Parpública on the importance of privatisation for Portugal’s economy

The economic forecast for Portugal has taken a turn since becoming a eurozone bailout recipient. Part of the progress can be attributed to the country’s privatisation programmes. World Finance speaks to three representatives from Parpública – Isabel Castelo Branco (Secretary of State for Treasury), Sergio Monteiro (Secretary of State for Infrastructures Transport and Communications) and Manuel Rodrigues (Secretary of State for Finance) – to find out more.

World Finance: Sergio, state entity Parpública has been commandeering the process of privatising various airports, including Aeroportos de Portugal. Before the agreement was made, a new economic regulatory process was created. Tell me about it.

Sergio Monteiro: We started the privatisation process by changing the regulation, because the previous regulation was meant to develop a new airport. It was meant to be a green-field project, instead of the approach we took, which was to make better use of existing infrastructure.

We started a public consultation, in which we heard all stakeholders involved in the airport business directly and indirectly. And based on that information, we have decided to go closer to a model of dual-tail, instead of a pure single-tail. But taking into consideration all feedback received from airlines.

So we believe that we have a regulation in which the interests of the airport owner, the airlines, and the Portuguese economy, were taken into consideration

So we believe that we have a regulation in which the interests of the airport owner, the airlines, and the Portuguese economy, were taken into consideration.

World Finance: Now, are there any transportation initiatives you plan on pursuing now that the European Central Bank and IMF will no longer be reviewing the Portuguese economy?

Sergio Monteiro: We continue to have TAP’s privatisation on the forefront of our agenda. We are constantly reviewing competition conditions in order to see if there is sufficient competitive tension in the environment, in order to relaunch the privatisation process.

Then in another area, which is the ports: we have an ambitious agenda to multiply by three our port container movement capacity in the Portuguese ports. And also concessions for the rendering of public service in urban areas: both in Lisbon and in the Oporto region.

So there are a lot of initiatives that we are taking towards the openness of the economy, and the reduction of subsidies granted by the state.

World Finance: Manuel, Portugal committed to a wide-ranging privatisation programme back in 2011 – what else is being sold off?

Manuel Rodrigues: Well, let me just review the privatisations which we have just concluded after the successful privatisation of ANA airport.

After the last 12 months, we have concluded the first IPO in the previous five years of the mail operator CTT, which was a very relevant operator transaction. And today CTT has already joined the Portuguese stock exchange index, and has a market capitalisation of more than €1bn.

Then we have also privatised CGD Insurance, which is the state-owned bank insurance arm, which accounts for more than 30 percent of the insurance market share in Portugal. This was the largest M&A deal in the insurance sector in Europe in the last three years.

Now we are going ahead with the privatisation of EGF, the waste management company, which accounts for more than 65 percent of the waste management treatment in terms of volume, and covers more than 50 percent of the territory. It is the national market leader, and it is also a very relevant player in Europe.

This process has been very attractive in terms of the number of non-binding offers that were received. We received seven non-binding offers from different geographies, and we are now going into the phase of binding offers.

Finally, we are going ahead with other processes, such as the privatisation of the remaining stakes in REN, and several other concessions that are going to be launched under due term. Which includes among others, an online gambling network concession that is being prepared.

All these processes are critical to the recovery of the Portuguese economy, inducing more confidence, and helping to further progress the growth, which is starting this year with 1.2 percent yearly growth.

World Finance: So how does the public stand to gain from all of these privatisation deals?

All these processes are critical to the recovery of the Portuguese economy

Manuel Rodrigues: The privatisation programme is one of the cornerstones of our adjustment of the Portuguese economy. Our privatisations have been able to attract long-term investors from a diversified set of geographies, and those investors are helping to boost growth and increase efficiency, and the competitive position of the country.

The introduction of new shareholders in these Portuguese companies are enabling these companies to finance themselves for longer maturities, at a lower cost, in higher volumes. Which is also critical.

On the top of that, the Portuguese government has been undergoing a substantial regulatory revision of some sectors, that also ensures that these companies are committed to achieve public service codes.

Also very relevant: all these privatisations have been enabling revenues that exceed five percent of GDP, and this five percent of GDP in revenues are being used to reduce the public level of indebtedness.

The privatisation agenda is also critical in the sense that those investors are raising joint ventures for Portuguese corporates to be able to internationalise themselves, and to reinforce exports to other markets. Which also give a strong contribution to Portuguese growth.

World Finance: Isabel: a fear that has been raised by economic forecasters is that the government’s efforts to attract foreign investment involves cutting labour costs, and making it easier to hire and fire workers. What do you make of this criticism?

Isabel Castelo Branco: The labour reform was one among many that this government has implemented. Other reforms have to do with, for instance, the restructuring and achieving operational balance of the SOE sector, and also the privatisations.

We privatised several companies that were fully state-owned, or partially state-owned. And we achieved over €8bn of revenues in the process. So what we are aiming for with these reforms is essentially to make the economy more flexible, and we are already seeing the results of that.

[W]e have seen already our efforts paying back

Essentially it’s becoming more flexible, that you will achieve the improvement in unemployment and labour conditions.

World Finance: How do you plan on instilling confidence in your foreign investors given that you were just taken off the eurozone bailout recipient list?

Isabel Castelo Branco: Since the very beginning of the programme, we have been working very hard, in order to rebuild the confidence of investors. And we have been doing this in two ways.

One way, we kept in very close contact with investors, by informing them, and being present, either through the debt management office or through the government.

On the other hand, by accomplishing the targets that we were asked for in terms of the memorandum of understanding that we signed with the troika. So we have seen already our efforts paying back, and that’s very visible in the adjustment that we have seen in the public debt interest rates, and the spreads toward Germany.

World Finance: Sergio, does the government’s long-term economic recovery plan involve relying less on foreign investment and improved labour conditions?

Sergio Monteiro: I would say it’s the other way around. Throughout the privatisation process we have shown that the bidder that has from a financial, economic, development and strategic standpoint, the best proposal wins.

We have had investment from China, from the Middle East, from Europe, and the Americas. And we continue to believe that foreign investment, together with the internal part of the consumption and investment, is the best way to bolster and foster the Portuguese economy.

Banco de Costa Rica’s thirst for innovation makes it a trailblazer

Despite being a leader in the Costa Rican financial sector, Banco de Costa Rica (BCR) has never been one to rest on its laurels, always developing new and opportune products and services. It’s this forward-thinking attitude that has resulted in the bank being named the Best Banking Group in Costa Rica for the second year in a row by World Finance due to its ‘outstanding financial performance, excellent customer service and its careful risk administration in different business areas’.

It’s this sharp focus on integrity and its status as a trailblazer in the Costa Rican market that makes the bank a reliable partner for investors; BCR’s international risk ratings are similar to those of the Costa Rican government, with ratings of baa3 from Moody’s and BB+ from Fitch Ratings, both with a stable outlook. This has allowed BCR to successfully place $500m of bonds in the international market in 2013, a first for a Costa Rican state bank.

Our current business model has permitted us to obtain excellent financial results, with net profits of greater than $53m in 2013 – the second highest in the Costa Rican financial system – along with solid growth of 12 percent in assets and 10 percent in equity, and a credit portfolio with a closing 2013 delinquency rate of around two percent, one of the best in the financial system.

Evolving practices
Our drive to improve has led us towards a business model that incorporates the best international practices, with a view to increasing innovation, efficiency and productivity, in line with the high level of service expected by our clients. With this in mind, as of Q2 2013, we have begun a transformational process with the objective of updating our business model to continue meeting the challenges of the changing and competitive national and international financial market.

It’s this sharp focus on integrity and its status as a trailblazer in the Costa Rican market that makes the bank a reliable partner for investors

This initiative, which we have named ‘Evolucionemos’ (Spanish for ‘we evolve’), seeks to transform the relationship the bank has with its clients, stimulating customer loyalty, increasing the quantity and quality of the products and services used by our clients across the whole of the financial conglomerate, and establishing an operational model which permits the achievement of greater levels of efficiency and productivity, thereby increasing our competitiveness.

It is an ambitious project but a necessary one so that we can strengthen our competitive capacity to face future challenges in a fast-changing industry, while also meeting the demands and needs of our clients.

Cornering the market
Looking towards the future with optimism, BCR continues to consolidate its leadership: we are the second-largest bank in the country and the sixth-largest in Central America; our investment fund society is number one in the industry; our brokerage house is first in profitability and third in market volume in the Costa Rican stock market; our pensions operations service is third in the market; and our insurance brokerage division is a leader in policy placement in the Costa Rican insurance market.

Additionally, we are the majority shareholders for the Banco Internacional de Costa Rica – International Bank of Costa Rica (BICSA) – a financial entity based in the Republic of Panama with branches in Miami, US and offices in all Central American countries. This has permitted us to maintain a market share of greater than 20 percent, with continual growth over the last five years.

BCR has demonstrated over its 137 year trajectory its ability to adapt to the changes demanded by the times, always upholding excellent services through its many decades of serving its clients.

Bitcoin: reality or illusion?

Is Bitcoin real money? Not according to Alan Greenspan, who recently described the entire phenomenon as a ‘bubble’. The People’s Bank of China concurred that it isn’t a currency with ‘real meaning’ and backed that up by banning financial companies from making Bitcoin transactions.

Of course, this raises a number of questions, such as what is the meaning of ‘real meaning’? Why is Bitcoin a bubble, but not the housing market in 2006? And what exactly is a Bitcoin anyway? The main feature of Bitcoin, which distinguishes it from conventional currencies such as the yuan or the dollar, is that it is produced and maintained by a network of computers, rather than by a central bank. The other main difference is that you can’t use it to buy much, and you certainly can’t pay your taxes with it.

In other respects, though, Bitcoin is not so different from conventional currencies. Bitcoin is a ‘virtual’ currency, in the sense that it only exists as a string of digital information that you can download to a ‘digital wallet’. But the British pound or US dollar are also best described as virtual currencies. As outlined in a recent paper from the Bank of England, the vast majority of money is created by private banks, and ushered into existence by pressing a button on a keyboard. The central bank plays a relatively small role in the money supply process, primarily by setting its own interest rates.

The difference between Bitcoins and state-backed currencies is therefore smaller than appearances suggest

The difference between Bitcoins and state-backed currencies is therefore smaller than appearances suggest. Both are virtual currencies that run on computer networks. Mobile phones, for example, are increasingly used as a kind of electronic wallet. The primary advantage of Bitcoin, though, is that it was designed from the outset to work this way.

Block chain
For example, while we are all used to making purchases over the internet, the process is clunky and involves a number of middlemen, such as credit card companies, who charge transaction fees. These middlemen are necessary in order to make sure that the money has left your account and is deposited in the store’s account. Unfortunately the process is not completely secure, which is why most credit card fees go to paying for fraud.

A main challenge of digital transactions is how to avoid things like double spending. One reason the music industry is in so much trouble, for example, is that it is possible to send a digital copy of a song to somebody else, while keeping your own copy. If this were to happen with money, it would be great for a while, but would soon lead to chaos, since you could spend your paycheck as many times as you wanted (I have tried this and it doesn’t work).

The main innovation of Bitcoin is that transactions are recorded on a secure, anonymous, public ledger, known as a block chain, which is maintained by a network of computers that make such shenanigans impossible. Unlike digital music, you can’t share your Bitcoins with a friend, or eat out on them multiple times. And without middlemen, transactions are faster, cheaper, and more secure.

Maintaining the block chain requires a lot of number crunching. The task is carried out by a network of computers that communicate through a shared protocol, and is currently rewarded by the granting of Bitcoins. Just as traditional currencies used to rely for their backing on supplies of gold, today people ‘mine’ for digital gold. According to some estimates, the electricity used to mine Bitcoins would power some three million homes.

The issuing of new coins will end when the total number reaches 21 million, which should happen some time around 2140. After that, mining will only be rewarded by a regular transaction fee. One of the attractions of Bitcoin for many people is that its value can’t be inflated away by turning on the digital printing press, as governments are wont to do.

Real meaning
So why would Bitcoin not have ‘real meaning’? According to Greenspan, the main problem seems to be that it is not produced in the normal way through a central authority. “I do not understand where the backing of Bitcoin is coming from,” he has said. “There is no fundamental issue of capabilities of repaying it in anything which is universally acceptable, which is either intrinsic value of the currency or the credit or trust of the individual who is issuing the money, whether it’s a government or an individual.”

But why should only a government or monarch be able to back a currency? Bitcoin is backed by something equally significant, if more distributed and amorphous: its network of users. The only thing that makes the US dollar ‘real’ is that it is accepted by the government as an official means of payment. The main thing that has dissuaded potential Bitcoin users is the currency’s volatility, and its connection with anonymous transactions. But volatility may come down as the user pool grows larger and more diverse, and as new tools for insurance and currency hedging become available. And associations with things like crime or drug running never put people off the hundred-dollar bill.

In any case, the most disruptive feature of Bitcoin is not its status as a potential rival for mainstream currencies, but the technical innovation of the block chain, which allows for anonymous and secure transactions over the internet. The potential for such a system was foreseen by Milton Friedman, who said in 1999: “I think that the internet is going to be one of the major forces for reducing the role of government.

“And the one thing that’s missing, but that will soon be developed, is a reliable e-cash, a method whereby on the internet you can transfer funds from A to B, without A knowing B or B knowing A, the way in which I can take a 20 dollar bill and hand it over to you and there’s no record of where it came from.” No wonder central banks don’t think the Bitcoin is real.

ICBC’s economic housing projects see many get on Macau’s property ladder

Macau is listed as one of UNESCO’s World Heritage Sites, is known as the ‘Orient Las Vegas’, and has achieved amazing developments over the past few years. The IMF estimates that its per capita GDP in 2013 could have been as high as fourth globally.

At the same time, local people are benefitting from the historically low unemployment rate. But like all booming economic entities, Macau has had to deal with soaring real estate prices. The contradiction between real estate prices and average individual income exists in lots of developing cities, but is more prominent in Macau because it is only a tiny island. The Macau Government began to realise how the problem hindered the improvement of local people’s livelihoods and began to make efforts to solve the problem.

Driven by its booming tourism industry, service exports and domestic demand, Macau has grown substantially over the past few years. Its GDP in 2013 was almost double that in 2010, while its per capita GDP ranked the first in Asia. Meanwhile, its foreign exchange reserves and fiscal reserves have been increasing since 2010, and Macau has already become one of the richest cities in the world.

A climate of growth
Founded in July 2009, ICBC Macau has also developed a lot in the past few years thanks to the prosperous economy in Macau and the internationalisation of the renminbi. ICBC’s compound average growth rate of profit after tax from 2009 to 2013 is 31 percent, and its assets in 2013 are 2.7 times what they were in 2009. Today, ICBC Macau is the second-largest bank and the largest locally registered bank in Macau.

ICBC Macau…paid much attention to economical housing projects, and grasped the chance to serve those low-income people from the outset

According to recent statistics, the real median incomes of locally employed residents stood at MOP 15,000 in 2013, while the average property price per square metre was MOP 81,111 (see Fig. 1). Indeed, Macau real estate prices reached a historical high in 2013. There is no doubt that more and more low-income residents can hardly afford to buy a house; most of them can’t even meet the conditions for private mortgage loans.

In order to ease these people’s stress in the housing market, the MSAR (Macau Special Administrative Region) Government announced a restart to the Economical Housing Plan in 2011, followed by an amendment to the Economical Housing Law, which aimed to assist local residents who were at a specific income level and financial situation in solving their housing difficulties, and to promote the increase of local housing supply and improve the residents’ social welfare.

According to the law, the income of qualified applicants should be somewhere between MOP 7,820 and MOP 22,240 per month, and personally held net assets should be no more than MOP 672,168. The average property price per square metre of the ‘economical’ house is nearly one-fifth that of ‘normal’ houses.

Those people who have succeeded in applying for economical houses were generally those on low-incomes and in vulnerable sections of society. Some of them even have difficulties decorating new houses. Compared with the application procedure for ordinary mortgage loans, the application for an economical house mortgage is similar, but deals in smaller amounts. Because this could result in a difficult workload and comparatively low returns, other banks in Macau paid less attention to providing mortgage loans to low-income residents.

Economical housing projects
ICBC Macau, however, paid much attention to economical housing projects, and grasped the chance to serve those low-income people from the outset. The Economic Housing Programme has several projects located in different parts of Macau, and during its involvements in these projects, ICBC Macau has found that the major challenge was how to supply timely information, together with a complete and convenient service to the customers, while approving the mortgage loans as much as possible in accordance with local regulation from the AMCM (Monetary Authority of Macau).

Based on research of the local market situation, together with related laws and regulations, ICBC launched a series of loan privileges for citizens who planned to buy the economical houses. Most of the measures were carried out in order to offer high-quality mortgage loans to local residents and help those low- and middle-income people overcome their funding issues. At the time when the first economical house was on sale, applicants could get useful information without delay.

Source: ICBC Macau
Source: ICBC Macau

ICBC Macau also provided a lot of preferential terms to benefit applicants. To smooth along applications, the bank sent its own staff to sales offices and show flats for economical housing properties. With face-to-face service, the problems and applications of prospective owners could be solved in time.

When it came to the products and the pricing aspects, the bank offered flexible services to convince more customers to use the system, instead of the traditional strategy of low interest rates, for example, taking the household appliance coupon and the supermarket coupon as an additional premium. Compared with other banks in the country, ICBC Macau offered a package of benefits for a larger group of local residents.

Additionally, learning about the decoration difficulties that some applicants were having, ICBC Macau offered various ways to help them out of this situation. Besides the free household appliance coupons, the bank also promised to provide decoration loans in order to lower the worries of applicants.

ICBC Macau issued specially designed mortgage loan strategies to low-income residents and reduced credit risk by separating the censoring and approving procedures, aiming to improve the success rate of the mortgage loan and to maximise customer satisfaction.

Fast and efficient
Based on the high concentration of the economical housing projects, the loan origination work has to be finished in a relatively short period of time. To ensure the applicants aren’t made to wait, the bank works hard to concentrate its human resources together with technology and facility support to prolong business hours consistently. With the active engagement of the relevant departments, on one occasion more than 1,000 mortgage loans had been set up in less than 10 days, and the whole loan origination stage in each project had been finished in a rapid and effective way.

In spite of the low return of economical housing mortgage loans, ICBC Macau still sticks to providing excellent service to every single customer. By the end of 2013, five Economical Housing Projects had been finished, and 8,060 units could be occupied. According to official statistics, 6,004 units have been sold. ICBC Macau has dealt with 4,554 of the mortgage loans offered to these successful applicants, representing a market share of 75.85 percent.

Having worked hard in the sector, ICBC Macau has established its brand image in economical housing mortgages and won the respect and appreciation of the low-income segment of society. Going forward, with the objective of ‘taking from society, giving back to society, serving society’, ICBC Macau will continue to support the MSAR Government’s policies and fulfil its social responsibility, devoting itself to social welfare.

Bank Leumi: technology is key to Israel’s long-term economic growth

The population of Israel is about 8.2 million people, which is similar to that of Austria or Hong-Kong, and its geographic size is small – slightly larger than the state of New Jersey. Nonetheless, despite its small size, Israel has a strong economy, with a GDP of about $292bn in 2013 – similar to that of Finland or Singapore. GDP per capita in Israel is about $37,000 per year, which is relatively high and only slightly lower than that of the UK. Israel’s rate of inflation is low, currently at about one percent per year, and the government’s debt as a percentage of GDP is well under 70 percent.

Israel has a technologically advanced market economy; indeed, its achievements in technology have made it a giant in this sector worldwide. About 25 percent of Israel’s business activities are in hi-tech, and the country enjoys massive foreign investments in the sector. About half of Israel’s exports of goods are of hi-tech nature, and it also has substantial exports of hi-tech services, such as software, cyber-security, research and development and others.

Aside from hi-tech, Israel exports large quantities of cut diamonds, pharmaceuticals and chemicals. Its major imports include crude oil, grains, and raw materials. It also exports services, both in the area of hi-tech, such as research and development services, software services, and also tourism.

The global financial crisis of 2008-09 brought about a very brief recession in Israel, but the country entered the crisis with solid fundamentals following years of prudent fiscal policy and a resilient banking sector. The economy has recovered much better than most advanced, comparably sized economies.

In 2010, Israel was formally accepted as an OECD member. Following the ongoing improvement in the state of the Israeli economy in previous years, the country’s credit rating was increased by the various credit rating agencies in late 2007 and in early 2008. In September 2011, Israel’s credit rating was further increased to A+ by Standard and Poor’s.

Israel has a technologically advanced market economy; indeed, its achievements in technology have made it a giant in this sector worldwide

Offshore natural gas
Natural gas fields discovered off Israel’s coast during the past few years have brightened its energy security outlook. The ‘Leviathan’ field was one of the world’s largest offshore natural gas finds in the past decade, and production from the field is likely to start by 2020. Production from the ‘Tamar’ field, which started in early 2013, is expected to meet all of Israel’s natural gas demand for the next two to three decades.

Natural gas is expected to play a significant role in Israel’s future energy mix. In addition to ongoing growth in electricity consumption, natural gas demand will be boosted by a preference for natural gas-fuelled power stations, as well as increased industrial usage and possible applications as a transportation fuel.

Israel’s natural gas discoveries have paved the way for the energy independence, as well as significant cost cutting and productivity gains. Aside from the impact on economic activity and the country’s level of competiveness, the revenues that the state of Israel will receive from natural gas taxation and royalties are expected to be significant. Whereas royalties and corporate taxes are incorporated into the government budget, the taxes on surplus profits will be directed to a sovereign wealth fund.

Most upstream investments will not have a significant net effect on domestic GDP because they require few inputs from domestic companies, since major infrastructure projects are contracted to global service providers. However, investments related to the use of natural gas are expected to result in an increase of gross real fixed asset investments. There will be substantial activity related to the installation and maintenance of the systems. In addition, growth is likely to be boosted by various spillover developments such as demand for financial services required as part of the investment process, demand for planning and infrastructure services and also for materials to be used in the process.

The transition to natural gas is expected to result in increased energy efficiency and a reduction in Israel’s energy costs in the long term. This is likely to contribute to the country’s global competiveness and will be particularly important for medium- and low-tech industries that have significant energy needs. Examples of these industries include chemicals, food, rubber and plastics, textiles and paper. Other parts of the economy that are likely to benefit from the accessibility of natural gas include hotels and agriculture. The use of natural gas will help Israeli exporters to increase their global market share and will help manufacturers that are focused on the domestic market to better compete against imports.

Consistent growth
Israel’s real GDP grew by 3.3 percent in 2013 compared to 3.4 percent in 2012 and 4.6 percent in 2011. The slowdown of economic expansion in this period was evident in substantially slower export growth and a major slowdown of investments in non-residential capital, such as machinery and equipment. But despite the slowdown, Israel, an OECD member, has continued to maintain a growth level well above the OECD average (see Fig. 1). The outpacing of Israel’s growth rates compared to those of OECD members has been evident since 2004.

GDP growth in 2014 is not expected to be led by private consumption expansion, which is showing some signs of strain following several years of direct and indirect tax rate increases and also higher housing prices. Higher tax rates have affected the rate of growth of disposable income for many households. Parallel to this, higher rent payments or mortgage payments on newer and more expensive housing has required many households to allocate a larger share of their disposable income to housing services. This has left fewer resources for other types of private consumption. Private consumption is expected to rise by 2.3 percent in 2014, compared to 3.2 percent in 2012 and 3.7 percent in 2013. This rate of increase is only slightly higher than annual population growth of 1.8 percent.

Source: Bank Leumi. Notes: Post-2013 figures are Bank Leumi estimates
Source: Bank Leumi. Notes: Post-2013 figures are Bank Leumi estimates

Export growth is expected to start to recover moderately in 2014 following a gradual recovery of developed market global demand. Exports of goods and services are expected to rise by 3.7 percent in 2014 compared to growth of less than one percent per year in 2012-13. Investments in fixed assets are expected to rise by 1.8 percent in 2014, similar to rate of 1.4 percent in 2013. Investment growth is expected to be concentrated in machinery and equipment, in part for the utilisation of natural gas.

Fiscal policy
The government’s deficit in 2013 was 3.1 percent of GDP, compared to its target of 4.3 percent. The lower than expected deficit was attributed to higher tax rates and also a series of one-off events that contributed to state tax revenues. In addition, government spending in 2013 was safely within the budget framework limits.

Israel’s fiscal path is subject to an explicit feedback rule with a government debt-to-GDP target ratio of 50 percent of GDP. The 2013 year-end debt ratio stood at about 66 percent of GDP. Israel’s fiscal deficit in 2014 is expected to be 2.3-2.7 percent of GDP and the year-end debt ratio is expected to remain at about 66 percent of GDP (see Fig. 2).

The better-than-planned outcome of the 2014 fiscal deficit figure, compared to the official target of 2.7 percent of GDP, is likely to reflect an increase in government revenues that stems from a hike in corporate tax rates, a tightening of tax collection and strengthened enforcement, and also several one-time factors.

Our forecast for the rate of GDP growth in 2015 is four percent. The main factors that are expected to contribute to this growth include: investment in machinery and equipment that make use of natural gas; an acceleration of the housing market and investment in construction; and the ongoing recovery of demand from developed economies.

Long-term economic growth is projected to average a respectable four percent a year, and will be supported by Israel’s high level of technological innovation and its investment in research and development, on which it spends a larger proportion of GDP than any other developed country in the world. Natural gas extraction and its usage will boost the economy over time.

Credicorp on the global importance of the MILA region

Governments in the Mercado Integrado Latinoamericano (MILA) region have provided a unique and welcoming regulatory framework for investment. Coupled with the increasing opportunities and steady growth channels across the region, investors seem to be heading there in droves. World Finance spoke with Alejandro Perez-Reyes Zarak, Head of Asset Management at Credicorp Capital, about what makes the region so unique.

Why do you think the MILA region presents good opportunities compared with other emerging markets?
The region benefits from macroeconomic stability, which has resulted in a succession of credit rating upgrades over the last decade. Colombia, Chile and Peru enjoy high levels of international reserves as a percentage of their GDPs (their average level in 2013 was 19.3 percent), which are sufficient to cover their current account deficits and smooth imbalances, aided by flexible exchange rate regimes.

Moreover, decreasing levels of net government debt provide the MILA countries with additional flexibility to utilise fiscal and monetary policies. MILA’s public debt in 2013 was 21.3 percent of its GDP, below the emerging market average of 44.8 percent. In terms of inflation, in 2013 the three MILA countries displayed some of the lowest levels of inflation seen in Latin America, with an annual inflation rate of 2.6 percent on average (Latin American GDP weighted at an average of 8.6 percent).

Despite these fundamental strengths, last year the MILA region was hit harder than emerging markets as a whole in both the equity and fixed income markets. This situation has provided a great investment opportunity, as investors can now buy assets with great fundamentals at a discounted price. MILA corporates offer better yields than US high yield corporates (with a spread of 23 basic points), despite having a better rating – the average rating of the three countries is A-. MILA yields are even higher than the ones offered four years ago, when the average rating was split BBB/BBB+.

In equities, price-to-earnings ratios in MILA are below its historic average, suggesting it is still discounted despite its positive year-to-date return. As a consequence of discounted valuations and the decline of bad news in emerging economies, investor sentiment shifted, turning positive in March and luring inflows into equity and fixed income mutual funds in emerging markets. In the equity market space, most inflows were directed to Latin American equity funds, while in the fixed income space inflows were seen only in Latin American bond funds.

Source: United Nations
Source: United Nations

Do you believe that regional regulations are supporting economic growth?
We believe the regulation in the region offers a better investment environment, which supports economic growth, although there is still room to improve. To further boost its competitive edge, the region must close its infrastructure gap, crucial for creating a business and investor-friendly environment. Free trade agreements and regional integration, such as the Pacific Alliance, help to attract the required investment.

Moreover, changes in regulations, tax systems, intellectual property and labour laws will encourage risk-taking, attracting talent from all over the world. The region is already moving, with Colombia encouraging utility companies to share their fibre optic cable networks and funding the development of supply chain applications that force smaller companies to adopt more innovative business models.

In addition to this, the Chilean government’s start-up programme is attracting entrepreneurs from all over the world to build a culture of risk-taking and innovation, creating a Latin American entrepreneurship hub. Although there is still much work to do to improve productivity, the region has achieved considerable progress in strengthening its institutions. For instance, MILA stands out among emerging markets in ease of doing business and world governance indexes.

What do you think the future is for emerging markets in general?
Emerging markets’ share of world GDP in PPP is around 57 percent. Despite this, their share of equity and fixed income global markets remains below 14 percent. Developed countries debt represents 88 percent of total world debt and in many cases a larger percentage of the countries’ GDP, creating a drag for future growth. In the following years, we expect emerging economies to gradually increase their importance in the equity and bond markets.

From a growth perspective, emerging economies may still benefit from a demographic momentum, while developed ones are dealing with the ageing of their populations (see Fig. 1). This dynamic will continue in the following years, and will lead their dependency ratio to increase to 0.71 in 2050, whereas in emerging countries it should remain close to present levels (0.23 in 2050), according to the UN.

The higher proportion of a working-age population, combined with higher investment as a percentage of GDP (the average for BRICS, MILA and Mexico is 27.6 percent in 2019 according to the IMF, compared to an average of 22.4 percent for the US, Euro area and Japan), will allow them to keep growing at a faster rate than the developed economies, providing interesting investment opportunities.

While emerging markets are not impervious to global shocks, they have carried out reforms that provide more insulation from external stress than in previous decades.

The key to achieving sustainable growth will be to develop additional productivity reforms which invest in human-capital-improving education systems. Although we are positive about the future of emerging markets, it is important to keep in mind that this term engulfs a lot of different countries, and it is important to differentiate between those taking the steps to maintain their growth rates and those that are not.

What products does Credicorp Capital offer to gain entry to these markets?
Credicorp Capital has a wide product offering which satisfies most investor needs. This summer we will be launching Cayman and Luxembourg domiciled funds in the equity and debt markets. The Condor Equity Fund will invest exclusively in MILA, while the Latin American Corporate Debt Fund seeks to invest 40 to 60 percent in MILA and the remainder in Mexico and Brazil primarily.

These funds will follow the same investment processes and benefit from our regional expertise, which have made us leaders in our local markets. For instance, in Peru we lead the mutual fund market with a 40 percent market share and manage 16 mutual funds, covering fixed income, balanced and equity funds granting exposure to Peruvian and Latin American markets.

In the alternative markets sectors, we are in the fundraising period for our Peru Real Estate Fund and our Colombian Real Estate Construction Fund, which offer investors access to MILA’s developing real estate sector and experienced investment team, which currently manages a $250m real estate income Colombian fund, which has consistently delivered double-digit returns. Likewise, in Chile we have structured several club deals, granting investors access to the hydroelectric, dairy and real estate sectors.

In the past few years we have also entered the asset backed security market. In Peru we developed an operating lease programme, which has issued over 10 notes granting investors access to cash flows from Peru’s blue chip companies who serve as lessees. In Colombia we have a fund through which we finance auto purchases for taxi drivers. We also see great potential in the infrastructure sector, which we hope to enter in the short- to medium-term.

We provide technical advisory services to Atlantic Security Bank (ASB), Credicorp’s offshore bank that serves the group’s private bank and family office. Our strategy team – widely respected in the region and specialised by asset class – is an invaluable part of our advisory services, recommending global, local and mixed portfolio allocations. In addition to serving as investment managers for ABS’ funds, we analyse mutual, hedge and private equity funds that invest outside of MILA, to complement our clients’ global portfolio with the best investment vehicles available. Likewise, we structure capital- and semi capital-protected notes granting our clients exposure to risky markets while protecting their capital.

How do you believe Credicorp Capital stands out from the competition?
The company is unique in that it is MILA’s first investment bank, born of out the merger of three leading financial service providers – BCP Capital (Peru), Correval (Colombia) and IM Trust (Chile). It is a truly regional bank with local expertise in each country in which it operates. Our focus in Latin America – and MILA in particular – has led us to distinguish ourselves as the partner of choice for investors in the region. We manage assets totalling $7bn in the region, and advise on an additional $5bn. Just like our parent company, Credicorp Ltd – Peru’s largest financial holding (NYSE: BAP, market cap: $11bn) – Credicorp Capital holds a focus on its clients at the core of its DNA.

We have assembled the most experienced investment team possible. Our strategy, investment management, investment products, and alternative investment teams are regional in nature, with a presence in every operational country. Our head equity and fixed income portfolio managers have over 30 years of combined experience investing in MILA. Our buy-side research team, composed of 14 people – including four CFA charter holders, specialised by industry – regularly meets with top management at target companies, as well as with their clients and suppliers, incorporating this information into proprietary models. By the end of 2014, we expect to cover 100 percent of the MILA 40 index, 80 percent of the MILA index (140 companies total in Peru, Chile and Colombia) as well as 50 percent of CEMBI Latin America, with an emphasis on Mexico and Brazil.

Technology is key to investment ideas, says Falcon Private Bank

The wealth management industry has been undergoing a global transformation due to a variety of forces, including:

  • heightened regulations brought about as a consequence of losses after the financial crisis and the Madoff scandal;
  • the end of tax arbitrage and the old offshore banking value proposition;
  • the continued increase in transparency and the proliferation of technology that expands information and knowledge to wealth holders of all sizes.

In a sense it could be said that ‘equal opportunity’ is becoming the norm, and new vehicles have made it possible for just about anyone to access a variety of financial products to express their investment views globally. Technology has enabled insight into investment ideas and opinions like never before, and as such the price that people are willing to pay for advice, which appears ubiquitous, has been put under pressure. As in everything, the maxim ‘you get what you pay for’ applies, and oftentimes ‘cheap’ advice leads to very expensive outcomes. The other issue is that with this abundance of information, it is becoming more challenging to sort through the noisy distractions and identify what is useful, and then to apply that useful information wisely to achieve one’s objectives.

‘Weaponised’ finance
There are also a whole host of other systemic factors existing today that are driving returns on capital in a different way than in the past. Global economies are still at a significant crossroads. Developed markets are facing sluggish topline GDP growth challenged by the deleveraging of ageing populations. But also, proven technology is being applied in new ways, creating tremendous wealth in record time.

Technology has enabled insight into investment ideas and opinions like never before

The formation of new companies and their path to enormous profitability is occurring faster than at any time in recent history. Core emerging markets are facing a deceleration in their old export models and in some cases the slowing economic growth has revealed government corruption, inefficiencies, and imbalances leading to social unrest and civil wars. On the other hand, second-tier emerging markets, or frontier markets, are accelerating their growth supported by exceptional demographics and the liberating introduction of powerful technology.

Despite sluggish topline growth in developed market economies, especially relative to certain emerging markets, developed market equities have materially outperformed the rest of the world as corporate boards use the abundance of banking system liquidity (originating from QE – quantitative easing) to finance share repurchase programmes and M&A activity. Every day our mobile device newsfeeds announce at least three significant global M&A transactions. The rising tide of global QE has lifted all the risk boats since the bottom of March 2009 when the markets were pricing the end of the financial world as we know it.

Since then, the intervention of central banks around the world has distorted the markets’ ability to price risk and has reintroduced a moral risk to investors again. The same abuses that were vociferously disparaged by governments towards corporate CEOs – greedy use of leverage for self-interest and reckless abandonment of risk controls, etc. – seem now to be embraced by many governments themselves in a desperate effort to stimulate job growth and buy votes in a structurally challenged world. Shareholders put pressure on corporate CEOs to ‘buy’ their support by growing earnings. Democratic governments feeling the same need to please their constituent, and are pressured to create jobs.

Furthermore, the ‘weaponisation’ of finance has become the new policy tool for governments around the world trying to influence foreign policies through the use of economic sanctions, fines and penalties imposed by governments, especially in the US. Foreign banks doing business globally are subjected to US laws, because they do part of their business in the US and trade in US dollars. At the time of writing, BNP has just agreed to pay a record $9bn fine and will suspend its ability to trade in USD for certain countries that are subject to certain US sanctions. Digitalisation of finance is in part that which is enabling the discovery of global financial records and the ‘weaponisation’ of finance in foreign policy. Years before this explosion of information, secrecy could be maintained. This is no longer the case.

The ramifications of the digital revolution in the private banking/wealth management industry are profound and will likely have an impact over many years to come. This has lead to and is responsible for three major trends:

  • increased global transparency and levelling of the playing field;
  • margin pressures for advisors;
  • higher demand for customisation of investment solutions.

Increased global transparency
Computer-based record keeping is now helping governments to enforce their laws on financial assets outside their borders. The US law known as FATCA (Foreign Account Tax Compliance Act) requires the international banking industry to disclose more and more information to the US authorities. This is largely a mapping exercise to help the US authorities find global assets that it will apply a tax to in some form or another. Given the rising pressure on government finances (government debt-to-GDP is globally high and getting higher), we should expect other countries to follow the US in adopting similar laws to effectively gather such information so that they can more easily apply taxation to their citizens’ wealth. The Russian Ministry of Finance has adopted similar approaches to tax undistributed profits of offshore assets controlled by Russians. Many other European countries are moving in the same direction. The banking industry, being globally regulated, has complied with these global reporting obligations, which has meant that within the industry, compliance, legal, and software/infrastructure investments are expanding significantly.

Information gathering costs are on the rise. Now, with secrecy a thing of the past, clients basically take the view that their assets are likely to be disclosed wherever they are, so they shop for a banking platform based on the value propositions of investment performance, efficiency in execution costs, service quality, customisation capabilities, and the safety/credibility of the institution and the jurisdiction in which it resides. Institutions that have the financial capacity to invest in the software and infrastructure to deliver better tools and embrace this new era of full transparency to their clients will continue to gain market share. Those that do not will lose their share.

Margin pressure for advisors
As a result of the diffusion of financial information globally (and tools for financial analysis), the wealth holder is empowered, but at the same time confused and overwhelmed like never before. This means that the old structure of the industry of intermediaries is under pressure.

Financial intermediaries used to exist because they possessed scale advantages in buying information and acquiring talent to interpret that financial information. Now, more and more clients are attempting to pick their own mutual funds, stocks, bonds, and ETFs without direct guidance from a professional financial planner. Many trading platforms offer sophisticated trading tools to small investors with as little as $5,000 in their account, and offer trading for $8 per trade. A majority of ‘day traders’ actually fail to grow capital and end up chasing hot momentum stocks based on CNBC reports, tips, tweets, and social velocity indicators only to find out that this approach is actually much more expensive than $8 per trade.

That said, the abundance of advice offered in digital channels means that old-fashioned advice is not something that many wealth holders want to pay for simply because this advice, in general, appears to be freely available. This change means that advisors need to be even more aware of their clients’ needs on a holistic level, by listening and understanding them better than ever before. Those advisors who can bring differentiated, tailored advice to clients and use technology to customise solutions will make gains.

Customisation of investment solutions
The one size fits all model is losing its edge. Large financial intermediaries need scalable solutions to apply universally to their client bases in order to have an impact on their own bottom line. Tailor made solutions are labour intensive and difficult to manage, as each one requires attentive professional service in the beginning and on an ongoing basis. Technology is enabling this to occur more effectively on smaller account sizes. Smaller private banking boutiques are gaining a natural advantage from being able to avoid mass-market solutions and apply creative service to a more focused set of clients. Those smaller banks/wealth managers staying true to customising, adopting, and using technology and tools in collaboration with clients will succeed in establishing strong and loyal client bases.

At the end of the day, the wealth management industry is still going to be driven by what drives all service-oriented businesses: trust. Trust is built on transparency, honesty, mutual respect, dedicated and talented employees, and ultimately sustainable and reliable performance. Reliable performance requires a sophisticated organisation that can interpret the complexity of dynamic global trends and apply this top-down judgement in recognition of bottom-up client needs and objectives. A client-centric mentality that is also profitable for wealth manager is crucial, because there is a requirement to continually invest in tools, technology, and human capital to enhance long-term client performance and satisfaction.

What do the G20’s international accounting standards mean for corporations? Intercorp Group advises

Developing international accounting standards has been a task taken on by the G20 group, but how far has it come and what are the other developments that are on the horizon? World Finance speaks to Leonardo Braune, Managing Partner at Intercorp Group – a high level consulting firm specialising in tax, estate planning and fiduciary structures – to discuss.

World Finance: Now what do you Leonardo, make of the G20’s recent moves?

Leonardo Braune: It’s a natural trend worldwide because basically, by harmonising the accounting standards it becomes easier to compare company figures and facilitate the transactions that take place globally.

So it’s a must. The languages between the different accounting balance sheets and the different processes must be harmonised. So that with the global transactions and M&A transactions that are happening so far will be very important to do that.

The languages between the different accounting balance sheets and the different processes must be harmonised

World Finance: So Leonardo, is it hard for a company to move its operations offshore?

Leonardo Braune: Today it’s extremely hard and part of what we do at Intercorp is try to facilitate and clarify the particular issues that need to be addressed, before making that happen.

This is the type of move that you cannot learn as you go, because the costs can be tremendous. And understanding the synergy between the international legislation, the country you are focusing on, and the current one is very important. Looking at the tax aspects, the regulatory aspects and making sure what you have interpreted initially as the plan, actually follows up as it should.

World Finance: Now, what type of businesses are you helping to make international entities?

Leonardo Braune: Well right now, there’s a lot of service companies, in many industries, in the distributing segment that want to expand. The truth is, Brazilian businessmen and businesses in general, are trying to expand their operations to somehow get a piece of the global market.

Initially the plan comes up establishing the company oversees, picking the right market, understanding exactly the opportunities. And then the challenges come along with it; which is how to maintain tax efficiency, making sure that the regulatory aspects are followed. And basically making sure everything that was initially thought-out, is followed through.

World Finance: So as a follow up to that, can you tell me how international tax regulation has helped or hindered a company’s success overseas?

Leonardo Braune: Well the truth is, with the current trend of trying to harmonise the standards, this has become a little easier. Because now you have treaties in place and you have measures that have been taken, by many of the governments, to try to facilitate the process of receiving investment from overseas.

So what we see is currently most of the countries, and you can take the example of the UK, where there is a lot of media focus on shifting the businesses to the UK, because the legislation is good and because the tax system is fine. So this is happening everywhere, and basically that facilitates the process and enables different companies – especially companies from what was called initially emerging markets – to actually expand and establish themselves on a more global presence.

So the main point we have really, is trying to avoid paying double tax

World Finance: So can you tell me about some of the key issues that your international clientele face, in terms of taxation?

Leonardo Braune: Clients don’t like to pay tax; nobody does. So the main point we have really, is trying to avoid paying double tax, because you have tax at your home country where you established, and you obviously have to deal with the taxes in the countries where you are establishing your new business. Making sure that credits are allowed, and that you are not going to be double taxed on a particular transaction, is very important. So that is one of the issues.

Obviously the other issue has to do with the fact of them trying to see if there’s a way they can get their dividends back, in return of their investment, tax free. One of the main mistakes that we see in these types of analyses, is that the investment is up front and the plans look proper, but they forget to take into account the net impact once all those taxes are taken into consideration.

Getting to that level of detail requires local expertise in multiple jurisdictions. What we do, really, is try to consolidate all of that into one simple strategy that fits the current business plan.

World Finance: Starbucks’ European head office was of course in the news recently, for depressing the group’s tax bills around the continent. Now the company had to move its headquarters to London, following federal tax reforms – what do you make of this company move?

Leonardo Braune: That’s something that we have actually seen quite a few companies evaluating. Obviously to make that decision, and to implement it takes a long process. But the main reason why this is happening probably has to do with tax and the tax efficiency that London has implemented.

The truth is that the UK today has one of the lowest corporate tax rates at 21 percent, versus most countries which are in the high 30s. That in itself demonstrates that the company is also seeking efficiency from a tax stand point. But I don’t think that’s the only reason why they did that. The UK has a regulatory system that’s very efficient; the legal system is very fair and developed when compared to other countries.

The UK has a regulatory system that’s very efficient; the legal system is very fair and developed when compared to other countries

So by having its headquarters here, they may also be trying to take advantage of the London courts, in case of any disputes or anything. And it’s the system that sort of tries to filter away discussions and implementation of certain aspects, which aren’t necessarily as fair as they would be in other countries.

So it’s a combination of security, financial stability, tax regulations and also a legal system that you can rely on. And I guess that’s part of the reason you end up choosing to move your headquarters to a particular location, based on these different things.

World Finance: Leonardo, it sounds like you would advise a similar type of move to one of your clients?

Leonardo Braune: Yes I have advised many of my clients to do that. And not only as individuals, because the UK tax system is also very friendly for foreigners who want to establish themselves here. There is a system called UK resident non-domiciled, which has been very helpful for a lot of individuals who have established themselves outside of the UK, and also their companies and their businesses. So yes, we do quite a bit of work involving the UK as a new home for some of the families we assist.

World Finance: Leonardo, so interesting to talk to you today – thank you so much for joining us.

Leonardo Braune: Thank you so much.

A look at the Ruia brothers’ takeover of Essar Energy

When the Ruia brothers decided to delist Essar Energy from the London Stock Exchange, they must have known it would be a long and arduous process. Hostile takeovers are seldom straightforward, but if there ever was a team up for the challenge, the billionaire brothers were it.

The Ruia family retained a controlling share of Essar Energy – India’s second-largest power generation company – when they listed it on the London Stock Exchange in 2010. From the beginning of 2014, it became apparent that the brothers would aggressively pursue the acquisition of the Essar Energy share they didn’t already own, with the view of delisting the company altogether.

Shashi and Ravi, the two brothers who founded and continue to head the Essar Group, have been at the helm of the conglomerate since its inception in 1969, but since listing the energy arm of the business, their leadership has been fraught with contention. Troubles started with the IPO in 2010, when Essar Energy debuted with the worst performance in eight years. At the time, the bothers retained 72 percent of the shares through their investment vehicle Essar Global Fund (EGFL). For some time, the brothers had been campaigning with the minority shareholders to delist Essar Energy, but when their plan was met with resistance, they did not hesitate and moved for a hostile share acquisition.

Essar Energy has struggled over the past few months from a combination of industry-wide low prices and “operational and Indian macroeconomic challenges”. Due to production constraints in oil refining, activities have taken a hit, and to add insult to injury, one of its UK refineries was hit by fire, slowing production to a crawl. Essar Group is also not in the finest financial health, with soaring debt and struggling assets in iron ore. “Such snapshots are an unfair measure of the health of industrial groups, given they show just the cost of investments, not the future income from these investments,” the company said in a statement in 2007 when its debt started spiralling out of control.

Essar’s global presence

Steel

14m tonnes

annual capacity

Energy

$12bn

assets in power and oil

infrastructure

40

years of development

telecoms

1m +

subscribers

Source: The Essar Group

Difficult conditions
At the time of their original offer, shares in Essar Energy had plummeted to about half of what they were worth just one year before. Taking advantage of poor confidence in the markets and the bad luck which had engulfed the firm, the Ruia brothers made their move. EGFL offered a premium of 17 percent on the shares the brothers didn’t already own. At 60p per share, this marked their value at 70.2p each. Despite forecasts which predicted Essar Energy would remain in the red for at least another year, it was still considered a low-ball offer and an indication of strong-arm tactics. After the first offer was made, an independent panel made up of five advisors concluded that the bid “clearly undervalues the company and its long-term growth prospects.” However, within a couple of weeks, and with deadlines for the deal on the verge of expiring, the independent directors were forced to reconsider and “reluctantly” recommended that the minority shareholders accept the offer. At 70p a share, the buyout will be worth £900m – well short of the £1.3bn raised by the IPO four years ago. When the deal goes through, the Ruia brothers will have made a tidy half a billion pounds.

“Despite our view on the valuation, because the shares offer is now wholly unconditional, Essar Energy shareholders who do not accept the offer will be faced with the risks and uncertainties associated with delisting, re-registration and refinancing,” said the independent advisors in a statement. “Reluctantly, the independent committee therefore believes that Essar Energy shareholders should seriously consider accepting the shares offer.”

There has been little detail about what the Ruia brothers plan on doing with Essar Energy, apart from a promise to invest an unspecified amount on Essar Petroleum. There is very little question about the need to spend some money on the loss-making company, especially since the fire in the Stanlow refinery in the UK – one of the company’s biggest oil assets – harmed its production output. Though initially Essar Energy stated improvements would be made at the refinery, it now appears as though the group will actually sell it on, parting with yet another valuable asset.

As of the start of June, the Ruia family had raised its stake in Essar Energy from 72 percent at the time of its IPO to a near complete 99.11 percent of shares. According to the Financial Conduct Authority’s regulations on the matter, majority shareholders only need an 80 percent stake in order to start delisting proceedings. EGFL has already submitted a request to take the company back into private ownership.

The deal has been almost universally criticised, and some shareholders have even attempted to use legal challenges to bring it to a halt. In the end though, EGLF succeeded in persuading the independent board to recommend minority shareholders accept the Ruia’s offer. When the brothers insinuated that they would proceed with the delisting by hook or by crook, many of the minority shareholders were weary of a fight and chose to settle instead. Philip Aiken, Chairman of the Independent Committee of Directors was forced to concede defeat: “The UK listing rules are such that there’s not a lot of things you can do.”

Keeping business personal
Those familiar with the Ruia brothers’ history would not be surprised to see the brothers deploy such ruthless tactics. Shashi, the eldest, has relentlessly worked on his father’s construction business since 1965, and along with younger brother Ravi, had the foresight to invest in infrastructure. By 1976 the brothers had developed the company so far it was incorporated as Essar Construction – a name derived from the phonetics of each brother’s initial S and R.

In the decades since, the two have led Essar through a series of successful ventures, breaking into the oil and gas, shipping, power and telecoms markets to become a revered conglomerate. It takes pure courage and ambition to break into industries traditionally controlled by the public sector in India, but the brothers did it with aplomb. Today, the Essar Group functions as a highly diversified series of incorporated companies, operating in Asia, Europe, Africa and North America, employing over 75,000 workers.

The Essar Group has been instrumental in the making of modern India, and Shashi is often referred to as one of the country’s architects. Today, the Ruia brothers are the richest people in India according to Forbes, though it has not always been a smooth ride. In 2011, Ravi was charged with criminal conspiracy and cheating by India’s Criminal Bureau of Investigation after a month-long inquiry into corrupt deals in the country’s telecoms industry. The court case is still ongoing, but Ravi and his nephew Anshuman Ruia – also accused – have vehemently denied any wrongdoing, and are considering legal action of their own over the allegations.

Essar Group has been largely unharmed by the court case against Ravi, and hasn’t taken action to distance itself from the accused who remains vice-chairman of the board. At the time the company said: “Essar Group is a responsible and corporate citizen and has always complied with all governmental guidelines and the law of the land.” The criminal charges are, unsurprisingly, not a good omen for the Ruia family, and when taken in conjunction with the ruthlessness with which they conducted the recent Essar Energy deal, things begin to look quite alarming. There is absolutely nothing wrong with the pursuit of the shares, yet the sheer ruthlessness and pressure exercised by the brothers in the process was questionable. Although Ravi is still far from being convicted of any wrongdoing, a number of red flags are being raised about how far the Ruias are willing to go to achieve their ends.

Gazprom Neft: as Russia adjusts its corporate law, companies must adapt

A country’s investment climate generally depends on the prevailing standard of corporate governance. Understanding this, Russian blue chips (particularly in the energy sector) are continually improving the quality of their corporate governance. Gazprom Neft is recognised as one Russia’s leading companies, winning the World Finance’s Best Corporate Governance in Russia award in 2014, as well as various domestic and international awards for investor relations and transparency, throughout 2013. In 2014, the company expects to amend the governing documents of around 200 of its subsidiaries to ensure payment of dividends is consistent with international best practice, and to continue the ongoing development of new corporate policies and procedures.

Russian corporate law is currently undergoing material changes as part of the phased updating of the Civil Code of the Russian Federation and the subsequent revisions to basic regulations. These changes are providing companies with opportunities to create internal corporate structures, develop corporate agreements and restructure their organisations.

Companies are expected to provide greater insight into their corporate governance systems and practices

In the last two years, all institutions operating in the financial markets have been reorganised significantly: the central bank has been appointed as the national mega financial regulator, a central depositary has been created and stock exchanges have been merged. These changes are part of a general trend to centralise financial and stock exchange infrastructures. The ‘mega regulation’ of Russia’s financial markets is welcome for many reasons, the fundamental one being its high level of systemic risk. Today, 90 percent of Russia’s largest financial companies (by asset value) are owned by other financial holding companies, which means that risks are transferred within their own holdings, creating and increasing systemic risk.

New powers
Mega regulators, in one shape or another, exist in over 55 countries, with 13 countries appointing their central banks to fulfil this function. The idea of a mega regulator in Russia has been in discussion for the past seven years and, in autumn 2013, the Central Bank of Russia was granted legal powers to regulate, control and supervise financial markets. The Bank of Russia was also authorised to protect the legal interests of shareholders and stakeholders in the areas of mandatory pension insurance, savings accounts and private pension funds.

At virtually the same time as the mega regulator was set up, the Russian securities trader – Moscow Exchange – reformed its listing rules, aligning the regulation of the securities market to international best practices in order to protect the rights and interests of investors. One of the reform’s main objectives was to simplify the structure of the securities list (there are now three sections instead of six), widen the criteria for List A companies (to enable traditional institutional investors to invest in a greater number of companies), stabilise the list of quoted companies (to prevent numerous revisions to the portfolios of institutional investors), and introduce an expert body to evaluate compliance with the rules and regulations.

Another significant event for the Russian securities market was the setting up of the Central Depositary, widely regarded as an essential element of any modern and competitive exchange infrastructure. Due to the exclusive rights enjoyed by the Central Depositary to carry out functions for nominal holders in the issuer’s securities register, conditions have been created in Russia that prevent the anonymous transactions of securities and minimise the risk of unaccounted share ownership.

Legal entities
On September 1, 2014, changes will be made to the Civil Code of the Russian Federation that will have a fundamental impact on corporate law – these relate to the status and operating proceedings of legal entities.

A key change will be made to open and closed joint stock companies of the Russian Federation. These legal entities will be replaced by ‘public joint stock companies’, the shares of which will be able to be traded openly on the exchange. All other companies, which do not meet this public trading criterion, will be deemed ‘non-public’. Public companies will be subject to strict requirements in relation to information disclosure and their management structure. However, these requirements will be compensated by the ability of these entities to attract investment in the public market. The Civil Code also provides for the right of a company to waive its public status subject to certain conditions, including the withdrawal of company shares from the exchange.

Another important modification of the Civil Code relates to the granting of powers to a sole executive body, to several persons acting jointly or to several sole executive bodies acting independently. Such persons can be both individual and legal entities.

Since January 1, 2014, a new procedure for the payment of dividends to company shareholders has been in force. A mandatory requirement has been introduced which calls for dividend payment terms (amount, form of payment, procedure of payment in kind) to be determined by resolution at the general meeting of shareholders. At that meeting the dividend record date is set (at the sole recommendation of the board of directors) and shall occur within no more than 20 days and no less than 10 days from the date of the resolution being passed (for shares in circulation). This represents a significant reduction in the timing of dividend payments – from an obligation to pay within 60 days, following the date of the resolution, to a maximum of 25 business days from the closing date of the shareholder register.

Procedures relating to delayed shareholder dividend payments have also been clarified. The shareholder can make a claim on a dividend payment up to three years from the date when the resolution for its payment was passed. Beyond three years, all declared and unclaimed dividends are to be recovered from the company’s retained profits and the obligation to pay such dividends ends.

Dividend payments
Legal changes to dividend payments have resulted in a material modification to the procedure for the payment of dividends to the holders of depositary receipts in Russian companies. In order to receive tax benefits, a company now has to disclose information about its beneficiary. Payments to beneficiaries who do not disclose this information will be subject to the 30 percent tax rate. The amount of tax charged to the beneficiary depends on the requirement to disclose the necessary information and also the existence of the Double Taxation Agreement between the beneficiary’s country of the residence and the Russian Federation.

Within three years of the dividend payment date, Russia’s supervisory agencies will have the right to audit the information disclosed by beneficiaries who have received tax benefits. According to the law, custodians are required to appoint tax agents who will bear legal responsibility for any incorrect withholding of taxes on the basis of wrong or incorrect information. Banks and brokers, as well as owners of depositary receipts applying for or obtaining any kind of tax benefits, will need to log and retain all related documentation and ensure their agents against any liability or losses.

In February 2014, the Government of the Russian Federation approved a Code of Corporate Governance for Russian companies, positioning it as a document that not only sets out the highest standards to protect shareholder rights and practical guidance to achieve this, but also one that will improve the long-term and sustainable development of corporate governance.

An important feature of the code is that it comes in two parts. The first part describes the basic principles of corporate governance; the second part contains detailed recommendations to facilitate the practical implementation of these principles, describing for example particular approaches and tools for the provision of information.

Companies are expected to provide greater insight into their corporate governance systems and practices. In particular, they will be required to list the principles and recommendations contained in the code with which they comply, or explain why they fail to do so. The Bank of Russia plans to publish its first report on the application of the principles and recommendations set out in the code by Russian public companies in 2015, based on information available in annual reports.

Full disclosure
The code draws attention to the need for simultaneous and consistent disclosure of information in Russia and abroad. This poses a challenge in the Russian Federation, since companies often delay the disclosure of important information to Russian investors. Or, if they publish information at home and abroad at the same time, there is often a discrepancy in the information provided with, for example, more detailed information often being given in English abroad (for example, in the form of a press release), whereas only basic facts are disclosed in Russia.

Another code principle, which could also present a compliance issue in Russia, is the readiness of companies to disclose balanced information about the company, i.e. not only positive, but also negative information. The code states: “A company shall not avoid disclosing any negative information about itself.”

As part of its ‘optional programme’, the code recommends that companies hold regular investment presentations with management including, for example, teleconferences and webcasts. In particular, it recommends the possibility of holding such events to coincide with the presentation of quarterly reports or the publication of strategic plans or other large investment projects. Regular meetings with analysts are also recommended.

This year, material changes have been made to the legal regulation of relations between corporate entities and the Russian Federation’s securities market to improve corporate law and to promote the protection of shareholder rights. Further changes will be made to requirements in relation to information disclosure, joint stock companies and securities by the end of this year. As a result, companies will have much to do to integrate these changes into their internal documents, organisational structure and corporate procedures.

Asia’s strong fundamentals make it ideal for investment, says Legg Mason

A range of new opportunities has arisen in Asia for asset managers seeking to diversify their offerings and expand upon their global footprint. However, while the region promises a number of new investment opportunities and boasts strong economic fundamentals, it is not without its fair share of challenges. “You have to understand that Asia is the fastest growing region relative to others in the world, whether you’re talking about the US, Europe or even Japan,” says Lennie Lim, Managing Director and Regional Head of Legg Mason’s Asia distribution business.

“There is a tremendous amount of wealth being created here, given the strong economies of Asian countries, given the customarily high savings rates of inhabitants, and – not least – given the sheer size of the population.” The continent’s strong fundamentals, coupled with an increasingly influential investment climate, means that enterprising investment managers are now beginning to see Asia as a region rich with fresh opportunities and the potential to carry on giving far into the future.

“These factors have given rise to one of the largest number of high net worth individuals worldwide [see Fig. 1]. So if you look at it from a Legg Mason perspective, this gives us considerably good growth opportunities to expand our business. On top of that, it provides Legg Mason with diversity, in terms of a revenue base as well as a different client base,” says Lim.

Developments in Asia have seen global asset managers like Legg Mason gain a solid footing in the market, and adapt their products and services in what ways they can to better accommodate for clients. “From an investment managers point of view, Asia’s economy and the increased weight it has on the world stage will have an extreme effect on global benchmarks. What’s more, the weightage looks like it’s only going to increase, and therefore, the relevance – in terms of managing Asian assets – increases its importance over time,” says Lim. “One piece of advice that my father used to give to me as a child was: ‘whoever pays the piper calls the tune’. And to my earlier point about the tremendous amount of wealth being created in Asia, I think that it is important for asset managers to be very client focused and to understand the needs of Asian investors.”

Developments in Asia have seen global asset managers like Legg Mason gain a solid footing in the market

Large-scale personalisation
Originally founded in Baltimore, Maryland in 1899, Legg Mason has expanded upon its humble beginnings from over 100 years ago and has since become one of the largest asset management firms worldwide. Now serving individual and institutional clients across six continents, as of April 2014 the firm controlled $673bn in assets, and cemented its place in the top 20 asset managers in the world, measured by assets under management.

“Legg Mason is a global asset management company, and I think the diversity we have seen in Asia shows that we not only need to be global, but that we also need to be local,” says Lim. “When I say local, I mean that we need to have that local touch in many Asian countries.” After years of steady growth, Legg Mason’s Asian operations are well positioned to expand upon the firm’s already impressive asset base by offering a diversified range of cross border and locally domiciled mutual funds.

Although the mix of markets in Asia means there is a great deal of diversity on offer for asset managers, it’s crucial that firms take pains to better understand the individual quirks of clients in often very different countries. “It is very, very important for us to really understand our clients’ needs in each of the countries we operate, and to be able to provide that local touch,” says Lim. “What I mean by this is really developing a very customised way of reaching out to them, be it through media, micro sites, updates or training, and by providing market materials personalised to them.”

Central to Legg Mason’s commitment to client centricity is a unique business model that puts clients front and centre in all it does. Instead of being one single, uniform entity, the firm is made up of a network of wholly owned investment managers. “I think Legg Mason is very unique in our multi affiliate model, in that we have really first in class managers who operate very independently,” says Lim. “We like this because we have very good investment teams and have demonstrated an ability to deliver superior performance in the different asset management classes as a result. Where I come in is really to provide the mutual fund distribution across the different affiliates we have. This means there is a single point of contact between the client and their chosen asset manager.”

Source: Capgemini Lorenz Curve Analysis 2013
Source: Capgemini Lorenz Curve Analysis 2013

The model also aids in differentiating Legg Mason’s products and services from others on offer in the region, and shows good faith in the firms it has acquired. By permitting each of its affiliate firms to act with complete investment autonomy and with an unaltered culture, Legg Mason can revert to whatever affiliate it believes is most suited to the task at hand. “I like to develop what I call a true partnership with my mutual fund distributors, and to me a true partnership means being a strategic partner, as well as being a partner of choice for them, and for me, a partner of focus. As a whole we want to understand clearly the depth of our partner’s product range and the solutions that they’re trying to offer to clients. Our close partnership with distributors allows us to fill gaps within their investment offering with products in which we have demonstrated superior investment performance.”

Issues in Asia
Although Asia presents a number of opportunities for asset managers, there are still a number of hurdles for firms to overcome first before they’re in a position to reap the rewards. For one, the Federal Reserve’s taper talk last year and the consequences it brought for emerging markets has cemented a real sense of anxiety, and many have come to fear the repercussions of a high interest environment should it come to pass.

What’s more, opportunities to create collective investment schemes from country-to-country across Asia are still relatively limited. Nonetheless, the pass-porting of funds marks a significant development for Asian markets, although the process is still some way from its full potential. “I think the most recent, significant change has been the pass-porting of funds between countries, which began most notably with a mutual recognition between China and Hong Kong,” says Lim. “After this initial partnership began there have been further instances of pass-porting funds between other Asian countries, and now there is the distinct possibility that other countries such as Japan could join into such passport arrangements.”

Provided policymakers can patch together a workable system, funds will be able to flow more freely between Asian countries, and the barriers for some asset management firms such as Legg Mason will begin to lift. With a bigger pool of assets to choose from and an improved upon total expense ratio, the benefits of an Asean scheme for fund managers are clear. Succeeding in Asian markets amounts to much more than playing the waiting game, however, and asks that firms adapt to ways they can to meet the ever-changing demands of the continent. Not content with a unique business model and a distinct focus on local concerns, Legg Mason has taken strides to make headway in whatever markets the company can.

“Since the acquisition of Citigroup Asset Management at the end of 2005, we have been very successful in growing our business in Singapore, Hong Kong and Taiwan,” says Lim, speaking on the firm’s most impressive gains in Asia. “We have been able to really broaden our existing business in Hong Kong and Taiwan. Specifically in Taiwan, we are looking at a new overseas business unit policy that the Taiwanese regulators have set up, which will create opportunities in the private banking space. We are also increasing our focus on the private banking hubs in Singapore and Hong Kong, which is the traditional base for private banking business in Asia.”

Clearly Asia is an influential player in the international development of investment trends, though what’s just as clear is that asset management firms must constantly adjust their strategy if they are to keep up with the rapid pace of change. “The mix of markets in Asia means they are a lot more dynamic,” says Lim, and for firms to succeed in much the same way Legg Mason has done, they must mirror the asset manager’s local focus and flexibility.

UAE has become an ‘investment nirvana’: Emirates NBD Asset Management on growth in the region

Official data shows that the United Arab Emirates’ economy has turned around with a strong rebound in profitability and growth. World Finance speaks to David Marshall, Senior Executive Officer at Emirates NBD Asset Management, to discuss how the financial services industry, focusing on asset management, is growing in the region and beyond.

World Finance: Well David, Emirates NBD Asset Management is the largest banking group in the UAE in terms of assets, so what does the investment landscape in the region look like?

David Marshall: To answer that I would probably go back about three years, when dock markets and bond prices were really depressed after the global financial crisis. Then obviously we had the Arab Spring, which further depressed prices.

At the backdrop of that of course, economic growth was coming through; the green shoots were coming through. Government finances were improving, corporate profitability was improving, and we were starting to see strong performance. So you had that kind of investment nirvana, strong growth, strong performance and cheap prices.

[W]e’ve seen a re-rating that’s attracted investors’ interest

Since then we’ve seen a re-rating that’s attracted investors’ interest; a lot of international investors are now interested in the region. For me the game changer was of course last year, with the upgrade from Frontier to MSCI status of the UAE in Qatar. And that really forced international investors from being interested, to making significant allocations.

On the debt side, we’ve seen a real improvement on the debt prices. Borrowers were really shut out of lending from traditional sources, which was the banking sector in the Middle East. So since then they’ve tapped the capital markets. You had really attractive borrowers looking to raise money at attractive yields, and again there’s been a re-rating there. So we’ve seen, since the crisis, CES coming from around the 940/950 levels down to 150 today.

World Finance: What investment trends are prominent in the region?

David Marshall: The most obvious one I guess would be in financial services, where we are seeing a continuation of the recovery. Again like most parts of the world, banks were under strain after 2008-9; balance sheets were largely impaired. You had loan-to-deposit ratios in some cases of up to 130 percent, so you had 130 percent of loans and only 100 percent of liability. So that was clearly going to inhibit loan growth.

Obviously some of those loans also went bad, so you had provisioning and impairments. Now we are moving through that cycle, so you are seeing underlying operating profits are very very strong. We think that will therefore come through when provisioning stops, which we think will happen probably sometime in the second half of 2015.

Geographically I think there are some interesting trends as well. Countries like Egypt, which obviously has been under political and social strain. Economically we think that’s going to move through. We’ve got the elections that have just been completed. We think that’s going to put confidence back into the region, and we expect foreign direct investment to improve; that will spur CAPEX and investment.

So we started making investments there last year defensively: utilities, and telecom companies. Now we are moving to play cyclical, so construction, real estate, and more investment banking themes. The big one I guess though would be Saudi. That’s the untapped market, the one that all investors want to get into. It’s still expensive; you can only do it through derivatives or indirect access. I think if that opens up that would again spur huge foreign investor interest.

World Finance: Well sharia-compliant investing is becoming prominent worldwide – how are you responding to this?

David Marshall: For us it’s always been a really big part of our business. About 30 percent of our assets are run on a sharia-compliant basis, so north of USD 700m of our USD 2.5bn we run is Islamic. We’re seeing people starting to tap into that. Even the UK government look into issuing a sukuk, they are looking to tap that investor base.

For me it’s all about investor demand. We’re in the Middle East – if you want to attract assets from say Saudi, UAE, Oman, even further afield like Malaysia or Brunei – they have sharia-compliant products and services that are a key part of that.

From an investor base, what we’re seeing is a lot of interest in sukuk – very very attractive asset class, which can sit on the balance sheets and clip out income – so it can optimise balance sheets, sharia-compliant real estate and cash.

World Finance: The Middle East has traditionally been an exporter of capital of the world – do you see similar interest in MENA investments from your international clients?

David Marshall: I think that’s changed again, dramatically in the last 18 months. Three years ago we were peaking to international investors about allocating to the region.

We are seeing sovereign wealth fund interest incoming to the region

As I mentioned stock prices were depressed, we thought it was a great entry point. To be frank they weren’t ready; we were too early. I think there was too much investment risk for them, there was too much business risk and I think possibly at the individual level, too much personal risk. So they weren’t ready to allocate then, but I think they are very much ready to allocate now. We are seeing sovereign wealth fund interest incoming to the region.

We are also seeing the emerging market asset allocators having to buy now, because of that upgrade that I mentioned earlier. I think on a macro-level there are also reasons why investors are interested in the region. If you look, emerging markets have really been in the doldrums for the last year to two years. And that has been driven by currency weakness, weak fiscal and current accounts on the side of the governments, and really slow growth.

We don’t have any of those problems in the Middle East. We have largely dollar-pegged assets. We have strong growth driven by a high oil price. And that is really going to make a nice diversification play for those emerging market managers.

World Finance: What trends to do you see impacting the asset management industry in the coming years, and with tighter regulation – how do you see that impacting the industry?

David Marshall: Regulation is an increasing part of what we do. There are some trends that I think are going to help us. We are seeing trends towards outsourcing. We are seeing companies who have sat on assets for years maybe on the balance sheet, and are now outsourcing that to a professional manager. That’s a great thing for us obviously; we want to capture some of that.

But from the regulation type, you can’t escape it. You know, we have a regulator in Dubai, we have one in Jersey where we have a fund base, we have one in Luxembourg; anywhere we want to sell funds we have to get approval from a host regulator. You can’t get round that.

Regulators are increasing the capital requirement to make sure that the financial service providers themselves are strong. That of course is leading to consolidation in our market, both in insurance sector, banking sector and asset management sector. So as we have seen probably in the UK and Europe, I think the smaller businesses will probably be consolidated or merged with some of their counter parts.

World Finance: Well finally, how are you positioning your business in the future?

David Marshall: We have grown our assets by about 100 percent in the last two years. For me it’s less about the amount we have grown; it’s about the way we have grown.

We have grown our assets by about 100 percent in the last two years

We are looking to diversify our product range, we are looking to make sure that we reduce on the cyclicality of the shareholder, and for our investors. So we can offer products from real estate to fixed-income liquid equities; that’s what I want to do.

I want to achieve a diversified product set. Also, I want to broaden our investor base. The market there was very strong on a wholesale basis. I see a lot of growth in institutional investors. So you are seeing pension funds, regional and international. We have seen a growth in the civil service allocation, banks looking to allocate as well.

Finally, that international flavour. For me, it’s largely untapped. We have only just begun that process. We have just launched our platform in Luxembourg, which was last year; we are looking to expand that aggressively. So as we move to Europe, Asia and perhaps even further afield, I think that’s where we’ll see strong growth in the future.

World Finance: David, thank you.

David Marshall: Thank you.

Volcker addresses corruption at International Bar Association conference 2013

“I wondered about how a semi-retired financial guy like me is equipped to keynote an expert panel on corruption and the rule of law, but then, as I thought of the developments in the financial world recently, maybe it’s obvious that I have a certain expertise.

For a long time I have been deeply concerned about the corrosive effects of corruption, both upon nations struggling to emerge economically, and upon the effectiveness of key financial institutions, and I include in that the United Nations itself.

These days, I don’t have to look elsewhere for evidence of the debilitating impact of corruption, perceived and real, in eroding trust in government processes. It’s also true with other relatively rich economies, presumably long imbued with the importance of the rule of law.

[W]idespread corruption makes strong rule of law an impossible dream

Vision, execution, hallucination
I recently undertook the initiative for a new institute that’s come to be known as the Volcker Alliance. The central idea is to focus attention by practitioners, academics, the political class and public at large on the need for effective and efficient ‘implementation’ of public policies. I emphasise the word ‘implementation’. There’s plenty of debate about what governments ought to do on grand policy, but the whole subject of management and administration seems to be in disarray and neglected. I ran across an apt quotation from Thomas Edison. It says ‘vision without execution is a hallucination’. Too often, it shows up in poor performance; it feeds the sense that government can’t be trusted.

At the first meeting of the Alliance, the conviction was strongly expressed that corruption had become the central issue of governance. It called for priority attention. I readily agreed, so it was natural to place that issue front and centre in a conference that the Alliance convened in Salzburg. We had some 40 attendees, drawn from government, universities and international institutions. Collectively, those attending reflected the concerns of both well developed and emerging economies in the effective implementation of public policies.

Yet, somewhat to my surprise, there were also strong warnings against committing investment of our limited financial and intellectual resources to the fight against corruption. It wasn’t because the issue was considered unimportant – to the contrary. The sense was widely shared that corruption was becoming more intractable, more pervasive, not less.

Breakdown in trust
You are no doubt familiar with the estimates that corruption might sometimes add 30 percent or more to the cost of contracts and implementing internationally financed projects. There is evidence that funds, for a significant number of international and national assistance programmes, are simply wasted. The adverse consequences are not simply the direct financial losses and inefficiencies involved, but a breakdown in the sense of trust essential to effective democratic, or for that matter, any government.

It’s worth noting that the two nations with the largest populations located side-by-side in Asia, one a turbulent democracy, the other a one-party state, are both riled by corruption. In both cases, it threatens their ability to sustain rapid growth as well as political stability.

So it was not the relevance, but the size of the challenge that seemed forbidding. The extent and nature of the problem, deeply embedded in national habits, often supported by local business and financial interests, in some cases tied into the production and distribution of drugs. It is of course these considerations that raise questions about the rule of law. Corruption cannot be combated successfully without a strong commitment to the rule of law. That’s a matter of prime significance for lawyers in their professional organisations, not for a tiny new institute, however ambitious, with a number of more manageable priorities.

Weak rule of law and perceived corruption is closely associated with stunted economic development, presents seemingly pervasive obstacles to an escape from poverty, and is accompanied by an absence of human rights. More positively, with a tradition of the rule of law, with relative freedom from corruption, confidence in government booms. So I’m not ready for the Volcker Alliance to abdicate. The relevant question for us is identifying, at the margin, where we can gain a better leverage.

Defining corruption
Are our schools of public policy paying attention to the need for education and training in corruption prevention? I might ask the same of our distinguished schools of law: are there promising areas for research that need support? Do reform-minded governments have access to appropriate frameworks and well-tested procedures for preventing and attacking corruption?

As I thought about this panel and what to say, I realised we were faced with some semantic and conceptual confusion. I took refuge in my dictionaries. I found ‘corruption’ is consistently defined as ‘the result of corrupt acts’. It didn’t help me very much. Corrupt actions are principally defined as bribing public officials, but isn’t it more sweeping than that? The definitions then do proceed with words such as ‘immorality’, ‘dishonesty’, ‘lack
of integrity’.

In contrast, ‘rule of law’ – unlike ‘rule of thumb’ – is not defined in my dictionaries. But the word ‘rule’ alone does seem to come close, implying a governing principle embodied in legislation or observed in practice. We add the concepts of consistency and transparency and we come close to the approaches formalised in both the OECD Anti-Bribery Convention, and more broadly, the UN Convention against Corruption.

I have great respect for the continuing efforts of the OECD over more than a decade to develop and enforce national efforts; to outlaw bribery of foreign public officials. Importantly in that case, there are provisions for the act of monitoring of both legislation and enforcement in the 40 signatory nations. That convention follows closely the precedent of the American Foreign Corrupt Practices Act, which became law more than a quarter of a century ago.

The UN Convention is more recent, entering into force in 2005. It now has, nominally anyway, 168 countries as partners. It is, as written, the most comprehensive approach, and extends way beyond criminalising bribery to other corrupt actions and money laundering. Extensive record-keeping and broad codes of conduct for civil servants are required, indeed in requiring honourable and proper performance of public functions, I quote, including fair and transparent government procurement systems, the convention comes close to defining the essence of the rule of law.

Avoiding complicity
So where in practice do we stand? At the least, with reasonable clarity, bribery of foreign officials has been outlawed in most countries. The complementary efforts of the World Bank, now increasingly joined by other multi-national institutions, has improved vigilance over the use of their own resources. One result is evident in identification of increased numbers of banks’ contractors engaged in corrupt activity.

A broader change in attitudes has been highlighted by the Siemens case of large-scale bribery, leading not only to huge fines, but to a reversal of the former leniency of the German government towards bribing foreign officials by its companies. But can any of us feel satisfied that such examples are sufficient. They only touch the surface of illicit behaviour. There are many important countries that, in my personal experience, don’t even seem to try. We had the Siemens case in Germany, we had on the other hand, the rather infamous case in Britain, where there were allegations that huge bribes were paid to assure large contracts in a foreign country, and they were not pursued to a definitive conclusion because it was stated in the end there were more important things than the rule of law.

I am certain those international agreements and activities, together with the sporadic evidence of a more aggressive approach by some individual countries, have by no means relieved the sense of frustration and alarm with which I began these remarks. In my own experience, with respect to both the inquiry I chaired into the administration of the Oil for Food programme at the UN, and my subsequent review of World Bank practices, I have been exposed to deep-seated resistance to effective action, even by those most affected international institutions and member nations. It was only in the mid-90s that a brave World Bank president took the position that, and I quote, corruption is a cancer on development. He said that his institution could no longer dodge the issue.

The World Bank and the OECD, both under strong leadership, have come a long way from the old attitude that corruption is ‘not our business’. There is frank recognition that the combination of a weak rule of law and corruption is not only economically debilitating, but threatening the political health of both new and old democracies.

I do not exclude the United States. We think of ourselves as exemplars of the rule of law. We are certainly world champions in the extent of legislation and regulation governing bribery, conflicts of interest, procurement procedures, campaign financing, protection of human rights and most of all, transparency. All of these are ingredients of what some think of as the rule of law. But we still face the sad fact that in the United States itself, only a quarter of Americans believe that corruption is not widespread in our country.

My feeling is that the impression of serious corruption has increased further, a reflection largely of the concern that campaign financing has come to gravely distort the political process.

Should we be satisfied that we live with a really effective rule of law, when the perceived need for heavy campaign spending has come to dominate our political process? We let those financing practices infringe in a very basic way upon the rule of law, with its sense of even-handedness and openness. Does it not breed behaviour that is accomplished by any reasonable definition of corruption?

I made the point earlier that the successful attack on corruption depends upon a strong sense of rule of law, but it’s equally true that widespread corruption makes strong rule of law an impossible dream. But here I am, addressing a prestigious group of lawyers: you carry the full weight of a long respected and honoured tradition. If we fail to maintain an effective rule of law and a strong defence against corruption, two sides of the same coin, then you can hardly escape complicity.”

This year’s IBA Annual Conference will take place in Tokyo, from 19-24 October, and will begin with a keynote address from Japanese Prime Minister Shinzo Abe.

‘New Zealand has one of the strongest growth rates in the developed world’, Harbour Asset Management | Video

New Zealand is known for its idyllic landscapes, but an established investment community is also adding to the country’s curb appeal. World Finance speaks to Andrew Bascand and Jody Kaye of Harbour Asset Management to discuss what opportunities New Zealand offers to investors.

World Finance: Andrew, how have a strong GDP as well as a rising interest rate helped to make New Zealand such an in-demand market for investors?

Andrew Bascand: At over 3.5 percent, New Zealand has one of the strongest growth rates in the developed world, and that growth has translated through to strong fiscal surpluses for the government, and great healthy profits. So if you are a global investor looking into New Zealand, those fundamentals look terrific, they look really strong. And higher interest rates in New Zealand are actually a sign of a balanced economy. Not a stressed economy, or worries about inflation. So you put that all together, we’ve got a very vibrant capital market, with new listings, with strong, real interest rates, and that looks pretty attractive from a global investment perspective.

[W]e’ve got a very vibrant capital market, with new listings, with strong, real interest rates, and that looks pretty attractive from a global investment perspective

World Finance: Jody, can you tell me what some of the improvements that can be made to regulating the corporate environment are?

Jody Kaye: The current regulation of the New Zealand financial services industry has been at probably somewhat of a lower threshold than developed country, global investors would experience within their own jurisdictions. So there is scope for improvement, so New Zealand has been working very hard at rectifying this over the past five years. So, encouragingly, within the Financial Markets Conduct Act 2013, there is a raft of measures that have been introduced to add more rigour to the regulation of New Zealand, and one example of this is now New Zealand managers are required to be licensed. So the managing licensing is being brought up to global best practice standards and focuses on five key things, being: fit and proper in terms of the directors and senior staff, the capability of the investment team, the organisation infrastructure that delivers the services, the financial strength of the company, and the compliance and governance framework that the companies operate within. So the Financial Markets Conduct Act is changing the landscape by mapping out a series of regulatory improvements, all designed to promote confidence when investing, and to New Zealand.

World Finance: So do you both find that there’s a growing contingent of investors turing to New Zealand?

Andrew Bascand: Since the 1980s, when New Zealand had structural market reforms, global investors have been really interested in the New Zealand economy. We’re now three decades later, and we’re still seeing investors attracted by strong GDP growth, by a lack of corruption, by improving standards in terms of investment practices, and by New Zealand’s place in the Pacific Rim. All those things add up to an attractive environment for global investors.

Jody Kaye: Supporting Andrew’s comments that New Zealand does have very strong macro-economic fundamentals which provide global investors with quite a compelling proposition. So we’re visiting Europe once again this year to meet with global investors, who are aware of the sustainable growth within the New Zealand economy and are looking for ways to actually access these opportunities.

World Finance: Now Andrew, many companies of course claim to offer best practices when it comes to ethical investing. What really sets your company apart?

Andrew Bascand: Harbour was a very early signatory to the United Nations Principles for Responsible Investment, and in addition to that, in New Zealand every year, we conduct an annual corporate behaviours survey, and that survey covers the environmental, social, and governance matters related to investing. And it gives us an opportunity to engage with the companies we may invest in, and talk with them about ethical concerns. That engagement, I think, it part of being a responsible fiduciary for your clients’ money.

Harbour was a very early signatory to the United Nations Principles for Responsible Investment

World Finance: Andrew, now let’s talk about the Australasian Equity Fund. Can you tell me, what’s driving its success?

Andrew Bascand: I think at the first instances it’s the sectors that we’re really attracted to. We’re principally a growth investor, and when you look at the world today, let alone New Zealand, there are some significant medium and longer term forces at work. You know that demographics are changing and that it’s a very enduring thing. Not only do we have an ageing population, but we have growing rates of obesity, and a changing nature of where that growth is coming from, it used to be developed world and now it’s Asia principally. In addition, advancing technology, biotech, they’re really important growth areas for investors. On top of that we’ve got some mega-trends in travel, the globalisation of travel, and we’ve got the rise in the consumer in Asia. You package all that together, with still probably enduring low interest rates, and investors can capture those themes in portfolios which I think will run for some time. If you set aside the sectors where we don’t have those things going on, utilities, property, and traditional consumer stocks, I think you’ve got an opportunity to really drive portfolio performance by focusing on where the growth is likely to continue to come from, relative to where growth is going to be just a harder structural thing to occur.

World Finance: Very fascinating indeed, thank you so much for the insight Andrew and Jody.

Jody Kaye: Thank you.

Andrew Bascand: Thanks for the opportunity today.