Hedge Funds Awards 2011, Part II

Best Long/Short Equity Fund, North America
North Star Capital Funds

Best Market Neutral Fund, North America
Nantahala Capital Partners, L.P.

Best Credit Fund, North America
Providence Yield Plus LP

Best Managed Futures CTA Fund, North America
Shinnecock Partners

Best Fixed Income Fund, North America
Falcon Point Capital

Best Multi-Strategy Fund, North America
Telemetry Investments

Best Global Macro Fund, North America
Argonaut Macro Partnership, L.P

Best Event Driven Fund, North America
York Capital Management

Best Emerging Markets Fund, North America
Forum Asset Management

 

 

Best Long/Short Equity Fund, Latin America
Pollux Capital

Best Multi-Strategy Fund, Latin America
Neo Investimentos

Best Global Macro Fund, Latin America
Sparta Administradora de Recursos Ltda

Best Emerging Markets Fund, Latin America
Credit Suisse Hedging-Griffo

 

 

Best Market Neutral Fund, Africa
Laurium Capital Pty Ltd

Best Multi-Strategy Fund, Africa
Nubuke Investments

Best Emerging Markets Fund, Africa
ABAX Investments

 

 

Best Long/Short Equity Fund, Asia
Ballingal Investment Advisors

Best Managed Futures CTA Fund, Asia
The Merchant Commodity Fund

Best Fixed Income Fund, Asia
Asia Debt Management

Best Multi-Strategy Fund, Asia
Marathon Asset Management

Best Global Macro Fund, Asia
Libra Capital Partners

Best Event Driven Fund, Asia
Evenstar Advisors

Best Emerging Markets Fund, Asia
Riverwood Fortune Fund

Best UCITS Compliant Product, Asia
Marshall Wace GaveKal Asia Ltd

 

 

Best Managed Futures CTA Fund, Australia/New Zealand
Argus Capital Management

Best Global Macro Fund, Australia/New Zealand
Global Trading Strategies Investment Mgmt.

 

 

Best Long/Short Equity Fund, Europe
DB Platinum Partners

Best Market Neutral Fund, Europe
Sabre Fund Management

Best Managed Futures CTA Fund, Europe
Dexia Asset Management

Best Fixed Income Fund, Europe
Numen Capital LLP

Best Multi-Strategy Fund, Europe
IKOS CIF LTD

Best Global Macro Fund, Europe
Aviva Investors

Best Event Driven Fund, Europe
Belle Vue Conseils

Best Emerging Markets Fund, Europe
Dashevsky and Partners

Best UCITS Compliant Product, Europe
Estlander & Partners

 

 

Best Long/Short Equity Fund, Offshore
Vantage Investment Management

Best Fixed Income Fund, Offshore
FTM Limited

Best Event Driven Fund, Offshore
G10 Global Asset Management

Best Emerging Markets Fund, Offshore
Pinpoint

Real Estate Awards 2011

Best Retail Developer, Western Europe
Turkmall

Best Residential Developer, Western Europe
Gecina

Best Office Developer, Western Europe
Brookfield Europe

Best Investment Fund Manager, Western Europe
Frogmore Real Estate Partners Investment Managers Limited

Best Consultants for Financial Services, Western Europe
WP Carey

Best Consultants for Taxation Services, Western Europe
Ernst & Young Real Estate Group

 

 

Best Retail Developer, Eastern Europe
Plaza Centers

Best Residential Developer, Eastern Europe
AFI Europe

Best Office Developer, Eastern Europe
Globe Trade Centre SA

Best Investment Fund Manager, Eastern Europe
Swedbank

Best Consultants for Financial Services, Eastern Europe
Erste Group Immorent

Best Consultants for Taxation Services, Eastern Europe
Ernst & Young Real Estate Group

 

 

Best Retail Developer, Russia
Crocus Group

Best Residential Developer, Russia
Algarov Real Estate

Best Office Developer, Russia
Tashir Group of Companies

Best Investment Fund Manager, Russia
Renaissance Real Estate

Best Consultants for Financial Services, Russia
Sberbank

Best Consultants for Taxation Services, Russia
Ernst & Young Real Estate Group

 

 

Best Retail Developer, Africa
Acucap Properties

Best Residential Developer, Africa
M&T Development

Best Office Developer, Africa
M&T Development

Best Investment Fund Manager, Africa
Old Mutual Property

Best Consultants for Financial Services
CB Richard Ellis

Best Consultants for Taxation Services, Africa
Ernst & Young Real Estate Group

 

 

Best Residential Developer, South Eastern Asia
Dijaya Corporation Bhd

Best Retail Developer, South Eastern Asia
Central Pattana Public Company Limited

Best Office Developer, South Eastern Asia
Keppel Land

Best Investment Fund Manager, South Eastern Asia
Ascott Residence Trust Management Limited

Best Consultants for Financial Services, South Eastern Asia
Allen & Overy

Best Consultants for Taxation Services, South Eastern Asia
Ernst & Young

 

 

Best Residential Developer, Indian Sub-Continent
Kalpataru Group

Best Retail Developer, Indian Sub-Continent
Prestige Estates Projects

Best Office Developer, Indian Sub-Continent
Synefra Engineering & Construction

Best Investment Fund Manager, Indian Sub-Continent
Kotak Investment Advisors

Best Consultants for Financial Services, Indian Sub-Continent
Central Bank of India

Best Consultants for Taxation Services, Indian Sub-Continent
Ernst & Young Real Estate Group

 

 

Best Residential Developer, Latin America
Gafisa

Best Retail Developer, Latin America
Sonae Sierra

Best Office Developer, Latin America
Cyrela Commercial Properties SA

Best Investment Fund Manager, Latin America
Brookfield Brazil

Best Consultants for Financial Services, Latin America
BFRE

Best Consultants for Taxation Services, Latin America
Ernst & Young Real Estate

 

 

Best Retail Developer, North America
Forest City

Best Residential Developer, North America
Brookfield Residential Properties Inc

Best Office Developer, North America
Brookfield Office Properties Inc

Best Investment Fund Manager, North America
Brookfield Asset Management Inc

Best Consultants for Financial Services, North America
CIBC

Best Consultants for Taxation Services, North America
Ernst & Young Real Estate

 

 

Best Residential Developer, Middle East
Al Hanoo Holding Company

Best Retail Developer, Middle East
Majid Al Futtaim Properties

Best Office Developer, Middle East
Omniyat

Best Investment Fund Manager, Middle East
SEDCO Capital

Best Consultants for Financial Services, Middle East
SEDCO

Best Consultants for Taxation Services, Middle East
Ernst & Young Real Estate

Insurance Awards 2011

Insurance Company of the Year, Argentina
Mapfre

Insurance Company of the Year, Austria
Donau Versicherung AG

Insurance Company of the Year, Baltic States   
BTA

Insurance Company of the Year, Belgium   
AXA

Insurance Company of the Year, Brazil   
ACE Seguradora S.A.

Insurance Company of the Year, Canada
Intact Financial Corporation

Insurance Company of the Year, Caribbean   
Guardian Life of the Caribbean Limited

Insurance Company of the Year, Chile
ING

Insurance Company of the Year, Colombia
Seguros Bolivar

Insurance Company of the Year, Croatia
Allianz Zagreb

Insurance Company of the Year, Czech Republic   
Allianz

Insurance Company of the Year, Denmark
Danica Pension

Insurance Company of the Year, Ecuador
Seguros de Pinchincha

Insurance Company of the Year, France   
BNP Parisbas Assurances

Insurance Company of the Year, Finland   
Pohjola Insurance

Insurance Company of the Year, Germany   
Talanx AG

Insurance Company of the Year, Greece   
Interamerican S.A.

Insurance Company of the Year, Hong Kong   
HSBC Insurance

Insurance Company of the Year, Hungary   
UNIQA Biztosító Zrt.

Insurance Company of the Year, India   
SBI Life

Insurance Company of the Year, Indonesia   
PT Asuransi Jiwasraya (Persero)

Insurance Company of the Year, Italy   
Mediolanum SpA

Insurance Company of the Year, Ireland   
FBD Insurance

Insurance Company of the Year, Kazakhstan   
BTA Insurance

Insurance Company of the Year, Malaysia   
Lonpac Insurance Bhd

Insurance Company of the Year, Mexico   
GNP Seguros

Insurance Company of the Year, Middle East   
Abu Dhabi National Insurance Company

Insurance Company of the Year, Netherlands
Menzis

Insurance Company of the Year, Norway   
If

Insurance Company of the Year, Pakistan   
New Jubilee Life Insurance Company

Insurance Company of the Year, Peru   
Pacifico Seguros

Insurance Company of the Year, Philippines   
Malayan Insurance Company

Insurance Company of the Year, Poland   
ING TUnZ

Insurance Company of the Year, Portugal   
Millennium bcp Ageas S.A.

Insurance Company of the Year, Russia   
Alfa Strakhovanie

Insurance Company of the Year, Serbia   
DDOR Novi Sad

Insurance Company of the Year, Singapore   
AIA

Insurance Company of the Year, Slovakia   
CSOB Poist’ovna a.s.

Insurance Company of the Year, Slovenia   
Maribor

Insurance Company of the Year, South Africa   
Hollard Group

Insurance Company of the Year, Spain   
AXA

Insurance Company of the Year, Sweden   
Avanza

Insurance Company of the Year, Switzerland   
Helvetia Group

Insurance Company of the Year, Taiwan   
Fubon Life Insurance Co.

Insurance Company of the Year, Thailand   
The Viriyah Insurance Co.,  Ltd.

Insurance Company of the Year, Turkey   
AXA SIGORTA

Insurance Company of the Year, Ukraine   
INGO Ukraine

Insurance Company of the Year, UK 
BUPA

Insurance Company of the Year, USA 
MetLife

Insurance Company of the Year, Vietnam
Petrovietnam Insurance JSC

Bottom of the valley?

The Silicon Valley – the world-famous bastion for technological innovation – might have passed its glory days. Facing increasing competition from emerging markets such as China and India, the tech haven is suffering a ‘brain drain’ at a worrying rate.

However, any flight of expertise would simply correct for the large influx of immigrant entrepreneurs that flooded the sun-drenched region for generations. Reports indicate that as many as 52 percent of Silicon Valley’s start-up companies were founded by immigrants, and immigrant inventors contribute to 25 percent of US global patent applications.

The immigrants who flooded Silicon Valley form an integral part of the vital region; but loyalties are shifting. Turning their backs on the renowned home of IT innovation, many entrepreneurs have decided to take their practices back to their native countries, or relocate to other attractive tech havens – be it in China, India, Germany, France or elsewhere. According to a study carried out by researchers at Berkeley, Duke, and Harvard universities, many immigrant students plan to return to domestic shores rather than settle in Silicon Valley – which up until a few years ago had been the norm.

So where will the world find its new technological nexus? Countries such as China and South Korea have a distinct headstart thanks to the vast quantity of capital being pumped into their respective technology sectors. However, experts agree that it’s difficult to determine if these destinations really have what it takes to develop environments to rival the expertise and infrastructure already in situ at Silicon Valley.

Boasting practical benefits that China and India might be lacking, European countries such as the UK could well pose a threat to Silicon Valley. Russia too, is rising in tech circles.

Not one to give up without a fight, Silicon Valley spokespeople claim that the allure of the original tech hub won’t subside anytime soon. After all, there’s no escaping the fact that about $10bn is invested in budding entrepreneurial companies every year.

The original Silicon Valley at a glance
Despite the increasing competition, Silicon Valley is still regarded highly in the tech universe and its heritage alone adds to the credibility of the region. Located in the southern part of Northern California’s San Francisco Bay Area, the ‘valley’ is in fact a vast region encompassing the Santa Clara Valley, including the city of San Jose; the southern peninsula; and the southern East Bay. This area has served as the base for the electronics industry since its conception in the early 20th century, and has been behind practically every technological revolution since that time.

The area’s famous moniker was coined in the early 1970s by entrepreneur Ralph Vaerst, who came up with the name in reference to the high number of silicon chip ventures that were based in the area at the time. These days, with the production of semi-conductors gradually moving overseas, the name has become associated with the high-tech businesses and software companies that swamp the area; and is more commonly used as a byword for the entire US technology industry.

The business culture that Silicon Valley has generated is so effective that it accounts for as much as a third of venture capital investment in the US. As such, this perennially sundrenched locale, the home to so many of the world’s largest technology corporations, has held the crown as the undisputed ruler of the tech world through the culture of high-tech innovation and development the area has nurtured. Now however, it is far from unique.

Rising in East London
Silicon Valley is far from having the technological innovation field to itself. East London is rising as a tech location in its own rights and could soon morph into a bona fide silicon valley – at least if UK Prime Minister David Cameron has his way.

The plan to transform the area, which is also home to the Olympic Park for the 2012 games, into one of the world’s greatest technology centres was unveiled by Cameron last year. Speaking at a gathering targeting entrepreneurs and investors, the PM’s enthusiasm over London’s status as a ‘valley in the making’ was palpable. “Right now, Silicon Valley is the leading place in the world for high-tech growth and innovation. But there’s no reason why it has to be so predominant,” he said. “Our ambition is to bring together the creativity and energy of Shoreditch and the incredible possibilities of the Olympic Park to help make East London one of the world’s great technology centres. I want to show you how we can get there.”

Cameron is not alone in his faith in the area as a new tech Mecca, as he reflected in his speech: “For the past few weeks and months, we have had dozens of meetings with technology companies and venture capital investors from across the world. We said to them: ‘Here’s our vision for East London Tech City – a hub that stretches from Shoreditch and Old Street to the Olympic Park. This is what local businesses are saying they need. What part can you play in making it happen?’ I have to say: the response has been overwhelming.”

That response has come from the right people as well. Firms including Google, Facebook, Cisco, Intel and British Telecom are all queuing up to join the East London Tech City, along with a crucial host of start-ups and SMEs which will help contribute to fresh thinking and innovation into the area.

East London’s rising status as the UK’s tech centre has been assisted by some key developments. The area has been subject to a remarkable makeover in preparation for the Olympic Games, most notably in terms of transport links. Now one of the best connected areas in the country, by 2012 East London will boast a fully operational terminal providing high-speed rail travel to the continent as well as trans-continental air travel courtesy of London City Airport.

On the back of the Olympic developments, an influx of new businesses and retail outlets have also helped improve the status of region. The soon-to-open Westfield shopping centre is one of a number of high-profile ventures that have already immeasurably improved the status of a once undesirable area. This is only likely to improve as all the features of the area become fully operational as the Olympics draws near.

The final draw for the area is the benefits of East London’s peripheral. Tech City is sandwiched between the heartland of London’s creative industries and the City of London, one of the world’s great financial centres. Factor in the close proximity of several widely respected universities and the area has every amenity and stimulus it needs to succeed.

Crucially, in addition to the conception of Tech City, the UK government is actively working to improve the climate and culture for technology and entrepreneurialism, much as Silicon Valley has done par excellence. “We are already doing a lot to support this new economy, from making reams of city data freely available to London’s technical talent for transformation into apps, websites or mobile products, to piloting public Wi-Fi on London Underground,” enthused Boris Johnson, the Mayor of London.

Much as Silicon Valley has, Tech City is also targeting the demographic of overseas investors and developers. The launch of an Entrepreneur Visa was brought about to encourage individuals with good business ideas to set up companies with ease in the country.

Another scheme, the Entrepreneur First programme, was unveiled earlier this year targeting elite graduates.

Based on the Teach First programme designed to assist young budding teachers, the format is a two year programme headed by McKinsey & Company, through which graduates with promising business ideas will receive mentoring, business training and networking opportunities. When the two year scheme is up, the participating candidates will be given the option to either continue building their own business, or to apply to graduate recruitment schemes within some of the companies that are associated with the scheme. The companies that form part of the graduate boosting system are a who’s who of successful businesses, including Microsoft, Tesco, BNP Paribas, BT, Cisco, Qualcomm, Intel, Civil Service Faststream, L’Oreal, Allen & Overy, Diageo, Pricewaterhouse Coopers, Shell and RBS.

The UK is pulling out all the stops, it seems. But does it have a fighting chance to become the new Silicon Valley? Considering the UK set in motion the first industrial revolution about two centuries ago, a tech renaissance would simply reinstate its past glory as a leader in the field. Add in the strong educational framework and a forward-thinking and cosmopolitan population, and Tech City has a great deal in its favour.

China shows its tech muscles
In a bid to flaunt an innovation-based economy by 2020, China is advancing swiftly into the realm of technology, and is now considered one of the strongest contenders to seriously challenge Silicon Valley.

Recognising the potential, foreign and native investors alike have raced to inject funds into the tech sector.

Although the Chinese tech environment remains very much under development, it has quickly grown from its blueprints. Recognising the potential of the region, an increasing number of top-notch entrepreneurs and major technology companies from across the globe are flocking to the country, turning their back on the sun-drenched destination that previously held their attention. Indeed, if there is a country revelling in brain gain, it’s China.   
Generous funding is not the only element that tempts the best in foreign minds to settle in China; the country’s culture of tech innovations is becoming a draw in its own right. China might be known as the copy cat above all others – be it in the field of hand bag design, technology or otherwise – but there’s no doubt that the country has started to impress its surroundings with an environment that supports original ideas.

Already some native companies are rising to position as world players in innovation. The Chinese internet conglomerate Tencent boasts a stock market value that hovers just below the names of leading lights such as Google and Amazon. Two other strong contenders are the leading e-commerce portal, Alibaba, and Huawei Technology, who has made its name pioneering next-generation mobile communication infrastructure. In the field of computer engineering as well, one of the fastest computers ever to be produced is the brainchild of Chinese engineers. Collectively, these forward-thinking companies and products have helped to boost China’s status as a viable force in the tech sector.

As a way to flex its tech muscles to the world, China plays host to one of the world’s most important conferences on tech innovation and entrepreneurship. CHINICT (a portmanteau of China and ICT) is an annual event that has now been running for eight years and is next set to take place in Beijing in May 2012. The conference attracts delegates from all over the world and the interest it generates is highly indicative of China’s growing status in the tech universe. As a result, the event has grown increasingly grandiose as the years go on.

What may hold China back in the zealous race to become the new Silicon Valley is its current lack of indigenous technical expertise, making it tough to rival the established culture of tech geniuses present in Silicon Valley. Another disadvantage is presented by the somewhat rigid government regulations related to business, coupled with tricky intellectual property rights. Furthermore, the country’s educational system is nowhere near as sophisticated as that of the US and Europe – although it is improving. About four million pupils graduate every year in the country, and around 600,000 leave universities with a degree in engineering, so China’s workforce is set to become more skilful. Given time, China might well become a valley in its own right.

Russia 2.0
Another country eyeing Silicon Valley’s throne is Russia. The country has significantly improved its credentials for business and intends to prove this with the completion of an awe-inspiring new technology park by 2014. Set to allow space for more than 500 firms and costing in excess of $2bn, its hoped the investment will pay off in a new generation of entrepreneurs.

Serving as the inspiration behind the concept, the Zurich Technopark will provide the Skolkovo project with vital know-how. The two entities are said to be forming a collaborative alliance, with the CEO of the Zurich Technopark, Henning Grossmann, planning to conduct regular quality controls of the Russian site and assist in its business promotion. 

The park will be based in the Moscow suburb of Skolkovo, a sleepy and rural area about 20km west of central Moscow, where affluent Russians keep holiday homes. The man behind the initiative is the Russian billionaire Viktor Vekselberg, who will take charge of the project, backed by the support of billions of dollars in government investment. To lure quality players – individual entrepreneur and companies alike – the Russian government will offer tax breaks as well as funding schemes for selected companies. Setting the bar high, the hope is that the tech park in Skolkovo will attract companies such as international software firm Kaspersky Lab, along with other major names, both domestic and international.

Positive points that will help to boost the credibility of the project is that it will be largely autonomous, boasting its own water and power supplies, to avoid problems companies can otherwise face when securing these types of amenities.

It all sounds promising. Insiders fear though that with such large sums surrounding the tech park that it may attract corruption, hiking up prices. Even if measures are taken to prevent this happening, the very perception of Russia as a less reputable location to do business will create hurdles for those trying to promote the Skolkovo park. As such whether Russia can create the next Silicon Valley remains to be seen.

Silicon Valley hasn’t lost its crown just yet. But neither is it the definitive location for technology companies that it once was. As the world fully embraces the possibilities provided by the internet age, it’s conceivable that new developments could come from any corner of the globe. And any one of them could cause the sun to set on the illustrious valley.

Peru leader implements client-based strategy

After weathering the worst global financial crisis in history in 2008-2009, the Peruvian economy posted excellent economic results in 2010 with approximately nine percent growth. Although expansion in 2011 is expected to moderate somewhat, the country will continue an upward trend and offer opportunities to well positioned companies like Pacifico Seguros, one of Peru’s premier insurance providers.

A brief look at 2010’s figures for the Peruvian insurance industry shows exceptional year-on-year (YoY) growth.

This represents the tip of the iceberg, particularly considering the country’s low insurance penetration levels (1.5 percent of GDP compared to 3.2 percent and 2.1 percent for regional peers Chile and Colombia respectively). In 2010, the Peruvian Insurance industry grew 33 percent YoY with total direct premiums close to $2,622m. The Property and Casualty lines reported approximately $1,200m in direct premiums – which represents an 11 percent increase YoY – while the Health and Life segments registered premium growth above 20 percent and 60 percent respectively with regard to last year. In this scenario, the sector’s earnings exceeded $200m, posting an increase in excess of 40 percent YoY. 

The context from 2011 and on will offer a host of opportunities for companies that are willing and able to put the client first. Pacifico Seguros, a subsidiary of Credicorp created in 1943 to serve Peru’s insurance needs, has taken on this challenge and is working side-by-side with its clients to help them understand and manage their risks.

To work effectively with its insured, Pacifico has developed a five-pillar framework (see box opposite) to govern interactions with customers. This client-based focus has led Pacifico to step up the game for innovative customer service. Improving on a familiar concept in the fast food business, the firm offers a 30 minutes or it’s free proposition: Pacifico guarantees SOAT policy delivery (Statutory Auto Liability Insurance) in 30 minutes or less or the client receives free coverage as long as he or she owns the vehicle. The company also backs its auto claims service pledge with a bonus: an advisor will arrive at the scene in 15 minutes or less or the client receives a $200 certificate to use on Pacifico products. Other added-value services include aero-medical evacuation, which is covered under Pacifico’s most comprehensive health plans. Initiatives like these are unrivaled on the local scene and reverberate positively throughout the company’s business lines, making Pacifico’s value propositions palpable to its clients.

The company’s efforts over the last five years have positioned Pacifico as the “top of mind” insurance alternative. Executives at the country’s major companies prefer Pacifico for all their insurance needs. This is reflected in local perception polls, including the Chamber of Commerce of Lima’s latest survey of executives, which named Pacifico “best insurance provider” in every category. Market studies conducted in 2010 by Ipsos Apoyo, the local affiliate of an international market research firm, confirm this perception reporting that Pacifico is the public and business leaders’ insurer of choice.

To build a solid operating foundation, Pacifico has implemented a framework for Enterprise Risk Management to manage risks holistically and seize opportunities that are in line with the company’s strategy. The firm also shares risk with world-class reinsurers: Lloyds of London, Munich Re, Swiss Re and Gen Re, among others. All of these companies provide Pacifico with invaluable expertise and guidance.

Currently, the company’s risk management approach focuses on strict compliance with regulation to protect stakeholders. Pacifico is adapting its risk-based capital measures to contemplate Solvency II requirements and is the only company in the Peruvian market to comply with the Sarbanes-Oxley Act. This ensures that Pacifico has adequate reserves, good corporate governance and transparent financial disclosure.

Pacifico’s risk management focus and its five-principle framework for customer relations have generated exceptional results.  An analysis of the last five years’ net income shows that Pacifico’s compound annual growth rate (CAGR) was a significant 57 percent. In terms of direct premiums, a comparison of figures for 2005 and 2010 indicates a CAGR of 24 percent (from $359m in 2005 to $714m in 2010). A YoY assessment indicates that the company’s net income was $55m, which represents a 12.8 percent increase over the $49.2m reported in 2009. The loss ratio in 2010 was 66.3 percent, which compares favourably to the 65.2 percent in 2009. The combined ratio for the same period was 94.9 percent (96.9 percent in 2009).

These efforts have allowed Pacifico Seguros to become one of the region’s most solid and well-respected companies. In fact, two of the most prestigious international rating agencies, Moody’s and Fitch, have awarded Pacifico Seguros an investment grade rating. Additionally, many multi-national corporations trust Pacifico to cover their local insurance needs and act as a fronting insurer for their global programs.

To remain globally competitive, Pacifico is in the process of implementing an integration strategy with closely related businesses. Along these lines, the company has recently purchased two major clinics in Lima and one in the provinces as well as a full-service medical assistance provider. All of these efforts reflect Pacifico’s commitment to putting its customers first.

Looking ahead, the company’s strategy focuses on growth in personal lines through multi-channel distribution and enhancing its role as a financial planner. In the business segment, the emphasis will be on providing industry-specific risk management advisory services. Pacifico is aware of the need to increase penetration in the provinces, where the demand for insurance products is expected to grow as the country moves towards a more decentralized economic model. This will allow the company to extend the benefits of insurance to a more diverse and underserved client base.  

Pacifico’s five-pillar framework
Build long-term relations
– Offer easy-to-understand, competitively priced products through the most productive and accessible sales channels. 

Specialise in risk management
– Help clients understand and manage their risks
– Apply a disciplined approach to underwriting by leveraging the knowledge of staff certified by the American Institute for Chartered Property Casualty Underwriters and the Chartered Insurance Institute

Pay claims in a fair and timely way
– Process claims fairly and quickly, keeping the clients’ best interests in mind

Strive for excellence in customer service
– Consistently exceed client expectations with the support of simple and lean processes and cutting-edge IT platforms

Offer financial solidity
– Use sound and robust financial practices
– Give clients peace of mind: all the company’s financial obligations are backed by Pacifico as part of Credicorp

ING restructures; clients gain value

Key changes are afoot at ING Chile as it braces itself to become a major pawn in its mother company’s Latin American restructuring strategy. The Chilean division leverages the vast network of its global 107,000 strong workforce and available resources to deliver positive experiences to customers and simultaneously create ING brand promoters. Concurrently, clients experience an individual and personalised service, which offers a wide diversity of saving and protection options, and helps them build their long-term plans at retirement.

It is the only financial company in Chile involved in the business of life insurance, AIA and mutual funds as well as having a stronghold in voluntary pensions with savings of over $1bn. AFP Capital, the company’s pension fund, is one of the top three in the country with nearly two million clients and $34.1bn in managed funds. Additionally, it boasts over 70 mutual funds which provide customers with an alternative to investing in equities and fixed income.

Wealth management strategy
When ING Chile launched its novel wealth management strategy in 2010 it made client focus the key ingredient. For ING this method has meant not only higher sales volumes but more importantly increased client loyalty and an improved understanding of consumer needs, its CEO believes.

Andrés Castro, CEO of ING Chile, explains: “Without a shadow of a doubt the most pertinent element of the ING Chile wealth management strategy has been consistent client support. In an insurance market which is highly dominated by a product and factory-driven approach, having clients at the core of our daily work marks a fundamental change in the business.”

When it comes to the serious issue of reliable wealth management suppliers, the majority of people base their choice on the advice and recommendation of family members, friends and colleagues according to ING. The trust clients put in the knowledge of those around them has increased as they appreciate real life experiences more than similar sounding advertisements and marketing messages from companies they cannot associate with.

Because word of mouth carries more credence than advertising, ING Chile employees are harnessing the influence of its satisfied clientele and continue to deliver on their brand promise. It appears the task is clear-cut and depends exclusively on its employees following a simple, ING approved approach. They have to be easily accessible, clear and transparent in all dealings, and fast and efficient all the way through their professional client advice.

Keeping it clean and straightforward with a graspable vision of what the group needs to achieve for its clients defines the facets that set ING apart. It moreover shows how the wealth management strategy at ING Chile differs from that implemented by its competition, Castro says.

“Essentially it is the client focus that really makes the difference. Simply speaking, while at ING we try to foster contact with clients, rival companies simply limit contact to sale, withdrawal and claim processes. Additionally, the lack of complete product offering makes it even more complex for competitors to communicate and delivery promises to clients. The industry determines what our clientele needs not the other way around.”  

Positive effects of strategy
Results so far are showing that ING is on the right track with its methods and wealth management strategy. The group made a good start to 2011, posting in May a 1Q11 net result of €1.38bn, compared to €1.23bn in the same quarter last year. Strong capital generation at ING Bank continued into 1Q11 with the bank’s core tier one ratio increasing to ten percent.

Jan Hommen, CEO of ING Group, said: “Both the bank and the insurance division posted strong results in the first quarter, illustrating clear progress on their respective performance improvement programmes as they prepare for their futures as stand-alone companies.”

The solid first quarter result comes after a positive year in 2010 when ING recorded a higher underlying net profit. ING Bank reported another successful quarter as results benefited from a healthy interest margin, higher client balances, lower risk costs and focus on cost control. Total operating profit at ING Insurance showed a significant improvement in the first quarter, supported by higher sales and growth in assets under management.

ING restructuring
The mother company announced at the end of July that it is to sell its Latin American life insurance, pensions and investment management businesses to Colombian Grupo de Inversiones Suramericana for €2.61bn. The deal values the Latin American operations at 1.8 times book value, 16 times its estimated earnings. The Latin American businesses to be sold had combined revenues of €670m in 2010 and the sale will make ING a profit of €1bn according to the company.

In mid May ING exercised its option for early repurchase of €2bn, with the total payment amounting to €3bn, and which included a 50 percent repurchase premium. Provided the strong capital generation continues, ING intends to repurchase the remaining €3bn core tier one securities at the latest by May 2012 from retained earnings, on terms that are acceptable to all stakeholders. This will be conditional upon there not having been any material changes regarding the company’s capital requirements and/or ING’s outlook on external market circumstances.

ING Chile gives greater prominence to lasting plans and says the company’s strategy will benefit its clients not only immediately but also in the long-run. Castro explains how ING’s wealth management strategy has put more emphasis on the need for clients to get actively involved in building their retirement plan.

“Firstly, the ‘Get your Number’ campaign has put that concept across and helps clients to be more conscious of the future. ING is definitely more effective regarding its advice when each client defines a saving and protection target. Secondly, once a goal has been determined, ING utilises its product offering to propose a saving plan for each consumer or segment of clientele. Finally, once the saving plan has been determined, the company commits to track performance and risk profile to assure promise delivery.”

Employee guidance and training has always been of paramount importance to the company, and secures commitment to the programme from the top down, its CEO believes.

“Historically staff training has always been a key component of the ING business. With the introduction of our wealth management strategy, training underwent a radical change, as it was necessary to complement specific product knowledge to a broader expertise. Nowadays it is not enough to know about insurance products because a client-focused strategy demands going the extra mile in terms of proficiency on saving and investment topics that are necessary in enlarging the previously narrow product offering. In addition, the annual certification of our united sales force is a must, if we want to improve the quality and standardise the advice offered by our employees,” he says.

Corporate social responsibility
CRS programmes feature highly in business culture today and are a way for companies to give back to its communities. This is no different for ING Chile which has made CSR a priority and encourages employees to get actively involved. As provider of retirement solutions, the company understands that such a contribution to the local community will convey to clients and employees a durable assurance of belonging. Castro believes this is an achievable goal: “The key fundamentals to ensuring the success of this strategy is the long-standing commitment devoted to these initiatives while fostering participation in our employees in all the initiatives. Finally, once these actions are publicly communicated we close the circle and clients understand our dedication to continue servicing them in the long-run.”

“We send our employees out with a solid commitment to their communities and expect them to deliver high quality services and products, as well as pay attention to social responsibility matters. Besides our focus on education, which is the foundation for granting opportunities in any developing country, we have targeted our attention on environmental matters such as reforestation and energy saving campaigns,” he states.

Castro points out: “ING Chile, as well as every country where the group has local presence, cooperates and partakes in programmes with society in a positive and responsible way. We promote a continuous dialogue between the public, NGOs and our employees. In Chile, we specifically focused on furthering education with our programme “more opportunities: study builds futures.” We believe education is a great tool to combat poverty and inequality. Because of this, we work alongside “Súmate,” a non-profit organisation that helps young people. It particularly centers on those who have dropped out of the Chilean school system. We try to help Súmate by looking at ways to reinsert drop-outs into educational programmes.”
 
Education projects
Elaborating on one of its key educational projects, Castro states: “It involves the construction of a school in Lota, southern Chile, which was a region notably affected by the earthquake in February 2010. There are over 450 donors nationwide to help us achieve this goal, and we have a complete system of corporate volunteering under this umbrella as well. At the outset, the project started with tutorials, where ING’s employees supported young students in math, biology and other subjects. We also performed visits to schools as part of our plans for the next semester to start our motivational speaking for children.”

The drivers on implementing the new corporate wealth management strategy, both in terms of retail and corporate approaches, emerged when the company realised through its life insurance business division that there was a significant gap in service and product offerings for corporations. “The Insurance industry focuses on life and health coverage while our wealth management strategy demands a complementary focus on retirement services. It was necessary to introduce a cultural adaptation to our existing tied-agent channel saving products. At first corporations reacted slowly to the new proposal but soon they realised about their key role as promoters of retirement planning,” Castro enthused.

Without exception the company established that a considerable proportion of employees have replacement rates with pensions of an average of a ten-year gross salary, which is lower than 50 percent while international standards require about 70 percent.

Castro notes: “We demonstrated through training sessions to employers and employees that a small but disciplined voluntary saving can help contributors reach higher rates. This dynamic considerably facilitates the devotion of corporations to our group plans. The Chilean workforce is dependent on corporations as they represent a privileged umbrella with the ability to channel a variety of services for employees in relation to life and health insurance, but also in saving. It is ING’s objective to become the leading retirement service provider for corporations.”

There are however some challenges for the company regarding the enrolment process according to Castro, who says ING has implemented efficient ways to resolving any potential issues.

“The enrolment is a long and gritty process. To catch the employees’ attention it is necessary to gain access and be able to count on the committed participation of the human resources areas. This is not easy to achieve due to different priorities. Our tied-agent needs to obtain a concrete implementation agenda from the corporate representatives to avoid misunderstanding or postponements,” Castro explains.

Moreover, the company believes that it is important to be extremely efficient in any contact with prospective clients. In face-to-face interactions, agents should be extremely clear on the advantages and disadvantages of the product. The same clarity should apply to automatic enrollment tools, which are usually extremely straightforward. “They are simple and direct while upholding the main objective of building up your saving and protection plan,” Castro adds.

ING outlook and mission
One of the company’s strengths is to listen to client views and suggestions regarding its different products and services. It then analyses the comments and acts on specific criticism to improve customer experience. ING Chile has also put programmes into operation in various areas to support customer-focused innovations and improvements.

The ongoing challenge for the company during the period of 2011-12 will be to maintain momentum by continuing to consolidate its corporate platform to help reach its goals.

“Among other initiatives, it is our inspiration to widen product offerings that meet protection and saving needs for employers and employees. New schemes are under way with important emphasis on cutting-edge IT platforms. However, with a continuing focus on both operational and behavioural elements, we are in good shape for future accomplishments,” Castro believes.

London property sector bounces back

According to Stuart Jenkin, Director of Fund Management at Frogmore, the UK-focused property fund manager, the state of the global economy coupled with reduced liquidity available from banks, tax rises (such as the VAT) and the reduction of public expenditure has created a more challenging environment for the UK real estate market. This environment works well for a locally based manager such as Frogmore as the supply of interesting opportunities is increasing and with their experience they are able to identify suitable transactions.

Frogmore notices however that some sub markets are showing positive growth, such as prime London residential properties, which is attracting wealthy international investors. This strength of demand is causing the rise in London residential property values in the right location. Jenkin notes there is a major contrast to overall UK house prices, which are down 3.9 percent over the past year, according to recently published figures.

In the commercial market, London real estate is also exhibiting similar positive demand from overseas purchasers so far this year. According to Frogmore, the Central London, West End and City office markets are being “propelled by international equity” seeking stable long-leased real estate. The shortage of supply of core investment product in these markets is causing some international and domestic investors to seek prime assets elsewhere in the capital, such as Victoria, Kings Cross and extending out towards the M25.

Investor confidence
While analysing current investor confidence Frogmore is aware that many investors have been influenced by unsettling and spreading global economic issues. However, this is not necessarily a downside for the UK market, notes Stuart Jenkin: “The European debt crisis and the US budget deficit are affecting all of us.

Economies are suffering and getting them re-adjusted so that good sustainable growth can re-emerge can take a while. This backdrop of uncertainty is a material factor in how the investment communities are reacting,” he says, adding: “People’s reactions to these uncertainties are expected. Wealthy individuals seek out the safe havens like London because they are cautious and worried about their money. A good example of this is the influx from European investors, which began as soon as various member states started getting into trouble.

Large, good quality buildings in London currently have an international appeal as international investors consider the UK to be politically stable, the transfer of money in and out is tax efficient and we have a sound legal system with a competitive priced currency. It is this confidence and security that really appeals.”

The turnover in the UK property market according to The Property Investors Bulletin over the past 12 months has been just over £35bn but of that some £11.75bn has come from overseas investments. Frogmore has noticed that sovereign funds, international pension funds, private equity funds and numerous wealthy individuals from China and the Middle East, in addition to Europeans and North Americans, are buying residential properties and offices in London.

“Central London offices are by far the biggest category for investors and there are a lot of large, noteworthy transactions happening. Just take a look at the Crown Estate’s joint ventures with the Norwegian State fund in Regent Street and with a Canadian pension fund in the £100m St James gateway development,” Jenkin explained.

The UK market is currently characterised between London and the rest of the UK. In London there is strong investor demand for prime residential and commercial buildings. This is due to the UK and London being seen as a “safe haven” for capital as the occupation markets have started to recover, which has created tenant demand and an increase in rents. Outside of London in both residential and commercial, the market remains patchy with a lack of genuine tenant demand, which is having the reverse effect of undermining rental values.

This in turn has affected investors’ confidence to generally invest in this area. However, the UK market is not heterogeneous and as Frogmore has shown, identification of small sub markets with the right character is proving beneficial.

Moving with the market
Frogmore was founded in 1961 as Fairview Estates with a focus on residential and commercial real estate development. The company, which celebrated its 50th anniversary in April, has adjusted its ownership structure and investment strategy in response to shifting real estate and capital market conditions. It changed its name to Frogmore Estates in 1985 and began to concentrate mainly on commercial real estate investments.

Chairman and Chief Executive Paul White, who joined the company in 1995, together with four other directors, lead a £643m MBO to take the business private in 2001 and then formed Frogmore Property Company Limited. It closed its first private equity real estate fund in May 2006 with £330m committed equity and launched its second fund in July 2008, which successfully closed in December 2009 with committed equity of just over £195m. Frogmore Real Estate Partners Investment Managers forms part of the Frogmore Property Company group and is the investment adviser for the Frogmore Real Estate Partners Funds. The funds were set up to produce superior risk adjusted returns by investing across the UK in all property sectors in income producing assets and redevelopment opportunities with active asset management potential.

Focused professionals
Frogmore’s investment professionals have acquired proficiency across the major asset sectors and geographical submarkets in the UK over the years. It is a fully integrated investment fund, offering in-house sourcing, investment, asset management, development, planning, administration, marketing and realisation capacity. As value-add managers with broad local expertise, Frogmore provides continuous access to a senior team of professionals which seeks out good investments for investors. Additionally, the management team encompasses 22 professionals who provide the fund with wide-ranging and varied knowledge in real estate investment, development, and finance.

Stuart Jenkin says: “The six directors are all UK specialists, with an average of 30 years experience in the property industry. All of us have done this job for a long time and built up experience about sub-markets and availability of products. Our style is to create value by our own activities and hard work to turn real estate around.”

Assessing risk
Frogmore has a regimented and well-organised approach to managing its business, which is supported by its fundamental philosophy of teamwork and thorough risk evaluation and management. The team utilises a refined process of due diligence in the acquisition and development of real estate which entails a comprehensive assessment of market conditions, supply and demand factors, and a methodical value analysis.

Results and outcomes of this procedure are presented as part of the Company’s evaluation method to Frogmore’s investment committee for recommendation to the acquiring entities.

Commenting on risk assessment, Jenkin notes: “In a challenging market you need the experience to identify an opportunity. This is in addition to identifying risks associated with those opportunities and the ability to calculate subsequent rewards. It is all about getting the balance right between risk and reward for our investors and to meet the objectives set down by them for returns. We constantly strive to match those expectations and surpass them but it takes a lot of work and requires us to be selective in the opportunities we are offered.”

The company offers a consistent, sizeable flow of investment opportunities both on and off-market because of its all-inclusive network of connections with sellers, experienced real estate agents and joint venture partners. Frogmore has demonstrated extensive business dealings throughout the UK for numerous decades. This helped to extend its practised knowledge in various sectors and jurisdictions, permitting it to recognise off-market prospects, resourcefully appraise properties and measure potential returns.

Jenkin says: “Frogmore has been offered some £126 billion worth of deals in the last five years. In 2010 some £19bn worth of opportunities were introduced but we only completed on two transactions as these met our criteria and return expectations.”

Recent transactions
Frogmore is certain that this is the era of the “one-offs” and it focuses on individual stocks that provide opportunities to investors. Capital continues to go to markets where people are confident they can invest and achieve a good return, and investors will lack assurance in the proposal if capital and debt are not readily available.

Most recently the company made an investment decision regarding a data centre transaction in Enfield. Jenkin says: “When the economic story is as complicated as it is at the moment we are not afraid to look at individual property transaction such as Enfield. It was a completely new sector, and through careful underwriting we identified that there was a shortage of new data centres and with rising demand for new high quality high specification data centres created the right environment for investment.”

In another one off, the company recently teamed up with The Mansion Group, a student housing specialist, to purchase a new high-end student accommodation scheme in East London. It paid over £26.5m for the freehold of the 203 studio scheme known as The Hive. The investment represents another new property asset class for Frogmore, whose second fund has already invested in alternative investments such as the data centre. Jenkin says: “The dynamics of the London student accommodation market, the high specification of this asset and the skills of specialists The Mansion Group made this an attractive investment which should provide the opportunity for growth in the future. There is good demand from overseas students who want to study particularly at London Universities and Colleges, so we decided to buy into that sector because of its strength of demand, shortage of “tailor made” student accommodation and its emergence as an investment sector.”

Market outlook
Watching the market, Jenkin observes: “There is currently a lack of senior debt due to the recent financial crisis, more stringent European regulations on capital adequacy for banks and because considerable amounts of real estate loans are still currently held by the banks. We think the banks will increase the pace of restructuring their distressed debt to rebuild their balance sheets, and this will prove an opportunity for investors. This will likely be done by selling them directly or through joint ventures. Because of this, we believe more transactions will be seen over the next 12 to 24 months. It is a large potential area of the market and we are monitoring the situation closely. It seems likely that banks will get nervous about dumping numerous properties onto the market as it could devalue prices. On the positive side we do expect to see new entrants into the UK real estate debt market such as some of the large insurance companies which will help the liquidity situation.”

ADCB commits to ‘best practice’

Corporate governance is key to any company’s strategy and operations. Good corporate governance can greatly benefit a business, help to improve its performance, attract business – including investment, loan and deposit business for ADCB – as well as significantly increasing the market’s trust in the business. The perception of good corporate governance by investors can underpin the development and long term stability of local markets, and help to attract foreign investors to companies in the UAE.

As global markets recover from the financial crisis, gaining market trust is more important now than ever.

Investors look for transparency, responsibility, accountability and fairness – it is these four key areas that ADCB has indentified as its core principles of corporate governance. In today’s environment, banks continue to be the bedrock to a healthy functioning financial system, and this remains particularly poignant in the UAE.

This means that strong corporate governance remains crucial for the entire sector, not only to meet best practices from a regulatory standpoint, but also to develop and improve market trust in ADCB, and in the sector as a whole.

The bank’s commitment to good corporate governance is the result of several important initiatives:
– In 2007, ADCB hired IFC, a division of the  World Bank, which helped the bank to develop a three year ‘road map’ to meet the highest standards of corporate governance. This road map was based on the requirements of ESCA’s Corporate Governance Code, the requirements of ADX, draft guidelines from the Central Bank and global best practices and principles such as the UK’s Combined Code.
– The commitment of the board of directors, CEO and senior management to embrace and implement best practices within the bank.
– The creation of a Board Secretariat Department, headed by the bank’s General Counsel, a member of the UK law society, and staffed by internationally-qualified and experienced corporate secretaries.

The bank’s initiatives have been recognised by the following achievements:
– In 2009 Hawkamah awarded ADCB ‘Best bank in UAE’ at its Union of Arab Banks Corporate Governance Awards.
– In 2009 ADCB was the first bank in GCC to meet the stringent disclosure and transparency requirements to sell bonds to US investors (144A programme).
– In 2009 ADCB rated ‘top bank in GCC’ according to a survey on liquidity, volatility and transparency by TNI / Hawkamah.
– In 2010 and 2011 World Finance awarded ADCB ‘Best corporate governance of any company in UAE’, placing ADCB amongst many well known global blue chip companies.
– ADCB has been featured by World Bank as a case study for its corporate governance achievements.

To reach its achievements, steps taken by ADCB include: the reorganisation of the board and board committees, the reorganisation of management committees, an extension of the bank’s disclosures in its annual report, a focus on more regular and transparent market disclosures, regular board evaluations, a focus on board skills and training and amendments to the bank’s articles of association. In 2009, 2010 and 2011 the board made enhanced disclosures to its 2008, 2009 and 2010 annual reports, and provided these enhanced disclosures to shareholders at the AGM.

A key challenge faced by all companies is finding the correct balance between the board and management – the board’s role is to guide and set strategy, and set clear and appropriate delegated authorities. It is vital to avoid any tendencies to ‘micro-manage’ whilst maintaining appropriate oversight. ADCB has implemented a corporate governance framework, which is monitored by the board, board committees and management, to ensure the appropriate division of responsibilities and roles. At the local level, in the GCC in particular, a key challenge involves locating independent directors with strong professional experience. The bank recognised the need and value of independent objective expertise and has identified a suitable strategy – in 2011, Lord Davies of Abersoch was appointed as an adviser to the board. With over 25 years experience in banking and financial services, he is regarded as one of the finest banking experts of his generation, and ADCB is proud to welcome him to the bank.

As we look towards recovery across the industry, ADCB understands the importance and continues to work towards instilling confidence in it customers and investors. In-line with the principles of corporate governance, the bank has continued its high-level transparency towards provisioning. We strongly believe that this approach and the bank’s general commitment to governance will continue to enhance market trust and confidence in ADCB, at a time when customers and investors look for reassurance and security in a recovering market.

The economies of fiction

In early 2010, the world economy may finally be emerging from the deepest recession since the 1930s. The blame for the recession has been put on many things, including the US housing market, complex credit derivatives, risk models, banker bonuses, and so on. However I believe that the problems run much deeper than that; for they can be traced back to a set of economic myths which have been cultivated and maintained over the last century and a half, ever since economics was invented.

These myths include the ideas that markets are stable, self-regulating, and efficient; the idea of a rational economic man; and even the idea that the economy can be described in terms of mathematical laws.

Although heterodox economists have argued against many of these for years, they are remarkably persistent and still make their presence felt in introductory textbooks, in the models used for policy decisions, and in the risk models used by banks. The only way we can get the economy on a more sustainable path, I believe, is to finally rid ourselves of these distorting fictions. So in the next few months, I will be writing on a number of these myths, starting today with one that will be rather counter-intuitive to anyone who has been awake the last couple of years, namely the myth that markets are stable.

This idea can be traced back at least to the equilibrium theory proposed by Léon Walras in the 19th century. In his 1874 book Elements of Pure Economics, he imagined a perfect competitive economy where an auctioneer acted as an intermediary between buyers and sellers. The auctioneer would start off with an initial price, then adjust it in a “groping” process – or tâtonnement, it sounds better in French – until buyers and sellers were in agreement, and the market cleared. Economists believed this price represented a stable equilibrium.

Weighing supply and demand
Of course, markets usually don’t have an auctioneer, so their invisible hand has to grope its way to equilibrium all by itself. However, a similar auctioning process is used to set the price of gold, in the ritual known as the London Gold Fix. Twice daily, at 10:30 AM and 3:00 PM, five people representing the city’s largest gold traders hold a teleconference to buy and sell gold bars. The chairman announces a starting price, and everyone says how many bars they want to buy or sell at that price. If demand exceeds supply, the chairman raises the price; otherwise he lowers it. The process continues until the buyers and sellers are in agreement.

While the resulting price may represent a temporary truce between supply and demand, it doesn’t however seem to resemble a stable equilibrium. A cursory examination of the gold price, including its rise last year to over $1,000 per ounce, reveals that it has been rather unstable ever since 1970, which was when the dollar peg was abandoned. Stability, it seems, is more the sign of government control, than the invisible hand of the markets. Other assets such as currencies or stocks also seem to have a bad case of the shakes. So what is going on?

Before giving my interpretation, I should first explain something of my background. I am not an economist, but an applied mathematician working primarily in the area of systems biology. In many ways the economy can be viewed as a biological system – at the most basic level, it imports energy and resources, transforms them in various ways, and expels

waste – and as we’ll see many techniques and insights from systems biology turn out to be directly applicable to business and finance.

Now, in biology, the only systems that are completely stable, are the ones that are dead. Since the economy is verifiably still alive (even after its near-death experience of the credit crunch), the idea of static equilibrium is something of a non-starter. Indeed, living systems operate at a state which is best described as far from equilibrium, in the sense that their components are constantly being churned around instead of sliding into stasis.

This does not mean that living systems are erratic or uncontrolled. The human body, for example, needs to maintain key parameters such as body temperature, salinity, or blood glucose levels within certain limits. It accomplishes this by using complex feedback loops which control and regulate the system. When these regulatory systems break down, the result can be ill-health.

To understand how these feedback loops work, systems biologists use techniques from the branch of applied mathematics known as nonlinear dynamics. Positive feedback has the effect of amplifying signals, and is used to provide a rapid response. Negative feedback acts to damp out the signal, and is used for control. The two types of feedback usually act in concert to give a controlled response to stimuli.

So what does all this have to do with the price of gold? Well, it too is characterised by feedback loops. Negative feedback occurs because when the price gets too high, then people may decide it is over-valued and sell their holdings. This acts to stabilise the price. However, that isn’t the whole story. For gold is of course desired, not just for its industrial applications or attractive bright colour, but for its perceived value as a financial investment. When the price of gold is going up, then to many it becomes more attractive, because this confirms the story that it is a good investment. A change in price is therefore amplified: positive feedback.

The presence of positive feedback means, from nonlinear dynamics theory, that there is no reason to expect the price of gold to have a stable equilibrium. The same kind of feedback loops are seen throughout the rest of the economy. Their most spectacular manifestation is in the form of financial bubbles and crashes. On the way up, the asset of choice (tulips in 17th century Holland, houses in 21st century America) becomes very attractive exactly because it is going up in value (and conversely on the way down).

Clear horizons spell trouble
The problem today is that our standard economic theories do not properly take into account these effects, and instead seem fixated on stability. Risk models assume that the economy is essentially stable, so that the past will resemble the future. General Equilibrium Models, used by governments and central banks to make policy decisions, assume that the economy has an inherently stable equilibrium point. Popular theories such as the efficient market hypothesis are explicitly based on the existence of equilibrium.

So no wonder we get into trouble. If we believe that the economy is inherently stable, then there’s no need to properly regulate it – which, as shown by the credit crunch, is dangerous. In future columns, we’ll look at ways that new ideas from areas like systems biology can help to bring the economy to a better state of health.

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Information is a forex trader’s greatest asset

Royal Forex Trading S.A.L. (RFXT) is a success story fuelled by dynamism. A financial brokerage firm founded in Lebanon in 2008, the firm has grown substantially in just three years. The company is officially registered and regulated by Banque Du Liban (Lebanon’s central bank) and is powered by multiple agreements with top technology and liquidity providers for optimal access to international money markets.

The company’s founders launched the firm with a clear mission and defined objectives: to create the fastest and most accurate trading execution service in the Middle East, by building on their understanding of the brokerage business and extensive connections with leading liquidity providers throughout the world. This has proven to be an award winning formula and has positioned RFXT as the most informed and effective regional brokerage firm.

Today the firm is actively promoting itself as a fully-fledged brand around the world – yet it remains focused on building an integrated business culture and seeking new opportunities while mindful of the potential risks.

Brokerage with vision
The underlying principles of RFXT – fair business practice, foreign exchange regulation and increased investor protection – are driven by the company’s visionary management team, trained by some of the industry’s largest and most respected financial institutions.

However, RFXT’s enterprising contribution to the world of online trading is its user-centric approach. The company was designed by retail traders who understand the evolving demands of this new and growing market sector, and the inherent challenges of doing business in today’s globalised Middle East. This is why, built into RFXT’s advanced interface design, is a multi-lingual (Arabic, English, Chinese, Turkish and French) 24-hour support centre and round-the-clock phone trading for trade execution and modification, as well as for receiving trading signals and recommendations, in order to address the needs of its diverse trading base.

The main catalyst that has contributed to RFXT’s success and growth is the firm’s commitment to listening to its clients and developing viable solutions to the feedback received. This is made possible via the company’s team of specialists: encompassing professionals in financial consulting, dealing services, legal and compliance, support, as well as operations. The team continues to attract specialists from various fields connected to the online trading arena.

Optimised technology
As a one-stop brokerage, RFXT offers trading of forex, spot metals, CFDs, futures, stocks and options. The firm’s trading software leverages the power and liquidity of the world’s leading banks and financial institutions through an easy-to-use yet functionally rich trading environment.

A combination of technological platforms provide optimal results: MT4 for forex, spot metals and CFDs; CQG for futures trading; ROX Systems Platform for stocks trading (global equities) and Currenex for access to a deep liquidity pool and pricings from over 16 banks simultaneously.

All this is supported by RFXT’s special daily reports, compiled by industry veteran Victor Andrea; a comprehensive market briefing; lists of daily expected figures and news releases; and the Daily Edge report, which provides a market overview of the four major currency pairs, oil and gold, as well as technical analysis, indicators and studies (MA, Fibonacci, RSI, MACD etc). SMS updates alert clients to major economic figures, trade opportunities and market events and even remind them of CFD and future contract rollovers.

Since information is a foreign exchange trader’s greatest asset, as a leading online trading broker, Royal Forex Trading opted to empower clients with exclusive information. Its website features a secure members-only area detailing the latest economic news and technical analysis. Created as a response to RFXT’s rapid growth since its inception in 2008, the new site is highly interactive and offers browser, desktop and mobile phone-based trading platforms. Institutional and retail clients can execute trades online from the RFXT platforms or via the brokerage’s 24-hour trade desk.

Reliable liquidity
Through the firm’s back-end system, clients can access liquidity from a global network of banks. RFXT strives to offer definitive futures trading solutions by providing the services and tools needed to assist novice traders and experienced veterans in commodity trading plans. The direct access to global equity trading comes in various plans to suit the specific needs of individual traders, institutional traders, day traders and position traders. RFXT’s options give clients access to easy-to-use order tickets tailored for a wide array of complex strategies. The overall result is a firm clients can turn to for all their brokerage needs.

RFXT understands that client satisfaction is paramount, so it is dedicated to delivering superior pricings, execution and technology. This is why the firm works with its clients as strategic partners to create and execute lucrative solutions that address clients’ most pressing strategic, financial and trading needs anywhere in the world. This also translates into delivering quality at all times.

This manifests itself in a wealth of advantages which extends beyond the ability to service thousands of clients over 120 countries. RFXT adheres to bank secrecy codes and demonstrates transparency with daily statements sent to live account holders. Furthermore, the firm ensures that all customer funds are independent of the company’s operational funds.

Personal, responsive service
Prospective clients can explore RFXT’s offerings with free live feed demo accounts. Once tried, prospective clients tend to become loyal clients – especially since the company launched its new website in April this year.

RFXT Chairman and CEO Rayan El Annan explains, “The RFXT team wanted to provide value to traders beyond the ability to securely execute trades from anywhere. Now, with RFXT.com, the advanced tools and market analysis used by professional traders is available to RFXT clients.”

With a minimum deposit of $2,500, trading via RFXT is possible for even the most conservative traders. “Superior customer service is a bedrock principle of RFXT,” says El Annan. “From our state-of-the-art trading platforms to the new interactive site, everything RFXT does is carefully developed with the client in mind. Though we are expanding globally, the new RFXT.com will give traders the same personal, responsive service and expert advice they have come to expect from RFXT.”

For more information: www.rfxt.com

Bypass the broker with automatic managed trading

Inovatrade is a Panamanian brokerage firm offering specialised forex brokerage to clients 24-hours a day, five days a week. With more than seven years of forex trading experience and customers in more than 100 countries, Inovatrade is one of Panama’s fastest growing forex service providers, with significant advances in market share since its inception in 2004.

The company’s headquarters are based in the heart of Panama City, one of Central America’s most reputable financial centres, known for its financial integrity, stability and banking secrecy laws.

As a full brokerage firm focused on forex, Inovatrade is deeply committed to providing its partners and clients with the most comprehensive and competitive forex solutions in the industry. To achieve this, the firm delivers tight trading spreads in its unique InTrade ECN marketplace, which offers liquidity from more than 52 providers and the highest levels of customer service and technological innovation.

Inovatrade’s research department offers clients premium technical analysis and research products developed by a leading team of financial and economic experts. With more than 50 years of combined industry experience, the team produces high-quality technical analysis and macroeconomic reports available to clients on a daily basis.

Its portfolio is managed to continue providing outstanding investment returns over the long term for clients, regardless of their level of investment. Inovatrade caters to the larger investor by applying a comfortable balance between risk tolerance and potential profitability; while presenting a far greater than average return for the mid-size IRA holder seeking to better their financial future. The company does all this while maintaining a broad stream of contact with its clients in an effort to better educate them in the field of forex investment management and a unique degree of portfolio diversification.

Putting clients first
InovaTrade’s primary mission is to become the world’s preferred foreign exchange specialist service provider. It is dedicated to building long-term relationships with its clients by strengthening trust and building confidence. InovaTrade partners and clients are at the core of the company’s existence, and they are its most important asset. By placing clients’ interest first, the company recognises the importance of achieving an intimate level of understanding of its clients’ needs and how to accommodate them.

As the business grows, the goal is also to expand the level of social responsibility, fulfilling its professional duty to give back to society whenever possible, and seek to develop a sound philanthropic foundation.

From operational procedures to technology, Inovatrade strongly believes that in order to remain competitive and help grow its clients’ business, innovation is an intrinsic necessity. By providing the latest tools, products and services, InovaTrade is establishing itself as a leader, rather than a mere operator, in the industry.

Inovatrade offers world-class business partnership solutions for banks, financial institutions, brokers and private investors through its white label, asset manager, prime broker and business finder programmes. Partnership solutions can be customised according to its partner’s business strategy, with flexible income sharing plans and value-adding support features.

Direct market access
One of the many advantages that InovaTrade’s ECN style trading has for forex traders, portfolio managers and investors is its anonymity – which no other trading style can provide – due to the fact that ECN trading gives the trader and portfolio manager access to multiple inter-bank liquidity providers, and 90 percent of the time the trades are opened at one counterparty and closed at another.

As a result, the ECN style gives traders and portfolio managers the freedom to apply any trading method with no restrictions – unlike the market maker style. This style of trading, which has dominated the forex retail market for a long time, is where the market maker is the only counterparty that takes the other side of each trade – resulting in big conflicts of interest between the broker and traders.

Inovatrade offers several different trading platforms, including MT4, InovaTrade’s inter-banking platform, and a Financial Information Exchange (FIX) API. The Inovatrade platform allows arbitrage trading for managed account holders. This uses proprietary expert advisors (automated trading software), developed and maintained by Inovatrade. MT4 offers many favourable conditions such as ECN inter-banking spreads, complimentary expert advisor hosting, an expert advisor optimised environment, including micro lot trading and hedging, and MQ language support to create a personalised trading system. Accounts can be funded with sterling, Swiss franc, euro or dollars, and personalised customer services and 100 percent segregated accounts are available.

Trust in experts
The advantage of the managed trading account in InovaTrade is that it uses automated forex trading strategies and risk management control developed in-house, with the extraordinary trading conditions of InovaTrade’s ECN. This automated trading system has been developed by professional traders with experience drawn from institutional foreign exchange trading, in close collaboration with some of the best financial IT specialists.

The Inovatrade team has been able to design an automated strategy, capitalising on its privileged access to the market information and its leading technology. With Inovatrade’s managed accounts, clients have the opportunity to benefit from its ability to analyse and act on market changes within a few milliseconds.

A managed forex trading account with Inovatrade offers investors the benefit of foreign currency trading by professional traders and an experienced portfolio manager, along with 24 hour access to their funds. This unique approach to managed forex trading bypasses the broker and empowers the client with complete control over their funds. A managed forex trading account with Inovatrade can help investors diversify their portfolio and take advantage of the immense foreign exchange market.

With more than over five years of brokerage expertise devoted solely to the retail investor, the Inovatrade managed forex trading account has stood the test of time and continues to attract retail and institutional investors from all around the globe. By offering a client controlled managed forex account, Inovatrade provides its investors with the security of knowing their investment is at their disposal whenever they wish to access the funds – a unique investment tool.

For more information: Tel +(507)302 0000; www.inovatrade.com

Saudi welfare packages encourage equities growth

To date, 2011 has been a volatile year for stock markets in the MENA region. The first quarter of 2011 was marred by a series of anti government revolutions, while the second quarter was affected by the worsening European debt crisis.

In the middle of this, the Saudi stock market has been one of the better performers in the region, thanks to the strength of its economy and the stability of its government. The Saudi stock market closed the first half of 2011 down a mere 0.68 percent – compared to the 6.52 percent decline in the S&P Pan Arab Index.

According to Sarah Al-Suhaimi, Head of Asset Management at Jadwa Investment, a leading player in the money management industry in Saudi Arabia, resilience of the Saudi market has been due to the strong fundamentals of the listed companies and the timely announcement of economic packages by the government.

She believes that the Saudi market is likely to outperform other regional markets going forward as well.

Turbulence on the Tadawul
The Saudi stock market – or Tadawul, as it is known locally – is the largest stock market in the MENA region, with market capitalisation of over $345bn. With average daily trading value of over $870m, it is also one of the most liquid markets around. Therefore, it is of great importance to any investor looking at the MENA region.

The first half of 2011 was characterised by the anti government protests that have come to be known as the Arab Spring. These protests in the region had their impact on the Saudi stock market as well. Against the backdrop of the region’s fast changing political situation, the Saudi Arabian government announced two welfare packages in February and March, estimated to be worth $170bn in total.

These packages carried two very important signals: first, that the Saudi government understood the issues faced by the general public; and second, that it had the financial muscle to address them. In these respects Saudi Arabia stood out from other countries in the region.

Both packages were well received by the Saudi people. Key areas addressed in the packages were the creation of new jobs, the start of unemployment benefits, the creation of a minimum wage, a one-time bonus to government employees, and improvements in the availability of housing and healthcare. “These steps support our view that Saudi Arabia is significantly different from other countries in the region, as it has the ability and willingness to genuinely address needs of its population and hence is not prone to the political instability seen in many other states,” says Al-Suhaimi.

These packages had two positive effects on the market. First, they reduced the perceived political risk of the Saudi market. Second, they are likely to have a positive impact on earnings of a number of sectors in the market. As a result the market rallied after hitting the lows in March.

The market’s uptrend was halted due to the worsening European debt crisis, which raised questions around the sustainability of the global economic recovery. However, as the 2011 second quarter result season drew closer, a pre-result rally developed.

“While the health of the global economy is important for the Saudi market, the local economic landscape is improving rapidly, which is beneficial for sectors like cement, building and construction, retail, and banks,” says Al-Suhaimi, whose team manages $2bn in assets across public and private equity, real estate and fixed income products.

Beating the benchmarks
Al-Suhaimi believes that the reason behind the strong performance of Saudi market compared to other major MENA markets is the impressive 20 percent earnings growth expected for 2011. “We believe that the Saudi stock market will witness the strongest growth among major MENA markets during 2011. Consequently we continue to be overweight Saudi in our GCC and MENA portfolios,” she says.

Jadwa’s funds have been leading performers in their respective categories since their inception in June 2007. Over the four years that the Jadwa Saudi, GCC and Arab funds have been in existence, they have returned 51.84 percent, 31.34 percent and 27.52 percent respectively. This compares favourably to the benchmark returns of 16.57 percent, -15.25 percent and -9.14 percent respectively.

Jadwa believes that the major government spending plan and the strong profitability of listed companies make the Saudi market highly attractive for investors. Moreover, economic and social conditions in Saudi Arabia are better than rest of the region. High oil prices – which are likely to prevail into the future – will keep government finances strong and help sustain government spending on social welfare and infrastructure development.

While Saudi is part of the MENA region, in many respects it stands apart from the rest.

Credit rating upgrade for Allied Pakistan

Allied Bank is one of the five largest banks in Pakistan, with a network of over 800 branches in more than 300 locations offering real-time online banking. The bank leads the way by having a network of over 586 ATMs across Pakistan, with more machines added regularly.

Allied Bank is owned and operated by Ibrahim Group, one of the largest industrial conglomerates in Pakistan with businesses in textile, trading, polyester fibres, energy and financial services. Established in 1942, Allied Bank today stands on a solid foundation of 69 years of operation, having strong equity, assets and deposits base.

Following the takeover of its management control by the Ibrahim Group and the subsequent merger of Ibrahim Leasing into Allied Bank in 2004, the board formulated comprehensive strategic priorities to address the needs of running a world class financial institution. To attain this goal, it was imperative to invest in human resources, systems and technology, with special emphasis on value addition and service quality.

The board of directors of Allied Bank, having past experience in the directorship of financial institutions (namely MCB Bank Limited and Adamjee Insurance Company Limited), are well versed in providing stewardship to a growing financial institution. Together with the professional capabilities of senior executives, the bank is well positioned to capitalise on the opportunities offered by the market.

Activities and subsidiaries
Allied Bank offers a full range of commercial, retail, and corporate banking services with a focus on service delivery through technology.

The Commercial and Retail Banking Group (CRBG) was set up with the objective of becoming the market leader in middle sized customer segments. With a focus on agri financing, it aims to become the leading SME bank in the diversified urban markets, providing customers with integrated financing and investment options, as well as fast fund transfer and deposit solutions under one roof.

The Corporate and Investment Banking Group (CIBG) is the bedrock of Allied Bank’s loan portfolio. CIBG offers a wide range of financial services to medium and large public and private sector entities. These services include providing and arranging tenured financing, corporate advisory, underwriting, cash management, trade products, corporate finance products and customer services on all bank related matters through a relationship management system.

Allied Bank’s Asset Management Company (AMC) is fast positioning itself as a prominent player in the asset management industry. After the launch of two new funds in 2010, the AMC is now managing four open end funds: an income fund, a stock fund, and two money market funds – one conventional and one based on Islamic principles.

Awards, recognition and ratings
During 2010, Allied Bank won a host of awards and recognitions for its strong performance during the year and improvements in systems and processes. It was awarded ‘Best Domestic Bank in Pakistan’ by Asian Money; ‘Best Bank of 2009’ by CFA Association; ‘First in Pakistan and Ninth Globally’ by the Banker Magazine, UK; ‘Corporate Excellence Award’ by the Management Association of Pakistan; and ‘Corporate Finance Advisory House’ by CFA Association of Pakistan.

Allied Bank also stands among the top 1000 banks in the world. This goes to show the improvement in the bank’s policy, procedures and services during the past few years. Currently, Allied Bank is placed at 932nd in the world.

Based on its excellent financial performance and significant improvement in all areas of risk management and corporate governance, the Pakistan Credit Rating Agency upgraded the bank’s long-term credit rating to AA and short-term rating to A1+.

Corporate social responsibility
Allied Bank is socially committed to contribute towards bringing a positive change in the communities it operates in. This is done by rendering various services and supporting activities aimed at education, healthcare, arts and sports. Its CSR philosophy and objective is to re-enforce the bank’s image as ‘Not just for profit;’ the bank firmly believes in behaving ethically, following best practices and contributing to the economic development of the country at large.

As one of the leading banks in Pakistan, Allied Bank is committed to considering the interests of society and taking responsibility for the impact of its activities on customers, employees, shareholders, communities and the environment in all aspects of its operations.

Innovation drives Sri Lanka’s growth

Leading the way is Nations Trust Bank, Sri Lanka – the recipient of the World Finance award for Most Innovative Bank in Sri Lanka. In an age when banks and financial institutions are constantly placed under the microscope in terms of transparency, ethical behaviour and sound business planning, winning an award that judges all these aspects and more is a noteworthy milestone.

The culmination of the judging period for the award is preceded by intense valuations and assessments carried out by experts in capital markets, risk management, trading, technology and corporate governance issues across regional markets. The analytical process identifies business and branch leaders, individuals, teams and organisations that in the course of the year have made significant progress in their area, and whose achievements create new standards and new practices in the world of finance and business.

The evaluation process is based on transparency with shareholders and stakeholders; financial disclosures with regard to strength, size, soundness, profits, and performance; solution and optimisation of the bank’s products and services; and innovation, flexibility, leadership and geographical spread.

As the winner of this prestigious award, Nations Trust Bank believes that it has truly lived up to its vision of being the benchmark of innovation in the Sri Lankan banking and finance industry. Such innovation comes in many shapes and sizes. The bank prides itself on being the pioneer in the 365 day banking concept, as well as 24 hour contact centres and mini branches within supermarkets.

With Nations Trust Bank it isn’t just products but also services that are thoughtfully aimed at differentiating and enhancing the banking experience of customers, by consistently providing innovative and value added services.

Epitome of dedicated service
One such product is the ‘Bank at your Doorstep’ service. It allows Nations Trust Bank customers to simply call the bank hotline and request services such as cash withdrawal, cash transfer and delivery. Within an hour, a bank representative will arrive at the customer’s doorstep – be that at home, the office or even a restaurant – and personally take care of the request. Cash deliveries of up to LKR 100,000 (around $900) are undertaken in this manner.

This service epitomises and redefines the manner in which the bank serves its customers. Furthermore, specific departments such as IT, and products such as the American Express card, have won awards and recognition in their own right.

The employees at Nations Trust Bank play a vital role in securing this acclaim for the bank. All bank employees are continuously trained to ensure a consistently efficient and effective service that is both client oriented and customer friendly. In this aspect, front office personnel and other employees directly involved with customers receive additional special training. Back and middle-office staff are trained to ensure an unbroken chain of value addition is linked to the front office, in order to provide a wholesome service to the customer.

Having witnessed a 76 percent growth in post tax profit in the first quarter of 2011 over the same period in 2010, Nations Trust Bank is one of the fast expanding banks in Sri Lanka. Despite its relatively small size of 1,600 employees and 44 branches, the bank is focused on delivering a tangible, people-centred service to its customers – no matter where they are.

The fortune of peace
As a leading bank in Sri Lanka – and moreover as an innovative one – Nations Trust Bank realises the potential that the post- civil war peace dividend offers in lifting the economy. Furthermore, it is urging others in the banking industry to be committed to this journey of growth, within a regulated environment, at a brisk pace to catch up for lost time.

The post war macroeconomic conditions have certainly provided an unprecedented impetus for the economy, especially in private sector credit growth. In this backdrop, Nations Trust Bank has placed in motion a plan that seeks to expand branch presence, swell capital and balance sheet footings, and engage in enhanced employee activities.

All in all, Nations Trust Bank is committed to providing customers with a comprehensive and fully integrated banking service. Its network is constantly monitored, evaluated and changed to suit varying needs, trends
and developments.

Regionalised marketing improves acquisition

PT Asuransi Jiwasraya (Persero) has operated in the Indonesian insurance market for 151 years, adapting to the changing needs of its millions of clients through this time, but maintaining the core focus of high customer satisfaction.

Of course, many insurance companies – both local and foreign – have been drawn to Indonesia because of its high growth potential in the century and a half since Jiwasraya’s inception. Today the market is very competitive: companies are offering many new products, highly customised to the increasingly diverse needs and capabilities of policyholders.

This has only motivated Jiwasraya to improve its quality of service. The company has identified four key themes to develop in promoting its brand to potential clients:

– Product development – highlighting the work done by Jiwasraya’s research and development team to create new products and review existing products, ensuring they are carefully tailored to fulfil the needs of its clients;
– Pricing – demonstrating Jiwasraya’s competitiveness;
– Promotion – proving that Jiwasraya can be trusted as a good financial planner;
– Distribution – developing a comprehensive distribution network to achieve close proximity to existing and potential clients.

Results so far have been very positive. Marketing programmes have been supported by the customer service unit since 2009, for easier and faster access to information in addressing customers’ problems and complaints.

This was a key driving force in increasing new customer acquisition, helping premium income reach IDR 3,613trn ($230bn) in 2010.

The investment sector – the foundation of the company’s operations – also performed well, with optimisation of the company’s bond portfolio helping to improve performance. As a result of this the company’s investment programmes are now easier to monitor, thus minimising fluctuation. Jiwasraya’s return on investments was IDR 669.5trn ($78bn) in 2010, and overall net profit reached IDR 204.5trn ($24.0bn) in 2010.

Product innovation
In today’s insurance industry there has been a shift away from traditional insurance plans towards unit linked plans. However, with more and more competitors using the same mechanism, Jiwasraya has differentiated itself by giving added value to its customers, and offering more profitable value to potential customers.

In 2009 Jiwasraya launched its feature product JS Link, a unit linked plan which offers safety and profitability.

The main advantages of the unit link are maximum protection for the client with high coverage value, and flexible premium payments that can be customised to the customer’s requirements.

Jiwasraya was the first company in Indonesia to offer education insurance. These products are designed to fulfil parents’ various needs in financially planning for the education of their children.

In the corporate sector, Jiwasraya is aware that employees are important assets – and that every employee has unique needs to be fulfilled. The need to provide for employees’ productivity, welfare and health, as well as continuity of income for employees and their families when they enter the age of retirement is increasingly seen as part of organisations’ social responsibilities.

To provide convenience for companies to deal with such situations, Jiwasraya’s corporate insurance plan can be customised according to the needs and capability of the company’s clients.

Its JS Siharta product is a programme for old age welfare, including old age fund benefit, funeral compensation, accidental disability benefit and accidentally hospitalisation benefit.

The company’s health insurance product is designed to fulfil a company’s needs in risk aversion of employee health costs. Jiwasraya helps manage the appropriate financial planning in order to secure the payment of insurance benefits for participants who suffer illness from a disease or accident.

A personal accident product provides benefits for accidental death; or if injured in an accident it provides compensation for hospitalisation, hospital inpatient costs, medication and disability benefit.

Marketing channels
An effective and broad distribution channel is the most important aspect of marketing. Jiwasraya has established a comprehensive distribution network and area offices in many major cities. There are 17 regional offices, 71 branch offices and 382 area offices throughout the country, reaching even the remotest areas.

To improve its performance, Jiwasraya has adopted three tactical measures: it has increased the number and persistence of agents with high productivity and production qualities; restructured its marketing centres into regional offices; and expanded its channels by using several systems such as general agency systems, telemarketing and bancassurance.

Jiwasraya marketers receive professional training at recruitment and throughout their work with the company, developing professional and productive human resources where it matters.

Marketers’ pre-basic training provides a preliminary understanding of life insurance and the selling process; this is combined with licensed life insurance agent certification for marketers new to the industry.

Successful agents are then taught sales in greater depth, including presentation and negotiation skills, relationship management and effective telephone techniques; as well as useful office and management skills such as working as a team, prioritisation and managing conflict.

A supervisory development programme is also available for career development, with training as diverse as financial management, marketing management, problem solving and decision making, basic human resources, development management, and effective leadership.

Human resources management
Jiwasraya believes that human resources are the main factor in the success of every company, and that it is therefore important for the company to provide aspiration, satisfaction and comfort for its employees.

In 2011 Jiwasraya’s human resources division determined a new direction for the company to help it provide the best for its personnel. Jiwasraya now positions itself as a strategic partner for its employees, providing training and development, compensation and reward schemes, and career planning assistance.

To help its employees achieve optimal performance, Jiwasraya implemented a performance management system – identifying key performance targets encompassing financials, business processes, customer service, competence and innovation.

Comprehensive training programmes help employees realise their objectives in line with the company’s vision, mission and strategy. For its supporting unit, general training is delivered through seminars, workshops and conferences; while subject specific training includes areas such as database management and basic underwriting.

Social responsibilities
As a demonstration of its commitment to the environment, Jiwasraya has allocated funds to a Partnership and Community Development Programme. These funds have been distributed to eight provinces across the nation to 37 trading sectors and 25 other sectors, including service, fishery, farming, agriculture and plantations.

By assisting its foster partners, Jiwasraya hopes to contribute to the welfare of the Indonesian community, as well as securing a sustainable environment and continued growth.

Today, more than 3.4m customers have trusted their future to PT Asuransi Jiwasraya (Persero). The company is aware that trust is a virtue that should be upheld to maintain good relation with customers in providing appropriate financial advice and solutions.