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The event, with the Department of Justice (DoJ) and the Hong Kong International Legal Talents Training Academy as the key sponsors, gathered more than 400 leaders, policymakers and distinguished professionals from 48 countries and regions. They explored frontier topics such as cross-cultural international mediation, financial and investment dispute mediation, and the development of a global mediation ecosystem.

Speaking at the Summit, John Lee, Chief Executive of the Hong Kong Special Administrative Region (HKSAR), noted that Hong Kong has long supported mediation.

“Hong Kong is committed to becoming a global mediation capital. And we are well-positioned to do so,” Mr Lee said.

“Under ‘one country, two systems’, Hong Kong is a thriving hub for international finance, shipping and trade. We benefit from our country’s strong support and the opportunities it gives us, while maintaining extensive international connectivity as a world city.

“Hong Kong is the only common law jurisdiction in China, our country. And our legal professionals are internationally acknowledged for their professionalism and integrity. And now, as IOMed’s headquarters, Hong Kong is at the very heart of global dispute resolution and its promising future.”

Paul Lam, Secretary for Justice of the HKSAR, highlighted the HKSAR Government’s ongoing support for the IOMed in different ways.

“First, it will be responsible for the maintenance of the Headquarters. Second, the DoJ will continue to second Hong Kong legal professionals to the IOMed Secretariat. Since 2023, the DoJ has already seconded a total of four counsel to assist in the establishment of the IOMed. Third, the Government will actively promote the use of IOMed mediation by, among other things, taking the lead in procuring the inclusion of an IOMed mediation clause in suitable international agreements to which the HKSAR Government is a party,” Mr Lam said.

“Hong Kong is well recognised as a leading international legal and dispute resolution services centre. Indeed, one of the mandates stated in the National 15th Five-Year Plan is that Hong Kong shall strengthen its status in this respect.”

Since the IOMed’s inauguration, the number of signatory states has climbed from 37 to 41, while the number of contracting states has gone from eight to 13.

“IOMed is the first inter-governmental international organisation set up by a Convention to promote exclusively the use of mediation,” said Professor Teresa Cheng, Secretary-General of IOMed, in her welcome remarks at the summit. “It fills an institutional gap and brings forth mediation as a true viable alternative to resolving international disputes alongside litigation and arbitration.”

Professor Cheng shared two important developments of the IOMed.

First, a maritime dispute was successfully resolved through mediation administered by IOMed at its Hong Kong Headquarters in early May, just a few days ago. “The case marks an important milestone: it is the first international maritime dispute involving a charterparty chain referred to IOMed for mediation,” Professor Cheng said.

Second, aligning with Hong Kong’s goal to further develop the commodities market, and the intention to stipulate use of IOMed mediation in the related contracts and policy, the Secretariat of IOMed is working with the HKSAR Government and other stakeholders to explore the establishment of a dedicated special panel of mediators for commodities market disputes under the IOMed framework.

The Global Mediation Summit is the finale event of the Mediation Week 2026 held in Hong Kong under the theme of “Mediate First: An Attempt of Mediation, Harvests Abundant Harmony”, with a view to promoting mediation as a friendly way to amicably resolve disputes and conflicts, and to build a more harmonious community.

“Our commitment to mediation, locally and globally, is clear in the five-day Mediation Week programme that ends today with this Summit,” Mr Lee said. “Mediation Week events spotlighted disputes related to schools, sports, neighbourhoods and the elderly. The goal in each case was to apply mediation structure and skills to achieve peaceful and rational solutions to our problems.”

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Sarvam has partnered with YCP India to help enterprises move artificial intelligence projects from small pilots into structured, organisation-wide deployments aimed at measurable business gains.

The collaboration brings together Sarvam’s full-stack sovereign AI platform and YCP India’s consulting, digital transformation and execution capabilities. The two companies plan to work with businesses on use-case selection, technology integration, change management and deployment across functions where AI can cut costs, improve productivity or strengthen customer engagement.

The partnership comes as companies across sectors are trying to convert interest in generative AI into practical results. Many organisations have tested chatbots, document automation, coding assistants and customer-service tools, but have struggled to scale them because of legacy systems, data-quality issues, compliance concerns and weak alignment with business priorities. Sarvam and YCP India are positioning their alliance as a response to that gap, with an emphasis on deployment rather than experimentation.

Sarvam’s platform covers language, voice and multimodal systems, with a focus on operating conditions in India, including regulatory requirements, data sovereignty and cost-efficient deployment. That positioning is significant for banks, insurers, retailers, healthcare providers, manufacturers and public-facing enterprises that need AI tools capable of working across languages, accents and workflow environments.

YCP India is expected to bring sector knowledge, programme management and strategy advisory support. The company’s role will include helping clients identify high-impact use cases, redesign workflows, manage adoption within teams and ensure that AI deployments are tied to commercial outcomes rather than isolated technology trials.

The partnership will focus on three broad areas. The first is identifying and prioritising AI opportunities that have clear business value. This could include automating customer queries, improving internal knowledge retrieval, digitising documents, supporting frontline staff or building multilingual service channels. The second is co-delivering integrated solutions that connect Sarvam’s technology stack with enterprise systems. The third is joint execution, where YCP teams work with Sarvam engineers to support implementation and change management.

The timing reflects a wider shift in the AI market. Enterprises are moving from proof-of-concept work to production systems, but the transition requires more than access to a large language model. Companies need governance frameworks, reliable data pipelines, security controls, integration with enterprise resource planning and customer relationship management platforms, and clear accountability for outcomes. Without these elements, AI projects risk remaining confined to innovation teams without affecting day-to-day operations.

Sarvam has emerged as one of the key domestic AI companies building models and applications designed for the country’s linguistic and business environment. Its products include speech-to-text, text-to-speech, translation, document digitisation and conversational AI tools. The company has also been associated with broader efforts to develop sovereign AI capabilities, including foundational models built for secure, population-scale use.

The enterprise opportunity is expanding rapidly. The country’s AI market is expected to grow strongly through 2027, supported by enterprise technology spending, a deepening talent base and rising investment in AI-led transformation. Technology services firms and global capability centres are also pushing generative AI into software development, business process management, IT consulting and customer operations.

For Sarvam, the alliance with YCP India could strengthen access to boardroom-level transformation projects, where decisions are shaped by business value, risk controls and execution capacity. For YCP India, the tie-up adds a technology partner focused on locally relevant AI capabilities at a time when clients are demanding practical deployment roadmaps rather than advisory reports alone.

The challenge will be delivery. Enterprises often face fragmented data, uneven digital maturity and uncertainty over how AI should be governed. Regulated sectors also need clarity on privacy, auditability and accountability when automated systems influence customer interactions or internal decisions. The partnership will have to demonstrate that sovereign AI can be not only locally relevant but also robust, secure and commercially competitive against global platforms.

Cost will be another deciding factor. Many businesses are assessing whether AI systems can deliver enough savings or revenue gains to justify investment in infrastructure, integration and training. Sarvam’s emphasis on cost-efficient deployment could appeal to companies that want AI capabilities without depending entirely on expensive global model providers.

In addition to specialized storage solutions—including dedicated units for clothing, collectibles, books, and bicycle parking—the facility features a groundbreaking VIP Lounge. Customers can enjoy complimentary access to massage chairs and co-working spaces, extending the storage experience into a lifestyle enjoyment. Apple Storage is committed to transforming storage from a utility into an exclusive clubhouse, allowing customers to free up home space while fully immersing themselves in hobbies such as outdoor activities or art collection.

Business-Grade Work Facilities

The branch features a dedicated co-working space equipped with computers, printing facilities, workstations, and charging points. Customers can conveniently handle business or personal administrative tasks, such as printing documents or conducting online research, directly on-site.

Party Room-Style Entertainment

To make the storage process relaxing and enjoyable, Apple Storage has equipped the VIP Lounge with professional massage chairs for immediate post-task stress relief. The Group has upgraded the facilities to rival a “Party Room” environment, featuring billiards, television, and Nintendo Switch consoles. This allows family members to stay entertained while customers manage their storage units at their own pace.

The lounge also includes a spacious communal table, perfect for assembling intricate models or playing board games. Guests can enjoy complimentary coffee and various beverages from the self-service refreshment counter, turning a cold warehouse into a private sanctuary for family time.

Comprehensive Storage Amenities

The facility is equipped with 24-hour support, climate and humidity control, CCTV, smart access control, and regular staff patrols to ensure maximum safety and comfort. Additional amenities such as packing zones, trolleys, and bicycle repair tools are provided for customer convenience. Customers can retreat to the leisure area or VIP lounge whenever they need a break.

Over 120 Branches: Hong Kong’s Leader in Regulatory Compliance

With deep roots in Hong Kong since 2005, Apple Storage has expanded to over 120 branches, serving more than 100,000 customers. Recognizing that safety is always the clients’ top priority, Apple Storage adheres to the highest standards of compliant operations. As an industry leader, Apple Storage maintains close communication with the Buildings Department and the Fire Services Department. Apple Storage takes pride in having the largest network of branches in Hong Kong that have successfully passed inspections by both departments. The Group pledges to continue upgrading fire safety facilities in line with government guidelines to ensure total peace of mind for every customer.

A New Era of Smart Storage: Integrating AI Technology

Apple Storage Group continues to invest heavily in integrating smart technology into its services. Hardware upgrades, including facial recognition systems and smart sensor lighting, have been rolled out across all branches to enhance security and energy efficiency.

On the innovation front, Apple Storage has developed a proprietary Customer Matching System. Utilizing AI data analysis, the system creates tailor-made storage solutions for clients, driving the business toward full digitalization. Currently, the Group is developing an “AI Smart Warehouse” project, which will apply cutting-edge Artificial Intelligence to unit management and customer interaction, signaling a new future for the industry.

Professional & Transparent: One-Stop Moving Team

Apple Storage offers a comprehensive “one-stop” moving and storage service, managed by the Group’s professional brand, APPLE MOVING. The team handles everything from general moving to third-party delivery and pickup. To ensure maximum protection, the team provides packing materials—such as boxes and bubble wrap—in advance of the moving date.

Unlike many local independent movers, Apple Moving operates under a transparent corporate management model. With strict service guidelines and a standardized quoting system, the Group guarantees transparent pricing and strictly prohibits “on-site price hikes” or the solicitation of tips, providing customers with a reliable brand guarantee.

Two Decades of Excellence: Recipient of the “10th Year Award for Hong Kong Service Brand”

Since opening its first branch in 2005, Apple Storage has accompanied Hong Kong families and businesses for over 20 years. Today, with branches in every corner of the city, Apple Storage’s commitment to a “premium environment” and “reliable service” remains unchanged.

The company’s professionalism has earned widespread market recognition, including five consecutive years of Quality Service Certification from the Hong Kong Retail Management Association (HKRMA). In 2026, the Group was honored with the “10th Year Award for Hong Kong Service Brand” by the Hong Kong Brand Development Council. These accolades reflect the trust of over 100,000 customers.

Multi-Brand Synergy: A Comprehensive Storage Ecosystem

The Group’s portfolio includes Apple Storage Premium, U SPACE, Apple Moving, and Apple Wine Cellar, providing a diverse range of integrated storage solutions. From flexible self-storage and professionally managed central storage to door-to-door storage and point-to-point logistics, current services cover every user need.

Apple Storage offers various sizes and specialized units, such as climate-controlled storage for clothing and sneakers, display units for toys, specialized bicycle racks, and flexible shelving units, creating bespoke space solutions for every client.

Driving ESG Strategy for a Green Future

Apple Storage Group has actively implemented ESG (Environmental, Social, and Governance) strategies in recent years. Regarding Environmental Protection, Apple Storage is transitioning to sensor-based energy-saving systems and prioritizing appliances with “Grade 1 Energy Labels.” Apple Storage’s own headquarters has also gone paperless through comprehensive digitalization.

In terms of Social Responsibility, the “Apple Volunteer Team” has collaborated with charities for years to support the underprivileged. Looking ahead, Apple Storage has set clear sustainability goals: a commitment to reduce carbon emissions by 10% within three years and increased investment in philanthropy, including pro-bono moving services and storage space donations. Recently, Apple Storage collaborated with a charity to provide free storage and moving services for residents of Wang Fuk Court, Tai Po, assisting them during their relocation and home clearing process.

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About Apple Storage

With over 120 branches across Hong Kong, Kowloon, and the New Territories, Apple Storage offers professional, compliant, and reliable services. Most branches are conveniently located near MTR stations.

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Economists led by Chetan Ahya have drawn a parallel with electric vehicles, where early policy support, component localisation and aggressive production expansion turned China from a fast follower into the world’s dominant exporter. Their research projects China’s share of global manufacturing could rise to 16.5 per cent by 2030, from about 15 per cent now, as advanced automation and embodied artificial intelligence move from demonstration projects into factory and logistics use.

The bullish case rests on China’s widening lead in humanoid robot production. Industry estimates show the country produced about 12,800 humanoid robots in 2025, close to 90 per cent of global output, though the market remains tiny compared with conventional industrial robotics. China also remains the world’s largest industrial robot market, accounting for more than half of global factory robot installations in 2024, with an operational stock above 2 million units.

That foundation matters because humanoid robots require the same manufacturing strengths that supported China’s rise in solar panels, batteries and electric vehicles: precision motors, sensors, actuators, batteries, control systems, machine vision and low-cost assembly. Local companies are building ecosystems around these components, while provincial governments are offering subsidies, industrial parks and procurement support to accelerate commercial deployment.

Beijing has identified humanoid robots as a strategic industry, setting targets for mass production and global leadership while integrating robotics into wider plans for artificial intelligence and advanced manufacturing. The 15th Five-Year Plan framework is expected to place AI-powered robots near the centre of industrial upgrading, although large-scale commercialisation is more likely toward the later part of the plan period than immediately.

The sector’s momentum has drawn major private capital. Start-ups such as Unitree, UBTech, AgiBot and Fourier Intelligence have moved quickly from stage demonstrations to pilot factory and warehouse deployments. Linkerbot, a fast-growing maker of dexterous robotic hands, is seeking a valuation of about $6 billion after building a strong position in high-degree-of-freedom robotic hands used in humanoids and industrial systems. Its modular products point to an important feature of the market: some of the earliest profits may come from components rather than complete humanoid machines.

Automakers and electronics groups are also moving into the field. Xpeng has said humanoid robotics could become a long-term investment area alongside electric vehicles, while other manufacturers are testing robots for inspection, sorting, materials handling and repetitive shop-floor tasks. The logic is clear. China faces an ageing workforce, rising labour costs in coastal manufacturing hubs and growing pressure from tariff barriers. A successful humanoid robotics industry could help preserve competitiveness even as low-cost labour advantages fade.

The export implications are broader than robot sales. If humanoids improve productivity in Chinese factories, they could lower production costs across electronics, machinery, appliances and consumer goods. That would reinforce the country’s position in global supply chains at a time when the United States, Europe and several Asian economies are trying to reduce dependence on Chinese manufacturing. It could also create a new export category in robots, components, software and maintenance services.

Yet the constraints remain substantial. Humanoid robots are still expensive, often have limited battery life and struggle with unstructured environments. Many can perform scripted tasks in controlled settings but fall short when asked to handle the speed, judgement and dexterity of human workers. Even executives in China’s robotics industry acknowledge that factory humanoids remain less efficient than people in many jobs. Safety certification, liability rules, data protection and workplace integration will also affect adoption.

Dependence on high-end chips and advanced software ecosystems is another weakness. US restrictions on AI semiconductors have pushed Chinese firms to localise more hardware, but training and deploying capable embodied AI systems remains compute-intensive. Without steady access to cutting-edge chips, progress may be uneven, particularly in models that require real-time perception, movement planning and continuous learning.

The BGI, presented Wednesday by an international group of governance scholars, analyses measurable benchmarks of democratic accountability across 145 countries.

On a 100-point scale, the global score for democratic accountability slipped slightly from 65 in 2000 to 64 in 2023, the most recent data used in the project. The wave of democratisation observed in the closing decades of the last century has stalled in the last 15 years. Democratic accountability fell in 54 countries while it improved in 48 countries.

Yet the BGI — a collaborative project of the Luskin School of Public Affairs at the University of California, Los Angeles (UCLA), Berlin’s Hertie School and the Berggruen Institute, a think tank headquartered in Los Angeles — captures remarkably widespread growth in provision of public goods.

Encompassing healthcare, education, infrastructure, environmental sustainability and conditions to foster employment and rising prosperity, public goods improved in 135 of the countries studied, while declining slightly in just four. The global average jumped from 58 to 69 points from 2000 to 2023.

The third component of what the BGI authors refer to as the “governance triangle” is state capacity, defined as the ability to tax, borrow and spend, control territory, operate scrupulous, competent bureaucracies and administer predictable rule of law. The index finds the global average ticking up from 48 to 49 points; 56 countries had increased state capacity while 57 declined.

“What does it tell us about the world ahead?” Prof. Helmut K. Anheier, a Luskin School sociologist and BGI principal investigator, asked during the public release of the 2026 BGI on the UCLA campus.

“Countries are not really improving in their governance performance in significant ways. … We’re not really having forward-looking investment in governance capacity. There is considerable inertia.”

The largest improvements across all three BGI components occurred in Gambia, which the report groups with “low-capacity developing states.” These states score low across the board, particularly in the provision of public goods. This cluster constitutes the poorest countries with the least developed economies, which face the most serious challenges.

“They have the greatest exposure to likely future crises, whether it’s global warming, whether it’s a new pandemic, whether it’s another financial crisis, whether it’s the impact of AI,” Anheier said. “And they have the least capacity to respond to it.”

Bhutan, Georgia, Iraq and Tunisia — which make up the remaining top five countries with the largest improvements in the BGI — are classified as “capacity-constrained states.” They tend to be middle-income with struggling democracies. These countries score higher across the board than the low-capacity developing states, but their state capacity tends to lag compared to public goods and democratic accountability.

The capacity-constrained states risk falling into “a cycle that erodes the institutions they have built,” Anheier said.

“Consolidated democratic states”, a cluster of most of the world’s richest countries, which score highly in all three BGI components, have to confront domestic complacency. Further, in the United States and some others, “political dysfunction” is leaving mounting problems unaddressed and risking erosion of state capacity, Anheier said.

At the other end of the spectrum, the country with the farthest fall on the BGI since 2000 is Nicaragua. Second from last is Venezuela, followed by Hong Kong, Hungary and Turkey. The rest of the bottom 10 are Russia, Iran, Poland, El Salvador and Belarus.

Since 2023, which is the last year of data available for the study, Poland and Hungary have both seen government changes via election, despite serious democratic backsliding. Both had fallen out of the group of “consolidated democratic states” by 2023 and moved into the capacity constrained cluster.

The other eight countries at the bottom of the list are all places that once had some semblance of competitive elections, but by now have little or no remaining pretense of democracy. They are grouped by the authors among the “authoritarian and hybrid states”, which have by far the lowest democratic accountability but outperform even some struggling democracies in delivering public goods.

These regimes have tended toward faster economic growth in the period observed. But that seeming prosperity, typically fueled by extractive industries or overreliance on exports, masks “serious institutional weaknesses in these countries, including divided elites,” Anheier said.

Relatively few countries — 21 of the 145 — changed enough for better or worse to be classified in a new group by the end of the 23-year study period.

“Movement between them is rare, but this is largely what we should expect,” said Stella Ghervas, a UCLA historian on a panel of experts who discussed the BGI findings Wednesday. “Government systems are not created in a moment. They evolve over long periods of time.”

Local conditions shaping governance in each country can rarely be quickly reset through political will or even external shocks, Joseph C. Saraceno, a Luskin School data scientist and BGI co-author, said Wednesday.

“Despite all the talk of major transformations happening in global affairs, the underlying configuration of governance simply doesn’t appear to change very much,” Saraceno said. “We use the term inertia to describe this reoccurring pattern. In other words, the structures of global governance are resistant to movement as the conditions beneath them are quite sticky: political economies, demographics, resource endowments. These are deeply layered, and they push each country toward the world that it already inhabits.”

But the challenges lurking around the world may not wait for the slow and difficult processes of political change and development to catch up.

“With the few exceptions of those countries in the consolidated democratic world,” Anheier said, “the great majority of the countries in the world is ill-prepared for the future.”

The full report, ‘ 2026 Berggruen Governance Index – The Four Worlds of Governance‘, can be viewed and downloaded from the website of the UCLA’s Luskin School.

Frank Fuhrig, DNA

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The DNA content is an independent journalistic service that operates separately from the other services of the participating agencies. It is produced by editorial units that are not involved in the production of the agencies’ main news services. Nevertheless, the editorial standards of the agencies and their assurance of completely independent, impartial and unbiased reporting also apply here.

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CUHK’s Academic Excellence and Global Research Impact

Ranked among the world’s top 50 universities, CUHK ascended to 32nd place globally in the QS World University Rankings 2026, marking a four-place rise that reinforces its role as a hub for rigorous inquiry, and a dynamic environment where students are empowered to pursue meaningful research and knowledge exchange. This trajectory is supported by 17 CUHK researchers recognised on the Highly Cited Researchers 2025 list by Clarivate Analytics, and 431 academics listed among the world’s top 2% scientists by Stanford University. Among them, 47 scholars were ranked within the global top 100 in their respective fields. Notably, three scholars, including Vice-Chancellor and President Professor Dennis Lo Yuk-ming, have earned positions within the global top 10, a distinction that highlights the remarkable depth and excellence of CUHK’s research community.

CUHK’s The Nethersole School of Nursing: Nurturing Research Innovation and Global Talent in Nursing

Among CUHK’s strongest performers in this year’s rankings, the Nethersole School of Nursing has been ranked #1 in Hong Kong and Asia, and #6 worldwide. Reflecting on the academic environment, Pham Nhat Vi DO, a Vietnamese PhD student in Nursing, shared: “My PhD journey at CUHK has transformed my research abilities, critical thinking, and leadership skills. Through CUHK’s outstanding faculty support, I have accessed diverse academic resources and gained invaluable hands-on experience, building a strong foundation for my future career.”

Vi’s research focuses on colorectal cancer survivorship using cutting-edge technology. As the first Vietnamese researcher adopting this approach, her work reflects CUHK’s strength in empowering students to break new ground.

CUHK’s Geography and Resource Management: Advancing Student Research on Pressing Climate Challenges

CUHK’s Department of Geography and Resource Management has also earned notable recognition in this year’s ranking, placing #4 in Asia and #21 worldwide. Arati POUDEL, a Nepali PhD student, highlighted the University’s research ecosystem as a key defining aspect of her experience. “CUHK exceeds expectations through outstanding research facilities, supportive faculty, and comprehensive professional development opportunities. The prestigious Belt and Road Scholarship has also enriched my research journey in this beautiful campus environment.”

Supported by CUHK, Arati’s research investigates how adaptation to climate extremes—particularly water scarcity and excess—are being addressed, and the pivotal role played by communities and civil society in leading these responses.

Through the QS World University Rankings by Subject 2026, CUHK continues to demonstrate the impact of its research and scholarship. These achievements underscore the University’s growing influence on the global academic stage and its steadfast commitment to addressing complex global challenges through innovation, insight, and collaboration.
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About CUHK

The Chinese University of Hong Kong (CUHK) is a leading higher education institution dedicated to nurturing and empowering students to become responsible and compassionate global citizens. With a rich heritage and a forward-looking vision, CUHK strives to blend tradition with innovation, fostering academic excellence, research breakthroughs, and meaningful societal impact.

According to Bank Negara Malaysia’s (“BNM”) Annual Report 2025, Islamic financing continues to show strong growth, accounting for approximately 48% of Malaysia’s total financing or equivalent to RM1.219 trillion, reflecting increasing demand for Shariah-compliant offerings.

Through this partnership, IBPO aims to further strengthen its Shariah Governance framework and ensure that its financial products and programs are structured in accordance with recognised Shariah Principles. This reflects IBPO’s continued focus on transparency, responsibility and inclusivity across its financial services offerings while supporting BNM’s efforts to promote a progressive and inclusive Islamic Financial system.

The MOU signing ceremony was officiated by Andy Lim, Founder and Group Managing Director of IBPO Group Berhad and M. Aminuddin Bin Ismail, Managing Director of Afsha Shariah Advisory Sdn. Bhd.

In conjunction with this appointment IBPO is also introducing its latest financing program, i-Personal Financing. With Afsha’s appointment as official Shariah Advisor, IBPO’s Islamic financing programs including i-Personal Financing, i-Bridge Financing and Payday Financing will be supported by Afsha in ensuring consistent Shariah Compliance.

i-Personal Financing is designed to give customers easy access to cash based on their income levels. It offers responsible and affordable financing amounts along with flexible payment options of 3, 6, 9 or 12 months, aligned with monthly salary cycles for greater convenience and peace of mind.

All financing solutions are accessible via IBPO’s Online Customer Financial AI Portal which provides a 360-degree view of customers’ financial commitments including those with other financial institutions while offering AI-driven insights to help users better manage and optimise their finances. This initiative is part of IBPO’s ongoing efforts to leverage AI-driven capabilities to build an integrated financial ecosystem across the Group and its subsidiaries including IBPO Genesis Sdn. Bhd., IBPO Credit System Sdn. Bhd., IBPO Capital Ventures Sdn. Bhd. and IBPO Property Sdn. Bhd.

“We are proud to have Afsha as our official Shariah Advisor as we strengthen our position as Malaysia’s trusted choice for Islamic financing. This further reinforces our ongoing commitment to delivering inclusive, ethical and comprehensive Islamic Financial ecosystem that contributes positively to the economy and broader society. This allows us to deliver value to those seeking Shariah-aligned options, while remaining accessible to all, giving our customers greater confidence in what we provide,” said Andy Lim, Founder & Group Managing Director of IBPO Group Berhad.

“We are honoured to partner with IBPO Group Berhad as their official Shariah Advisor. At the core of actively disseminating Shariah principles across the financial sector, our mission is to enable our clients to achieve their optimum potential by ensuring that their policies and practices strictly comply with Shariah rules and regulations through the highest standards of professional competence. We look forward to guiding IBPO in structuring ethical and transparent Shariah-compliant financing solutions that meet the growing demand in Malaysia’s Islamic financial ecosystem,” said M. Aminuddin Bin Ismail, Managing Director of Afsha Shariah Advisory Sdn. Bhd.
Hashtag: #IBPOGroupBerhad #IslamicFinancing #ShariahCompliance

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IBPO Group Berhad

Our financial programs include; i-Refinancing, i-Connect, i-Console Plus, Payday Financing, i-Bridge Financing, i-Personal Financing and Housing Value Investment. Discover personalised solutions tailored to your needs with mortgage refinancing, personal loans and financing, property management and more. To learn more, visit www.ibpo.com.my.

Email: [email protected]

Afsha Shariah Advisory Sdn. Bhd.

Email: [email protected]