今经济的 “甜蜜点”，受益于供应链重组、区域内贸易增长和人口动能。马来西亚等市场是这一战略的核心，尤其是在跨境商业活动加剧的背景下，大华银行在该国已是最大的外资银行。</p>
<p><strong>短期逆风，长期信念</strong></p>
<p>该银行最近的财务表现面临压力，包括 2025 年第三季度收益同比大幅下降，以及与大中华区和美国商业房地产风险相关的额外拨备。</p>
<p>韦依然保持乐观，认为周期是不可避免的，大华银行强大的盈利能力和资本缓冲使其能够在不妨碍战略方向的情况下吸收冲击。他表示：“风暴会过去”，将波动视为纪律的考验，而非警报的理由。</p>
<p><strong>超越利息收入的多元化</strong></p>
<p>为了平滑各周期之间的收益，大华银行正在深化其财富管理和私人银行业务，目标是到 2026 年非利息收入占总收入的 37%。</p>
<p>韦认为，文化的熟悉感使大华银行在吸引来自中国大陆、香港、台湾和东南亚的家族办公室方面具有优势，强化了银行作为区域连接者而非单纯交易贷方的角色。</p>
<p><strong>继任是一个过程，而非事件</strong></p>
<p>72 岁的韦以特有的耐心处理继任问题。他强调，领导层的过渡不能急于求成，内部培养仍然是首选路径。他认为，培养下一代领导者需要五到十年，并需要在经验与新视角之间取得平衡——这一理念反映在大华银行低高管流动率和强大的机构记忆中。</p>
<p>韦对已故父亲 <strong>韦潮耀（Wee Cho Yaw）</strong> 的反思强调了家庭价值观如何塑造了大华银行的文化。稳定、谦逊和责任感是家庭和董事会中反复出现的主题。对韦而言，在银行应对技术颠覆和人工智能驱动的变革时，保留这些价值观至关重要。为员工准备转型，而不是承诺免受转型影响，是这一责任的一部分。</p>
<p><strong>盆栽领导哲学</strong></p>
<p>韦经常回到盆栽的隐喻——通过精心修剪引导生长，而不是强迫扩张。公司就像树木，必须定期更新自己，而不失去其核心结构。这一哲学支撑着大华银行的稳健扩张、谨慎的风险承担，以及对长期韧性的重视，而非快速收益。</p>
<p>在全球银行业面临增长放缓、地缘政治紧张和技术动荡之际，韦怡昌的领导为短期主义提供了一个反面教材。大华银行的战略——耐心的资本配置、区域聚焦和文化延续——表明，在金融领域，正如在盆栽中，掌握在于知道何时行动，何时等待。</p>
<hr/>
<p><em>该特写首次发表于新加坡的《联合早报》，随后由 ThinkChina.sg 翻译并以英文发布。《海峡时报》也进行了转载。</em></p>

大华银行

<p>大华银行首席执行官韦怡昌强调在银行即将迎来百年之际，长期价值优于短期波动。他的战略侧重于区域增长、严格的风险管理和文化延续。人工智能预测大华银行在 10 年内的市值为 900 亿至 1000 亿新元，他认为这个预测较为保守。大华银行的目标是来自东南亚的收入占比达到 30%，同时保持新加坡 50% 的贡献。尽管面临短期财务压力，韦怡昌对大华银行的韧性依然充满信心。该银行正在扩大财富管理和私人银行业务，目标到 2026 年非利息收入占比达到 37%。韦怡昌的领导哲学被比作盆景，强调谨慎、可持续的增长</p>

<p><strong>As United Overseas Bank or UOB approaches its centenary, CEO Wee Ee Cheong is focused less on short-term volatility and more on building durable value over decades. In a wide-ranging interview with «Lianhe Zaobao <em>»</em>, the third-generation leader outlines a strategy anchored in regional growth, disciplined risk management and cultural continuity.</strong></p>
<div class="lb-trans"><p><strong>随着大华银行（UOB）迈向百年庆典，首席执行官韦怡昌（Wee Ee Cheong）更加关注长期价值的构建，而非短期波动。在与《联合早报》的广泛采访中，这位第三代领导者概述了一项以区域增长、严格的风险管理和文化延续为基础的战略。</strong></p>
</div><p><strong>Wee Ee Cheong</strong> recently asked artificial intelligence (AI) to forecast UOB’s market capitalisation 10 years from now. The answer – between S$90 billion and S$100 billion – struck him as conservative. He noted that such projections underestimate Southeast Asia’s growth potential and the bank’s ability to compound value as it enters its second century, highlighting his confidence in the region’s long-term structural tailwinds.</p>
<div class="lb-trans"><p><strong>韦怡昌</strong> 最近请人工智能（AI）预测大华银行未来 10 年的市值。答案是介于 900 亿新元到 1000 亿新元之间，这让他觉得有些保守。他指出，这样的预测低估了东南亚的增长潜力以及银行在进入第二个世纪时复合价值的能力，强调了他对该地区长期结构性顺风的信心。</p>
</div><p>UOB is accelerating its Southeast Asian expansion, targeting 30 percent of group revenue from the region while maintaining Singapore’s contribution at around 50 percent. Wee describes Southeast Asia as today’s economic «sweet spot», benefiting from supply-chain realignment, rising intra-regional trade and demographic momentum. Markets such as Malaysia, where UOB is already the largest foreign bank, are central to this strategy, particularly as cross-border business activity intensifies.</p>
<div class="lb-trans"><p>大华银行正在加速其东南亚扩张，目标是将集团收入的 30% 来自该地区，同时保持新加坡的贡献约为 50%。韦将东南亚描述为当今经济的 “甜蜜点”，受益于供应链重组、区域内贸易增长和人口动能。马来西亚等市场是这一战略的核心，尤其是在跨境商业活动加剧的背景下，大华银行在该国已是最大的外资银行。</p>
</div><p><strong>Short-Term Headwinds, Long-Term Conviction</strong></p>
<div class="lb-trans"><p><strong>短期逆风，长期信念</strong></p>
</div><p>The bank’s recent financial performance has faced pressure, including a sharp year-on-year drop in third-quarter earnings in 2025 and additional provisions linked to commercial real estate exposure in Greater China and the US.</p>
<div class="lb-trans"><p>该银行最近的财务表现面临压力，包括 2025 年第三季度收益同比大幅下降，以及与大中华区和美国商业房地产风险相关的额外拨备。</p>
</div><p>Wee remains sanguine, arguing that cycles are inevitable and that UOB’s strong profitability and capital buffers allow it to absorb shocks without compromising its strategic direction. «The storm will pass», he said, framing volatility as a test of discipline rather than a reason for alarm.</p>
<div class="lb-trans"><p>韦依然保持乐观，认为周期是不可避免的，大华银行强大的盈利能力和资本缓冲使其能够在不妨碍战略方向的情况下吸收冲击。他表示：“风暴会过去”，将波动视为纪律的考验，而非警报的理由。</p>
</div><p><strong>Diversifying Beyond Interest Income</strong></p>
<div class="lb-trans"><p><strong>超越利息收入的多元化</strong></p>
</div><p>To smooth earnings across cycles, UOB is deepening its wealth management and private banking businesses, targeting non-interest income to reach 37 percent of total revenue by 2026.</p>
<div class="lb-trans"><p>为了平滑各周期之间的收益，大华银行正在深化其财富管理和私人银行业务，目标是到 2026 年非利息收入占总收入的 37%。</p>
</div><p>Wee believes cultural familiarity gives UOB an edge in attracting family offices from mainland China, Hong Kong, Taiwan and Southeast Asia, reinforcing the bank’s role as a regional connector rather than a purely transactional lender.</p>
<div class="lb-trans"><p>韦认为，文化的熟悉感使大华银行在吸引来自中国大陆、香港、台湾和东南亚的家族办公室方面具有优势，强化了银行作为区域连接者而非单纯交易贷方的角色。</p>
</div><p><strong>Succession as a Process, Not an Event</strong></p>
<div class="lb-trans"><p><strong>继任是一个过程，而非事件</strong></p>
</div><p>At 72, Wee addresses succession with characteristic patience. He stresses that leadership transitions cannot be rushed and that internal grooming remains the preferred path. Developing the next generation of leaders, he argues, takes five to ten years and requires balancing experience with fresh perspectives – a philosophy reflected in UOB’s low senior management turnover and strong institutional memory.</p>
<div class="lb-trans"><p>72 岁的韦以特有的耐心处理继任问题。他强调，领导层的过渡不能急于求成，内部培养仍然是首选路径。他认为，培养下一代领导者需要五到十年，并需要在经验与新视角之间取得平衡——这一理念反映在大华银行低高管流动率和强大的机构记忆中。</p>
</div><p>Wee’s reflections on his late father, <strong>Wee Cho Yaw</strong>, underscore how family values have shaped UOB’s culture. Stability, humility, and a sense of responsibility are recurring themes, both at home and in the boardroom. For Wee, preserving these values is essential as the bank navigates technological disruption and AI-driven change. Preparing employees for transformation, rather than promising immunity from it, is part of that responsibility.</p>
<div class="lb-trans"><p>韦对已故父亲 <strong>韦潮耀（Wee Cho Yaw）</strong> 的反思强调了家庭价值观如何塑造了大华银行的文化。稳定、谦逊和责任感是家庭和董事会中反复出现的主题。对韦而言，在银行应对技术颠覆和人工智能驱动的变革时，保留这些价值观至关重要。为员工准备转型，而不是承诺免受转型影响，是这一责任的一部分。</p>
</div><p><strong>Bonsai Philosophy of Leadership</strong></p>
<div class="lb-trans"><p><strong>盆栽领导哲学</strong></p>
</div><p>Wee frequently returns to the metaphor of bonsai – growth guided by careful pruning rather than forced expansion. Companies, like trees, must periodically renew themselves without losing their core structure. This philosophy underpins UOB’s measured expansion, cautious risk-taking, and emphasis on long-term resilience over rapid gains.</p>
<div class="lb-trans"><p>韦经常回到盆栽的隐喻——通过精心修剪引导生长，而不是强迫扩张。公司就像树木，必须定期更新自己，而不失去其核心结构。这一哲学支撑着大华银行的稳健扩张、谨慎的风险承担，以及对长期韧性的重视，而非快速收益。</p>
</div><p>As global banking grapples with slowing growth, geopolitical tension, and technological upheaval, Wee Ee Cheong’s leadership offers a counterpoint to short-termism. UOB’s strategy – patient capital allocation, regional focus,s and cultural continuity – suggests that in finance, as in bonsai, mastery lies in knowing when to act and when to wait.</p>
<div class="lb-trans"><p>在全球银行业面临增长放缓、地缘政治紧张和技术动荡之际，韦怡昌的领导为短期主义提供了一个反面教材。大华银行的战略——耐心的资本配置、区域聚焦和文化延续——表明，在金融领域，正如在盆栽中，掌握在于知道何时行动，何时等待。</p>
</div><hr/>
<div class="lb-trans"><hr/>
</div><p><em>The feature was first published in Singapore’s daily «Lianhe Zaobao», and later translated and published by ThinkChina.sg in English. A pick-up also appeared in «The Straits Times».</em></p>
<div class="lb-trans"><p><em>该特写首次发表于新加坡的《联合早报》，随后由 ThinkChina.sg 翻译并以英文发布。《海峡时报》也进行了转载。</em></p>
</div>

大华银行的长期策略：黄一昌押注于盆景哲学