Shifting the focus towards sustainable finance

With the public gaining awareness of the social and environmental problems facing the planet, sustainability issues have moved into the mainstream. There are plenty of news stories about the increase in extreme weather, plastic pollution and people living without food or basic sanitation. Sustainability is the intersection of the triple bottom line, known as the three Ps: people, planet and profit. This business concept focuses on growing the economy while also taking into account the needs of the environment and society.

Humanity has been operating out of balance with the natural world for decades, placing economic growth ahead of environmental and social costs. Individuals, businesses and governments are starting to realise that we need to radically change this. An economy cannot thrive without a healthy planet or people. Most recently, the coronavirus crisis has demonstrated this quite dramatically.

 

A global effort
Solving environmental and social problems is no longer the purview of non-governmental organisations and governments alone. The finance sector plays a crucial role in economic growth. It controls the flow of money and can direct capital to companies that understand and manage their sustainability issues well, or are developing business models to solve the global challenges that society faces.

Banks finance the real economy and have the opportunity to contribute to a more sustainable world. How money is used today determines the world we will live in for decades to come. The UN’s 17 Sustainable Development Goals outline the challenges that must be overcome by 2030. The funding gap that needs to be bridged in order to achieve these goals is estimated to be $2.5trn a year. Put another way, this is a multitrillion-dollar opportunity to invest in companies that are providing sustainable solutions.

Businesses can help create conditions that push sustainable finance into the mainstream. For example, they can meet the growing demand for socially responsible products and services. The Global Sustainable Investment Alliance reports that sustainable investing grew 34 percent in the two years to 2018, reaching $30.7trn (see Fig 1). And the appetite for sustainable investing is not limited to Millennials: the 2019 Schroders Global Investor Study found that Generation X is the most likely to consider sustainability factors when selecting an investment product.

Similarly, investors and rating agencies are increasingly integrating sustainability into their analyses. Through the UN Principles for Responsible Investment, more than 2,200 investors with $80trn of assets under management have committed to integrating environmental, social and governance (ESG) factors into their investment decisions. Likewise, 19 credit agencies have committed to integrating ESG factors into their ratings.

At the same time, regulators are implementing policies and requirements for sustainable finance. Requirements already exist for non-financial disclosures, and this is only set to increase. As countries develop their strategies in line with their commitments to the Paris Agreement, the finance industry will have to adapt. The European Commission’s action plan on sustainable finance is a bold initiative to redirect capital towards a greener European economy; there is global coordination backing up these efforts. In October 2019, the EU, alongside 10 countries outside the bloc, launched the International Platform on Sustainable Finance, which aims to provide cohesion and promote integrated markets for global sustainable finance.

Governmental initiatives are not the only thing encouraging companies to operate more sustainably. Increasingly, employees want to work for businesses that place sustainability at the heart of their culture and values. Additionally, consumers are more aware of the role financial institutions have in working towards a sustainable future, and so they expect companies to reduce their environmental impact. Some social movements are galvanising people around the world to demand action from political and business leaders.

 

Get your priorities straight
The topic of sustainability is broad and can be confusing. Given the role of the finance sector and expectations from stakeholders, banks should consider the risks and opportunities sustainability brings to their business. This helps define what sustainability means to them specifically.

The first step is to prioritise. A common framework for helping companies decide what is important to them is a materiality assessment. Engaging with internal and external stakeholders – including employees, shareholders, clients, regulators and experts – is a useful way to bring these perspectives together. Topics that are identified as highly important to the company and society can then be used as the basis for developing a corporate strategy and guiding implementation. The materiality assessment should look at how a company’s activities can be improved by integrating ESG into all decisions.

A successful sustainability plan needs to be embedded in a company’s overall business strategy. Without this alignment, it is difficult to realise value and grasp opportunities. At VP Bank, we have a unique ownership structure comprising three long-term anchor shareholders that provide solid foundations. This core characteristic has supported the bank’s long-standing commitment to the principle of sustainable action. For many years, the bank has implemented measures including using renewable energy, reducing waste, supporting art and philanthropy, and offering an ESG mandate.

Building on our history of support for sustainable initiatives, VP Bank has developed its sustainability goals in line with its Strategy 2025, which was announced in March 2020. An extensive stakeholder engagement process helped us define our material topics and shape the plan accordingly.

Our ambition is to grow our business while creating a positive impact. We will do this by offering our clients sustainable solutions through our Investing for Change initiative. This includes integrating ESG into our investment decision process and aiming to create a net positive impact through our offering. We have developed a methodology based on the understanding that sustainability is much more than the mere exclusion of companies from an investor’s portfolio: the aim is to use sustainability indicators to identify opportunities as well as risks. In addition to growing our assets under management in sustainable investments, we also integrate sustainability into our business operations.

 

The right game plan
Our sustainability plan sets out what we want to achieve by 2025, but we do not yet have a clear path to reach these goals. Still, we are working with stakeholders and partners to develop the right solutions. In our business activities, we are committed to achieving carbon-neutral operations and improving gender diversity across our workforce. Meanwhile, in our product offering, we will integrate ESG issues into the investment process and grow our assets under management in sustainable investment solutions.

Sustainable investing is simply good business. Integrating ESG into the investment decision process allows investors to understand how sustainability poses risks or opportunities to long-term value creation. This means identifying attractive investments in pursuit of financial returns. Even with the supportive conditions that stakeholders are providing, there are some challenges to scaling up. These include a lack of consistent and comparable data and the need for common standards and definitions. These are not insurmountable problems: for instance, we expect that increasing disclosure requirements will lead to improvements in data quality, which will result in better comparability and more robust ESG ratings.

One of the misconceptions surrounding sustainable investing is the view that there is a trade-off between returns and doing the right thing. This myth has been debunked by many studies. A meta-analysis of 2,000 studies published in the Journal of Sustainable Finance and Investment found that, in 90 percent of cases, integrating ESG led to the same level of performance or outperformance of the benchmark. This holds true even during times of crisis: the Financial Times reported in April that ESG leaders had outperformed the benchmark rate in Europe, Japan and the US since the start of 2020.

Another misconception that has been debunked is that this is a short-lived fad. Sustainability and sustainable investment make good business sense and will continue to grow – the demand is there, as demonstrated by the rate of inflows. Stakeholder groups are creating an environment that will propel the industry forward.

Sustainable investing is simply intelligent investing where sustainability factors are integrated into the decision-making process. Capital flows are directed towards solving solutions to global challenges while generating returns. ‘Investing for change’ is VP Bank’s motto; we know the future is determined by how we invest today.

World Finance Wealth Management Awards 2019

With investor needs evolving towards a more digital experience, the wealth management industry has undergone a transformation in recent times. There has been a push towards an analytics-based approach to product and service offerings, leveraging client data to provide a personalised experience.

Wealth management firms are increasingly adopting a distributed agile approach to help transform customer experience. In a competitive market, wealth management firms need to be able to act on client demands more rapidly, fostering a more collaborative culture within the industry with a strong focus on service.

Remaining at the top of this industry requires constant attention and dedication to the needs of clients and these awards recognise the very highest standard of professional care shown by the recipients.

 

World Finance Wealth Management Awards 2019

Best Wealth Management Providers

Andorra
VallBanc Wealth

Argentina
Andes Wealth Management

Armenia
Unibank Privé

Austria
Liechtensteinishche Landesbanken ( Osterrich AG )

Bahamas
Scotia Wealth Management

Belgium
Indosuez Wealth Management

Bermuda
Argus Wealth Management

Brazil
BTG Pactual

Canada
Canaccord Genuity

France
BNP Paribas Banque Privée

Germany
Hauck & Aufhauser

Ghana
The Royal Bank

Greece
Hellenic Asset Management

Hong Kong
BNP Paribas Wealth Management

Hungary
Concorde

India
Doha Bank

Italy
BNL BNP Paribas

Kuwait

NBK Capital

Lithuania
INVL

Luxembourg
Indosuez Wealth Management

Malaysia
Maybank

Mauritius
MCB Private Banking

Netherlands
Wealth Management Partners

Nigeria
Standard Bank Wealth and Investment

Norway
Pareto Wealth Management

Oman
Bank Muscat

Philippines
Bank of the Philippine Islands

Portugal
Santander Totta

Qatar
Qatar National Bank

Saudi Arabia
SABB

Singapore
EFG Bank Singapore

South Africa
Old Mutual Limited

Spain
Santander

Sweden
Carnegie

Switzerland
BNP Paribas Wealth Management

Taiwan
King’s Town Bank

Thailand
Bangkok Bank

United Arab Emirates
First Abu Dhabi Bank

United States
BNY Mellon Wealth Management

Vietnam
Prestige Wealth Management

Best Multi-Client Family Office, Liechtenstein
Kaiser Partner

Best Real Estate Investment Company
SFO Group

 

Banking Awards 2018

The past decade has seen the banking sector make moves towards a stable future following a long period of significant upheaval caused by the financial crisis. What beckons is a new era with the focus now on sustainability and technological reinvention in order to keep up with the pace of change within the sector.

Banking Guide 2018

The landscape is markedly different from that of 2008. Regulatory reform has been key in redefining the operating environment and the success stories have been for those willing to treat this new regulatory system as an opportunity to stand out from the crowd.

The restoration of trust has reawakened confidence in the sector and the outlook now is perhaps one of cautious optimism.

However, the sector is still weathering the winds of change. Technology-focused start-ups have proven themselves significant disruptors in the market by providing innovative alternatives to the services traditionally offered by banks.

Perhaps more significantly, cryptocurrencies have contested the fundamental concept of money, becoming a legitimate asset in a tremendously short space of time. Banks have been forced to re-think how they operate today so that they are prepared for a future that includes working with new systems and new technologies.

Through steady strategic investment and acquisition banks are now re-evaluating the future role that they will play in the economy by turning enemies into allies.

The great technology roll-out is thanks in part to the gradual development of open banking as the new standard. Application programming interfaces (APIs) will make it possible for banks to offer certain tools and data packages to third parties, and these will define the relationships banks develop in 2018 and beyond.

The 2018 World Finance Banking Awards have sought to identify the banks that have successfully held their nerve during a period of uncertainty and are now preparing tools to last them for the foreseeable future and beyond. Congratulations to all of our winners.

 

World Finance Banking Awards 2018

Best Banking Groups

Azerbaijan PASHA Bank
Brunei Baiduri Bank
Dominican Republic Banreservas
France Crédit Mutuel
Bolivia Banco Mercantil Santa Cruz
Cyprus Eurobank
Egypt AAIB
Ghana Zenith Bank (Ghana)
Jordan Jordan Islamic Bank
Lebanon Bankmed
Malaysia Maybank
South Korea Woori Bank
Kenya Kenya Commercial Bank
Macau ICBC (Macau)
Nigeria Guaranty Trust Bank
Turkey Akbank

Best Investment Banks

Bahrain SICO
Brazil BTG Pactual
Canada RBC
Chile BTG Pactual
Colombia BTG Pactual
Dominican Republic Banreservas
France BNP Paribas CIB
Germany Deutsche Bank
Italy Mediobanca
Jordan Arab Bank
Kuwait Boubyan Bank
Nigeria Coronation Merchant Bank
Oman Bank Muscat
Qatar Qatar National Bank
RussiaVTB Capital
Saudi Arabia SaudiMed
Turkey Akbank
UAE First Abu Dhabi Bank
Vietnam MB Securities

Best Private Banks

Austria Bankhaus Spängler
Bahrain Ahli United Bank
Belgium BNP Paribas Fortis
Canada BMO Private Banking
Chile Inversiones Security
Czech Republic Česká Spořitelna
France BNP Paribas Banque Privée
Greece Eurobank
Italy BNL-BNP Paribas
Liechtenstein Kaiser Partner
Monaco CMB
Nigeria First Bank of Nigeria
Peru BBVA Continental
Sweden SEB
UAE First Abu Dhabi Bank

Best Commercial Banks

Azerbaijan PASHA Bank
Belgium BNP Paribas Fortis
Dominican Republic Banreservas
Hungary ING
Bahrain Ahli United Bank
Canada BMO Bank of Montreal
Germany Commerzbank
Italy BNL Gruppo BNP Paribas
Kuwait National Bank of Kuwait
Myanmar KBZ
Portugal ActivoBank
Sri Lanka Sampath Bank
Macau Banco Nacional Ultramarino
Nigeria Zenith Bank
Saudi Arabia Alawwal Bank
US Bank of the West
Vietnam SCB

Best Retail Banks

Angola Banco de Fomento
Egypt Commercial International Bank
Lebanon Bankmed
Bulgaria Postbank
Dominican Republic Banreservas
Greece Eurobank
Malaysia Maybank
Netherlands ABN AMRO
Portugal Santander Totta
Saudi Arabia Arab National Bank
Turkey Garanti Bank
Nigeria Guaranty Trust Bank
Qatar Qatar National Bank
Sri Lanka Sampath Bank
UAE Union National Bank

Best Sustainable Banks

Australia Westpac
India Bandhan
New Zealand Kiwibank
Switzerland Bank Sarasin
Canada Vancity
Netherlands Triodos Bank
Nigeria Access Bank
US Bank of America

Most Innovative Banks

Africa Wema Bank
Asia Hana Bank
Australasia Macquarie Bank
Europe Monzo
Latin America and the Caribbean CIBC FirstCaribbean
Middle East Gulf Bank
North America CIBC

World Finance Islamic Finance Awards 2018

Heading into 2017, expectations surrounding the global economy were bleak. The fear was that the surprise political outcomes in the US and UK would send markets on a path fraught with unpredictable fluctuations. Ironically, the one thing that no one predicted occurred: relative stability.

With much of the world’s focus on the US and UK, significant results in Islamic finance were critically overlooked by many. Total sukuk issuance volume rose to $97.9bn in 2017, an increase of 45 percent from the previous year. According to S&P Global’s most recent Global Sukuk Market Outlook report, this performance has created good liquidity conditions in Gulf Cooperation Council (GCC) countries, where the majority of sukuk assets are held, as well as in emerging Islamic finance sectors elsewhere. While growth in sukuk issuance is expected to slow in 2018 as governments rein in their budgets, the next few years will be filled with promise and challenge in equal measure. Geopolitical instability and the persistently low price of oil will make long-term success a difficult goal that only the strongest players in the industry will be able to achieve.

The 2018 World Finance Islamic Finance Awards celebrate the most successful operators in the sector, both in the GCC and abroad. With as many risks as opportunities on the horizon, identifying the best in Islamic finance is now more pertinent than ever. The ethical finance model is in ever-growing demand, and the winners of this year’s awards have set themselves up to capitalise on significant interest from new and unlikely sources.

 

Mixed expectations
If current trends continue, Islamic finance is expected to become an even greater force in the world than it already is. According to the fifth edition of the Islamic Finance Development Report, released in December 2017, growth in Islamic finance has not come to a standstill despite a broad economic slowdown in GCC countries. The report, which was compiled by business intelligence company Thomson Reuters and the Islamic Corp for the Development of the Private Sector (ICD), indicated that as more investors seek sustainable and ethical investments, Islamic finance is receiving greater attention from a larger variety of sources. Based on the report’s findings, the global Islamic finance industry will reach a total global asset volume of at least $3.8trn by 2022, representing an annual growth rate of 9.5 percent.

“The data make it clear that the industry is continuing to grow and develop despite the slowdown,” said Mustafa Adil, Head of Islamic Finance at Thomson Reuters, at the release of the report. “It is evident that Islamic finance can serve as a strategic tool for policymakers to cope with the slowdown, especially in the Middle East. This can be seen in the many steps taken by governments and regulatory authorities, such as introducing new regulations for the Islamic finance sector, raising awareness of the industry among potential market players through hosting seminars, or building a roadmap to plot development of the overall industry.”

 

A critical point
Still, the consequences of the economic slowdown will not go entirely unfelt. The dramatic surge in sukuk bonds issued during 2017 is unlikely to be repeated in 2018, thanks, in part, to the persistently low price of oil. While the situation is nowhere near as dire as it was in 2016 when the price of oil crashed dramatically, the weakening that occurred has had a lingering effect on GCC countries.

The other challenges facing the region are the boycotts still surrounding Qatar. Launched in June 2017, the wide-reaching embargo by Saudi Arabia, the UAE, Egypt and Bahrain has affected businesses and institutions including Qatar Airways and the Al Jazeera news network. With the spat still ongoing and unlikely to be resolved any time soon, the closure of political and business channels will impact economic sentiment surrounding the region. It is impossible to predict how this will pan out, which is enough to worry any investor.

While Islamic finance has the potential to reach significant heights in the future, the next 18 months will be critical for businesses that operate in this space. The operators that will succeed are the ones with a broader vision than their competitors.

 

Going international
One area where Islamic finance has tremendous scope to grow is in regions beyond the GCC. The benefits of a country opening the door to Islamic finance can be clearly seen in the UK, which was the first western nation to issue a sovereign sukuk. It is now the West’s number one centre for Islamic finance, according to TheCityUK’s 2017 Global trends in Islamic finance and the UK market report. At the time of publication, the report stated that 65 sukuk, worth a total of $48bn, had been listed on the London Stock Exchange.

While the UK’s potential for Islamic finance is well known, Africa has also been highlighted as a location ripe with opportunity. S&P Global published an analyst note in August 2017, pointing out that Africa lagged well behind the rest of the world in terms of sukuk issuances despite presenting tremendous potential; a mere $2bn has been issued by only a small number of African governments.

The appeal of Islamic finance models in Africa exists on multiple levels, S&P Global posited. Much of Africa is in need of an infrastructure overhaul, and so the continent’s many development opportunities present a wealth of potentially lucrative investments. Given that sukuks need to be tied to tangible assets, these kinds of investments are a perfect fit for many of the projects that need to be undertaken. Additionally, these kinds of projects are appealing to investors. African investments offer a welcome opportunity to diversify portfolios significantly, making demand for private sector sukuk issuances in the region highly possible in the relatively near future.

However, there are challenges to be overcome before this can happen. S&P Global stated it only expects a few nations to take advantage of this opportunity due to the complexity of sukuk products. Often, there is not the structural, legal or taxation framework in place to facilitate a sukuk issuance, slowing down many potential investors’ entry into the market.

Despite these challenges, progress is being made: the ICD, which is the largest Sharia-compliant multilateral development bank in the world, has made significant efforts towards making Islamic financing models in Africa possible. The technical support of the ICD facilitated the sukuk issuances made between 2014 and 2015 in Senegal and Côte d’Ivoire, with more cooperation like this expected in the future. If the momentum to overcome these (admittedly large) technical hurdles remains, Africa could soon be nipping at the heels of London in terms of world-leading Islamic finance centres.

Between the challenges in the GCC and opportunities presented in Africa, the Islamic finance sector is in a difficult position, but one that can be successfully navigated by deft operators in order to unlock the industry’s great potential. With Islamic finance continuing a march of success in many markets and seeing greater competition, only the best
will remain successful. The World Finance Islamic Finance Awards 2018 recognise the businesses that will be ready to meet the tremendous opportunities that lie ahead with determination and focus.

 

World Finance Islamic Finance Awards 2018

Best Islamic Bank

Algeria
Banque Al Baraka D’Algerie

Bahrain
Al Baraka Islamic Bank

Bangladesh
Shahjalal Islami Bank

Brunei
Tabung Amanah Islam Brunei

Egypt
Al Baraka Bank Egypt

Indonesia
Bank Muamalat

Jordan
Jordan Islamic Bank

Kazakhstan
Al Hilal Bank

Kuwait
Kuwait International Bank

Lebanon
Al Baraka Bank Lebanon

Malaysia
Maybank Islamic

Nigeria
Jaiz Bank

Oman
Bank Nizwa

Pakistan
Habib Bank

Palestine
Arab Islamic Bank

Qatar
Qatar Islamic Bank

Saudi Arabia
Alinma Bank

Turkey
Al Baraka Turk Participation Bank

UAE
Abu Dhabi Islamic Bank

UK
Al Rayan Bank

US
Bank of Whittier

 

Global recognitions

Islamic Banking Chairman of the Year
Sheikh Mohammed Al-Jarrah Al-Sabah, Chairman at Kuwait International Bank

Business Leadership and Outstanding Contribution to Islamic Finance
Musa Shihadeh, Vice Chairman and General Manager at Jordan Islamic Bank

Islamic Banker of the Year
Mohammad Nasr Abdeen, CEO at Union National Bank

Best Islamic Insurance Company
Tawuniya

Most Innovative Islamic Finance Solutions
Al Wifaq Finance Company

Best Islamic Home Finance Programme, Middle East
Safwa Islamic Bank

Best Islamic Investment Banking Services
The Investor for Securities

Best Islamic Wealth Management Company
Saudi Kuwaiti Finance House

Best Islamic Home Financier, USA
Guidance Residential

Sukuk Deal of the Year
Al Baraka Turk Participation Bank, First Exchange-Listed Tier1 Sukuk

Best Islamic Trade and Project Finance Provider
Kuwait Finance House

Best Islamic Asset Management Company
Sidra Capital

Best Islamic Banking and Finance Software Solutions
Temenos Group

Best Core Banking Systems Implementer, Middle East
Masaref Business and Systems Consultancy

Best Islamic Banking and Finance Law Firm, Africa
MMC Africa Law

Best Department Store Chain, Africa
Aswak Assalam

Insuring in the Ring of Fire

The Philippines might not, at first glance, seem like an obvious location for an insurance company; the nation has a population of 100 million, but only offers a modestly sized market of $1.5bn of gross underwritten premiums. Its geographic location places it directly within the Pacific’s Ring of Fire, the earthquake hotspot of the world. On average, 20 major storms hit the country every year. Between the country’s underdeveloped infrastructure and limited purchasing power, placing risk within the Philippines is a challenge.

But this difficult environment is exactly what has disciplined Standard Insurance to develop its successful underwriting capabilities. World Finance had the opportunity to speak to John B Echauz, President and CEO of Standard Insurance, and Leticia C Tendero, Director/Investor Relations, about what has driven the company to its current strength and what its plans are for the future.

 

Challenging environment
In the short term, 2015 proved to be a good year for the non-life insurance sector in the Philippines. While there was heightened competition among industry players, the country was spared a major catastrophic event.

When it comes to the Philippines, however, there is always the potential for the unexpected. Echauz said the tough environment has turned Standard Insurance into an organisation that can make unique contributions to, and compete in, the global property and casualty industry.

“To be able to offer high-quality, catastrophe-responsive insurance to our customers, we adhere to a robust risk-selection process, augmented by the use of our digital catastrophe risk modelling system that combines geographic information system and hazard mapping technology”, he said.

To work in such a challenging environment, insurers need to come up with innovative solutions to stay competitive. One area Standard Insurance focuses on is automotive cover, which presents its own regional challenges. “Inadequate infrastructure in the form of a limited road network that causes heavy traffic and minimal flood control systems can result in a high level of motorcar collision and flood losses”, explained Echauz.

Between the country’s underdeveloped infrastructure and limited purchasing power, placing risk within the Philippines is a challenge

The automotive industry is a growing one in the Philippines, with sales regularly exceeding expectations. According to a joint report released by the Chamber of Automotive Manufacturers of the Philippines and Truck Manufacturers Association, automotive sales for the month of June 2016 posted a 36 percent increase from the same month last year. Overall, the sector reported 27 percent year-on-year growth.

Echauz said managing the claims that accompany these new vehicles on the road is important. “Aside from reducing claims frequency by interventions that seek to improve our customers’ driving behaviour, we reduce claims expense by maintaining a facility that restores some vehicles previously declared as total losses and recycles others for spare parts.”

Standard Insurance’s Technical Training Centre (TTC) is a four building, six-hectare state-of-the-art complex used for the refurbishment and resale of vehicles previously declared to be total losses. The facility can also dismantle and sell parts from vehicles declared as total losses. The TTC can currently repair an average of 30 units per month. These refurbished units are now being sold to employees under a lease-to-own package at preferential terms. Eventually, the cars will be sold on the open market, making TTC a loss-recovery and claims reduction centre that will increase income from salvage recoveries.

This is one of the ways Standard Insurance is leading the local industry. “Being one of the country’s largest motorcar insurers, our company has developed the ability to process a large number of policies and claims annually”, Echauz continued. “Our cost per transaction is quite competitive vis-à-vis global comparables.”

 

Technology innovation
For a national insurance company in a market growing as quickly as the Philippines, making sure infrastructure is in place to meet the needs of clients is important. Tendero explained Standard Insurance is working on innovative IT systems to support its staff and customers.

“Since 2009, we have been developing and maintaining a proprietary general insurance IT system called iINSURE, the core of which was patterned after a system we inherited from Zurich Insurance Group when we acquired its Philippine operations in the early 2000s”, Echauz said. “Contemporary, flexible and affordably built in-house, iINSURE provides us the ability to meet the existing and future needs of our customers. Our all-digital business, our nationwide claims servicing processes, our automated motorcar adjustment system, our telematics product and our integrated digital work environment for our associates are possible because of iINSURE.”

Important systems like this are in place because of the growing impact Millennials are having on the insurance industry; they are now part of the growing middle class in the Philippines, particularly those involved in the business process outsourcing (BPO) industry. They are becoming increasingly connected and slowly changing the way insurers sell their products and manage claims.

Engaging Millennials in the non-life insurance sector has so far proved a challenge, with many shunning traditional distribution channels such as face-to-face transactions. Instead, insurers are realising simple, affordable and on-demand products are the best way to get people engaged in their insurance. It’s a change the insurance industry will have to make worldwide in order to stay relevant.

Standard Insurance has recently fully implemented another innovative IT solution: to ensure accurate and uniform repair estimates at the speed the internet has taught us to expect, Standard Insurance developed the Responsive Appraiser of Photo Inspection Data (RAPID) system. It is a tablet-based, point-and-click solution for in-house motor adjusters. RAPID’s use has resulted in claims being processed within two hours, with a target turnaround time of 24 hours, nationwide. The use of RAPID has led to fewer customer complaints, higher customer satisfaction and savings of between five and 10 percent, thanks to the reduction in errors.

 

Global marketplace
While the Philippines is certainly prone to natural hazards, the country, its people and its industry have always bounced back from adversity. “It is this environment that has led Standard Insurance to carefully make conservative investments in insurance property. It continues to carry out selective underwriting with a focus on maintaining and developing a spread of risk, thus sustaining profitable growth. Avoiding a huge single loss is very important, so monitoring the amount of risk undertaken to limit exposure is key”, Tendero stressed.

Aside from strategically selecting risks, equally important is having a reinsurance capacity that adequately covers the company’s portfolio. A reinsurance panel that is financially strong and can immediately respond during worst-case scenarios, or when most needed, keeps the company running well. Hence, prior to renewal of treaties, the Reinsurance Team reviews Standard Insurance’s existing and expected insurance portfolio vis-à-vis reinsurance support needed. The team also carries out studies of possible catastrophic events and their worst-case scenarios in relation to its portfolio so proper and sufficient reinsurance structure and capacities are set in place.

These are important attributes to have as competition between Filipino insurers intensifies thanks to aggressive marketing promotions and diving rates in some sectors. As the leading automotive insurer in the country, Standard Insurance has been focusing on proper underwriting and intelligent pricing.

Standard Insurance has also been changing its processes to remain competitive. For associates working with the company, Standard Insurance is set to implement the Digital Integrated System Platform, which is designed to eliminate all the remaining manual processes within the company. The information will be available to all associates at any time, and will reduce the amount of paper used across the company.

 

Future prospects
Between developing its domestic systems and maintaining disciplined risk management, Standard Insurance continues to better position itself to do business on an international scale. The company has been recognised globally for its excellence in insurance service and innovations in meeting the evolving and growing demands of the industry. It has been accorded a National Scale Claims Paying Ability rating of A- and an International Scale, US-dollar denominated Claims Paying Ability of BB-, both with stable outlooks.

Echauz said these high-quality international standards have positioned the company to operate more effectively on a global scale. “Our business process outsourcing subsidiary, Insurance Support Services International Corp, taps the Philippines’ large pool of English-speaking educated professionals to provide customer service, claims processing and other insurance-related services on an outsourced basis to US and Australian insurance companies”, he explained. “The Philippine BPO industry is expected to generate revenues of USD25bn, employ 1.4 million people and account for six percent of GDP in 2016.”

Between all this, the company is in an excellent position for growth. “Our company is excited about growing domestically and also about participating more and more on the global stage”, said Echauz. “We are a cooperative partner of a giant Swiss insurer, a BPO partner to a dominant Australian pet health insurer, a BPO partner to a large US insurance IT system provider and a partner to a leading Japanese software company that specialises in recycled motorcar spare parts.

“The possibility of acquiring a foreign insurer, improving it using our technology and substantially increasing its operational capabilities out of the Philippines has, for us, suddenly become conceivable.”

A new chapter for Filipino non-life insurance

Based on the latest report by the National Statistical Coordination Board (NSCB), the Philippine economy posted a 7.8 percent GDP growth in the first quarter of 2013, up from the previous year’s 6.6 percent, mainly driven by the strong performance of manufacturing and construction, backed up by financial intermediation and trade – the highest so far under the predsent administration. Once considered the ‘sick man of Asia’, The Philippines is now one of the fastest growing economies in Southeast Asia.

The Philippines recently received its first investment-grading from Fitch and Standard & Poor’s – a vote of confidence for the Philippine economy relative to the global market. Its central bank governor has also been consistently recognised as one of the world’s best for the past five years.

Locally, growth is driven by a strong BPO secotr and IT outsourcing, with Filipinos having the competitive advantages of English fluency and a bent towards customer service. Globally, the Filipino migrant worker contributes to the Philippine economy with a continued flow of remittances. The latter continues to fortify dollar reserves and helps shield the Philippine peso from the severe currency fluctuations that have affected other Asian economies. With a strong domestic economy and a growing middle class, the Philippines appears to have come into its own.

 

Non-life insurance risks
The Philippine insurance industry, specifically the non-life sector, is on the threshold of what could be a completely new era. The changing landscape, relative to insurance risks and regulations, has certainly evolved.

In the past, the basic risks of the industry were more or less predictable, relative to the natural weather conditions of the country (especially for property insurance lines) as well as the inherent Filipino culture or lifestyle (specifically for motorcar insurance lines) – two of the major lines in the industry. The non-life insurance industry is now faced with a number of challenging conditions, as follows.

The Philippines may always be catastrophe-prone. Its proximity to the storm-spawning Pacific Ocean results in about 26 strong typhoonscrossing its area of responsibility every year. With a collection of earthquake faults such as the Philippine Fault System in the north, the Verde Passage-Sibuyan Sea fault in the south and the Manila Trench in the west, it is also earthquake-prone. As part of the Pacific Ring of Fire, it is home to at least 23 active volcanoes.For the year 2011, the United Nations cited us as the world leader in natural disasters (33 calamities).

However, global climate changes have made the Philippines especially vulnerable to weather-related risks. As global temperatures continue to rise, we expect our typhoons to increase in number and in strength and our rainfall patterns to be even more unpredictable. Super typhoons now vists our southern island group of Minanao – something unheard of before the year 2000.

As the 455mm of rainfall in a 24-hour period that caused massive flooding in Metro Manila (Typhoon Ketsana in 2009) is still only a quarter of the world record (1870mm in La Reunion Island, the Indian Ocean in 1966), surely the worst is yet to come.

Global warning phenomena have seemingly resulted in strong earthquakes in a number of countries. Based on a study conducted by Standard Insurance Co. (Philippines), a strong earthquake with a magnitude of seven, with its epicentre within the Marikina Valley Fault System (MVFS, a fault that transects Metro Manila from the Sierra Madre mountains northeast of Marikina and along the western coastline of Laguna Bay and ending at the Tagaytay Ridge(, is very unlikely and will not occur within the coming 50 years. Said assessment is based on the fact that the 1863 earthquake, with a magnitude of 6.5, came from the MVFS and the return period is thought to be from 200 to 400 years.

The non-life insurance industry is also highly competitive, with 81 non-life insurance companies competing for only around PHP41.3bn in 2011, with the top-10 non-life insurance companiesaccounting for close to 70 percent of the premiums. As a result, smaller playershad to resort to unhealthy underwriting practices(or none at all), which drove rates to unprofitable levels, just to get a share of the market from the insurance leaders. The evolving regulatory scenario has exacerbated the situation for these smaller players.

The Philippine population’s purchasing power is also relatively weak and disposable income is small. National penetration of both life and non-life insurance is barely one percent.

 

Coping with challenges
The industry has learned to adapt to these new realities, facing them squarely, developing innovative methods of showing resilience during these times. More importantly, the commitment to the insuring public, as well as to the Philippine economic development, has come to the fore.

The industry recognises the vulnerability of the Philippines to natural catastrophes and has implemented several initiatives.

  • The Insurance Commission of the Philippines (IC) has mandated the industry to offer the Acts of Nature cover (formerly referred to as Acts of God) at tariff rates and commissions.
  • The IC has mandated a minimum fuve percent reinsurance coverfor property catastrophe (earthquake, typhoon and flood), based on totalaccumulated and total sum insured per insurance company.
  • The Philippine Insurers and Reinsurers Association (PIRA) supports the move of the Asian DevelopmentBank (ADB) to set up the catastrophe pool, initially within the country, and then eventually within the wider region. This ‘CAT pool’ will initially cover earthquake damages for middle-class residential risks and small-and medium-sized businesses.

 

In the meantime, Standard Insurance has been successful in adapting to the evolving non-life insurance landscape. The company has developed a total insurance structure that has been well in place and which has earned a solid reputation for dependability during the years’ weather-related catastrophes. In fact, this insurance system, and the structure of the company, has demonstrated a good track recordof managin catastrophe-related losses, underpinned and supported by comoprehensive risk modelling software and reinsurance protection from highly rated reinsurers, grounded on stringent risk underwriting, as well as visible and extensive infrastructure, which includes the most extensive nationwide network of car dealer business partners and the country’s largest and most capable claims and technical adjustment team.

In addition, the company undertakes/updates comprehensiveearthquake studies to assess its risk exposures and proper reinsurance cover.

  • The non-life insurance industry has downsized through the years. From the original 90 non-life insurance companies in 2007 (which include composite companies), it has gone down to 71 as of August 2013.
  • The Philippine non-life insurance industry is expected to consolidate further. President Benigno Aquino III has just signed a new law, which steadily increases the capital requirements for local insurers. Currently a highly competitive and corwded market, 81 non-life insurance companies compete for premiums in a relatively small market. Based on the latest list of certificates of authority – or ‘licenses to operate’ – released by the Philippine Insurance Commission for the years 2013 to 2014, the number of non-life insurance companies is presently down to 71. The top 10 local insurers, who enjoy the lion’s share of 70 percent of direct premiums, will soon contend with foreign entrants when the market opens up in 2015.
  • A direct benefactor of greater disposable income, the industry’s growth rides on waves of residential and car purchases. With fire and motor insurance premiums accounting for close to 70 percent of local property and casulaty premiums, this sector has grown 15 percent sincelast year. Strong construction growth for the residential and commercial sectors, the aggressive expansion of Japanese and Korean car branddealerships and cheap credit drives consumer purchases further.
  • Other growth drivers for the industry are expected to come from many developments in other industries that help drive insurance demand: the construction, BPO sector and IT outsourcing, as well as education, energy, aviation, transportation and tourism.
  • To address the low penetration rate of the industry, micro-insurance, including casualty insurance for migrant workers, is now being given its rightful importance – an initiative that will hopefully educate the less fortunate on the importance of insurance.

 

Still, opportunity and crisis exists side-by-side in daily Philippine life. Life for the non-life insurance industry has never been more challenging and exciting.

 

 

New routes to a better world and health for all

EXPO 2020 Izmir will be a major step forward in solving the health challenges the world faces today. EXPO 2020 Izmir aims to increase awareness of health among individuals and signpost healthy living habits in different countries. It will demonstrate best practices and innovative approaches to health issues. Izmir plans to bring together people, organisations, and companies to work for a healthier world.

The world deserves a healthier future
Health is one of the most important issues in mankind’s history. Today, developing and developed countries alike are both confronted by diverse challenges on healthcare. Izmir dreams of a world where everyone can receive high-quality healthcare services. With EXPO 2020, Izmir wants to be the platform that brings together all countries to share problems, as well as solutions, for a healthier world.

EXPO 2020 Izmir is designed to assist in the worldwide battle against health challenges and help make life better for the people of all countries. Specifically, it will draw on what we believe is Turkey’s remarkable experience in creating high-quality modern health services for its people in recent years.

Turkey is already sharing its vision on world health with other countries through international aid and relief efforts.Through EXPO 2020 Izmir, Turkey plans to share its experience and learn from others.

How will Izmir 2020 improve health?
EXPO 2020 Izmir will be designed to bring together people, organisations, companies, and systems from across the world, harnessing their energies to serve the common goal of ‘Health for All’ for humanity.

EXPO 2020 Izmir will focus on best practice, innovation, and areas of success in healthcare. The aim will be to show what has been achieved in healthcare globally and how those achievements can be rolled out to others. Izmir plans to put particular stress on innovation and practicality. Izmir’s ‘Health for All’ vision can be turned into reality by implementing four sub-themes for both individuals and society:
– ‘Healthy Living’ is the key to improving the living standards and prolonging lives
of individuals;
– A focus on ‘Public Health and Education’ will permit the effective and equitable use of healthcare resources;
– ‘Innovation’ will provide solutions for current and future health issues;
– ‘Care and Collaboration’ will bring together all involved to act upon global challenges.

The perfect site for EXPO
Izmir has been a world famous city for health for centuries. Izmir’s Asklepion was the world’s first ever mental health hospital and the school of many famous doctors.

Throughout the centuries, Izmir has provided health and healing to its people and its visitors with its medical centres, thermal springs and curative waters. Today, healthy living continues to be a tradition in Izmir.

Citizens of Izmir love exercising and prefer a light, olive oilbased cuisine. Izmir is also a very relaxed and a safe city despite being Turkey’s third-biggest economical force.

Nowadays, Izmir has many health projects underway, in order to be the international health centre of its region in the future.

Izmir possesses all the qualities needed to be the host for EXPO. It is only a three-hour distance by air from almost 50 countries and is located next to the sea, containing many unique historical and tourist sites. Izmir is offering Inciraltı, one of its most beautiful localities, for EXPO. Inciraltı lies by the seashore. It is full of natural wonders and it is easy to reach. Zaha Hadid, winner of the Pritzker Architecture Prize, will design Izmir’s EXPO site.

A land of sunshine
Since the very earliest times, the Izmir region has been blessed with a unique combination of resources: dazzling natural beauty, gracious cities and fine buildings, a healthy and talented population, and consequently a thriving economy with a high level of prosperity.

Now, Izmir would like to share these blessings with the whole world in an EXPO 2020 that will help future generations enjoy better and healthier lives. Good health should come before everything else in life. Today, modern medicine and healthy living make it possible to free people from age-old scourges which have blighted countless lives down the ages. Izmir invites you to join it in the sunshine of EXPO 2020 Izmir, building a better life for humanity in all countries.

Izmir believe in EXPO
Turkey’s government, the people of Izmir and the whole country pledge their full support for Izmir’s EXPO 2020 candidacy. Izmir is ready to do all that is required to make its dream of ‘Health for All’ into a reality.

Thai hopes to redefine globalisation

Ayutthaya, the chosen site for Thailand’s bid for World Expo 2020, is a city of balance. For over 400 years, Ayutthaya, the capital city of Thailand at the time, was a thriving commercial port and a diplomatic crossroad, where Thailand first welcomed visitors from around the world. Today, it is a modern hub of agriculture and industry, connected to the rest of the country through convenient transportation networks, and is located only 45 minutes by car from Bangkok. Bangkok is an ever-growing city, strategically located at the centre of the ASEAN region and is already well known as a centre of business and commerce, as well as a world-famous destination for tourists. With world-class hospitality and facilities, Bangkok, Ayutthaya and Thailand are in a position to welcome the 37 million visitors expected to attend the Expo.

Thongchai Sridama, Acting President of the Thailand Convention and Exhibition Bureau (TCEB), says that “the Royal Thai Government has highlighted its support for the ‘Expo 2020 Ayutthaya Thailand’ by granting Thailand’s bid as a priority under the National Agenda. The Prime Minister’s office oversees TCEB and is working together with the public and private sectors to facilitate and promote Thailand’s bid to host the expo as an integral part of our national strategy to support the country’s fast-growing business events industry by hosting global mega events.”

The chosen theme for Expo 2020 Ayutthaya Thailand is “redefine globalisation: balanced life, sustainable living”. In a world where globalisation is currently defined as a wave of consumerism and materialism, ‘more’ is seen as being ‘better’. This idea has resulted in a culture of over-consumption, has created gaps throughout the world, and is therefore the basis for many of the world’s current problems. Thailand believes in the need to create a dialogue, to invite the world to redefine globalisation together for a better and more balanced future for everyone.

Wisdom and balance
Thailand’s subthemes are: ‘revive local wisdoms for human well being’, ‘reunite connections for seamless harmony’, ‘rethink creativity for utmost happiness’, and ‘reform life’s values for global solidarity’. These subthemes are meant to inspire new ideas, encourage new ways of thinking, and to be stepping stones for new actions to drive real, tangible changes for the better.

Traditional wisdom and balance also play a key part in the development of Thailand’s master plan for Expo 2020 Ayutthaya. In today’s globalised world, using space as efficiently as possible has become key to city development plans. This has created ‘cities of objects’ around the world, where there are buildings after buildings after buildings. At Expo 2020, Thailand aims to create a ‘city of space’, focusing on the importance of communal areas in which people can come together to share ideas and reconnect with one another. Expo 2020 Ayutthaya aims to leave a lasting impression on the country, the region and the world, by redefining globalisation into the sharing of ideas that will create balance and sustainability in the long term.

For more information: www.thailandexpo2020.com

Pistiolis – Triantafyllos & Associates: New legislation will provide an incentive for FDI

Pistiolis-Triantafyllos & Associates law firm has one of the most dynamic and business-oriented corporate employment and labour law practices in Greece. We represent national and international corporations, and we make it our business to keep up with the ever-changing complexities of employment law, so corporations can focus on running their business.

Employment law is one of the most rapidly changing areas of our legal system. Against a backdrop of new legislation, regulations and reported cases, maintaining best practice is a real challenge.

Our firm’s goal is to provide immediate and pragmatic advice, regardless of where the issues arise; adopt a cost-effective approach aimed at helping our clients achieve results; and create the right framework for good employee relationships. We work side-by-side with corporations and business executives to implement the necessary methodology in respect to reducing labour costs and establishing efficient employment relationships.
We focus on understanding market needs; relating to large-scale restructurings, mergers and acquisitions, redundancies, business transfers and collective disputes; and the establishment of employee benefits and incentives.

Now more than ever corporations in Greece possess the tools and the know-how to reduce the labour cost. Day-by-day we regain the trust of both markets and investors.

An uncompetitive environment
Employment law in Greece is probably the most regulated employment framework – in terms of legislation – in the world. The legislative restrictions, in the creation, function and termination of the employment relationship led to a very cumbersome and therefore often problematic relationship.

This complex regulation was founded upon the idea that the employer-employee relationship is unequal. However this can only partially justify the multiplicity of regulations, which posed serious problems and large economic costs in doing business in Greece.

As a result, Greece had (until recent legislative developments) a key competitive disadvantage, which beyond anything else created an unattractive investment environment. It was widely accepted that services and products in Greece were expensive. The above fact, combined with the lack of innovation, turned away any possible investors.

The restrictions on the number of redundancies, the increased trade union freedoms and the high wages of employees are just some of the Greek peculiarities which caused intense scepticism in both domestic and foreign investors.

Thus the last few years’ corporations and their representatives required radical changes in employment law from the Greek government in order for Greece to attract investment and productive orientation.

Employment law previously
Beyond the national safety net which determines the minimum salary rates, in our country the minimum salary levels in each industry sector are being set beyond the level of agreement between employer and employee, and more often they are determined by industry trade and employers’ organisations – so these limits have been increased unnecessarily.

In addition, Greek legislation covers provisions for employment at weekends, off premises, in case of overtime, and more. Therefore, besides their legal or contractual salary, employees are entitled to an incremental increase if they provide labour in these circumstances.

The condition of four lay-offs each month for companies employing up to 200 employees and up to two percent for companies employing more than 200 was considered very restrictive by market experts.

Employment law today
Nevertheless, the recent labour legislation developments constitute a unique opportunity to change what was – until recently – an insufficient environment.

Throughout this year the legal framework has changed rapidly in order to meet the national and international investing requirements. The employment relationship has become more flexible and less cost-effective.

The so called Exceptional Company Collective Agreement, a contract between the management of the company and the company’s labour union, is a recent introduction to our legal system. In such an agreement the contractual parties could consent on salaries lower than those regulated by any sectoral collective agreements, but not less than the National General Labour Collective Agreement. Recently under consideration is the possibility for even lower salaries. It could be considered as a useful tool to decrease the labour cost.

In addition to this, and according to the terms of the new legislation, the right of the employer to conclude a single agreement or accumulatively successive fixed-term agreements (maximum three), has been increased from two to three years.

Moreover, Greek legislation allows a probationary employment period of 12 months for indefinite employment-term contracts, instead of the two months that was previously allowed. Within that period, a company is entitled to dismiss the employee without a compensation payment.

Furthermore, in case of collective dismissals, the total number of dismissed employees per month has been increased to six employees for companies employing 20 to 50 persons and up to five percent of the total number of employees and up to 30 employees for companies employing more than 150 people.

Finally, an employment agreement of an indefinite term can be terminated at any time without notice. In this instance the law provides the standard severance payment based on the years of service within the company (1-24 salaries).

However the severance payment could be half of the above in case of prior notice. Prior notice period is also based on the years of service within the company. Under the new legislation the prior notice period has been decreased to the maximum of six months instead of the maximum of 24 months.

Currently we face a rather hostile economic environment and the legal professionals specialising in employment law must provide effective solutions to ensure the viability or profitability of the investment. Now more than ever we possess the tools and the know-how for such a task. Day-by-day we regain the trust of both markets and investors. It has been a good start so far, but we still have a long way ahead.

Are your people a cost centre or a profit centre?

We see it every day in the media, particularly over the past few years: “Top company cuts thousands of staff.” All too often, senior executives and managers leap to the belief that headcount equates to only cost, neglecting the value side of the equation. They look over the numbers for staff pay packets, staff benefits and various staff facilities, and panic about how much their costs are adding up. What senior executives don’t often realise is that headcount is also about driving increases in revenue and profit. As a result, most organisations are underperforming, in some cases dramatically, and don’t know why.

The good news is there is a little-known solution lurking just around the corner, ready to be brought to bear to help increase shareholder value. This solution is workforce analytics – an important tool to help companies develop a clear understanding of the value of their people and the levers that can be pulled to increase revenue and profit. These levers are simple: accurate data about getting the right number of people in the right place at the right time. Workforce analytics has been proven to help senior executives understand the contribution of headcount to profitability, and how an increase (and effective deployment) of the right kind of staff can be beneficial to the company and for shareholder return.

Indeed, while researching workforce analytics during the process of writing the upcoming book, Calculating Success, we came across evidence that leaders in many companies are managing workforces without knowing how many employees they have or how they are deployed, let alone how many more or what type of staff are needed in order to grow and expand the business. As a result, following headcount reductions caused by the financial crisis, many workforces are simply overheating under an increased workload, with too few people trying to complete too much work (and sometimes two people working on the same task without even realising it).
These are all problems that effective workforce analytics could solve.

A six-step model
Understanding workforce analytics is a discipline. It involves implementing clear set processes, creating a robust system for predictive data analytics, training up staff and getting people’s heads around it.

In Calculating Success, we developed a six-step model to simple, but effective, workforce analytics.

First, it is necessary to frame the central problem. This involves taking time to really understand the organisational issues at hand. This may involve interviewing key managers across HR, finance and other functions, as well as reviewing documents that provide context, such as organisational structure, central business initiatives and project plans.

Once the organisation issues and the problems to be solved are defined, step two involves applying a conceptual model to guide the analysis. This means it is necessary to identify workforce and business variables which are likely to have associations with the problem outcome. This may involve being alert to idiosyncratic events and additional data that could be relevant.

The third step involves capturing the relevant data across all the relevant business units, be it HR, operations, finance or marketing. Any differences in definitions, codes and time frames can then be reconciled while valid data is stored in analytical databases.

Formal quantitative techniques can then be applied to this data, looking for stable patterns over time. This fourth step is where insights to solving the business issues are developed – valid data that tells us what the real story is all about. Using this data, statistical findings should be worked through with key stakeholders to gain buy-in and take decisions at the fifth step. It is essential that these results are presented in a way that is understandable to managers who do not have a statistical background. In this stage, any new problems that surface can be considered, along with any issues which require further analysis and understanding.

Finally, action must be taken to implement solutions. This may involve operational changes in policies, procedures and management actions regarding workforce recruitment, development and deployment: designed to produce the desired changes in workforce performance. Any changes in actions should then be monitored and updated; and the six-step cycle begins again.

Counting value over cost
If more companies gain a better understanding of the value – instead of just the cost – of their workforce, they will increase productivity, and thus improve revenue and profit. In our experience (and recent studies show), organisations that see people as profit centres tend to grow in size and value, and ultimately hire more people. In many countries unemployment and underemployment is at an all-time high – but if organisations came to understand the actual value of people, this wouldn’t be the case.

The big question is, “Is your HR organisation up to the task?” And sadly, the answer tends not to be a positive one.

HR guru Professor Dave Ulrich, best known for his eponymous HR Roles Model, recently spoke at Maxxim Consulting’s recent event, “Whats next for HR?” which looked at the importance of workforce analytics in the changing HR landscape.

According to Ulrich, when HR workers are asked about the biggest challenge in their jobs, he found the answers tended to range from “building credibility with my line managers,” to “bringing in new talent,” or even “handling employee grievances.” Although all of these concerns are essential to HR (there is no opportunity for development if you cannot do the basics well) these are all problems which are associated with the administrative functions of HR, or the design of innovative practices surrounding rewards and communication. The future for HR, however, is to be able to apply HR practices to respond to external business conditions.

In other words, it is no longer enough to just think about creating value by serving employees, but by making sure that services offered inside the company align to the expectations outside of it. Every HR practice can be transformed by seeing the value that it creates for those outside of the company. This positions HR not just to respond to strategy but to helping shape and create it.

Outcomes, not actions
In order to achieve this, Ulrich says, a seismic shift needs to take place to transform the way HR is considered today. HR professionals need to begin to think more in terms of consequences, instead of actions, and focus on the phrase ‘so that.’ By appending ‘so that’ to their aims, achievements and challenges, HR professionals are pushed to see the outcome of their work – not just the work itself.

Even better, says Ulrich, is when two ‘so that’ stages can be incorporated, to connect HR with the broader context of a business. It is no longer enough to merely think “My challenge is to build credibility with my line managers.” Instead develop the statement into, for example, “My challenge is to build credibility with my line managers; so that we can make better investments that help the business reach its goals; so that we can anticipate and respond to external business conditions and deliver value to customers.” In this way, HR professionals are no longer merely responding to the administrative functions of HR, but are looking at the greater business context and expectations outside of the company.

This shift in the thinking of HR professionals, however, is highly dependent upon those professionals understanding their business context and the value of people. Unfortunately, in Ulrich’s research on HR competencies, he found that HR professionals were consistently lacking in business acumen. Indeed, many HR professionals went into HR to avoid the quantitative side of business in the first place! However, in order to move with the future of HR, it is no longer possible to side-step data, evidence and analytics – disciplines which bring rigour to HR.

As HR has become increasingly aligned with business, workforce analytics have become increasingly important. While many HR decisions require insight and judgment, improved workforce metrics helps HR move towards professional rigour. This is where workforce analytics, the topic of Calculating Success, is so essential to help HR stay ahead of the times, and become an essential component to the development of any business.

For more information – www.maxximconsulting.com

Money on the table for technology firms

The current financial and economic crisis, which a large part of the world is still enduring, has resulted in something of a rethink regarding the road ahead for many businesses, not to mention banks and venture capitalists. Quite a number of them seem to have come to the conclusion that the secret to economic recovery does not lie in mega-corporations, but in smaller companies that can adjust to changes in the business environment more rapidly, particularly technology companies. It is too early to predict another dot com boom, but there is suddenly a great deal of interest in internet-based businesses once more.

Venture capitalists are well aware that it is only a matter of time before the next big technology firm springs up in a small, nondescript building somewhere and that it might well be called Zoosk, Chegg or Xactly.

The Wall Street Journal recently published their list of the top 50 venture-capital backed companies and there are quite a number of technology firms on the list.

Xactly Corp develops web-based software; Zoosk Inc. develops social services sites and Chegg Inc develops e-commerce sites; they all feature prominently on the Wall Street Journal top 50 list.

To qualify for a place on the list, a company must have received financial backing during the last three years and it has to be valued at less than $1bn, which of course disqualifies giants such as Groupon, Twitter and Google.

Many of these companies are in the well-established IT category, a favourite of venture capitalists for a long time. Xirrus Inc, a company that manufactures Wi-Fi technology devices, takes the number two spot. Its founder, Dirk Gates, is also the former owner of another high-technology start-up, Xircom, which he sold to Intel Corporation.

Xactly, another software development company, takes the number three position on the WSJ list. Xactly develops sales compensation software and its future prospects looked so bright that it managed to obtain financial backing from giants such as Salesforce.com, Oracle and Microsoft Corporation.

The renewed popularity of internet start-ups amongst technology firms can be seen from the large number of these companies on the WSJ list. At number eight, we find Glam Media, which publishes lifestyle websites. Etsy Inc takes the number 12 position with their online craft market. At number 29 is an online dating site, Zoosk, and the number 31 position is taken by Chegg, a company that provides textbook-rental services.

A number of companies on last year’s list managed to gain sufficient financial backing from investors to make this year’s list again. For example at number 26, we find Jive Software Inc. They received backing from Kleiner Perkins Caufield & Byers, the same people who invested in Twitter and Facebook.

Suniva Incorporated, a company that produces solar cells, is on the list again this year, although it dropped from the number 15 spot to 38. Another technology company, Silver Peak Systems Inc, is in 44th position this year, after appearing at number 20 on last year’s list.

Moody’s cuts SocGen and Credit Agricole

France’s second and third largest banks by assets – Credit Agricole and Société Générale – on Wednesday saw their credit ratings downgraded one notch by Moody’s Investors Service.

Moody’s slashed Credit Agricole to Aa2 from Aa1 while Société Générale was reduced to Aa3 from Aa2 with a negative outlook for long-term debt and deposit ratings.

The downgrade follows months of speculation after Moody’s said in June it was reviewing France’s top three listed lenders and their Greek debt exposure. BNP Paribas is still being assessed by the ratings agency.

The news triggered stock volatility with SocGen shares falling 1.7 percent, Credit Agricole rising 3.5 percent and BNP Paribas dropping by 3.9 percent.

Asia’s herd of elephants

In spite of a run of bad news, the US Assistant Secretary of State for South and Central Asia, Robert Blake, believes India is on its way to becoming the world’s largest economy by 2050. He recently observed at the Centre for Strategic and International Studies: “India is a rising giant whose influence is felt not only in the Indian Ocean, but in the Americas, in Africa, the Middle East, and in Central Asia… Its rise, fuelled by a dynamic, young, optimistic and educated population, will be one of the great stories of our time.”

A survey published by Ernst & Young at the beginning of June showed that despite regulatory obstacles, India remains one of the most favoured destinations for FDI thanks to its comparatively high economic growth. “India is undergoing a transition in terms of investor perception of its market potential, which is bolstered by economic growth projected to surpass eight percent annually,” it said.

Due to its acknowledged success as a centre for business outsourcing, India will rank fifth among the most attractive business locations for European companies within the next three years, the Ernst & Young survey showed. “Foreign investors are not deterred by current regulatory issues to invest in India, and its perceived specialisation as a low cost business process outsourcing hub continues to appeal to investors across the globe,” the report said. The survey, to which around 800 executives from top level international companies contributed, also stated that Mumbai and New Delhi are among the cities most likely to create the next Microsoft or Google.

Contrary to the support issued by Blake and the survey, data published at the end of May showed India’s economy grew at its weakest pace in five quarters, as it slowed to 7.8 percent in the three months to the end of March. Analysts have attributed the slowdown intense inflation, a gradual increase in borrowing costs and lacklustre investment sentiment.

And yet, the government saw it coming. The country’s economy grew last year by a comfortable 8.5 percent, just 0.1 percent central bankers’ predictions. Representing a steady climb of a half percentage point from the year previous. Fuelled by export demands across technology and material markets, the country is enjoying the rush for commodities to support the ever-growing call for specialists identified by the Ernst & Young report.

India has always been marred by reports of corruption at government levels – a contamination that the state has been striving to cleanse. Now, with traditionally Western automotive and telecommunication groups moving into the country, it seems Blake might be on to something in the long-term at least. Here, we profile some of the regions appealing most to investors.

Mumbai
Known as the financial and commercial capital of India, Mumbai is the home to numerous key financial institutions, including the National Stock Exchange, the Reserve Bank of India, the Bombay Stock Exchange and the India Government Mint. Although Mumbai’s affluence originally began thanks to its textile mills and seaport, it has developed into a hub for IT, engineering, diamond polishing and healthcare industries, among others. As an increasing number of companies employ more skilled labour, more and more industries have emerged as significant economic contributors in and around the city. Among the most prevalent are the Bollywood film industry, clothing, pharmaceuticals, utensils and food industries.

Thanks to the success of some of these industries, some of the nations’ highest earning companies are headquartered in Mumbai. One of the biggest players, with revenues of $62.5bn at the last count, is the Tata Group. The company which acquired Jaguar Land Rover three years ago for $2.3bn from Detroit carmaker Ford, sold more than 28,000 units last year. This year, Jaguar Land Rover set up its first assembly plant in India to assemble the Freelander 2 Sport model, which will use parts from Tata’s Land Rover facilities in the UK.

Mumbai-based Reliance Industries announced it is to acquire Bharti Enterprises’ majority stake in Bharti AXA Life Insurance, the latter’s general and life insurance ventures with Europe’s biggest insurer. Reliance Industries will hold 57 percent in the companies, while its associate Reliance Industrial Infrastructure will hold 17 percent. AXA will retain its 26 percent interest in the companies, the maximum stake allowed to a foreign company in an Indian insurance joint venture. Reliance’s billionaire owner Mukesh Ambani is hoping to expand in the financial services arena as demand increases, and is aiming to diversify the business as earnings grow from its core oil and gas business. Commentators anticipate Ambani is keen to keep any extra funds generated from the recent deal in his birth city.

New Delhi
The capital serves as the heart of India’s government, and is located within the wider city of Delhi. The city’s service sector is constantly expanding as an increasing number of multinational companies open businesses. In addition to banking, media and tourism, IT and telecoms have flourished as key industries within the capital. Major IT companies have emerged over the last few years, taking advantage of the skilled labour,  and bolstering the city’s reputation as a hub for cutting-edge technology.

New Delhi-based IT product design and manufacturing company MSI India serves as the benchmark for the industry, with global customers recognising its award-winning production of notebooks, motherboards, networking and server products. The company recently announced its intentions to launch its own range of portable tablet computers in the domestic market soon. It also announced it is to spend around $1m on marketing and advertising this year, with aims to double head count and expecting revenues of around $60m for this financial year. That’s a $15m increase on last year.

Another New Delhi-founded e-commerce company, BenefitsPLUS Media, continues its acquisition spree as it aims to gain a market share of between 10 and 15 percent of the domestic market. In June, the company came closer to its target when it announced that parent company DigiVive Services had acquired one of India’s leading group buying websites, Koovs.com for $2m.

In a bid to further expand different industries in New Delhi, a governmental team will shortly review four sick public sector companies to fast track their disinvestment process, according to an official within the Ministry of Heavy Industries and Public Enterprises, . The companies, which are just four of 27 sick under the administrative control of the ministry, have been listed as Richardson & Cruddas, Hindustan Cable, Hindustan Machine Tools and Tungabhadra Steel. The team will consider a range of options, one senior official said. “In some cases it can be an outright sale, while the option of revival through a joint venture will also be explored.”

The government originally considered disinvestments only through public offers. The ministry has been postponing the sale of shares in some profitable companies because of stock market unpredictability but aims to raise around INR 400bn ($8.87bn) through divestment in public-sector companies to improve the fiscal deficit.

Bangalore
Bangalore is another city which has developed into a centre for heavy industries, Indian telephone industries, BPO and IT. The city’s IT industry is divided into three main groups: the International Tech Park, the Software Technology Parks of India, and Electronics City.

Bangalore has rightfully earned its nickname as the Silicon Valley of India, which first emerged after the establishment of the country’s biggest electronic industrial park, Electronics City. The park currently houses several global companies including Siemens Information Systems, 3M India, HP, General Electric, Bharat Heavy Electricals, CGI and Yokogawa. Infosys technologies and Wipro, the country’s second and third largest IT services companies respectively, are also based at there.

Great news for Bangalore came in mid-June, when Infosys Technologies clinched an INR 1bn ($22.2m) deal with India Post as the countrywide organisation embarks on a huge modernisation programme. Infosys beat its largest domestic rival, Tata Consultancy Services, to clinch the contract, with the widest postal network in the world. The company operates approximately 155,670 post offices, of which nearly 90 percent are located in rural areas. According to company, only 12,604 of its post offices have so far been computerised.

Although IT is a key facet in Bangalore, a recent survey published by Monster Employment Index showed a slow demand in the IT and ITES area has lowered in recent months, as different industries grow more attracted to the city. Aircraft manufacturer Airbus SAS, which has an engineering centre in Bangalore, announced in mid-June that it had signed a strategic agreement with CADES Digitech and QuEST Global. The two Bangalore-based companies, which are already suppliers to Airbus SAS, are to establish centres which will solely focus on the design of aircraft components while providing engineering services. Each company will concentrate on a different aspect of the initiative, with QuEST focusing on wing and pylon engineering, while CADES will deliver aircraft main body fuselages across various aircraft programmes. According to an Airbus statement, each company will have offices in Europe and dedicated centres in India. The new agreement with the two companies will attempt to consolidate engineering services already acquired from a variety of different suppliers, and will “focus on the development with the two tier-one suppliers.”

SunTechnics Energy Systems, one of Bangalore’s largest companies dedicated to solar energy, said in June that it would change its focus, name, and branding. It will now take on its parent company name Conergy to become Conergy Energy Systems, and shall focus mainly on solar photovoltaic projects.

Conergy’s clients in India outside of Bangalore include key telecom, oil, and gas companies, as well as government agencies, state and national government units, and manufacturing sector customers.

Kolkata
Home to India’s largest bourse, the Calcutta Stock Exchange, Kolkata is the key business, commercial and financial centre of East India and the north-eastern states of the country.

Much like the other key Indian business cities, IT has become a chief pull for investment in Kolkata. In addition, Kolkata has always been an important centre for banking and finance, for which it is respected on the global stage. At the minute, a variety of large international banks like Bank of America, Standard Chartered Bank and HSBC Bank boast offices and branches in Kolkata. This is in addition to the country’s three large nationalised banks, Allahabad Bank, UCO Bank and United Bank of India, who have their headquarters in Kolkata.

State-owned Allahabad Bank, which is planning to open more overseas branches in Singapore, Hong Kong and Schenzen in China, announced that it is aiming to achieve business growth of 24 percent during the financial year 2011-12. The bank’s shareholders additionally approved a dividend of INR 6 per equity share of face value INR 10 for fiscal year 2010-11. At the bank’s annual meeting its managing director JP Dua said: “Targeting a 24 percent growth for this fiscal year will take the business level to INR 2.8trn [$62bn].”

In and around the city sit several industrial units managed and operated by various large domestic companies. Some notable organisations headquartered in Kolkata include ITC, Birla, Haldia Petrochemicals, Exide Industries, Britannia Industries, Bata India, CESC, RPG Group, Texmaco, Bengal Ambuja, Philips India, Coal India and Damodar Valley.

Silk Air, a regional wing of Singapore Airlines, commenced lower budget flights to Kolkata’s Netaji Subhash Chandra Bose Airport from the beginning of July, a move that has brought a great deal of attention from those considering investing in the city. The thrice-weekly service between Singapore adds to the flights already operated by its parent company, and will cost 15-20 percent less. The additional traffic in and out of the city provides a platform for more skilled workers bringing more money to the city.

FX markets enjoy colossal expansion

A key tactic in the world’s recovery from the financial crisis has been for banks to increase their capital reserves. While a noble goal, the unfortunate consequence is that it has significantly increased the length of time that savers are locked out of their deposits – an increase which is scarcely compensated for by an insignificant rise in interest rates.

Not everyone wants to invest their savings for two years with no right to revoke and no more contributions than three or four percent per annum. These savers are therefore seeking more attractive investment alternatives. There are mutual funds, but these come with additional costs; and of course there is the stock market, but this requires considerable capital to begin trading.

For investors who do not possess large funds but are looking for a significant return on their capital, the foreign exchange market is a natural home. Forex is the fastest growing and most liquid market in the world: the Bank for International Settlements’ (BIS) triennial report found that in 2010 global foreign exchange trading reached $4trn a day, up 20 percent from 2007.

Its huge scale is due to its character – rather than there being a specific place of trading for over-the-counter products, the foreign exchange market is a vast network of central and commercial banks, investment companies, brokers and dealing companies, regional currency stocks and individuals, all trading with each other online, 24 hours a day.

The main goal for investors entering the forex market is to diversify their assets and withdraw funds from the home market in periods of high uncertainty. And although the market’s rate of growth has slowed (between 2004 and 2007 it grew 69 percent), improving internet infrastructure in developing countries and investment globalisation suggests it is unlikely to peak anytime soon.

Currency pairs
According to the latest BIS data, the euro-dollar is still the most traded currency pair of the market, accounting for roughly 28 percent of all transactions per day (more than $1trn). In second place is the dollar-yen pair (14 percent of daily turnover, or $560bn). The pound-dollar pair takes the third position (nine percent of market share, or $360bn). The euro-yen and euro-pound pairs commonly hit three percent ($120bn) of daily turnover in the forex market.

The US dollar is the market’s dominant currency, taking part in 84.9 percent of transactions – although this has decreased from 85.6 percent in 2004. The use of the euro, by contrast, has increased from 37 to 39.1 percent. Approximately 35.9 percent of currencies traded are from the Asia-Pacific region, including the Japanese yen, Korean won, and the Hong Kong and Singapore dollars – in 2007 their share was 33 percent. In recent years the Australian dollar surpassed the Swiss franc to become the fifth most traded currency in the world.

Trading on the foreign exchange market is also attractive because brokers provide the client with leverage for their trades, which can exceed the deposit hundreds of times. This means that successful trades can result in a profit many times larger than the initial deposit. For example George Soros, one of the most famous currency speculators in the world, earned $1bn selling the pound for just two weeks.

Access to the forex market simply means registering with any brokerage company – the challenge is finding the right one.

Choosing FBS
The market is flush with companies offering essentially identical services. However there are still some leading companies that stand ahead of the competition because of their dependability, attitude towards clients and good service.

FBS is one such company. Formed in early 2009, it now boasts 80,000 clients across more than 50 countries. It operates offices in 16 countries in Europe and Asia, including its main offices in Kuala Lumpur, Shanghai and St. Petersburg.

The broker provides three kinds of account to cater to a variety of traders. First, primarily for beginners, is the micro account, which offers fixed spreads and can be opened with deposits as low as $5. Standard accounts can be opened with $25 and offer ECN/STP trading with leverage up to 1:500.

For more experienced traders with more substantial deposits, FBS provides an Unlimited account, offering interbank liquidity, floating spreads, the ability to see the depth of the market, and no limits on trading strategies and electronic advisers.

Prospective clients can experiment with FBS’s platform by creating a demo account, and enjoy a $5 bonus when opening a live account. With this bonus traders can evaluate the advantages of trading with FBS without depositing their own funds.

Regardless of their type of account or the size of their deposit, every client is equally valuable to FBS. The broker’s competent and professional staff are always ready to help traders and respond to questions as fast as possible.

Informational and analytical support for clients is one of the major advantages of FBS. In order for traders to feel more confident making decisions about committing a transaction, FBS has a large Research Department populated by experts in the global financial markets. Every day these analysts prepare reviews, articles, comments and news on the situation in the European, Asian and American stock exchanges.

The quality and reliability of FBS has been noted by a number of independent institutions of the international currency market; in 2010 FBS received the ShowFx world exhibition awarded for Best Mini-Forex Broker.

With high liquidity, the strong potential for even further growth and an endlessly dynamic nature, the international currency market is one of the most popular investment alternatives today. Although trading comes with certain risks, it also carries the potential for very quick, very high reward – which can be many times greater than the initial investment.

Man of the moment

Shk Khalid Bin Thani Al Thani is a leading Qatari businessman with interests across many areas, including media, real estate and financial securities. He is also the co-founder and benefactor of a number of non-profit organisations and business associations. In banking, however, he is probably best known for having founded a number of Sharia-compliant Islamic banks, including the Islamic Bank of Britain (IBB).

Shk Khalid Bin Thani Al Thani has had a keen interest in business ever since he was a child. “The concept of trading and investing to realise a gain has always intrigued me,” he says. “I started a number of small trading enterprises while still at school. It took a number of trials and some hard lessons to sharpen my skills to analyse an investment proposition and reach a balanced judgement about risk and return.” He feels that these experiences taught him the importance of finance and of sound investment strategies for any business to succeed.

As he grew older, he became increasingly involved with the family business, which would give him a firm foundation for his later years in the banking sector. However, his schooling raised his interest even further in “the considerable role finance and banking play in the economy.” After finishing his schooling, Shk Khalid Bin Thani Al Thani went on to study both undergraduate and post-graduate degrees in Industrial Management and Technology at Michigan University. “I was fortunate to go to college in the US for my undergraduate degree,” he says. “Gaining access to some of the best educational institutions globally has widened my horizons and enforced the idea of an interconnected and interdependent world. I then chose to study a PhD in the UK as it offered me access to a world-class institution in my field of study.”

Shk Khalid Bin Thani Al Thani also feels that these experiences abroad have helped him become a better businessman. “When you live in a different country, speak a foreign language and observe different customs and ways of interacting between people, you become more adaptable and flexible. You learn to accept different views and entertain different ideas and concepts.” During this time, he was also able to learn about different sets of rules, regulations, laws and governing bodies around the world. This has, he says, had an invaluable influence on his business decisions and strategies throughout his career.

The endurance of Islamic Finance
While he considers this exposure to other cultures and customs to have been invaluable, he is adamant that this tool should not be used at the expense of one’s own culture and heritage. It is no doubt this attitude which led him to take the decision that he would only be involved in financial institutions that are Sharia-compliant. Sharia-compliant financial services meet with the requirements of the Muslim faith, which prohibits usury – i.e. interest. “Simply put, Islam views the economic value of money from the perspective of what it adds to a business, an investment, a product or a service. Money is not seen as a commodity in its own right,” Shk Khalid Bin Thani Al Thani explains. “In other words, unless money is mixed with other economic resources to create something new, money itself does not create value. Thus, Islam annuls the concept of compensating an investor for a risk-free cash investment and substitutes it with a risk/return shared approach. When applied correctly, this concept offers a tremendously positive impact on the economy. One needs only to consider the huge debt weight in many developed economies and the burden it creates for future generations just servicing the interest on the debt.”

On 1st January 1991, Shk Khalid Bin Thani Al Thani founded Qatar International Islamic Bank (QIIB) and remains its Chairman and Managing Director. The bank now has 12 branches and 50 ATMs in convenient locations across the country. It is a full service institution, offering a full array of both retail and corporate services while still remaining committed to Sharia principles. Now 20 years old, the bank has assets worth over QR16.6bn ($4.5bn). It is also a founding partner of Tasheelat, a Sharia-compliant consumer financing company.

After the success of QIIB, Shk Khalid Bin Thani Al Thani decided to take his experience abroad and found a second Islamic bank, this time in the UK. “Our experience at QIIB has shown a strong appeal for Sharia-compliant financial services not only to Muslims, but among all segments of the population, regardless of faith or belief,” he says. “When we started contemplating expansion beyond the Qatari borders, we decided to expand in the form of stand-alone entities, sometimes in strategic partnerships with domestic partners. When selecting these partners, we would look for companies that shared our vision and that had a proven knowledge of their domestic markets. The UK was a natural choice, as it is considered one of the main global banking hubs.” To this day, IBB remains the only British retail bank regulated by the Financial Standards Authority that is also fully operating as an Islamic bank.

Subsequently, Shk Khalid Bin Thani Al Thani founded the Syria International Islamic Bank (SIIB), which was one of the first entrants into Islamic banking in the country, “SIIB has been successful and we are pleased with the results of its operation,” he says. “We have also been looking at other opportunities in the Middle East, Europe and North America. However, the challenging banking environment over the last three years and the ensuing regulatory changes mandated re-examining each market closely to ascertain the potential and feasibility of an investment.”

Aside from Islamic banking, Shk Khalid Bin Thani Al Thani has set up a number of other financial companies. The Islamic Holding Group is the first specialised Islamic company providing Sharia-compliant brokerage services for its customers. It has over QR116m ($32m) in assets and endeavours to provide the best brokerage services in the Doha securities market. Qatar Islamic Insurance Company started business in 1995. It is a national organisation, but one that has international reach and currently has over QR586m ($161m) in assets with market capitalisation in excess of QR263m ($72m). Other entities include Syria Islamic Insurance Company and two holding companies, Tadawul Holding Group and Mackeen Holding.

Social investments
Shk Khalid Bin Thani Al Thani’s business interests do not begin and end with financial services – he also has business interests in media, healthcare and education. “In today’s interconnected world, business diversification is a must,” he says. “Economic cycles and varying business conditions impact different industries in different ways. Additionally, as good corporate citizens, we believe that we have a role to play in Qatari society and to make strong contributions towards its development.”

To this end, he was one of the founders of Medicare Group (Al Ahli Hospital) and remains a board director. The 250-bed hospital provides complete healthcare services and aims to become the preferred provider of healthcare for patients from the Gulf area. He is also involved with five media entities, Dar Al-Sharq Publishing and Distribution Co., Al-Sharq Arabic Newspaper, The Peninsula English Newspaper, Dar Al-Arab Publishing and Distribution Co., and Al-Arab Arabic Newspaper. Finally, he holds positions with three real estate and housing development organisations: Zenon Trading and Contracting Co., National Leasing Holding, and Ezdan Real Estate Co. In addition to these corporate interests, he is the Emeritus Vice President of the Asian Amateur Athletic Association (AAAA) and sits on the Board of Directors of the Qatar Society for Rehabilitation and Special Needs. “Healthcare, education and media are complimentary to each other and allow us to play an active role in enhancing the lives of Qatari citizens and expatriates,” he says.

When reflecting on his success over the years, Shk Khalid Bin Thani Al Thani believes that his family background and education form the backbone of what he has become today, “I can honestly say I was fortunate to come from a family of business people. Growing up, I was always exposed to how and why business decisions were made. There were many valuable lessons I learned just by observing even at a young age. My education and travels have helped in expanding my horizons and learning about different cultures and people.” Continuing, he says that if he were to pick out one defining factor, it would be that he takes a longer-term strategic view of issues, problems, challenges and opportunities. “My years in business taught me to consider factors beyond immediate gratification. Today’s shortcomings may be tomorrow’s opportunity, so learning from your own mistakes is part of our success. Finally, aiming high and working hard to achieve one’s goals are basic business values that as true today as they have ever been.”