Americans still reluctant to quit jobs despite record-high job openings

In one sense, the US job market is on a high. The latest payrolls report puts unemployment levels at a 16-year low of 4.3 percent and the number of job openings was the highest on record in July.

However, the labour department has reported a dip in the number of ‘quits’, suggesting that people are not feeling confident enough to leave their jobs to find better work. Data from the Job Openings and Labor Turnover Survey found that the number of Americans who voluntarily left their jobs in August was 3,124,000, down 70,000 from July.

The fact that the rate has been hovering at a similar level for around a year is telling

The quits rate, which is the proportion of people who have quit out of total employees, was down to 2.4 percent in August, after hitting 2.5 percent in July.

The ‘quits rate’ is used as a broad indicator of confidence levels in the jobs market. As a general rule, the number of quits tends to rise as more job openings become available. The slight dip seen over the past month is not worrying in itself as the numbers tend to fluctuate month-to-month, but the fact that the rate has been hovering at a similar level for around a year is telling.

The number of Americans quitting their jobs has still not caught up with pre-crisis levels, and is far below the all-time high of 2.9 percent that was achieved in January 2001. It has not improved since this time last year, when it was also 2.4 percent.

The low quits rate could be a sign that, despite a sustained upswing in the labour market, people still feel uneasy about the labour market. It could also mean that wages aren’t high enough to prompt people to seek new opportunities.

It may also provide a clue as to why substantial wage growth remains elusive despite low unemployment rates. If workers are not feeling confident enough to quit, they are likely to have less bargaining power on pay.

Banco Mercantil Santa Cruz stays ahead in Bolivian banking

With a history that spans more than 100 years, Banco Mercantil Santa Cruz (BMSC) is firmly positioned as the most renowned institution in the Bolivian financial system. Throughout the years, the bank has demonstrated a strong commitment to promoting its core values, and providing quality financial services that demonstrate both solvency and stability.

The past year has been no exception to this track record. A successful business strategy has not only enabled BMSC to face a difficult environment and an increasingly complex regulatory framework head-on, but it has also positioned the bank as the market’s clear leader once more. In 2016, BMSC achieved its biggest growth in net income to date – around 80 percent more than the previous year, which translates to an increase of $18m. What’s more, the bank’s assets under management reached $4bn, while its loan portfolio increased by $377m and deposits grew by $262m, enabling BMSC to consolidate its position as the bank with the largest market share in Bolivia for 10 consecutive years for both loans and deposits.

Team players
In 2016, with the objective of strengthening and diversifying the structure of its liabilities and equity, BMSC issued $25m in local bonds and $49m in subordinated bonds. This year, the bank is on course to issue $100m in local bonds. In addition, in accordance with Bolivian regulations and legislation, BMSC is constantly working towards dedicating 60 percent of its loan portfolio to social housing and the productive sector. In 2016, BMSC reached 52.57 percent in this regard, demonstrating excellent performance and placing the bank in good stead to achieve its goal before 2018.

After merging with Banco PYME Los Andes ProCredit, BMSC will have more than 140 branches and 470 ATMs

All of these achievements have been made possible by the hard work of the team at BMSC; having such experienced and creative individuals enables us to continue developing as an institution. One notable improvement is the recent introduction of a new segmentation model, which allows the bank to make credit approvals much faster, and therefore increase the number of operations at play and reduce the time-to-market for each one.

Technology is another key aspect of the bank’s strategy for continuous development. The digitalisation of every credit transaction and most back office operations, for example, has helped make the bank far more efficient than its peers in the market.

Along the same vein, and in accordance with our clients’ changing needs, the bank officially launched an improved mobile banking platform in 2016. BANX is a concept designed specifically with young people in mind, and has exceptional security technology in place. BMSC is also currently in the process of expanding its network of ATMs and branches in order to further enhance accessibility.

Acquiring success
Given the importance that BMSC places on employees, our company-wide goal is to set the industry standard for human resources management. In this respect, 2016 was particularly momentous as, for the first time, BMSC was recognised by the Great Place To Work Institute. The bank achieved this accolade as a result of our management practices, employee development schemes and exceptional organisational climate.

Aside from this internal success, BMSC also reached two major milestones in the financial system during 2016. The first of these was the acquisition of the assets and liabilities of troubled financial institution La Paz Entidad Financiera de Vivienda – a process approved and promoted by the Ministry of Economy, the Central Bank of Bolivia and the Bolivian Financial System Supervision Authority. These institutions decided to intervene with the entity and held a public offering with seven different banks. BMSC had the winning bid, which measured liquidity capabilities, price offered, solvency and the technical capabilities needed for successful integration.

The second major acquisition was completed in December 2016. In what was earmarked as the most important deal in the country for the past 10 years, BMSC acquired 100 percent of the shares of Banco PYME Los Andes ProCredit. The bank is due to complete the entity’s integration into its existing structure by the end of 2017.

As a result of this merger, BMSC will have more than 140 branches and 470 ATMs throughout Bolivia, as well as a clear advantage in terms of the size of its assets, liabilities, depositors and equity over all of its closest competitors in the country. Through such efforts, BMSC has reaffirmed its commitment to the country, its clients and our local province – Los Andes – to continue working with the same principles and values that have characterised our institution for more than 100 years.

China’s Alibaba launches new research academy

In a bid to propel itself into the league of global technology heavyweights, Chinese e-commerce giant Alibaba has announced the launch of a multibillion-dollar global research programme.

The company says it expects to invest a total of $15bn in research and development over the next three years.

This cash injection marks a substantial leap in the amount the company currently spends on research. Over the course of the financial year ending in March 2017, it spent a relatively meager CYN 17.1bn ($2.6bn) on research and development.

The research programme will be headed by Alibaba’s Chief Technology Officer, Jeff Zhan, and has been named DAMO Academy, or the Academy for Discovery, Adventure, Momentum and Outlook.

The programme is part of an effort to make the world more inclusive by narrowing the technology gap

The company said the programme was geared towards advancing the development of cutting-edge technology, but was also an effort to “make the world more inclusive by narrowing the technology gap”.

Alibaba’s plans for the academy reflect a push for greater technological collaboration globally. Its advisors are an international mix of renowned academics from several top universities, including the Massachusetts Institute of Technology, Columbia University, Princeton University and Peking University. On top of this, it is also currently recruiting 100 more researchers from across the world.

The first point of focus for the academy will be setting up seven research labs across China, the US, Russia, Israel and Singapore.

It will fund research into a broad range of areas, including data intelligence, the Internet of Things, fintech, quantum computing, human-machine interaction, machine learning and natural language processing.

Hong Kong housing market unimpressed by Chief Executive Lam’s maiden speech

Chief Executive of Hong Kong Carrie Lam announced new measures to address inequality and diversify the economy on October 11. As part of her maiden policy speech, Lam built upon many of the initiatives that were mentioned upon her appointment in March.

However, she failed to deliver the wide-ranging political reform that many expected of her.

The recently appointed chief executive promised to increase support for SMEs by reducing tax on profits up to HKD 2m ($256,000). The current rate of 16.5 percent will be halved for all eligible firms.

Investment in research and development will be doubled over the next five years to bolster the region’s technology sector, and the duration of paternity leave will be extended.

Lam pledged to create an additional 1,000 residential units as part of a new starter homes scheme to help families get on the property ladder

Lam’s headline proposal, however, centres on efforts to tackle Hong Kong’s housing crisis. The chief executive pledged to create an additional 1,000 residential units as part of a new starter homes scheme to help families get on the property ladder.

Highlighting the size of the task Lam faces, a recent study listed Hong Kong as the most expensive city in which to buy a home for the seventh consecutive year.

“Housing is not a simple commodity,” Lam stated. “Our community has a rightful expectation towards the government to provide adequate housing. This is also fundamental to social harmony and stability. Therefore, while maintaining respect of a free market economy, the government has an indispensable role to play in this area.”

Shares of housing development firms based in the city-state fell following the address, with markets left disappointed at the lack of concrete proposals. In particular, it was expected that greater cooperation with developers could have opened up underutilised agricultural land for residential use.

Chief Executive Lam explained that the government has no “magic wands” to solve the region’s housing problem.

Can going into business with friends ever work?

Never go into business with friends. We’ve all heard it before – this snippet of advice has been uttered countless times, given in grave tones that allude to apocalyptic scenarios. And with good reason. Yet that doesn’t stop some from attempting to make it work.

When childhood buddies or newfound social allies decide to work together, they either create a whole new entity to be built from the ground up, or else one employs the other. For the former, grandiose visions are often at play – late night rambling turns into strategisation, investment and fruition. For the latter, a chance to help out a friend is frequently deemed important enough to shift the pre-existing relationship into a more serious sphere.

A pair may make for wonderful friends – there for each other through thick and thin – but in business, affection can quickly turn to resentment. When lost money or lost respect is involved, friendships too can be lost forever. In the meantime, the business could have crashed and burned during the fallout, or may have never even risen in the first place.

A pair may make for wonderful friends – there for each other through thick and thin – but in business, affection can quickly turn to resentment

But – and there is a but – if things go well, they can be absolutely brilliant. Microsoft, Google, Apple, Hewlett Packard and, of course, Ben & Jerry’s all have this in common: these multinational, trendsetting behemoths started out as nothing but a vision between friends. Their friendships withstood the hardship of creating a business, and saw them become not just industry players, but leaders.

Shared visions
Before going into business with friends, there are a number of things to consider. First, the vision of the business: discussing each other’s long-term plans and goals is crucial. This is the stage when red flags may arise, and if they do, it could be time to leave. Another deal breaker is divergent ideas about what the company’s values should be, as this will simply not change over time.

According to Marissa Levin, culture and strategy expert and CEO of Successful Culture: “Like any relationship, it all comes down to aligned expectations, and healthy communication. All relationships go south when expectations are not aligned and when communication is poor or unhealthy.”

Aligning expectations involves a clear definition of each person’s role and responsibilities. This will ensure no stepping on toes, nor duplication of work (both of which could rouse resentment), while also playing to each individual’s strengths. This consideration also helps individuals pin down their weaknesses.

Again, this could be a red flag: if someone has a bad temper but insists on being the face of the company, it could be a recipe for disaster.
Levin advises: “Ask yourself, ‘would I hire them if they were not my friend?’ Do they have the skills, experience and capabilities that I require for the position? Will they fit into my culture?’ Apply the same level of scrutiny to them that you would any other hire.”

Just to be clear
Before embarking on a new enterprise together, having an exit strategy in place is crucial. This is not in expectation of things going wrong per se, but more about people’s wants and needs changing over time. One partner, for example, may realise that the stress that comes with running a business is not for them, or could suddenly decide to move to Timbuktu.

For any scenario, a plan must be devised to split assets in correlation with the time and money that has been devoted to the company. Having all scenarios prepared for ensures that there is no resentment or undue losses, and that the transition is smooth.

Though responsibilities, exit strategies and money-related issues can be countersigned in a contract, there are other elements in a business partnership that come down to trust alone.

Asking questions about whether the leadership – and therefore the brand – can remain unified at all times is vital for its success, but staying united through difficulties can test even the strongest of friendships.

As such, communication is key. Not wanting to hurt one other’s feelings (which is more likely among friends) cannot get in the way of being frank about potential issues. Levin also advises a degree of realism before going into the partnership: “Ask yourself if you are truly willing to change the dynamic of your relationship, because it will change. Don’t go into it thinking it won’t. It will.”

Though it seems that, with so many potential pitfalls, going into business with friends is simply not worth the trouble, when done properly, friends can make for the very best of business partners: “You always have a cheerleader/support system and it can feel much less lonely,” Levin added.

Celebrating successes together and supporting each other through hardships is priceless. And as history shows, this, along with an understanding of one another that only comes with friendship, can be the foundation that enables truly spectacular things to happen.

The OECD expects the global economy to maintain growth momentum in 2018

On October 9, a forecast by the Organisation for Economic Cooperation and Development (OECD) showed that the global economy will continue to grow at a strong pace in the last months of this current year, and will keep this up momentum into 2018.

The news comes at a time when G20 finance ministers and central bank governors are gathered in Washington for the semi-annual meeting of the IMF and the World Bank.

Economic leaders are closely following the state of the world’s economy to make strategic moves. In the US, for instance, the Federal Reserve is expected to raise interest rates in December for the third time this year, while the European Central Bank (ECB) is waiting for signals to cut its bond-buying programme, which was introduced after the 2008 financial crisis.

The OECD leading indicator, which is designed to anticipate turning points in economic activity, projected an upbeat scenario of economic expansion in the countries that represent most of the world’s economic output.

The latest figures for economic growth showed a 3.6 percent annual growth in the second quarter, marking the strongest pace in more than two years. The last time economies showed such robust performance was in the first quarter of 2015, The Wall Street Journal reported.

The OECD leading indicator projected an upbeat scenario of economic expansion in the countries that represent most of the world’s economic output

In the next six to nine months, the US, Japan, Canada and the majority of European countries are expected to maintain “stable growth momentum”, according to the OECD. Others, such as Italy, are forecast to grow faster.

With regards to China, whose performance is a matter of concern worldwide, the report highlighted that the economy’s output will be boosted in the months ahead by strong performance in its industrial sector.

Another emerging economy with an outstanding forecast is Brazil, which is expected to experience healthy growth, despite suffering political turmoil this year.

The UK and Russia, however, will follow a different trend as, according to the OECD, the countries’ economic growth is decelerating.

The forecast extends the period of optimism for the world’s economy. However, some central bankers, such as President of the ECB Mario Draghi and Fed Chair Janet Yellen are still being careful to not make rash decisions based on market pressure and positive predictions.

Draghi has maintained the ECB’s stimulus programme over the past year despite robust economic growth in the eurozone, while Yellen postponed a rate hike in September.

Economist behind ‘nudge theory’ wins Nobel Prize

Richard Thaler, the man behind ‘nudge’ economics, has been awarded a Nobel Prize for his contributions to behavioural economics.

Thaler is famous for confronting the economics profession with the idea that humans tend to make irrational decisions.

His contributions to the ‘science of choice’ have made him a central figure in the fast-growing field of behavioural economics, which has gradually been absorbed into wider economic research.

He is the co-author of international bestseller Nudge: Improving Decisions about Health, Wealth, and Happiness, in which he criticises the tendency of economists to assume that people can be understood as purely rational decision-makers, or “homo economicus”.

A passage in the book reads: “If you look at economics textbooks, you will learn that homo economicus can think like Albert Einstein, store as much memory as IBM’s Big Blue, and exercise the willpower of Mahatma Gandhi.”

People rarely approach decisions regarding pension savings rationally. Instead, they often fall into the temptation of sacrificing their long-term wellbeing for short-term gain

Among his many observations is the idea that people rarely approach decisions regarding pension savings rationally. Instead, they often fall into the temptation of sacrificing their long-term wellbeing for short-term gain.

On the same theme, he explores the human tendency to break new years resolutions, maintain unhealthy habits and make non-optimal decisions across a broad range of topics including education, personal finance, healthcare, mortgages, credit cards and even happiness.

In the book, Thaler explains how subtle changes in how choices are presented can have a profound impact on the way we act. For example, people are far more likely to choose to be an organ donor if the question is presented as whether they would like to opt-out, rather than opt-in. Another example is that people are more likely to buy healthy food if vegetables are placed at eye-level on shop shelves.

The topic has been popular among policymakers and politicians as a way of guiding people into making better economic decisions. In 2010, the UK Government set up a ‘nudge unit’, which investigates ways that the government can save money and resources using subtle nudges.

It claims to have saved taxpayers hundreds of millions of pounds to date.

Thaler is to be awarded SEK 9m ($1.11m). Upon being presented with the prize, he proclaimed: “I will try to spend it as irrationally as possible.”

Azerbaijan’s banks are ready for non-oil industry growth

As the world begins its slow but inevitable transition away from oil, many established businesses are being forced to find new ways to stay relevant against agile start-ups. What these companies, both old and new, have in common is a desire for greater financial flexibility through digital services, in order to become more competitive.

Azerbaijan has emerged as a perfect example of this trend, as a growing power with a thriving business environment and a growing need for better digital services. To learn more about how new digital services are set to transform Azerbaijan’s banks and business, World Finance spoke to Taleh Kazimov, CEO and Chairman of PASHA Bank.

PASHA Bank is in the final year of its development strategy. Has the bank achieved its goals?
Even though there are still a few months left until the end of the strategic period, we can already state that we will close with positive results. Over the course of the last two years, the bank’s organisational structure has been changed, new functions have been introduced, and numerous projects that were imperative for the bank’s future success have been implemented.

One of the most important steps taken was the transition to a new bank platform – Oracle Flexcube. With the aim of expanding the bank’s operations in Azerbaijan, Turkey and Georgia, this move was geared towards improving business processes in our countries of operation.

The bank has also exceeded forecasts on a number of indicators. At the end of 2016, compared to the beginning of 2015, PASHA Bank’s consolidated balance more than doubled, from AZN 1.3bn ($771m) to AZN 3bn ($1.8bn). What’s more, profits increased from AZN 12.5m ($7.4m) at the end of 2015 to AZN 69m ($40.9m) in 2016.

Have economic challenges in the region made it difficult to improve performance?
Despite weakening economic activity in the country, our customers’ demand for banking products and services has remained stable, and in some cases it has even increased. By continuously analysing market conditions against a background of macroeconomic changes, PASHA Bank has taken preventative approaches to address possible challenges, and has introduced accurately defined, tailor-made solutions for every business case.

PASHA Bank in numbers

Customers

2,000

Consolidated Balance

$1.8bn

Profits

$40.9m

Moreover, being one of the largest banks in Azerbaijan, we closely observe, analyse and professionally manage all potential risks pertaining to the national and regional market. As a result of this, our total number of customers for the end of 2016 increased more than threefold, and is now approaching 2,000. The volume of operations processed by those customers increased by almost 40 percent, and exceeded AZN 1.1bn ($652m).

Will digital banking feature in your 2020 plan?
Digital technologies will gradually cover all aspects of our daily life, and this applies to businesses as much as to individuals. In this context, the global transition to digital banking is inevitable. Even though Azerbaijan has a relatively small economy, the country proactively participates in global processes and is a key player in the region. In light of this, modern technology will not pass us by.

As a leading corporate bank in Azerbaijan, we will work on the digital component of our strategy, which will enable us to offer our customers a new level of service. Since July, we have been able to ensure that 65 to 70 percent of the total volume of our customer operations are processed through internet banking services.

Are customers in Azerbaijan prepared for the digital transition?
The forthcoming innovations and changes will undoubtedly fall outside of some customers’ comfort zones. That said, these same changes will greatly benefit them too. Operational costs will be reduced, and local branch customers will waste less time in queues and processing paper-based transactions.

Still, some customers may prefer not to work with new technologies. To prevent such cases, as the leading corporate bank in the country, PASHA Bank will proactively support its customers during the transition period, and will provide the most relevant banking services for each individual.

Which areas of the economy will be considered a priority in the short to medium term?
Our analysis has shown that almost every segment of the non-oil economy has potential for expanded business operations. As such, the bank’s activities will be focused on supporting businesses in areas such as agrarian complexes, information and communication technologies, transport, production, tourism and trade. It’s very exciting to be part of this new era in Azerbaijan.

Departing German finance minister warns of global financial crisis

Wolfgang Schäuble, who is set to leave his post as Germany’s finance minister this month, has warned of increasing risks to the global economy that could lead to another financial crisis. In an interview with the Financial Times, the German politician said central banks’ post-crisis policies have created a danger of “new bubbles”.

Schäuble said the liquidity caused by the injection of trillions of dollars in recent years now poses a major risk, despite banks gradually raising interest rates: “Economists all over the world are concerned about the increased risks arising from the accumulation of more and more liquidity and the growth of public and private debt. I myself am concerned about this.”

IMF Managing Director Christine Lagarde has highlighted the current moment of calm should be used to prepare for
future downturn

Among those concerned is the IMF, which has recently warned about the risks of rising debt levels. During a speech on October 5, IMF Managing Director Christine Lagarde highlighted that the current moment of calm should be used to prepare for future downturn.

Schäuble has stressed that Europe’s stability is also threatened by bank balance sheets, which are full of non-performing loans: “We have to ensure that we will be resilient enough if we ever face a new economic crisis.”

The pro-Europe politician led Europe’s largest economy through the financial crisis in 2008 and the years of decline that followed. Schäuble has also played a major role in the bloc over the last decade, with his policies leading The New York Times to nickname him the “architect of austerity”.

Schäuble will attend his last meeting with the bloc’s finance ministers on October 9, before starting work in his new position as speaker of the German parliament. Schäuble was re-assigned by the incumbent party after the elections on September 24, which saw Chancellor Angela Merkel secure her fourth term. Despite the triumph, her political influence has weakened against her opponent’s right-leaning populist promises.

Hackers are hijacking your computer power to mine cryptocurrencies

The recent surge in the popularity of cryptocurrencies has also increased the incentive to ‘mine’ new crypto-coins. While anyone with computer power can mine coins, those capable of harnessing large quantities of power are able to reap rewards in the form of crypto-cash.

Now, hackers have spotted this opportunity and are developing malicious techniques to tap into unsuspecting web-users’ computer power and line their own pockets. One way this has been achieved is through Coin Hive, a tool advertised as a way of monetising a website without having to host adverts.

Hackers are developing malicious techniques to tap into unsuspecting web-users’ computer power and line
their pockets.

Coin Hive enables website owners to generate income by utilising visitors’ computer power and channelling it into mining cryptocurrencies.

The Coin Hive script, however, is also being used maliciously by hackers to generate an income from unsuspecting visitors. Several widely used websites have been found to be harbouring the script, including The Pirate Bay and Showtime. The trend has also seen hackers use malware to steal computer power.

A report by Trend Micro explained how people’s home devices could be compromised by hackers: “Unsecured home routers are typically used as the malware’s entry point into a network. Most of the smart devices are connected to your router, and as such the router becomes the ‘doorway’ to your home. If the router is compromised, the other devices connected to it could easily be compromised and turned into bots used to mine cryptocurrency.”

Chinese Government rolls out trust ratings to combat corruption

Trust levels are remarkably different from one society to the next. People in Northern European countries are famously trusting, while those in the US, Brazil and Peru are statistically far less likely to agree that most people can be trusted. Once it exists in a society, trust is something that can be strikingly persistent.

According to research published in the Journal of the European Economic Association, the level of trust in cultures today can be informed by events that occurred hundreds of years ago. The research shows that Italian states that became free cities in the Middle Ages – a process that required mass cooperation – exhibit higher levels of trust today than those that didn’t. More than 800 years after the event, former free cities have more nonprofit organisations, a greater number of people giving blood, and children that are less likely to cheat in exams.

Meanwhile, in China, widespread corruption and a series of high-profile scandals have made trustworthiness a hot topic. What’s more, with trust at the centre of every market transaction, the issue goes further than moral nicety: it is eating away at businesses’ profitability and economic growth. Faced with a destructive trust deficit, China’s leaders believe they can fast forward past gradual changes, instead administering modern tools of big data and algorithms to swiftly generate a ‘sincerity culture’ among its 1.3 billion citizens.

Sincerity culture
The Chinese Government’s new tool to generate trust is known as ‘social credit’, and is currently in the process of being rolled out. The plan is to generate a score for every citizen based on how trustworthy they are. The system will aim to instil trust by combining carrot and stick: those with a good score will reap rewards, while a bad score will lead to punishments, such as public blacklisting and restrictions. By 2020, the government hopes that the system will “ensure that those keeping trust receive benefits in all respects, and those breaking trust meet with difficulty at every step”, according to an official state planning document. The Communist Party of China further argues that it is the key to bringing about a sincerity culture across the whole society, in which “keeping trust is glorious, and breaking trust is disgraceful”.

According to Rogier Creemers, an expert in law and governance in China at Leiden University: “We see a credit system as a way of incentivising people to pay back what they owe. The Chinese system seems to be orientated in a similar direction – to incentivise people to behave according to a particular reading of good citizenship, and to create the incentives to do so.”

For now, it is difficult to say exactly how different types of behaviour will shape people’s scores, though the government has made it clear that it plans to compile data from the full range of government agencies, meaning it could include information ranging from tax filings and bank data to minor traffic offenses. Ultimately, the system aims to weed out “evil practices” as broad as abusing power for personal gain, lying, cheating and “forgetting integrity when tempted by gains”.

The fear is that rather than merely enhancing trust and enabling the financial system, trustworthiness ratings could allow the government to step up its authoritarian rule

For millions of Chinese people, social trust ratings are already a standard feature of everyday life. While the government is yet to centralise social credit scoring, it has given the green light to several large-scale pilot projects. For instance, Sesame Credit is an early version of social credit that uses data from Chinese tech giant Alibaba’s online payment system to assign people a trustworthiness score from 0 to 950. The company’s algorithms draw on social media data as well as spending and online data, and people’s scores are affected by everything from how much they spend online to who their friends are. A director of Sesame Credit has been quoted explaining that someone who racks up hours everyday on video games will be negatively judged, whereas someone who buys sensible items like nappies will see their score increase.

Interestingly, Sesame Credit is going some way to be genuinely accepted as a device for social judgment. A high score can be used to gain perks like being able to book a hotel without a deposit, obtain a fast-tracked visa, or to impress a potential partner on a dating app.

It is as yet unclear whether the government will fully merge its own datasets with those currently held by China’s tech giants, which possess information on online activities, spending patterns and people’s social media behaviour. It is certainly a possibility, however, that all this data will be brought under one roof through a government agency. The result would be a mass effort in big data with a disturbingly comprehensive record of each person.

While the debate over data sources continues, specific punishments for obtaining a bad social credit score are starting to take shape. A government planning document announced that punishments should include restrictions on using trains, aircraft and foreign travel, as well as bans from sending one’s kids to certain fee-paying schools. What’s more, someone deemed un-trustworthy could have their car detained if it is considered nonessential for business. Lists of those with low trust levels are also to be provided to government bodies and enterprises, so they can consider their own sanctions and restrictions. Such lists may also be made public, with many government agencies’ websites at the local level already publicly releasing information about individuals and businesses with low social credit scores.

To give people a nudge towards its ideal image of sincerity, the government has stated that it will increase the prescence of propaganda on television, on the radio, in newspapers and on the internet. These channels are to provide ‘models of virtues’ and ensure that people have examples to learn from and goals to pursue.

The invisible hand 2.0
While the system aims to change culture, the government hopes it will also play a similar role to traditional financial credit ratings. Perhaps counterintuitively, the Chinese Government claims that a social credit system is a method of reducing the amount of state interference in the economy. The idea is to accelerate the shift towards a modern market economy by loosening the state’s hold on the banking system and entrusting the allocation of finance to something akin to free market forces.

“China’s banks were set up as instruments to finance government projects and were excruciatingly bad at anything to do with individual customers,” said Creemers. This skew towards government financing still remains today, leaving hundreds of millions of Chinese unable to access small business loans or consumer credit.

Crucially, social credit would allow people without a long financial history to use their trust credentials to obtain a loan. Such a system would enable the extension of credit across Chinese society and accelerate the move towards a more market-orientated, credit-based economy.

Of course, unlike the credit ratings that traditionally inform decisions in the financial sector, China’s social credit scores will heavily focus on a moral judgment of people’s behaviour and character. In a loose illustration of where Beijing’s priorities lie, in its official 2014 planning document, the word ‘sincerity’ cropped up 134 times, whereas the words ‘finance’, ‘financial’ and ‘banking’ are together used just 34 times.

By basing loan decisions on a social credit score rather than sticking to financial data, the system opens up the role of nonfinancial incentives to the invisible hand of individual optimised decision-making, fashioning a kind of morally tinted free market. Loans, and thus spending power and opportunities, will flow not just to profitable individuals, but also to those who have proved themselves at every turn to be sincere and trustworthy.

Big data or Big Brother?
“The stated goal is one thing, but the main motivation here is to strengthen the control of the Communist Party of China,” argued Professor Nir Kshetri from the University of North Carolina at Greensboro. The fear is that rather than merely enhancing trust and enabling the financial system, the system could lead to the party stepping up its authoritarian rule. Big Brother analogies have been aplenty.

On the other hand, an article in Chinese publication the Global Times mocked the notion that the system is ‘Orwellian’, arguing that this depiction is a warped perspective attributable to the “western media’s perennial doubts about countries governed by different ideologies”. Instead, it stated that the system simply aims to create a “well-functioning credit system” necessary for a mature economy.

The debate comes down to how extensive the government’s datasets become. In the more extreme case that the government gains access to spending patterns and internet activity, the system could quickly turn into a tool for political control. According to Kshetri, in a not-so-far-off scenario, people who buy books that are critical of the communist party could be penalised through their social credit, while those ordering a book that compliments the system might gain points.

What’s more, the system is armed with the power of social pressure: “If you are friends with me either online or in the physical world, and I do something against the party, then your social score will go down,” Kshetri said. Such a system would not only be a powerful tool for social control, but could ironically have the effect of eating away at social trust.

Bank of Sabadell moves HQ out of Catalonia

Bank of Sabadell, the fifth-largest lender in Spain, has revealed it will move its headquarters to the southern city of Alicante, in the aftermath of the independence conflict in the region.

The financial institution, which has more than 130 years of history in Catalonia, announced the decision on October 5, amid rising tensions between the region’s local government and Spanish authorities.

“Banco Sabadell has adopted this decision in order to protect the interests of our customers, shareholders and employees,” the bank said in a statement.

Bank of Sabadell’s move is the first in the sector, with more banks expected to follow suit

Bank of Sabadell’s move is the first in the sector, with more banks expected to follow suit. CaixaBank, the third-largest bank in the country, could be the next to leave Catalonia if independence is declared. According to Spanish newspaper El Pais, the bank will soon issue an urgent order to move its headquarters out of the region, with Palma de Mallorca and Madrid likely destinations.

Political volatility has introduced a new risk for financial institutions operating in Catalonia, prompting companies to make swift decisions about their presence in the region. This urgency is driven by the fact that many customers have withdrawn their deposits from banks to protect themselves from the possible impact of a unilateral declaration of independence.

Although the Spanish Government declared the referendum held on October 1 (in which 90 percent of voters backed independence) illegal, the Catalan President Carles Puigdemont said independence would be declared at the local parliament on October 9.

According to Spanish newspaper El Mundo, industrial giants might also make contingency plans to move out of the region in the case that independence is declared. Energy firm Gas Natural Fenosa and infrastructure conglomerate Abertis have been earmarked by experts as two possible companies planning to leave Catalonia. La Caixa Group, owner of CaixaBank, holds a stake in both companies.

Japanese ad firm Dentsu fined for illegal overtime

On October 6, Japanese advertising firm Dentsu announced it had been handed a JPY 500,000 ($4,426) fine for violating the country’s labour laws, after a Tokyo court found that the organisation had made employees work an excessive amount of overtime.

This is not the first time that Dentsu’s working practices have come under scrutiny. Back in 2015, employee Matsuri Takahashi took her own life after a relentless working schedule. Her death was later ruled as “karoshi”, which translates as “death by overwork”.

Following the recent court ruling, Dentsu admitted that it needed to do more to discourage overworking: “We take this ruling very seriously, and extend our deepest apologies to stakeholders and the general public for the concern we have caused. As a member of society, we deeply regret that we could not fulfil our responsibilities.”

Back in 2015, employee Matsuri Takahashi’s death was ruled as “karoshi”, which translates as “death by overwork”

Karoshi has returned to the spotlight this week, after it emerged that a member of staff at Yokohama-based firm NHK died after working 159 hours of overtime in a single month. The 31-year-old employee passed away in 2013 as a result of congestive heart failure, but authorities revealed this week that her death is being attributed to overwork.

Earlier this year, the Japanese Government unveiled its first-ever overtime limit, imposing 100-hour-a-month cap for all businesses. Although Prime Minister Shinzo Abe described the reform as a “historic step” for the country, labour unions have criticised the move for legitimising overwork.

The decision to fine Dentsu marks the first time that a major Japanese business has been prosecuted for its labour practices. Although financial punishments will help to tackle the issue of karoshi, a much deeper cultural change is required for long-term change to happen.

The image of the hardworking Japanese businessman emerged during the 1970s when the country was undergoing a period of low wages, but it has proven difficult to shake off.

Why ING Hungary refuses to follow in the footsteps of central banks

Today, the most important challenge being faced by the global banking sector is the shift related to accommodative monetary policy. All players in the market have become accustomed to a new world characterised by extremely loose central banks and ample liquidity. It would seem, however, that this trend will come to an end in 2017-18. The Fed has changed its accommodative stance by hiking rates. The European Central Bank has also indicated that sooner or later it will finish its bond-buying programme and begin tightening monetary conditions.

In fact, a number of central banks around the world have recently joined this choir. At the same time, as is always the case, there are some leaning against the wind. However, this wind will be stronger than the one that swept away Dorothy in The Wizard of Oz. At present, the Polish National Bank and the National Bank of Hungary (NBH) are in competition to ascertain which can withstand an accommodative stance longer. Policymakers at both institutions insist that monetary policy will remain loose until the end of 2018, at the least. This is a bold statement indeed, especially as most major central banks are turning the opposite way at present.

Bucking the trend
Some may ask why it is so important for the NBH to keep its dovish stance. There are many reasons: from a long-term perspective, Hungary is facing a challenge it has never faced before. Our economy was built on a skilled, yet cheap and amply available labour force. Unfortunately, this is no longer the case. Hungarian labour is now expensive, with net real wages expected to increase further by double-digit figures in 2017 and 2018. The country is also slipping behind its regional peers in various competitiveness rankings in several areas, such as education.

Hungary – along with the whole Central and Eastern European region – has a labour shortage problem, with unemployment rates close to full employment rates. Against this backdrop, Hungary needs to change its economic culture and focus more on technological progress, as well as capital accumulation. This shift is no longer a luxury or an opportunity – it is now compulsory.

To support this effort, the NBH is keen to keep its accommodative monetary policy alive for as long as possible. This presents a golden opportunity for the banking sector, even within a low interest rate environment. We expect credit activity to pick up as we head towards our ultimate goal.

Hungary needs to change its economic culture and focus more on technological progress, as well as capital accumulation

Hungary is a small, open economy, which is particularly exposed to global external demand. One of the key sources of its competitiveness is its currency, as the relatively cheap Hungarian forint (HUF) helps export companies considerably. In this regard, the HUF is also a key element in monetary policy. If the NBH is opposed to any tightening bias which stems from a global shift, the HUF could weaken, all else being equal.

On the other hand, the fiscal stance of the country is favourable, external exposure of public debt is decreasing, and Hungary has been running a significant current account surplus. The country also has a positive net external financing capacity. These factors combined could help prevent the HUF from massive depreciation.

As such, all signs point towards the notion that a dovish NBH could do well even in a hawkish global environment, and that the HUF will remain stable, as it has done over the past two years, hovering around 310 versus the euro. We hope this performance will enable ING to keep receiving recognition as the world’s best FX forecaster, as was the case in 2015, when it was named Bloomberg’s World’s Best Forecaster, and in 2016, when it was named Best FX Provider by Global Finance.

Set focus
Following four years at ING Amsterdam, where I headed a client network across 20 countries in the European region, I have now taken over as Country Manager, as of January 1, 2017, in Budapest. In terms of the European market, ING Wholesale Banking is among the strongest in the region. That said, I believe the environment is as challenging as always for all players in the country, and in the regional and global scope too.

ING Wholesale Banking in Hungary is, and will continue to be, a strong and important niche player in the Hungarian financial services market, but we have to underline that our approach to the market is very different to that of most other players. First of all, operating as a branch of ING Bank in the Netherlands, we are an A-rated bank in a BBB- environment. What’s more, we work with a wide range of clients in the large corporate sector, focusing particularly on local corporations and international clients. We have also defined four simple promises that together form our ‘customer promise’, which is part of our strategy towards corporate clients.

HUF to EUR rate

August 2015

311.12

August 2016

310.04

August 2017

304.46

Our strategy aims to create a unique customer experience, which is enabled by simplifying and streamlining our organisation, striving further for operational excellence, enhancing performance culture within our company, and expanding our lending capabilities. Our focus is on becoming the primary bank for customers with anchor products, such as lending and transaction services in wholesale banking. We like to think of ourselves as a network bank with global reach for our clients across Europe.

Our pledge
The best way to convey what we are about at ING Bank is to talk about our customer promise. It involves five key phrases that we always strive to fulfil in every single product and service we provide. The first is ‘clear and easy’. Banking doesn’t have to be difficult and time consuming – less is more. We believe it’s all about clear products, plain language, fair prices and simple processes. This saves both time and money. For this purpose, we constantly simplify processes and procedures, and have already benefited from doing so.

Then there is ‘anytime, anywhere’. We work to get our services to where our customers are based. When we started in Hungary, ING was among just a few players in the sector, which meant that relationship managers reached out and visited their clients. At the time, this kind of relationship management was very new. Clients loved it, and it also allowed us to gain invaluable sector knowledge in every branch of the economy. Banking should be possible anytime and anywhere, so we are travelling towards digitalisation in order to deliver state-of-the-art, real-time solutions.

Next is ‘empower’. The best financial decisions are informed decisions. Customers want relevant, up-to-date information at their fingertips. They need to understand their choices, and the implications of those choices, both today and for the future. To this end, we have further developed sector expertise in our local sales teams. These teams serve as trusted advisors to our clients, and have the ING global network at their fingertips. For example, ING Wholesale Banking in Hungary is now a very strong player, with an excellent reputation in the energy sector.

Finally, we have ‘keep getting better’. Life and business are about moving forwards. As such, we keep looking for new ways to make things better and easier for our customers through new ideas, new solutions and new approaches. In this way, we can all stay a step ahead. A recent example of this is when we helped one of our clients – one of the largest companies in Hungary with a global network – to implement a centrally developed SWIFT solution to support their regional treasury operations, making them the first non-financial corporation to apply the most effective treasury solution. In recognition of this feat, the client won the Adam Smith Prize.

Looking ahead
ING recently launched a global and integrated brand campaign for its wholesale banking business, based on the insight that successful client solutions have achieved when combining hard and soft skills. In this age of rapid change and digitalisation, it’s still the versatility and creativity of people that is the real differentiator in the financial industry. The calculation we use is based on market research, whereby clients identify the soft skills of ING’s people, such as commitment, perseverance and dependability, as the key differentiators for doing business with us. Using relevant client issues, in the form of equations, hard and soft skills are combined, which leads to success; this is what we are most proud of.

The strength of our operations is also shown by the fact that we export some of our local talents to ING’s global organisation for short assignments in various countries, which allows them to develop a deeper knowledge of products and processes. This is made possible by free movement in the EU; it enables us to take international know-how back to the country. We are extremely proud of our colleagues who continue developing and, in doing so, help ING to grow further in Hungary.

Banking Awards 2017

In keeping with a more-than-five-year trend in which those slow to change have fallen by the wayside, the banking sector has this year been awash with major regulatory and technological change. Virtually unrecognisable from that of a few years ago, this is a new era for banking: one in which the customer lies at the heart of every decision, and sustainability as opposed to profitability is key. Survival – it seems – rests on the ability of banks big and small to keep pace with the rate and scale of the transformation, and nowhere else is this more visible than among the banks featured in this year’s World Finance Banking Guide.

Banking Guide 2017

Trust in the banking sector has been restored, and customer-centricity has emerged as an absolute requirement if banks harbour any hopes of survival. People – not profitability – can make or break a business, and many a major name has committed to that sentiment in the hope of pushing ahead of its rivals. New operating strategies have emerged to put customers and employees at the centre of businesses, and technology has proven decisive in the sector’s transformation.

Aside from restoring faith in the sector, technology has paved the way for new and innovative names, and while they can hardly compete with industry stalwarts on scale, a technology-first mentality has opened the door to a range of new opportunities. Investment in IT is no longer an option but a requirement for any bank with aspirations of becoming a market leader. And as much as these investments have proven costly, the benefits to both bank and customer cannot be understated.

Elsewhere, a raft of regulatory reforms has done a great deal to redefine the operating environment. While the burden has, for some, proven too much to bear, others have treated this new regulatory system as an opportunity to stand out from the crowd. Of course, the debate over whether these reforms are beneficial at all will rage on, but the overhaul itself is proof of the fact that banking is a changed proposition.

As much as markets have regained a foothold this past year, stability rests in large part on the banking sector and its ability to push money into and around the economy. This is a banking sector that rests on a threefold commitment to customer service, compliance and innovation, without which this new economic landscape would not exist. The guide provided with this issue takes a look at how banking in all its various forms is spearheading these latest developments, and realising a more sustainable measure of prosperity.

As ever, we’ve scoured the globe for the names that have truly set their markets alight and the ones that have not only exceeded expectations, but also delivered where others have failed. Our research team, together with input from our readers, has delved into the markets to find out which individuals and institutions have pushed the envelope and provided the very best in leading financial services.

With our in-house judging panel, we have selected the finest performers of the year – a challenging task with many tightly contested categories. In the supplement, readers will find insight into each of the year’s leading institutions, as well as those individuals who have made a real difference on each continent. Once again, congratulations to our winners, who we hope to see much more of in the months and years to come.

 

World Finance Banking Awards 2017

Best Banking Groups

AntiguaBOI Bank

AzerbaijanPASHA Bank

BruneiBaiduri Bank

ChinaICBC

ArgentinaBanco Macro

BoliviaBanco Mercantil Santa Cruz

ChileBanco de Crédito e Inversiones

CuraçaoBanco del Orinoco

CyprusEurobank Cyprus

EgyptArab African International Bank

GhanaZenith Bank Ghana

JordanJordan Islamic Bank

Dominican RepublicBanco Popular Dominicano

FranceCrédit Mutuel Group

IndonesiaBank Rakyat Indonesia

LebanonBankmed

MacauICBC Macau

MalaysiaMaybank

MexicoBanorte

MyanmarCB Bank

NigeriaGuaranty Trust Bank

PeruBanco de Crédito del Perú

PhilippinesRizal Commercial Banking Corporation

QatarQatar National Bank

Saudi ArabiaSamba Financial Group

SingaporeOCBC

South KoreaWoori Bank

Sri LankaPeople’s Bank

TaiwanMega International Commercial Bank

ThailandBangkok Bank

TurkeyAkbank

UAEUnion National Bank

Best Investment Banks

Brazil BTG Pactual

Bahrain Securities and Investment Company

Canada RBC

Chile BTG Pactual Chile

Colombia BTG Pactual Colombia

Dominican Republic Banreservas

France BNP Paribas

Germany BNP Paribas Germany

Iceland Arion Bank

Italy Mediobanca

Kazakhstan JSC Kazkommerts Securities

Pakistan Habib Bank

Saudi Arabia SaudiMed

Spain Haitong

Sri Lanka CAL

UAE Abu Dhabi Commercial Bank

Best Private Banks

ArgentinaICBC Argentina

AustraliaWestpac

AustriaErste Private Banking

BelgiumVan Lanschot

CanadaBMO Private Banking

ChileBanco de Crédito e Inversiones

Czech RepublicČeská Spořitelna

DenmarkDanske Bank

FranceBNP Paribas Banque Privée

GermanyBerenberg

GreeceEurobank

IndiaKotak Mahindra Bank

ItalyBNL Gruppo BNP Paribas

KenyaStanbic Bank

LiechtensteinKaiser Partner

MalaysiaMaybank

MexicoBanco Ve por Más

NetherlandsING

NigeriaFirst Bank of Nigeria

PeruBBVA Continental

QatarInternational Bank of Qatar

RomaniaErste Private Banking

Saudi ArabiaSaudi British Bank

SingaporeMaybank Singapore

South AfricaInvestec

SpainBancaMarch

SwedenSEB

ThailandKasikorn Bank

UAENational Bank of Abu Dhabi

UkraineOTP Bank

US (East)Brown Brothers Harriman

US(West)Bank of the West

Best commercial banks

VietnamSaigon Commercial Bank

AzerbaijanPASHA Bank

ArgentinaBanco Macro

BrazilBanco Bradesco

ChinaICBC

AngolaBancoSol

BelgiumKBC Bank

CanadaBMO Bank of Montreal

ColombiaBancolombia

Dominican RepublicBanco de Reservas

GhanaAccess Bank Ghana

HungaryING Bank Hungary

ItalyBNL Gruppo BNP Paribas

GermanyCommerzbank

Hong KongHSBC

IndonesiaBank Central Asia

KenyaKenya Commercial Bank

MacauBanco Nacional Ultramarino

MalaysiaMaybank

MexicoBanca Mifel

MozambiqueBanco BCI

MyanmarAYA Bank

NigeriaDiamond Bank

PeruBanco de Crédito del Perú

PhilippinesRizal Commercial Banking Corporation

PortugalActivoBank

QatarAl Khalij Commercial Bank

Saudi ArabiaSaudi British Bank

South KoreaShinhan Bank

Sri LankaSampath Bank

ThailandSiam Commercial Bank

UAEEmirates NBD

USBank of the West

Best Retail Banks

PortugalSantander Totta

AngolaBanco de Fomento Angola

ChinaChina Merchants Bank

EgyptEgyptian Gulf Bank

LebanonBankmed

ArgentinaBanco Santander Río

Dominican RepublicBanreservas

GreeceEurobank

MyanmarAYA Bank

netherlandsABN AMRO

NordicsHandelsbanken

QatarCommercial Bank of Qatar

TurkeyGaranti Bank

NigeriaGuaranty Trust Bank

PolandBank Zachodni WBK

Sri LankaSampath Bank

UAEUnion National Bank

Best Sustainable Banks

BahrainEskan Bank

BrazilEmpresta Capital

EgyptArab African International Bank

MexicoCompartamos Banco

BoliviaBancoSol

ChileBanco de Crédito e Inversiones

KenyaEquity Bank Kenya

MongoliaXacBank

MozambiqueBanco BCI

PeruMiBanco

QatarQatar National Bank

Sri LankaPeople’s Bank

NigeriaAccess Bank

PhilippinesBank of the Philippine Islands

Saudi ArabiaBanque Saudi Fransi

UAENational Bank of Abu Dhabi

Most Innovative Banks

North AmericaCapital One

Latin AmericaBanco de Chile

AfricaGuaranty Trust Bank

AsiaDBS Bank

Middle EastGulf Bank

AustralasiaANZ Group