Tackling relief efforts in Sri Lanka after resilient year

Sri Lanka’s first localised COVID-19 case was detected in March 2020 right around the time the official declaration by the WHO confirmed it as a pandemic. As nations around the world began shutting down en masse in a desperate effort to rein in surging infection rates and control the mounting death toll, the Sri Lankan government also announced an island-wide lockdown that lasted from March until May in a bid to control its first wave.

The timing of the decision however could not have been worse, as it came at a time when the local economy was only just recovering from the spillover effects of the April 2019 Easter Sunday terror attacks that had threatened to unravel the country’s delicate social fabric and derail years of solid economic progress.

In the weeks and months that followed, the country was left grappling with the toll on human life and livelihoods, as the tourism industry came to a standstill and the disruption to industry, commerce and trade raised concerns regarding widespread job losses.

Volatility in equity and capital markets and the low level of foreign direct investment were a few of the other notable pandemic-related setbacks. Against this backdrop, Sri Lanka’s economy contracted by an unprecedented four percent in 2020, while available data suggests that unemployment shot up to 5.2 percent in 2020 from only 4.8 percent in 2019.

However, some noteworthy action by the government provided a much-needed boost to help businesses and individuals to tide over the difficult times. The broad-based economic stimulus package, which included the Saubhagya COVID-19 Renaissance Facility and the Debt Moratorium scheme, both for the benefit of COVID-19 affected businesses and individuals, were launched alongside a combination of fiscal and monetary policy measures.

These included restriction on imports, a low interest rate environment and the decision to lower the statutory reserve ratio (SRR) for licensed commercial banks as well as the involvement in the domestic foreign exchange market. These measures taken together aimed to stimulate economic activity and preserve the stability of the country’s financial system.

Caught in the crosshairs of the pandemic-induced economic slowdown, the local banking industry also experienced what can only be described as an exceptionally tough year. The performance of the banking sector fell below expectations in 2020 as asset quality and profitability were both compromised due to the higher credit risk. On a positive note however, the banking sector did continue to operate with adequate capital and liquidity buffers and coverage ratios throughout the 12-month period that ended on December 31, 2020.

Building resilience
While the COVID-19 outbreak has brought several issues to the forefront, one area that has been in the constant spotlight in recent months is organisational resilience. For Sampath Bank, building resilience is not a new theme triggered merely as a reactionary response to the pandemic, but rather a consistent long-term effort that goes hand in hand with the annual strategic planning cycle. The Triple Transformation (TT2020) Agenda is the latest in a series of resilience building initiatives that was developed in conjunction with Sampath Bank’s latest strategic planning cycle.

The TT2020 agenda forms part of a long-term strategy to transform three core areas – technology, business and people – to serve as the fundamental building blocks towards building overall resilience for the next three to five years. Having begun the implementation of the TT2020 agenda in the latter part of 2019, the first phase, which focused on augmenting the bank’s digital capabilities, was well underway when the pandemic hit the country in March 2020.

Preemptive thinking to strengthen digital competencies held the bank in good stead throughout the pandemic, for it was without doubt the most critical tool for enhancing the transactional capability of Sampath Vishwa (Retail and Corporate) platforms to allow customers to perform their banking needs during the lockdown period.

Preemptive thinking to strengthen digital competencies held the bank in good stead throughout the pandemic

It is also thanks to the early adoption of digital technology that Sampath Bank was able to create an omni channel environment to provide seamless connectivity across multiple platforms and give customers an even better banking experience than they would otherwise have experienced through our physical channels. Some notable examples include: the ‘cash-in-a-flash’ delivery service, the mobile ATM facility and the ‘Doorstep Banking’ facility, all launched in the midst of the two-month island-wide lockdown to assist retail customers to perform mainstream banking transactions without having to visit a branch. On this basis, the bank was able to divert over 90 percent of the average monthly routine transactions to digital channels during the initial lockdown period. Thereafter, approximately 80 percent of routine transactions continued to be performed digitally, a further testament to the versatility of Sampath Bank’s digital initiatives in meeting the customers’ expectations.

Proving its commitment to support its customers at their time of need, the bank also initiated proactive efforts to give eligible corporates and SMEs the opportunity to access the government-led relief measures such as the Saubhagya COVID-19 Renaissance Facility offered at a concessionary rate of four percent and the debt moratorium scheme. Accordingly, phase one of the debt moratorium was granted to approximately 50 percent of customers on the loan book, while phase two was extended to approximately 30 percent of the bank’s loan book.

Keen to play its part in supporting Sri Lanka’s post-pandemic economic recovery, Sampath Bank went beyond the regulatory mandated relief measures and mapped out its own relief efforts under the theme ‘Revive Sri Lanka.’ This initiative was kicked off in mid-2020 with the launch of the ‘Sampath Diriya,’ a bank-funded special loan scheme to enable manufacturing and export-related SMEs to access funding at a concessionary interest rate. To complement these efforts, the bank launched ‘Evolve,’ a robust ecommerce platform for SMEs.

Community commitment
Meanwhile, with banking operations declared an essential service as per the COVID-19 emergency laws, the safety of employees took on a whole new meaning. Prioritising the physical safety of employees was crucial and staff were asked to work from home where possible. All recommended health and safety guidelines were implemented for the safety of employees, including detailed work schedules for branch teams and corporate management, along with special transport arrangements accompanied by a comprehensive COVID-19 monitoring system. Furthermore, no pay cuts or retrenchments were announced and all confirmed employees were granted their full entitlement earned under the performance-based bonus scheme for the year 2019.

A new learning management system was also rolled out to ensure training activities would continue unhindered. In an effort to build overall resilience and help the bank to manage the long-term impacts of COVID-19, risk management systems were further strengthened with the implementation of sophisticated early warning systems along with a series of machine learning tools for the detection of potential non-performing advances. Business Continuity Planning (BCP) controls were also tightened to ensure cognizance of the varying risk profiles of different branches. In addition, after a comprehensive bank-wide vulnerability assessment, it was decided to further strengthen the independent disaster recovery site framework currently in place as an additional BCP measure.

At the same time, seeing the pandemic as an opportunity to reiterate its commitment to attend to underserved communities, the bank continued with its flagship CSR initiative – the ‘Wewata Jeewayak’ tank restoration programme. Two major tank restoration projects were undertaken and completed in 2020, bringing the total number of tanks restored to nine, since the initiative was first launched in 2001. The bank also teamed up with two leading corporates to jointly donate a fully equipped PCR laboratory to the army hospital in Colombo, adding a considerable boost to the country’s overall COVID-19 testing capacity. The donation was made via the ‘Hope for Life’ fund, an internal fund maintained by Sampath Bank to fulfill its purpose of uplifting public healthcare standards in Sri Lanka.

Continued growth
Meanwhile, at a time when many in the local banking industry were struggling to cope with the impact of the economic downturn, Sampath Bank demonstrated its tenacity by continuing to grow in 2020. The bank’s asset base crossed the historic Rs 1trn mark to reach Rs 1.1trn ($5.5bn) as of December 31, 2020, denoting a 15.4 percent expansion from the Rs 962bn ($4.8bn) reported at the end of the previous financial year. Surpassing the one trillion mark in total assets in just over 33 years represents a significant milestone in the bank’s journey to date as it places Sampath Bank in the local banking record books as the youngest bank to reach this remarkable landmark. Fuelled by robust asset growth, the bank recorded PAT of Rs 8bn ($40m) and PBT of Rs 11.2bn ($56m) for the FY 2020, which enabled the declaration of a cash dividend to shareholders at a 39 percent dividend payout ratio. These are all very credible achievements that demonstrate without a doubt Sampath Bank’s resilience and further prove the bank’s ability to consistently meet stakeholder expectations even in times of economic adversity.

Innovation and sustainability: setting global standards for responsible mining

The most important aspect of any sustainable company lies in its success in bringing relevant development to the communities that it gains from. Hindustan Zinc strives to conserve natural resources and adopt greener technologies wherever possible to ensure its environmental footprint shrinks year-on-year. It embarked on a digital transformation programme to drive a different way of working for a sustainable future, aimed at enhancing stakeholder value through exploration, innovation, safety, and sustainability, maintaining market leadership, and increasing customer delight.

Technology is the catalyst that is at the heart of making mining operations ‘smart,’ ‘sustainable’ and ‘safe’ by leveraging digital tools and processes that make operations instrumented, interconnected, intelligent and data-driven. Hindustan Zinc has increasingly been using technology for the automation of processes and has started integrating technologies across the value chain to reduce waste, increase resource efficiency and drive up productivity while promoting the harnessing of renewable energy sources. Some of the emerging technology trends that we are fast integrating into our mines are in the areas of automation and remote operation, real-time data capture, telemetric data for predictive analysis, digital twins, drones, mine-to-mill process integration, and safety innovation.

Automation and remote operation use the mine’s wireless network and allow the operator to utilise the machine functions from a remote location. These functions include drilling, levelling, remote bogging, tramming, and GPS hole navigation to increase the productivity, safety, and cost efficiency of the process. Also, advances on the internet of things (IoT) technology are enabling a connected network of low-cost, highly capable sensors to capture data in real time and enable integrated planning, control, and decision support in our mines at Hindustan Zinc.

Digital twins (digitised geological, engineering, and asset data) is an emerging technology that enables the creation of a digital model of the physical environment, constructed using geological, engineering, and asset information. This can be continuously updated with data from sensors and location-aware mobile devices enabling robust, real-time, data-driven decision-making.

Our vision is to be the world’s largest and most admired zinc, lead and silver company

Additionally, for data collection, inspection, stock control, condition, and safety monitoring, new and improved unmanned drones are also being used. Another noteworthy technological intervention that we have successfully embraced in our operations at Hindustan Zinc is the mine-to-mill process integration technology that maximises mine-to-mill metal extraction.

We are continually adopting digital technologies and advanced process controls in our mills and smelters for process capability improvement. The organisation firmly believes that data is the new gold and have outlined a long-term strategy to digitise every aspect of the entire value chain of the business.

The holistic view aims to upgrade, procure, and connect key critical assets of underground mines, mills, smelters and power plants through best-in-class technology while ensuring data security and data loss prevention measures are in place. The organisation has put all its effort into maximising productivity, efficiency, and equipment reliability through proven digital technologies. There are dedicated teams, and budgets are allocated in line with business needs.

We are consciously working with our partners towards building and adopting these capabilities, because we look at it as an investment into the future of mining, where sustainability, safety, efficiency, and innovation are an integral part of operations. Increasingly, different digital solutions are being bundled into the offerings of the equipment manufacturers and service providers too.

 

Taking a holistic view
Hindustan Zinc is built on inherently sustainable principles. We believe in driving long-term sustainable economic development and value creation for our stakeholders by protecting the health and safety of our people and community, minimising the environmental impact of our operations, respecting human rights, and sharing benefits with the community. Our vision is to be the world’s largest and most admired zinc, lead and silver company.

We have taken a holistic view in setting our sustainability goals for 2025, aligning them with UN Sustainability Global Goals. Following a formal materiality analysis process and extensive internal and external stakeholder dialogue in 2019, we identified the high priority material issues, and subsequently set ambitious sustainability goals for 2025. Over the next five years, we will focus on expanding the work towards creating positive changes.

 

An open goal for sustainability
Our 2025 targets include reducing our GHG emissions, passing on our sustainability standards to our suppliers, reducing our dependency on freshwater, moving towards zero waste to landfill, improving the livelihoods of one million people and increasing diversity and inclusion in the workplace. With our goals, we are pursuing a comprehensive approach that includes the entire product life cycle, considering social, environmental, and economic aspects. Furthermore, we want to share our progress transparently with our stakeholders.

We have a well-structured sustainability governance strategy in place to drive our goals and our own executive sustainability committee, which is responsible for formulating sustainability strategy and long-term goals and targets. It plays a strategic role in all business decisions to ensure workplace safety, eliminating any potential damage to the environment, enhancing a commitment towards stakeholders, and maintaining our reputation. Under this committee, we have eight teams to drive each of our eight sustainability goals and to facilitate the decisions of the committee.

We remain focused on strengthening our efficiency, technology, and digitalisation initiatives to build on our industry leadership and deliver consistent returns to our shareholders. Apart from the above ambitious goals, we have also joined the global movement by committing to various science-based targets to limit the increase in the world’s temperature by 1.5 degrees Celsius. These targets include cutting carbon emissions by at least 14 percent from the company’s operations by the end of the fiscal year, 2027. Hindustan Zinc will also work with its customers and suppliers to reduce its indirect emissions by 20 percent.

Our 2027 greenhouse gas targets have been approved by the Science-Based Target Initiative (SBTi) and are also consistent with the challenge presented to corporations by the Intergovernmental Panel on Climate Change (IPCC), the United Nations body for assessing the science related to climate change. The company is taking all possible efforts to limit climate change, mitigate its catastrophic effects, and ultimately save lives. In addition to setting ambitious targets to achieve sustainability in the business, we have established a stronger governance structure, for increased transparency and for higher levels of support that we will provide to our stakeholders.

 

Improving water use efficiency
Water is one of the key natural resources and is of the utmost importance for our operations as our operating units are in Rajasthan, which is a water-scarce state. We understand its importance, and adopt best practices for making judicious use of water in our processes. We constantly look to improve our performance through improvement of water use efficiency, using less water-intensive technologies, and implementing water recycling opportunities to help minimise the use of fresh water and maintaining zero discharge.

Water scarcity and the non-availability of water is a key risk for our business. To mitigate this risk, we are reducing dependence on fresh water by exploring alternative resources, increasing the recycling and reuse of water and replenishing as much water as possible.

We are a water positive company and during the year, the company has completed a sewage treatment plant expansion and community projects in water harvesting. Hindustan Zinc maintains several water sources in conjunction with the government. A network of sewage treatment plants (STPs) was also set up in Udaipur, which provides a sustainable water source to its operations.

Our performance has improved considerably on several ESG metrics on the back of our sustainability and technology efforts carried out over the last few years. The increased use of recycled and treated water, improved smelter efficiency, higher metal recoveries, gainful utilisation of waste, and focus on renewable power, has inevitably led to the conservation of natural resources and therefore a lower impact on the environment.

The company is ranked first in the Asia-Pacific region and seventh globally in the metal and mining sector by the Dow Jones Sustainability Index for the third consecutive year and is among India’s first companies to be included in the CDP climate change ‘A list’ for 2020. Our efforts towards a more structured journey of innovations continues. One of our objectives is to bring out hidden creativity among employees and business partners. A dedicated portal and innovation café – ‘a space out of workspace’, was set up as a means of exchanging ideas and capturing innovative thoughts.

 

The sustainable journey so far
We have found that sustainability is vital to steer operational excellence and ensure business growth. By adhering to the Vedanta Sustainable Development Framework we have managed to integrate sustainability throughout our business management and our operational drivers of governance, safety, and social responsibility. Responsible stewardship, building strong relationships, strategic communication, as well as adding and sharing value, are the cornerstones of our sustainability framework.

Our policies, procedures, and best practices are all aligned to this strategy, which is why our employees have a clear understanding of their role in driving business success. With this approach, we predict a sustainable future for our business operations, one in which we continue to meet our growth targets and create long-term value for all our stakeholders.

Protecting and enhancing biodiversity is also an integral part of Hindustan Zinc’s commitment to sustainable development. The company has a separate policy on biodiversity and stays committed to preventing risk on biodiversity throughout our business. Renewable energy is a huge thrust area for us at Hindustan Zinc.

We aim to be self-sufficient and green in fulfilling our energy requirements so as not to put any stress on the energy-starved state of Rajasthan, which plays host to a significant part of our operations. Our portfolio of over 348.54 MW of renewable energy generation is testimony to our philosophy of growing responsibly. We are already a significant wind power producer in India with a capacity of 273.5 MW across five states. We have been continually prioritising and emphasising the need to ensure compliance and improve our social and environmental performance.

We have established stringent management systems centred on safety, health, the environment, and social performance. Our resilience was especially tested during the COVID-19 pandemic when we emerged with the highest ore and MIC production levels ensuring returns to shareholders, all while remaining committed to our sustainable path.

Hindustan Zinc is on a journey, one which focuses on nurturing leaders, conserving resources, improving health, safety, and wellbeing. We aim to be the example that others wish to emulate when it comes to environmental performance, enhancing the quality of life, and fostering innovation.

Banks’ changing climate

Nearly everywhere one looks nowadays – newsrooms, corporate manifestos, and government agendas – climate change has moved from the fringe to centre stage. And central banks, after standing on the sidelines for so long, have recently begun to play a starring role. The Bank of England (BOE), for example, just became the first central bank to include in its policy remit a reference to supporting the transition to a net-zero-emissions economy.

The European Central Bank is discussing how – not merely whether – to incorporate climate considerations in its own monetary policy. And the Network for Greening the Financial System (NGFS), a global group of central banks and financial supervisors, has more than doubled its membership over the past two years. Its 62 central banks include those of all but four G20 member states.

Such a speedy shift is bound to invite spirited debate – as well it should. But the overall premise for the change is sound. If anything, the overriding risk is that central banks will still do too little, rather than too much, about climate change.

 

Climate stress tests
Over the past few years, a consensus among central-bank leaders regarding climate risks to financial stability has emerged. The bank for international settlements database shows that whereas only four central-bank governors delivered speeches on green finance in 2018, 13 did just two years later. And now, nearly half of NGFS members have assessed climate risks, and more than one-tenth have already carried out climate stress tests, according to research by BlackRock. Central banks’ investment activities have duly followed suit.

Almost 60 percent of developed economies’ central banks now invest using broad environmental, social, and governance criteria, and Eurosystem central banks have agreed to a common stance on climate-related investments in non-monetary policy portfolios. Finally, even monetary policy itself has begun to align with climate issues. Late last year, Sweden’s Riksbank announced a new climate-related exclusion policy.

Similarly, the BOE is expected to indicate later this year how it will account for the climate impact of its corporate-bond holdings. Several ECB decision-makers have called for climate risks to be incorporated into corporate bond purchases and collateral policy.

And the NGFS has just published technical guidance for ‘adapting central bank operations to a hotter world.’ There are three main causes for this shift – all of them legitimate. First, close to 130 governments around the world have committed to large reductions in carbon dioxide emissions over the coming decades. While the policies for achieving this have yet to be fully specified, the premise that meaningful change will occur is no longer merely an act of faith.

 

Economic policies
Central banks that integrate climate considerations into their activities thus can no longer be accused of front-running governments. And where a central bank’s mandate includes supporting a state’s economic policies, agnosticism (or, in central-banking jargon, market neutrality), will be increasingly untenable if it clashes with official climate commitments.

Second, the case for incorporating climate change into macroeconomic modelling and investment decisions has never been stronger. Extreme weather events have become more frequent, and their impact on growth and inflation more visible.

 

Boosting portfolio resilience
Moreover, as policy plans take shape, the uncertainty around climate-impact scenarios over the coming decades has become less daunting. Climate-related data have improved enormously in quality and quantity, and the availability of climate-aware investment instruments and strategies has increased dramatically. Their emerging performance record already indicates that they can boost portfolio resilience without sacrificing returns.

Accordingly, a majority of institutional investors globally now consider sustainability to be fundamental to their investment strategies. The third reason for central banks’ new stance is a growing recognition that advocacy alone is insufficient. To have a greater impact, they must lead by example.

Central banks will likely exert great influence over the speed with which climate-related risks are priced into the financial system

This calls for greater transparency about their own exposure to climate-related risks and how such risks are modelled and priced. Better disclosure will rest, in turn, on the receipt of adequate data from issuers whose assets central banks choose to hold. As such, central banks will likely exert great influence over the speed with which climate-related risks are priced into the financial system.

There are risks in moving both too slowly and too fast, so establishing a clear path ahead is essential. That said, central bankers’ conversion to the climate cause is still in its youth. Many central banks have yet to join the NGFS, let alone integrate climate change meaningfully into their activities.

The vast majority of emerging-market central banks have not signed up. And, globally, the BOE is the only central bank so far to have published a statement in line with the most exacting recommendations of the task force on climate-related financial disclosures, albeit Eurosystem central banks have committed to do so within two years.

 

Obstacles to overcome
Central banks are understandably wary of mission creep, and of raising expectations that can be met only by becoming reliant on governments. Still, the work of the NGFS and the actions of its leading members should demonstrate to other central banks that their mandates not only permit but in fact require climate change to be incorporated into their activities.

Numerous challenges remain on the road ahead, and domestic circumstances can differ too; but that is absolutely no excuse for inaction. Central bankers’ response to climate-change risks has plenty of room to grow in the coming months and year ahead.

Algorithmic trading sees growth in the FX market

After raising capital from its founding banks, FXSpotStream (FSS) has added functionality to support FX algos and allocations over its API. Now live with multiple clients, this is the industry’s first multi-bank service FX algo API and provides access to the entire algo suite of its liquidity providing banks (LPs).

FXSpotStream was created in 2011 as a market utility to reduce the costs of trading FX as the ‘electronification’ of the FX market continued to accelerate. Originally supporting only FX spot, the service has grown considerably since its formation and now supports trading in FX spot, swaps, forwards, NDF/NDS and precious metals spot and swaps.

Clients pay nothing to access liquidity from up to 15 tier one LPs via a single API or GUI from sites in London, New York, and Tokyo, with no brokerage, data or hosting fees. LPs are charged a flat fee for the core streaming offering to trade an unlimited amount of volume, resulting in the LPs paying less on a per million basis as their volume grows; thus, clients can expect better pricing from the LPs.

 

FX algorithmic trading
The automation of the foreign exchange market has seen a strong shift from its roots of telephone trading, voice desks and opaque price information, to today’s technological world with online trading and streaming of prices. Algorithmic trading is another area of the FX market that has seen significant growth as clients aim to obtain a better price and execution, while limiting the risk on their part.

Today, algorithmic trading accounts for approximately 20 percent of all institutional foreign exchange trading volume and half of all equity trading volume. By supporting algos over their API, FSS are targeting a gap in the market – with most algos being supported over a GUI – and meeting a growing demand from clients. These functionality enhancements allow FSS to support the additional e-FX capabilities of their LPs and clients giving them wider access to liquidity while reducing the risk of information leakage.

Algorithmic trading accounts for approximately 20 percent of all institutional foreign exchange trading volume

FXSpotStream provides clients with access to over 70 different algos and 200+ algo parameters supported by the LPs. Clients will also be able to choose a specific liquidity profile at the bank with the ability to select to execute against the bank’s liquidity alone or a variation of the bank’s full offering.

A great deal of work has taken place to support this move, and the aim was always to make the interaction between client and LP as efficient as possible. Clients seeking to access the algos of the FSS LPs will not need to add any additional network infrastructure, connecting in the same way as they do today – accessing a normalised API through a single FIX session that provides access to algos offered by multiple providers.

The decision to accommodate FX algos will also see a move to FIX 5.0 standards and the addition of ‘amend and cancel’ capabilities. Clients will also have the added options of ‘fill now’ and ‘suspend and resume.’ This also includes support for resting orders and benchmark fixing orders, as well as spot, forwards and NDFs over the LP algos. Following the launch of the algo functionality over the API, algos are targeted to be available over the FSS GUI by the end of the year.

 

FX allocations
With the significant growth of hedge funds and wealth management firms, FXSpotStream has added functionality to support FX allocations over its API. The combination of the algo functionality with the support for allocations will appeal to hedge funds, asset managers, multinational corporations and regional banks. However, that is not the extent of their focus, and ultimately any client, with an interest in accessing the algo suite of a tier one provider or needing allocation functionality, will be able to utilise the new algo service.

Though pre-trade allocations are generally executed in the RFQ protocol, FSS will support this for full amount ESP orders. Post-trade allocations will be limited to those clients pre-approved by their LPs. Allocations can either be implemented by the client or through an OMS or third-party vendor. FXSpotStream is vendor agnostic and actively encourages clients to discuss their opportunities with our partners to find the one that best suits their needs.

Macau’s development of the ‘smart city’ still on track

The broad impact and long duration of the COVID-19 pandemic has dealt a severe blow to Macau’s service-export-oriented economy. Affected by travel restrictions and social distancing measures, GDP fell by more than 50 percent in 2020 and visitor arrivals decreased by 79.6 percent in the fourth quarter. Nowadays, the economy is still on a slow recovery path and development of the banking industry in Macau remains static. The pandemic had a profound impact on people’s lives and online commerce has become more popular.

To adapt to the changes and speed up the economic recovery, the Macau government laid out its vision to develop into a ‘smart city’ – an urban space that uses different types of technology and electronic data to enhance operational efficiency.

By grasping this opportunity, ICBC (Macau) developed e-payment services with the goal of promoting ‘cross-border, ‘cross-industry,’ and ‘banking without borders’ services – overcoming obstacles and creating a new business model for the industry.

 

The road to recovery
Last year marked a difficult and extraordinary year for the Macau Special Administrative Region, facing unprecedented challenges from the novel coronavirus pandemic. Gaming and tourism revenues have suffered the most. By contributing more than 50 percent to GDP, and generating over 70 percent of government revenue, gaming and tourism is the core pillar of industry in Macau. Due to the outbreak of the pandemic, gaming revenue has fallen by 79.3 percent for 2020 and GDP fell by 45.9 percent in real terms for the fourth quarter of 2020.

Private consumption decreased by 16.3 percent year-on-year as residents went out less and made fewer trips abroad amid the outbreak and economic outlook remained uncertain. All sectors of society – ranging from small to large enterprises – have been greatly affected and have encountered multiple difficulties and challenges. Despite the downturn in the gaming and tourism industry, unemployment rates have only risen from 1.7 percent (2019 Q4) to 2.7 percent (2020 Q4).

As COVID-19 was gradually brought under control, travel restrictions were eased in August 2020. As of March 2021, visitor arrivals totalled 750,000, an increase of 76.7 percent month-to-month and an upsurge of 255.4 percent year-on-year.

Consumer demand in Macau has been unleashed and the market atmosphere has improved. Gaming revenue has returned to about 40 percent of its pre-pandemic level in the first quarter of 2021. In March 2021, gaming revenue leapt by 58 percent year-on-year to $1.04bn, which is the best it has been since the start of the pandemic. As the vaccination programme continues on, the upward trend in the economy is expected to continue (see Fig 1).

The banking industry of Macau remained robust and resilient in 2020. The value of assets among local lenders totalled $277.9bn by the end of 2020, rising 10.2 percent year-on-year, while the operating profits of the sector reached $2.14bn, representing a rise from $2.13bn by the end of 2019, according to the Monetary Authority of Macau (AMCM).

The capital adequacy ratio remained around 14 percent and non-performing loan ratio below one percent throughout 2020. However, the total loan growth rate declined from 10 percent to three percent by the end of 2020 (see Fig 2). In addition to the traditional banking business, the banking industry in Macau needs to find new areas of growth to sustain the industry’s momentum, such as e-payments and online banking.

 

Developing an e-payment market
In the city’s first official five-year development plan, covering the period 2016–2020, and also Macau’s 2021 policy address, the government laid out its vision to develop Macau into a smart city. Mobile payments are one of the major elements in turning Macau’s smart city vision into a reality. As stated by AMCM, the city has approximately 70,000 POS systems utilised for QR code payments (e-payments). In fact, new regulations have been published to boost the development of the smart city since 2019, such as the cybersecurity law, e-governance law and amendments to the cybercrime prevention law. In light of the coronavirus outbreak, bricks and mortar operations have recently witnessed a decline.

The government also recommended contactless payment and online banking solutions over traditional over-the-counter services for residents. Taking into account the mobile payment applications currently available and the financial institutions that promote e-payments in Macau, the banks have adopted a more modern and technology-based approach.

Simple Pay, a new form of payment introduced by AMCM, will allow customers to use their mobile phones to scan businesses’ QR codes to pay for a service or product. Its pilot period for the first stage was initiated in February 2021. Simple Pay aims to integrate all types of e-payment opportunities into one system, allowing businesses to accept all existing payment methods using a single terminal or QR code. Before the adoption of Simple Pay, vendors would need separate machines to accept payment from different banks.

In 2020, Macau logged over 65.49 million internet payment transactions, involving a total of $791.25m. AMCM would input more resources this year to improve the local digital financial infrastructure. Contactless payment is expected to continue to grow beyond the pandemic.

 

Turning challenges into opportunities
In 2020, ICBC (Macau) accurately identified the development trend of financial technology and actively implemented the localisation of its e-ICBC strategy. It is the first local bank to establish an intelligent network, improving the financial service ecosystem and leading the development of financial technology. In 2020, the number of customers using online banking and mobile banking began to increase rapidly.

ICBC (Macau) therefore continued to advance its e-banking service and achieved positive results. The bank is the first overseas ICBC Group member to launch e-payments, covering online e-commerce platform payment scenarios and offline code scanning payments. The e-payment is a contactless payment solution, increasing operational efficiency and enhancing security over traditional card payment methods.

In 2020, the number of customers using online banking and mobile banking began to increase rapidly

Furthermore, the tap-to-pay feature promotes hygiene in light of recent events with customers only making contact with their mobile phone, decreasing the chance of the virus spreading.

ICBC (Macau) continued to optimise aggregate payment services, creating multiple firsts and providing diversified and convenient acquisition services for merchants, leading the development of electronic payments in Macau. ICBC (Macau) further developed the local market to enhance core competencies and maintain market leadership through online card application, aggregate payments, mobile payments and various other payment scenarios. The issuance of credit cards increased by five percent in 2020.

Though the transaction amount slightly declined by six per cent due to the pandemic, it was still above the average decline of 18 percent in Macau’s banking industry. The bank led the founding of the Macau Cross-Border E-Commerce Industry Association and was honoured as a life chairman, building a comprehensive platform for local cross-border e-commerce businesses.

The bank also executed the strategic transformation of smart banking and launched a new version of Mobile Banking 4.0, transforming the bank services from offline to online, aiming to improve service quality and increase customer activity. ICBC (Macau) integrated popular retail banking products into mobile banking with multiple first-of-its-kind features in Macau, such as one-click transfer, ICBC Express, and 24/7 services for remittance, maintaining the leading position in local mobile banking services.

 

Financial ecosystem
Finally, ICBC (Macau) continued to develop innovative businesses and established the foundation for the continuous development of online banking payment services. The bank launched ICBC e-payment with a comprehensive retail transformation, creating an open financial ecosystem.

In 2020, ICBC e-payment had more than 110,000 users and was available at more than 7,000 merchants in Macau, an increase of 140 percent compared to 2019. The number of transactions was close to three million and volume exceeded $50m, a growth of more than 200 percent year-on-year. The bank continues to optimise the life platform in mobile banking and launched an online application interface for SMEs to improve processing efficiency and meet customer needs.

The last 12 months have tested the resolve of the banking industry, and ICBC (Macau) has risen to the considerable challenges by committing fully to the e-commerce and contactless payment market in Macau and assuming social responsibility for Macau’s post-pandemic economic recovery.

WTO at a crossroads

When Katherine Tai, the new US trade representative, announced last May that the US would support a patent waiver for COVID-19 vaccines as part of the World Trade Organisation (WTO) TRIPS agreement on intellectual property, she sent a signal that the pandemic has shaken long-established norms of global trade. Historically, the US, the world’s leading producer of pharmaceutical and technology patents, has resisted calls for intellectual property liberalisation.

The debate on patent-free vaccines started last October when India and South Africa requested a patent waiver for vaccines and several Covid-related drugs, a call supported by most developing countries. Opposition came immediately from the EU, Switzerland and the UK, all major drug producers, with Brussels pushing an alternative plan for flexible compulsory licensing across different countries. For their part, pharmaceutical companies have warned that a waiver would risk transferring state-of-the-art technology to China and Russia. The ball is now in the WTO’s court, with a decision expected to be made this summer. In early June, a WTO panel agreed to start a “text-based process” to resolve the issue.

WTO headquarters in Geneva, Switzerland
WTO headquarters in Geneva, Switzerland

Reform or die
The dispute is emblematic of broader challenges facing the WTO. The pandemic has sparked concerns over the entrenchment of global protectionism with the emergence of insular trade blocs, a trend already prevalent before COVID-19 disrupted global supply chains. In 2019, the dollar value of world merchandise exports dropped by three percent, reflecting a rise in ‘onshoring,’ as an increasing number of multinationals bring production closer to home. The pandemic has exacerbated this trend, pitting corporations against governments and developing countries against developed ones. In this context, the rise of ‘vaccine nationalism’ is seen as a symptom, rather than the cause of the WTO’s troubles.

Although most WTO members agree that reform is needed for the organisation to stay relevant in the 21st century, few concur on the form this should take. Some fear that the rise of bilateral and regional trade agreements threatens to render the WTO’s arcane rules, lengthy procedures and overstuffed panels obsolete; by late 2020, 300 such agreements were in force, compared with fewer than 60 in 1995 when the WTO was founded. Pessimists warn that it may not even survive the end of the decade. The organisation’s rules mainly govern trade in goods, whereas the global economy is increasingly dominated by services, while rules on e-commerce are either antiquated or practically non-existent. Critics of the organisation also cite its lack of transparency, notably the failure of many members to notify the WTO about government subsidies.

The rise of ‘vaccine nationalism’ is seen as a symptom, rather than the cause of the WTO’s troubles

In a way, the Geneva-based international organisation is a victim of its own success, with rigid decision-making mechanisms from an era when there was consensus on the rules of the game being unsuitable for its expanding membership of 164 countries, argues Craig VanGrasstek, a trade consultant and author of the official history of the organisation. By mid-2021, almost every country in the world had joined the WTO or had applied to join.

Even smaller countries can veto crucial decisions through the organisation’s ‘one country, one vote’ rule and the ‘single undertaking’ principle, according to which nothing is agreed until everything is agreed. Many members have retained their original status as developing countries, which offers them a series of privileges through the so-called ‘special and differential treatment’ provision, although they have long joined the club of advanced economies. Unlike other international or supranational organisations, the WTO is a member-driven behemoth, with little leeway for taking initiatives.

Joe Biden, US President
Joe Biden, US President

US and China at loggerheads
Despite its problems, the WTO’s position as an arbitrator of global trade would be safer without an increasingly important obstacle: escalating tension between the US and China. Under the Trump administration, the US slapped tariffs of up to 25 percent on several Chinese products, citing concerns over US trade deficit, currency manipulation and intellectual property theft. Although the new US administration is seen as less protectionist compared to the previous one, some of its policies, such as the ‘Buy American’ initiative, which aims to use government spending to boost US manufacturing, are perceived as tacit continuation of Donald Trump’s insular policies. In a report summarising its trade priorities, published last March, the Biden administration has said that it will use “all available tools” to fight China’s trade practices.

The new government’s attitude towards the WTO has also been ambiguous, although less hostile in rhetoric compared to the previous administration, which even threatened to leave the organisation. In February, the US delegation to the WTO said that US authorities will keep labelling exports coming from Hong Kong as Chinese, due to China’s intervention in the affairs of the Cantonese city. The policy effectively follows the previous administration’s unorthodox practice of imposing tariffs on imports over alleged national security concerns, pushing many countries, including US allies such as Canada, to dispute its legality at the WTO. It has also encouraged other WTO members to cite their own national security concerns in various trade disputes, sparking fears that the international organisation may soon have to wade into areas beyond trade.

Some fear that the temptation of unilateralism may be too strong for the Biden administration to resist, now that its contribution to electoral success has been tested. Over the last decade, the US has signed a series of foreign trade agreements (FTAs) that will increase the share of US imports covered by FTAs from 36.2 percent to 62.5 percent. Some analysts believe that the shift may push the US government to put negotiations over WTO reform on the back burner. “Biden and those under him are internationalists, but not necessarily multilateralists, when it comes to trade,” VanGrasstek says. “They take the WTO into account, but it’s no longer the first thing they think about when they think about trade.”

With China and the US at loggerheads, it’s up to third countries to support the WTO as a neutral arbitrator of the global trade system, says Stephen Woolcock, head of the LSE’s International Trade Policy Unit and former consultant to the European Commission: “What is needed is a strong coalition of other WTO members to support multilateralism, as it is they rather than the US or China that will suffer from a demise of multilateralism.” One such initiative is the Canada-led ‘Ottawa Group,’ which entails a group of WTO members, including the EU, pursuing rules-based reforms that seek to reinvigorate the organisation. Some think that the best way forward is undertaking ‘plurilateral’ negotiations on issues such as e-commerce, which involve smaller numbers of WTO members and focus on specific sectors, making consensus easier.

A dispute over dispute settlement
At the centre of the US-China rivalry is the future of the WTO’s appellate body, a seven-member panel serving as the organisation’s dispute settlement mechanism. In a rare case of bipartisan consensus, Democrats and Republicans view the body as a threat to US sovereignty (see Fig 1), in line with traditional US aversion to international tribunals, such as the Hague-based International Criminal Court. Starting with the Obama administration, a series of US governments have argued that the body’s judges take too long to issue rulings on important trade disputes.

More crucially, US officials have argued that the body often overreaches its mandate and in some cases comes up with its own rules. “In essence, that’s propaganda. The appellate body has made some mistakes, but not the kind of mistakes the US accuses the judges of,” says a source familiar with the operation of the body and the dispute over its future, adding: “It has issued about 600 decisions on complex issues over 25 years. They could not make everybody happy, but by and large, the system was functioning reasonably well.”

The WTO is a member-driven behemoth, with little leeway for taking initiatives

Another reason for US scepticism is increasing concern that the appellate body is failing to tackle China’s unorthodox trade policies. Washington has repeatedly complained that its judges have adopted a narrow definition of what constitutes a ‘public body,’ effectively allowing several Chinese companies to receive government subsidies against WTO rules. “The US ‘destroyed’ the appellate body because it doesn’t like the system as a whole anymore,” said the anonymous source. “They think that WTO rules are outdated, because they don’t allow them to deal effectively with China.”

In a dramatic move that escalated the crisis, the Trump administration did not appoint any nominees to fill up vacancies created by outgoing members, effectively paralysing the body. So far the Biden administration has refused to appoint new members, arguing that the US “continues to have systemic concerns” over the operation of the body.

Some hope that the dispute may be solved as a part of a larger bargain that would entail broader reforms in the structure of the organisation, including the definition of ‘developing countries’ and their right to veto crucial decisions. Bob Lighthizer, US Trade Representative under Trump, has admitted in a testimony in Congress that US objections are a bargaining chip. For its part, the EU Commission published this February a paper supporting WTO reform and recognising the validity of some US concerns, a major U-turn compared to its previous position.

One reason for this shift, according to the anonymous source, is that EU officials may want to lure the Biden administration into a negotiation: “Many people in the EU Commission’s Directorate General for Trade think that the dispute settlement system was just fine, but they let the US score some brownie points to get them to the negotiating table.” In May, the US and the EU agreed to avoid an escalation of their dispute over US steel and aluminium tariffs. In a joint statement, they pledged to work together to “hold countries like China that support trade-distorting policies to account.”

Ngozi Okonjo-Iweala, Director-General of the WTO
Ngozi Okonjo-Iweala, Director-General of the WTO

A new head for a new era
If there is hope that the WTO will adapt to the needs of the 21st-century economy, it comes from the recent appointment of Nigerian-American economist Ngozi Okonjo-Iweala as Director-General. As the first woman, and the first African citizen, to head the WTO, Okonjo-Iweala rattled the status quo even before she took office this March. With her colourful dressing choices and photogenic smile, she cuts a different figure from her predecessors. “Her appointment represents a recognition that the WTO must belong to all its members and not just to a few dominant countries,” says Professor Woolcock from LSE.

However, her appointment was not free of controversy. Although Okonjo-Iweala’s candidacy was backed by China, the EU and most developing countries, the Trump administration supported the South Korean trade minister Yoo Myung-hee. When the latter withdrew her candidacy in February, the Biden administration rushed to support Okonjo-Iweala. During her campaign to garner support from WTO members, she came under fire for her tenure as finance minister of Nigeria, a country whose economy is plagued by corruption. Her trade credentials have also been questioned, with Robert Lighthizer warning that she has no relevant experience, given that she worked at the World Bank for 25 years.

For her supporters, Okonjo-Iweala is a survivor who thrives in the face of adversity. A member of a local noble family, she survived the bloody Nigerian civil war from 1967 to 1970 and moved to the US to study at Harvard and MIT, becoming one of Africa’s most prominent economists. During her stint as Nigeria’s finance minister, criminals kidnapped her 83-year-old mother, requesting her resignation from the government. She refused to negotiate and her mother soon returned home safe.

Many hope that her negotiating skills and stamina will come in handy for her new role at the WTO. Finding common ground among countries with disparate interests is the main task of the Director-General, but often an uphill battle in an organisation where the ‘one member, one vote’ rule reigns supreme. Some also point to Okonjo-Iweala’s knowledge of the healthcare sector as an advantage in the post-pandemic era, as she has served as board chair at GAVI, a public-private organisation supporting vaccination in the developing world. Since her appointment, she has pledged to seek a compromise over vaccine patents that would allow poorer countries access to modern drugs without undermining R&D investment.

Britain’s vision
If there is one country that fully backs the WTO, warts and all, it is the UK. Crammed between three trade powerhouses, the US, the EU and China, the UK government hopes that the organisation can preside over a rules-based trade regime that would suit its post-Brexit vision for ‘Global Britain.’ The country’s international trade minister, Liz Truss, has urged other developed countries to support the organisation as part of a broader reform of global trade, which she claims is “stuck in the 1990s.”

As the world gradually leaves the pandemic behind, the WTO is confronted with a crisis of larger proportions: climate change

However, the UK has to tread a fine line between building a trade relationship with China and backing the US and other allies in their crusade against China. Australia recently appealed to the WTO against Chinese tariffs on Australian commodities, following a public request of the Australian government for an investigation into the origins of COVID-19. Truss has condemned as “absolutely appalling” China’s persecution of Muslim Uighurs in Xinjiang and has called other G7 countries to “get tough with China,” while the UK aims to join the Comprehensive and Progressive Agreement for the Trans-Pacific Partnership (CPTPP), an 11-country free trade deal China is also considering joining. “The UK should be part of a wider coalition in support of a rules-based multilateral order rather than choose the US or China.

The WTO provides the forum for this,” says Woolcock. Some think that the country’s greatest weapon is its soft power, notably its position as first among equals in the Commonwealth. “Outside the EU, the UK is in a better position to maximise its role as ‘hegemon emeritus,’ mediating relations between the US and the rest of the world,” says VanGrasstek, who teaches a course on trade policy at Harvard Kennedy School and has advised several governments on trade policies.

New challenges ahead
As the world gradually leaves the pandemic behind, the WTO is confronted with a crisis of larger proportions: climate change. The topic has recently come into the spotlight due to regulatory activity on both sides of the Atlantic. In Europe, the European Parliament has called for the European Commission to introduce a ‘carbon border adjustment mechanism’ (CBAM) by 2023. The levy is expected to target polluting industries such as steel and aluminium, which have recently sparked tension between the US and the EU. The tax may be linked to the EU’s emissions trading scheme to make it compatible with WTO rules. The Commission is expected to present a proposal for the final form of the levy in July. On the other side of the Atlantic, the US government is considering its own version of carbon tariffs, while it is expected to pursue stronger enforcement of environmental standards in FTAs.

The definition of what constitutes ‘trade’ has dramatically expanded over the last few decades

Like vaccine patents, carbon taxes underline the need for the WTO to adapt its rules and cooperate with other international organisations, as the definition of what constitutes ‘trade’ has dramatically expanded over the last few decades. “To remain relevant, the WTO needs to tackle the impact of climate change on trade. This means that the negotiations on environmental goods need to be picked up again, and possibly be expanded to environmental services,” says Claudia Schmucker, a trade expert at the German Council on Foreign Relations.

Although the EU has promised that its carbon tariffs will comply with WTO rules, experts expect them to face fierce opposition from the US, India and China. “The WTO could play a mediating role by getting the players at the table, discussing WTO-compatible ways for CBAMs,” Schmucker says. “The last thing you want to do is to invest a lot of time, effort and political capital into creating and implementing a new regime, only to have it challenged in the WTO,” says VanGrasstek. “Then you’ve got a mess.”

Russia’s bear economy

Just a few years ago, investment bankers were bullish on emerging markets, which they saw as undervalued and bound to rise. And yet, after experiencing a minor recovery, growth rates in Latin America, the former Soviet Union, the Middle East and Africa are settling back into a state of near-stagnation.

In this regard, Russia is a pioneer, having registered no real growth since 2014. According to an old Soviet saying, agriculture suffers from four problems: spring, summer, autumn and winter. Following the same logic, Russian President Vladimir Putin blames “outside forces” – not least global oil prices – for his country’s doldrums, even though unsound economic policies and Western sanctions are no one’s fault but his own.

It is no accident that there has been an economic divergence in central and eastern Europe. Those countries that have joined the European Union have improved their economic governance, and GDP has begun to converge with western Europe. Between 2014 and 2019, Hungary, Poland, and Romania grew at an annual average rate of 3.9 percent, 4.1 percent and 4.7 percent, respectively.

 

Overtaken and left behind
Meanwhile, Belarus and Ukraine experienced minimal growth during this period, and Russia’s economy expanded at an average annual rate of just 0.7 percent. Though Russia had a higher per capita GDP (in terms of purchasing power parity) than Croatia, Poland, Romania, and Turkey as recently as 2009, all of these countries have since overtaken it. Russians today are shocked to learn that they are worse off than Romanians and Turks. Among EU member states, only Bulgaria is still poorer than Russia.

With its close proximity to the EU single market, Russia could have had higher growth if it had pursued sound economic policies. Instead, Putin has utterly squandered the country’s abundant human capital through corrupt cronyism and systematic deinstitutionalisation. His politicisation of the courts and law enforcement has eliminated any pretext of rule of law – a prerequisite for private investment and business development.

Apparently, Putin believes the economy is less important than the ability to kill opponents like Boris Nemtsov and Alexei Navalny (who was recently transferred from prison to a hospital, reportedly near death). Transparency International’s Corruption Perception Index illustrates the depth of Putin’s kleptocracy. In 2020, Russia ranked 129th out of 176 countries, whereas Poland ranked 45th and Romania and Hungary were tied in 69th place. None of these central European countries is a bastion of clean governance, of course; but the difference lies in whether a country respects property rights.

 

Only fools rush in
Lacking secure property rights and being subject to western sanctions, Russia can attract only fools and crooks. Between 2008–13 and 2014–19, average annual inflows of foreign direct investment fell from 3.1 percent of GDP to a paltry 1.4 percent of GDP. In his annual address to the Federal Assembly on April 21, Putin, as usual, promised that “macroeconomic stability and containing inflation will definitely be accomplished.” To be sure, investment banks and the International Monetary Fund look sympathetically on Russia’s conservative macroeconomic policies. Isn’t it wonderful that the country has $573bn in international currency reserves, a federal government debt of only 18 percent of GDP, and a steady current-account surplus?

 

Dictator behaviour
Actually, macroeconomic stability means little, because it is merely a means to achieve consistent growth; it is not an end in itself. The aim of any government’s economic policy should be to maximise its citizens’ welfare. But Putin’s express purpose is to maximise so-called Russian sovereignty – which is to say, his own dictatorial power.

The investment bankers’ position is somewhat understandable, given their interest is in selling Russian bonds. The question is why the IMF would concur. While the IMF has recently moved away from fiscal conservatism to support more stimulus around the world, the Russian government has done the opposite. Clearly, the IMF needs to figure out what it actually stands for. The ratcheting up of western sanctions is another problem of Putin’s own making.

On April 15, the US government barred financial institutions under its jurisdiction from purchasing Russian ruble-denominated bonds, after having sanctioned Russian foreign-currency Eurobonds in 2019. The Central Bank of Russia insists that these bond issues are tiny, amounting to only around $61bn in a $1.5trn economy. But this ignores the implications of the US policy. Although investment bankers can still buy Russian bonds in secondary markets, they will have to consider the risk that the next round of sanctions will target these purchases, too.

Moreover, while it is normal for a large emerging economy to hold hundreds of billions of US dollars in government bonds, Russia does not have this option. The costs of US sanctions are thus larger than they appear. Russia’s inability to deal in dollars severely restricts its investment opportunities and impedes its growth. Meanwhile, thanks to Putin and his extreme austerity policies, the Russian standard of living has fallen by 11 percent in the last seven years.

How can anyone praise such inhumane policies? While economists generally focus on real (inflation-adjusted) economic growth, what matters to foreign investors is the value of the country’s GDP in US dollars. In Russia’s case, this has slumped by more than one-third – from $2.3trn in 2013 (before sanctions) to $1.5trn in 2020. In current US dollars, Russia’s stock exchange is valued at only 53 percent of its May 2008 peak. What serious investor would bet on such a rapidly shrinking economy?

 

Performing at less than optimum
How much of Russia’s underperformance since 2014 has been caused by declining oil prices, and how much by western sanctions and the Kremlin’s own anti-growth policies? In a forthcoming Atlantic Council report, Maria Snegovaya and I argue that Russia’s potential growth since 2014 should have been five percent per year, and that roughly half of that – between 2.5 and three percent of GDP per year – was eliminated by western sanctions.

True, Russia is hardly the only emerging economy struggling nowadays. But none owes its current travails to a similar level of self-harm.

The importance of a diverse property portfolio is clear

Investors are often wary of having all their interests placed in just one asset class and will seek to hold investments across a number of options, not wanting to be reliant on one strategy. While all investment comes with a certain level of risk, diversification reduces exposure significantly.

The importance of diversifying is not limited to overall holdings; an investor’s real estate portfolio should feature a diverse collection of properties, and here’s why.

 

A perfect balance of risk and opportunity
Not only does diversifying a portfolio lower an investor’s exposure to risk, but it also maximises the potential for capital appreciation. For example, a diverse portfolio might include property ‘A’, in a well-established location where prices are higher so the investor might choose to buy a smaller unit in the city centre, a one-bedroom that appeals to a professional tenant, close to transport connections and key business hubs.

For property ‘B,’ the decision will be to purchase a student let property, a new build in a popular student area near to top universities. For property ‘C,’ a commuter location, a tertiary town, or an ‘up-and-coming’ hotspot that has excellent transport connections, modern property within minutes’ walk of the travel link to the nearby business hub.

Investors have access to opportunities we haven’t seen for some time and don’t expect to see again

Property ‘A’ will see steady annual price growth and maintains a solid rental yield – every portfolio needs a solid steady returns machine. Property ‘B’ might see slower price growth but achieves a far higher yield – the regular income generator, and property ‘C,’ over the same period will see the strongest growth in both property prices and rental yields; it might even see a sharp increase in value far more quickly if secured at the most opportune time.

An investor who instead chose to buy three of the same property, often three property ‘C’ type investments, they might get lucky, but more often than not they land up with three buy-to-let investments in a location that is going to need 10 or more years to reach its full potential. Investors should be wary that not every ‘up-and-coming’ area offers equal opportunity – only a few have true potential to be realised in good time.

 

Case study: five year review and outlook
Manchester, in the North West region of England, is a prime example of an area that should feature in an investor’s diverse portfolio. It has already delivered impressive returns to those who chose to invest several years ago and continues to offer huge potential. According to the property data site Zoopla, those who chose to invest in Manchester property five years ago have enjoyed an average value increase of 23.08 percent. Comparatively, over the same period of time, average property prices in London have risen by just 8.14 percent.

The city has undergone considerable regeneration; it is at the very centre of the Northern Powerhouse and with the continued economic growth, the level of inbound investment and the improvement to infrastructure, Manchester is expected to see considerable property price growth and strong rental demand. Looking forward, the latest forecast from global real estate firm Savills predicts that average residential property prices in the North West region will grow by 28.8 percent over the next five years. In comparison, their prediction for average price growth in London sits at just 12.6 percent over the same period.

That’s not to say investors should solely focus their attention on Manchester. While it is certainly a location that should feature in the portfolio of any savvy investor, it isn’t the only city in the North West that investors should be considering. And looking at other locations across the country, predictions for more than 20 percent average price growth over the next five years can be found in other locations such as the West Midlands and the North East. And let’s not forget the charging popularity of locations that offer an easy commute into central London without living in the capital.

Balanced portfolio
Whether you have an existing property portfolio that you’re currently reassessing or are just starting out, there is an opportunity to diversify. In 2021, there is a window of opportunity found in current low interest rates, reduced stamp duty land tax and, as we emerge from the pandemic, investors have access to opportunities we haven’t seen for some time and don’t expect to see again.

Catering for a new generation of traders and investors

The average trader or investor looks very different today compared to even just 10 or 15 years ago. The stereotype of the Ivy League or Oxbridge-educated male that was so ubiquitous in the era before the 2008 Great Financial Crisis has been completely done away with.

Perhaps the biggest driver behind this shift has been the internet and, more specifically, online brokerages like Libertex. In the past you would have needed social connections and a significant amount of money to invest in a fund or purchase individual stocks. Now all you need to do is register an account and deposit a token sum, and you are ready to go.

That said, it is evident that the majority of new traders and investors are from younger demographics. The average age of investors has dropped by between 10 and 15 percent globally, and this trend is set to continue. Saxo Markets recently published a report showing their average client age has dropped five years for men and four years for women, just between 2020 and 2021. Given the ease of access to quality information and huge choice in the market today, not to mention the pitifully low savings rates on offer, it makes perfect sense.

We are also seeing more female investors and traders. When the pandemic struck, there was a huge influx in the number of new trading accounts registered. The US broker Fidelity noted a seven percent increase in the number of accounts opened by men, compared to nine percent created by women. It also found that women tend to make better returns than men. Goldman Sachs discovered that this also applies to professional money management, with 43 percent of women-managed mutual funds outperforming their benchmark in 2020, contrasted with just 41 percent of those managed by men.

The new cohort of investors and traders have their own unique traits and habits. Their parents and grandparents tended to invest much more conservatively, if at all. For many, their only exposure to risk assets was via a pension fund or managed savings/investment account. Wealthier individuals may have been involved in mutual funds or perhaps owned shares in the company they worked for, but virtually none took an interest in the mechanics of trading.

Hands-on
Millennials and Gen Z investors are much more hands-on. They pick their broker carefully, paying attention to commission rates, bid/ask spreads and maintenance fees. Then, they carefully research which instruments to trade, with many conducting their own technical analysis. That is one reason we are so keen to include interactive charts and analysis tools on the Libertex platform. While we are seeing an increase in both traders and investors, the lines are much more blurred than in years past. Of course, there are specialist day traders and fully hands-off buy-and-hold investors, but it’s no longer as black and white. There are plenty of traders who are choosing to keep a portion of their portfolio in index funds or cryptocurrencies as medium-to-long-term investments.

Similarly, we are seeing many longer-term investors delve into swing trading when opportunities present themselves. It is a hallmark of the younger generation to be adaptable and flexible. If we look back 20 or 30 years, day traders would have almost certainly had some stock options and a small gold allocation, but the number of investors day trading was near zero. What is creating this overlap, in my view, is the democratisation of both trading and investing. Now, everyone has access not only to the markets but also to educational and analytical tools that did not exist in the past.

It seems that most new traders and investors are attracted by a desire for more in their lives and this is a huge part of our own Trade for More philosophy. This is the first generation that has been materially worse off than their parents and, with very few other investment options available, it is only natural they should be drawn to financial markets. The global pandemic has undoubtedly played a significant role. Many people were stuck at home when the markets tanked and, seeing the ephemeral nature of the crash, decided to take advantage of the low equities prices.

Bullish
There are still regional differences, though not nearly as pronounced as in previous years. Many market participants in Asia are still much more risk-averse than their counterparts in the US and Europe. However, the use of leverage is beginning to increase as traders and investors there become more comfortable with taking a little more risk for the chance of higher returns. All the new investors were mostly too young to notice the Great Recession of 2008–09 but have lived through the COVID-19 crisis, and without a doubt this makes a difference to the way they behave. We are in the longest bull market in history, and many of the young think it will go on forever. We had a crash, sure, but this was a black swan event, and we have gone on to hit new all-time highs.

Everyone has access not only to the markets but also to educational and analytical tools that did not exist in the past

This lack of experience of bear markets makes young investors much more bullish, which is why we are seeing so many three, four, five and even 10 baggers in the space of a few weeks or months. Typically, those sorts of gains would take years to accumulate, even in a rampant bull market. Many experts would say this is the prelude to an almighty rout in stocks, but the perpetual bull market could just as easily become a self-fulfilling prophecy – especially with external factors like low interest rates, minimal inflation and MMT, in general.

The new generation of traders and investors is incredibly technologically competent. They keep up with all the latest developments in trading programs and expect to have them at their disposal. One example would be our integrated chart analysis tools. Once they know that something like this is possible in-app, you have to offer it as a broker, or they will go elsewhere. We recognise this trend and are doing all we can to keep pace with it, as any good broker should.
At Libertex we have focused on making our app as functional and user-friendly as possible, which has won us both numerous industry awards and many new clients. Another feature we find new entrants appreciate is our trading academy. Not many brokers are offering free education, and this definitely helps us stand out from the crowd. At the same time, many of the younger traders are looking for the best possible terms they can find.

For a broker to be able to attract these new traders and investors, their commission rates have to be as low as possible. Some brokerages have advertised zero commission, only to hammer users on spreads, but the new breed of clients really do their homework. That’s why we at Libertex offer fair fees with no hidden costs.

Ethical
The younger generation is also far more influenced by ethical and green concerns. The buzz around renewables and electric vehicles is proof of this. You could say that it is somewhat pragmatic behaviour given that this technology is the future, but it does appear to go deeper than that. If we look at how cheap oil was during the coronavirus crash, you would have thought that more of them would have snapped it up at sub-$20 a barrel or loaded up on futures. But instead, they rushed into Tesla, Nio, Enphase and the like. Older generations did the opposite and piled straight into US oil ETFs. Both made handsome returns, but the younger generation won the moral high ground, too.

However, although the priorities of Gen Xers and Boomers are different, I don’t think it has to be a conflict. It is just a matter of careful planning. Our older clients generally prefer less risky options, like index funds, blue-chip stocks and traditional currencies, while our younger users tend to go for tech stocks and crypto. When it comes to the platform itself, all our users, irrespective of age, appreciate the ease of use and strong integration of tools such as news, so there are no trade-offs there. And if any less tech-savvy clients experience difficulties using the trading platform, as a broker, you simply have to have round-the-clock technical staff on hand to walk them through it. That is something we decided was absolutely vital years ago, when trading first began migrating online.

We are in the middle of a boom unlike anything the industry has ever seen, accelerated by the internet and greater connectivity, and if anything, the advent of 5G technology will only make the trend more prominent. Even if some of the current ‘new generation’ is edged out by an even younger crowd, which is almost certain to occur to some extent, many will still most likely come back to trading or investing later in life.

But what I think is the most likely scenario is that we will retain the millennial and Gen Z cohorts and then also their children and grandchildren. We just have to stay on our toes as brokers to ensure that we continue to meet the needs of all our clients at all times. It’s a difficult but worthy task and one we here at Libertex are certainly up for.

Zenith Bank is balancing the scorecard with ESG policies

In just over 30 years, Zenith Bank has grown to become Nigeria’s largest – and one of Africa’s largest – financial institutions by tier-1 capital, with shareholders’ funds in excess of NGN1trn ($2.6bn) as of December 31, 2020. A clear leader in the Nigerian financial space, with several firsts in the deployment of innovative products and solutions that ensure convenience, speed and safety of transactions, Zenith Bank has shaped development in Nigeria, setting the pace in several sectors of the economy.

The bank has demonstrated rare resilience and doggedness that has translated to exponential growth in virtually all areas, and today, Zenith is undoubtedly Nigeria’s most profitable financial institution, recording an impressive result for the year ending December 31, 2020, with a year-on-year growth of 10 percent in profit after tax (PAT) from NGN208.8bn ($547m) recorded in 2019 to NGN230.7bn ($607m). This is in spite of a very challenging macroeconomic environment exacerbated by the COVID-19 pandemic.

The Zenith brand is not only bullish on growth and profitability; it is also committed to the overall welfare of its immediate community and society in general. Indeed, the bank remains one of the biggest corporate social responsibility (CSR) contributors in the Nigerian financial services industry. Its sustainability and CSR initiatives hinge on the belief that today’s business performance is not all about the financial numbers – it believes that an institution’s social investments, contributions to inclusive economic growth and development as well as improvements in the condition of the physical environment, all contribute to a balanced scorecard.

Auspicious beginnings
Founded by Jim Ovia (CON), Zenith Bank Plc was established in May 1990 and commenced operations in July of the same year as a commercial bank. The bank became a public limited company on June 17, 2004, and was listed on the Nigerian Stock Exchange (NSE) on October 21, 2004, following a highly successful Initial Public Offering (IPO).

Headquartered in Nigeria’s commercial capital of Lagos, Zenith Bank provides individual customers and corporate clients with a range of financial products and services from over 500 branches and business offices across all states and the Federal Capital Territory (FCT), Abuja. It also has a presence in the UK, Ghana, Sierra Leone, Gambia, China and the UAE. The bank’s shares are traded on both the Nigerian and London Stock Exchanges.

Zenith Bank’s management team is made up of seasoned professionals led by Ebenezer Onyeagwu, the Group Managing Director and CEO. He took over the reins in June 2019 following the retirement of Peter Amangbo, who succeeded Godwin Emefiele (CON), the current Governor of the Central Bank of Nigeria (CBN). Successive leaderships of the bank have drawn from the strong pedigree and solid foundation laid by its founder, Jim Ovia, in harnessing the wealth of talent, excellent service culture and continuous deployment of state-of-the-art technology to keep the institution at the forefront of Nigeria’s banking industry. The seamless transition at the bank is clear evidence of strategic foresight and is consistent with the bank’s traditional succession strategy of grooming leaders from within.

Stepping up sustainability
Zenith Bank has clearly distinguished itself in the Nigerian financial services industry as an institution that is committed to building a more sustainable and inclusive economy and one that promotes responsible business practices in Nigeria through the integration of sustainability principles in its everyday business operations. With executive management support, all the bank’s credit and investments are now being screened for environmental and social (E&S) risks.

To align its processes with best practices, the bank continues to maintain its commitments as signatory to various domestic and international sustainability frameworks including United Nations Sustainable Development Goals (SDGs); United Nations Global Compact Principles; Central Bank of Nigeria Sustainable Banking Principles; and International Finance Corporation Performance Standards.

The bank is a founding signatory of the United Nations Environment Programme Finance Initiative, Principles for Responsible Banking. After joining 130 banks across the globe to launch these principles in September 2019, the bank has vigorously pursued the implementation of the principles thereafter, signifying its intention to create value for its shareholders, customers, clients, investors, communities and the environment through its practices, operations and investments. The bank has been a leader in monitoring and reporting sustainability impact.

Since becoming the first bank in Africa to publish a stand-alone sustainability report in accordance with the GRI Standards: Core Option in 2016, Zenith Bank has published five stand-alone reports as of 2020. The bank is one of very few institutions in Nigeria that track their carbon emissions using a certified tool that is built on the internationally recognised GHG Protocol.

The Zenith brand is not only bullish on growth and profitability; it is also committed to the overall welfare of its immediate community and society in general

In furtherance of its commitment to entrenching global best practices in its operations, the bank recently embarked on a grand plan to systematically reduce its carbon emissions footprint through the replacement of diesel-powered generators in its branches with solar panels. The bank is also making significant progress with the upgrade of its energy centre.

The new ultramodern centre will run 70 percent on gas and 30 percent on diesel, allowing it to eliminate the use of about thirty 200kva diesel generators, which currently serve its head office and some of its business offices around Victoria Island, Lagos.

Also, in consonance with the Sustainable Development Goals, the bank demonstrated commitment to empowering women-owned businesses by introducing a special loan product called Z-Woman, which is specifically targeted at offering single digit interest rate loans for women-led businesses in all sectors and segments of the economy.

Investing in people first
Through its CSR initiatives, the bank has embodied the overarching objective of the 17 SDGs, which provide a framework for addressing the major challenges confronting our society. Its social investments are targeted at health, education, women and youth empowerment, sports development and public infrastructure enhancement. Overall, Zenith Bank’s total social investments in 2020 stood at NGN3.29bn ($8.62m), representing 1.66 percent of its PAT.

The bank remains committed to furthering the economic, cultural and social development of host communities, particularly through community-based initiatives and philanthropy. As a good corporate citizen, it continues to deliver projects that have long-term social and economic benefits for communities because it believes that its business is only as strong as the communities in which it operates.

To demonstrate its commitment to creating and expanding opportunities, the bank regularly makes donations towards the establishment of ultramodern ICT centres in several educational institutions across the country. It also supports various developmental projects and healthcare delivery causes in Nigeria, and contributes to the development of sports through its sponsorship of the Nigeria Football Federation (NFF), the Zenith Women Basketball League, and the Zenith Bank Delta State Principals’ Cup, to mention a few.

The bank also demonstrates leadership when its host communities deal with crisis. For example, following the unfortunate gas explosion incident of March 15, 2020, which led to the loss of lives and properties at the Abule-Ado area in the Amuwo Odofin local government area of Lagos State, Zenith Bank announced a donation of NGN100m ($263k) to the emergency relief fund set up by the Lagos State Government for the victims of the explosion.

Zenith Bank considers the safety of communities key to the achievement of the goals and aspirations of both private and corporate citizens. Consequently, the bank continues to enhance its engagement with the government and other relevant stakeholders tasked with peace and security. The assessment emanating from the engagement formed the basis for its contribution to various States’ Governments Security Trust Fund. Thus, in 2020 the bank invested the sum of NGN1.408bn ($3.7m) in security trust funds, boosting the operations and effectiveness of relevant security agencies and the safety of communities.

Also, in response to the COVID-19 pandemic and its inherent impact on financial institutions, Zenith Bank leveraged an offer from International Finance Corporation (IFC) for an emergency relief working capital loan of $100m to support the bank’s trade finance activities. This loan is being deployed to meet the trade and financing needs of its customers, and the bank remains committed to helping them alleviate the financial pressures brought upon their businesses by the COVID-19 pandemic.

Striving towards excellence
As a testament to its achievements, Zenith Bank won the awards for ‘Best Company in Promotion of Good Health and Wellbeing’ and ‘Best Company in Promotion of Gender Equality and Women Empowerment’ in Africa at the 2020 Sustainability, Enterprise and Responsibility Awards (SERAS). Also in recognition of the its track record of exceptional performance, Zenith Bank was voted as ‘Bank of the Year, Nigeria’ in The Banker’s Bank of the Year Awards 2020; ‘Best Bank in Nigeria’ in the Global Finance World’s Best Banks Awards 2020 and 2021; and ‘Best Corporate Governance Financial Services Africa 2020’ by the Ethical Boardroom.

The bank also emerged as the ‘Most Valuable Banking Brand in Nigeria,’ for the fourth consecutive year, in Banker magazine’s ‘Top 500 Banking Brands 2021’ and number one bank in Nigeria by tier-1 capital in the ‘2020 Top 1,000 World Banks’ ranking. Similarly, the bank was recognised as ‘Bank of the Decade’ (People’s Choice) at the ThisDay Awards 2020, and ‘Retail Bank of the Year’ at the 2020 BusinessDay Banks and Other Financial Institutions (BOFI) awards.

Financial inclusion being furthered across Nigeria

Alongside the global economy’s bumpy ride throughout the pandemic, Nigeria recently emerged from a recession with 0.11 percent GDP growth recorded in Q4 2020. In his foreword to the January 2021 Global Economic Prospects, World Bank group president David Malpass said: “Making the right investments now is vital both to support the recovery when it is urgently needed and foster resilience. Our response to the pandemic crisis today will shape our common future for years to come. We should seize the opportunity to lay the foundations for a durable, equitable, and sustainable global economy.”

To get the economy back on track, the Central Bank of Nigeria continues to make efforts to meet its targets of price stability, reduced unemployment and a stable exchange rate. It has rolled out various policies to this end. Returning the country to a January-to-December budget cycle with the 2020 appropriation bill, a new finance act and amending the deep offshore and inland basin production sharing contract help to improve Nigeria’s business environment, all while contributing to a better performance in the World Bank’s Doing Business 2020 ranking.

Nigeria climbed to 131st, a jump up from 146th place in 2019. Based on this positive track record, the country is well on its way to achieving its goal of climbing to 70th position by 2023.

 

Short-to-medium-term outlook
The International Finance Corporation (IFC) reports that, in response to the impact of COVID-19, the government approved the one-year, Naira 2.3trn ($5.9bn) Nigeria economic sustainability plan in June 2020 to boost the country’s economy, encourage local sourcing for goods and services, and protect the most vulnerable.

We are intricately woven into the fabric of the country and actively support the development of the nation

“If you look at Nigeria in the short term, you might see the challenges rather than the opportunities,” said Eme Essien, country manager for IFC’s Nigeria office. “But if you have the fortitude to see past the short-term bumpiness, Nigeria looks very interesting. All of the fundamentals come into play: the size, the dynamism and the opportunities. There are a lot of investors who see that in Nigeria, but not nearly enough.”

FBN Holdings has been putting various strategies in place to counter the fallout from the pandemic and the recent recession. It has continued to assess not only the impact on its income in the immediate term but also the impact in the medium-to-long-term on its customers and their ability to meet obligations.

Furthermore, in line with the commitment to supporting our customers and providing leadership in the financial services industry, we will continue to provide unfettered access to financial services for our customers and address their needs. We are working in line with the guidance of the regulators – including the Central Bank of Nigeria (CBN) – in providing access to funding as we seek to kick-start the economy and drive growth. The impact on our business has been broadly in line with our expectations, and our resilience, breadth of offerings, and investment in alternative channels have ensured that the group is able to cushion the effect and thrive.

 

A change in regulation
A number of financial services institutions have recently acquired the holding company licence. However, FBNH were way ahead of the curve in seeing its benefits. In 2010, the CBN revised the regulation covering the scope of banking activities for Nigerian banks. The universal banking model was discontinued, and banks were required to divest from non-core banking businesses or adopt a holding company structure.

In what some might call a clairvoyant move, FirstBank opted to form a holding company, FBN Holdings plc, to capture synergies across its already established banking and non-banking businesses. The new structure resulted in a stronger platform to support the group’s future growth ambitions. FBN Holdings was subsequently incorporated as a private limited liability company in Nigeria in October 2010 and was converted to a public company in August 2012.

On September 24, 2012, the shareholders of FirstBank sanctioned the scheme of arrangement, which, among other resolutions, approved the restructuring of the group through a holding company and the incorporation of FBN Holdings plc (FBN Holdings, FBNH, Holdco) as the parent company to all members of the group, including FirstBank, FBN Capital, and FBN Insurance among other legal entities. This decision ensured that the group retained its businesses in asset management, investment banking, insurance underwriting, and insurance brokerage. We commenced operations in September 2012. The company’s shares were listed on November 26, 2012 after the shares of First Bank of Nigeria plc were delisted on November 23, 2012.

Following the divestment from FBN Insurance in June 2020, the board of directors approved that the following be adopted as the new reportable business groups of FBN Holdings plc. These are the commercial banking business group, merchant banking and asset management business group and other businesses (which is comprised of FBN Holdings plc the parent company, FBN Insurance Brokers and a business SPV.

Through its subsidiaries, FBN Holdings offers innovative and competitive financial solutions. In addition, the structure now provides an opportunity to deal with emerging competition from a better position and create greater flexibility for diversification of the group revenues.

Over the past eight years, FBN Holdings has embarked on a journey to reposition the group, reclaim its market leadership, and restore shareholder value through disciplined implementation of its various strategic initiatives that are derived from the group’s strategic planning programmes (SPP).

The group has accrued significant mileage from the quantitative standpoint as measured by the improvement in financial performance. Additionally it has benefitted from areas such as depth of governance for all operating companies within the group, executive management, as well as the overall bench strength, market perception and the strength of its processes. While these areas represent significant achievements for the group, it has continued to implement initiatives to address critical areas such as capital, cost, and overall optimisation of the portfolio.

 

Financial inclusion
FBNH is leading the Central Bank of Nigeria agenda on financial inclusion through various efforts, including a network of more than 100,000 agents. We are doing this in several other ways. FBNH currently has 818 branches and manages 31 million customers and has been doing this consistently for 127 years in Nigeria. We are intricately woven into the fabric of the country and actively support the development of the nation, empowering Nigerians throughout this journey.

The agent banking network is testament to this, as many Nigerians trust the brand and are willing to do business with any FirstBank designated agent. To maintain our support for Nigerians throughout the country, we also need to maintain a focus on improving our own financial performance. E-channels and stemming the tide of asset quality have been key in this regard. As at year-end 2020, FBN Holdings generated Naira 48.8bn ($118m) in e-business revenues, circa 29 percent of total non-funded revenues for the year.

This strong performance in e-business underscores the significant investments the group has made over the years in developing next-generation capabilities in the technology space to stay ahead of competition. On asset quality, the group, through its flagship subsidiary FirstBank of Nigeria, has made significant improvements in cleaning up its risk assets portfolio. By revamping the group’s risk management framework and aggressive recovery efforts, the group reduced its non-performing loans ratio from double digits in 2018 to single digits by year end 2019 and 2020 – 9.7 percent and 7.9 percent respectively.

 

Leading innovation
There is increasing competition for innovation in the financial services industry. At FBN Holdings we have embedded a culture of innovation through the implementation of a number of initiatives aimed at supporting our next-generation capabilities development strategy. In addition, innovation and associated performance indicators are embedded in each member of staff’s appraisal and controls a significant chunk thereof. Some of the initiatives implemented to support the feats we have achieved in this space include; the establishment of a dedicated technology lab that facilitates the development and deployment of customised solutions for the group and its operating entities. There has been an establishment of enterprise innovation units across the group to champion the actualisation of the next big thing within the financial services space. And also the Innov8 platform, which allows every member of staff to share innovative ideas that could help the group achieve next-generation capabilities and stay ahead of the competition. We envisage these initiatives will keep us at the forefront of financial services innovation for the foreseeable future.

The hydrogen locomotive programme for sustainability

Canadian Pacific (CP) is committed to serving North America and the world through efficient and sustainable rail transportation. For more than 140 years, CP has embodied strategic, long-term thinking. We recognise that integrating sustainability into our business processes is imperative to future growth and lasting success as an organisation. As we look ahead, we remain committed to planning for the long term and confronting sustainability challenges, including those created by climate change.

CP’s commitment to being sustainably driven has positioned our company as a leader in the freight rail sector. Our sustainability efforts have focused on improving fuel efficiency, evaluating innovative zero-emissions technology, creating a more sustainable supply chain, increasing diversity and inclusivity in the workplace, and investing in the health and safety of our employees as well as the communities in which we operate. Further, our investments in a more sustainable freight transportation sector help our customers realise their own sustainability objectives.

 

Commitment to climate leadership
In North America, shipping goods by rail is the most energy-efficient way to transport freight long distances over land. Rail is three to four times more fuel-efficient than highway transportation and generates up to 75 percent less greenhouse gas (GHG) emissions, accounting for only 2.2 percent of GHG emissions from the transportation sector. A single-unit train keeps more than 300 trucks off public roads, benefiting both communities and the environment. We are excited about the role that the rail industry plays in helping to reduce overall transportation-related GHG emissions and look forward to being a leader in the transition to a low-carbon economy.

In recognition of the global nature of the fight against climate change, CP continually aims to align with recognised initiatives that bring stakeholders together. We are committed to leveraging our leadership role within the rail industry to support the goals laid out in the Paris Agreement and emerging best practices to limit global temperature rise to well below 2°C. Our ability to influence GHG emissions reductions extends beyond our operations and we are committed to advocate and collaborate across our value chain in ways that drive climate action.

Last year, we released our first climate statement acknowledging the need for timely action and reiterating our commitment to address climate change through innovation and industry-leading best practices. CP has completed a comprehensive scenario analysis to understand the full range of possible climate change impacts to our business and align with the recommendations of the Task Force on Climate-related Financial Disclosures.

We are diligently working to formalise the integration of climate-related risks into our enterprise risk management mechanisms and develop strategies to mitigate risk and increase CP’s operational resilience under various climate change scenarios. We are in the process of developing science-based climate targets to guide our climate action for the next decade and beyond.

 

Industry-leading climate action
CP has improved fuel efficiency by 44 percent since 1990, through advancements in technology, investments in innovation and improvements to operating practices. While CP regularly outperforms industry averages for fuel efficiency – 13.8 percent below the 2020 North American Class I freight railway average – we understand the need to further reduce the carbon footprint of our locomotives and operations. Our support for the advancement of alternative fuels and investing in emerging technologies complements our longer-term climate ambition.

Initiated in 2020, CP’s hydrogen locomotive programme aims to develop a zero-emissions line-haul locomotive by retrofitting a diesel-powered road service locomotive with hydrogen fuel cells and battery technology. Once the pilot locomotive is operational, we will conduct qualification testing and service trials to evaluate the technology’s readiness and future opportunities in the freight-rail sector.

As nearly the entire North American freight locomotive fleet is currently diesel-powered, this globally significant project positions CP at the leading edge of freight sector decarbonisation.

While our locomotives are the principal source of CP’s GHG emissions, we are also identifying opportunities to reduce emissions across our other operations. We recently installed a solar energy farm project at our headquarters, which will generate up to five megawatts of electricity while preventing an estimated 2,600 tonnes of carbon emissions annually. This project is equal to taking approximately 570 cars off the road and is expected to generate more power than is consumed annually at CP’s headquarters.

 

Giving back to neighbouring communities
CP supports the communities in which we live, work and operate. Since 2014, CP’s community investment programme, CP Has Heart, has helped raise over CAD$23.3m to improve the heart health of children and adults in North America. CP’s Giving Engine is our workplace giving programme, supporting causes that matter most to our employees by matching individual donations up to $1,500 per employee per year.

In addition to our community investment and workplace giving initiatives, in 2020, CP supported programmes and organisations working to address broader social objectives. CP donated more than CAD$1.1m to four North American charities working on the front lines to provide critical supplies and relief during the COVID-19 pandemic. Also in 2020, CP responded to the ongoing social unrest and social injustice across the US by donating more than CAD$1.3m to three organisations in Minneapolis, the location of CP’s US headquarters. The donations support our commitment to diversity and equality through assisting organisations that promote social justice.

 

Diverse and inclusive work environment
Diversity is a core value at CP and we believe that different backgrounds, experiences and perspectives enhance creativity and innovation. In 2020, CP released a commitment to diversity and inclusion outlining our initiatives and efforts to progress and support a more representative and inclusive workplace. CP’s approach to addressing barriers to diversity and inclusion includes advancing our progress on meeting and exceeding our workforce representation diversity goals in Canada and the US regarding women, Aboriginal peoples, visible minorities, persons with disabilities and military veterans.

CP is proud to have a Board of Directors that consists of 45 percent women, and the first Class I railway in North America with a woman board chair. CP partners with external organisations, including: the 30% Club, Catalyst, the League of Railway Women and the Women’s Executive Network to continue to support gender diversity and inclusion in the rail sector. CP’s Executive Leadership team and board of directors receive progress reports on our efforts to increase diversity and inclusion in the workplace.

Internally, CP introduced three diversity councils in 2020 focused on Indigenous, Racial and Gender and LGBTQ+ diversity. Each council is chaired by a member of CP’s executive committee and works to ensure we consider diversity and inclusion when we make decisions, provide feedback on corporate direction and promote initiatives that relate to each council’s area of focus. These councils offer educational opportunities and provide a safe forum for CP employees to speak about their experiences.

In North America, shipping goods by rail is the most energy-efficient way to transport freight long distances over land

CP recognises the skills and experience that veterans bring to the workforce and aims to be the workplace of choice for veterans. CP has been named a Gold Top 10 Military Friendly Employer for 2021 and invests in programmes that include a veteran’s mentorship programme, management training initiative and social network. Fostering an inclusive environment where our employees feel empowered to strive for success supports our high-performance culture and is integral to our future growth and success as an organisation.

Investing in innovation to improve safety Safety is foundational to everything we do, and as such, we never prioritise business objectives above safety. Every employee is responsible for instilling a culture of safety at CP. We empower our employees to take responsibility and challenge them to do everything in their power to ensure everyone gets home safely every day. CP finished 2020 with our lowest ever Federal Railroad Administration (FRA)-reportable rates for both personal injuries and train accidents.

Our organisational focus on innovation and deployment of technology supports operational efficiencies and enhanced employee and public safety. CP is at the forefront of predictive analytics in our industry, using data to anticipate potential safety issues before they occur. Our investments have enabled us to proactively monitor for cracked wheels, bearing failure and track damage at the earliest stage of detection.

These investments in technology have supported our continued performance of having the lowest FRA-reportable train accident frequency of all North American Class I railways for the 15th consecutive year. CP intends to continue building upon our legacy of innovation, leadership and precision scheduled railroading to provide the highest standard of transportation solutions.

Founded in 1881 to connect Canada as a nation, sustainability at CP is rooted in a long-standing legacy of building for the future.

Is kindness in leadership the key to recovery?

Unsurprisingly, kindness is not an attribute that always features highly on business leaders’ agendas. And, if it does, for some it represents maintaining status and getting people to do as you ask. But given the turbulent year we’ve all been through, perhaps change is afoot.

So why now? Well, on a grander scale, kindness builds trust and improves productivity and loyalty. As we look to recovery and building back better, now is the time for leaders and businesses to adapt. The opportunity is to move quickly to focus on optimism and embrace kindness as integral parts of long-term recovery plans. Demonstrating kindness is fast becoming the leadership style that will achieve change and aid recovery in a fragile world.

On a more personal, less grandiose scale, if there’s one thing we as business leaders can do to make a difference, it would be to lead by example and show a little more kindness because even the smallest actions can have huge consequences. As the Dalai Lama once said: “If you think you’re too small to make a difference, try sleeping with a mosquito in the room.”


The strength of kindness

In our research – The power of kindness – which was inspired by a unique collaboration with Oxford University Saïd Business School, Global Thinkers Forum and Women of the Future, we revealed an overwhelming agreement among people that kind behaviours and actions have a positive impact on the people and culture of organisations and the desire to perform. This leads to better overall business performance.

When people feel valued and respected, they feel motivated and perform better, therefore making the business case for being kind, robust and strong. Simply put, kindness makes people happy, happy people work harder, which in turn helps businesses do well.

The challenge here is to change our perception of how we view kindness, particularly within a business environment. It’s not hard to see why some may view kindness as a weakness. By definition, kindness is seen as giving a part of yourself for another’s benefit.

As media and business psychologist Charlotte Armitage points out, this goes against our innate need to survive and make ourselves stronger. She explains that kindness is not typically associated with strength. However, sometimes it’s the strongest people who can be the kindest. They don’t feel the need to use defences, or put up barriers to protect themselves. They are therefore more able to offer genuine kindness because they themselves feel safe and secure with who they are. Armitage argues that offering kindness shows a level of psychological strength and resilience which is grounded in acceptance of oneself. Being kind is in reality a show of personal strength.


Collaboration, not isolation

Kind leaders put their people at the centre of their organisations. They recognise that people are key to organisational performance and impact. Through their kind behaviours and actions, they stimulate collaboration, encourage inclusivity and inspire commitment. Collaboration, rather than division and isolation, is much needed, within teams, in our organisations and our wider society. Indeed, most of the biggest challenges facing the world today are not matters that can be resolved by any one person, organisation or institution. Collaboration amongst diverse minds is key to success and human kindness is at the heart of a more collaborative and inclusive society.


Are you listening carefully?

Of all the kind behaviours discussed in our research, listening was among the most frequently mentioned. Our most basic need is to be heard and so listening attentively is a big part of being a good leader in any business.

During the pandemic, I have personally been challenged in so many new and unexpected ways. Managing the outpouring of emotion from friends and colleagues, that kept coming wave after wave throughout the year was difficult. I have tried to stay much closer to people by connecting to them more often and in more informal ways. Sending a message or just thinking about them; a personalised thank you or one-to-one chats.

However, becoming a kind leader isn’t about checking off a list of attributes from a ‘how-to’ list. Leading with kindness is more a way of life and how you conduct your daily actions with those around you. It is something you have to proactively work on and be more aware of.


Brand value

Kindness is increasingly important in organisational culture. Businesses are being judged on their actual (rather than their claimed) behaviour and if that is perceived to be unkind then this damage to their brand value can be catastrophic.

Recent examples are easy to find. Boohoo was exposed for unacceptable failings in its supply chain, while JD Wetherspoon’s outspoken chairman Tim Martin received widespread criticism at the start of the pandemic for his comments towards staff and did little to portray him as a kind leader.

However, from proactively offering paid lockdown leave, to advertising all jobs as flexible, finance giant Zürich is an excellent example of a company that understands what it means to embrace a kindness in leadership approach. With its ‘Family Friendly Workplace’ policy, it puts people and kindness at its core. This is a first-class example of how doing the right thing for people isn’t just a business choice, but also an essential ingredient of modern leadership.


Kind leadership in a crisis

Hall & Partners has also been looking at the value of kind leadership in a crisis, compared with ‘normal’ everyday work and beyond. Leadership in a crisis can take many forms, but importantly, kindness is found to underpin any and every response required to help an organisation successfully navigate the current pandemic and to keep staff happy, engaged and willing to stay the course.

The global workforce has been clear; it wants to be better informed and have a clearer oversight of its organisation’s overall purpose, strategic direction and, increasingly, its values.

Many people are facing indefinite job insecurity as the threat of a deeper global recession looms. Companies will therefore need to step up and communicate with greater clarity on business continuity and long-term recovery strategies to invoke confidence and engage their employees. And they need to deliver all this with sensitivity and compassion.

The post-COVID-19 workplace is looking quite different to the world of work we previously inhabited and it won’t return to ‘normal’ overnight – if at all. However, businesses can now seize this unique opportunity to support workers physically returning to work and prove how a kinder more empathetic leadership style and an inclusive collaborative approach is embedded in their organisation to drive permanent and long-lasting prosperity.

I believe businesses and brands have the power to change the world and this starts with people. The COVID-19 crisis, combined with impassioned social movements, have led us to reassess our core values and question the things that are important to us. What we are seeing is a fundamental shift in values and expectations from those around us. This in turn is impacting what people want from their work and their lives. They are looking for a new employee/employer contract, one that feels more equitable, fair and flexible.

Focusing on the importance of kindness in leadership is neither a fad, nor a shallow pitch made by a motivational speaker. Everyone can aspire to kindness; it gives life a richer meaning and has been shown to make us happier in the process. It’s time to challenge the traditional conversation, which has, in the past, overlooked the importance and power of kindness in leadership and the immense impact that it has in all areas of business and all areas of our lives.

We have lift-off: A space race worthy for the 21st century

It is more or less agreed that the space race between the Soviet Union and the US ended after Neil Armstrong set foot on the moon in 1969, after which public interest in the Apollo missions began to wane, and with it, funding for NASA. The last Apollo mission was in 1972, after which the percentage of the federal budget apportioned to NASA gradually dropped below one percent. As of 2020, it was at 0.48 percent.

Many will also remember that there was plenty of opposition to the Apollo programme right from the very beginning, when critics suggested that there were more pressing matters to attend to here on Earth, such as social welfare. So why now, after all these years, and having not really solved the social welfare thing, are we interested in space travel again?

Behind the science-fiction, or even the commercial, aspects of these entrepreneurial ambitions lie valid concerns for the future

On May 5, 2021 at 6.24 Eastern Standard Time, a stainless steel Starship designated SN15 lifted off from a SpaceX test site in South Texas. Approximately six minutes later, it returned to its landing pad having successfully completed a high-altitude flight test. SN15’s predecessors have not always fared so well. It is with some degree of fascination that I watch these test flights. Each of the last four has resulted in an explosion on or near the landing pad, and while I hold no personal malice towards Elon Musk, I want his success – in this field especially – to come at some cost.

The reason for this has everything to do with safety. Of course, ultimately the purpose of these tests is not to revel in success or wallow in failure, it is to find out what needs refining, because there are any number of things that can go wrong – as history has no trouble in reminding us. Perhaps most famously, a liquid oxygen tank dropped on the factory floor years before Apollo 13 began its fateful mission was the cause of the explosion on board that turned a third lunar landing into a battle of wits, ingenuity and survival.

 

Reducing the barriers to space
Where budget is a concern for NASA, the same applies to privately funded companies because cost is the limiting factor for reaching space (see Fig 1). By focusing on reusability, launch costs can be significantly cut.

Musk’s approach, in which uncrewed prototypes are rapidly assembled, tested, often destroyed, sometimes scrapped and always improved upon, is a process that goes some way to mitigating the risk of flawed components compromising safety and the risk of loss of life. It also serves to reduce costs. This approach also has the benefit of giving SpaceX plenty of exposure in the form of regular launch attempts.

There is, I think, an element of the carnival sideshow to many of Musk’s presentations, albeit on a much larger scale, and this is crucial for continued public interest in his projects, many of which seem, at best, an over reach for a privately funded company. Moving between prophetic and insightful, nerdy and eccentric, Musk’s particular brand of marketing sometimes feels Jobsian in nature. There is a sense for the spectator that what they are about to witness could be the greatest show in near Earth orbit, or just a little bit underwhelming. Either way, it’s difficult not to get caught up in this dreamscape, where we court possibilities beyond the realm of our own small, earthbound realities.

 

Capturing the imagination
I am tempted to concede that overall public interest in a return to the Moon and beyond is down to a man who promotes cryptocurrency, moonlights as an SNL host and hawks flamethrowers to raise brand awareness, but perhaps I am being too glib in my assessment. After all, rocketry has become a favourite pastime of more than one billionaire, with Sir Richard Branson founding Virgin Galactic in 2004 and Jeff Bezos, Blue Origin in 2000. They just haven’t captured our imaginations in the same way.

Behind the science-fiction, or even the commercial aspects of these entrepreneurial ambitions lie valid concerns for the future. Our historic reliance on fossil fuels has brought us to the brink of a climate change crisis and even with a sustained push towards renewables and the cutting of carbon emissions, our future here is by no means secure.

While I don’t quite know how I feel about the colonisation of other planets or hotels out in space, the innovations that are brought about as a result may help guarantee a less dystopian vision for future generations.

Design and client-centricity in the new digital landscape

For years, the rise of client experience via touch points has gone hand-in-hand with the digital revolution. The increasing prevalence of smartphones has made it necessary to redesign interactions digitally, across new banking paths based on clients’ ‘journeys.’

Private banks have understood much too late how digital transformation could enhance clients’ loyalty with the bank, due to the conviction that digital channels carry the risk of commoditisation and that they are impersonal and lack the human touch.

Today, due to the maturity of digital usage and the pandemic still ongoing, the landscape has changed and the focus has shifted from front-end redesigns built on usability, to front-to-back digital developments based on the ability of the bank to attain a deep understanding of each client. The aim is to enable clients to have a global view of their wealth and support their personal challenges at each lifecycle stage, leveraging on loyalty recognition, proactivity and human expertise.

At a time when clients need empathy more than ever and still crave personalised advice – especially when it helps them save money and enhance financial management – the shift can be summed up in the ‘personal touch, digital reach’ formula, in a one-of-a-kind engagement model that includes the best of both digital and human. Empathy and deep understanding of clients’ needs and challenges is what we identify as client-centricity, which is crucial in a more mature digital evolution era. This is especially important for a private bank, where empathy is the common thread of every service offered to the clients. It reveals something that we cannot afford to forget: the importance of cultivating deep human connections.

Client-centricity: data, design, empathy
Banks can leverage on large amounts of clients’ personal data, which represent a powerful asset: financial profile, digital attitude, spending behaviour, personal interests, client lifecycle stage, social media interactions, and verbatim speech-to-text analysis are just some examples.

The richness of data has led us to develop and effectively enrich in-depth personas analysis: our data scientists continuously examine and update our data lake via machine-learning engines and address actions via CRM systems. The aim is not only to predict real human behaviours but also to support the design of an empathetic and ever-changing vision of the way in which we serve clients.

Design, in fact, is traditionally associated with a client’s experience. Strongly intertwined with empathy in the new landscape, design is a new paradigm for all businesses and is disruptive for private banking: we believe that responding to clients’ needs with a clear design perspective can make all the difference for a positive digital experience.

Conversational banking aims to replicate the personal touch of face-to-face support and to merge it with the demands of the digital era

But this is not a unique challenge; rather a multiple one: banks need to anticipate customer intent at the zero moment of truth (ZMOT), make empathy part of the digital skillset, transform digital touch points into empathetic points of service and reinvent branches as experience hubs.

Smart usage of data, the designer’s mindset and an empathetic service model are the core of a client-centric experience in the next normal private banking scenario: comprehending a client’s emotional state here and now, and transforming this understanding into a great experience at all touch points, is the path we are following.

The next normal: business of experience
While CX has been continuously updating to reflect client behaviour and the advent of digital technologies, the COVID-19 pandemic gave a substantial jolt to this process. Suddenly, uptake across these digital channels increased substantially, demanding an urgent and inevitable reconsideration of companies’ strategies through which the filters of empathy and experience are applied.

The client journey is no longer tied to what the company offers and how efficient it is at any stage of the client lifecycle. Instead, the client journey should encompass a positive experience and the outcomes each client wishes and needs in that particular moment of their life.

This is another deep overthrow of an old paradigm: where traditional marketing aimed at inducing people to wish for things, the new marketing model aims at identifying what people need at any step and delivering it effectively. This is where client experience becomes a business of experience: where every tool is tailored to a focus on understanding the delivery of client experience, so that clients, company and brand become an ‘all-in-one.’

How can our companies deliver great and unique experiences, then? We are convinced – since the rise of a CX-based digital revolution – of end-to-end redesigns, which rely on comprehensive personal analysis (data), based on empathetic design thinking (designer’s mindset) and that pursue front-to-back processes, digitisation and back office activities dematerialisation (lean simplification). This favours an ATAWAD (anytime, anywhere, any device) concept and personalised advisory based on clients’ needs (conversational banking).

Before the pandemic, this approach was relevant to stand out and meet the customer’s expectations; following the pandemic, it is crucial for a business’ survival. Following this school of thought, it is therefore paramount to keep on developing and optimising the concept and the outcome of conversational banking. This way, the bank can preserve the trusted relationship between clients and private bankers and allow clients to get in touch and receive assistance on their own terms.

Conversational banking aims to replicate the personal touch of face-to-face support and to merge it with the demands of the digital era. At the same time, it represents a concrete opportunity for our clients to ‘have the whole bank in their hands.’ The result of our vision is in an ever-growing super app: ‘My Private Banking,’ where all traditional and digital touch points come together.

In one app, our private clients can accomplish any banking and finance-related activity, they can access any information related to their wealth, accounts, payments and investment opportunities. In the same app, they receive exclusive and profile-based market strategies, advice and smart-meeting opportunities, market strategy newsfeeds and their favourite lifestyle content.

The exclusive Youmanist Club was envisioned as the digital evolution of the traditional participation of the private bank to the clients’ cultural universe and growth; a digital ecosystem, which aims to immerse private clients in a cultural world, suggesting paths of reading, listening and viewing, based on their interests, but also on how the client prioritises their downtime. The final purpose and mission is to upgrade and increase the value of every free moment with the freshest, most exclusive and immediate-to-access content, in a fast-changing world.

Moreover, with a look at BNL-BNP Paribas’ philosophy to always anticipate our clients’ needs, our service ecosystem continues to evolve. The brand new BNL-BNP Paribas private banking website, soon to be released, has been designed to reflect the personal needs of our different types of clients, encapsulating all of our exclusive services and content. Among the most significant innovations, there is ‘My Expert’: a newsroom to access and receive constantly updated news from our leading experts in the fields of investments, markets, wealth and sustainability.

Finally and perhaps most importantly, our mission on environmental issues continues. We believe in promoting sustainability and integrating it into every choice and action. In order to do our part for a greener future for our planet, we are about to launch ‘My Impact’: an assessment tool that guides our clients in selecting and integrating their investment choices towards sustainable solutions.

Looking towards the future
Despite finding great fulfillment – if we look back to the last decades of enormous technological and digital progress – with the tools, opportunities and experiences we offered our clients, we keep looking to the future, as we prepare for the next challenge.

For this reason, we use the best tools available to map and intercept our customers’ feedback: behavioural analysis and tracking, app ratings and deep-focused and transversal surveys. In particular, we are focused on gaining awareness, growth and enhancement through an advocacy methodology: NPS surveys to benchmark with our competitors, having a full overview of the customer’s relationship with us, satisfaction with the touch points and, in the end, with the overall experience.

We are constantly striving towards the satisfaction and fulfillment of our clients as we keep changing, generationally, emotionally and digitally. We try to focus on those things every day as it is our primary challenge, together with both preserving and growing our historical values, especially its cornerstone: being a model of sustainable banking.
Our journey of progress will never end, as our customers, our society and our planet will keep evolving.