Software firm Vertex delivers a reality check for real-time tax reporting

In light of recent challenges to multilateral cooperation, global corporations, individual countries and tax administrations are striving to improve their coordination on numerous matters, including indirect taxation. One way to enhance this collaboration is through the implementation of technologies that enable the real-time – or near real-time – reporting of a company’s transaction data to tax administrations in certain jurisdictions. Hungary and Spain have already adopted real-time reporting requirements for transactions subject to value-added tax (VAT), and many more countries could soon follow. At least, that’s what one might believe from the large volume of articles and analysis extolling the rapid rise of real-time reporting.

In reality, though, the implementation of instantaneous transaction reporting has not been as widespread – nor as genuinely real-time – as initially predicted. There exists understandable resistance to this new requirement among companies, as well as plenty of confusion about the processes, technology and talent needed to make it work.

Global corporations, smaller to mid-sized companies and public sector organisations are all competing for the same tax technology talent

Hungary may have followed the lead of Spain – which implemented a near-real-time reporting system called Suministro Inmediato de Información (SII) in 2017, whereby companies digitally share VAT sales and purchase invoice data with tax administrators within four days of issuance or receipt – but several issues are slowing the adoption of similar proposals in other countries.

These obstacles must also be overcome if countries and companies are to optimise the potential benefits of real-time reporting, which include reducing a vast VAT revenue collection gap in Europe and avoiding lengthy (and disruptive) tax audits. Additionally, tax administrations will improve the processing time of exemptions, further helping revenue departments with cash flow and revenue cycle management, among other internal administration issues. Given the magnitude of the potential benefits and compliance risks, business and government leaders should develop a clear understanding of these issues and hurdles to implementation.

Not quite the real deal
Real-time reporting can help tax authorities detect suspicious transactions and uncooperative taxpayers at an early stage, as well as prevent tax avoidance and fraudulent activities. The VAT gap – the difference between expected VAT revenues and the VAT that is collected – has been the primary driver of EU countries’ interest in adopting real-time reporting requirements.

According to the European Commission’s 2019 VAT Gap in the EU-28 Member States report, the EU’s member states lost a combined €137bn ($151.5bn) in VAT revenue in 2017 due to tax fraud, tax evasion and inadequate tax collection systems (although bankruptcies, financial insolvencies and miscalculations also contributed to the gap). In the near future, the statistical data collection and analytics from combined taxpayers will provide tax administrations and revenue authorities with an improved understanding of taxpayer behaviour as it relates to compliance.

Although this shortfall has existed for years, in 2017 it finally motivated Spain to adopt its real-time reporting requirement, which has since shown positive results. According to a recent evaluation surveying a three-month period, SII covered 75 percent of the total turnover of VAT taxpayers in Spain, and the data supplied through SII matched the information given in VAT returns in 84 percent of cases. It is important to note, however, that 64,000 companies were initially obliged to join the new regime, but 10,000 companies left the monthly VAT refund regime or VAT grouping (both of which are optional) to avoid SII. Among the remaining companies within its scope, 90 percent complied with SII within the first three months of it being in effect.

While Spain’s foray into real-time reporting may have partly inspired Hungary to follow suit a year later, Hungarian tax administrators were also motivated by an exceptionally high rate of VAT fraud. Hungary’s requirements stand out because they require companies to digitally remit details on B2B sales transactions daily. Spain and Hungary’s adoption of real-time reporting requirements was widely viewed as a trend that would culminate in the adoption of similar tax reporting requirements in most, if not all, EU member states. Irish Revenue Chairman Niall Cody even recently described real-time VAT reporting as “inevitable”. To date, however, no other country has implemented such legislation.

Slow progress
As government leaders and business executives assess the viability and likelihood of new real-time reporting requirements, they should keep in mind several dynamics that affect how easily and cost-effectively these can be implemented. One issue to consider is that real-time reporting does not always translate to instantaneous data transfer or live-data transmission in practice.

Instead, real-time reporting rules may only require companies to submit VAT transaction data every few days, or weekly. Given that companies already collect, report and remit indirect taxes monthly in most EU countries, the actual time savings delivered via new real-time reporting requirements should be clarified and then compared to the potentially significant costs of the changes companies – as well as tax administrations – need to institute to comply.

This cost-benefit balance is crucial for businesses. If transaction data can be shared in real time (or close to it), these transactions can be immediately reviewed from an audit perspective by tax administrations. This would sniff out any inaccuracies within days of the transaction’s occurrence, enabling tax administrations and companies to resolve auditing issues at that point, rather than months or even years later, when the resolution process tends to involve far more time, effort, cost and disruption. This near-real-time assurance would greatly reduce the risk, disruption and cost of tax audits – benefits that can help companies offset the cost of implementing new tax management technology and related process changes.

The quick and secure exchange and storage of a company’s transaction data also requires relatively advanced adjustments to tax data management technology. While a growing number of global companies have this type of technology in place – in large part to keep pace with the competitive challenges posed by the digitalisation of the global economy – many enterprises still need to upgrade their tax technology. In fact, comparatively few tax administrations have the requisite tax data management technology in place.

It is also important to keep in mind that the impetus, receptivity and technological capabilities needed to support real-time reporting vary significantly across EU countries and other regions. Many developing countries with VAT regimes do not currently possess the appropriate technology to achieve automated real-time reporting systems. Even the EU’s 28 member states have different VAT compliance requirements and widely varying technology capabilities. This makes the widespread adoption of similar real-time reporting requirements unlikely.

In the US, for example, numerous state, municipal and local tax jurisdictions set their own unique sales and use tax rates and reporting requirements. There is also substantial pushback to real-time reporting in the US – due, in part, to resistance from credit card companies and retail and trade associations. Furthermore, many assert that this instantaneous reporting is not essential when considering the requirements of current regulation.

Bridging the gap
While the VAT gap represents a massive challenge for EU tax administrations and is a primary driver of the recent push for real-time reporting requirements, two other gaps also figure as major implementation obstacles.

The first is the technology gap. When governments want to implement real-time reporting, they quickly realise that they need systems in place to enable this capability. These systems must be able to accept transaction data from companies, run verification tests on the data and then store it securely. While tax data management systems with these capabilities exist, relatively few tax administrations currently have them in place. The cost-effective implementation of these systems depends on several factors that must be carefully evaluated, including the tax administration’s existing technology environment and any plans it has to alter or improve it.

While some tax administrations rely on traditional on-premises information systems, many government bodies are in the process of migrating technology functions to a private on-demand or public cloud model. Given this fluctuating IT setting, any real-time tax management system should be hybrid-cloud friendly. In other words, it should be able to exist within the three technology models: on-premise, private cloud and public cloud.

The other major challenge to implementing real-time reporting is the talent gap. Having advanced tax technology in place offers little value if an organisation doesn’t have access to the skills needed to operate these systems. And these relatively rare skills are in increasingly high demand: global corporations, smaller to mid-sized companies and public sector organisations are all competing for the same tax technology talent. The demand for technologically savvy tax professionals and the need for cutting-edge tax data management applications should only accelerate in the coming years, as tax compliance requirements intensify and more corporate tax functions implement additional technology such as robotic process automation, blockchain and artificial intelligence.

As the global economy becomes increasingly digitalised, governments and their tax administrations will face growing pressure to advance their technological transformations. This pressure is also likely to increase demand for more expedient data sharing among public and private entities. When this data sharing can be conducted and governed thoughtfully and securely, tax administrations and the companies they work with – not to mention the societies that both entities serve – have an opportunity to achieve significant mutual benefits.

Achieving this state of multilateral cooperation starts with a practical understanding of the issues, challenges, technology and skills needed to make these digital interactions thrive. In today’s modern digital tax compliance environment, both tax administrations and taxpayers should understand that the old technology that got them to where they are today will not be sufficient to take them where they want to go in the future.

ATFX Connect looks to China and South-East Asia for further growth opportunities

The retail trading market and the institutional trading market are different in a number of ways. While retail traders buy or sell securities for personal accounts, institutional traders buy and sell for a group or corporation that they are managing. Costs can vary for the two forms of trading, and institutional traders may find that they have access to investments that are not available to retail traders, such as swaps and forwards.

The differences between the two markets mean it can be difficult for brokers to transition between them. At ATFX, however, this hasn’t been the case. As a globally established company with 14 offices worldwide, our experience across numerous markets has provided us with a breadth of knowledge that enables us to adapt regardless of whether our clients come from retail or institutional spheres.

ATFX Connect wants to be the bridge between customers and an economy that continues to expand

We plan to expand even further during 2020, focusing on several emerging market locations as part of our global strategy to increase our footprint as both a retail and institutional broker. ATFX is already recognised among important regulators, including the UK’s Financial Conduct Authority and the Cyprus Securities and Exchange Commission, and we plan to achieve regulatory approval in several other markets in the near future.

We have recently opened our new London-based institutional arm, ATFX Connect. This fintech venture is set to launch a contract for difference (CFD) package, whereby the seller agrees to pay the buyer the difference between an asset’s current value and its value at the time stipulated in the contract. With this new package, we hope to set ourselves apart from the competition, as our clients will be able to pass their CFD pricing on to their own clients via an exchange data solution.

Another way we differentiate ourselves from other players in the market is by meeting our clients’ strong demand for financial education. This has become a core part of the company’s offering. ATFX wants to ensure that all its clients fully understand the basics of trading and the risks involved with entering new financial markets.

Eastern promise
China is currently the world’s second-largest economy and presents ATFX Connect with an exciting opportunity to expand its institutional business. Recently, the Chinese Government considered opening up the interbank foreign exchange market to include non-bank financial institutions; we believe this will drive huge demand from retail and institutional brokers, locally and on a global scale.

The company sees the potential to partner with wealthy, long-term investors that are looking for an experienced financial institution offering a high level of regulation in order to safeguard their wealth. As our name suggests, ATFX Connect wants to be the bridge between customers and an expanding economy. There will also be growth in the spending power of high-net-worth individuals (HNWIs) in the region – this is who the company’s bespoke services are aimed at, along with asset managers, regional banks, family offices and other brokers.

Considering the expected spending from this demographic, paired with middle-class consumerism, we see that sectors such as healthcare, travel and leisure will play a part in driving the region’s economic growth, presenting us with an environment in which to nurture and enhance our offering. Another opportunity lies with the growing number of brokers in Asia – especially in Hong Kong, South Korea, Japan, Singapore and Indonesia. We are confident that our liquidity solutions will meet their needs.

Asia is also recognised for its innovation, infrastructure and technology, and these key sectors reflect our ambitions and goals as a newly developed institutional broker. ATFX Connect’s head of operations, Matthew Porter, and senior sales head, Marc Taylor, have both participated in a media tour around South-East Asia in order to drum up interest in our solutions. The tour has been a testament to the relationships we have built with different media houses, as well as other professionals in the institutional sector. Porter and Taylor discussed topics including the technology powering our institutional platform and the investments behind our product offerings, providing insight into what next-generation execution services will look like.

A challenge worth tackling
The growing tension between the US and China has led to drastic declines for some Asian stocks. At the beginning of October 2019, Japan’s Nikkei 225 dropped by 0.8 percent, while Hong Kong’s Hang Seng Index fell by 0.3 percent and China’s SSE Composite Index by 0.1 percent. Beijing started printing economic data in 1992 and in the time since, the country has never had economic growth as slow as that being recorded now (see Fig 1). China’s Q3 2019 growth recorded just six percent. With the economy under this sort of pressure, it remains to be seen whether now is the right time to launch an institutional trading arm in the country.

Nevertheless, there is much to be excited about in the Chinese market – particularly the growing number of HNWIs. Real estate prices and the stock market appear to be the two main vehicles driving personal capital appreciation for HNWIs in China. Catering for HNWIs in this region is sometimes considered challenging by western institutional brokers entering the market, as they are a demographic known to follow specific rules of business etiquette, shaped by traditional cultural practices.

As such, we have positioned ourselves as the logical next step for China’s high-net-worth population. We have tailored our services to meet the demands of HNWIs, as well as asset managers, family offices and other brokers. We understand that wealth obtained by institutions and HNWIs must be carefully monitored, so risk management is and always will be a priority. ATFX Connect’s risk management solution enables the user to capture risk, view open positions and trades, and monitor equity in real time.

Branching out
We pride ourselves on being part of the AT Global Markets group, which has established a global presence. By combining this network with our establishments in the Far East, we plan to ease our transition from a retail-only broker to a rapidly expanding fintech company with the capability to facilitate and partner with a range of diverse clients via our new multi-access platform.

Having successfully opened our institutional division in London, the next step for our team was to head to South-East Asia to discuss future plans in the region. They visited Shanghai, Hong Kong, Taipei and Malaysia – all economies where the company sees huge growth potential that will attract further investment from local and global businesses.

Looking to the future, the company recently set up its bespoke digital platform, through which the fintech arm of the business can offer Tier 1 bank and non-bank liquidity solutions, competitive spreads, low latency and multi-platform access. We continue to invest in technology and infrastructure, and we are currently focusing on ways to enhance our own aggregator and bridge. Through our flexible, client-centric approach, we want to become the main institutional broker in China. Additionally, we want to expand to the Middle East and other regions in Asia in the future.

Latin America has also seen a marked increase in multinational cross-border activity in recent years, both in terms of financing and business. There is now a growing demand from HNWIs based in the region to trade financial products. With AT Global Markets opening an office in Mexico, we will be able to work with clients in Latin America, ensuring they have the chance to participate in international markets and currencies via our multi-access platform. Whether in Asia, Latin America, Europe or elsewhere, ATFX Connect will continue to deliver the best possible services to our clients so that all their trading demands are met.

Indonesia’s Iron Lady: how Sri Mulyani Indrawati reformed a financial sector riddled with corruption

“If you are corrupt, you are going to have to deal with me. I am not going to let you work here and I will put you in prison”

Sri Mulyani Indrawati

Despite being the fourth-most populous country in the world, Indonesia plays a relatively small role on the geopolitical stage. Rarely do its cabinet ministers garner any form of international recognition. However, there is one minister whose reputation precedes her.

Sri Mulyani Indrawati, Finance Minister of Indonesia, is highly respected at home and abroad. As well as being named the world’s best finance minister in 2006 by Euromoney, she regularly features on Forbes’ annual rankings of the world’s most powerful women. And her popularity shows no signs of waning: when she was reappointed for President Joko ‘Jokowi’ Widodo’s second term in 2019, the Indonesian rupiah strengthened by 0.6 percent.

“Investors appear to trust that she can run a tight ship,” Nicholas Antonio Mapa, Senior Economist at ING, told World Finance. After all, it takes nerves of steel to champion economic reform with as much commitment as Sri Mulyani – particularly when reform means undoing decades of corruption.

Honest achievements
Sri Mulyani is known for her no-nonsense approach. When she first became finance minister under President Susilo Bambang Yudhoyono in 2005, she sacked 150 of her departmental staff for corruption and penalised another 2,000. “If you are corrupt, you are going to have to deal with me,” she said in an interview in 2009. “I am not going to let you work here and I will put you in prison; that’s going to be my policy.”

Many saw Sri Mulyani Indrawati’s resignation as an indication that Indonesia was turning back the clock on much-needed economic and political reform

This hostility towards those who cheat the system was instilled in Sri Mulyani from an early age. For most of her young life, Indonesia was ruled by one of the most dishonest autocrats of all time, President Suharto. Through his system of patronage, the dictator’s family members and close associates dominated the economy.

Sri Mulyani’s first experience of this cronyism came while she was studying at the University of Indonesia, where the president’s daughter, Siti Hediati Hariyadi, was also enrolled. Already, Sri Mulyani could see that the entourage of the president’s daughter would be fast-tracked into high-flying business roles and cabinet positions that were out of reach for her fellow students. “That feeling of exclusion was very strong,” she told Bloomberg in 2017. “If you’re not a friend of those people, then your career path is going to be very different, and that is exactly what influences very strongly the way I think about economics and the economy in Indonesia.”

Born to academics, Sri Mulyani’s upbringing was modest. She had nine siblings, and her mother worked a second job to make ends meet. Her parents impressed upon her the value of education, and at university she excelled, earning a scholarship that allowed her to go on to pursue a doctorate in economics at the University of Illinois.

After graduating, she returned to her alma mater. It was then, while Sri Mulyani was working as a lecturer, that the country underwent radical change. The 1997 Asian financial crisis saw the devaluations of many East Asian currencies, including Indonesia’s rupiah. Across the country, there were widespread layoffs and bankruptcies. As anger towards the ruling class mounted, President Suharto – who had ruled for more than 30 years – was deposed.

During this tumultuous period, and in the years of uncertainty that followed, Sri Mulyani became more incensed by what she saw as “the wrong policy, the wrong approach” being executed by Indonesia’s politicians. Compelled to make a difference, she began looking for career opportunities beyond academia. She worked on strengthening local government institutions through the US Agency for International Development, and then became an executive director at the International Monetary Fund, where she represented 12 countries in South-East Asia before being appointed head of the Indonesian National Development Planning Agency. These positions focused mainly on development, preparing her for her most challenging role yet: managing South-East Asia’s largest economy as it recovered from crisis.

Enemies in high places
Analysts estimate that President Suharto stole as much as $35bn from Indonesia before he was deposed. Since his resignation, the country has changed dramatically. “The Indonesia of 2019 is almost unrecognisable from [that of] 1999,” said Tom Pepinsky, Non-Resident Senior Fellow at the Brookings Institution. “Not only has the country overseen a successful democratic transition, but it has also recovered from a massive economic crisis. The country has enjoyed two decades now of consistent economic growth, and politics has become far more open and plural than it was under Suharto’s authoritarian New Order regime.”

Sri Mulyani’s economic reforms were key in shaping Indonesia during this period. After becoming finance minister in 2005, she tackled corruption head-on and pushed hard to raise tax revenue and slash private and public debt. By 2009, the nation’s debts had been reduced to 30 percent of overall GDP, down from over 100 percent a decade prior.

Sri Mulyani Indrawati in numbers:

2005

First appointed as Indonesian finance minister

2016

Returned to finance minister role

$700m

Cost to bail out Century Bank

90%

Salary cut to leave the World Bank

Suharto’s legacy of patronage and bribery was so entrenched within the system that Sri Mulyani had to fight hard to keep it out of her ranks. In this respect, she was ruthless. When the government’s human resources department was accused of manipulating the rotation for promotions, Sri Mulyani sought to fire the person responsible. But there was no way to work out exactly who it was, so Sri Mulyani told the director general to replace all 60 employees in that cohort. “Overkill is necessary and important to get the message across,” she said about the decision.

Not everyone took kindly to her tough reforms. One of many powerful enemies she made was Aburizal Bakrie, a member of Indonesia’s elite and chair of the Suharto-era Golkar Party. One of his family’s companies – Bumi Resources – was hit hard by Sri Mulyani’s tax crackdown. She also resisted pressure from Bakrie to prop up his coal interests with government funds. Like others in Indonesia’s old guard, Bakrie became determined to undermine her reform agenda.
The wheels were set in motion for Sri Mulyani’s resignation when she made the controversial decision to bail out Century Bank for $700m. It was not long after the 2008 financial crisis, and Sri Mulyani feared that the failing institution could be a contagion for the rest of the financial sector. But critics accused her of acting without legal authority. Bakrie’s Golkar Party seized the opportunity and backed a parliamentary inquiry into the bailout.

Although Sri Mulyani denied any criminal wrongdoing, her reputation in Indonesia suffered a significant blow as a result of the investigation. It didn’t help that President Yudhoyono was quiet on the subject for months. Eventually, he came to her aid, commending her “credibility and personal integrity”, but it was too little too late: the investigation was enough to convince Sri Mulyani that her battle against corruption had come to an end. A day after testifying, she announced her resignation.

Return to the charge
Around the world, many saw Sri Mulyani’s resignation as an indication that Indonesia was turning back the clock on much-needed economic and political reform. The Indonesia Stock Exchange tumbled 3.8 percent after her departure was announced.

But Sri Mulyani was not on the back foot for long. In June 2010, she became one of the three managing directors at the World Bank, with her experience as a reformist proving highly valuable for this career-defining role. The regions she was responsible for – the Middle East and North Africa – had endured the same corruption that Sri Mulyani tried to stamp out in Indonesia, and she championed reform in energy, health and education. During her tenure, she helped pull in significant donations for some of the world’s poorest regions and rose to second-in-command within the organisation, earning respect from peers around the globe.

It came as a huge shock when, six years later, Jokowi asked her to join his cabinet. She was on a three-day visit to the University of Indonesia when the president offered her the finance minister position. It was no easy decision: for one thing, it meant taking a bruising 90 percent salary cut. Ultimately, Sri Mulyani’s sense of duty got the better of her. “If a president, who was elected by the people, asked you to join him to realise Indonesia’s ambition, I don’t think anyone can say no to that,” she told the South China Morning Post.

Sri Mulyani was tasked with helping Jokowi find funds for his major road, rail and port infrastructure projects. She immediately put raising tax revenues at the top of the agenda. With this tax amnesty programme, Sri Mulyani hoped to boost tax revenues by as much as IDR 165trn ($11.7bn) in the first year. At the time, Indonesia had one of the lowest tax-collection rates in South-East Asia, with just 900,000 Indonesians submitting returns in 2014.

Sri Mulyani was keen to show that she’d lost none of her fire for economic reform. In her first interview as finance minister under Jokowi, she warned tax evaders that they had to choose between “heaven and hell”, and either accept a two percent tax penalty and have their “sins deleted”, or suffer the consequences. “I’m not going to play around,” she added. Indonesia’s tough reformist was back in town.

Room for improvement
Now that she’s been reappointed for Jokowi’s second term, the world is waiting to see whether Sri Mulyani can lift the economy out of stagnation. Jokowi sailed to victory on promises that he would transform the economy and achieve seven percent annual growth, but since coming to power in 2014, growth has remained sluggish at five percent. “Indonesia has churned out robust growth figures over the past few quarters, even in the face of several Fed rate hikes as well as concerns about the global economy,” Mapa told World Finance. “But five percent for the region’s largest economy doesn’t point to the economy hitting its potential.”

So far, the administration has struggled to attract the foreign investment it hoped for. The US-China trade war should have been a great opportunity for Indonesia as companies looked to relocate their manufacturing bases to avoid being hit by US tariffs. But of the 33 companies that announced plans to move operations out of China between June 2018 and August 2019, 23 chose Vietnam as their new base. None chose Indonesia.

One of the main reasons investors have cold feet is the vast amount of red tape that surrounds Indonesian business, causing significant delays. At the same time, poor road and rail connections can be a major deterrent for foreign companies. “Jokowi [is considering] further development of the country’s infrastructure, and as the country starts to lay out the details of the plan to move the capital from Jakarta to the eastern part of Indonesian Borneo, development financing will be a major priority,” Pepinsky told World Finance.

Sri Mulyani must now try to boost growth within a very tight budget. Despite her impressive credentials, executing the president’s ambitious vision for the economy will be a gruelling task. But no one is better suited for the job than Indonesia’s Iron Lady.


Curriculum Vitae

Born: 1962 | Education: University of Indonesia

1998
Sri Mulyani Indrawati became a lecturer in economics at the University of Indonesia, her alma mater, and was later appointed as visiting professor at the Andrew Young School of Policy Studies at Georgia State University.

2002
Inspired to take a more active role in economic development, Sri Mulyani joined the board of the International Monetary Fund as executive director, representing 12 countries in South-East Asia.

2005
President Susilo Bambang Yudhoyono selected Sri Mulyani as Indonesia’s finance minister. She was credited with strengthening Indonesia’s economy and safeguarding it against the 2008 financial crisis.

2010
After making the controversial decision to bail out Century Bank, a failing financial institution, Sri Mulyani resigned as finance minister and became a managing director at the World Bank.

2016
Sri Mulyani made her return to Indonesia’s cabinet as finance minister under President Joko ‘Jokowi’ Widodo, who tasked her with securing financing for his ambitious infrastructure plans and attracting foreign investment.

2019
When news came that Sri Mulyani had been reappointed as finance minister for Jokowi’s second term in office, it caused the rupiah to strengthen by 0.6 percent, its highest value in more than a month.

AFP Confía: artificial intelligence heralds a new era for Salvadoran pensions

El Salvador may be the smallest country in Central America – it has a population of just 6.4 million, according to the World Bank’s latest estimates – but its economy continues to show huge potential. Across 2018, GDP growth was measured at 2.5 percent, and its GDP per capita totalled $4,058. What’s more, pension funds, which make up 44 percent of El Salvador’s GDP, have registered a compound annual growth rate of more than 10 percent over the past 20 years.

At the heart of this success is AFP Confía, a subsidiary of the Atlántida Financial Group. Founded in 1998, the company manages pension savings and retirement benefits for more than 1.5 million employees and retirees across El Salvador. And with $6bn in assets under management – over $2bn of which is made up of cumulative returns – AFP Confía is the largest pension fund in Central America and the Caribbean, according to data published by the financial newspaper Moneda. In fact, AFP Confía paid over $250m in retirement benefits in 2018 alone.

Since launching, AFP Confía has been the largest pension fund (with the biggest monthly contributions) in the region and remains a market leader in almost every key indicator. We are keen to maintain this leading position moving forward.

Financing the future
Having played an active role in El Salvador’s pension system for the past 20 years, one thing has become clear to us: change is never far away. Armed with this knowledge, we have been able to navigate shifts in regulatory standards and customer expectations while continuing to lead the market. Strengthening performance, attracting new customers, reaching organisational goals and generating positive returns are just a few of the aims we have set ourselves during this period. Innovation, efficiency and a highly motivated team are some of the core reasons for our success.

Our investment team, which comprises young – but experienced – individuals who focus on achieving good investment returns and better pensions for our clients, has been pioneering investments in Central American markets since the day we opened our doors. Over the decades, this team has driven the regionalisation of our portfolios through investments totalling $500m in Costa Rica and Panama, including quasi-sovereign bonds, airports, petrol refineries, banking, communications and utilities.

Our portfolios are invested in fixed-income securities and are always grounded in robust research. What’s more, we’ve supported the economic development of El Salvador and other Central American markets by financing a wide variety of industries, such as municipal infrastructure, highway expansion and maintenance, agriculture, airport and port expansions, electricity projects, water utilities, sovereign debt, real estate investment trusts and bank securities. Our cumulative return over the past 36 months was 4.61 percent – the highest in the local pension fund system, according to a report published by the Salvadoran regulator, the Superintendencia del Sistema Financiero, in September 2019.

Adapt and thrive
As a result of our forward-thinking approach, we were able to adapt our core operating systems and investment strategies before the domestic pension system underwent significant reform in 2017. After years of debate, this much-needed reform was approved by the Legislative Assembly of El Salvador and received an actuarial validation by Mercer, the world’s largest investment consulting firm.

The 2017 pension reform increased mandatory contribution rates, issued a new fully funded longevity guarantee, set out a gradual increase in the retirement age and improved investment regulation. For the first time, the reform also allowed pension funds to directly invest up to 20 percent of total assets under management in international mutual funds and exchange-traded funds. For AFP Confía, this amounts to approximately $1.2bn.

As a way of anticipating future change, we remain focused on proven process management strategies like Six Sigma and new tools such as biometric identification and artificial intelligence (AI). We have supported these frameworks through a complete re-engineering of our processes and ensured that all of our business operations are focused on driving efficiencies, increasing savings and delivering best practices across the company.

With these strategies in place, we can guarantee that our clients are always our primary focus, keeping them abreast of the latest developments and remaining in direct communication as much as possible. To achieve this, we are using data analytics and machine learning to improve the services we offer, as well as implementing new channels of communication via AI and other cutting-edge technology to get closer to our clients and resolve their problems remotely.

Such tools will help us raise awareness of the pensions system, demonstrate how savings are invested and highlight the importance of savings in El Salvador. After all, it’s only with the continued support of our shareholders and the leadership of our clients that we will be able to anticipate and adapt to market changes long into the future.

Pure Sportswear fights fast fashion with recycled plastic and sustainable textiles

The environmental impact of the fashion industry is huge. This can be attributed to the carbon emissions created in the manufacture and transportation of clothing, as well as the waste produced by consumers when products have reached the end of their life. The rise of so-called ‘fast fashion’ has created a wasteful culture: some shoppers will wear an item of clothing only a handful of times before throwing it away and replacing it with something more on-trend.

However, some environmentally conscious fashion companies are trying to make the industry as a whole clean up its act. Pure Sportswear, a Dutch start-up that sells sportswear made from recycled plastic, has been one of the movement’s leading proponents. World Finance spoke to Duvan Couvée, the company’s co-founder and CEO, about the brand’s sustainable ethos and why it appeals to consumers.

Could you talk us through the clothing production process at Pure Sportswear?
Our sportswear is made from recycled polyethylene terephthalate, or PET, bottles. These are taken from the ocean, self-waste disposal sites and other collection points before being transported to a processing location. The collected plastic is first washed and then ground into small pieces we call ‘flakes’. The flakes are sorted by colour, washed once more and melted into granules, which are used as the basis for creating our products. For our sportswear, the granules are spun into threads that are used to create fabric. The fabric is then dyed to the required colour.

As a company, we believe in plastic-free oceans and cleaner environments. using recycled plastic to create our clothing allows us to bring these two beliefs together

Sustainability is very important throughout this entire process – all the paints and inks we use are free from toxic and carcinogenic substances, ensuring they are safe for contact with humans and the natural world. It is also important that there are no hormone-disrupting substances in the ink we use. The fabric is cut according to the clothing pattern, and the loose pieces (a front, a back and two sleeves) are sewn together using our yarn, which, as well as being sourced entirely from recycled material, is of the highest quality.

Why is this approach so sustainable?
As a company, we believe in plastic-free oceans and cleaner environments. Using recycled plastic to create our clothing allows us to bring these two beliefs together. Creating clothes from polyester requires a lot of energy and water, so by using sustainable production methods, we can keep our carbon footprint and environmental impact to a minimum. In addition, we only store small amounts of stock and typically only produce our products to order, so we can avoid unnecessarily stockpiling material.

Consumers today are more aware of environmental issues. Why is sustainable clothing so important?
Not only is sustainable clothing better for the environment, it is also beneficial for people. There are still many issues found in the clothing industry today, including the use of child labour in developing countries and unsafe working conditions throughout the sector. We were inspired to combat these issues by creating a brand that makes people aware of where their clothing comes from and how it’s made.

Pure Sportswear originated from an ideology: change comes from people who take action. The world demands change and it happens gradually, step by step. Unfortunately, we have not seen a great deal of change in the sportswear industry, so by combining our passions for sport and the environment, we were inspired to launch a sustainable sports brand to try and make a change.

Pure Sportswear is still a young company. How have you managed to grow so quickly in just three years?
At the launch of every start-up, the question of its likelihood for survival is front and centre. Our perseverance, individual insights and lifelong friendships within the management team have helped us along the way, in addition to the uniqueness of our product. However, we should not forget the support of our friends, family and everyone who helped us during our first three years.

What does the next year hold for you?
We hope to see every piece of clothing in the sportswear industry sustainably and ethically produced, with a shift away from profits being the sole determining value of companies. We also hope to see manufacturers receive a fair share of the proceeds.

Our priority over the next year will be to expand our product range: we are currently working on the development of women’s sports leggings made from recycled fishing nets, men’s shorts made from recycled plastic and a women’s top made of wood fibres. In addition, we want to look for other sustainable textiles to work with so that we can have an even greater impact in the fight against climate change.

The benefits (and risks) of investing in Myanmar

Not all publicity is good publicity. In late 2016, Myanmar made international headlines following reports that the country’s government was engaged in the widespread persecution of its Muslim Rohingya minority. Over the following months, stories of police detention, arson, gang rape and state-authorised murder emerged. Hundreds of thousands fled from Rakhine State in the country’s west to refugee camps over the border in Bangladesh. Since then, the UN has said the Myanmar Army should be investigated for genocide. Although the world’s media have largely moved on, the crisis remains unresolved.

According to the UN Office for the Coordination of Humanitarian Affairs, some 900,000 Rohingya refugees remained in Cox’s Bazar, Bangladesh, as of March 2019. In addition to the considerable social challenges that have emerged in Myanmar over the past few years, the economic toll of the crisis has been considerable.

At an investment forum held in Singapore in 2018, then Director General of Myanmar’s Directorate of Investment and Company Administration (DICA) U Aung Naing Oo admitted that he “totally underestimated” the economic impact of the Rohingya displacement, citing sharp declines in foreign direct investment (FDI). At the same time, the country has had to cope with diminished growth and sharp currency depreciation.

In addition to the considerable social challenges that have emerged in Myanmar over the past few years, the economic toll of the Rohingya refugee crisis has been considerable

While it may not be possible to state with certainty that Myanmar’s investment shortfall results from the plight of the Rohingya, it is not implausible that the reputational damage it caused is keeping businesses away. The refugee crisis is undoubtedly already a humanitarian disaster; it is now up to political and corporate leaders to ensure that it does not become an economic one as well.

A bad reputation
On the surface, many things might encourage a foreign investor to place their money in Myanmar. The country has English heritage and a strong legal system similar to those found in the UK and Singapore – a remnant of the country’s time as a British colony. As a developing market, it also regularly posts strong growth: even considering the economic damage caused by the Rohingya crisis, the Myanmar economy is expected to expand by 6.5 percent across the 2018/19 financial year (see Fig 1).

“Myanmar is not far into the democratic process following the country’s landmark 2015 elections, but already you can see things happening that are improving the business climate,” Enrico Cesenni, CEO of Myanmar Strategic Holdings, told World Finance. “Now, four or five years into the process, industry leaders are emerging that can really contribute to the country. Over the next five to 10 years, we will witness the rise of more accountability and more expertise that will accelerate the pace of investment in the country.”

But the investment world is no longer solely concerned with immediate returns. Companies – both large and small – rarely miss an opportunity to flaunt their progressive values, regularly boasting of the importance they place on issues relating to the environment, political governance and wider society. Unsurprisingly, as the persecution of Myanmar’s Rohingya minority began to amass attention abroad, businesses started pulling out of the country.

Luxury jewellery house Cartier, Belgian satellite communications firm Newtec and French energy company ENGIE are among the organisations to have severed ties, with many others publicly criticising the Myanmar Government for human rights abuses. Companies that have any connection to the military, which is usually held responsible for the crisis’ worst atrocities, have found themselves placed on Burma Campaign UK’s Dirty List. Facebook, in particular, has been singled out for criticism for allowing its platform to spread misinformation about the Rohingya Muslim community.

Given Myanmar’s economy was ranked as the 73rd-largest in the world by the IMF in 2019, the reputational damage accrued by continuing to operate there simply isn’t worth the risk for most firms. This has been particularly notable among businesses based in the West: according to the latest data from the Myanmar Government, Asia invested five times more in Myanmar than the EU and US combined in the 2017/18 financial year.

“To the West, Rakhine equals Myanmar and Myanmar equals Rakhine, and there doesn’t seem to be anything else,” Serge Pun, a local business tycoon and chair of Serge Pun and Associates, told The ASEAN Post. “Whereas the East has another lens, and that is Rakhine is a problem, but Rakhine is a small part of Myanmar, and there is still Myanmar left, [so] we should engage and not isolate. We should help and not punish.”

Pun’s views are echoed by Cesenni, who believes that wrenching investment away from Myanmar does little to help Rohingya refugees or Myanmar citizens more generally: “I personally think that the way Asian countries are engaging with Myanmar is a little bit more productive in terms of their willingness to move forward and drive development. Greater engagement is required if we are to solve some of these issues, instead of just pointing fingers.

“Myanmar is a country in transition. Every month across the country, there are multiple conflicts, not just in Rakhine. I think it is naive to think that a country that has been closed for 50-plus years will sort everything immediately. Myanmar needs time and support if it is to move forward socially and economically.”

It may well be that outside investment starts to return to Myanmar naturally as the outcry surrounding the Rohingya crisis subsides. After all, this is far from the first time that businesses have been put under pressure for operating in the country. Burma Campaign UK published its first Dirty List in 2002; since then, some companies have ceased operating in the country, while others have moved in. Where there is money to be made, ethical concerns are often transitory.

Not so noisy neighbour
The economic challenges currently facing Myanmar are in stark contrast to some of the positive rhetoric emanating from the country. That’s understandable when you consider that this should be the time when Myanmar makes its mark on the investment stage, showing off its newly democratic, rapidly growing economy.

Many firms are currently looking to reallocate their production from China in response to its ongoing trade war with the US – Myanmar should be jostling with the likes of Vietnam and other South-East Asian states for the attention of these businesses. In the country’s defence, though, its failure to boost FDI is not for want of trying.

At the first ever Invest Myanmar Summit in January 2019, State Counsellor Aung San Suu Kyi spoke at length about the advantages her country offers to investors, including several recently enacted financial reforms, such as the Myanmar Investment Law and the Myanmar Companies Act.

“To understand Myanmar’s contemporary investment landscape, we must also seek to understand the broader forces at work,” Suu Kyi said. “The pursuit of market-friendly economic policies, together with rapidly increasing regional cooperation and integration, has been highly beneficial for the Asia-Pacific region, allowing many of us to make a successful transition from low-income, low-growth [economies] to middle-to-high-income, high-growth [economies]. Myanmar seeks to do the same.”

Following the National League for Democracy’s landslide victory in 2015, there was genuine optimism that the Myanmar economy could thrive, finally free from the shackles of military rule. Some of this optimism has since been extinguished, with FDI inflows proving largely disappointing after an initial upsurge in 2016 (see Fig 2).

This is perhaps because investing in the country is not as simple as it would appear on the surface. Although Myanmar did move up six places in the World Bank’s Doing Business 2020 report, it still ranks a disappointing 165th out of 190 countries. The positive movement suggests that business reforms are working – it should be remembered that the country was only added to the index in 2014 – but Myanmar still compares poorly with its regional neighbours. Currently, investors don’t seem to be in any rush to make inroads in the country once branded ‘Asia’s final frontier’.

East or famine
While the expected post-dictatorship boom in investment hasn’t arrived, there are still areas of the Myanmar economy that are drawing attention. In terms of real estate, the hotel chain Hilton continues to work with local development firm Eden Group, hoping to take advantage of rising tourist numbers. The consumer business sector has also witnessed some landmark deals of late, with the Philippines’ Ayala Corporation recently committing to a multimillion-dollar investment in First Myanmar Investment.

Further, the regulatory climate is becoming more favourable. Myanmar’s Yangon Stock Exchange (YSX) is currently in the process of changing its rules to allow foreign individuals and entities to own up to 35 percent of its listed companies. A more liberal approach would not only be good for investors looking to enter Myanmar, it could also spark some much-needed life into the country’s limp trading market. Today, there are just five listed companies on the YSX.

The raw materials for a thriving investment climate are all present in Myanmar if businesses are willing to enter the market

The lack of development in Myanmar’s investment market – certainly when compared to other countries in the Association of South-East Asian Nations – can be viewed either negatively or positively. On the one hand, it suggests that businesses may have to deal with a corporate ecosystem that is not as supportive as those found elsewhere; on the other, it means there is plenty of space to operate in and, more importantly, grow.

“One of the negative things that is affecting the success of… investors is the fact that there are not many companies that are already of size… have the right teams and the right governance in place,” Cesenni said. “You can view these factors as either an opportunity or a potential challenge. Clearly, the market is not as developed as, say, Vietnam, where you have proper brokers, fully fledged institutions and a market in which deals are, in a sense, pre-cooked. In Myanmar, you need to be fully prepared before conducting any deals. There is value to be found, but it will take some time and a lot of operational involvement to extract it.”

If investors do want to capture a slice of the Myanmar market before it gets too crowded, it’s worth acting quickly. According to DICA, foreign investment is already starting to show signs of recovery, rising 79 percent year-on-year across the first six months of 2019. Investment from Singapore almost tripled in that time, while funds originating from Hong Kong and mainland China rose 150 percent.

“In general, what has happened over the past two or three years is you’ve seen a real acceleration of investment from Asia,” Cesenni continued. “A lot more investment from Japan, Thailand, South Korea – I guess Singapore is a bit of a conduit for Asian investment in general – and then, of course, you have China. I think China is sometimes misrepresented as having underhand motives for its investments, but the country is really just taking a leading role in development when nobody else is stepping up. You don’t see the US coming and building highways in Myanmar, but I definitely see China and other Asian countries supporting that.”

Regardless of where businesses and individuals are based, there is no denying that Myanmar boasts some attractive qualities. Aside from its steady economic growth, the country has a population of around 55 million people and a median age of just 27, representing great potential for firms in the consumer sector. Its location, bordering the twin behemoths of China and India, is also favourable. The raw materials for a thriving investment climate are all present if businesses are willing to enter the market.

At the first ever Invest Myanmar Summit in January 2019, State Counsellor Aung San Suu Kyi spoke at length about the advantages her country offers to investors

Slow and steady
Even as investment opportunities in Myanmar pick up, businesses and individuals should exercise caution when deciding what assets to acquire. The Rohingya crisis and the corporate backlash that followed demonstrated the important role that international finance can play in supporting repressive political and military regimes, even if unintentionally.

Money can also be a force for good, though. According to 2017 data from Myanmar’s Central Statistical Organisation, roughly a quarter of the country’s population still lives in poverty, with rural inhabitants the most likely to be poor. Economic development is desperately needed in the country, and outside investment can help spur this on. What’s more, many jobs in Myanmar rely on FDI inflows; shutting them down abruptly could end up hurting ordinary civilians more than the military forces being blamed for the Rohingya persecution.

“It is extremely important that any investment coming into the country benefits the local people,” Cesenni told World Finance. “That’s why our business has been built alongside local people. At the end of the day, most foreign investors will operate in a country for two or three years – maybe five. But the people that will stay and help build a better future for their country are the locals. Our divisional CEOs… are still foreign because we are still encouraging knowledge transfer, but many of our other executives are now local. Our second line of management is already local and more than 50 percent of our staff is female.”

As individuals and corporate entities look for their next big opportunity, they could do a lot worse than investigating what Myanmar has to offer

In various nations, foreign investment has been criticised for crowding out domestic entrepreneurship. Suu Kyi’s government is well placed to avoid this, as long as it is careful to encourage a steady, rather than sudden, growth in FDI. Private businesses also have a role to play. As Cesenni noted, foreign investment can leave a country as quickly as it arrives, so organisations should support domestic talent as much as possible, employing locally and partnering with existing firms where relevant.

For Cesenni, one area the current government should be looking to target is the use of financial incentives. Not only could this help create a more favourable climate for foreign investment, it could also be deployed in a targeted fashion, driving businesses and individuals to focus on strategic industry sectors. Whether the government has the motivation to implement these business-friendly measures, however, is another matter.

In the 2015 elections, Suu Kyi’s party received 86 percent of seats in the national assembly; since that win, though, the once-feted leader has disappointed many observers. The 1991 Nobel Peace Prize winner failed to react swiftly to the Rohingya crisis, either because she is not the champion of human rights that many thought her to be or because she is simply unable to stand up to the Myanmar Army, which still holds considerable sway over the country’s political climate.

The coming national elections are scheduled for November and, should they go smoothly, they will help cement democracy as a normal part of life in the country. The potential for political change could also provide the impetus politicians need to boost an investment climate that has remained underutilised for far too long. As individuals and corporate entities look for their next big opportunity, they could do a lot worse than investigating what Myanmar has to offer. They’ll need to consider carefully, though, what parts of the existing political regime their money is helping to support.

Morocco’s infrastructural investment gap is hitting rural areas hardest

As Africa’s sixth-largest economy, with a GDP per capita of just over $3,000, Morocco is certainly no economic minnow. Although growth has slowed of late, it measured a healthy 2.95 percent across 2018 and inflation remains low. But there is still work to do – particularly in terms of the country’s infrastructural development.

According to the Global Infrastructure Hub (GI Hub), in the years leading up to 2040, Morocco is set to face an infrastructural investment gap of $37bn. It is not a challenge that is being left unaddressed, though. In June 2019, the country’s government signed a $237m deal with the Arab Fund for Economic and Social Development (AFESD) to improve its dams and road networks. Then, in November, the African Development Bank approved a €100m ($110.6m) loan to finance further infrastructure projects.

Nobody could accuse Morocco of neglecting its infrastructure in recent years, even considering the funding gap facing the country

The Moroccan Government, however, should be wary of simply throwing more money at its infrastructural deficit. Overall, in terms of infrastructure, the country is actually performing pretty well; it is only in rural areas where a shortfall is particularly prominent. In many respects, Morocco’s infrastructure is the envy of the rest of Africa, but the country should not start patting itself on the back until all of its citizens can enjoy the kind of advantages in transport, education and healthcare that are available to those based in its major cities.

It could be worse
Nobody could accuse Morocco of neglecting its infrastructure in recent years, even considering the funding gap facing the country. After all, no matter which country is being analysed, infrastructure always appears to be in need of development: Japan has an infrastructure investment shortfall of $91bn, while the US has one of $3.8trn. Compared with some countries, Morocco’s infrastructural investment pipeline is not particularly worrying (see Fig 1).

“Morocco’s infrastructure is second to none in Africa today,” said Dr Ali Bahaijoub, Editor-in-Chief of North-South Publications. “There are motorways linking all the major cities, the new Tangier-Med port is the biggest in Africa and the Mediterranean, and there is a new high-speed rail link between Tangier and Casablanca, as well as new airport terminals in Casablanca, Marrakech, Rabat and Tangier. Roads within cities have also been widened to three lanes on both sides.”

These projects owe their existence to the proactive approach the Moroccan Government has taken to finding outside funding sources. Over the last four decades, the AFESD has provided Morocco with 72 loans, totalling some $4.4bn. Nevertheless, Bahaijoub admits that “some regions in the country are better developed than others” and that placing a greater focus on rural areas and creating “schools and hospitals that are accessible to all” should be made a priority.

The money entering the country has, by and large, been funnelled into infrastructure projects that bolster Morocco’s business environment, while residential areas remain underserved. Although corporate executives can travel between Casablanca and Tangier on Africa’s fastest train, in the country’s rural areas, Reuters reports that families are forced to travel by donkey to collect drinking water from outside wells. Infrastructure projects can be hugely effective in bridging inequality but, currently, the new builds in Morocco’s glittering cities are merely serving to accentuate it.

Casablanca’s modern tram system

Work to be done
Walking through the streets of Casablanca’s city centre, which harbours ambitions of becoming the foremost financial hub for companies doing business in Africa, it is easy to forget what life is like for those living outside the country’s urban areas. Approximately 40 percent of Moroccans live in rural areas and this often presents them with significant challenges that simply don’t exist for the urban population.

Rural Moroccans receive an average of 2.2 years of formal education, compared with 6.1 years for their urban counterparts, while rural women are more likely to drop out of school early and exhibit higher levels of illiteracy. For many of these individuals, the difficulty posed by a lack of transport options means there is little time for education or economic development. While in urban areas, 100 percent of the population live within 5km of a healthcare facility, in rural areas, this figure drops to just 30 percent. Thankfully, things have improved in this respect – a 13-year road-building initiative improved rural access to all-weather roads from 54 percent to nearly 80 percent – but more could be done, particularly in the isolated communities that have established themselves around the Atlas Mountains.

The most prominent infrastructural project that the Moroccan Government has planned outside of its urban locales is the Noor Ouarzazate concentrated solar power (CSP) project, which forms part of the country’s Moroccan Solar Plan (MSP). The largest solar complex of its kind in the world, situated where the Atlas Mountains meet the Sahara Desert, the project can supply around six percent of the country’s total energy needs using two million mirrors.

“One of the key projects delivered under the MSP is the Noor Ouarzazate CSP complex, which will be one of the largest single solar complexes in the world,” Marie Lam-Frendo, CEO of GI Hub, told World Finance. “The government of Morocco has set a goal of reaching 52 percent of installed capacity from renewable energy by 2030 and is well on track to meet this target, reaching 34 percent of targeted installed capacity of renewable energy in 2016.”

While infrastructural developments like the Noor Ouarzazate plant may not, strictly speaking, be located in one of Morocco’s urban hubs, the benefits that such projects deliver are unlikely to be felt in the isolated communities that need them most. Any employees will probably be drawn from the nearby city of Ouarzazate and the power it generates will not be much use to the people living in isolated Berber villages – not until much-needed cables are laid and power stations built.

Redressing the balance
While the Moroccan Government has been praised for the way it has sourced funding for its infrastructure projects, it knows there is still much more to do to address the shortfall in those areas outside its major cities. In July 2019, Moroccan Prime Minister Saadeddine Othmani announced that $1bn would be channelled into regional infrastructure projects by 2021 in order to achieve more equitable development. The government would do well to focus its efforts on the particular infrastructural sectors most in need of improvement.

“According to our [Global Infrastructure Outlook] report, Morocco is estimated to have an annual infrastructure investment need of $9.8bn in the years to 2040, primarily in the electricity and roads sectors ($4.5bn and $2.8bn respectively),” Lam-Frendo said. “To meet the UN’s Sustainable Development Goals on universal access to electricity, water and sanitation by 2030, Morocco will need an additional cumulative investment of $16.2bn in the electricity sector and $4.6bn in the water sector.”

Once again, attempts to plug the funding gap would be best served by targeting the country’s poorer regions. Although reports of major development projects being launched in the Laâyoune-Sakia El Hamra region may appear to be a step in the right direction – the area is not home to any of Morocco’s best-known cities – it is already one of the country’s most prosperous regions. According to the World Bank, it ranks first in terms of education and access to fundamental economic, social and cultural rights.

The Finance Act 2019, approved in October 2018, should improve inequality to an extent, with its promise to increase the regional share of corporate and income tax from four to five percent. As will Othmani’s commitment to delivering more interaction between government ministers and voters in these parts of the country. Similarly, a new approach to monitoring regional and local investment programmes should provide better accountability and transparency regarding the progress of any ongoing projects. These are the sorts of measures that are required – not more mega-projects that predominantly benefit those in society’s upper echelons.

Building a framework
The reason why Morocco has been able to achieve its funding goals where other African states have failed is that the country boasts a solid regulatory climate, which gives investors confidence that they will achieve an adequate return on their financial support. “Among the 15 African countries included in the GI Hub Outlook analysis, Morocco is expected to be the country to meet the highest proportion of its infrastructure investment needs by 2040 (85 percent),” Lam-Frendo explained. “This may reflect Morocco’s relatively strong infrastructure-investment-enabling environment.”

In terms of governance, competition frameworks and permitting procedures, Morocco outperforms the average seen across emerging markets, as well as in many of its fellow African nations. And although Morocco does not have a national or sub-national infrastructure plan that covers all sectors comprehensively, the Moroccan Government has launched a number of separate sector-based infrastructure plans, including the 2040 Rail Strategy, Vision 2020 for tourism, the 2030 National Port Strategy and the Noor Ouarzazate solar plan. These plans are often supported by their equivalent-sector-based, state-owned enterprises and should help the country deliver more targeted infrastructure spending over the coming years.

The government would do well to focus its efforts on the particular infrastructural sectors most in need of improvement

Another reason why Morocco has managed to maintain relatively healthy finances is its diversified economy, which is much less reliant on commodities and fossil fuels than its neighbours, such as Libya. This has ensured that, while several states in North Africa have struggled to entice investors to the region, Morocco has not. A stable investment climate should not be taken for granted, however.

Morocco may have an economy that is spread across multiple industries, but it could do more to ensure that it is equally diverse geographically. This is where better infrastructure could make a significant difference. It would also help the country’s poorer citizens support themselves economically as better transport links allow citizens to engage with the job market, sell their wares and access the amenities they need.

Morocco is certainly not ignoring its infrastructural shortfall in the hope that it goes away. The country’s government should be praised for the way it has secured funding sources that have created its first-rate cities, airports and rail networks. However, now is the time to direct this funding elsewhere. Discontent is rising alongside inequality in the country. Another brand-new motorway or high-speed rail connection might see this discontent rise further still.

How digital technology is helping Nigerians access better banking solutions

Before the Nigerian financial sector underwent a significant transformation, banks were seen as exclusive spaces for a select portion of the population – places where high-earning individuals were the only ones entitled to world-class banking products and services. This misconception left a large part of the population unbanked and unable to benefit from essential financial services.

Digital technology has proven to be a highly effective tool in changing this narrative, driving a change in operating and business models, improving platforms for innovation and creating immense opportunities for monetisation. The technology landscape continues to change through the never-ending rollout of faster, more accessible networks, impacting every component of service delivery – especially in the banking industry.

Mobile money has been one of the most revolutionary technologies launched in Africa in recent years

The Nigerian Communications Commission reported that there were approximately 172 million phone subscribers in the country in 2018, which means that 90 percent of citizens can execute transactions on their phones. There is little excuse, then, for Nigeria’s low level of financial inclusion – just three in 10 Nigerian adults have a bank account, according to Kantar.

Access Bank has always found innovative ways of using mobile technology to reach the unbanked. For example, its popular Unstructured Supplementary Service Data code, *901#, makes it possible for anyone, anywhere, to access financial services using their mobile phone. If Nigeria is to achieve its targeted financial inclusion rate of 80 percent by the end of this year, more solutions like this will need to be launched.

Phone credit
Mobile money has been one of the most revolutionary technologies launched in Africa in recent years. M-Pesa, a mobile money transfer and financing service, went viral in Kenya following its launch in 2007 – due, in large part, to its customer-centric model – and there are hopes that similar solutions can prove popular elsewhere.

In Nigeria, government policies are now catching up with the consumer shift towards financial technology. This has broken down barriers for financial institutions and is enabling faster, more effective communications between customers and banks. Access Bank has launched Access Closa as a way of harnessing the digital revolution and forging stronger connections with clients.

The Access Closa initiative creates ‘micro branches’ across the country in the form of booths placed in local neighbourhoods. Like mobile money offerings, the initiative aims to make financial services accessible to all. The booths are more approachable than branches, meaning banking agents are more available to customers and can tailor their services to the specific needs of the community in which they operate.

Leading the way
The technology landscape is proving to be vast and beneficial for the Nigerian economy. Digital innovation helps find solutions to many issues and has a positive ripple effect across various sectors. Access Bank has invested heavily in leading this evolution, forming a partnership with the Africa Fintech Foundry (AFF) to nurture the next generation of cutting-edge financial firms.

As a pan-African accelerator, the AFF is designed to find and invest in start-ups that adopt a global outlook while still focusing on Africa. Earlier this year, it organised the AFF Disrupt Conference, bringing together more than 10,000 technology leaders, enthusiasts, innovators and investors in the hope of ‘building a sustainable tech economy’.

The event provided an opportunity for networking, knowledge sharing, presentations and pitches, with one start-up being awarded a cash prize of $10,000. Such conferences give technology start-ups a platform to connect with their peers and potential investors in both the financial and technology spaces.

Access Bank aims to harness the very best that Nigeria has to offer and shape the country into a leading nation

As a leader within the Nigerian banking industry, Access Bank has fully embraced digital technology, principally to propel its sustainability targets. An exciting initiative is the portal for CO2 management, which was developed to monitor the bank’s environmental footprint, especially its carbon emissions.

Furthermore, we have digitalised the bank’s back-office processes and functions through the deployment of a business process management solution and we have adopted enterprise resource planning software as part of our efforts to become a 100 percent paperless organisation. Currently, more than 89 processes have been automated, with more on track to be implemented in the coming years.

Changing the narrative
For many years, much of the reporting on Africa has been devoid of understanding, leading to widespread misinformation. Such conversations, which appeared almost malicious, became so loud and pervasive that both Africans and non-Africans nearly believed that Africa was indeed a dark and hopeless continent. The situation worsened until strong, influential African voices began speaking up, ending the vicious cycle and making others see the good in Africa and, more importantly, reminding us of our true identity.

Access Bank chooses to celebrate the many successes coming out of the continent, defying the negative stereotypes and nurturing the indomitable spirit of Africans. The aim is to harness the very best that Nigeria has to offer and shape the country into a leading nation that fills its citizens with pride. We all want to see improvement, so we must work together to change the narrative.

An exciting and useful field is the work to improve financial inclusion in Nigeria. As the digital landscape evolves, we believe that more Nigerians will be brought into the fold, gaining access to more financial services without limitations.

Public humiliation – the dangers of bringing a company to market too early

When WeWork filed for a public listing last April, expectations were high. Although the New-York-based company had made its name as an office space rental company, it rebranded as the We Company in early 2019 to prepare the ground for its expansion beyond real estate. With a self-proclaimed valuation of $47bn and start-ups scrambling to rent its coworking offices, the firm aimed to tap into public markets to fund growth.

But it was not meant to be. Filing papers submitted to the US Securities and Exchange Commission (SEC) revealed ballooning losses and a host of controversial practices. Its co-founder and CEO, Adam Neumann, owned a large chunk of properties on lease – an unusual move in the real estate industry that sparked concerns over a conflict of interest. Neumann then cashed out over $700m in stock options before the listing, something that raised suspicions further. Following increased media scrutiny and reduced investor interest – the company was, by that point, being valued closer to $15bn – WeWork cancelled its initial public offering (IPO) and Neumann stepped down as CEO.

For technology firms, being in the black is less important than having a clear vision of how to get there

A fall from grace
WeWork might be an extreme example of an IPO that has gone wrong, but the phenomenon is far from rare these days. In September, Endeavor, a holding company for entertainment and talent agencies, pulled out of its IPO the day before it was expected to list on the New York Stock Exchange (NYSE). Although the company had lowered the offering price, it failed to attract investors.

Even some of the most celebrated IPOs of the past year have failed to produce success stories. Uber and Lyft, two giants of the sharing economy, went public last spring amid investor euphoria over their potential to disrupt the transport industry. Their performance in the stock market so far has been lacklustre, though, with shares trading around 30 percent below their IPO price, as of December 2019 (see Fig 1).

Lise Buyer, a partner at the IPO consultancy Class V Group who was involved in Google’s 2004 listing, told World Finance that regulatory concerns may have played a role: “Since [Uber and Lyft’s] public offerings, there has been a significant legislative change in California’s [Assembly Bill 5 – a law that makes it more difficult for sharing-economy companies to use independent contractors –] that could, if enacted as proposed, have a real negative impact on the [profit and loss] statements for those companies. That’s a fundamental new risk that is currently priced into the stocks, but did not exist at
the time of their offerings.”

According to Aswath Damodaran, an academic currently teaching at the New York University Stern School of Business, other factors might have played a role, too: “IPOs are a pricing game, driven by mood and momentum. The mood shifted for these companies mid-year, partly because of overreach on the part of the IPO companies, partly because of arrogance on the part of founders and venture capital firms, and partly due to just luck.”

Red flags
WeWork’s failings can serve as a cautionary tale for companies aiming to go public. Scott Galloway, a professor of marketing at the Stern School of Business, had been a vocal critic of the company long before its predicaments started. He told World Finance: “The We Company, specifically its prospectus, is littered with red flags, ‘yogababble’, invented metrics and bullshit. [Neumann] sold $700m in stock before the attempted IPO and was effectively saying… ‘get me the hell out of this stock, but you should buy some.’”

In Galloway’s eyes, the company lacked a clear vision for the future: “The company’s losses were scaling as fast as its revenue, with no clear path towards profitability. To make up for this, the We Company invented the metric ‘community-adjusted EBITDA’ in its S-1 to provide a false sense of financial stability.”

When it was revealed that Neumann owned properties that were being rented back to the company, the firm shrugged off concerns, responding that the board had approved the deals. That was a tipping point, according to Galloway: “It became clear that this board was failing to uphold their fiduciary duty to the company.” Damodaran believes firms on the verge of going public should acknowledge their shortcomings before it’s too late: “Be transparent about not just your financials, but open about your biggest vulnerabilities and risks and how you plan to deal with them, and talk about the business model that you hope to build on.”

Some of the most prominent backers of WeWork – notably, the Japanese conglomerate SoftBank and its flamboyant leader, Masayoshi Son – have not escaped criticism. SoftBank was forced to take control of the We Company to rescue the firm, reporting a $4.6bn hit. Another investor, Goldman Sachs, had valued the company between $61bn and $96bn, while the main IPO advisor, JPMorgan Chase, has seen its reputation as an investment bank suffer a heavy blow.

“Certainly, there were failures in WeWork and in the leadership, but the willingness to believe the story landed on the heads of the investors and bankers,” Jim Schleckser, a Washington-based consultant to fast-growth start-ups, told World Finance. “This suspension of disbelief was additionally responsible for the incredible destruction of wealth.”

False profits
Tech companies whose IPOs have gone awry tend to have one thing in common: an unclear path to profits. WeWork reported net losses of over $1.25bn in Q3 2019. Uber and Lyft, meanwhile, have never returned a profit, focusing their attention instead on grabbing market share – although both aim to be in the black by 2021. Galloway believes this is a new breed of company: “We have created a new term to classify WeWork, Uber and Lyft: incinerator. [In other words,] firms with low gross margins, [a] lack of operating margins and access to cheap capital.” Some tech powerhouses, including Snap and Uber, even warned investors in the run-up to their listings that they might never make a profit.

The rise of the tech sector has made profitability an afterthought when firms choose to go public. According to data compiled by Professor Jay Ritter, a leading authority on IPOs, three out of four companies that went public in the US in 2017 were making a loss the previous year, compared with an average of 38 percent over the past four decades. Being in the black, it seems, is less important than having a clear vision of how to get there.

Leslie Pfrang, a partner at Class V Group, told World Finance: “[Being profitable] is not important at all if the company can demonstrate convincingly that its model will generate cash somewhere down the line and that management has the ability to dial back spending if situations were to make that a necessity. Often, companies need to spend ‘now’ to effectively realise [the] potential ahead.” Schleckser believes the market has internalised this trend: “Many tech companies are valued on [their] potential for profit rather than [their] demonstrated profits. More material is the growth rate and underlying metrics that demonstrate potential, such as market size, customer acquisition costs and [the] lifetime value of [a] customer.”

Choosing the right time to go public is also paramount. Many tech companies delay their IPO to grow at breakneck speed and achieve a high valuation. “This only works if venture capital firms keep pushing up the pricing as the companies scale up,” Damodaran explained to World Finance. “If they do that, and there is enough venture capital… available, companies will scale up more before they [launch an] IPO.”

Venture capital firms such as SoftBank’s Vision Fund have also been accused of artificially inflating valuations, but this strategy can backfire. As Buyer explained to World Finance: “Private investors and board members appear to have assumed that the public markets would pay any price for certain brand names regardless of changing growth trajectories. In fact, public investors have noticed that, in some cases, they are being offered shares as the slope of the growth curve is flattening, but at prices that suggest otherwise.”

Once the youngest female self-made billionaire, Elizabeth Holmes currently faces 11 criminal charges and will stand trial later this year in relation to her defunct start-up Theranos

Apple of my eye
One of the lessons the market is learning the hard way is that the era of charismatic founders is over. Since Steve Jobs’ passing in 2011, the tech industry has witnessed a series of false dawns, with several prominent entrepreneurs getting mired in controversy and blunders. For a few years, Tesla CEO Elon Musk seemed to be the most likely candidate to take Jobs’ mantle as the omniscient tech prophet. His reputation received a heavy blow, however, when he announced last summer that Tesla would be going private, only to change tack after the SEC launched a securities fraud investigation into his conduct. A few weeks later, Musk was forced to step down as the company’s chairman. Another prominent founder, Uber’s Travis Kalanick, resigned from his post as CEO in 2017 following pressure from investors over several scandals.

For companies on the verge of going public, the dangers of relying on a charismatic founder can be fatal

For fast-growing companies on the verge of going public, the dangers of relying on a charismatic founder can be fatal. WeWork’s Neumann is a case in point. According to a profile of the entrepreneur by Vanity Fair, Neumann believed that the company was “capable of solving the world’s thorniest problems” and became personally involved in a US Government initiative – led by US President Donald Trump’s son-in-law, Jared Kushner – to resolve the conflict between Israel and Palestine. Over time, it seems, visionary founders can lose the ability to accept criticism. “Arrogance is the most dangerous character defect in investing,” Damodaran said. “When a CEO makes it all about [themselves] and acquires a God complex along the way, my advice is that you stay away from the firm [they] are leading.”

Companies whose governance structures are obscure, complex or grant unlimited control to founders are particularly prone to failure. Many founders own shares that offer them extra voting powers and maintain control after the IPO. Take WeWork, for example: prior to its planned listing, the company created Class C shares through a corporate restructure, effectively reducing Neumann’s tax liability on future profits at the expense of public investors. Neumann’s stock was also worth 20 votes per share, double what other CEOs usually get.

For Damodaran, unscrutinised leadership is a recipe for disaster: “Stop the founder worship and all it entails… [such as] different voting share classes and, in the case of WeWork, dynastic rule, with… Neumann’s wife picking his successor if he became incapacitated.”

Another example of a false prophet is Elizabeth Holmes, founder of defunct biotech start-up Theranos, whose claims of holding groundbreaking blood-testing technology proved to be false. Once the youngest female self-made billionaire, Holmes currently faces 11 criminal charges and will stand trial later this year. According to media reports, she was obsessed with Jobs and tried to imitate him, going as far as recruiting Jobs’ personal friend and chief technologist, Avie Tevanian, as a member of her company’s board.

“Visionary and charismatic CEOs are fun to watch, but the ones that last have a balance of communication skills, strategy and humility to learn and grow,” Schleckser said. “We have to be careful of the Svengali-like leader that brings us all on the journey and causes us to miss some basic questions.”

Mashreq Bank expands innovative digital offering to SMEs with NeoBiz

In 2017, the oldest bank in the UAE launched the newest. Mashreq Bank created Mashreq Neo: a digital-only bank for retail customers. Now the bank has iterated the highly successful formula to offer the same high level digital service to SMEs. Subroto Som, Head of Retail Banking Group for Mashreq Bank, explains the benefits that NeoBiz will bring to SMes in the UAE, and why he’s so excited to be at the forefront of retail banking transformation.

Subroto Som: Mashreq has been investing in technology, and has been known for its innovation in this market, for a good 50 years. We were the first ones to bring a digital only bank for retail, called Neo. We are the first to bring a digital only bank for the small business called NeoBiz. So we are constantly focusing on bringing new technology for the benefit of our consumers.

NeoBiz is initially aimed at the startups and the small businesses. We have a large number of them coming to life in the UAE, and they particularly find it very difficult to open a bank account for their financial transactions.

Small businesses have had a big difficulty in opening new accounts. They have to visit a branch multiple times, and it could take anywhere between three days to 25 days to open an account.

With NeoBiz, you don’t need to visit a branch, and it could be open between a day, or at most three days.

Once an account is open, for all your transactions, the app NeoBiz is sufficient. You don’t need to visit the branch to transact on behalf of your company.

In NeoBiz – and also for our business banking accounts – we have launched a chatbot called Emma. It assists our customers with their queries. Over time its capabilities and its functionalities will improve and will increase – and hence Emma is going to be the most friendly and useful assistant to our customers.

The second: eKYC. KYC, which is Know Your Customer, for very right reasons is becoming more enhanced and complex. There are more details necessary from a bank’s perspective, and they’re required more often.

To assist this, we have launched an eKYC, where a consumer or a customer can directly upload the details, and may not visit the branch for this activity.

The third thing that we have done a lot in this market is the new digital branch. For customers who are using the digital banking technology for the first time, it’s a prime place to try them out. There are people to help you with them, so that in future you can use them without coming to the branch.

The look and feel of the branch has changed dramatically; once you walk into it, it’s very open, welcoming. There are staff – or as we call them, universal bankers, available in the lobby, and they’re there to assist the customers either to a digital machine that is possible, or take them to a consultation room where they can discuss their specific need.

In the consultation rooms, we also have a video office where you can consult with a specialist, even if the specialist is not present at the branch.

There are specific lobbies available for our Mashreq Gold clients, and for our business banking clients.

The technology that’s coming in now is easy to integrate, easy to use, and much cheaper: that’s a bigger impact. But the technology has been here for quite some time. It’s the mobility through the mobile phone that is specifically bringing in a big value for our consumers. But overall I will say, it’s the consumer adoption that is the key. And we are seeing a big, big change – particularly in the last 18 months – where the consumer is adopting digital applications, digital banks, for their day to day use.

I’m actually quite excited that this is probably the best times for retail banking. While there is lots of challenging news in the world about macroeconomic slowdown, increased or enhanced regulatory requirements, trade barriers and trade wars and geopolitical issues; I think for retail banks this is a really good moment, where the use of technology and the adoption by the consumer, are making impossibles possible. We are able to bring about conveniences to the consumer, transactions are almost instantaneous, and it is no longer a chore to do retail banking. You should almost get to the place where you enjoy doing retail banking. And that change is coming about – not only in the UAE, but across the globe.

Kazakhstan is developing a first-rate bond market

Kazakhstan’s financial market is developing rapidly. Its capital city, Nur-Sultan, has ambitions to become one of the world’s foremost financial centres, with investors from East and West beginning to take advantage of the country’s position at the crossroads of Europe and Asia. Tengri Partners Investment Banking, a premier independent investment banking and asset management firm headquartered in Almaty, Kazakhstan, provides full-scale investment banking services in the fields of debt and equity capital markets, mergers and acquisitions, brokerage and asset management, merchant banking, and private equity investments.

Having tapped into IFI bond markets, Tengri Partners has demonstrated that it is a forward-looking enterprise ready to accept new challenges

Established in 2004 as Visor Capital (the investment banking arm of Visor Holding), our firm has advised and executed more than 40 transactions, collectively valued in excess of $17.3bn, over the years. At the end of 2015, Visor Holding sold the firm – the only investment bank in Kazakhstan holding a brokerage licence on the London Stock Exchange – to Tengri Partners Investment Corporation. Since then, the local investment banking market has entered a new era.

A capital idea
Tengri Partners has garnered a reputation as the go-to bank for attracting debt capital, as shown by our repeat clientele and status as the preferred investment bank for international investors on issues related to bond transactions in Kazakhstan. At the end of Q3 2019, Tengri Partners’ presence in debt capital markets significantly increased, reaching 20 percent of total market share, compared with one percent in 2018. Tengri Partners is also the market leader for debt capital in terms of completed transactions.

Our main aim is to boost the development of local capital markets, which are currently suffering severe deficits in terms of new issuers and secondary liquidity. Bringing risk-free instruments denominated in Kazakhstani tenge to local institutional investors has improved the potential for diversification from sovereign bonds and short-term notes. It has also allowed international financial institutions (IFIs) to expand their operations and avoid the currency mismatches that have been present for a number of years.

Tengri Partners brought AAA-rated IFIs to the public debt capital market for the first time in the history of Kazakhstan, at a time when the country’s sovereign rating was BBB. The deals we pioneered strengthened our position in the investment banking sector; now, we are looking to take Kazakhstan’s capital markets to the next level.

Transitioning International Finance Corporation (IFC) bonds out of global medium-term notes programmes and placing them on the Kazakhstan Stock Exchange (KASE) represented the first hybrid transaction in the history of Kazakhstani capital markets. Tengri Partners successfully saw through the adjustment of local legislation and regulation in order to make this a reality. This proved to be the most challenging aspect of the transaction, requiring us to develop new mechanics of issuance and conduct a public offering on the KASE.

Other challenges we faced were: allowing these deals to be settled through a local depositary system; developing a market valuation methodology for these bonds amid scarce secondary liquidity; including IFI bonds with AA and above ratings in the list of eligible collateral for the discount window with the National Bank of Kazakhstan; and applying identical haircuts as sovereign bonds. This final requirement proved to be a game changer for many investors and primary commercial banks, for which secondary liquidity is an extremely important issue.

In July 2018, the first IFC bond was placed for KZT 8.5bn ($22m), representing back-to-back funding for the issuer, with funds being immediately disbursed to the local borrower. The deal was structured to mirror the terms of the loan disbursement and resulted in an amortising fixed coupon bond – the first of its kind in Kazakhstan in almost 10 years. In arranging the deal, Tengri Partners outperformed the sovereign yield curve, which was a great achievement for us and the IFC as the issuer. It reduced the loan cost for the borrower, granting them access to the private sector for affordable funding amid limited local opportunities.

The transaction was an important benchmark in the history of Kazakhstan’s capital markets development. It was the first IFC bond to be denominated in tenge, the first AAA-rated bond placed on the KASE, the first AAA-rated IFI bond primarily for private sector investors in Kazakhstan, and the first time an AAA-rated IFI engaged a Kazakhstani investment bank for a public bond offering.

A done deal
In another unprecedented move, Tengri Partners has managed to engage every type of investor currently present in Kazakhstan, with 19 bids from 10 participants and a bid-to-cover ratio of 2.25. The issuance of the IFC’s tenge-denominated bond is in line with the IFC’s strategy to source long-term funding and create access to local currency finance for private sector expansion, helping to boost economic growth and create jobs.

The IFC almost immediately followed up with two deals in September 2018 and January 2019, worth a combined KZT 25bn ($64.7m), underwritten by Tengri Partners. Again, demand significantly exceeded the offered volume by an average of 1.64 times. The maturities of the three bond issuances were 7.5, four and two years respectively. This perfectly matched with investors’ appetites for risk-free, medium-term instruments. It allowed them to diversify their investment portfolios and comprehensively enhance the average quality of liquid assets.

An Asian Development Bank (ADB) bond issuance in tenge has also provided a back-to-back funding strategy for the issuer. The milestone dual-tranche, inflation-linked bond possesses a highly tailored structure mirroring the terms of underlying loans that will grant cheaper debt funding on market terms.

The hybrid bond approach was crafted by issuing and documenting the transaction under the ADB’s global medium-term notes programme and English law while settling the deal through the local depositary system – a first for the ADB in any developing member country. The issuance was placed exclusively with institutional investors and marked a series of firsts both for the ADB and the local market. It was the ADB’s first tenge bond issuance, the first ADB inflation-linked bond in a local currency and the first inflation-linked bond in Kazakhstan since 2016.

Building a reputation
The European Bank for Reconstruction and Development (EBRD) is the most active development bank in Kazakhstan in terms of project numbers and volume. With the help of Tengri Partners, it is the latest IFI to successfully tap the local market with a tenge-denominated bond issuance. The EBRD already raised KZT 260bn ($673m) through five issues in 2019 alone – another milestone for the local market. We have witnessed the first domestically placed public bond offering for the EBRD in Kazakhstan and the largest single inflation-linked bond issuance by an AAA-rated IFI in Kazakhstan. The execution phase of the deal took just one week from the approval of bond terms to final settlement. The bond issuances also provide proof of the feasibility of tapping spare tenge liquidity for a risk-free borrower.

For Kazakhstani investors, such bonds are important for diversifying their portfolios, while commercial banks and insurance companies that urgently need medium-term, high-quality liquid assets in tenge will also benefit. It is worth noting that the issuance of IFI bonds took place on market terms and was a significant success, since the demand of most placements exceeded the offered volume, emphasising the high rating appreciation by local market participants.

Moreover, the entry of issuers such as the IFC, ADB and EBRD to the KASE opens the way not only for other IFIs, but also entails further interest in local debt capital markets from both international investors and issuers, which is a positive sign for the reputation of the country and the development of capital markets in Kazakhstan.

Having tapped into IFI bond markets, Tengri Partners has demonstrated that it is a forward-looking enterprise ready to accept new challenges. The next cutting-edge solution for local quasi-government companies will be an opportunity to place their bonds among international investors. Tengri Partners has already developed a unique issuance structure that will make tenge-denominated local bonds an attractive security for overseas bond investors. At the same time, local capital markets will experience an investment boost, not a mere capital reshuffling within the country.

On thin ice: thawing permafrost dampens Russia’s economic growth prospects

There are many reasons why one might decide against buying a house in the Siberian city of Norilsk: the Sun doesn’t rise for three months each year; the name of the neighbouring town translates as either ‘forbidden place’ or ‘death valley’; and it’s so cold that the bodies of the Gulag prisoners who built it are said to be perfectly preserved beneath a memorial at the foot of Mount Schmidtikha.

It’s fair to say that it’s no place for the faint-hearted. At the very least, buying a house in such a dark, icy wasteland should be good value for money, but even this is no longer the case. “The population of the city used to be 300,000, give or take,” Nikolay Shiklomanov, Associate Professor of Geography and International Affairs at the George Washington University, told World Finance. “Nowadays, it’s 180,000… so you would expect that the housing market should be pretty light – that there should be lots of empty spaces – but now they’re experiencing some acute housing shortages because so many of the buildings there are critically deformed.”

Norilsk is the largest city in the world to be built on permafrost – ground with a temperature that remains at or below freezing point for more than two years. Now, as the Earth’s climate warms, that permafrost is melting. In fact, approximately 60 percent of the city’s buildings have been damaged by thaw and 10 percent have been abandoned. The foundations of Norilsk – which was built in the 1930s during Russia’s push for industrialisation in the Siberian and Yakutia regions – are sinking and eroding, causing walls to crack, roofs to crumble and pipes to burst. As Shiklomanov explained: “The city was built cheaply and quickly. Obviously, nobody considered climatic changes.”

While GDP and employment in petrostates such as Saudi Arabia revolve around oil and gas revenue, Russia has a relatively diversified economy

Warming to the idea
The unenviable situation Norilsk finds itself in is not a unique one within Russia. More than half of Russia’s entire territory is covered by permafrost. As this ground thaws, it’s not just buildings that are in danger, but also pipelines and other oil and gas infrastructure vital to Russia’s economy.

Alexander Krutikov, Deputy Minister for the Development of the Russian Far East and Arctic, predicts that the economic loss resulting from the thawing of permafrost could be as high as RUB 150bn ($2.34bn) a year. It’s difficult news to swallow for a nation with climate commitments deemed “critically insufficient” by the Climate Action Tracker, and whose leader has consistently denied the existence of global warming.

Until recently, President Vladimir Putin argued that global warming was good news for Russia. At the 2017 Arctic: Territory of Dialogue international forum, he claimed it would result in “more favourable conditions for economic activity” in the northernmost reaches of the country. This idea isn’t as far-fetched as it might seem. In his bestselling book 21 Lessons for the 21st Century, historian and philosopher Yuval Noah Harari explained how Russia could stand to benefit from climate change: “Whereas higher temperatures are likely to turn Chad into a desert, they might simultaneously turn Siberia into the breadbasket of the world.”

But this year, the leader of the world’s fourth-largest greenhouse gas emitter changed his tune on climate change. Although Putin continues to insist the phenomenon can’t be confidently attributed to human activity, he admitted in June 2019 that Russia was warming 2.5 times faster than the global average. “This is a major challenge for us,” he said. “This is the reason for the floods and for permafrost thawing in the areas where we have fairly big cities. We must be able to understand how to react.”

According to Shiklomanov, global warming could affect as much as a fifth of infrastructure across the permafrost area by 2050, costing Russia approximately $84bn, or 7.5 percent of its GDP. As the tundra melts, underground methane is released, causing gas pipelines to explode. At the same time, Russia’s shoreline is eroding by an estimated four metres annually, increasing the risk of damage to offshore infrastructure. “All that coastal infrastructure is extremely important and exceedingly vulnerable,” Shiklomanov told World Finance.

Russia’s coast currently witnesses an accident involving power stations, nuclear-powered icebreakers, chemical facilities or communications installations every three months. Needless to say, Putin’s new stance on global warming is a huge paradox: by curbing greenhouse gas emissions, he hopes to keep feeding and expanding an emissions-producing oil and gas industry. As the leader of the world’s second-largest oil exporter (see Fig 1), though, this position makes a certain amount of sense – arguably, the sector is simply too important for Russia to lose.

Greasing the wheels
Russia is sometimes referred to as a petrostate, but as analysts like Michael Bradshaw – a professor of global energy at Warwick Business School – point out, this obscures the specific and complex role that oil plays in the Russian economy: “Russia has a fairly substantial economy that is not resource-based. However, it’s increasingly clear that large sectors of the industrial economy are tied one way or another to the resource economy.”

While GDP and employment in petrostates such as Saudi Arabia revolve around oil and gas revenue, Russia has a relatively diversified economy. For example, the services sector makes up a larger share of Russia’s GDP than oil and gas (see Fig 2). Nonetheless, oil and gas revenues are still crucially linked to the non-oil economy in Russia, accounting for 40 percent of government income, according to the International Renewable Energy Agency (IRENA).

The wealth generated by oil and gas – known as oil and gas rents – is extracted by the state and channelled into strategically important sectors or the economy more broadly, either in the form of taxes paid to the government or as subsidies for other goods and services. This system, however, means Russia can only prosper so long as oil prices are high.

As such, its economy is extremely vulnerable to sudden changes in oil demand and supply. “If you go back to the 1980s, one of the factors that led to the eventual collapse of the Soviet economy was the fall in oil and gas prices and the loss of substantial rent to the economy,” Bradshaw told World Finance. “That volatility, of course, continued through the 1990s and 2000s, at times supporting the Russian economy and at times punishing it.”

One obvious way of reducing Russia’s exposure to oil shocks is through economic diversification, but such reform is made difficult by the fact that non-oil sectors are so heavily reliant on oil and gas rents. Moreover, beneficiaries of this system are reluctant to change the status quo. “Russia has been spectacularly unsuccessful in seeking to diversify its economy,” Bradshaw explained. “There’s been an awful lot of rhetoric, particularly under [Dmitry] Medvedev’s presidency, but very little change.”

To maintain government income in the short term, Russia has to keep expanding oil and gas production. Currently, the need to do so is urgent. Russia’s main oil and gas fields are depleting: according to the Financial Times, West Siberia, a critical oil-and-gas-producing region, has seen a 10 percent decline in output over the past decade. What’s more, a 2016 report by the Wilson Centre showed that Russia is increasingly dependent on production from its more remote East Siberian and Arctic offshore fields. Covered almost entirely by permafrost, these are some of the most inhospitable regions on the planet.

A pipe dream
As the Arctic sea ice retreats, the Northern Sea Route becomes more navigable to the world’s superpowers. With a fifth of its territory inside the Arctic Circle, Russia has long envisioned itself as the gatekeeper of this sea lane. Although the Northern Sea Route will never be as integral to global trade as the Suez Canal, it could nonetheless become an important passageway between Europe and Asia, saving freight companies millions of dollars and weeks in travel time.

Russia is convinced that its economic future depends on Arctic exploration. As well as opening up a globally important shipping route, the melting sea ice makes it easier to access rich supplies of fossil fuels. The US Geological Survey estimates that the Arctic may be home to as much as 20 percent of the remaining oil and gas reserves on Earth. On the surface, Russia would seem to be making great progress towards seizing these resources: in late 2018, energy giant Novatek finished building Yamal LNG, a $27bn liquefied natural gas (LNG) plant. By 2030, Moscow expects it to produce 60 million tons of LNG each year.

But extracting oil and gas in such a hostile environment with limited infrastructure is far from easy. “These are very capital-intensive areas where returns are not expected before 10 to 20 years of development,” Pami Aalto, a Jean Monnet professor at the University of Tampere, told World Finance. Consequently, oil and gas companies have to make large investments up front to carry out production, meaning they are often dependent on both government subsidies and foreign technology.

In this regard, Russia has faced some major setbacks. EU and US sanctions – imposed after Russia’s annexation of Crimea – limit the country’s ability to secure funding for new oil projects and import the hi-tech equipment needed for Arctic exploration. As Aalto points out, this presents a significant hurdle to Russia’s Arctic oil ambitions: “It is not feasible to explore, extract and develop much without international partners. In the Arctic, 80 to 90 percent of technology has been foreign, compared to 40 to 50 percent elsewhere in Russia before import substitution policies started big-time in 2014… Russian actors have been forced to [borrow] old equipment from Asia, and it is not in plentiful supply.”

At the same time, Moscow is struggling to provide the necessary subsidies as a result of budgetary constraints. According to the Kremlin, Russia needs to invest over $200bn in Arctic infrastructure between now and 2050 to make its ambitions a reality; so far, it has stumped up just $14bn. The thawing permafrost will only add to the required expenditure, as companies are forced to adapt their infrastructure and account for soaring repair costs.

Frozen in time
Economic activity in Russia’s Arctic territory accelerated under former Soviet Union General Secretary Joseph Stalin, who believed that Russia could achieve economic independence from the West by industrialising the resource-rich North. As these settlements grew, Siberia became the crowning glory of Soviet Russia – the communist state had tamed the frozen wastelands, creating economic powerhouses in a region where free marketeers would never have dared venture.

Infrastructure can be adapted to help reduce thawing, but this is expensive, particularly when done at scale

Putin is eager not to see the region’s economic prowess diminished. According to The Wilson Quarterly, Russia’s industrial base in the Arctic Circle currently accounts for up to 20 percent of the country’s GDP and nearly a quarter of its export revenues. And Putin is piling on the incentives to boost investment in the region: in addition to setting up the FPV, a special economic zone along its eastern coastline that offers tax and customs privileges, Russia awards 2.5 acres of free land in the Russian Far East to any citizen or foreigner willing to live there for at least five years.

However, the thawing permafrost raises questions over the viability of economic investment in the region. Infrastructure can be adapted to help reduce thawing, but this is expensive, particularly when done at scale. Moreover, it doesn’t stop the permafrost from thawing. With this in mind, Putin’s attempt to relocate citizens to these areas is not dissimilar to Indonesia or the Philippines encouraging migration to their shrinking coastlines.

“Nobody in their right mind in Russia will ever even consider building something like Norilsk again,” Shiklomanov said. “Now the question is, how do they maintain it? And should they maintain it or not?” Some analysts would argue not. Over the past few decades, there has been a steady exodus of people from the Far North and Far East to the bright lights of Moscow and St Petersburg. The small mining town of Vorkuta in the Komi Republic, for example, has a dwindling population of about 60,000 residents, down from 217,000 in the late 1980s.

One of the most basic reasons people are shunning these Arctic cities is the severe conditions. The coldest temperature ever measured outside Antarctica was recorded in the Yakutia region of Siberia. The other problem is that these cities are extremely remote – it takes 40 hours by train to get from Vorkuta to Moscow.

In their book The Siberian Curse: How Communist Planners Left Russia Out in the Cold, Fiona Hill and Clifford Gaddy argued that cities in the Far North and Far East are a hangover from the Soviet Union, and that Russia must abandon them for the sake of economic progress: “People and factories languish in places communist planners put them – not where market forces would have attracted them. Russia cannot build a competitive market economy and a normal democratic society on this basis.”

In many ways, these cities are frozen in time – snapshots of a Soviet past. Few people moved there by choice; most were driven there by fear and ideology. Under Stalin, hundreds of thousands of people – many of whom came from Baltic countries – were deported to this remote and hostile territory. As Gulag prisoners, they built Norilsk and other cities like it. Repopulating these areas feels like a step into the past – one last desperate attempt to relive the days of Soviet industrialisation.

Until recently, Russian President Vladimir Putin argued that global warming was good news for the country

The cold, hard facts
If Russia’s ambition to repopulate the Far North and Far East is backwards-looking, then so is its drive to exploit the fossil fuel resources there. Over the past decade, the cost of renewable energy has fallen drastically; assuming this trend continues and nations remain committed to decarbonisation, then it’s highly probable that the world will soon phase out fossil fuels. Consequently, the reserves of oil and gas that Russia is so desperately trying to retrieve from beneath the permafrost will decline in value.

“We are looking at a future of constrained demand and continuing supply,” Bradshaw told World Finance. “In that world, where oil prices are lower… new production in Russia outside of the established regions – be it in East Siberia or offshore – could be more expensive. In other words, you’re ploughing a lot of money into supporting an oil and gas industry that’s delivering less and less income.”

In 2017, Royal Dutch Shell CEO Ben van Beurden predicted that oil prices would peak in the late 2020s or early 2030s, after which point the industry should expect oil prices to be “lower forever”. In this future, the nations still economically dependent on oil and gas rents could see their power and influence on the geopolitical map wane. In its 2019 report, A New World: the Geopolitics of the Energy Transformation, IRENA described how the transition could “profoundly destabilise countries that have not prepared their economies sufficiently for the consequences”.

While Saudi Arabia is trying to curb its dependence on oil through its diversification plan, Vision 2030, Russia has no such strategy. In fact, Russia doesn’t seem to even acknowledge the importance of relinquishing fossil fuels. “They are, in true ostrich fashion, burying their heads in the ground – or firmly in the permafrost as it melts,” Bradshaw said. To demonstrate this, Bradshaw points to a case in 2014, when low oil prices – as well as US and EU sanctions – compelled Russia to develop its shipbuilding sector as a means of economic diversification. Even then, its diversification plan still benefitted the oil and gas sector, with ships being built to facilitate offshore production.

Russia has chosen to continue its resource dependence at the expense of long-term economic growth opportunities. Its plans to push industrialisation in its most inhospitable regions indicate that the country is yet to move beyond its Soviet past and set its sights on becoming a knowledge economy, rather than a resource-based one. In a world where oil and gas are no longer the arbitrators of global economic power, Russia could find itself falling further behind nations that prioritise alternative energy resources and technological progress.

In two decades of operations, Irkutsk Oil has transformed East Siberia’s gas industry

Irkutsk Oil Company (INK) was established on November 27, 2000. At the time, the company owned only three fields – Yaraktinsky, Markovsky and Danilovsky, with total annual oil production of just 30,000 tons per year. Delivery of oil to consumers over muddy roads was a major drain on revenue. To switch to year-round production, the company set about constructing a pre-fabricated aboveground pipeline – a unique undertaking considering the severe winter operating conditions in East Siberia. Later, the company built production wells, oil and gas treatment units and several other infrastructure facilities.

Today, INK is a successful operator of oil fields in the East Siberia and Yakutia regions, and has invested RUB 80bn ($1.25bn) in the construction of gas processing plants and a gas chemical complex in the north of the Irkutsk region, in and around the city of Ust-Kut. This covered around 17 percent of the total cost of the project, which is scheduled for completion in 2023.

For the first time in the history of East Siberia, a gas industry is being developed in remote territories, featuring sophisticated engineering solutions based on advanced technology

The project is an impressive one: for the first time in the history of East Siberia, a gas industry is being developed in remote territories, featuring sophisticated engineering solutions based on advanced technology. According to Russian petrochemical analysis firm Rupec, the construction of INK’s gas complex ranks among the most significant projects in the gas, chemical and petrochemical industries of Russia and the Commonwealth of Independent States.

On the up
When the company was first established, its early oil fields were poorly explored. The first production well quickly filled with water and many sceptics doubted whether the Yaraktinsky region held any more than a disappointing three million tons of oil reserves. However, time has proved them wrong. In those early days, finance was scarce, but each employee worked towards the company’s long-term success. Now, INK is among the world’s leading oil and gas companies.

Over the course of a decade, the company was able to reach the next stage of its development. In 2010, it built its Markovskoye oil custody transfer unit to export oil into the East Siberia–Pacific Ocean (ESPO) pipeline. By mid-January 2011, the company began shipping hydrocarbons to the Kozmino port oil terminal via ESPO, and by the end of that year, INK exported more than one million tons of oil into the pipeline. Global partnerships have also supported the company’s growth: since 2007, INK has been engaged in active cooperation with Japan’s Oil, Gas and Metals National Corporation. Currently, two Japanese-Russian joint ventures are successfully operating in the Irkutsk and Krasnoyarsk regions.

INK has been able to increase its production each year and, as of the end of 2018, production reached nine million tons. The company actively develops and implements innovative solutions, affecting core and auxiliary activities. The Yaraktinsky oil field has become a core asset, accounting for two thirds of total production. However, nothing lasts forever: as the oil aspect of INK’s activity begins to slow, the gas part is ramping up. Before long, oil production from Yaraktinsky may be on the decline, but just as soon, INK’s new gas project will be fully deployed.

In the pipeline
The new gas project is already underway. It all began in 2009 when the company started construction on a processing complex in the Yaraktinsky field for the reinjection of dry stripped gas and associated gas into formation – known as the cycling process – while producing gas condensate. The ambitious project has earned the support of the European Bank for Reconstruction and Development, which has a minority stake in INK’s holding company and provided a loan so the group could begin work on the project.

The cycling process was launched in 2010 – the first of its kind in Russia. It provided the company with an opportunity to dispose of unused associated gas and became the predecessor of a larger gas project that launched in 2014. INK then began the staged implementation of the gas project, including the creation of a production, treatment and processing system for the gas liquids produced by the company.

The first stage was accomplished in 2018. At that point, the company had completed construction of the Yaraktinsky gas processing plant, as well as a liquefied petroleum gas uploading facility in Ust-Kut and a unique multiphase pipeline for the transport of natural gas liquids. The pipeline will transport feedstock with up to 40 percent ethane content. In addition, for the first time in the Russian petrochemical industry, the company has begun to use new custom-built railway tank cars to ship its gas mixture to consumers.

At the second stage, three additional gas-processing plants will be erected in the Yaraktinsky and Markovsky fields, with a total capacity of 18 million cubic millimetres a day. The plants will feature innovative technology, enabling them to recover up to 98 percent of the ethane contained in feedstock. Furthermore, construction of a gas fractionation plant is currently underway near Ust-Kut. The plant will produce up to 900 kilotons of high-quality ethane per year for the future gas chemical complex.

The gas project will peak in its third stage, with the construction of a polymer plant in Ust-Kut with an annual capacity of 650,000 tons of polyethylene. The Toyo Engineering Corporation was contracted for the implementation of the third stage of the gas project. That plant will produce polyethylene of various densities, granting the company access to both the Russian and international polyethylene sales markets. In addition, the plant will include advanced technology for the production of bimodal HDPE, the raw material used for the manufacture of European-certified products.

A fuel injection
Another factor behind the company’s success is its implementation of new production programmes and technology for enhanced oil recovery. Oil remains the company’s core product, reinforcing its stability and capacity to pursue business diversification. One of the most promising technologies used by the company – water alternating gas injection – brings a dual benefit: it improves oil recovery in the company’s core fields and preserves gas injected into formation. In the future, these reinjected gas resources will be used to produce a propane-butane mix and provide up to one third of total feedstock for the gas chemical complex.

To make year-round oil production viable, INK constructed an ambitious pre-fabricated aboveground pipeline

The latter stages of the gas project will involve extensive infrastructure construction. In the summer of 2019, INK began testing cold recycling technology on its future plant site. This technology combines tarmac reconstruction and soil stabilisation to make roads suitable for year-round operation. This method of road restoration has been used globally for more than 50 years and has long proved to be an efficient solution.

The creation of an industrial complex in the north of the Irkutsk region will enable the efficient use of vast resources of natural and associated petroleum gas from Siberia’s fields, which have been unused for decades.

Implementation of the company’s projects would require the support of federal and regional governments, which have recognised the benefits that will be brought to local communities. The project is expected to create more than 2,000 highly qualified jobs in the region and generate over $1bn of non-raw material export per year. This will offer a real chance to improve the current situation in the northern towns of the Irkutsk region, which are still struggling in the aftermath of the ruble crises of 1998 and 2014.

This expanding industry will create jobs for local residents and boost the development of towns and settlements, as well as local small and medium-sized businesses. INK is already building a team of several hundred gas industry professionals from across the country to manage the project and, as of the end of 2019, is in the front-end engineering stage of a housing district for up to 3,000 members of staff and their families. The new district will include childcare centres, a school, a polyclinic and a multifunctional culture and education centre.

INK believes its independent status has enabled it to accomplish its goals, which seemed unattainable in the not-too-distant past. The company does not ask for external assistance: it discovers its own fields, builds the necessary infrastructure and is creating new jobs in the region. Over the past 10 years, it has discovered 13 hydrocarbon fields in the Irkutsk region and Yakutia. There is more to come for this ambitious player.