Investment Management Awards 2021

The past 18 months has been all about looking at the bigger picture, and if there is one additional skill that asset managers have needed to hone, it has been the ability to better analyse these shifting trends so that they can serve a modern investor who is digitally literate and operating in a much-changed landscape amid the devastating effects of the pandemic and now a renewed focus on climate change.

The winners of the World Finance Investment Management Awards 2021 are those who have been able to adapt best to this rapidly changing environment and tailor their service offering accordingly.

 

World Finance Investment Management Awards 2021

Bahrain
SICO BSC

Belgium
KBC Asset Management

Brazil
Bradesco Asset Management

Chile
BCI Asset Management

China
Ping An Asset Management Company

Colombia
Sura AM

Greece
Piraeus Asset Management

Mexico
BBVA Asset Management

Philippines
BDO Unibank

Saudi Arabia
Alistithmar Capital

Singapore
UOB Asset Management

Thailand
UOB Asset Management

Turkey
Ak Asset Management

UAE
Mashreq Capital

Vietnam
Phat Dat Estate Development Corporation

Innovation Awards 2021

Innovation has been a buzzword for some time now, and it’s always been easy for companies to make claims in that direction when actually they are just following a trend.

However, the winners of the World Finance Innovation Awards 2021 include trend-makers in their respective industries, those who are working on cutting-edge innovation and initiatives, whose R&D consistently yields results and whose operating methods shift to new and transformational models. We celebrate those who truly encompass the word ‘innovation’ and are enjoying well-deserved success as a result.

World Finance Innovation Awards 2021

Most Innovative Companies, by industry

3D Printing
Desktop Metal

AgTech
AgriCircle

Beauty
Busy

Biopharmaceutical
Annexon

Biotechnology
TurtleTree

Building Products Suppliers
Egyptian German Industrial Corporate

Carbon Capture Technology
Calix

Chemicals
Lake Chemicals & Minerals

Coffee
Kaffe Bueno

Diagnostics
Medicortex

Digital Health
Haima Health Initiative

Electronics
Fairphone

Energy-Efficiency Technology 
Seppure

Energy Storage
Energy Exploration Technologies (Energy X)

Financial Services Tools
QuickFi by Innovation Finance

FinTechChannel
Vas Channel

Food
Frulact

Healthcare Biotech
CHAIN Biotechnology

Hydrogen Technology
ITM Power

Irrigation Systems Technology
CMGP – CAS Parc Industriel

Logistics
Convoy

Medical Devices
OrCam Technologies

Microfinance
Letshego

Nanotechnology
Perpetuus Carbon Technologies

Outdoor
Kona

Renewable Energy Technology
PNE

Security
Cloudflare

Solar Energy Technology
Okra Solar

Sustainable City Development
Diamond Developers

Telecommunication
Arpuplus

Transportation
Mosaic Global Transportation

 

Digital Banking Awards 2021

It can be universally agreed that the ‘shift to digital’ is well underway, catalysed by the global pandemic. In the wake of volatile conditions caused by the health crisis there has been a panoply of innovative apps and services arriving just in time to support customers in these difficult times. The World Finance Digital Banking Awards 2021  recognises those looking to secure a brighter future and a more connected world as the great recovery begins.

 

World Finance Digital Banking Awards 2021

Best Mobile Banking Apps

Andorra
MoraBanc App

Brunei
b.Digital Personal

Bulgaria
m-Postbank

Costa Rica
Banca Movil BAC Credomatic

Dominican Republic
Banreservas

El Salvador
Banca Movil BAC Credomatic

Germany
DKB-Banking

Ghana
Absa Banking App

Greece
NBG Mobile Banking

Honduras
Banca Movil BAC Credomatic

Indonesia
OCTO Mobile

Mexico
BBVA Mexico

Nicaragua
Banca Movil BAC Credomatic

Nigeria
SC Mobile Banking

Panama
Banca Movil BAC Credomatic

Qatar
QIB Mobile

Saudi Arabia
alrajhi bank

Singapore
SC Mobile Banking

South Africa
ABSA Abby

Sri Lanka
People’s Wave

Turkey
isCep

UAE
mashreq neo

UK
Barclays Mobile Banking

USA
Bank of America Mobile Banking

Zambia
Atlas Mara Zambia Mobile Banking

 

Best Consumer Digital Banks

Andorra
MoraBanc

Bulgaria
Postbank

Costa Rica
BAC Credomatic

Dominican Republic
Banreservas

El Salvador
BAC Credomatic

Germany
Deutsche Kreditbank

Ghana
Absa Bank

Greece
National Bank of Greece

Honduras
BAC Credomatic

Indonesia
PT Bank CIMB Niaga

Mexico
BBVA Mexico

Nicaragua
BAC Credomatic

Nigeria
Standard Chartered

Panama
BAC Credomatic

Qatar
Qatar Islamic Bank

Saudi Arabia
Al Rajhi Bank

Singapore
Standard Chartered

South Africa
ABSA Bank

Sri Lanka
Peoples Bank

Turkey
IS Bank

UAE
Mashreq Bank

UK
Barclays

USA
Bank of America

Zambia
Atlas Mara

 

Best Digital SME Bank

Greece
National Bank of Greece

Clean energy for Nigeria and beyond

With huge potential to diversify the Nigerian economy from other fossil fuel alternatives, domestic industries are embracing natural gas as Gaslink Nigeria Limited (Gaslink), a subsidiary of domestic energy group Axxela, steadily expands its natural gas pipeline network into the nation’s transformative industrial clusters.

Today, Gaslink operates an exclusive natural gas distribution franchise in the Greater Lagos Industrial Area (GLIA) through its 100km-plus pipeline network with a throughput capacity of about 140 million standard cubic feet a day (MMSCFD). It is a testimony to the demand for clean and reliable energy that Gaslink accounts for a large proportion of Nigeria’s domestic gas distribution to industrial and commercial users. This number continues to rise with the latest total at 185 industrial customers.

One of the most recent customers for Axxela’s clean energy is Rite Foods, a fast-growing food and drinks manufacturer that was connected to an 18km-long natural gas pipeline in Ogun State in the south-west of Nigeria earlier this year. From the moment Rite Foods switched over to the pipeline, it began to record significant savings in energy costs.

The commissioning marked yet another milestone for Axxela, which is continuing to develop the pipeline system, known as the Sagamu Gas Distribution Zone (SGDZ), to provide natural gas to companies in the region.

Through its subsidiary, Transit Gas Nigeria Limited (TGNL) and long-time partners Nigerian Gas Marketing Company (NGMC), Axxela has been delivering natural gas in the Sagamu corridor since 2019 to a wide variety of companies such as Apple & Pears Limited, West African Soy Industries Limited, Emzor Pharmaceuticals, Celplas Industries FZE and Coleman Technical Industries Limited.

All of these powerhouse companies play a vital role in the state’s economic development, but until recently their operations had been constrained by the total reliance on more expensive alternative forms of energy. However, with the expansion of the Sagamu pipelines in Ogun State, these companies can now enjoy more energy efficiency and plan for a bigger future in Nigeria.

And there’s more to come. As Axxela’s Chief Executive Officer, Bolaji Osunsanya, explained to World Finance: “Our present positioning enables us to significantly increase our industrial and commercial client footprint across the south-western corridor. The natural gas advantage enables the development of self-sustaining industrial clusters to bolster Nigeria’s industrialisation and socio-economic empowerment.”

Addressing energy needs
Most of Axxela’s customers are large users of energy whose price and reliability underpin their success. One of Africa’s biggest cement companies, BUA Cement, has “significantly lowered ex-factory prices,” according to its chairman, as it meets fast-rising demand for new infrastructure right across Nigeria. The latest projections for cement are an increase in demand by over three million metric tonnes a year, a target that will fundamentally depend on the right kind of energy.

Customer preference, especially among commercial and industrial users, is rapidly shifting from diesel to natural gas

Similarly, Dangote Sugar Refinery, the country’s biggest producer of household and commercial sugar, boosted revenues in the first half of 2021 by nearly 28 percent and gross profit by 37.3 percent. Once again, lower energy costs can only have helped the bottom line. Confident in its natural gas supply, Dangote Sugar is now aiming for a global market. The natural gas advantage, as Osunsanya describes it, is now widely recognised. “Customer preference, especially among commercial and industrial users, is rapidly shifting from diesel to natural gas,” he said.

“Customers are continuously assessing how to achieve cost savings within their operations because power is often their largest cost centre. The switch from diesel to natural gas is a no-brainer.” The numbers tell the story. On average, customers save up to half of their fuel costs with natural gas compared with other fossil fuels. And some save more – one heavy user of energy in the Sagamu region slashed its fuel bill by nearly $250,000 a year. Clean piped natural gas also offers advantages in delivery – the costs of storing and hauling diesel, for instance, are considerable. Another problem with fossil fuels in the past has been the variety of methods by which it is misappropriated, and this has bedevilled sustainable and cost-effective utilisation of the alternative petroleum products in Nigeria.

Transforming gas distribution
With a background in banking and a master’s degree in economics, Osunsanya has steered Axxela through a transformational period since 2007, when it was known as Oando Gas and Power. He launched his career as a consultant with Arthur Andersen in Nigeria where he acquired expertise in banking, oil and gas, and manufacturing, which was fundamental in helping him spearhead Axxela’s pioneering role in gas distribution. He started with the erstwhile parent company, Oando plc, in 2001 and moved quickly up the ranks to Chief Marketing Officer responsible for nationwide commercial sales.

When Osunsanya took over the top job, Axxela was unable to attract the right kind of debt funding. “A great deal of our early growth was project financing from the local markets,” he told the international magazine, The Business Year. However, as the group steadily proved its capabilities, the financial markets came to the party, providing support through lower-cost debt. “With the advent of new investors, we are now reaching out to larger international markets and development finance institutions,” he said.

By 2019, the group had invested $500m in gas infrastructure and since then has continued to finance its expansion through lower coupon rates. The overall result has been greater credibility for Axxela and, most importantly, higher-quality energy for Nigeria’s pivotal industrial clusters.

The Sagamu Gas Distribution Zone in Ogun State is just the latest project for Axxela. Through its subsidiaries and partners, the group has been pushing clean gas into industrial zones for many years. In the process, it has been plugging a gap in Nigeria’s energy infrastructure by coming to the nation’s rescue at a time when the government has withdrawn from investment in industrial-scale infrastructure and invited the private sector to take on the task. “Government can’t do everything,” Osunsanya said.

Today, Gas Network Services Limited (GNSL) delivers compressed natural gas (CNG) through virtual pipelines in the form of trucks. From a Lagos-headquartered hub dispensing 5.2 MMSCFD, the natural gas is compressed into mobile tube trailers and shipped to customers who use it as their primary or alternative fuel.

In a highly sophisticated operation, the Italian-made compressors deliver the CNG at 250 barg (a measurement of gauge pressure) to energy-hungry customers within a 250km radius. Right from the start, the service met a need with customers signing up in droves, including brewers, food manufacturers, logistics and ceramics groups.

The quality of the gas is fundamental to the take-up. The hub, which does not depend on the national grid for its own power, is dried and scrubbed before delivery so that it is clean and moisture-free.

Safety first
And it has all been done without mishaps. By embedding industry best practice throughout the network, Axxela has not recorded a single accident or damage to either its assets or the environment. The group operates under three ISO standards covering health and safety, environmental management, and quality control. In the interests of employees, contractors, business partners, customers and other stakeholders, strict protocols are enforced throughout the group on such issues as permit to work, routine audits and inspections in all daily activities.

Another subsidiary, Central Horizon Gas Company (CHGC), a joint venture between Axxela and the Rivers State government, runs a 17km network into industrial clusters located in the thriving Greater Port Harcourt area.

Another subsidiary, Transit Gas Nigeria Limited (TGNL), is developing a mini-LNG plant in Ajaokuta in partnership with Nigerian Gas Marketing Company (NGMC), which will provide another network of pipelines into Northern Nigeria. Upon completion, the Ajaokuta mini-LNG project will provide the same affordable clean energy to industrial clusters in the North as Axxela does elsewhere in the country. The project is already at an advanced stage.

Axxela is not resting on its laurels. Also on the drawing board is the provision of natural gas to remote communities through a floating storage and regasification vessel, one of the most cost-effective forms of providing energy. And looking further afield, the West African Gas Pipeline offers promising opportunities, particularly so in the wake of the 2018 trade deal, the African Continental Free Trade Area (AfCFTA) Agreement, that promises to boost economic activities in the region.

The 681km-long pipeline links up the gas-rich Niger Delta with neighbouring countries Benin, Togo and Ghana. “Growth for our businesses across Nigeria and Africa will be driven by rising demand for natural gas for electricity, transportation, heating and processing,” Osunsanya explains. “This is due to improved living standards, population growth, rapid urbanisation and a larger industrial sector.”

The numbers look impressive. Axxela estimates demand for natural gas in those countries alone to grow at a compound growth rate of five percent over the next 20 years. “The West African Gas Pipeline is very important to our long-term business plans,” Osunsanya predicts.

Ultimately, Axxela has big ambitions for its energy provision. Current expansion is taking the group beyond Nigeria and into regions along the west coast of Africa. In the meantime, its gas-to-power projects are slated to deliver about 50 megawatts of power to customers in the medium term, with substantial opportunities for further growth. And it all started 20 years ago with the simple conviction that Nigeria’s industries needed cleaner and cheaper fuel.

Post-pandemic surge for healthcare, banking and infrastructure sectors

Dimitris Kantzelis is CEO of XSpot Wealth; the innovative, technology-driven wealth management company he co-founded to provide convenient, transparent, low-cost and flexible wealth management solutions to people at every level of income. In the first video from our interview with Dimitris, he discusses how the markets responded to the slow pandemic recovery of 2021. You can also watch him explain how XSpot Wealth has adapted and evolved through 2021, and outline the company’s new offering for institutional investors.

World Finance: Dimitris, obviously 2020 was a year of incredible volatility; how have the markets responded this year, as we inch closer to recovery?

Dimitris Kantzelis: Yes, it was a quite bumpy ride, especially in March 2020, when we saw the stock markets dropping more than 30 percent, and oil prices at some point trading at below zero levels. So that was a very difficult situation for investors, as they were dumping everything and getting cash, preparing for a lifetime catastrophe.

Now, we saw that governments and central banks were very well prepared to support the system, with trillions in stimulus packages. This is now bringing some fears of hyperinflation lasting for the next couple of years – this is the main theme of discussion for these current months and the next year.

The counter-argument for that is that these stimulus packages went to support households and businesses to get through the pandemic, as we saw record levels of savings all around the world. We believe those savings will help as we go out of this pandemic; we believe we will be going out very quickly, and we will be looking at the face of mature growth in the global stock and bond markets.

World Finance: And what sectors do you expect to perform well as life slowly returns to normal?

Dimitris Kantzelis: Well, we’re looking at some sectors specifically. I would mention the health sector, because the MRNA technology helped a lot – not only in the COVID-19 vaccines, but also in the entire research and development around vaccines for the future. So that’s a sector we’re focusing in.

The banking sector is another very important sector. The banks were very well capitalised this time, and we believe that with increasing interest rates they will be very profitable, so that’s another sector we’re focusing on.

Real estate is another sector – we’re seeing people buying houses, turning to real estate for safety after the global pandemic. And also infrastructure, as we’re trying to change the way we commute, and we live in cities.

So, these are the main sectors we’ll be focusing on.

World Finance: And which geographies do you expect to be outperforming?

Dimitris Kantzelis: We believe the US will keep outperforming the global stock and bond markets. We see some worries in China – we still believe China is going to be the next big thing for the next decade, but with the Evergrande situation and the debt issues of many companies, the overregulation that Beijing is trying to bring in, we believe that it might grow at a slower pace for the next couple of years.

Now Europe will also grow and get out of the pandemic, but the issue is the big energy crisis that is unfolding at the moment. So we believe this will be lagging the US as well.

World Finance: Dimitris, thank you very much.

Dimitris Kantzelis: Thank you so much.

XSpot Wealth technology and transparency will empower institutions

Dimitris Kantzelis is CEO of XSpot Wealth; the innovative, technology-driven wealth management company he co-founded to provide convenient, transparent, low-cost and flexible wealth management solutions to people at every level of income. In the third and final video from our interview with Dimitris, he discusses XSpot Wealth’s new institutional offering. You can also watch him outline prospects for growth as the world recovers from the COVID-19 pandemic, and explain how XSpot Wealth has adapted and evolved through 2021.

World Finance: Dimitris, this year XSpot has expanded the services you provide, and started offering your technology to institutional investors?

Dimitris Kantzelis: That’s correct Paul. We worked a lot during the pandemic, we expanded and upgraded our systems a lot. So we’re reaching a point where we’re discussing with people from the industry, and they will tell us that the system we have, the smart technology and AI, would be so helpful to them: so they can offer better services to their clients, and expand their books. Which is now something they cannot do: it would take very long, and they wouldn’t have the assets to invest in such technologies as well.

So we said, why not license the technology? Expand our global reach, help the investor get more robust and more transparent investment services. But also empower these companies to give better advice and services for their clients, and also expand their books.

World Finance: I know the foundation of XSpot Wealth has always been your smart technology; what sets it apart?

Dimitris Kantzelis: It could be summarised in four main sectors, which are scalability, security, efficiency, and transparency.

So, scalability: we’re working hard with the latest technology infrastructure to accommodate big data, big numbers of clients, while at the same time we give very low latency.

Security is of paramount importance; we’re implementing a lot of security layers before that point, but also security encryption is a very important feature, and we already have that in our system.

Efficiency: the wealth management and banking sectors are very complex sectors. You need a lot of things from the back office, the middle office, the front office, connections with fixed engines; and we’re covering all that.

And finally the transparency. With strong reporting engines, we can give all the information to the client, but also real-time information through our CRM. So they have all the details they want to value and assess their investment.

World Finance: And does it integrate easily? How does the partnership work?

Dimitris Kantzelis: It’s actually one of the big advantages, that it can integrate so easily, and it’s ready to go with any company. We’re very flexible – they can choose parts of the system, from the back office, middle office, reporting lines, the fixed engine connecting them to the global stock and bond markets with some of the biggest counterparties. We provide full support of course, for the entire engagement. And it comes in very competitive packages.

World Finance: And what are your hopes for this side of the business?

Dimitris Kantzelis: First of all expanding our global reach in many countries outside our normal retail space. So, all around the world.

Helping, empowering clients who can now take advantage of these transparent services. Helping other companies and other institutions; expanding their books, offering better services to their clients.

And this will result for us to keep investing and upgrading the technology even more. So hopefully become one of the global key players in the wealth technology space.

World Finance: Dimitris Kantzelis, thank you very much.

Dimitris Kantzelis: Thank you.

XSpot Wealth launches ESG plans and prepares to expand to Middle East

Dimitris Kantzelis is CEO of XSpot Wealth; the innovative, technology-driven wealth management company he co-founded to provide convenient, transparent, low-cost and flexible wealth management solutions to people at every level of income. In the second video from our interview with Dimitris, he discusses how XSpot Wealth responded to the trends of 2021, and its roadmap of future growth. You can also watch him explain the company’s new offering for institutional investors, and outline prospects for growth as the world recovers from the COVID-19 pandemic.

World Finance: Dimitris, how has XSpot Wealth responded this year to the macroeconomic trends you’ve described?

Dimitris Kantzelis: Yes, from the beginning of the year we had some transitions that needed to take place. The Biden administration coming in, and the fears for breaking down the big tech shifted some of our portfolios from technology stock to value sectors as our economies were opening up again – travelling, going out, real estate, banking, as we discussed before. Health sectors. This is where we had to change efficiently, quickly, and that was a key point where our clients saw that we made the correct decisions.

But we believe we’re doing nicely; the way of passive investments, and being able to be extremely diversified, more aggressive but also more conservative approaches, depending on the risk profiles of the clients, proved very, very efficient.

We also launched our ESG plans, we see a lot of people interested in ESG investments. So now we have the thematic ESG funds, which are targeting different kinds of investments in global stock and bond markets. So that was a quite successful launch as well.

World Finance: And what feedback have you had from clients, as you’ve adapted and evolved?

Dimitris Kantzelis: They were very happy, because with the passive way we’re investing, with the big transparency, they can always see what we’re doing. And that’s why they feel comfortable. And this is the reason why they’re bringing us a lot of referrals. And we also see them bringing deposits from different institutions over to us.

World Finance: As the world has opened up, you must have been able to interact with your clients in better and more engaging ways?

Dimitris Kantzelis: Yes of course – being digital doesn’t stop us, because at the same time, we’re hybrid. So we always have our private wealth managers ready, and our customer support, to help solve any questions and advise our clients in a better way based on their individual goals and what they have in mind, yes.

World Finance: When we spoke last year you mentioned your ambitions for 2021 of entering two new countries and reaching 10,000 clients; how far along are you on your roadmap?

Dimitris Kantzelis: We’re very close actually; we believe we can hit that by the end of this year. But COVID-19 delayed us a bit – I believe it did most companies. We’re launching our Dubai office very soon, and we believe by next year we’ll be in another European location.

So by 2023 we will have expanded our reach all around south-eastern Europe and the Middle East. So we’re on track for our next target, which is the 100,000 client mark. But also with the institutional offering we now have, we believe we can expand all around the world.

World Finance: Dimitris, thank you.

Dimitris Kantzelis: Thank you Paul.

How BVI fosters entrepreneurship with its fintech regulatory sandbox

The last year has shown how truly dependent we all are on smooth international supply chains and the business structures that enable frictionless, cross-border trade. Simon Gray is Global Head of Business Development and Marketing for BVI Finance; he explains how the British Virgin Islands has been helping to create our modern global village for the last 36 years, and how the BVI is continuously updating and upgrading its offering to foster entrepreneurship.

You can also watch the second half of this conversation with Simon Gray, where he discusses the ways the BVI is innovating in funds and trusts.

World Finance: Simon, what role has the BVI played in creating our modern global village?

Simon Gray: The role has been very significant. It really began about 35, 36 years ago with the introduction of the International Business Companies Act; and that was extremely innovative and flexible at the time. But we continue to be responsive to business needs and changes globally. So we tend to always try to benchmark with the best. We try to seek out opportunities where they maybe haven’t been considered for whatever reason. And we try to capitalise on that, to the advantage of our stakeholders.

And perhaps a good example of that with the global village is that we do now represent interests in the four corners of the world. And an independent report through Capital Economics indicated or advised that two million jobs were created globally as a consequence of BVI mediated finance, and we contributed $1.5trn to the global economy. So we always try to punch above our weight.

World Finance: I think there is a broad perception that IFC structures are kind of the domain of enormous multinationals, but they are particularly important in helping young entrepreneurs or small businesses to grow internationally.

Simon Gray: Oh absolutely. And you’re right, we do have a number of listed entities – I think there’s about 140 of them. But we have many, many more thousands which are very much smaller operations.

Entrepreneurship is very much something that we’ve always wanted to attract, and we continue to attract. And in the past four years we introduced the Microbusiness Act to help small entrepreneurs. Most recently there’s been our fintech initiative, and our regulatory sandbox, which we introduced last year.

World Finance: Tell me more – what is your fintech regulatory sandbox? Who is it for, what does it achieve, and how has it been performing so far?

Simon Gray: Well it was actually introduced in the summer of last year, and that was not by any means the first globally. But the approach we’ve always taken is: look, and learn, and listen from others, and hopefully improve.

It’s really targeted at the young entrepreneurial individuals who wish to create a new initiative in the fintech space. And we’ve worked very closely with the Financial Services Commission to disentangle some of the regulations that would have been required normally for a period of time while they sit in the sandbox.

Obviously there’s no risk to consumers, because they’re in the laboratory at this point. And at such time as they leave the sandbox, the condition absolutely is they have to have full compliance. There are certain rules that are non-negotiable – there’s no way we’re going to compromise on anti-money laundering or counter-terrorist financing. But for the most part it’s managed to attract a great deal of business. So that is very much the spirit of entrepreneurship that we continue to propagate.

World Finance: And how do you stay agile and adaptive while still maintaining a strong regulatory framework?

Simon Gray: Well I’ve said we try never to be complacent; but we also recognise humility. It’s very important to understand that there are amazing competitors out there, and rather than fear them, I respect them. Hopefully they respect us as well.

But by benchmarking, by networking, we bounce ideas and thought leadership around. And working together, we hope we can price things slightly more competitively. But by working together we think it’s for the good of the overall global industry.

BVI Finance: ‘A suite of services for the entire corporate and blood family’

At the beginning of the COVID-19 pandemic, BVI Finance began running its events online, in a series of programmes it called ‘Virtually Together, Virtually Everywhere.’ On the occasion of his first physical event since the world’s first lockdown, at AFSIC Investing in Africa, BVI Finance’s Simon Gray describes the key themes explored through its events: including a private investment fund regime, a renewed purpose for its incubator fund, and and innovating in the digital space with smart contracts.

You can also watch the first half of this conversation with Simon Gray, where he discusses BVI’s role in fostering entrepreneurship around the world.

World Finance: Now you’re here in London to take part in AFSIC Investing In Africa – what are your hopes for this event?

Simon Gray: Well it’s great to be back physically; I mean we’ve been very big sponsors of AFSIC for many many years, I think over 10. And it’s very much to continue our support – not just for that important investment opportunity, but the African continent.

We have very strong historic links there, and we see Africa as an important location, not just for our business structures; our common law system provides certainty, our robust regulatory framework provides reassurance. So we’re seeing exponential growth and opportunity there, and we’re glad we can do our bit to assist.

One thing we’ve been doing as a consequence of COVID-19 is moving more into the virtual field. So we have an initiative called Virtually Together, Virtually Everywhere; recently we did an event for southern Africa, we did one for west Africa, we’re doing one for eastern Africa in the next six weeks. So that focus is very much going to continue.

World Finance: Tell me more about the virtually together, virtually everywhere, events. What were the key themes coming out of them?

Simon Gray: We try to really build on what we’ve got good experience of. So that is not just in the field of business companies, but also the diverse range of funds that we offer. As well as our innovative trust structures.

And if you look at our funds, in 2020 we introduced a private investment fund regime – very much a closed end fund focus, and it really consolidated a lot of existing legislation together. And the real focus has been on private equity and venture capital. So that’s doing great guns, we’re very pleased with that result.

We’re perhaps even more pleased with the incubator fund – that was created back in 2015, at that point really with a focus on the hedge fund industry. What we’ve discovered is that it’s proving as successful – if not moreso – with the world of digital and crypto funds. And that’s largely due to the very benign regulatory structure which keeps the costs down. The speed with which funds can be established and operate. And I think the word incubator says it all: it helps generate life and create a robust structure for the future.

And if I may just develop that in the trusts field. What we’ve also found is that many successful entrepreneurs then capitalise on using our trust structures, which helps with the succession planning for future generations.

So we try and offer a suite of different products and services for the entire corporate and blood family.

World Finance: You’ve touched on a few of these examples so far, I’m sure, but how would you say the BVI is driving innovation?

Simon Gray: We try to be as flexible, as innovative, as possible. And I think a good example of that is our focus on digital assets and working groups. We consult widely with the industry, we liaise closely with the regulator to ensure that whatever rules they have planned are fit for purpose and can work commercially.

And perhaps the best example with the digital space is smart contracts. The decentralised autonomous organisations, or limited liability autonomous organisations – both of those really work very well with the LLC construct, so that’s something that we’re pushing.

World Finance: Simon, thank you very much.

Simon Gray: Thank you very much, Paul.

Embracing transparency in the FX arena

The use of FX benchmarks has steadily and significantly grown thanks to market demand for risk transparency and more clearly defined measurement. Today they are a mainstay trading mechanism for the FX world.

But although the available options (WM/Refinitiv London 4pm Fix and the Bloomberg FX Fixings (BFIX) family of benchmarks) present significant challenges, until recently there was no credible substitute. This lack of choice has left some institutional investors feeling frustrated as they are corralled into using a benchmark for a purpose for which it was never designed. Indeed, if one views the notations available via a Reuters Eikon terminal, there are clear disclaimers on WMR 4pm stating the rate is for valuation purposes and should not be used to trade against. Yet it has been for years.

 

Benchmarking challenges
The 4pm fix has faced criticism following the collusion scandal between traders from different banks. This collusion resulted in the overcharging of institutional clients and cost just seven banks more than $11bn in fines. And regulators have become increasingly concerned about the hidden costs of market impact that negatively affects investors.

There is a high volume being traded, in a global system that tends to cause herd effects. This means a majority of participants trade in a certain direction on any given day. Given the way banks pre-hedge the WMR window to execute trades, it means exaggerated swings are occurring.

At the same time, FX arbitrageurs watch for the signals of these swings and jump in too, making fairly low-risk profit as they participate in the predictable direction, then correction of the fix. All in all, investors are paying too much when buying, or getting too little when selling.

Apathy within this section of the FX market is costing end-users millions. Australian fund manager QIC recently published a paper looking at the use of the fix. It highlighted the “illusory benefits of maximum liquidity.” It continued: “by not considering how unbalanced order flows distort exchange rates, asset managers are skirting ‘best execution’ obligations and incurring unobserved costs which elicits a material dollar cost to the end investor.”

The awareness of the flaws that exist for traditionally used benchmarks is rising. In March 2020, a roundtable hosted by the European Central Bank noted “serious concern” about the volatility surrounding fixings. Clearly a fairer solution has been needed for some time.

Since the last FX scandal, multiple legislative changes have been made that aim to address some of these existing benchmarking challenges. Most notably, MiFID II has introduced an obligation for individuals ‘to execute orders on terms most favourable to the client’ and though the FX global code is a voluntarily followed system of ethics, principle nine states that asset managers should ‘regularly evaluate the execution they receive.’

Those new guidelines mean that individuals working within FX must now take responsibility for getting the best prices for their clients – or face penalties. They directly attack a cultural apathy that has historically seen a tendency for people to stick with what they know instead of thinking strategically about the way in which they secure better deals for clients.

Today, if fund managers use rates set by daily benchmarks without sourcing the best deal, then by transgressing MiFID II they are in breach of their legal duty to clients. Or by breaching principle nine, they are in contravention of their ethical duty to clients.

More than ever before, it is the individuals working within the industry who are being held accountable for this particular injustice.

 

Modern solutions
New regulations and principles have helped to address much of the concern over issues impacting the old school approach to FX benchmarking. But what they could never do was offer an alternative to the historic approach and ensure the end-user truly gets the best deal.

So, in a direct attempt to provide the industry with the solution it needs, this year has seen the ‘in-practice’ launch of our new benchmark alternative. This new benchmark, Siren, provides a fairer and more transparent option and is authorised and regulated under the FCA benchmarking scheme.

Through the first live Siren trade with a major, global bank, a $519 per-million saving was recorded and savings may prove to be even larger. Correlation to the flow of the fix determines the potential savings available. A brief analysis can be conducted to analyse a fund’s propensity to follow the market, which will indicate likely savings.

In this world, savings of $40 or $50 per-million are significant, so when hundreds and sometimes thousands of dollars in savings are available, it suggests a market shift could be on the horizon.

 

New landscapes
Today the spotlight is firmly on the FX world. Not just for institutions, but more than ever, the workforce is in the limelight. Regulations like MiFID II make it essential that we all make a concerted effort to ensure the end-user gets the best possible outcome. This can only be achieved through regular evaluation of the execution being received.

There also needs to be a willingness to move away from legacy methods and towards new, fairer and more transparent alternatives. It is an exciting time for those willing to embrace the new FX landscape – especially when savings of, on average, over $500 per-million dollars in value of trades are available for the taking.

Integrating new technology to remain competitive

Innovative fintechs and challenger banks have proven to both customers and industry experts that putting digitalisation at the forefront of their business model comes with fruitful benefits. This technological takeover pressures traditional banks to rethink their strategy and choose between investing in technology partnerships or ignoring the digital wave and falling behind.

Payments represent a key revenue stream for any bank, and a core part of their business strategy. While banks used to have full control over payment systems, this supremacy is now under threat as new innovative players enter the market. Fintechs offer technology-driven and customer-focused payment services with speed, convenience and cost-effectiveness at their core, using technologies that traditional banks can’t easily deploy. This causes them to be completely disintermediated from their customers. Their struggle comes down to a legacy IT system that is highly inflexible and leaves no space for manoeuvring.

Firstly, traditional IT systems cost millions every year for maintenance alone. This is a large sum of money that could be redirected to improving other business areas. Secondly, these systems can’t be updated because they run on old technologies and processes that are incompatible with newer technologies. Thus, there seems to be no real benefit in holding onto a system that, in this day and age, is only causing complications.

It is understandable, however, that there is some reticence in changing a system that processes an estimated £2trn every day. Until recently, there hasn’t been a burning need for such changes. Any slight change made to a legacy system that holds so much power is of high risk, a risk that many thought wasn’t worth taking. But as consumer demand has shifted to favour speed, efficiency and convenience, it became evident that banks need a modern payment system to keep up with their customers’ expectations and optimise their reconciliation services.

 

Pushing things forward
However, urgent challenges require urgent solutions. Even if banks are committed to the deployment of new technology, these integrations inevitably take too much time, money and resources. This simply isn’t enough to keep up with an incredibly fast-paced industry that is constantly moving forward. As relying on their current systems isn’t in any way beneficial, there seems to be only one way for banks to modernise their payments system and offer a unique, value-added proposition to customers: partnering with the right payments solution.

The figures speak for themselves: according to a recent CGI report, 90 percent of customers prefer online banking services and 57 percent of customers would use PayPal to secure their payments. There isn’t any doubt that open banking is the future. Technology partnerships can give banks the competitive advantage that they are currently lacking, by allowing them to offer unique payment solutions tailored to their customers’ needs, whether that be real-time payment experiences, lower payment fees or the ability to easily make cross-border transfers.

Consider a service that allows your bank to free up precious resources that could be better allocated to other parts of the business, save money, expand your services to any part of the world, reach different customer bases and improve your customer loyalty. Those are some of the general benefits that a third-party cloud-based system can bring to the table.

Short-term, a cloud-based multi-payments ecosystem allows banks to process real-time payments and more easily manage higher volumes of transactions while saving time and resources. Then there is security: an area that has become high-priority for all financial institutions, where advanced technology is required to meet regulatory changes. A cloud-based system helps banks to adapt to these changes, comply with current regulations such as PSD2 and ISO20022 and be better prepared for the ones to come.

Outsourcing your payments system to a third-party company like Imburse effectively eliminates the biggest obstacles that banks are facing now: the inability to keep up with the market; the lack of resources to invest on the payment side; an old IT system that simply can’t be modernised and the inflexibility to fulfil consumer demands.

But perhaps the greatest benefit will be more noticeable a few years down the line: the capacity to easily, quickly and cheaply adapt to changing customers’ needs and new technologies.

Speed has never been so critical. The digital disruption is forcing traditional banks to face their weaknesses, make impactful decisions and transform their overall payments strategy, ideally as soon as possible. Solutions like Imburse are making it easier for them: we do the behind-the-scenes work, so banks don’t have to.

We offer integration-free connectivity to all payment providers and technologies, so banks don’t have to do single integrations that eat up far too much time and resources. Incorporating new technologies into payment systems is unquestionably a vital mission and partnering with the right third-party company is the best way to achieve it.

The benefits, pitfalls and importance of ESG

Seaspiracy, the hard-hitting fishing industry documentary, was top of the Netflix most watched list recently. It received huge amounts of attention, incredible reviews across the world, and sparked many interesting conversations. Why? It shone an important spotlight on sustainable fishing practices, which many were not aware of. It is another example, in a long line of documentaries and media exposés, which focuses on environmental, social and governance (ESG) concerns.

The consumer appetite to be more sustainable and ethical in how they live, shop and do business is growing. In fact, a 2020 global survey by Accenture found 60 percent of consumers have reportedly been making more environmentally friendly, sustainable, or ethical purchases since the start of the pandemic, with nine out of 10 saying they were likely to continue doing so. With this consumer appetite comes pressure for businesses to prove they take commitments to sustainability seriously. So much so, that ESG has become a boardroom topic, with many realising that if they don’t ‘prove it’ when it comes to ESG policies, it could seriously impact profits and investor relations.

However, a recent study by NAVEX Global revealed that while 82 percent of companies have ESG goals, less than half are performing well against individual ESG metrics. More needs to be done if businesses want to keep pace with the demand for ESG. With a multitude of frameworks available, varying guidelines, and uncertainty on how the E, the S and the G come together, it can seem like a daunting task to get right. But, understanding what each of these means is an essential starting point. The ESG acronym refers to a trio of business measures, typically used by environmentally and socially conscious investors, to identify and vet investments. Each measure adds its own value.

Environmental; benchmarks and addresses the way an organisation responds to environmental issues, such as climate change and greenhouse gas (GHG) emissions, energy efficiency, renewable energy, green products and infrastructure, carbon footprint, and water use.

Social; outlines how companies should respond to complex and evolving issues like data privacy, pay equity, health and safety, diversity and inclusion, social justice positions and employee treatment.

Governance; deals with issues such as executive compensation, diversity and independence of the board of directors and management team, proxy access, whether the chairman and CEO roles are separate and transparency in communication with shareholders.

 

Bringing the policy elements together
With an understanding of each element making up an ESG policy, success comes with the identification of relevant regulations for your business and implementing frameworks that can help you achieve compliance against them. To report ESG risks accurately, organisations need a framework or set of standards to assess the business operations against.

There are several popular ESG frameworks that companies can use to do this, but as there will be several different regulations relevant to your business, it’s important to find a framework that fits.

Key standards like the sustainability accounting standards board (SASB), global reporting initiative (GRI), carbon disclosure project (CDP) and taskforce on climate-related financial disclosure (TCFD) are recommended to help launch ESG reporting activities. These standard bodies have years of experience collaborating with industry working groups to develop increasingly important metrics. This is crucial for investors and other stakeholders to use, in order to understand how a business is performing. Leadership teams must build ESG programmes, create awareness with an ESG rating, and hit and report on metrics that matter to these forward-thinking investors if they wish to prosper.

 

The perks and pitfalls of ESG policies
The issue is that each of these ESG frameworks has different areas of focus. This can make it quite complicated when measuring against them, to find one that aligns well with your business goals. But, this is exactly where ESG software can help. Implementing ESG software like NAVEX ESG helps to manage internal ESG initiatives, as well as external activities and reporting.

Whether your goal is values-based business development or just making the world a better place, ESG software can ensure companies aggregate investor-ready data, help you build a best-practice programme, and address metrics that decision-makers, consumers and your employees care about, putting you on a path for sustainable future growth. Those who align ESG goals with wider business goals will have more long-term success as the appropriate professionals collect better information. ESG metrics are only going to increase in importance.

The fallout of the Seaspiracy documentary has seen online discussions calling for the banning of industrial fishing practices and viewers pledging never to eat fish again. While this particular topic may not directly affect your business, ESG policies and the increasing importance they play, most certainly will.

From a regulatory perspective alone, responding to current state and global regulations – as well as anticipated regulations – requires extensive data collection, a deep understanding of the reporting and frameworks and perhaps most essentially, keeping ESG issues at the top of business agendas. It is important businesses put ESG policies into practice now, in order to safeguard themselves in the future.

Why Switzerland’s private banks are here to stay

Banking is as much of a Swiss cliché as watches, chocolate, and skiing. A tradition of client confidentiality and a commitment to quality service that goes back to the 18th century has helped the financial sector grow to 10 percent of the Swiss economy today. The Swiss National Bank estimates that securities of foreign private customers number CHF513bn (£403bn), with cross-border assets estimated by Boston Consulting Group to be CHF2.3trn (£1.8trn).

This success does not simply fall from the sky like snow in Zermatt. For Switzerland’s private banking sector to remain competitive in the future, its accomplishments must be safeguarded, and its innovations nurtured.

 

Strength in stability
Those who deal with the needs of high net-worth individuals (HNWIs) all know it: political instability is back. The certainty of the 1990s and 2000s has given way to tumult at the global level with the rise of populism, nationalism, and religious extremism. Question marks loom over newer centres such as Hong Kong and the UAE, and even established ones such as London.

Switzerland is not completely immune from this tumult. Still, the country’s political stability recently scored 95 percent in World Bank governance data. Switzerland also possesses a reliable national currency, with the Swiss franc’s sanctuary status further entrenched since the 2008 global financial crisis.

COVID-19 has affirmed the attractiveness of Switzerland. Many HNWIs favour its ‘middle way’ approach, offering a more liberal governance approach than places such as Singapore, but with a more reliable healthcare offer than Cyprus or Turks & Caicos. All of this serves to benefit the Swiss wealth management sector too.

 

Excellence and innovation
Sadly, the alpine state faces pressure to cede its promise of client confidentiality in the purported name of tax transparency and information sharing, most notably from the US government. The sad reality is that this never goes both ways. Take the OECD’s 2020 Peer Review Report, which makes 161 references to Switzerland, while the US – itself a major financial centre and not without its own internal troubles over secrecy, evasion and money-laundering – is mentioned only once. In a world of superpowers, it sometimes seems that only small countries can be sinners.

The Swiss federal government has recently passed a series of acts impacting trustees and external asset managers, meaning new licensing and demands for reporting and disclosure, some of which attempt to mirror the demands of the MiFID II system of the European Union. It’s still early days, and regulation will only take full effect by the end of 2022, but this will certainly mean a loss of some of Switzerland’s competitive advantage and no doubt lead to further domestic sector consolidation.

In other words, Switzerland cannot afford to rest on its laurels. Fortunately, there is little sign of that happening. In February, Geneva-based Bordier & Cie, founded in 1844, started offering cryptocurrency services as clients seek to diversify into alternative asset classes. The private bank itself relied on the B2B services of Sygnum, another Swiss firm that is part of the country’s burgeoning cryptocurrency sector. Zurich-based UBS, the largest private bank in the world, is also exploring this asset class.

Swiss technology excels, which is especially important as HNWIs become reliant on digital experiences. Etops, for example, specialises in aggregating clients’ financial data in the most seamless way possible. Altoo offers an intuitive and visually compelling platform for people to interact with their wealth. DAPM in Geneva can break down granular intra-day data about client investments across multiple accounts.

Swiss fintech spurs banking competition, with smarter players accepting this and working to impress savvy customers. Though the client is the ultimate winner, the country’s trusts and family offices also have much to gain here. These nimbler Swiss firms have a distinct advantage in being embedded in this software ecosystem, drawing on a strong domestic graduate pool.

It is not just Swiss people who make Switzerland, however. Despite its image as a quiet, settled country, Switzerland is one of the most cosmopolitan places in the world, a magnet for people across the globe to live and work. Over a quarter of its population are foreign residents, with even greater proportions of foreign workers in the cities of Geneva, Zurich and Basel.

Many of these residents serve the needs of private banking clients, either directly or in adjacent financial services. In Geneva, it is easy to find specialists in anything from Brazilian equities to 20th-century artworks. This internationalism is an undoubted strength, and is sure to persist, given Switzerland’s time-honoured position as a multilingual state in the heart of Europe.

Being the incumbent is great – though the risk of getting too comfortable and self-assured is always there. Thankfully, Switzerland’s unique blend of stability and innovation should be enough to ensure its private banking sector remains competitive in the years to come.

Giving the banks a run for their money

Will the banks be able to keep up in this rapidly changing landscape? The exploding popularity of fintech applications continues to transform the finance industry, a sector of the economy previously dominated by traditional-minded institutions. One notable development in the increasingly widespread use of fintech apps is the merging of banking and fintech that we are beginning to see. Fintech companies are rushing to apply for banking licences, and quite a few have already been approved. The first to lead this trend was fintech giant Square, which was able to obtain approval to create an industrial bank from the Federal Deposit Insurance Corporation (FDIC).

Since then, other fintech companies such as Varo Money, LendingClub, SoFi, Figure and Oportun either have been approved to create their own banks or have applications pending. These developments are important because it will create competition for existing banks and also affect the partnerships between the two entities in the future.

Certainly it is alarming for banks to realise that their current partner may soon become a competitor, armed with the benefit of a deep understanding of their operations borne from their work together. However, this change in status will also subjugate fintech companies with an increased amount of regulation and oversight. As fintech continues to create easy, convenient, quick and low-cost methods of serving the financial needs of individuals as businesses, banks must move to develop their own mobile banking technology to stay competitive.

 

Changing fintech landscape
In a select few US states, industrial banking charters are offered to companies who want to offer banking services and loans to small businesses without the burden of oversight by the Federal Reserve. Industrial banking charters are controversial, with many raising issues with a licence that allows non-financial companies to offer banking services. Because of this, an industrial banking charter has not been approved in 10 years – at least not until Square had theirs approved in March of 2020.

Certainly, this is an interesting development for the financial services sector. It could be a very positive change for small businesses, who may find that they have more options in terms of obtaining loans.

Servicing the small business market brings ample opportunities for fintech, as this historically has been ignored by traditional financial institutions

Square’s focus has always been on helping small businesses, which has never been more important, since the coronavirus pandemic has hurt profits for so many of them. In fact, one other interesting trend that has been seen among fintechs in the midst of the pandemic is the opportunity presented to them to serve small businesses under the Paycheck Protection Programme (PPP).

Fears that fintech will completely supplant the existing financial services sectors have been reignited. The birth of fintech originally scared banks for this same reason, and most of the traditional financial institutions reacted by agreeing to partnerships with fintech companies in the hope of riding their wave of success. The ability of fintech companies to offer new solutions, face challenges and adapt to a rapidly changing tech landscape has forced banks to reform their technology and adapt to better suit customers’ needs.

In fact, servicing the small business market brings ample opportunities for fintech, as this historically has been ignored by traditional financial institutions. This is a problem, with only 27.5 percent of small businesses, on average, being approved for business loans by banks. The pandemic has devastated small businesses, yet all signs point to the beginning of a recovery for the economy as a whole. It could be the perfect time for fintech applications to start offering banking services to help revive small businesses around the world.

 

Bypassing barriers
However, the process of applying for a banking charter can be lengthy. For example, it took Varo Money three years to be approved for theirs. Some fintech companies have found clever ways to bypass this governmental barrier, however, by acquiring digital banks in their portfolio. LendingClub was able to acquire Radius Bank in February, which may have saved them the steep fees involved in a banking charter application.

Both Radius Bank, LendingClub and Varo Money have focused more on individual consumers rather than small businesses, although this could change. The democratisation of stock reading, cryptocurrency investing and online banking has broadened access to financial services typically reserved for the middle or upper classes.

The financial services market has become so rife for innovation, and so potentially lucrative, that many industries are trying to get a piece of the pie. There has been a new term coined for technology companies who have recently begun offering financial services: techfin. However, traditional financial services point out that without the necessary knowledge, the ease with which everyday people can invest money via fintech apps can become dangerous. With fintech apps moving into the banking sector as well, there is a concern that these companies will encourage their users to invest their money rather than keep them in savings accounts.

 

Banking with fintech apps
So, what is behind this trend of fintech companies moving to get involved in the banking sector, rather than sticking with their partnerships with well-established financial institutions? By expanding their services to include those most commonly found in the banking sector, fintech apps can expand their clientele and gain access to a larger market. The profit is undoubtedly larger, as fintech companies can then cut out the middleman and deal directly with their customers, building relationships in the process.

 

Will we see more fintechs in banking?
There is a lot for fintechs to gain by applying for a banking charter. However, as we mentioned previously, the application process can be lengthy and expensive. There are also a lot of government regulations and obstacles that need to be overcome before an application is approved. Robinhood learned this lesson when they pulled their national banking charter application.

Previously, there was discussion from the Office of the Comptroller of Currency (OCC) of a special banking charter for fintech companies that would fast track the application. However, this was shut down in October 2019 after a New York federal judge ruled that the OCC, the regulator issuing the charters, did not have the authority to create this special type of charter. However, it is a significant development to have seen three fintech companies get approved with their banking charters (Square, Grasshopper and LendingClub). There have only been nine banking charters granted nationwide since 2008, and none at all in the past 10 years.

 

The benefits of a banking charter
It’s a fact that the traditional financing institutions have underserved small businesses, especially minority-owned small businesses. It’s also true that many of these same small businesses were hit hard by the pandemic and forced to close their doors because of lack of funding.

There is a huge need for financial services for small and mid-sized businesses as well as individuals who are just getting their financial lives started. There are undoubtedly hurdles to obtaining a national banking charter, but the rewards are astronomical. Fintech businesses with banking charters can work with Automated Clearing House (ACH), a standard payment rail. They can operate in any state in the US without having to deal with different state laws and jurisdictions and offer their customers FDIC insurance.

Fintech companies may be shaking up the financial sector, but that might be a good thing. Despite negative PR about the risks involved with new fintech investing apps and the value of cryptocurrency, clearly these companies are leaning towards accepting more federal regulations in return for access to broader market segments. The approval of so many fintech applications for national banking charters will serve to further legitimise many of these new fintech apps, and possibly become stiff competition for their former banking partners in the process.

The challenges facing the office property market

The coronavirus pandemic has had implications for practically every aspect of our lives. Its impact on the world of work has been particularly acute, with the equivalent of 255 million full-time jobs lost in 2020 due to COVID-19, according to the UN’s labour body. This is four times the toll exacted by the 2008 global financial crisis. Those of us fortunate enough to keep our jobs had to deal with an almost overnight shift in the way we work. In June 2020 a survey of 12,000 professionals in the US, Germany and India by the Boston Consulting Group (BCG) found that around 40 percent of respondents had started working remotely since the start of the pandemic.

As vaccine rollouts progress across the globe, bringing the pandemic under control (albeit at dramatically different rates from nation to nation and region to region), offices are tentatively reopening. The proportion of employees returning to the office once it is safe to do so, however, is still very much up for debate.

 

Not going back
According to Anna Osipycheva, Head of Commercial Real Estate at VTB Capital, the working from home trend is here to stay. “The real life situation of lockdown helped business to experience, assess and make conclusions about the pros and cons of a remote work environment,” she says.

This is backed up by data from multiple reliable surveys that suggest that a significant proportion of employees (from 20 to 70 percent depending on sector, region and scale of firm) would like to continue working outside the office at least one day a week after the pandemic. Even more telling is that employers surveyed by BCG expect around 40 percent of their employees to work remotely in the future.

Not everyone is convinced. Nick Riesel, MD of UK-based commercial property agency FreeOfficeFinder, has his doubts about the longevity of the working from home and hybrid working models.

“Everybody believes it is here to stay,” he says. “When companies are reminded of how much easier it is to manage, train, brainstorm with employees inside an office, we will see working from home fall away and things will start to return to normal.” He gives these models 12 to 24 months before they “fizzle out.” Even taking the data from those surveys – all conducted in the midst of the pandemic – with a pinch of salt, however, it seems reasonable to predict that this 18-month global experiment in remote working will have some sort of long-term impact.

Malcolm Frodsham, director of consulting firm Real Estate Strategies, identifies remote and flexible working as a long-term trend that’s been turbo-charged by the pandemic.

“It needed a shake-up because, yes, it’s been a long-run trend but it’s been a bit slow and I think everyone would benefit from more flexibility,” he says. Flexible working was established in the UK before the pandemic, with 22 percent of employees occasionally working from home. The European average is half that, however, according to data from Eurostat. In Latin America, pre-pandemic rates varied hugely, from 45 percent of employees polled in Colombia to 21 percent in Peru.
So while the push towards remote and flexible working will have an impact on rents, the fact that this has been the direction of travel for a number of years mitigates that impact. Another offsetting factor is that the trend towards higher density of occupation in office will now go into reverse.

“It’s likely now that the density of occupation is going to go down because of the way people are changing how they’re working and also because there’s likely to be a sort of residual fear of packing too many people into an office,” says Frodsham.

 

The serviced office boom
The increase in remote and flexible working has further implications for the office property market, accelerating the trend towards serviced offices, says Osipycheva.

“The need for large, dense, centralised offices is dramatically decreasing as more people are working from home or at decentralised co-working offices. This means that serviced offices providers will prevail long-term, as those spaces offer flexible leases and allow users to take full advantage of the hybrid work model.”

Though more expensive than more traditional leasing arrangements over the long term, serviced offices offer greater flexibility, as tenants are able to scale up and down to fit their requirements without worrying about aspects such as furniture storage and third-party utilities, explains Riesel. FreeOfficeFinder has seen a year-on-year increase of 8.5 percent in requests for serviced offices, as of March 2021.

Investors have been taking notice of this trend, says Osipycheva, citing an increasing interest in co-working companies like WeWork and ImpactHub among large real estate-focused asset managers such as Brookfield, Prologis, Boston Properties, Gecina SA, L E Lundbergforetagen AB and Capital One. “Whoever is able to capitalise on the post-pandemic co-working boom will end up ahead in the long term,” she says.

Whoever is able to capitalise on the post-pandemic co-working boom will end up ahead in the long term

This sector may be exciting investors but there are downsides to the model, warns Frodsham, who is currently researching the investment implications of a rise in the flexible service market for the Investment Property Forum. This market is vulnerable in the event of an economic downswing. WeWork, which takes leases on buildings to run as co-working spaces, operating in 118 cities worldwide, lost $3.2bn last year when the pandemic forced much of its portfolio to close. Occupancy rates at WeWork’s co-working spaces were at 71 percent before the pandemic hit; by the end of 2020 they had fallen to 47 percent.

For Frodsham, the success of WeWork (notwithstanding the embarrassment of having to delay its IPO back in 2017 owing to a lack of investor confidence), is proof that the “demand is there” for serviced offices globally. Investors hoping to take advantage of this highly profitable business model – serviced offices generate nearly double the revenue of an equivalent traditional office lease – can protect themselves, Frodsham suggests, by looking to those companies running a hybrid model: operating serviced offices in buildings they own. “Doing it yourself is probably going to emerge as the dominant force,” he says.

 

 

Are central locations now redundant?
Smaller serviced offices and co-working spaces that open up in advanced economies as the threat of COVID-19 recedes will increasingly be found in smaller towns and cities. Frodsham believes the pandemic could prompt the office property market to swing back towards decentralisation as part of what he calls a “classic centralisation-decentralisation cycle.”

“We’ll go into a period of time where there will actually be more hub offices opened up, fewer companies moving to places like Central London,” he says. Other major cities that might suffer from such a move include Dublin and Amsterdam, though the analyst isn’t concerned about a big impact on rents as supply will be able to adjust. None of this is to say, however, that we’ll be seeing the end of traditional leased offices in large urban centres any time soon. “There will always be larger corporations with headquarter buildings but these will need to accommodate for the working from home sentiment,” says Dicky Lewis, a director at White Red Architects, a global practice based in Mumbai and London working in the commercial and office sector.

A central location is always going to make sense, both financially and logistically, for some firms, including state-owned enterprises. It’s just that, in order to support employees who wish to work remotely, at least some of the time, satellite offices will become part of the mix. The office property market is actually well prepared to adapt to any longer-term impacts ushered in by the pandemic because it’s a sector that has to embrace change by its very nature. Technological innovations from air conditioning to networked computers, design trends and demographic change all contribute to the process of obsolescence of office buildings.

“Offices have always changed. What we’ve gone through with a pandemic is lots and lots of different trends being accelerated,” says Frodsham. That’s why the sector should be able to bounce back with relatively little drama – existing office buildings that suddenly feel unfit for purpose would have become obsolete in a few years anyway. A new generation of buildings to replace them is already being planned and built.

 

A cyclical nature
The biggest threat to the office property market associated with the pandemic therefore is not the rise of remote working, the shift to satellite offices or a boom in serviced offices. It’s the possibility of recession kick starting a demand shock that knocks up to 50 percent off rents in the largest and fastest-growing centres.

“If it happens, it will be a shock, but it will be what everybody is trying to avoid,” believes Frodsham. “That’s obviously what all the central banks around the world are trying to stop.”

Even were this to occur, however, because of the cyclical nature of the sector, “you get a couple of bad years and then things slowly recover and in four or five years’ time everything’s up and running again,” he says.

As with everything COVID-19 related you would need a crystal ball to be able to predict how the office property market will respond to such an unprecedented set of circumstances. Ultimately, only time will tell.