World Finance Banking Awards 2023

With Global GDP growth in 2023 likely to remain relatively low, at around 3 percent according to IMF estimates, it reflects a general uncertainty in the economic outlook for the near-term. According to Deloitte’s 2023 banking and capital markets outlook report, “escalation of geopolitical risks, deglobalisation, and fracturing payments systems are pushing the world toward a new economic order.” Despite multiple factors including tightening monetary policy, inflation, supply chain issues and energy shocks leading to ripple effects that many banks have found tough to navigate, a few have stood out during these challenging times.

 

World Finance Banking Awards 2023

Best Investment Banks

Argentina Puente
Brazil BTG Pactual
Chile BTG Pactual
Colombia BTG Pactual
Dominican Republic Banreservas
France BNP Paribas
Georgia TBC Bank
Germany Deutsche Bank
Hong Kong Jefferies
Jordan Arab Bank
Kazakhstan Tengri Partners Investment Banking
Kuwait National Investments Company
Mexico BBVA Mexico
Netherlands ABN AMRO
Nigeria Coronation Merchant Bank
Oman Bank Muscat
Pakistan HBL
Paraguay Puente
Taiwan Fubon Financial
Thailand Siam Commercial Bank
Turkey QNB Finansinvest
US Puente

 

Most Sustainable Banks

Brazil BTG Pactual
Dominican Republic Banco Popular Dominicano
Nigeria Access Bank
Turkey Garanti BBVA

 

Most Innovative Banks

Europe BNP Paribas
Latin America BTG Pactual
Middle East Commercial Bank of Qatar
Africa GT Bank
Asia Habib Bank

 

Best Commercial Banks

Austria Raiffeisen Bank International
Belarus Belagroprombank
Belgium BNP Paribas Fortis
Canada BMO
Colombia Davivienda
Czech Republic Ceska Sporitelna
Denmark Nordea
Dominican Republic Banreservas
France BNP Paribas
Germany Deutsche Bank
Hungary OTP Bank
Macau Bank of China
Netherlands ING
Nigeria Zenith Bank
Norway Nordea
Poland Bank Pekao
Portugal Banco Finantia
Sri Lanka Sampath Bank
Sweden SEB
Taiwan Mega International Commercial Bank
US BMO
Vietnam Sai Gon J.S. Commercial Bank

 

Best Retail Banks

Austria BAWAG Group
Azerbaijan AccessBank
Belarus Belarusbank
Belgium BNP Paribas Fortis
Bulgaria Postbank
Canada BMO
Chile Santander Chile
Colombia Bancolombia
Costa Rica BAC Credomatic
Denmark Nordea
Dominican Republic Banreservas
Finland Nordea
France BNP Paribas
Germany Deutsche Bank
Greece Eurobank
Hungary CIB CSOPORT
Iceland Landsbankinn
Israel Bank Leumi
Italy Intesa Sanpaolo
Macau Bank of China
Mexico Banorte
Netherlands ING
Nigeria GTBank
Norway Nordea
Pakistan Meezan Bank
Peru BCP
Poland Bank Pekao
Portugal Santander
South Africa NedBank
Spain Banco Bilbao Vizcaya Argentaria
Sri Lanka Sampath Bank
Sweden Nordea
Turkey Garanti BBVA
UAE Mashreq
UK Barclays Bank
US Bank of America
Uzbekistan Asakabank

 

Best Banking Groups

Austria BAWAG Group
Brunei Baiduri Bank
Chile Banco Internacional
Denmark Nordea
Dominican Republic Banco Popular Dominicano
Egypt Banque Misr
Finland Nordea
France Crédit Mutuel
Germany Commerzbank
Ghana Zenith Bank Ghana
Hong Kong HSBC
Israel Israel Discount Bank
Jordan Jordan Islamic Bank
Kosovo BKT
Macau ICBC (Macau)
Nigeria Guaranty Trust Bank
Pakistan Meezan Bank
Peru BCP
Saudi Arabia Al-Rahji Bank
Turkey Akbank
UAE Abu Dhabi Commercial Bank
UK Lloyds Banking Group

 

Best Private Banks

Argentina Puente
Austria Schoellerbank
Belgium BNP Paribas Fortis
Brazil BTG Pactual
Canada BMO
Czech Republic Erste Private Banking
Denmark Nordea Private Banking
Dominican Republic Banreservas
France BNP Paribas Banque Privée
Germany Deutsche Bank
Greece Eurobank Ergasias
Hungary Erste Bank
Italy BNL BNP Paribas
Liechtenstein Kaiser Partner
Monaco CMB Monaco
Netherlands ING
Nigeria First Bank
Norway Nordea Private Banking
Paraguay Puente
Poland Bank Pekao
Portugal Santander Private Banking
Spain Banco Santander
Sweden Carnegie Private Banking
Switzerland BNP Paribas Wealth Management
Turkey TEB Private Banking
UAE Mashreq
UK Standard Chartered Private Bank
Uruguay Puente
US BMO

 

Bankers of the Year

Europe Petia Dimitrova (Postbank)
Latin America Ilan Goldfajn (Inter-American Development Bank)
Middle East Ahmed Hashem (Dukhan Bank)
Africa Segun Agbaje (GT Bank)
Asia Ilias Tsakalidis (Tengri Partners Investment Banking)

World Finance Corporate Governance Awards 2023

According to a recent report by Harvard Law, the defining corporate governance trends are a critical spotlight on executive compensation, increased scepticism about board quality, and, perhaps most pressingly, the maturation of ESG programmes and disclosures. The report goes on to say: “the Corporate Sustainability Reporting Directive will disrupt the ESG landscape across the European Union by harmonising standards and shaping the reporting environment for years to come”.

World Finance Corporate Governance Awards 2023

Algeria
Wintershall Dea

Angola
Sonangol

Bulgaria
FiBank

Colombia
Terpel

Denmark
Maersk

Dominican Republic
Banreservas

Egypt
Abu Dhabi Commercial Bank

Finland
Nokia

France
TotalEnergies

Germany
Adidas

Ghana
Universal Merchant Bank

Greece
Helleniq Energy

Hungary
MOL

India
IDFC FIRST Bank

Indonesia
Star Energy Geothermal

Italy
Generali Group

Jordan
Jordan Islamic Bank

Kuwait
Zain Group

Mexico
Banorte

Myanmar
Yoma Group

Netherlands
Heineken

Nigeria
Zenith Bank

Norway
Viessmann Refrigeration Systems

Poland
Jerónimo Martins Polska

Portugal
Galp Energia

Qatar
Ooredoo

Saudi Arabia
Kafalah

Singapore
Capitaland

South Africa
Standard Bank

Spain
Iberdrola

Tunisia
Banque Internationale Arabe de Tunisie

Turkey
SOCAR Turkiye

UAE
TAQA

UK
Bank of Cyprus

US
Avangrid

Vietnam
Vingroup

World Finance Islamic Finance Awards 2023

The Islamic finance industry is expected to grow by around 10 percent in 2023 into next year and, as Moody’s reports, Sukuk issuance is set to “rise sharply in 2023”. Issuance last year was postponed “because of capital market volatility, companies seeking to refinance near-term sukuk maturities and first-time rated sukuk issuers looking to diversify funding sources,” said Rehan Akbar, a Moody’s Senior Vice President. Demand for Sharia-compliant financing is high and growth is expected in several areas despite an economic slowdown in other major markets. There is also significant growth potential with green sukuk issuance with many Islamic banks adopting sustainability plans. World Finance celebrates those who have led the way to this positive outlook in its Islamic Finance Awards.

 

World Finance Islamic Finance Awards 2023

Best Islamic Banks

Bahrain
Al Salam Bank

Egypt
National Bank of Egypt

Jordan
Jordan Islamic Bank

Kenya
Dubai Islamic Bank Kenya

Kuwait
Kuwait International Bank

Morocco
Al Akhdar Bank

Qatar
Qatar Islamic Bank

Saudi Arabia
Al Rajhi Bank

Tunisia
Banque Zitouna

UAE
Emirates Islamic

UK
Gatehouse Bank

 

Best Takaful Insurance

Bahrain
Takaful International Company

Jordan
The Islamic Insurance Company

Kuwait
KFH Takaful Insurance Company

Malaysia
Jubilee General

Qatar
AlKhaleej Takaful Insurance

Saudi Arabia
Tawuniya

UAE
Abu Dhabi National Takaful

 

Special Recognitions

Best Islamic Banking & Finance Software Solutions
ICS Financial Systems

Best Digital Banking & Finance Software Solutions
ICS Financial Systems

Best Customer-Focused Islamic Banking Products and Services (Kuwait)
Kuwait International Bank

Best SME Bank (UAE)
Emirates Islamic

Best Retail Bank (UAE)
Emirates Islamic

Best Cash Management Bank (UAE)
Emirates Islamic

Best Treasury Management Bank (UAE)
Emirates Islamic

Most Connected and Strategically Located Financial Centre (MENA)
Qatar Financial Centre

Lifetime Achievement in Islamic Banking and Dedication to the Community
Sheikh Mohammed Al-Jarrah Al-Sabah, Chairman, Kuwait International Bank

Lifetime Achievement in Financial Technology Innovation
Robert Hazboun, Group CEO & MD, ICS Financial Systems

Business Leadership and Outstanding Contribution to Islamic Finance
H. E. Musa Shihadeh, Chairman of the Board of Directors, Jordan Islamic Bank

Kuwaiti Visionary CEO – Development & Growth Driver
Raed Jawad Bukhamseen,VC & CEO, Kuwait International Bank

Best Insurance Company for Customer Service Quality (Turkey)
Bereket Sigorta

Best Participation Insurance Company (Turkey)
Bereket Sigorta

World Finance Pension Fund Awards 2023

The general financial sentiment heading into this year has been that we are rapidly entering a new era “potentially marking the end of cheap money and a long period of low volatility,” according to a research paper authored by the Thinking Ahead Institute. With pension fund asset owners globally controlling $51.9trn, managing increasing macro uncertainty and systemic risk in the past year has been a daunting task to say the least. Balancing the investor desire for returns with the progressive imperative to decarbonise portfolios has added a layer of complexity making the effective stewardship of funds that much harder. With this in mind, we highlight those who have demonstrated resilience in what has been a tough year for the pension fund industry.

 

World Finance Pension Fund Awards 2023

Australia
Unisuper

Austria
APK Pensionkasse

Azerbaijan
State Social Protection Fund of Azerbaijan

Belgium
Pensioenfonds UZ Gent – UGent

Bolivia
BISA Seguros y Reaseguros

Brazil
Bradesco Seguros

Canada
OMERS

Caribbean
NCB Insurance

Chile
AFP Plan Vital

Colombia
Grupo Sura

Croatia
PBZ Croatia Osiguranje

Czech Republic
CSOB

Denmark
Nordea Pension

Estonia
Swedbank

Finland
IImarainen

France
AG2R LA Mondiale

Germany
HVB Trust Pensionsfonds

Ghana
Pensions Alliance Trust

Greece
Piraeus Asset Management

Iceland
Almenni Pension Fund

Indonesia
BNI

Ireland
Accenture Defined Contribution Pension Plan

Italy
Fondo Pensione Nazionale BCC/CRA

Jamaica
JMMB Fund Managers

Macedonia
Sava Penzisko

Malaysia
Gibraltar BSN

Mexico
Afore XXI Banorte

Mozambique
Moçambique Previdente

Netherlands
Pensioenfonds Zorg en Welzijn

Nigeria
Fidelity Pension Managers

Norway
KLP

Peru
Prima AFP

Poland
Pocztylion-Arka

Portugal
Santander

Serbia
Dunav Voluntary Pension Fund

South Africa
University of Johannesburg Pension Fund

Spain
GM Pensiones

Sweden
Swedbank Pension

Switzerland
CERN Pension Fund

Thailand
Kasikorn Asset Management

Turkey
TEB Asset Management

US
NYC Board of Education Pension Fund

World Finance Sustainability Awards 2023

Tackling the climate change headwinds continues to be priority number one on the business agenda and, according to Daniel Hanna, Global Head of Sustainable Finance for the Corporate and Investment Bank, Barclays, “we’re seeing significant momentum in terms of the flow of capital into renewables and new decarbonisation technologies.” Ensuring that we take sufficient steps now to avoid difficulty in the future means businesses must take sustainable action across all facets of their operations.

Most Sustainable Companies

AgTech
ProducePay

Airports
Aeroporti di Roma

Chemical
Stepan Company

Confectionery
WNWN Food Labs

Digital Exchange
Metaverse Green Exchange

Electric Services
Avangrid

Energy
Saudi Aramco

Energy Storage Technology
Energy Vault

Event Management
MCH Group

Financial Services
Bourse Kuwait

Flag Carrier Airline
Turkish Airlines

Footwear
CCC

Freight Forwarding
CH Robinson

Glass
BA Glass

Investment
KBC Asset Management

Logistics Technology
Arrive Logistics

Low-Cost Airline
Wizz Air

Pet Food
Tuggs

Property Technology
Kamma Data

Pulp & Paper
Inapa

Quick Service Restaurant
Kotippizza Group

Security
Securitas

Semiconductor
ONSEMI

Sports Apparel
BjornBorg

Technology
Fingerprints

Telecommunication
Swisscom

Trading of Energy Products
United Energy Trading

Transportation
CPKC

 

Most Sustainable Stock Exchanges

Northern Europe
Nasdaq Nordic

Eastern Europe
Warsaw Stock Exchange

Southern Europe
Bolsas y Mercados Espanoles

Western Europe
The London Stock Exchange

GCC
Bahrain Bourse

Northern Africa
Egyptian Exchange

Eastern Africa
Nairobi Securities Exchange

Southern Africa
JSE

Western Africa
Nigerian Exchange Group

Central Asia
Kazakhstan Stock Exchange

South East Asia
Shanghai Stock Exchange

North America
Nasdaq

Central America
Bolsa de Valores Nacional

Latin America
Bolsa do Brazil

World Finance Forex Awards 2023

According to a report by ING Bank, towards the end of 2022, following a historic 18-month dollar bull run, the FX outlook became less clear, with “FX markets in 2023 to be characterised by less trend and more volatility”.

Meera Chandan, Global FX Strategist at J.P. Morgan follows on from this, saying “the confluence of factors that had proved so supportive of the dollar earlier in 2022 has since inverted. Markets are now aggressively pricing Fed easing on the back of growing signs of disinflation, while the outlook for global growth this year is no longer looking as pessimistic as it did earlier in 2022”.

Nevertheless, with continuing economic uncertainty across the globe, navigating the markets has proved especially difficult and once more World Finance has recognised those who have stood out in the forex industry.

A list of the companies awarded in the World Finance Forex awards 2023 can be seen below.

 

World Finance Forex Awards 2023

Best FX Customer Service
XM

Best Mobile FX Trading App
HYCM

Best Multi-Asset Broker
MiTrade

Most Trusted Crypto Broker
Stormgain

Most Transparent Broker
Olymp Trade

Best CFD Broker
Libertex

Best FX Trading Platform
EBC Financial Group

Best CFD Trading Platform
QuadCode Markets

Best Trading Execution
EBC Financial Group

Best Affiliate Program
FPM.Global

Most Trusted FX Broker, Turkey
GCM Yatirim

Best FX Broker, Europe
XM

Best FX Broker, Australasia
XM

Best FX Broker, Latin America
XM

Best FX Broker, Middle East
XM

Most Reliable Broker, Brazil
OctaFX

Understanding customer experience during the digital transition

Despite the transition to serving customers digitally during the pandemic not being without its challenges, the banking industry has changed and some of what are being considered ‘new normal’ consumer behaviours and expectations are likely here to stay. However, some of the digital solutions and communications tools deployed as part of this evolution to digital experiences are falling short of providing a seamless experience for customers, resulting in an erosion of trust.

The current cost of living crisis presents opportunities for traditional banks to reimagine the banking model of a ‘one size fits all’ approach and find new ways to perfect it. Fintech brands such as Moneybox and Tink are already taking a fresh approach to some of the tactics deployed by traditional players. Recently Tink and Snoop announced they are teaming up to help UK customers navigate the cost of living crisis through offering its customers money management services.

It’s not too late for financial institutions to reimagine the experience they give customers. Embracing new technologies, developing a better understanding of customer needs and placing a greater emphasis on educating them, will result in trust and greater loyalty.

Setting the right tone
The importance of offering appropriate channels of communication that work for your customers across demographics, thinking styles and usage patterns, is vital for a positive relationship instilled with confidence. Relying on the historical ‘one size fits all’ approach can risk customer longevity. For example, some customers prefer traditional telephone banking because of the human-centric nature of being directly linked to another person in real time. Many banks have invested in upgrading their call centre models, as well as automated messaging services such as chatbots and online FAQs. However, in some cases, we have seen this have an adverse effect, with banks losing human-centricity and being unable to operate consistently across touch points, particularly when it comes to more complicated financial needs.

Banks looking to provide a superior customer experience would do well to follow in the footsteps of First Direct, who have transformed their telephone banking service. Offering a tailored and quick service means customers get reassurance they are speaking to a professional with the capabilities to respond to all manner of financial needs. If the process to reach help is uncomplicated and obstacle-free, customers won’t look to bank elsewhere. To solidify trust and ensure that information is clear, banks could consider recapping the information shared online or discussed over the phone via app, email or text.

Security above all
Around 36 million UK citizens were targeted by scams in 2021, which makes security a big consideration for customers needing to feel high levels of trust in a bank’s approach. Designing security into the digital offering is a great way to make people feel at ease when managing their money online. Examples of enhancement include more progressive disclosure, clear and accessible advice, and sharing educational resources resulting in customers feeling like they are being looked after and proactively protected by their bank.

Customers will, in turn, become wiser about online security threats and learn how their bank operates, instilling greater confidence when moving beyond surface level transactions into more complex financial transactions. Banks need to be clear in their communication with customers, including the exact types of communication they can expect to receive, and how. A simple and definitive ‘we will only contact you via text’ can go a long way to building trust, and decreasing confusion or misunderstanding.

Branch out
Many people still value visiting bricks and mortar branches and receiving an in-person experience despite some shaping products and services around ‘digital-first.’ With many branches having slimmed down their services offered in-store or closed entirely, rethinking how branches operate will be key.

Designing security into the digital offering is a great way to make people feel at ease when managing their money online

Lloyds Bank runs a mobile branch service to help eliminate any disruption to the local community caused by local branches closing. Running on a fortnightly timetable, the mobile branches allow customers to pay bills, deposit cash and cheques, and order foreign currency, among other financial tasks. Understanding what customers still need from an in-person experience, and then reorganising services accordingly is a way of establishing trust and long-term relationships.

Banks should consider turning the branches they do have into financial hubs; central to bringing communities together and providing support and education through seminars or classes. Partnerships with other centres or hubs that act as pillars of the community would also increase loyalty and engagement with banks, while providing extra support.

While financial institutions have responded as best they can digitally to accommodate the ever-changing landscape, digital does not always mean what’s best for the customer. The need now is for banks to move beyond pure digitisation into looking to supplement efficient and automated systems with a greater degree of customer centricity and personalisation.

A complete analysis of how customers interact with the services provided and the cultural context can lead to banks operating proactively, to future-proof tomorrow’s banking experience. By raising the experience bar, they will not only gain trust from customers but ultimately benefit their business too through happier relationships, better supported customers and a chance to build a lifelong relationship.

Do sanctions work?

“We fled when we could. I only took my laptop and a few clothes with me.” Vitaly {the source’s name has been changed}, a 34-year-old Russian software engineer, remembers leaving his home on the outskirts of Moscow with his wife last February as a bad dream. Having found a job at an IT firm in Europe, he does not expect to get back soon. His former employer lost 70 percent of its clientele within a few days of the war in Ukraine starting, a side effect of massive sanctions on Russia.

In a bid to pressure Vladimir Putin to withdraw his troops, most NATO members have taken a wide range of measures, from energy import bans to freezing the country’s foreign currency and gold reserves stored in Western banks. However, it is the brain drain, intensified after the partial mobilisation announced last autumn, that is expected to inflict more lasting damage on the Russian economy, depriving it of skilled workers like Vitaly. “Many of these people are young men fleeing mobilisation. They do not want to take part in the conflict,” says Armand Arton, CEO of Arton Capital, a Canadian consultancy that facilitates second citizenship acquisition.

The firm has seen a rise in the number of Russians seeking to obtain a second passport, a sign that they are out for good. Unlike the affluent businessmen who would previously go down that route, most are professionals aiming to build a life overseas, according to Arton.

Sanctions against rockets
Although economic sanctions have a long history, traced back to ancient Greece, it was mainly after the Second World War that they were utilised to put pressure on rogue states without resorting to military means. Data collected by researchers at Drexel University show that sanctions rose from two in 1949 to 230 in 2019, with the US accounting for nearly half of them. Following the attacks of September 11, 2001, the US unleashed an unprecedented ‘War on Terrorism’ on terrorist organisations and countries such as Iraq, Iran and North Korea, dramatically increasing the use of sanctions. A tacit recognition that they led to humanitarian crises precipitated a gradual move towards more ‘targeted’ sanctions focusing on businessmen, politicians and state-run firms.

Seizing yachts from oligarchs or making it more difficult for them to drive their Ferraris around London is not going to change Russia’s behaviour

The conflict in Ukraine has rekindled the debate on whether sanctions work against authoritarian regimes where public opinion matters little and rulers can use the ‘rally round the flag’ effect to consolidate their power. For some experts, sanctions are mainly a domestic policy tool, often aimed at placating politically powerful minorities, such as the Cuban community in Florida. In some cases, as with the pre-Second World War US fuel embargo against Japan, they have increased tensions. More recently, renewed US sanctions on Iran, following the Trump administration’s withdrawal from an accord on the country’s nuclear programme, had little effect.

However, some point out that it was sanctions that had previously brought Iran to the table. “I spent many years having everybody explain to me that sanctions could never impact Iran’s behaviour. Now the only thing everybody agrees about in regard to Iran is that sanctions worked,” says Daniel Glaser, who helped formulate sanctions against Iran, North Korea, Syria and Russia as former Assistant Secretary for Terrorist Financing and Financial Crimes at the US Treasury, adding: “Over time they create economic problems that even authoritarian governments have to grapple with.” Even a leader whose power is virtually uncontested domestically, like Putin, cannot ignore their long-term impacts. “There is a social compact between the Russian people and their government that they will tolerate whatever the government is up to as long as it delivers on certain things, especially economic wellbeing. He is now putting that compact at grave risk,” says Glaser, currently global head of jurisdictional services at K2 Integrity, a risk advisory firm.

The avalanche of economic sanctions has already taken its toll on the Russian economy. According to Yale University’s sanctions tracker, over 1,000 foreign firms have curtailed operations in the country or pulled out altogether, creating gaps in supply chains and leading to a drop in consumer spending of up to 20 percent. Russia’s non-energy exports have plummeted, while many of its industries have ground to a halt. By May, its car manufacturing industry had slumped by a staggering 97 percent compared to the previous year; it may never recover, according to Konstantin Sonin, a Russian economist who teaches at the University of Chicago. The IMF forecasts that Russia’s economy will contract by 3.4 percent this year.

Some sanctions target billionaires with connections to the Kremlin, the so-called ‘oligarchs.’ However, most analysts believe that such measures make only a symbolic contribution, given Putin’s shrinking circle of advisers. “Seizing yachts from oligarchs or making it more difficult for them to drive their Ferraris around London is not going to change Russia’s behaviour,” Glaser says.

Some hope that exclusion from sports events like Wimbledon and the World Cup may have a stronger impact on a sport-loving nation like Russia. But even that will take time. “Football fans understand that this is a consequence of the war,” says Sonin. “But it’s naive to think that this will lead to a revolution. There is no immediate mechanism that will translate this feeling into action.”

For sanctions to make a difference, two things matter most: unity and purpose. Researchers at Drexel University have found that sanctions have been more effective when they aim to promote democracy and defend human rights, whereas destabilising regimes and ending conflicts have been more elusive goals. Notable successes, such as the boycott of South Africa’s apartheid regime, were achieved through consistent enforcement by a coalition of developed economies.

Although the scale of sanctions on Russia is unprecedented, most developing countries – by some estimates representing up to 87 percent of the world population – have refused to toe the line. A case in point is India, which has increased its energy imports from Russia. This has raised concerns that enforcing sanctions is more difficult in a globalised economy, given the rise of alternative trade and financial routes. The ruble has gained ground, courtesy of rising energy prices and dropping imports, while Russia is still earning up to $1bn a day from its oil and gas exports. Experts fear that Russian firms and banks can keep sidestepping sanctions through various backchannels, including a ‘dark fleet’ of tankers transferring oil and grain, under-the-table deals with non-Western banks and digital currencies. Following the annexation of Crimea in 2014, the Russian government took measures to insulate the country’s banking system. But this policy, says Sonin from the University of Chicago, also affects growth: “There is no way Russia’s economy can grow back to 2021 levels until it opens up to international markets.”

Tacit acknowledgment that sanctions have failed to damage Russia’s economy as much as hoped has led to an increased focus on secondary sanctions on non-Russian firms, aiming to unravel the shady network of banks, lawyers and accountants assisting Russian firms to skip sanctions. Following the invasion, five Turkish banks joined the Mir payment system, Russia’s answer to Visa and Mastercard, only to withdraw in September after pressure from the US and the EU. Monitoring compliance can also be problematic due to lack of data and the complexity of international business networks, according to Farnoush Mirmoeini, co-founder of KYC Hub, a UK firm specialising in automated business verification and AML compliance. “Complex corporate structures and use of relatives and associates in financial transactions cause firms to be unable to detect the beneficiary of these transactions,” Mirmoeini says, adding: “Foreign names that are spelled in many different ways in English also enable sanctioned entities to fly under the radar.”

Next stop, China
Despite the central role of sanctions in the global effort to contain Russia, some fear that they could backfire. Coupled with the pandemic, which highlighted the importance of autarky, sanctions could accelerate deglobalisation, as multinationals ‘onshore’ their global supply chains to prioritise security. The war has also brought Russia and China closer, creating an alliance against the West’s dominance of the global financial system. The two countries aim to develop an alternative to the SWIFT interbank messaging system, while Russian banks have started lending in yuan. The collaboration has reinforced fears that China seeks to undermine the dollar’s role as a global reserve currency. “Current sanctions against Russia most likely reconfirm and accelerate China’s desire to create independent and alternative financial channels to those that currently dominate the global financial system,” says Douglas Rediker, a foreign policy expert at Brookings Institute, a US think tank.

The speed and scale of sanctions serve as a cautionary tale for the Chinese government, which has seen its relationship with the US deteriorate over trade disputes and Taiwan. However, using the same playbook on China would be difficult. “Sanctions on China’s exports would likely result in retaliation through China also stopping specific exports to the US, including that of rare earth elements, critical raw materials and more that would devastate the US and world economy,” says Skyler Chi, a global supply chain expert at the US risk management consultancy Exiger. The Asian superpower holds vast dollar-denominated reserves; getting rid of them would send global markets into a tailspin. But given the precedent of the West closing ranks to protect its interests, China has few alternative options, according to Rediker: “China’s economy is not structured to become a major debtor country ready to launch the renminbi as a challenge to the dollar. So they have to accumulate reserves and they have to keep them somewhere.” If anything, the war has proven that a united West still calls the shots, Rediker says: “That common front is probably the most important lesson they have learned, and it will be difficult for them to find an effective response, as long as that cohesion remains.”

Who will win the lithium race?

We hear a lot of the technological dangers to our planet – oil, gas, coal, concrete, plastics, the list goes on – but what of the technological solutions? Lithium, an unremarkable silvery grey in appearance and a harsh metallic to the taste, is a part of that conversation. In fact, if we assume that the biggest technological bottle-neck for the all-electric transition is batteries, you could say it’s the most important part of it.

But, as with any precious resource, there are winners and losers. And lithium is so precious in fact that it may just remake the geopolitical landscape – or at least tilt it towards a South American trio (and China).

A ‘new type of petroleum’
Lithium batteries – as opposed to their low-density lead acid counterparts – are the future. Their commercial debut didn’t come until Sony’s CCD-TR1 camcorder in the early 1990s, but now they’re the de facto choice for electric toothbrushes, mobile phones, even your country’s military drones.

In a report last year, the World Bank found that the production of key minerals, including lithium, would need to rise by nearly 500 percent by 2050 to meet the growing demand for critical clean energy technologies. The organisation’s Global Director of Energy and Extractive Industries, Riccardo Puliti, was clear, “ambitious climate action will bring significant demand for minerals.”

Elon Musk himself has called them a “new type of petroleum.” And he would know. The battery of a Tesla Model S uses around 12kg of lithium. Without it, electric vehicles will not account for 60 percent of new car sales by 2030, as he hopes and many others predict. So naturally, demand is high (see Fig 1).

Overall demand for Lithium-ion batteries has exploded from just 0.5 gigawatt-hours in 2010 to around 526 gigawatt hours a decade later. Experts expect it to increase 17-fold come 2030. For just the US alone to go all-electric by 2030, production capacity must grow 200–300 percent. The upward curve in demand is mirrored – perhaps even more dramatically – by its price. In 2021, it was up almost 500 percent on the year. Who then is profiting from lithium?

China rising
To you or me, Tesla is the undisputed poster child of the all-electric transition. It may surprise you to hear then that Chinese companies – and not American behemoths buoyed by the spirit of free enterprise – have made by far the most progress.

Just five companies are responsible for around three-quarters of global lithium production. They operate at every stage of the production line, from resource development, refining and processing, to battery manufacturing and recycling. In fact, of the 200 battery mega-factories in the pipeline up until 2030, 148 will be in China.

As with oil and gas extraction, abundant resources can be a blessing. They can also be a curse

This is no accident. The administration decided at the turn of the millennium, long before almost any other nation, to aggressively pursue the production of electric vehicles and the associated supply chain. The strategy has paid off.

The IEA puts China’s share of global lithium chemical production at 60 percent. It’s an especially impressive feat once you consider that it’s home to only 25 percent of the world’s lithium reserves.

The rest of the world are years, if not decades, away from catching up. That said, the importance of metals like lithium, and to a lesser extent graphite and cobalt, is not lost on governments around the world.

“Governments have realised that there’s going to be a new regime with respect to energy generation and usage, and that is clearly going to revolve around a new class of metals,” said Chris Berry of House Mountain Partners, speaking on a panel at this year’s Fastmarkets Lithium Supply and Raw Materials conference. “I think what governments are realising is the idea that these metals, lithium in particular, are really going to underpin the next generation of how energy is generated.” Not just how, but where.

Whereas petropolitics have long placed the Middle East and the western world, particularly the US, at the centre of its supply-demand dynamics, the current structure of the lithium industry places South America at its heart, with China out in front.

New opportunities, old problems
South America holds around 75 percent of the world’s known reserves, with Argentina, Chile and Bolivia representing the so-called ‘lithium triangle’ of producers. The big three of Argentina, Chile and Bolivia have already discussed the possibility of creating their own OPEC for lithium, a discussion they’re expected to pick up in earnest as the race for raw materials heats up. Though ramping up lithium production is far harder than it sounds.

In Bolivia we’re seeing a revival in resource nationalism. In Chile there are calls to create a state-run lithium mining company. And in Argentina the government has taken a liberal approach with little state involvement, little red tape and low taxes. In Mexico, meanwhile, the government is all too aware of its lithium reserves and this year banned private miners from developing them altogether. The lithium triangle does enjoy certain advantages over the rest of the world.

Namely, that it’s the world’s cheapest source of lithium carbonate to date. Add to that the fact that brine extraction is arguably more sustainable than hard-rock extraction in that it uses fewer harmful chemicals and less energy.

Advantages notwithstanding, a slick, functioning system, the likes of which we’ve seen in China, are a long way off. It’s far from clear that any member of the lithium triangle will be able to quickly ramp up production to ease supply shortages – or that their governments will reap windfall revenues while the high prices last. As it stands, there is no one single approach to lithium production taken by the three. Nor will they be for as long as they’re so divided on politics.

Even with these difficulties, we can say that the rise of electric vehicles and the rocketing demand for lithium-ion batteries has given rise to a distinctly non-Western global power structure. Sure, lithium is only one factor in a web of overlapping and/or competing dynamics. Though it’s clear the above countries will profit.

As Puliti puts it, “these countries stand to benefit from the rise in demand for minerals but also need to manage the material and climate footprints associated with increased mining activities.” Because, as with oil and gas extraction, abundant resources can be a blessing. They can also be a curse.

A resource curse?
The concentration of resources does mean that any localised physical or political turmoil will disproportionately impact the global availability of minerals, and in turn prices. But the environmental implications – and those for people living locally – hint at the harmful effects global demand could inflict on ordinary people. According to the IEA, “more than half of today’s lithium production is in areas with high water stress. Several major producing regions such as Australia, China and Africa are also subject to extreme heat or flooding, which pose greater challenges in ensuring reliable and sustainable supplies.”

This matters, because lithium extraction, and particularly the method most commonly used in the lithium triangle, requires masses of water. Bolivia’s San Cristóbal mine reportedly uses 50,000 litres of water a day, and lithium mining companies in Chile have been accused of depleting vital water supplies. Worse still, lack of reliable reporting on the issue means that the actual amount of water used is proving difficult to track.

One report by the non-profit BePe (Bienaventuradors de Pobres) also identifies water as a big concern for lithium mining operations. It claims that not enough research has been done on the potential contamination of water and “activity must be stopped until studies are available to reliably determine the magnitude of the damage.” Another report by Friends of the Earth says, “as demand for lithium rises, the mining impacts are increasingly affecting communities where this harmful extraction takes place, jeopardising their access to water.”

What we have here is a situation familiar to many countries competing in the energy market. One where, on the one hand, rocketing demand has supply-rich countries staring down a potential fortune. Though it’s also one where overenthusiastic production could threaten people living in those same countries, be it through pollution, environmental destruction or displacement.

The outlook for lithium production then is…complicated. Healthy demand and high prices bode well for a trio of countries that haven’t held much influence in global energy decisions. Clearly, China is leading on production in 2022, but who will control the future? And perhaps more importantly, at what cost?

The perils of market sentiment

In Fontainebleau the hammer fell at the Osenat auction house in October 2022, denoting the end of a bidding war that resulted in a Tianqiuping-style porcelain vase selling for a little over €9m. This would not have been controversial, except that the expert had valued it at €1,500–€2,000 and so it had achieved roughly 4,000 times its estimate.

The consequences of what auction house president, Jean-Pierre Osenat, called “a serious mistake” by the expert resulted in their employment being immediately terminated. At first glance, this seems a little harsh given that there is scant evidence to refute their assessment save for the frenzy of interest from 300 mostly Chinese bidders. But, the market determines the value of a commodity and this hard lesson is taught daily to many millions of traders who take it upon themselves to decide what the price ought to be and get it wrong.

Where we have a group with the power to move the market as the bidders do in the above example, the poor expert is not much different than the average retail trader, poring over charts and news and trying to figure out market sentiment ahead of time. All they have to go on is what happened in the past. The auction house serves as a sort of full-service broker offering advice and making a profit on the commission. While they had a day that broke records in this regard, the reputational damage of being this wrong in their respective market is a bitter pill to swallow. They are supposed to know exactly where the market is at and if they don’t, who is to trust them? Asking them to put a price on anything is like rolling the dice. So how does the next expert price a similar vase from the Republic period? It’s not a job any market economist would want. All he knows is that some of them sell for €2,000 and some of them sell for €9m.

Pricing in subjectivity
The value we place on art is highly subjective, while the markets teach us that we should shoot for objectivity. Tell that to the auction bidders or indeed, the lady who has just learned her vase has sold for 4,000 times the asking price. And yet these factors must remain the same no matter what is being sold.

The market is made up of people, and our personalities, our emotional traits and character flaws inherently dictate our actions

But we mustn’t forget that the market is made up of people, and our personalities, our emotional traits and character flaws inherently dictate our actions. When we understand this, we understand that a candlestick chart doesn’t simply record price movement over time; it also charts us over time. We don’t need to look very hard for concrete examples of this.

During the 2020 run on gold, we see fearful investors rushing towards what is regarded as a safe haven, as a second wave of coronavirus bore ominously down upon the world. Russia’s invasion of Ukraine in February 2022 prompted a spike in oil and gas prices, just as the pandemic two years ago had seen oil demand collapse as lockdowns brought the world to a standstill.

Following the recent mini-budget announced in the UK, the pound fell to a record low against the dollar, the FTSE 100 fell over 200 points, and food price inflation surged along with UK government bonds. We use phrases such as ‘the market was spooked’ or ‘market elation’ to explain why the markets move, which is as psychologically interesting as using bears and bulls to describe markets that are falling or rising, respectively.

In the financial markets there are three types of analysis. Technical and fundamental are pretty cut and dry, but it’s sentiment where I think most of us struggle, because how do we accurately discern how a group of people are feeling at any given moment? It falls back on gut instinct and what is that? An opinion we’ve formed over time. Call it experience. And it’s tricky, because by grossly misreading market sentiment, traders of all stripes can be wiped out.

The conscious element involved not just in a single trade but also in all the human links that make up the market cannot be underestimated. We rarely stop to consider exactly how one feels about gold, or oil, or the macroeconomic effects that a very real crisis might have on either. If we can accurately guess even in basic terms the motivating factors, then we can trade and invest with some degree of confidence.

As the auction house expert discovered, you underestimate the market forces at your own peril. Wrapped up in that small ornamental vase is hundreds of years of culture, it has become an emblem, representative of something far greater, it is meaning that cannot be put into words, something that renders price almost irrelevant. And the markets can seem a little like this sometimes, boundless and immeasurable, but something that is ultimately a reflection of us. So I suppose the only question left to ask is: what’s the vase worth to you?

A return to supersonic commercial aviation

When Concorde was taken out of service in 2003, it looked like the end for three-hour hops between London and New York. Deafening sonic booms, prohibitive prices and safety concerns – fuelled by the crash in France in July 2000 – spelt the end for this headline-dominating venture, leaving many to question whether supersonic aircraft would ever take off again. But recent endeavours by the likes of Boom Supersonic, Spike Aerospace, Exosonic and Hermeus are putting the possibility of supersonic back in the spotlight – and several major airlines are getting in on the game.

In August, American Airlines announced it had placed a pre-order for 20 Overture jets from Boom, with an option to buy 40 more. Last year, United Airlines pledged to buy 15 of them, and in 2017, Japan Airlines put in a pre-order for another 20 with an initial investment of $10m.

Boom says the jets, expected to be produced in 2025 and flying by 2029, would have capacity for 80 passengers across more than 600 routes, cutting journey times to as little as half of their subsonic equivalents.

It’s not only private companies getting involved; through its Quesst programme, NASA is working on the X-59, a supersonic aircraft designed to make the notorious ‘boom’ quieter in order to avoid the pitfalls of Concorde (which was only allowed to reach supersonic speeds over the ocean).

The jet is due to fly over a handful of residential communities in the US in 2024 in order to gauge on the ground response to the sound; data will then be presented to the International Civil Aviation Organisation in a bid to get noise regulations changed. If it’s successful, that could mean opening up hundreds of new airline routes to supersonic flight.

The supersonic supporters
Those on the side of supersonic believe it could transform the way we travel in a matter of years. Boom says it could get passengers from New York to London in 3.5 hours, Tokyo to Seattle in 4.5 hours and Miami to London in less than five. Spike – which is developing an 18-passenger corporate jet that could be ready by 2028 – is said to be working on upping the speed even further, with the aim of whisking travellers between London and New York in as little as 90 minutes.

They’re also promising sustainability; Spike is aiming for net zero carbon by 2040, while Boom is targeting net zero by 2025 and claims Overture will “run on 100 percent sustainable aviation fuel, making it the first new commercial airplane capable of using 100 percent SAF.”

Both companies are also working on lowering the boom through various technologies; Boom says its jets will feature noise-reducing features including “engine updates – without afterburners – and an automated noise reduction system” to ensure take-off is no louder than subsonic planes, while Exosonic – which is working on a 70-passenger aircraft with VIP suites – claims its sound will be quieter than that of everyday traffic.

Perhaps most crucially, Boom says its prices will be relatively affordable. “Concorde was plagued with high operating costs, leading to cost-prohibitive fares and trouble filling the plane,” said a spokesperson for Boom. “We are working to make Overture profitable for airlines to fly at fares comparable to today’s business class fares, opening up supersonic travel to a much larger pool of passengers.”

Battling the headwinds
But while the proponents are painting a rosy picture, not everyone is so convinced. Among the sceptics is Bruce McClelland, Senior Consulting Analyst at Teal Group. “The problems are both economic and political,” he says. “The faster an aeroplane flies – especially supersonically – it encounters an exponential increase in drag. That requires a lot more engine thrust, which requires a lot more fuel. Concorde needed as much as eight times more fuel to move one passenger from New York to London compared to a Boeing 747, so that’s expensive.”

“There’s also the cost of developing, building and testing a plane,” McClelland says. “Development of modern jetliners runs into the multiple billions of dollars. I don’t see there being sufficient demand for a large production run, so it’s going to have to be priced pretty high. Given the physical limits, I don’t see a way to overcome this.” Prohibitively high costs were among the reasons both the US and Soviet Union developed but then abandoned their quest for supersonic flight. The only successful endeavour was Concorde, and that was funded by the British and French governments.

“Boeing was developing its own supersonic aircraft back in the 1960s, and it dropped out when it saw that the US government wasn’t going to support it,” says Kevin Michaels, Managing Director of AeroDynamic Advisory. “There are only two airlines that used Concorde – BA and Air France – and it never made money for the manufacturers that produced it,” he says. “If the manufacturer can’t make money producing it, then it’s not going to be a viable market in the long run. The economics of being part of an airline are what ends up killing you, and that was one of the biggest lessons from Concorde.”

There’s also a very large question mark over who would produce the engine. In September, Rolls-Royce announced it was pulling out of its partnership with Boom, declaring in a statement that the commercial aviation supersonic market was “not currently a priority.”

General Electric, Safran and Honeywell Aerospace have since all stated they wouldn’t be producing the engine. “That left only Pratt & Whitney, and they said it’s not core to them and their brand and they’re focusing on other projects,” says Michaels. “Engines take years and years and years of development, and a brand new one costs billions of dollars. These five companies are the only companies that have a remote chance of pulling this off technologically – so as it stands, Boom doesn’t have an engine.”

Eco-issues
Even if Boom does find an engine, there are likely to be further headwinds. Whether the issue of the sonic noise can be overcome remains to be seen – and NASA’s project likely wouldn’t be ready in time for Boom’s supposed take-off in 2029.

Current supersonic jets are limited on the distances they can fly without needing to refuel

There’s also the issue of consumer demand. Current supersonic jets are limited on the distances they can fly without needing to refuel, writing off flights across the Pacific that might have gotten consumer uptake. And, perhaps most crucially right now, many have questioned the sustainability claims – including how viable using 100 percent sustainable aviation fuel will be when stocks are still limited. “The claim that Boom’s flights will be offset by using only sustainable aviation fuel strikes me as stretching credibility,” says McClelland. “The only way that works is if the producer of a supersonic aircraft has its own source for SAF. Otherwise, operators will be forced to queue up with everyone else and take whatever they can get their hands on, most of which will probably be plain jet fuel. SAF right now is more expensive than regular jet fuel, so it just adds to the operating costs. Right now, known SAF production represents only a small fraction of a percent of the total worldwide demand for jet fuel, and the most optimistic scenario I’ve seen is that this might ramp up to 30 percent by 2050.”

At a time when consumers are becoming ever-more conscious of their environmental footprint, it’s not hard to imagine the backlash against the likes of United and American Airlines if they direct their limited SAF supply into supersonic flight – especially if, like Concorde, the jets end up consuming several times more fuel per passenger than a standard aircraft.

Lessons from Aerion
These difficulties are all too familiar for Aerion Supersonic – the business jet giant that collapsed last year. Founded in 2004 by a group of industry experts, the company was developing a $120m supersonic aircraft initially due to fly in 2029 – and it was widely considered the most viable option in the supersonic world. But it never succeeded in building an aircraft and ended up filing for bankruptcy after 17 years of trying, citing “difficulties in raising capital to achieve the next steps in the manufacture and regulatory approval of the company’s supersonic aircraft.”

“Aerion was very highly thought of in the industry,” says Michaels. “It was aimed at business aviation and charter companies rather than commercial flight, so there was a much smaller capacity. It had a really interesting design, they were extremely well-funded, and they had some of the big OEM manufacturers on board. Then one day last year, they announced chapter 11 bankruptcy, and it was over. There’s only been one successful entrant into the jetliner business globally, and that’s Embraer in Brazil,” Michaels says. “Everyone else has failed – it has the biggest entry barriers imaginable. Like nuclear reactor type entry barriers, and it’s incredibly tough. Combine that with the fact you have to overcome the other limiters for supersonic flight – the boom, the environment and the concern about carbon emissions – and these are just enormous headwinds.”

Future possibilities
None of this is to say it’s the end for supersonic altogether, of course. But the obstacles suggest that if it does ever take off again, we’re more likely to see success in the business aviation market rather than with large-scale commercial planes.

That’s at least the opinion of Michaels. “Demand for supersonic travel is there, but it’s very niche,” he says. “It doesn’t lend itself to commercial airlines. It lends itself to lower capacities, and ultra-high-net-worth individuals. So is it something that’s going to revolutionise the airline industry as we know it? I don’t think so.”

Of course, if NASA’s project is successful, sustainable aviation fuel becomes more readily available, operational costs can somehow be lowered and supersonic jets can cover longer distances, there’s still hope that we could one day be whizzing around the world in a few hours, and semi-sustainably too. But getting there by 2029 seems like more of a marketing stunt for the likes of United and American Airlines than anything else – and, sadly, we might have to wait a little longer before we’re hopping over to Australia in half a day.

The road to regulatory reform

During the summer-long Conservative leadership election, many in the City were surprised to hear the successful candidate, the now replaced Liz Truss, talk about the need to reform Solvency II, the decade-old rules inherited from the European Union governing the matching of liabilities and investments of insurance companies. For the then Prime Minister these were symptomatic of the restrictive EU rules that are holding back the UK economy.

This view is shared widely across the sector, with the Association of British Insurers estimating that up to £95bn could be liberated from insurers’ funds to invest in infrastructure and the green recovery if the Solvency II rules are relaxed, especially giving more credit for less liquid long-term assets when matching assets with liabilities. The potential reforms go much further than just a re-jig of the solvency rules for insurers – it is a topic of heated debate in the EU too, where industry and regulators are at loggerheads over similar proposals to relax the current regime.

The role of financial regulators in the UK is also under intense scrutiny. The financial services sector has been pressing for several years for regulators – the Bank of England, the Prudential Regulation Authority and the Financial Conduct Authority – to be given a duty to promote the competitiveness of the sector. This means many different things depending on who you speak to. Most see it as a need to promote the sector against foreign competition, others as a duty to ensure competition within the market, especially by encouraging innovation in areas such as cryptocurrencies. These pleas were already finding a sympathetic ear in government before the abrupt departure of Boris Johnson.

Regulatory reform
The Financial Services and Markets Bill – a wide-ranging package of reforms – published in July contained a commitment to make promoting competitiveness a secondary objective of UK regulators, behind their primary objectives of financial stability and consumer protection. The Chancellor of the Exchequer at the time, Nadhim Zahawi, told a high-level City audience at the traditional Mansion House banquet that this was the right approach.

“We will give the FCA and PRA a new, secondary objective: to facilitate growth and competitiveness. I know that some people will say that making this a secondary objective, doesn’t go far enough. Others will say that having it as an objective at all, goes too far,” Zahawi said.

He argued that this “balanced approach” was the best solution. “But, by making it secondary, we’re giving the regulators an unambiguous hierarchy of objective with financial stability and consumer protection, prioritised,” he continued.

UK Finance, which represents a large part of the banking and finance sector, backed his approach: “We strongly welcome the new secondary objective for competitiveness and growth that the Bill assigns to the FCA and the Prudential Regulation Authority. This will demonstrate that the UK is open for business and will give firms the confidence to invest for the future. A thriving, internationally competitive financial services sector provides hundreds of thousands of high-quality, well-paid jobs, lends to help businesses grow and contributes tax revenue for the public services on which we all rely.”

However, some in the City are now hoping the government will go further and believe the new Chancellor, currently Jeremy Hunt after Kwasi Kwarteng’s brief stint, can be persuaded to make this a primary objective of the regulators. The promise in Kwarteng’s UK growth plan that “the government will bring forward an ambitious deregulatory package to unleash the potential of the UK FS Sector,” has encouraged this view. This was not dampened when the sector lobbied the new Treasury ministers at the recent Conservative Party conference, according to Graeme Trudgill, executive director of the British Insurance Brokers’ Association.

Ministers “appeared to accept our point that the new growth and competitiveness objective on the regulator needs to have more teeth and would be better suited as a ‘primary’ or ‘operational’ objective, not a ‘secondary’ one, which makes it effectively tertiary to their operations,” says Trudgill.

With the new Chancellor still supporting most of the headline supply side reforms, such as the low regulation enterprise zones, the sector is optimistic that the competitiveness objective will remain, although it is still seeking clarity on how the balance will be struck between promoting domestic and international competitiveness.

Separating bank and state
This will not be the only contentious issue the new Bill will raise. There has already been debate around the extent to which regulators can be held accountable to the government. This started with some sabre-rattling about limiting the Bank of England’s independence. While this threat seems to have slipped away, the extent to which the activities of the two main regulators – the PRA and FCA – should be subject to government scrutiny has not.

In the run-up to the publication of the Financial Services & Markets Bill, there was speculation that it would include powers for the Treasury to ‘call in’ decisions of the regulators that it wanted to review. In the end, it was left out but it is by no means clear that this debate is over, as Hunt may be tempted to grant such powers if he feels regulators are not fully on board with his agenda.

This would re-open the debate about the bank’s independence as the key regulators all operate under its remit, warns Professor Sarah Hall from the University of Nottingham: “There is a risk that should ministers be permitted to call in regulatory decisions made by the Bank of England, the position of the bank as an arm’s length regulator would be undermined.

This move risks re-politicising regulation which, in turn, could undermine the attractiveness of the UK as a location for financial services.” There has been talk of even wider changes. During her leadership campaign, Truss floated the idea of sweeping up Prudential Regulation Authority, the Financial Conduct Authority and the Payment Systems Regulator into a single new mega-regulator. Nothing has been said yet to discourage speculation that this is a serious proposition.

What goes around
We have been here before. Not once, but many times as it seems the life span of a financial services regulator nowadays is little more than a decade. The current arrangement with the PRA and FCA as the two lead regulators was only implemented in 2013 after the global financial crisis and the decision to break up the Financial Services Authority – a single regulator. The FSA itself was created in 1997 when the new Labour government decided to reform the fragmented system it inherited. Before that there was the Securities & Investments Board, the Personal Investment Authority and a plethora of other regulatory bodies.

Those who have seen many of these changes from the inside caution against creating another mega-regulator. Mick McAteer, co-director of the Financial Inclusion Centre and a former non-executive director of the FSA, who sat on the committee that oversaw the transition to the current regime, says it would be a retrograde step. “The break-up made sense. It was an impossible task for the FSA to cover everything. It really did make sense to split it up,” McAteer said. He warns that throwing those reforms into reverse now would have “a destabilising effect that would be considerable.”

The EU on bonfire watch
Brexit is one of the key drivers behind the broader supply side reforms, with the government promising a ‘bonfire’ of unwanted EU regulations. This has not gone unnoticed in the European Union. Pan-European regulator The European Insurance and Occupational Pensions Authority (EIOPA) moved with unusual speed and, at the end of July when the Bill was published, issued a consultation paper of its own on the use of governance arrangements in third countries, which is the status the UK now enjoys in relation to the EU.

There has already been debate around the extent to which regulators can be held accountable to the government

EIOPA says it is seeking views on “how to enhance the supervision and monitoring of insurance undertakings’ and intermediaries’ compliance with relevant EU legislation concerning governance arrangements in third countries.” Brexit is top of the list of the reasons why it has launched this consultation, which runs until the end of October: “These issues were initially identified in the context of the discussion on the risks arising from the UK withdrawal from the EU”, says the consultative paper.

And it does not mince its words when it highlights the potential risks it sees if third countries drift too far out of alignment with EU regulations: “These governance arrangements may impair risk management and effective decision making, and have the potential to pose financial, operational and reputational risk and ultimately impair policyholder protection.” What is not clear from the consultative paper is the potential responses EIOPA might adopt if it feels any third country steps too far away from its requirements and whether this could extend beyond the insurance and pensions markets it regulates.

A chance for change
The government will also have to win over the regulators themselves as Sam Woods, Deputy Governor for Prudential Regulation and CEO of the PRA made clear at a recent Bank of England webinar. “Brexit gives us an opportunity to rewrite the insurance regulations we inherited from the EU – and in doing so help drive further investment in the economy. But we need to be clear that this is not a free lunch. If changes simply loosen regulations which were over-cooked by the EU, without tackling other areas where regulations are too weak, then we are putting policyholders at risk”, said Woods.

He made it very clear that the PRA was in no mood to take risks with regulation just to satisfy the impatience of pro-Brexit ministers. “Following Brexit we have a once-in-a-generation opportunity to re-shape insurance regulation to work better for the UK. We can do this while loosening parts of the regime which were over-calibrated by the EU and making it easier for insurers to invest in a wider range of assets, but we also need to strengthen it … in order to avoid risks to the millions of current and future pensioners who rely on insurers for their retirement income. The combined effect of these changes should support the government’s objectives for competitiveness, growth and investment in the economy.”

The turmoil on the financial markets following Kwarteng’s ill-fated September 23 mini-budget, which forced the Bank of England to step in to stabilise bond markets because of the threat to pension funds, will reinforce the Bank’s determination not to be forced into what it sees as risky regulatory changes.
Reform is in the air but it is by no means clear how it will conclude.

How can the postal sector achieve long-term growth?

Despite postal services being essential for bridging the gaps between individuals, organisations, and governments around the world, the sector is currently facing its biggest obstacles yet: climate change and digital disruption. The sector, which possesses all the qualifications needed to tackle these challenges, needs to innovate, and become more sustainable to ensure it continues to compete and boost the world economy. The pandemic, the geopolitical instability caused by the war between Russia and Ukraine and soaring energy prices are causing companies to re-evaluate their existing corporate strategies and adopt more innovative, sustainable, and resilient business models.

To address the current crises and anticipate future ones, at Poste Italiane, we believe the postal sector needs a ‘green transition,’ where it implements strategies that emphasise digitalisation and follow a ‘platform’ model. This could involve a move towards a more inclusive business, where companies provide services and products capable of responding to the needs and interests of citizens everywhere. It is imperative to the success of this approach that companies combine their business plans with ambitious ESG goals. Both will add value and produce positive economic, environmental, and socially beneficial outcomes.

The green transition
As part of the journey towards the green transition, we need to integrate environmental concerns into company strategy and set clear objectives. The postal service relies heavily on shipping, which is carbon intensive. Around 940 million tonnes of CO2 are emitted by shipping each year, which accounts for approximately three percent of global greenhouse gas (GHG) emissions. Without intervention, the European Commission predicts that within a few decades, shipping might account for 10–13 percent of world emissions.

In addition, according to the World Economic Forum, the energy shift in the shipping sector has created an investment opportunity of $1trn–$1.4trn. In this regard, in line with the Paris Agreement, the recent 2021 Glasgow Climate Pact, and the European Green Deal, Poste Italiane has published an ambitious roadmap, aiming to achieve a 30 percent reduction in total CO2 emissions by 2025 and carbon neutrality by 2030.

A responsible and resilient model
There are numerous responsible and resilient initiatives that the postal sector can adopt to minimise their environmental impact and energy consumption. Companies should commit to a corporate fleet renewal plan, a path that envisions the complete replacement of the entire vehicle fleet with next-generation electric, hybrid and endothermic low-emission models. Poste Italiane, for example, aims to replace the entire corporate fleet with 27,800 next-generation green vehicles with reduced environmental impact, achieving a 40 percent reduction in emissions.

Green initiatives don’t need to be drastic to make a significant difference. An open goal for reducing emissions would be to ensure that the electricity powering company real estate comes from 100 percent renewable sources. Poste Italiane is coordinating more than 90 energy efficiency projects across Italy, including the use of photovoltaic panels on its own buildings throughout the country, which will not only have a noticeable impact on our carbon emissions, but reduce our long-term business expenses through a cheaper, sustainable energy supply.

One thing is certain: the postal sector is being positively disrupted by technological innovation, which is driving major growth in the market. Postal services need to accelerate the digitalisation of their products in order to remain competitive in an increasingly crowded market. With a history going back more than 150 years, Poste Italiane deftly brings traditional postal services to the cutting edge of digitalisation, through innovation and partnerships in the financial and insurance services as well as mobile communications.

According to the International Post Corporation (IPC), over 50 percent of users are willing to accept slower deliveries for less polluting alternatives, as consumers become increasingly aware of the environmental impact of delivery. According to the Green Postal Day, in response to the growing consumer demand for solutions with a low environmental impact, post offices are collectively aiming for a minimum of 50 percent of their fleet to be powered by alternative fuel vehicles (compared to 22 percent in 2020). In addition, post offices have reduced their yearly carbon emissions by over 30 percent as well as their electricity use by 30 percent

How artificial intelligence is changing the face of banking

Artificial intelligence is changing the dynamics of businesses and the banking system is no exception. From mobile banking to customised customer service, the role of AI technology is transformational. The hassle of standing for long hours to get banking services is slowly becoming a thing of the past for retail consumers. Consumers’ desire to reach banking services from the comfort of their homes has increased the demand for mobile banking. A recent study by Insider Intelligence showed that more than 45 percent of respondents considered mobile banking among the top three features that influence their selection of financial institutions.

The Big Tech billionaires of the world including Mark Zuckerberg, Elon Musk, and Bill Gates have given life to AI. They are using AI tools and apps in determining consumer preferences and are now influencing other businesses to adopt AI-based technologies. Consequently, banks are investing heavily in AI and predictive analytics to make better decisions and provide customised services.

Even banks that have been reluctant to use AI technology in their processes are using AI chatbots to handle customer queries. As predicted by Elon Musk, “there certainly will be job disruption because what is going to happen is robots will be able to do everything better than us.”

Risk management
Money laundering is an emerging issue for banks because these institutions, in most cases, are unintentionally facilitating such processes. The Financial Action Task Force (FATF) considers money laundering an international issue and stresses the importance of global cooperation. A study conducted by The United Nations Office on Drugs and Crime (UNODC) also highlighted this, stating that nearly 3.6 percent of global GDP, which is equal to $1.6trn, is being laundered each year. A recent report by Zippia showed that the US is dealing with money laundering worth $300bn each year. These figures are alarming for the banks and it is crucial that action is taken when the recessionary pressures on global economies are approaching 2008 levels.

Leading banks are using real-time AI risk management technologies to determine customer behaviours and transaction patterns to combat terrorist financing and money laundering. It closely monitors high-risk accounts by matching a customer’s expected monthly turnover with their actual monthly transactions to raise red flags. This ultimately assists banks in implementing controls to safeguard against losses, fraud and in turn enhances ROI for their consumers.

However, it is worth noting that implementing AI technologies is not the end of the story. AI processes will need optimised frameworks and hardware accelerators to manage AI assignments. Furthermore, financial institutions also need to prepare processes and effectively communicate them with staff to achieve their AI goals rapidly. “Artificial Intelligence technology invariably needs human beings,” says Simon Carter, Head of Deutsche Bank’s Data Innovation Group.

And, as pointed out by Deloitte’s survey, organisations that can communicate a bold vision with an AI strategy are approximately 1.7 times more likely to achieve high outcomes as compared to enterprises that do not. Thus, by using big and complex data sets, banks can create risk frameworks that can provide precise and timely analysis.

Consumer behaviour and AI
Banks offer services and products integrated with AI to customers based on their preferences and searches. One of the best features of AI in banks is its ability to learn. It matures and becomes more intelligent over time. Standard Chartered is using machine learning that helps the bank to decode complex data compilations and slim down the related information.

Banks are using these data analytics to develop their marketing strategies. “Ensuring transparency and explainability in AI-based decision-making is not just a competitive advantage for us, but also the right thing to do by our client,” says Standard Chartered’s Retail Banking Group Head, Vishu Ramachandran. In this way, they are identifying consumers’ preferences and offering targeted products and services, which has helped it to decrease costs and increase productivity.

However, data breaches are a continuing concern for banks that are using AI technology in their processes. Every bank records a large number of transactions daily. The collection of data is a never-ending task, one which raises considerable security issues. A recent data breach in Flagstar Bank, one of the largest banks in the US, has put its 1.5 million customers at risk.

Of course data protection remains a challenge for banks, but they cannot ignore the significance of AI in modern banking. Implementing robust data protection protocols is necessary to counter such threats. On the other hand, banking institutions need to lay the groundwork to support AI teams who can promise efficiency, consumer satisfaction, and improved ROI.

AI offers tantalising opportunities and modern banking must include accessible, secure, and consumer-driven data centres to accelerate data collection and analytics.

Is inflation here to stay?

Charles Goodhart has seen it all: recessions, stagflation and boom years. In his book, The Great Demographic Reversal: Ageing Societies, Waning Inequality, and an Inflation Revival, co-authored with Manoj Pradhan, the former Bank of England adviser predicted the revival of a beast long thought dead by most economists: high inflation. It was cheap Chinese and Eastern European workers who kept inflation rates low over the last decades, rather than central bank policies, Goodhart argues, but the tide has now turned. Ageing populations will bring about higher inflation and interest rates, but also less inequality, he argues in an exclusive interview with World Finance’s Alex Katsomitros, while explaining how we can deal with climate change and musing over what central bankers and sheep have in common.

What prompted you to write the book?
When Manoj and I were working at Morgan Stanley, we were asking ourselves why inflation was running below target, despite the expansionary policies of central banks. We came round to the view that there was an underlying trend, caused by the weakness of labour markets and the sluggishness of wages. We put that down to demography and globalisation, notably the arrival of China and Eastern Europe into the world’s trading system.

As you predicted, inflation and interest rates have increased. Do you feel vindicated by recent events?
Yes and no. Mainstream economists still believe that current inflation is temporary. Central banks forecast that we will return to inflationary targets in two or three years, and interest rates will come down. We believe that COVID-19 was a trigger for a change to a more inflationary period from now to 2050.

Some put the blame on the war in Ukraine for rising inflation, others focus on the pandemic. What is your take?
We wrote the book in 2019. We thought that the momentum of weak labour and reduced trade union membership would carry on, although we also believed that demography and deglobalisation would change this. But we didn’t know when the shift would take place. COVID-19 and the war brought this change forward. What remains to be seen is whether inflationary pressures will persist when these temporary developments disappear.

The economist Michael Pettis recently told World Finance that China can only sustain current growth levels by increasing the household share of GDP and reducing government consumption. Do you think they can reform their economy?
They will have to. They are trying to move up the value chain by shifting from low-tech to high-tech products, and they will have to increase internal consumption. The rift with the US, which will not go away, means that the growth rate of exports will decline. Aggregate growth rates have been between six and eight percent in real terms, and with a declining workforce, they will be lucky if they have 2.5 percent growth. If your workforce is falling by 1.5 percent annually, you are lucky to have aggregate growth of 2.5 percent. That means that your productivity per worker rises by four percent, which is huge.

You argue that inflation will rise due to a shortage of workers. However, there’s still a big pool of cheap workers globally. In the book you discuss India and Africa, but what about Vietnam, Indonesia and Pakistan?
In Vietnam and Indonesia birth rates have already started declining. The areas where high birth rates remain are Africa, certain Muslim countries and perhaps India, although it is falling there too. The problem is how to use this workforce.

One possibility is massive migration, but this is politically unpopular, as we saw with the election of the far right in Italy. So if that is not an option, you have to take manufacturing to those countries. To do that, you need political stability, administrative competence and a well-educated workforce. It is possible and desirable that Africa may have these, plus a degree of unification, so perhaps Africa and parts of South Asia could become the next China. But it hasn’t happened yet.

What about automation?
We need all the robots we can get. As the proportion of the old increases, we will have more incapacitated people. The problem is not age itself, but incapacitating illnesses like Alzheimer’s, dementia, Parkinson’s, arthritis. Those suffering from these diseases cannot carry out ordinary activities. They need supportive care and human sympathy. Robots are not sufficient. They could help to get people into a wheelchair, but we need people.

Many youngsters believe that the postwar generation is enjoying undeserved privileges. Is this anger justified?
To some extent, yes. We, the old, have support in the form of care, medicine, NHS, and pensions, paid by the working-age population. There are relatively few of us and many younger people, which means they can support this fiscal generosity. But when they grow old, there will be fewer workers to support them. If the future old have the same level of benefits and retirement age, there will be a higher tax burden on younger generations and they will not like that. Tax rates will have to go up or support to the old go down. One reason why this has happened is that the old vote at higher proportions than the young. If the young voted for lower taxes and fewer benefits to the old, they would get somewhere, but the proportion of voting 20-year-olds is much lower than that of 60-year-olds.

Economists who espouse modern monetary theory believe that deficits and debts don’t matter. What do you think?
They say that deficits and debt are not so much a problem, but inflation is. Taxation will have to be raised to control inflation, if this goes out of hand. The problem is that rising deficits lead to unsustainable fiscal problems, which tend to cause inflationary pressure and require higher taxation.

 

Another issue you discuss in the book is central bank independence. Why do you think it is in danger?
The difficulties facing the UK recently {the week after the since U-turned mini-budget was announced} are instructive. The underlying problem is that we cannot bring back inflation to target without the fiscal position becoming more sustainable. If you try to deal with inflation solely by raising interest rates, you get two effects.

First, that reduces demand and output growth and increases unemployment, which brings a recession with rising expenditures on unemployment benefits and lower taxes. Higher interest rates also increase public debt immediately, particularly because of quantitative easing, which has effectively substituted long-dated government debt for overnight government debt. So with higher interest rates, you are making the government’s fiscal position worse.

And if people start thinking that public debt becomes unsustainable, they flee the government bond market, as happened in the UK. If the government bond market starts to collapse, the only thing that can be done, which the Bank of England did, is reverse course and go back to quantitative easing, which brings more inflation. You cannot defeat inflation in the long term, unless fiscal and monetary policies are sufficiently restrictive to make the public debt position seem sustainable. When you get policies such as those Truss and Kwarteng tried introducing, it is clearly not there.

You argue that labour will gain the upper hand due to a shortage of workers. Does that mean that we will see less populism?
It is very likely. I hesitate to make political forecasts, but I believe we will see less inequality. The massive increase in the availability of labour, particularly due to offshoring to China, will be reversed. In many countries, particularly the US, there has been little real income growth for unskilled workers. We now see a reversal, and with interest rates going up, we will see a decline in asset prices. Because of the shortage of workers, the unskilled will see relative growth in real wages and those with capital will do less well, so inequality within countries will decline.

Another issue that looms large over monetary policy is climate change. Is there some kind of balance between the economy and the environment?
Where I think there should be a balance is on how we pay the expensive effects of carbon usage reduction. Economists think that we should adopt a carbon usage tax. However, such a tax would make the carbon-intensive segments of industry, like steel and cement, very uncompetitive compared to countries where there is no such tax. Opposition from industries subject to heavy taxation would be sufficient to stop it. Also the net-zero activists do not support carbon taxes. I don’t know how they think we will finance the extra expenditures needed to move towards renewables.

In the book you approach an economic issue through a non-economic lens: demographics. Many people believe that economics has lost its way, that it’s too mathematical and just out of touch.
I am with the latter, as I am more of an economic historian rather than a pure economist. Our book has two defining features. The first is that macroeconomists tend to focus on their own country, which is too narrow. We have two chapters on Asian countries, Japan and China, but no chapter on the US, Europe or the UK, because we think that the rise of China has been the most important feature of the last 30 years. The second difference is that they focus on demand-side policies, whereas we focus on supply.

You own a sheep farm in Devon. Has farming taught you anything about economics?
Sometimes I make this analogy: central bankers and economists in some ways are like sheep. They tend to flock together. If you are in a position of power where what you do has important effects on everyone, you like being able to defend and protect yourself by saying ‘well, I am doing exactly what everyone else thinks is right.’ They have a flock mentality.