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Wee Cho Yaw was all the governance UOB needed

Regulators should not assume that introducing more provisions in the Corporate Governance Code will turn every “bad” company into a “good” company

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Ben Paul

Ben Paul

Published Mon, Feb 12, 2024 · 05:00 AM
    • Wee's (third from left) reputation for shrewd and careful management is a key reason UOB has long been viewed as a blue chip company
    • Wee's (third from left) reputation for shrewd and careful management is a key reason UOB has long been viewed as a blue chip company PHOTO: BT FILE

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    UNITED Overseas Bank (UOB) has always been Wee Cho Yaw’s bank to me; and owning its shares has – in my mind – been akin to riding along with the legendary businessman.

    Wee was UOB’s chairman and chief executive for more than three decades beginning in 1974, during which time he expanded the financial services group substantially.

    Even after he handed the position of chief executive to his son Wee Ee Cheong in 2007, and stepped down as chairman in 2013, I still imagined that big decisions at UOB were never made without him being consulted.

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    BT CorrespondentsUOBCorporate governance

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