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OCBC
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Fiat500
Veteran |
25-Feb-2026 07:59
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Pulse OCBC Q4 profit up 3% at S$1.75 billion declares S$0.42 per share dividend It is also proposing a special dividend of S$0.16 per share, lifting its total FY2025 dividend payout to 60% of net profit | ||||
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Winnertakeall
Elite |
25-Feb-2026 07:45
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OCBC' s FY2025 earnings down 2% to $7.42 bil total allowances down 4% https://www.theedgesingapore.com/capital/results/ocbcs-fy2025-earnings-down-2-742-bil-total-allowances-down-4 |
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Joelton
Supreme |
24-Feb-2026 12:25
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SGX complaint filed against OCBC on its sustainable financing disclosures Environmental group Market Forces flags lack of disclosures around lender&rsquo s exposure towards captive coal plants [SINGAPORE] A complaint has been lodged with the Singapore Exchange (SGX) against OCBC for potentially failing to comply with sustainability reporting requirements, specifically pertaining to the lack of disclosures around the bank&rsquo s exposure towards captive coal plants. Environmental group Market Forces said in a media statement on Tuesday (Feb 24) that OCBC did not provide complete information material to investors, including the true extent of its exposure to carbon-intensive companies that are powering their operations with off-grid coal plants, which are known as captive coal plants. The Australian-based organisation had previously flagged OCBC, along with UOB and DBS, for financing coal-powered nickel smelters and refineries run by Indonesia&rsquo s Harita Group. Even though all three Singapore banks have committed to cease the financing of new coal-fired power plants, financing the production of nickel does not fall under this remit even if the extraction activities are powered by coal. Market Forces considers this a &ldquo loophole&rdquo , as the funds could be used by the company to construct additional captive coal capacity. The Business Times has reached out to SGX for comment. In response to queries from BT, OCBC chief sustainability officer Mike Ng said the bank remains committed to transparent sustainability and environmental disclosures that are aligned with SGX&rsquo s rules and international frameworks. &ldquo In addition, we are guided by our responsible financing framework and policies which outline our approach and dedication to managing ESG risks within our lending practices, to ensure that our financial services do not adversely impact people, communities or the environment,&rdquo he added. In its complaint, Market Forces said that there is &ldquo a material information gap&rdquo between OCBC&rsquo s publicly stated sustainability commitments and the details of its financing policies, specifically on clients reliant on captive coal. &ldquo OCBC does not clearly disclose whether captive coal power plants are included in the calculation of these thresholds, nor how such exposure is assessed for energy-intensive industrial clients,&rdquo read the complaint. It added that this lack of a clear disclosure may constitute &ldquo material omissions&rdquo and potentially result in investors not being provided with an accurate representation of the bank&rsquo s climate-related risks, which are requirements under 711A and 711B of SGX&rsquo s rule book. Under SGX&rsquo s rule book, banks would also have to comply with the recommendations made by the International Sustainability Standards Board (ISSB) from their 2025 financial year, which means the first sustainability reports aligned with ISSB would only be published this year. Under the new ISSB framework, banks are required to disclose their absolute gross financed emissions for each industry by asset class. This would typically fall under the investment category of a bank&rsquo s Scope 3 emissions, which refer to indirect emissions arising from an entity&rsquo s supply chain. While OCBC did not specifically disclose its financed emissions arising from its loan to Harita Nickel in its previous sustainability reports, the bank reports the financed emissions of the six sectors &ndash power, oil and gas, real estate, shipping, steel and aviation &ndash it has set decarbonisation targets for. This is also the reporting framework adopted by the other two banks. When asked why Market Forces did not file a complaint with SGX against DBS and UOB, which were also flagged for their lending to Harita Nickel, Binbin Mariana, the organisation&rsquo s Asia energy finance campaigner, said DBS and UOB have different policies, funding timelines and exceptions. Ng said that funding the production of nickel is necessary, with global demand for the material &ndash which is a critical component for the production of electric vehicle batteries &ndash projected to increase by nine times in the next 25 years. Given that Indonesia has the world&rsquo s largest nickel reserves, its nickel industry is vital for the global decarbonisation effort, he added. However, it is not pragmatic to expect the production of nickel to be fully powered by renewable energy, said Ng. This is a result of Indonesia&rsquo s unique geography. &ldquo Grid connectivity is often beyond the control of companies. Renewable energy has limitations, given that hydropower and wind resources are location-specific and not available everywhere, especially in remote areas in Indonesia. Solar energy is intermittent,&rdquo he said. &ldquo We recognise that the transition journey is not going to be a short and quick one. In the absence of reliable renewable energy to fully supply the required power for nickel producers, the energy transition inevitably incurs trade-offs.&rdquo |
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Joelton
Supreme |
21-Feb-2026 11:35
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OCBC upgrades, CGSI maintains bullishness on SIA Engineering after 9MFY2026 update OCBC upgraded SIA Engineering (SIAEC) while CGSI maintained its bullish stance after the 9MFY2026 update. Both analysts highlighted SIAEC&rsquo s positive outlook for its MRO business, driven by aircraft and engine order backlogs and the company&rsquo s capacity expansion strategy. However, CGSI noted potential short-term pressures, including gestation losses from new hangars and line maintenance operations.
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Joelton
Supreme |
21-Feb-2026 11:34
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OCBC upgrades SIAEC to &lsquo buy&rsquo as other analysts weigh expansion costs impact Target prices hover around S$4 as analysts balance robust joint-venture profits against heavy startup costs for new hangars [SINGAPORE] OCBC upgraded SIA Engineering Company (SIAEC) to a &ldquo buy&rdquo after its positive results and on a &ldquo constructive&rdquo outlook for aircraft maintenance, repair and overhaul (MRO) services in Singapore. &ldquo Although manpower shortages and supply chain constraints have placed upward pressure on costs, we remain constructive on the broader MRO industry and especially engine maintenance,&rdquo said OCBC analyst Ada Lim on Friday (Feb 20), raising SIAEC&rsquo s target price from S$3.68 to S$4.05. Rising operational issues, such as those with RTX-owned Pratt & Whitney&rsquo s geared-turbofan engines used on the popular Airbus A320neo family, are set to require more inspections and unplanned maintenance visits, she added. &ldquo We think SIAEC is well-poised to capture robust MRO demand given its investments into capacity expansion and capability development, continued growth of its portfolio of partnerships, and exposure to the up-and-coming India market,&rdquo said Lim. However, she cautioned that the benefits may take some time to manifest given &ldquo startup costs and ongoing tariff uncertainty&rdquo . SIAEC on Thursday reported a net profit of S$41.9 million for the third quarter, up 9.7 per cent from the year-ago period. It said that demand for its MRO services remained steady as flight-handling volumes across its line maintenance network grew 3 per cent year on year. Shares of SIAEC rose 2.6 per cent to close S$0.09 higher at S$3.57 on Thursday, before the announcement. Startup cost drags could extend into FY2027 CGS International analyst Raymond Yap described the profit figures as relatively flat. He noted that profits from associated companies and joint ventures jumped a healthy 15.8 per cent due to good timing on maintenance projects, though these gains were partially offset by initial setup costs for capacity expansion at Singapore Aero Engine Services, its joint venture with Rolls-Royce. He also highlighted that overall operating profit declined 23.9 per cent quarter on quarter. This drop was driven primarily by startup losses from the new Base Maintenance Malaysia hangar in Subang and the commencement of line maintenance operations at Cambodia&rsquo s new Techo International Airport in September 2025. The company also commenced line maintenance operations in Manila from Jan 1 this year. DBS analyst Jason Sum maintained a &ldquo hold&rdquo with a target price of S$4, noting that the third-quarter results slightly missed expectations due to disappointing core operating margins, which slipped 40 basis points quarter on quarter to 1.7 per cent. He cautioned that while startup and information technology costs may have peaked, cost drags will likely persist into the 2027 financial year as the Manila line maintenance unit scales up and the second Subang hangar prepares for operational readiness. UOB Kay Hian&rsquo s Roy Chen maintained a &ldquo buy&rdquo and set a target price of S$3.92, viewing the results as broadly in line with estimates. He pointed out that the company still maintains a robust net cash position of about S$570 million and expects the Subang startup costs to peak within the next three to four quarters. Engine constraints to boost MRO The OCBC analyst noted that aircraft and engine availability remain a significant growth constraint for the aviation industry, citing International Air Transport Association estimates that order backlogs have reached almost 60 per cent of the active global aircraft fleets as at December 2025. Airbus also forecast lower-than-expected commercial plane deliveries in 2026, citing limited engine availability at Pratt & Whitney. At the Singapore Airshow 2026, on Feb 3, SIAEC&rsquo s MRO joint venture with engine manufacturer Safran broke ground on a S$22 million facility expansion. The site is expected to be completed by September and will add 40 per cent to the company&rsquo s existing capacity. As a result, Singapore is set to become Safran&rsquo s largest MRO site in Asia-Pacific for landing gear on several aircraft types. MRO was a strong focus at the airshow, with GE Aerospace set to inject US$300 million to boost its Singapore engine repair business and RTX set to invest S$139 million in Singapore through its Collins and Pratt & Whitney units. &ldquo We like that SIAEC has been actively investing in capacity expansion to benefit from the ongoing MRO upcycle,&rdquo said OCBC&rsquo s Lim. Still, she cautioned that higher startup and development costs are a key risk for SIAEC : S59 -1.96% in the near term. |
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FATABA
Supreme |
20-Feb-2026 11:09
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Happy New year This article tells the web of ownership and certainly the LIMITED power of any CEO appointed. ( which indirectly tells the departure of Helen ... the conservative natue of these web holding ....cant fixed into the modern digital banking world ...and more so for the takeover of GE ...another slow giant) OCBC could and would remain as the most conservative Bank here if NO major aggressive move is done the coming years. DYODD
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Joelton
Supreme |
20-Feb-2026 10:43
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Who calls the shots in OCBC&rsquo s corridors of power? Its new group CEO Tan Teck Long must balance what minority shareholders want with the interests of one of Asia&rsquo s wealthiest clans [SINGAPORE] OCBC&rsquo s founding Lee family owns a controlling 28 per cent stake in South-east Asia&rsquo s second-biggest bank by assets, but its two top C-suite roles are filled by outsiders. Newly minted group chief executive Tan Teck Long occupies the top management job while Andrew Lee chairs the board &ndash how then does the family exert control over the bank&rsquo s operations and strategic directions? The Lee family is known to maintain a tight grip on its coffers, a recent Bloomberg report said, citing sources. The family has previously shunned investments that threaten its US$38 billion fortune, around half of which is linked to its OCBC holdings. Examples included the proposed S$2 billion revamp of its OCBC Centre headquarters in 2024 and a sweetened attempt to privatise OCBC&rsquo s insurance business Great Eastern. The latter saw OCBC&rsquo s former CEO Helen Wong meet long-time Great Eastern shareholders who are part of the Lee family, including Lee Thor Seng and his family, to persuade them to support the privatisation bid. Citing sources, the report said that in each case, the potential returns were not seen to warrant the costs. Another flashpoint of conflict, it noted, was the bank&rsquo s dividend policy. Notably, the OCBC board&rsquo s executive committee is led not by the board chairman or CEO, but by Lee family scion Lee Tih Shih &ndash a grandson of the bank&rsquo s late founding father Lee Kong Chian. At DBS and UOB, the executive committees are headed by board chairmen Peter Seah and Wong Kan Seng, respectively. According to OCBC&rsquo s website, its exco oversees the management of the business and affairs of the bank and the group reviews the bank&rsquo s policies, principles, strategies, values, objectives and performance targets, including investment and divestment policies as well as endorses other matters and initiates special reviews and actions &ldquo appropriate for the prudent management of the bank&rdquo . Dr Lee Tih Shih, a neuroscientist and professor at Duke-NUS Medical School, is also a director of Lee Foundation and a Lee family-linked entity known as Selat, which collectively own a considerable chunk of the family&rsquo s interests in the bank. In addition to Lee Tih Shih, the other exco members are independent directors Andrew Lee and Dr Andrew Khoo. After the exco, the other important board panels are the nomination, audit and remuneration committees. The nomination committee comprises independent directors Andrew Khoo (chairman), Andrew Lee, Lian Wee Cheow, Tan Yen Yen, and non-independent director Pramukti Surjaudaja. It plans for board succession, taking into account diversity, gender equality and sustainability considerations. This includes all nominations for the appointment or reappointment, election or re-election as well as resignation or retirement of directors and members of the exco, remuneration, audit and other board committees. Crucially, it reviews nominations for the appointment as well as dismissal, resignation or retirement of senior management, including the CEO and chief financial officer. Tan, who has been in his new role as chief for just over a month, needs to position the bank to better compete with rivals such as DBS. Such transformation requires investments that often still need the approval of the Lee family. He now faces the task of having to balance the interests of the bank, minority shareholders and one of Asia&rsquo s wealthiest clans. The Business Times takes a look at the key players on OCBC&rsquo s board and management teams. Tan Teng Long (group CEO) Tan assumed the role of OCBC&rsquo s group CEO on Jan 1, succeeding former chief Helen Wong. Before he stepped into the top job, he was the head of global wholesale banking. Prior to joining OCBC in 2022, he spent nearly 30 years at DBS, where he was last chief risk officer. Dr Lee Tih Shih (exco chair grandson of OCBC founder Lee Kong Chian) Dr Lee is one of the few members of the Lee clan who is involved in the bank&rsquo s business in an official capacity. He took on a board role in 2003 and became the only founding Lee family member who is a director at OCBC, after the death of his father Lee Seng Wee in 2015. Dr Lee Tih Shih reportedly played a role in scouting Tan from DBS, with a pitch that included the possibility of landing the top job. Andrew Lee (chairman) Andrew Lee assumed the role of non-executive chairman in 2023. He is not part of the Lee clan, but is said to be a trusted aide of the family who is very hands-on with OCBC affairs, according to the Bloomberg report. Sources say it is essential that Tan gets his buy-in when it comes to decision-making. Andrew Lee is said to have had a difficult relationship with former CEO Wong. Goh Chin Yee (group chief financial officer) Goh, a 38-year OCBC veteran, joined the bank as a management trainee in 1988, right after completing her engineering degree at the National University of Singapore, where she graduated with top honours. Over the years, she rose through the ranks at OCBC and was appointed head of group audit in 2013. Subsequently, she was named group chief financial officer in November 2022. In November 2024, Goh became responsible for group property management and corporate services, covering corporate real estate and central procurement functions. She has also worked across many divisions at the bank &ndash spanning strategic management, investment research, fund management, finance, risk management and treasury business management. Members of the philanthropic Lee clan Lee Kong Chian (OCBC founder) Banking veteran and philanthropist Lee Kong Chian is the founder of OCBC. Born in Fujian, China, in 1893, he came to Singapore in 1903 at the age of 10. With the financial support of a patron, he underwent formal schooling and excelled academically. He met prominent entrepreneur Tan Kah Kee and joined his firm, Khiam Aik Company. He subsequently married Tan Kah Kee&rsquo s eldest daughter Tan Ai Lay. During the Great Depression, OCBC was formed from the 1932 merger of three banks &ndash the Chinese Commercial Bank, the Ho Hong Bank and the Oversea-Chinese Bank. Lee Kong Chian, then the vice-chairman of Chinese Commercial Bank, led the merger. Lee Seng Gee (eldest son of Lee Kong Chian) Lee Seng Gee was the eldest son of Lee Kong Chian. He was the chairman of the Lee Foundation from 1965 until his death in 2016. He was also chairman of the Lee Rubber Group. Under his leadership, the Lee Foundation disbursed generous donations to support the education and arts sectors, among other charitable endeavours. Lee Seng Tee (second son of Lee Kong Chian) Born in 1923, the late philanthropist Lee Seng Tee was the second son of Lee Kong Chian. He also served as chairman of the Lee Foundation. Lee Seng Tee is a founding member of the Singapore Management University. The Lee Foundation endowed the institution with S$50 million in 2004, to establish its School of Business and a scholars programme. He died in 2022. Lee Seng Wee (youngest son of Lee Kong Chian) Billionaire veteran banker Lee Seng Wee was the youngest of Lee Kong Chian&rsquo s three sons. He served as chairman of OCBC until 2003 and was a board member at the bank for five decades. He was formerly a director of Great Eastern. He died in 2015. Lee Thor Seng The Lee family clan includes low-profile Singapore businessman Lee Thor Seng and his family, who are long-time shareholders of Great Eastern. Lee Thor Seng and his sons own some 2 per cent of Great Eastern, according to a January 2025 report. Lee Han Shih The former BT journalist and son of Lee Seng Gee is now an investor. He co-founded the Whampoa Group, a multi-family office that has recently expanded into digital asset, crypto investing and private equity. Whampoa set up the Singapore Gulf Bank, a startup bank in Bahrain that is backed by the kingdom&rsquo s sovereign wealth fund, Bahrain Mumtalakat Holding. As at 2023, he serves as a director on the board of the Lee Foundation. Lee Chien Shih He is a director of the Lee Rubber Co and the Lee Foundation. The son of Lee Seng Wee, Lee Chien Shih was appointed as a board member of Great Eastern in 2005. He stepped down from the board in 2016. He is a non-executive director of Bukit Sembawang Estates, according to the company website, where he is also a member of the nominating and remuneration committees. Alan Lee Shih Hua Alan Lee Shih Hua, son of Lee Seng Tee, has been a director of the Lee Foundation. He was most recently in the news for purchasing two units at the Seven Palms Sentosa Cove condominium for a total price of S$23.9 million. He and his brother Shih Kwei also jointly own several properties along Chancery Land in Bukit Timah. The dating game: Why a CapitaLand-Mapletree merger could turn into a marriage of inconvenience
A union of the two Temasek stalwarts would essentially bring together two different souls who have little cultural DNA in common EVEN as the &ldquo China Dragon&rdquo breathed fire across the balance sheet of CapitaLand Investment (CLI) with a bruising S$142 million net loss for the second half-year ended Dec 31, 2025, group CEO Lee Chee Koon at the briefing last Wednesday (Feb 11) offered a metaphor more along romantic lines than one on corporate manoeuvring. Fending off rising speculation about a mega-merger with Mapletree Investments, he said to a crowd of journalists and analysts: &ldquo It&rsquo s like dating. &ldquo Sometimes you get married in a month, sometimes you take a few years, and sometimes when you are almost going to get married, you decide that you cannot (go through with it).&rdquo While not naming Mapletree directly, his point was that any potential deal might take time and must make strategic sense. The &ldquo dating&rdquo analogy might charm the gallery, but this particular marriage could end up more like a forced union of two very different souls. Sure, the prospect of a S$200 billion real estate behemoth makes for a dazzling headline, but the reality for shareholders could be far less glamorous, at least in the near-term. For Temasek, this is a strategic play to build a &ldquo global champion&rdquo . It would certainly be in line with its T2030 strategy. The Singapore investment company &ndash which holds a 54 per cent stake in CLI and wholly owns Mapletree &ndash announced last August that it was sharpening its focus on its key portfolio segments and positioning itself for a new global environment. But for the two companies involved, it is looking less and less like a match made in heaven. On paper, the logic is as clean as Singapore&rsquo s reputation: Combine two Temasek stalwarts to create a S$200 billion global champion, just in time for the big Temasek reshuffle in April. But such a marriage of convenience could end in a messy divorce of culture. Forcing CLI&rsquo s agile, asset-light fund management DNA to bond with Mapletree&rsquo s more patient developer instincts may be akin to merging a Ferrari with a Mercedes. Both are elite in their lanes, but together, they risk becoming a bloated behemoth that spends more time &ldquo navel-gazing&rdquo through internal restructuring than it does chasing yield in the 2026 recovery. China asset drag For one, the latest financial results from CLI have laid bare the sheer weight of the &ldquo China Dragon&rdquo &ndash a structural drag that has fundamentally altered the narrative for any potential merger with Mapletree. The results show a company living in two different worlds. On the one hand, CLI&rsquo s &ldquo asset-light&rdquo engine is humming, and its core business is healthy and growing. On the other, its physical China assets are pulling it under, with revaluation losses wiping out the bulk of its profits. And in this current market, it would be nearly impossible for CLI to divest these assets without booking a loss. And the implications of these losses for a potential merger are significant. Mapletree, too, has deep exposure to China. If the two combine their portfolios now, the new entity would hold a staggering amount of Chinese office and retail space at a time when valuations are still searching for a floor. To mitigate the China drag, CLI is doubling down on a China-focused real estate investment trust (C-Reit) strategy. By listing assets like Raffles City Shenzhen in local Chinese markets, CLI is trying to tap into onshore yuan liquidity in a market where investors have fewer global options. However, these listings take time, and a merger would only increase the volume of assets needing this exit route. Culture clash? But the chatter is not just about the numbers it is also about the names. If CLI and Mapletree are to walk down the aisle, it would not merely be a merger of balance sheets it would be the coming together of themost formidable, yet fundamentally different, leadership philosophies in Asian real estate. Having spent the last half-decade aggressively rebranding itself as an asset-light investment manager, CLI&rsquo s culture is now built on the high-octane DNA of private equity &ndash prioritising capital recycling, fee-income growth and global agility. Mapletree, by contrast, remains the quintessential &ldquo developer-investor&rdquo . Its success is rooted in the &ldquo Five-Year Plan&rdquo mentality &ndash a patient, disciplined approach to transforming industrial and logistics assets. To merge the two entities would be akin to tying a sprinter to a marathoner in a three-legged race. On one end of the table, there is Lee, the agile architect of CLI. On the other end sits veteran Hiew Yoon Khong, the steady hand who built the Mapletree empire from a local industrial landlord into a global powerhouse. The merger of CLI and Mapletree would inevitably result in the departure of one of these giants. And losing either of these chieftains could well trigger a loss in investor confidence. If CLI were to lose Lee, the market would immediately question the velocity of its transformation. He is the face of CLI&rsquo s pivot from a &ldquo brick-and-mortar&rdquo developer to a global fund management powerhouse. His departure would leave a visionary vacuum &ndash investors might fear a return to a slower, more traditional property model. Hiew&rsquo s departure, on the other hand, would be about losing institutional ballast. Now in his 60s, he has led Mapletree since 2003 and is credited for turning it into a reliable returns-generating machine for Temasek. Indeed, if careful strategising does not take place, such a marriage might result in a bloated, distracted behemoth, and the market might conclude that staying single was the far more attractive option. |
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JurongW
Elite |
19-Jan-2026 21:35
Yells: "Earnings give weight, Chart give wings" |
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Full year results announcement dates before start of trading: OCBC - 25 Feb UOB - 24 Feb DBS - 9 Feb |
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Delvyss
Elite |
19-Jan-2026 09:54
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Banks Sparkle In The Goldilocks Economy https://equitiesresearch.uobkayhian.com/Research/EquitiesItem?id=cbd6cb86-183b-467f-a782-ca008acb5b63 |
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Jiyaji
Senior |
18-Jan-2026 20:25
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GEH hasn' t been privatized ... please do some research to avoid misleading readers. This forum has been bombarded with your posts tosay. Much of it so old that they are no longer relevant.
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sgwealthbuilder
Member |
18-Jan-2026 14:29
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https://sgwealthbuilder.com/2025/12/31/ocbc-share-price-to-hit-30/
Investors must be heaving a sigh of relief as Hong Kong Life posted a net loss of HK$484.1 million in 2023, narrowing the HK$504.9 million loss recorded in 2022. In cutting losses, OCBC demonstrated sensible risk management in its exposure to China, which is still in a state of protracted economic slump. And then there is the Great Eastern takeover saga. The privatization of GEH would be a significant, yet a low-hanging fruit for the CEO Helen Wong. As Great Eastern has evolved to become a crown jewel for OCBC, the acquisition is definitely a strategic move. It would also cement OCBC as a leading financial powerhouse. Thus, in privatizing Great Eastern right before her retirement on 31 December 2025, Helen Wong has cemented her legacy. As 2025 comes to an end, OCBC CEO Helen Wong will walk into the sunset and bids farewell to OCBC. It&rsquo s been an impressive ride as she led OCBC share price to historical levels and also privatized Great Eastern &ndash an incredible feat not achieved by her male predecessors (David Connor and Samuel Tsien). When she retired, she will be joining the pantheon of Singapore great bank legends &ndash Piyush Gupta and Wee Cho Yaw. https://sgwealthbuilder.com/2025/12/31/ocbc-share-price-to-hit-30/ |
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Louistan
Senior |
09-Jan-2026 20:21
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JPM was quoted just 1-2 weeks ago saying that UOB and YZJ are their least preferred stocks. And now they say UOB is better than OCBC ? Take everything these analysts say with a huge pinch of salt regardless of whether they are from some branded firm like JPM.
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sfw2124
Senior |
09-Jan-2026 19:36
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Validation Report: JPM Downgrades on OCBC and YZJ ShipbuildingPart 1: OCBC Downgrade Validation ✓ CONFIRMED TRUEYour statement about JPM' s OCBC downgrade is accurate. JP Morgan downgraded OCBC from " overweight" to " neutral" on January 9, 2026, with the following details: The Downgrade Facts:
The Rationale &ndash " Positives Already Priced In" : The claim about positives being priced in is supported by market context. OCBC had experienced a strong rally leading up to the downgrade, with the stock gaining approximately 19% over the past 12 months and hitting all-time highs at S$20.25 on January 7. The underlying concern appears related to net interest margin (NIM) compression, with analysts expecting OCBC to face greater NIM pressure in 2026 compared to its peer DBS, which is better hedged. JPM favors UOB over OCBC in the banking sector, suggesting the bank' s recent gains have already incorporated the positive catalysts that drove the rally.
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sfw2124
Senior |
09-Jan-2026 19:33
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On 19 or 20 Dec 2025 JPM did similar downgrade and a big drop resulted , Ny AI assisted posting on :" Yangzijiang Shipbuilding YZJ Classification 6 The JPM Call: Least Preferred/Underweight. Cites " peak cycle," valuation concerns, and US tariff risks. Why Perplexity AI Disagree: Order Book Visibility: JPMʼ s view ignores the sheer duration of YZJʼ s order book, which extends into 2027/2028. Recent wins US$4.5B target) and high-margin dual fuel vessels protect earnings visibility far better than in previous cycles. 8 > Valuation Mismatch: Trading at 7.6x PE despite record profits is not " expensive" by historical or global standards. US Risk Overblown? While US investigation risks exist, YZJʼ s client base is global Europe/Asia). A blanket bearishness ignores their ability to pivot to non-US orders. The " peak cycle" argument has been wrong for 18 months the cycle is arguably " higher for longer" due to green transition regulations"
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JurongW
Elite |
09-Jan-2026 18:37
Yells: "Earnings give weight, Chart give wings" |
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JPM has downgraded OCBC from overweight to neutral, citing most of the postives driving the price rally are already priced in. This could explain the drop of 37 cents today. |
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MrBear12
Supreme |
09-Jan-2026 17:02
Yells: "Cast all our anxieties on Jesus for He cares for us" |
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Just like DBS fell ytd while ocbc was largely unscathed.
Today, people are selling ocbc to buy say DBS or JMH
Just normal stock rotation.
OCBC price targets still remain
Ignore current fluctuations. That is part of market noise.
Trade with quietness and stillness
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Newbie2025
Senior |
09-Jan-2026 15:55
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Any idea what is the bad news that cause a drop today
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MrBear12
Supreme |
06-Jan-2026 21:09
Yells: "Cast all our anxieties on Jesus for He cares for us" |
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No 50 no sell.
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JurongW
Elite |
06-Jan-2026 20:38
Yells: "Earnings give weight, Chart give wings" |
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You are very accurate last time u said no 20 no sell, and today OCBC shoot past 20.
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taulauhor
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06-Jan-2026 20:19
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Hopefully, it comes to that. | ||||
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